A Work Order Close-Out Procedure is Critical to a Maintenance/Facilities Organization’s Success

 
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Complete and accurate work order history is required to pass audits and make fact-based, data driven business decisions to improve operational reliability and maintenance effectiveness. Without it, the continuous improvement process (CIP) relies on an individual’s memory, opinions, and emotional perceptions which isn’t the best approach.

The maintenance optimization process should be run like a controlled experiment, where precise, incremental improvements incorporate analysis of the past. Work order history is the comprehensive repository of that past. Therefore, it’s essential that the quality of the historical data is high and properly maintained with strict adherence to a work order close-out procedure. This ensures that the following work order data is complete and accurate. (The importantance of this information follows each bullet point.)

  • Asset ID

    • To ensure that the correct asset has been listed on the work order for historical and costing purposes.

  • Comments

    • Comments are crucial to continuous improvement. They should list what the issue was, what was done to correct it, what could be done to prevent it in the future, any variation to the planned instructions, and any other comments.

  • Date Completed

    • To determine schedule compliance and to establish an accurate chronology of work completed.

  • Downtime

    • To see which asset has the most downtime so that corrective measures can be taken to minimize that downtime.

  • Labor

    • To build accurate equipment work order costs and to compare actual hours vs. estimated hours. If significant variations exist, PM task durations need to be adjusted and / or training needs to take place if tasks are taking too long to complete.

  • Parts

    • To build accurate equipment work order costs and to identify trends of excessive parts check out to the same piece of equipment during a certain time period.

  • Reason for Outage (RFO)

    • To enable root-cause analysis for repetitive failure modes.

  • Work Type

    • To properly identify the type of work being performed so that analysis reports can be generated. E.g. Emergency Work vs. Planned Work

Additionally, it ensures that:

  • Follow-up work orders have been created.

    • A follow-up work order is a corrective sub-work order generated when corrective short-term containment for an urgent job is necessary or when work has been identified during a PM or PdM inspection.

  • Labor, parts, comments, downtime, and RFO have been properly assigned to the correct equipment.

  • Comments are legible and easy to understand.

  • Parts have been properly checked out and / or returned.

  • Out-of-Stock parts have been identified.

Gatekeeper

When multiple people perform the same procedure, variation is introduced, making historical data mining difficult. When individual interpretation of work order data (type, RFO code, etc.) differs, even slightly, it negatively impacts historical searches and sorts across thousands of records. This can be especially damaging to businesses if OSHA or FDA auditors request work order history that can’t be effectively produced because it wasn’t properly captured or categorized.

To eliminate variation and maximize data quality and consistency, the final review of a work order prior to a closeout should go through one person. The gatekeeper approach is always optimal and best performed by the maintenance planner/scheduler (MPS). This way, the MPS can perform the final quality check on the work that s/he initially generated, planned, and scheduled and close the loop on it. When only one person has visibility, that person ensures that all work order fields have been correctly and consistently filled out. If not, control of historical CMMS data is lost.

Procedure

The work order close-out procedure should be well-defined and included in a comprehensive work order policy document that the entire site consistently follows. Everyone in the work order life cycle has a role to play to ensure data accuracy and integrity. The work order completion and close-out process flow includes critical steps to be performed by technicians, supervisors, and the MPS.

Maintenance Technicians

First, technicians should first complete the work as scheduled. Once completed, they should correctly record the following work order information:

  • Completion Date

  • Detailed Comments

  • Labor Hours

  • Parts

  • RFO Code (if applicable)

After verifying that all work order information has been properly recorded, a follow-up work order should be initiated, if needed, and the work order status should be updated to “Completed”. 

Maintenance Supervisors

Supervisors should review all work completed by their crew and make note of important comments, compare actual time vs. estimated time, and verify the quality of the work order data entered into the CMMS. Supervisors should also perform random quality checks on the completed work by visiting the job site and verifying that the work was completed to acceptable standards; then coach and train their crew as needed.  

MPS

The final work order close-out step should be conducted by the MPS, verifying data consistency. The work order should then be closed to history with confidence the historical value is intact.

Summary

The work order close-out process should not be taken lightly as it ensures complete and accurate work order data needed to seamlessly pass audits, improve operational reliability, and achieve maintenance excellence. When organizations achieve maintenance excellence and Make Reliability a Reality™, they transition their maintenance function from a cost center to a profit center and realize the following:

  • Improved Mechanical Uptime
    (World-Class Standard: 98%)

  • Increased Capacity & Reliability

  • Minimized Costs (Maintenance & Conversion)

  • Mitigated Risk to Quality, Safety & Property Loss

  • Optimized Inventory
    (Reduces equipment downtime by up to 25%.)

Contact Us today for more information!

About CMMS Data Group

Founded in 2000 to help organizations achieve maintenance excellence, CMMS Data Group is the market leader in CMMS software and services. Led by the award-winning MVP Plant™ CMMS software, the Company also provides comprehensive reliability engineering services, enabling maintenance and facilities teams to increase reliability, capacity, productivity, and profitability.


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Author Bio: Bill Mountjoy, CMRP, VP of Reliability Engineering
CMMS Data Group

Bill Mountjoy leads the reliability engineering division with over 25 years of reliability engineering experience. He’s implemented maintenance and reliability excellence best practice methodologies for several fortune 100 manufacturing companies and supported over 150 global manufacturing operations. His tactical plant level and strategic corporate level work experience provides organizations a practical perspective on delivering real results.

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Author Bio: Ruth Hughes, CMRP, Founder & CEO
CMMS Data Group

Because Ruth is passionate about helping maintenance/facilities teams achieve success, she created the following:

  • 2000: CMMS Data Group & MVP Capture Mobile CMMS

  • 2008: MVP Plant CMMS Software

  • 2009: MVP Plant Mobile CMMS

  • 2019: CMMS Data Group’s Reliability Engineering Division

By helping maintenance/facilities teams achieve maintenance and reliability success with CMMS Data Group’s MVP Plant CMMS software and its professional services, technical support, and reliability engineering services, she plans to realize her next goal of making the world more mechanically reliable.

KPIs and the PM (& PdM) to Corrective Ratio

 
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Key Performance Indicators (KPIs) provide a snapshot of the status of maintenance effectiveness, letting you know where to focus your attention and should be reported, trended, and communicated on a monthly basis throughout the organization. KPIs raise a “red flag” on potential issues as well as highlight key areas of improvement and success.

When you can measure what you are speaking about and express it in numbers, you know something about it; but when you cannot measure it, when you cannot express it in numbers your knowledge is unsatisfactory.
— Lord Kelvin, 1884

However, many times, maintenance and facilities departments lack KPI reporting and/or may not know what the KPI world-class maintenance standards are. Look no further, CMMS Data Group is here to help and we’re happy to introduce the 1st KPI, PM (& PdM) to Corrective Ratio, to you.

The question often gets asked: “Are we doing the right number of PMs and PdMs frequently enough?” In a reactive environment, it’s common to see excessive PMs and PdMs being created based on reactive decision making. It’s the “something has failed so let’s make another PM and PdM and do it twice as frequently” approach. The PM (& PdM) to Corrective Ratio is a simple, but effective, KPI to help answer this question.

Definition

The PM (& PdM) to Corrective Ratio takes the number of PM and PdM inspections performed during the month and relates it to the number of corrective work orders that were generated from those inspections. The goal for this ratio is 6:1. (For every 6 PMs and PdMs, 1 corrective work order should result.)

  • PM to Corrective Ratio = # of PMs and PdMs Completed / # of Corrective Work Orders Generated

What does the ratio tell me?

High (> 6:1)

If the ratio is greater than 6:1, less than expected corrective work orders are being generated from PM and PdM inspections and this could mean that:

  • PMs are being performed too often creating excess cost and downtime. Additionally, over-PMing can induce failures into the system by excessive intervention.

