Possession information can originate from a variety of sources however mostly the emphasis of this article is on information from the Computerized Maintenance Management System (CMMS). When we speak about the CMMS we are mostly focusing on transactional data from work orders. This data is typically utilized to create the Key Performance Indicators (KPIs) for the upkeep feature and thus a lot of us are really acquainted with it. The issue with KPIs of this nature is that they are lagging I.e. failings happen, work is completed and work orders closed prior to we in fact see any adverse impact on efficiency numbers.
Lagging indications are however a vital part of the renovation process and also as a result it is critically important that the data underpinning them is good. Much of the duty for this lies with the job management process in terms of opening the job order appropriately and populating all fields with a level of uniformity to make certain future analysis provides a robust solution. We can however affect this but focusing on a few essential areas: Plant Hierarchy It goes without saying that a totally developed plant hierarchy is a basic need for a functioning work management system. Equipment ought to be identified clearly as well as maintainable items (elements) set up beneath. Treatment should be taken not to take the maintainable item power structure too deep as future analysis will rely on enough data to make defensible monitoring. You may define conveyor idlers as a maintainable thing as you would certainly not go to the initiative of specifying each and every one.
Affixing the job order my advice is to constantly affix non pm type job orders to the component or sub assembly in question. A quick and easy data strategy can be configuration to track the percent of non pm kind work orders being connected to the part versus tools and also utilized to drive conformity. If this is not done there is no doubt that any kind of analysis will call for manual data mining to figure out just what really occurred.
Coding the work order this is a really tough one in my experience. There is limited guidance readily available as well as no effort to standardize apart from ISO 14224. Remove any kind of obscurity from the available choices, it is either a PM (Predictive or Preventive), an arranged job or an unscheduled task. Once we can clearly compare arranged and also none scheduled kind work order we could then start to create some beneficial KPIs.