  • Corrective work isn’t being recorded properly.

  • The content and quality of PM instructions are inadequate or not being properly followed.

Low (< 6:1)

If the ratio is less than 6:1, more corrective work orders are being generated than expected and this could mean that:

  • The interval between PMs may be too large and issues may not be identified soon enough resulting in equipment breakdowns.

  • Not enough PMs (weekly, monthly, quarterly etc.) are in the system.

 
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The PM (& PdM) to Corrective Ratio is kind of a Goldilocks KPI where you want to find that “just right” ratio to ensure your PM program is effectively delivering reliability to the operation without costing too much. This KPI along with others that will be featured in future tips can collectively provide the right information to optimize your maintenance process.

Hope this helps.

To maintenance and reliability success!


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Webinar Announcement

  • Webinar: Introduction to KPIs

  • Host: Bill Mountjoy, CMRP, VP of Reliability Engineering

  • Date: Wednesday, October 16, 2019

  • Time: 1:00 pm - 1:45 pm CDT
    (11:00 am PDT / 12:00 pm MDT / 2:00 pm EDT)


About CMMS Data Group

Founded in 2000 to help organizations achieve maintenance excellence, CMMS Data Group is the market leader in CMMS software and services. Led by the award-winning MVP Plant™ CMMS software, the Company also provides comprehensive reliability engineering services, enabling maintenance and facilities teams to increase reliability, capacity, productivity, and profitability.

CMMS Data Group Founder and CEO Ruth Hughes Makes Crain’s Notable Entrepreneurs List

 
 

CMMS Data Group’s founder and CEO, Ruth Hughes, has made the Crain’s Notable Entrepreneurs list, an accolade of Crain's Chicago Business that recognizes notable and industry-leading entrepreneurs from the Chicagoland area. The newspaper applauds Hughes for her incredible journey from a humble Illinois Institute of Technology (IIT) graduate with little money in her pocket to founder and CEO of a multimillion-dollar maintenance and reliability software powerhouse.

In the late '90s, Hughes traveled 100% as an MP2™ CMMS software training consultant. At the end of each assignment, she was asked: "How do I get all of our data into the system?" "What are other companies doing?" "Can you help us on the weekends?" Hughes started CMMS Data Group using a $600 credit card check with the hopes of making reliability a reality for maintenance departments all over the world. She is proud to say that CMMS Data Group is fully bootstrapped, entirely self-funded by Ruth. Profits are reinvested into the company, contributing to the current 3-year growth rate of over 90%.

Hughes has enjoyed a few milestones over the past two years. MVP Plant CMMS software, CMMS Data Group’s flagship product, was named the 2018 Product of the Year GOLD Winner by Plant Engineering in the Maintenance Software category. Additionally, MVP Plant was recognized by G2 as a High Performer in the CMMS category. CMMS Data Group also effectively doubled its office space in Chicago and plans to expand again by another third within the year. Another dream of Hughes’ came to fruition in 2018 when the company held MORE! 2018, its first annual MVP Plant training, reliability, and user conference. Held earlier this year, MORE! 2019 doubled the attendance of the inaugural conference.

To be recognized by Crain’s Chicago Business newspaper as a Notable Entrepreneur is an incredible honor. What started as a dream to help maintenance and facilities teams increase reliability, capacity, productivity, and profitability and achieve maintenance excellence has become a reality. Thank you to my team and our customers for making CMMS Data Group what it is today and for making the world more mechanically reliable.
— Ruth Hughes

Hughes has been engaged in the maintenance and reliability community since 1998. She is a Certified Maintenance & Reliability Professional (CMRP) and a member of SMRP. CMMS Data Group is also an SMRPCO sustaining sponsor. Under her leadership, CMMS Data Group was certified as a national Women’s Business Enterprise (WBE) by the Women’s Business Enterprise National Council. The company hosts its annual MORE! MVP Plant training, reliability, and user conference, and continues to promote reliability and manufacturing initiatives to not only help local businesses but global business, too. A native of Wheeling, IL, Hughes currently lives in a North Shore suburb of Chicago.

Click here to connect with Ruth on LinkedIn.

Contact Us today for more information!

About Crain’s Chicago Business

Crain's Chicago Business is a Chicago-based weekly business newspaper with an average print circulation of over 40,000 and a readership of over 210,000 per week.  ChicagoBusiness.com, the paper's digital equivalent, has 1 million unique visitors per month and over 2.3 million-page views per month. Crain’s Chicago Business is owned by Crain Communications, a privately held publishing firm with a robust portfolio of magazines including Modern Healthcare, Advertising Age, and Automotive News.

About CMMS Data Group

Founded in 2000 to help organizations achieve maintenance excellence, CMMS Data Group is the market leader in CMMS software and services. Led by the award-winning MVP Plant™ CMMS software, the Company also provides comprehensive reliability engineering services, enabling maintenance and facilities teams to increase reliability, capacity, productivity, and profitability.

CMMS Data Group Welcomes Stephen Janow as Senior Reliability Engineering Consultant

 
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CMMS Data Group is proud to announce that Stephen Janow has joined its Reliability Engineering Team as a senior reliability engineering consultant in July.

Janow offers over 30 years of reliability engineering and maintenance management experience, helping companies achieve world-class maintenance excellence. He has implemented best practice methodologies, reliability excellence, and CMMS software programs for various organizations and industries. His experience includes auditing and evaluating manufacturing facilities, customizing and implementing world-class maintenance training programs, developing optimal PM programs, optimizing maintenance storerooms, and developing KPI reports to help users take advantage of their CMMS data.

Steve is probably the most dedicated and motivated individual that I have ever worked with. He was so helpful and went above and beyond to help me and my team accomplish so much in such a short period of time. His application and his level of knowledge, experience, and professionalism are truly commendable.

— Jennifer Van Amersfoort, Maintenance Schedule Planner, Taylor Farms

Janow’s background includes working at the Kroger Company for over twenty years. He started out as a maintenance technician and quickly moved up the ranks, working in planning and scheduling, and then in maintenance and reliability management. Following Kroger, he then worked at Multi-Skill Training Services as a maintenance consultant before joining CMMS Data Group. Janow’s extensive hands-on maintenance and reliability engineering knowledge plays a vital role in helping clients achieve the results they look for.

Under the guidance of Bill Mountjoy, vice president of reliability engineering, Janow’s role is to provide reliability engineering consulting services to CMMS Data Group’s clients. Janow will perform Maintenance Excellence Status Assessments™ (MESAs™), evaluate key performance indicators (KPIs), and instruct departments on how to use their CMMS data to apply reliability best practices and achieve world-class maintenance status.

Janow loves bonding with clients while helping make their jobs easier, which is why he is proud to facilitate CMMS Data Group’s mission – to teach maintenance and facilities departments how to use their CMMS data to achieve maintenance excellence and Make Reliability a Reality™. He says the most efficient way to do this is to show and teach them how to do it and then let them run with it.

“It’s kind of like driving a car. If I’m the passenger and I’m going somewhere new, and someone else is driving, I never remember the directions. I have to be the person driving so I’ll remember how to get there. And this is what I want to do for our customers. I let them do the driving rather than just telling them what they need to do.
— Steve Janow

Mountjoy says Janow’s outstanding toolset helps CMMS Data Group continue to achieve its goals.

“The addition of Stephen Janow to the Reliability Engineering division further strengthens our capability and commitment to deliver best-in-class maintenance solutions to our customers. Stephen’s 30-year history working at a tactical level to implement successful maintenance excellence foundations is unparalleled. The breadth and capability of our division coupled with our top-rated CMMS software, MVP Plant, set CMMS Data Group apart to deliver holistic solutions to Make Reliability a Reality.
— Bill Mountjoy

Click here to connect with Stephen on LinkedIn or Contact Us today for more information!

About CMMS Data Group

Founded in 2000 to help organizations achieve maintenance excellence, CMMS Data Group is the market leader in CMMS software and services. Led by the award-winning MVP Plant™ CMMS software, the Company also provides comprehensive reliability engineering services, enabling maintenance and facilities teams to increase reliability, capacity, productivity, and profitability.

Why CMMS Data Group Launched its Reliability Engineering Division

 
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(Please note that M&RE stands for Maintenance and Reliability Excellence.)

I built CMMS Data Group in 2000 to help MP2™ users take advantage of the benefits that their MP2 CMMS software had to offer. Then, to support customer demand, I built a smart and amazing team that never ceases to amaze me. In 2006, to fill a gap, we built MVP Plant™ CMMS software and its mobile CMMS app to give users a better alternative to their current (or lack of) CMMS software. Additionally, we wanted to give them an easy way to collect complete and accurate CMMS data and populate their CMMS (MVP Plant) with it. Now, in 2019, we built a reliability engineering division and the reasons why follow…

I simply love this (maintenance and facilities) industry and the people that work in it. Maybe it stems from the love that I’ll always have for my dad and playing with my brother in my dad’s auto body shop when we were little. I don’t know but I do know that since starting in this industry in 1998, I have always wanted to help maintenance and facilities professionals and make their jobs easier.

Early on, I learned that maintenance and facilities teams are amazing and do so very much even though they’re given so very little (including respect). I know that maintenance and facilities teams are the most valuable players (MVPs) within an organization, not a necessary evil, because they ensure customer satisfaction by making sure that everything continues to work and run well. Not only do they keep equipment running, they keep offices warm in the winter and cool in the summer. When they need something and it’s not in the budget, they don’t just say, “Oh well.” Heck no! They say, “I’ll figure it out,” and they make it happen.

Through the years, I also learned that maintenance and facilities teams struggle with taking their department to the next level to achieve maintenance excellence. Either they don’t have the data, don’t know what steps to take next, or lack the resources to make it happen.

Don’t Have the Data
This issue was solved when we created MVP Plant CMMS software. Not only do maintenance and facilities teams now have the data needed to support optimal decision-making, but it’s complete and accurate too!

Don’t Know What Steps to Take Next and Lack the Resources to Make it Happen
These are the reasons why our reliability engineering division was created. Even though maintenance and facilities teams are now equipped with complete and accurate data, CMMS Data Group did not know how to advise them on what steps to take next to help them achieve world-class maintenance and reliability excellence (M&RE). We lacked the knowledge such as world-class key performance indicators (KPIs), the 15 building blocks of maintenance excellence, the 1,000 quantitative and qualitative points on how to properly assess maintenance excellence, etc. We took stabs at it and did a good job; however, I don’t like taking stabs. I like providing customers with complete solutions; hence, the reliability engineering division was formed.

The 15 Building Blocks of Maintenance Excellence

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How did I have the confidence to build this division? Please allow me to explain. Since 1998, many experts that I call my M&RE gurus have helped me and have taught me so much about M&RE. The 1st guru is Mr. Terry Harris, CMRP and Founder & CEO of Reliable Process Solutions. I met Terry Harris in 2006 at the Enterprise Asset Management tradeshow in Las Vegas. I was quite the lucky girl to have a booth next to him. During the tradeshow, he taught me many things about M&RE including that a piece of equipment can run forever. I said to myself, “What? No one had ever said anything like this to me even after being in the industry for 8 years.” I knew his knowledge was something special and I wanted to share it with the rest of the world. Hence, CMMS Data Group launched Equipment Reliability training and Terry led the classes.

The 2nd guru is Mr. Bill Mountjoy, CMRP and VP Reliability Engineering of CMMS Data Group. I met Bill In 2002 after he called us (CMMS Data Group) seeking MP2 support for 34 of his manufacturing plants. Through the years I gained such a huge amount of respect for him because I saw him lead huge corporations to M&RE. Because helping companies achieve M&RE is near and dear to my heart and the reason why I started CMMS Data Group, I was a huge fan. And I became an even bigger fan when Bill told me that he was trained by one of the best authorities on the subject of M&RE and that’s Don Nyman. Don Nyman wrote many M&RE books including Maintenance Planning, Coordination, & Scheduling and 15 Most Common Obstacles to World-Class Reliability: A Roadmap for Managers.

Because of Bill’s knowledge, when we started building MVP Plant in 2006, if we had a question about how something should work, I would call Bill (and many others) for advice. With their advice, MVP Plant was and continues to be perfected. Additionally, Bill submitted many enhancement requests to make MVP Plant support his M&RE initiatives.

Not only are we fans of Bill but he is also a fan of ours. Through the years, he has watched and helped us and our software grow.

Because we’re both fans of each other and because we have the same passion to help companies achieve M&RE and Make Reliability a Reality™, we’ve united forces. With Bill’s expertise and wisdom and with CMMS Data Group’s current offerings, it was a no-brainer to launch a reliability engineering division. All things reliability will be developed, managed, and overseen by Bill. He brings a new dimension to CMMS Data Group’s offerings.

So there you have it. By surrounding myself with M&RE experts, having an amazing team, and offering software that arms maintenance and facilities teams with precise CMMS data, my team and I had the confidence to launch a new reliability engineering division.

Thank you to Terry, Bill, and all my other M&RE gurus for sharing knowledge with me throughout the years. And thank you to my team for your support and for always believing in me. I appreciate it more than you know.

Now, I present to you CMMS Data Group’s new reliability division with a mission to help you and your organization achieve M&RE, Make Reliability a Reality, and make the world more reliable.

Contact Us today for more information!

About CMMS Data Group

Founded in 2000 to help organizations achieve maintenance excellence, CMMS Data Group is the market leader in CMMS software and services. Led by the award-winning MVP Plant™ CMMS software, the Company also provides comprehensive reliability engineering services, enabling maintenance and facilities teams to increase reliability, capacity, productivity, and profitability.

CMMS Data Group Makes the 2019 Inc. 5000

 
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Inc. magazine revealed yesterday that CMMS Data Group has made its annual Inc. 5000 list, the most prestigious ranking of the nation’s fastest-growing private companies. The list represents a unique look at the most successful companies within the American economy’s most dynamic segment—its independent small businesses. Microsoft, Dell, Domino’s Pizza, Pandora, Timberland, LinkedIn, Yelp, Zillow, and many other well-known names gained their first national exposure as honorees on the Inc. 5000.

To be recognized by Inc. magazine is an incredible honor. What started out as a dream to help maintenance and facilities departments achieve maintenance excellence has become a reality. Thank you to my team and to our customers for making CMMS Data Group what it is today and for making the world more mechanically reliable.
— Ruth Hughes, Founder and CEO, CMMS Data Group

Not only have the companies on the 2019 Inc. 5000 (which are listed online at Inc.com, with the top 500 companies featured in the September issue of Inc., available on newsstands August 20) been very competitive within their markets, but the list as a whole shows staggering growth compared with prior lists. The 2019 Inc. 5000 achieved an astounding three-year average growth of 454 percent, while CMMS Data Group’s rate was over 90 percent. The Inc. 5000’s aggregate revenue was $237.7 billion in 2018, accounting for 1,216,308 jobs over the past three years.

Complete results of the Inc. 5000, including company profiles and an interactive database that can be sorted by industry, region, and other criteria, can be found at www.inc.com/inc5000.

The companies on this year’s Inc. 5000 have followed so many different paths to success. There’s no single course you can follow or investment you can take that will guarantee this kind of spectacular growth. But what they have in common is persistence and seizing opportunities.
— James Ledbetter, Editor in Chief, Inc.

The annual Inc. 5000 event honoring the companies on the list will be held October 10 to 12, 2019, at the JW Marriott Desert Ridge Resort and Spa in Phoenix, Arizona. As always, speakers include some of the greatest innovators and business leaders of our generation.

Click the following link to see our listing:
2019 Inc. 5000: The Most Successful Companies in America

Contact Us today for more information!

About CMMS Data Group

Founded in 2000 to help organizations achieve maintenance excellence, CMMS Data Group is the market leader in CMMS software and services. Led by the award-winning MVP Plant™ CMMS software, the Company also provides comprehensive reliability engineering services, enabling maintenance and facilities teams to increase reliability, capacity, productivity, and profitability.

More about Inc. and the Inc. 5000

Methodology

The 2019 Inc. 5000 is ranked according to percentage revenue growth when comparing 2015 and 2018. To qualify, companies must have been founded and generating revenue by March 31, 2015. They had to be U.S.-based, privately held, for profit, and independent—not subsidiaries or divisions of other companies—as of December 31, 2018. (Since then, a number of companies on the list have gone public or been acquired.) The minimum revenue required for 2015 is $100,000; the minimum for 2018 is $2 million. As always, Inc. reserves the right to decline applicants for subjective reasons. Companies on the Inc. 500 are featured in Inc.’s September issue. They represent the top tier of the Inc. 5000, which can be found at http://www.inc.com/inc5000.

About Inc. Media

Founded in 1979 and acquired in 2005 by Mansueto Ventures, Inc. is the only major brand dedicated exclusively to owners and managers of growing private companies, with the aim to deliver real solutions for today’s innovative company builders. Inc. took home the National Magazine Award for General Excellence in both 2014 and 2012. The total monthly audience reach for the brand has been growing significantly, from 2,000,000 in 2010 to more than 20,000,000 today. For more information, visit www.inc.com.

The Inc. 5000 is a list of the fastest-growing private companies in the nation. Started in 1982, this prestigious list has become the hallmark of entrepreneurial success. The Inc. 5000 Conference & Awards Ceremony is an annual event that celebrates the remarkable achievements of these companies. The event also offers informative workshops, celebrated keynote speakers, and evening functions.

For more information on Inc. and the Inc. 5000 Conference, visit http://conference.inc.com/.

The Importance of a Maintenance Storeroom Inventory Clerk

 
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It’s morning and you head to the kitchen to have a bowl of cereal before leaving for work. First, you grab your favorite box of cereal. Then, you open the cabinet door to get a cereal bowl, but the bowls are missing. And when you open the silverware drawer to get a spoon, there isn’t any silverware. You think to yourself, “Hmmm. That’s strange. I guess I’ll just grab something else on my way to work.”

Little did we know that we all are inventory clerks. Every time we go to the store to buy something that we ran out of, we’re performing the inventory management function of replenishment. Every time we put dishes or laundry away after they’ve been washed or put away items that we bought, we are performing the inventory management function of stocking.

When it comes to retail stores and auto repair shops, they have inventory clerks and inventory management systems to provide optimal service and to maximize profits. When you go to a retail store or auto repair shop, inventory is categorized, organized, labeled, priced, and given a home. What if this wasn’t the case? What if you asked a retail store employee where something was and they replied, “I don’t know.” What if you went to a restaurant and each time that you ordered something the server replied, “We’re not sure if we have the ingredients needed to make that for you.” What if your car needed to be repaired and the repair shop didn’t have or didn’t know where the parts were that were needed to fix it?

Many times, manufacturing companies don’t provide their maintenance departments with inventory clerks and inventory management systems because they don’t consider Maintenance to be an auto repair shop or service center even though it is. Hence, significant time and money is wasted when a part is out of stock or can’t be found. This hurts the company’s bottom line and morale.

Imagine if you were a maintenance technician and a critical piece of equipment is down causing an entire manufacturing line to be down. Additionally, the entire company is putting pressure on you to repair it, but you can’t because the part that you need can’t be found or is out of stock. Each minute that the equipment is down is not only stressful but quite costly as follows:

Equipment Downtime

Assumptions for a Typical Plant Running 24 / 5:

  • Average Amount of Downtime (caused by not having available parts): 2.5 Hours / Day

  • Estimated Cost of Downtime: $500 / Hour

(2.5 Hours / Day) x (260 Days / Year) x ($500 / Hour) = $325,000 / Year

And when it’s determined that the part must be reordered, you as a maintenance technician have to order the part and then get approval for expedited shipping. Again, more stressful, inefficient, and costly activities.

A manufacturing plant is quite different from your kitchen. When a manufacturing plant can’t find a needed part, it’s not as easy as finding something else to eat. Maintenance departments within manufacturing plants, just like retail stores and auto repair shops, need an inventory clerk and an inventory management system to maximize profits.

Where there are people, there is inventory. When significant costs can be associated to inventory when it’s unavailable or can’t be found, an inventory clerk is a must. In a typical manufacturing plant, an inventory clerk helps eliminate the annual $325,000 cost of parts-related equipment downtime by ensuring that parts are available and easy-to-find. Additionally, employee satisfaction will increase, and happy employees make happy customers!

Contact Us today for more information!

About CMMS Data Group

Founded in 2000 to help organizations achieve maintenance excellence, CMMS Data Group is the market leader in CMMS software and services. Led by the award-winning MVP Plant™ CMMS software, the Company also provides comprehensive reliability engineering services, enabling maintenance and facilities teams to increase reliability, capacity, productivity, and profitability.

The Importance of a Planner/Scheduler

 
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Imagine driving through an intersection that doesn’t have a stoplight, attending a symphony without a conductor, going to a class that doesn’t have a teacher, attending a football game with coachless teams, or going to a manufacturing plant that doesn’t have a maintenance planner/scheduler (MPS). Huh? Wait, what’s an MPS?

Typically, an MPS works in the maintenance department of a manufacturing plant and plans and schedules maintenance activities (jobs) for maintenance craftsmen. (Maintenance activities are performed to prevent downtime and to keep equipment running and running well.) When jobs are properly planned and scheduled, maintenance craftsmen are teed up for success and efficiently complete their jobs without delays such as unavailable:

  • Parts

  • Equipment

  • Tools

MPSs ensure that each job has a scheduled start and finish date, a priority, clear and concise instructions, and that jobs are safely performed to the satisfaction of the requester, all at a minimal cost. Sounds like having an MPS is a no-brainer, right? Wrong! Most plants don’t have an MPS because they don’t understand their importance.

Everyone understands the importance of a stoplight, conductor, teacher, and coach, but not everyone understands the importance of an MPS. Just like a stoplight, conductor, teacher, coach, an MPS manages, controls, and / or coordinates activities. Additionally, they help minimize equipment downtime, optimize employee utilization, eliminate part and tool searches, and ensure that equipment is available.

If a stoplight doesn’t work, it’s backup mechanism kicks in and it blinks a red light and is treated like a stop sign. If someone is not doing their job well, the following results:

  • Conductor: The symphony is a disappointment and there may be a loss of future ticket sales.

  • Teacher: There is chaos in the classroom and the loss is that kids don’t learn as much as they should.

  • Coach: The team loses and fans are disappointed.

If a plant doesn’t have an MPS or the MPS isn’t doing his/her job well, it can result in the following:

  • Equipment Downtime

  • Underutilized Maintenance Craftsmen

  • Lost Time Searching for Parts & Tools

  • Unavailable Equipment

Now, let’s assign a cost to equipment downtime.

Equipment Downtime
This assumes the following for a typical plant that runs 24 / 5:

  • Average Amount of Downtime (caused by not having available parts and tools): 2.5 Hours / Day

  • Estimated Cost of Downtime: $500 / Hour

(2.5 Hours / Day) x (260 Days / Year) x ($500 / Hour) = $325,000 / Year

Not only will an MPS help eliminate the $325,000 cost of equipment downtime with pre-identified / pre-kitted parts and spare parts lists, s/he will also help maximize employee utilization, minimize the time spent searching for parts / tools, and ensure that equipment is available before assigning work to it. How can manufacturing plants not afford to have an MPS with a savings of $325,000 / Year plus significant efficiency gains?

When stoplights, conductors, teachers, coaches, and MPSs do their jobs well, the end results are efficient traffic patterns, beautiful music, well-educated / happy students, and efficient manufacturing plants with maximized profits and happy employees.

Contact Us today for more information!

About CMMS Data Group

Founded in 2000 to help organizations achieve maintenance excellence, CMMS Data Group is the market leader in CMMS software and services. Led by the award-winning MVP Plant™ CMMS software, the Company also provides comprehensive reliability engineering services, enabling maintenance and facilities teams to increase reliability, capacity, productivity, and profitability.

How to Justify an Inventory Clerk

 
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I learned how critical an inventory clerk is to the success of a maintenance department while performing inventory walkdowns for a major food manufacturer in Ohio back in 2005. I have always had a love for inventory but my love for it grew even stronger after this experience.

What is an inventory walkdown? An inventory walkdown is the process of collecting the following information for every part in a maintenance storeroom:

  • Cost

  • Description

  • Equipment (where used)

  • Manufacturer Part No.

  • Model No.

  • OEM?

  • Part No.

    • Current

    • New (if applicable)

  • Quantity

  • Specifications

  • Stock Location

  • Type

  • Vendor Item No.

This ensures that all parts are accounted for and accurately reflected in a company’s CMMS. Let me take a step back - it’s really the attempt to collect this information because most of the time, the information is not readily available because a part may be old or obsolete, it may NOT be in its original packaging, and sometimes, the entire maintenance team doesn’t even know what the part is. For the identifiable parts, after parts data has been collected, it’s then verified and uploaded to the company’s CMMS.

What did I learn while walking down parts? Well, 1st of all, an inventory walkdown is a time-consuming process and I spent the whole summer in the storeroom. During this time, I saw lots of things and asked lots of questions. The 1st thing that I saw, repeatedly, and what bothered me most, was that maintenance technicians (MTs) were constantly looking for parts. First thing in the morning, I would see an MT search for a part by opening and closing multiple drawers and if a part wasn’t found, it was on to opening and closing multiple cabinets. Later on, Michael Pratt, Maintenance Manager of SROriginal Desserts, taught me that the jargon for the process of opening and closing drawers and cabinets to find a part is called “parts surfing”. Parts surfing sounds cool, but it has no place in a maintenance storeroom. If I ran a storeroom, I would put up a sign that said,

“Parts Surfing Not Allowed. See Me if the Need Arises.”

And it didn’t stop there. I saw parts surfing repeated over and over again throughout the day. I then asked the MTs how much time they spend, on average, looking for a part. They said, “Thirty minutes per part but sometimes it takes days!”

I was flabbergasted and I immediately calculated the cost of not having an inventory clerk.

  • Average No. of Parts Needed / Day: 5

  • Average No. of Minutes Spent Looking for a Part: 30

  • Plant Hours: 24 / 5

  • Average No. of MTs / Day for 3 Shifts: 10

  • MT Standard Labor Cost: $25 / Hour

  • Average No. of Days / Year that a 24 / 5 Plant Runs: 260

(5 Parts / Day) x (0.5 Hours / Part) x (10 MTs) x ($25 / Hour) x (260 Days / Year) = $162,500 / Year

Not only is this a complete waste of money and an MT’s time, what if a critical machine is down? What if a part that was needed couldn’t be used simply because it could not be found yet it actually existed somewhere in the storeroom? The bottom line is that the cost of parts surfing is insignificant compared to the cost of production downtime.

I then had another inventory walkdown assignment at a food manufacturing plant in Georgia. And guess what? The same thing was going on there. Once again, I was flabbergasted and told the maintenance manager that I had an idea to develop cost justification for an inventory clerk. Because he was struggling to justify an inventory clerk himself, he wouldn’t let me leave the plant after finishing the assignment without creating and giving him a copy of it. So back to my hotel room I went. I then created an inventory clerk justification spreadsheet and gave it to the maintenance manager before I left. Not only did I address the time wasted on parts surfing, I also addressed some of the other factors detrimental to a plant when they don’t have available, organized, and easy-to-find parts simply because they don’t understand the value of investing in an inventory clerk. The factors that I included in my spreadsheet follow:

  • Annual Obsolete Parts Holding Cost

  • Annual Part Search Opportunity Cost

  • Annual Unknown Equipment Spare Parts List Cost & Opportunity Cost

  • Annual Maintenance Technician Purchasing Cost & Opportunity Cost

  • Annual Unkitted Work Order Parts Cost & Opportunity Cost

  • Annual Part Expediting Cost

  • Annual Parts-Related Downtime Cost

  • Annual Unmanaged Inventory Cost

  • Annual Unmanaged Inventory Processes Cost

  • Unnegotiated Lower Pricing Vendor Agreements Opportunity Cost

  • Annual Vendor Non-Conformance Cost

So, please, I beg of you, if you don’t have an inventory clerk, please click here and use my spreadsheet to justify one to not only make everyone’s life easier in your maintenance department, but to save your plant time and money and increase bottom-line profits. And guess what? After you complete the spreadsheet, it’s typical to see a payback period of an inventory clerk of less than one month!

Contact Us today for more information!

About CMMS Data Group

Founded in 2000 to help organizations achieve maintenance excellence, CMMS Data Group is the market leader in CMMS software and services. Led by the award-winning MVP Plant™ CMMS software, the Company also provides comprehensive reliability engineering services, enabling maintenance and facilities teams to increase reliability, capacity, productivity, and profitability.

How to Improve Maintenance with a Planner/Scheduler

 
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As maintenance assumes an ever-increasing share of manufacturing conversion costs, for an enterprise to remain competitive, everyone involved needs to look for ways to improve maintenance and ensure that each dollar spent is worthwhile. One way to improve maintenance is to optimally schedule maintenance labor.

Of the many activities associated with maintenance, no other role has a more profound impact on the timely and effective accomplishment of maintenance work than that of the maintenance planner/scheduler. Far too often this critical role is underestimated, undervalued, and overlooked. Combined with a preventative / predictive maintenance strategy and efficient resource utilization (which is the basic goal of planning and scheduling), maintenance planner/schedulers deliver significant bottom line results. Without maintenance planner/schedulers, it’s impossible to minimize idle time, maximize profits, and properly manage the widely varying scope and diversity of activities performed by the maintenance function.

Effective Maintenance Planning/Scheduling

Having an effective maintenance planner/scheduler is critical because jobs must be done right the first time, in the shortest possible time and downtime, to keep equipment working properly to produce quality product for as long as possible. This provides maximum plant availability and maximum mean time between equipment failures at the least cost. A maintenance planner/scheduler is essential to achieving these objectives.

Qualifications & Selection Criteria

It can be difficult to find the right person with the unique skill set to perform the required tasks. This position is not a clerical or admin job. To effectively plan jobs, this role requires strong technical competency, very good communication and organizational skills, and computer literacy to manage the CMMS. Recommended qualifications follow:

  1. Engineering Degree or Technical School Training

  2. Working Experience / Knowledge of Mechanical & Electrical Systems

  3. Adequate Craft Knowledge for Estimating Man Hours and Materials to Properly Plan Jobs

  4. Good Oral / Written Communication Skills and Tact to Negotiate Maintenance Needs in Balance with Other Departmental Requirements

  5. Good Administrative and Mathematical Skills with Capability to Manage Large Data Flows in Various Formats

  6. Working Knowledge of Personal Computers & Relational Databases

  7. Good Organizational and Coordination Skills with the Ability to Keep Multiple Jobs in Simultaneous / Controlled Motion

  8. Ability to Understand What Constitutes Good Maintenance Job Instructions

  9. Skills to Read Blueprints, Shop Drawings, and P&IDs

  10. Understanding the Work Order Process Flow along with Priorities, Scheduling, Etc.

  11. Commitment to Customer Service

  12. Style and the Capability of Commanding Respect within both the Maintenance and Operating Organizations

Profitable Benefits

The objective of job planning is to allow maintenance craftsmen to be prepared for and complete each job without encountering time-wasting delays (parts, equipment availability, tools, lockout tagout procedures, etc.), and to ensure jobs are safely performed to the satisfaction of the requester at minimal cost. Each hour of effective planning typically returns three hours in mechanic time saved and an even greater savings measured in reduced production downtime. Therefore, every dollar invested in planning delivers three to ten dollars to the bottom line, creating a great ROI!

 
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For more information or support to determine if your maintenance planning and scheduling function is effectively delivering the potential benefits to your operation, select the following button:

Contact Us today for more information!

About CMMS Data Group

Founded in 2000 to help organizations achieve maintenance excellence, CMMS Data Group is the market leader in CMMS software and services. Led by the award-winning MVP Plant™ CMMS software, the Company also provides comprehensive reliability engineering services, enabling maintenance and facilities teams to increase reliability, capacity, productivity, and profitability.

MVP Plant is a Multi-Language CMMS

 
Business vector created by  Macrovector .

Business vector created by Macrovector.

 

CMMS Data Group takes pride in implementing customer enhancement requests to improve the overall end-user experience of its award-winning CMMS software, MVP Plant™. One highly requested feature was multi-language capability.

With the release of MVP Plant version 2.0 in 2017, the ability to add languages was introduced. As customer demand grew, the following languages were added:

  • Canadian French

  • French

  • Italian

  • Spanish

These are only the first of many languages to be implemented. Based on customer demand, CMMS Data Group plans to roll out additional languages, increasing the system’s flexibility and accessibility for their international pool of end-users. For example, plans for adding Chinese and Portuguese are on the horizon.

Ruth Hughes, founder and CEO of CMMS Data Group, says language capability is key to international growth.

With each additional language, we further open the door to the world, allowing users to take advantage of the benefits that MVP Plant has to offer in their native language. Our goal is to make the world more reliable.
— Ruth Hughes

MVP Plant v2.0 does not employ a half-hearted plugin or use an overlay such as Google Translator which are prone to improper translation. CMMS Data Group does it right, hence, languages are translated by technical, multi-lingual language experts with maintenance knowledge and are stored in MVP Plant’s database to deliver correct translations. This ensures faithful and accurate translations of MVP Plant which make it easier for users to navigate and use the system in their terms.

Canadian French & French

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English

English.png

Italian

Italian.png

Spanish

Spanish.png

About MVP Plant

MVP Plant is a modern Computerized Maintenance Management System (CMMS) created from years of intensive research and development utilizing the latest technologies. Its reporting capabilities are second to none and are easy to use. MVP Plant is consistently updated with new features and enhancements that deliver powerful decision-support, resulting in increased productivity and efficiency, saving companies time and money.

Select the following button to learn more about MVP Plant:

Contact Us today for more information!

About CMMS Data Group

Founded in 2000 to help organizations achieve maintenance excellence, CMMS Data Group is the market leader in CMMS software and services. Led by the award-winning MVP Plant™ CMMS software, the Company also provides comprehensive reliability engineering services, enabling maintenance and facilities teams to increase reliability, capacity, productivity, and profitability.

Software Dies Hard

 
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Even though new software is usually more productive and efficient for businesses, many times, it’s difficult, even for companies, to make a change and the saying, ‘Software Dies Hard’, comes into play. ‘Software Dies Hard’ means that companies often hesitate to move on from legacy software, focusing on the potential short-term consequences rather than the long-term benefits their businesses will reap by adopting new systems.

Once companies overcome their resistance to change, they must help their employees overcome it too. Employees may clash with new processes, systems, and ideas introduced by their employers—fearing disruption of their company’s established workflow and culture. They might view the software change as unnecessary, undermining their job performance. Some workers may even fear unintended side effects such as job insecurity or having to work additional overtime hours.

Switching costs, or the money, time, and effort companies face as a result of changing products or vendors, is another short-term reason why businesses choose to keep legacy software. Some companies may not want to spend money on new software or on training employees to use the new system optimally when they’ve already invested in an existing system. Aside from financial considerations, some might find it difficult to identify new solutions. Others may find implementing new systems too time-consuming, potentially cutting into short-term productivity.

Companies may not fully understand the value of adapting to a new software, such as the long-term savings of a more efficient system, better data to make more informed decisions to decrease costs, and more robust features to save time and money and improve processes. As a result, they often focus on just getting by with an older, out-of-date system rather than investing in the future with modern software.

CMMS Data Group has seen first-hand how software dies hard by continuing to support the thousands of users who utilize legacy CMMS software.

Jonathan Clark, COO at CMMS Data Group, says that it blows his mind the no. of people still using outdated, non-functioning software.

It’s hard for me to comprehend why companies continue to use software that doesn’t work. Companies seldom realize the amount of lost productivity that comes with using obsolete software. The productivity gains of new software typically pays for the cost of the initial software investment within the 1st several months. Additionally, many companies struggle with reporting when it comes to obsolete software. Newer software packages have better reporting engines that make reporting a breeze. I wish software didn’t die so hard so that it was easier for companies to switch and become more efficient and productive
— Jonathan Clark

One example of overcoming ‘Software Dies Hard’ phenomena follows:

Steve Marsh, maintenance manager at Quikrete, says his company made significant long-term improvements in its maintenance department after moving away from an older CMMS and adopting CMMS Data Group’s award-winning software, MVP Plant™, a newer CMMS.

Since implementing MVP Plant, our Quikrete site has reduced its unplanned downtime dramatically. As a direct result, we have been able to increase production. Additionally, PM scheduling has allowed us, in some cases, to better identify future break downs and failures before they occur.
— Steve Marsh

Click here to connect with Steve on LinkedIn.

MVP Plant is a modern Computerized Maintenance Management System (CMMS) created from years of intensive research and development utilizing the latest technologies. Its reporting capabilities are second to none and are easy to use. MVP Plant is consistently updated with new features and enhancements that deliver powerful decision-support, resulting in increased productivity and efficiency, saving companies time and money.

Select the following button to learn more about MVP Plant:

Contact Us today for more information!

About CMMS Data Group

Founded in 2000 to help organizations achieve maintenance excellence, CMMS Data Group is the market leader in CMMS software and services. Led by the award-winning MVP Plant™ CMMS software, the Company also provides comprehensive reliability engineering services, enabling maintenance and facilities teams to increase reliability, capacity, productivity, and profitability.

How to Achieve Maintenance Excellence

 
 

When an organization achieves maintenance excellence, it transitions its maintenance function from a cost center to a profit center and realizes the following results:

  • Improved Mechanical Uptime

    • (World-Class Standard: 98%)

  • Increased Capacity & Reliability

  • Minimized Costs (Maintenance & Conversion)

  • Optimized Inventory

    • (Reduces equipment downtime by up to 25%.)

  • Mitigated Risk to Quality, Safety & Property Loss

However, achieving maintenance excellence is not easy. As Prentice Cawley, Director of Engineering & Mfg. Innovation at Dessert Holdings in Lees Summit, MO, explains,

Maintenance is a game of chess. Everything else is checkers.
— Prentice Cawley

What this means is that the maintenance function is complex and has many variables that need to be managed. Some of these items include, but are not limited to, the following:

  • Accounting

    • Accounts, Cost Centers, Departments, Expense Classes

  • Assets

    • Availability, Buildings, Downtime, Equipment, Failure Analysis, Labor Hours, Locations, Repairable Spares, Root Cause Analysis, Spare Parts Lists, Systems, Utilities

  • Health, Safety & Environmental (HSE)

    • EPA, OSHA, Regulatory, Sustainability

  • Inventory

    • Availability, Check Outs, Cycle Counts, Min. / Max., Parts, Stock Locations, Tools, Vendors, Warehouses

  • People

    • Availability, Certifications, Contractors, Customers, Maintenance / Facilities Employees, Operators, Requestors, Skills

  • Purchasing

    • Blanket POs, Check Outs, Cycle Counts, POs, Receiving, Requests, Returns, Stocking

  • Technology

    • CMMS, IIoT, Instrumentation & Controls, Plant Floor Networking, Robotics

  • Work

    • Calibrations, Lubrication Routes, PdMs, Planning & Scheduling, PMs, Projects, Requests, Work Order Generation & Updates

This is only part of the maintenance picture. Additionally, maintenance managers are also responsible for, but not limited to, the following:

  • Achieving Maintenance Excellence

  • Ensuring Customer Satisfaction

  • Reporting

Furthermore, maintenance managers sometimes lack top management support. If this is the case and they would like to make improvements, Maintenance is a single pawn against the other side (king, queen, rooks, bishops, knights, pawns) in a game of chess. It’s not an inspiring picture.

Welcome to the World of Maintenance!

With so many items on a maintenance manager’s plate, how can one focus on improvement let alone achieving maintenance excellence?

If achieving maintenance excellence is one of your goals, look no further, CMMS Data Group is here to help. Bill Mountjoy, a leading maintenance and reliability industry expert, was recently hired as VP of reliability engineering to build a new reliability division, MORE! (Maintenance Optimization & Reliability Excellence!). How can the new division help you and your organization achieve maintenance excellence?

One of the 1st products originating from the MORE! division is the Maintenance Excellence Status Assessment™ (MESA™). MESAs let you and your organization know where to start or improve your current maintenance excellence journey. It’s a comprehensive, onsite evaluation assessing the 15 functional building blocks of maintenance excellence and delivers the following items to help you and your team achieve maintenance excellence:

  • Executive Summary

  • Scoring Summary & Gap Analysis

  • Customized Master Project Plan (Tasks, Timelines & Required Resources)

The 15 Building Blocks of Maintenance Excellence

MESA-Table-3.jpg

The 1,000-point quantitative and qualitative assessment determines if your maintenance function has the proper policies, procedures, tools, and operational alignment to establish it as a profit center. The total impact of your company’s operations on maintenance excellence is evaluated and strengths and gaps are identified.

Maintenance is not an easy job to do well, but with the right strategy and focus, it can be very rewarding for the entire operation. We’re here to help you and your organization deliver those benefits.
— Bill Mountjoy

Select the following button to watch an impressive video (led by Bill Mountjoy) explaining what a MESA is all about:

Contact Us today for more information!

About CMMS Data Group

Founded in 2000 to help organizations achieve maintenance excellence, CMMS Data Group is the market leader in CMMS software and services. Led by the award-winning MVP Plant™ CMMS software, the Company also provides comprehensive reliability engineering services, enabling maintenance and facilities teams to increase reliability, capacity, productivity, and profitability.

CMMS Data Group Becomes SMRPCO Sustaining Sponsor

 

CMMS Data Group is pleased that it is now a Sustaining Sponsor of the Society for Maintenance & Reliability Professionals Certifying Organization (SMRPCO), an accrediting body that has authority over the CMRP, CMRT, and CAMA certification processes and requirements, with the goal of promoting maintenance and reliability knowledge.

The sponsorship is part of CMMS Data Group’s initiative to help customers use their CMMS software to increase equipment reliability and transition their maintenance department from a cost center to a profit center. The sponsorship also provides CMMS Data Group the ability to host exams for the CMRP, CMRT, and CAMA certifications which are accredited by the American National Standards Institute (ANSI). By hosting these exams, CMMS Data Group prompts its customers to increase their reliability knowledge.

CMMS Data Group is also focused on ensuring its employees are CRMP certified so they possess the professional insight required to share reliability best practices with customers. They then can teach customers how to use MVP Plant™, the company’s award-winning CMMS software, to implement, support, and manage these best practices, turning theories into reality.

Organizations that invest in CMMS software and embrace reliability best practices are enabled to achieve maintenance excellence. Achieving maintenance excellence transitions Maintenance from a cost center to a profit center and results in the following (which contributes to company bottom-line profits):

  • Increased Asset Life

  • Improved Mechanical Uptime (World-Class Standard: 98%)

  • Increased Capacity & Reliability

  • Minimized Costs (Maintenance & Conversion)

  • Optimized Inventory (Reduces equipment downtime by up to 25%.)

CMMS Data Group’s vice president of reliability engineering, Bill Mountjoy, says this is an excellent opportunity to align the company’s goals with the premier certifying organization.

Becoming an SMRPCO Sustaining Sponsor, and a member of the Advisory Council, allows CMMS Data Group to get further involved in supporting the mission to advance the knowledge and application of maintenance and reliability best practices. Furthermore, it provides extensive networking opportunities with some of the best practitioners in the industry. We’re proud to sponsor this organization and value the mutual benefits it can provide CMMS Data Group and our customers.
— Bill Mountjoy

CMMS Data Group is also an Executive Member (Industry Partner) of the Society for Maintenance and Reliability Professionals (SMRP), a professional organization (containing SMRPCO) comprised of members that provide resources for maintenance and reliability practitioners looking to improve their industry-related knowledge and skills.

SMRP offers many programs, services, and resources to reliability professionals including networking events, professional development webinars, international affiliations, domestic partnerships (public and private), the SMRP annual conference, the SMRP Library, SmartBrief curated news content, and the Solutions magazine.

Click here to join SMRP today.

Contact Us today for more information!

About CMMS Data Group

Founded in 2000 to help organizations achieve maintenance excellence, CMMS Data Group is the market leader in CMMS software and services. Led by the award-winning MVP Plant™ CMMS software, the Company also provides comprehensive reliability engineering services, enabling maintenance and facilities teams to increase reliability, capacity, productivity, and profitability.

CMMS Data Group Promotes Jonathan Clark to Chief Operating Officer

 
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CMMS Data Group is proud to announce the promotion of Jonathan Clark to chief operating officer (COO).

Clark joined CMMS Data Group in 2006 as a software training consultant, helping customers implement CMMS software with setup assistance and training. He was promoted to director of professional services in 2007, overseeing management of the company’s professional services group, technical sales, and business development. This year, he was promoted to COO.

Clark ensures CMMS Data Group’s operational and administrative functions are carried out effectively by aligning the company’s departments, activities, and resources with its goals and strategies. Some of his responsibilities include defining software development requirements, conducting research on applications / productivity tools, developing strategic plans, orchestrating daily operations, managing budgets, negotiating hardware and software deals, and coaching the CMMS Data Group team.

Jonathan has also helped create, simplify, and perfect MVP Plant CMMS software by providing input on business logic and use cases, identifying enhancement opportunities, testing features, and approving changes. He helps deliver uninterrupted high-quality service to customers while ensuring businesses maintain substantial returns on their CMMS software investments.

Clark says he is honored to help ensure employees perform their jobs successfully and systematically. He functions as the eyes and ears for the company’s founder and CEO, Ruth Hughes, identifying and improving on company-wide windows of opportunity.

Problem-solving is like putting together a puzzle. It’s hard to find the missing pieces when you can’t see the complete picture. As chief operating officer, I have the oversight, access, and resources to identify inefficiencies—the puzzle pieces—and implement comprehensive fixes throughout the company—the puzzle—by communicating information to relevant parties.
— Jonathan Clark

Hughes says Jonathan is invaluable and helps the company work smarter, not harder.

He constantly researches the market for applications to make our jobs easier, making us better and more efficient. He then tests them out, and if they pass his approval, he negotiates the best deal and seamlessly implements them. Jonathan makes us better by helping us take advantage of today’s technology and is one of the reasons why we create amazing, award-winning software and deliver big-time results.
— Ruth Hughes

Clark still carries out many tasks that he performed as the director of professional services. Acting as the liaison between Technical Support and the development team is one of those tasks. As the liaison, he relays tech support feedback (bugs, tasks, enhancements) and details requirements for release items, equipping the development team with information needed to improve the software.

Click here to connect with Jonathan on LinkedIn or contact us today for more information.

About CMMS Data Group

Founded in 2000 to help organizations achieve maintenance excellence, CMMS Data Group is the market leader in CMMS software and services. Led by the award-winning MVP Plant™ CMMS software, the Company also provides comprehensive reliability engineering services, enabling maintenance and facilities teams to increase reliability, capacity, productivity, and profitability.

Memorial Day 2019: What Honor Means to Nathan Kleiber

 
Nathan Kleiber with his Mom

Nathan Kleiber with his Mom

 

My family and I went to the Memorial Day parade to honor the men and women who fought and died for our country and our freedom. This holiday is especially important to me because my dad fought in World War II. After the parade, a ceremony took place. The band music, the singing, and the 21-gun salute was moving and brought tears to my eyes, but what really touched my heart was the Boy Scouts of America’s winning “What Honor Means to Me” essay by Nathan Kleiber. Nathan’s essay follows:


On Memorial Day, we honor the men and women who fought and died for our country and our freedom. We remember their sacrifice. We have an opportunity each and every day to honor them by choosing kindness over hate, by choosing to encourage instead of judging, by choosing to get involved and change a life forever instead of just focusing on ourselves. We can ask ourselves this every day, “Have I definitely influenced someone today through my words, my actions, and my deeds, and was it for the better? Did I honor those who gave their life for me?”

We can honor our military by living our lives as not only good citizens, but great citizens. This of course means you have to reach out of your comfort zone. Get to know your neighbors and help one another out. It means those two words that people might not want to hear: GET INVOLVED. When we build great communities, we are thinking of those who have fought and died for our right to live freely, choose freely, and speak freely. Freedom does not mean we can do whatever we want. It means we need to choose our actions and what we say with great care, with honor.

If we are going to honor those who fought and died for our freedom by honoring our community, our honoring should start at home. We build community at home, too. It all has to start at home. Kids honor their parents by helping with chores around the house, getting involved with their families, doing their homework, and doing what is right. It’s like a seed that grows and the seed starts at home with your family.

When we choose to be great and get involved, we honor those who fought for our freedom. We can ask ourselves, “Have I helped anyone in my community this week, this month, this year? Have I volunteered at least an hour of my time?” There are so many opportunities to help right here where we live.

One person that taught me about honor is my mom. My mom makes sure we have a good and close relationship with our community by volunteering. My mom always shows other people respect and is always honest. My mom has always told me to do the honorable thing like after a game, win, lose, or tie, shake our opponent’s hand and say, “Good game.”

My Scout leaders have also taught me what honor means by respecting others, living the Scout Oath and Law every day, my duty to God and Country, and service to others. They taught me that it is more than just doing the tasks at hand, it is cheerful service and connecting with those you interact with.

Honor in my Troop means I honor my patrol by listening to my patrol leader and getting involved with not only the tasks we do, but also the people I’m sharing those tasks with. I honor my senior patrol leader by doing a great job in the leadership role I was assigned and not just to get by, but always do my best. I also honor my scoutmaster and leaders by participating in our troop events and campouts, volunteering for service hours, getting involved, being a good role model for the other scouts, and living the scout oath and law every day.

Calvin Coolidge, our thirtieth president, said it the best.

No person was ever honored for what he received. Honor has been the reward for what he gave.
— Calvin Coolidge

Thank you, Nathan Kleiber, for your essay. It was an honor to hear you read it.

To our men and women in uniform, past, present, and future, God bless you and your loved ones and thank you.

Technical Support Makes or Breaks a Successful Software Implementation

 
CMMS Technical Support
 

Software solutions are purchased because they solve an issue and / or offer significant business value. When you find the one that’s right for you and your company, it’s time to celebrate! But wait, don’t get too excited just yet. Before you sign the dotted line, make sure that the software provider also provides amazing technical support. Why? Because once you and your team have been trained and your team of training and implementation consultants leave (if you were lucky enough to have had them), the burden of making the software a success is left to your end-users to shoulder. If additional training is not available, the only lifeline that they have left is technical support. When considering the purchase of a software solution, don’t only look at price and features, also look at the software’s technical support reviews because it can break or make the success of a software implementation.

Good technical support promotes a positive and efficient customer experience, matching the complexity of the support case to the appropriate resource to effectively resolve the issue. Support representatives solve technical issues and provide advice to end-users through multiple channels, such as knowledge bases, live chat, emails, phone calls, and more. It also helps when support representatives are friendly, take the extra step, and quickly understand the issue at hand. When issues are quickly remedied, end-user confidence in both the software and its developers increases.

Kevin Taylor, CMMS Data Group’s technical support manager, says excellent service requires critical thinking and dedication to customers and their problems.

Great technical support is the combination of the right attitude and a nuanced approach to problem-solving. Every second counts and every step and setting matters. But what matters most is that our users feel that we truly care about the issues they encounter.
— Kevin Taylor

Effective technical support is a critical consideration for a software purchase. Frustrating technical support user experiences affect adoption and longevity, forcing companies to spend considerable resources attempting to realize the benefits of their investment.

Ruth Hughes, founder and CEO of CMMS Data Group, says excellent technical support is exceedingly important to end-user happiness because in the long run, end-users are the ones who make a company realize the return on its software investment.

Quality technical support is key to maintaining a successful software implementation and realizing the full potential of the software and investment. Quality technical support (easy ways to submit issues and enhancement requests as well as quick response times and resolutions) leads to end-user customer satisfaction and long-term software success. While working as a training consultant at another software company, at the end of each class, I would call Technical Support and submit endless bugs and enhancement requests. Unfortunately, they ended up in a black hole and I said to myself, if I ever started my own software company, I would never let this happen, especially since this feedback is invaluable.
— Ruth Hughes

CMMS Data Group has invested in market-leading technical support systems for MVP Plant, its award-winning CMMS, to track active cases, allowing for case routing, resource allocation, and resolution. In addition, this intelligence provides the product team with potential enhancements, bug insights, and trends, serving as an important connection to the software development team, ultimately improving the software and user experience. Additionally, MVP Plant offers in-app live chat support with an average response time of under 30 seconds, enabling customers to realize the value of their CMMS investment while ensuring quality results.

If you are evaluating CMMS solutions, please be sure to give MVP Plant, CMMS Data Group’s flagship software, a look. Customers are more than pleased with MVP Plant and its technical support and its technical support team is more than pleased to help MVP Plant customers achieve success.

Contact Us today for more information!

CMMS Data Group Welcomes Bill Mountjoy as Vice President of Reliability Engineering

 
Bill Mountjoy.jpg
 

CMMS Data Group (CDG) is proud to announce that Bill Mountjoy, CMRP, has joined its team as vice president of reliability engineering. This is CDG’s first-ever reliability engineering employee.

Bill leads the division, with the mission of helping customers Make Reliability a Reality™, with over 25 years of reliability engineering experience. He’s implemented maintenance and reliability excellence best practice methodologies for several Fortune 500 manufacturing companies (Ocean Spray Cranberries, Frito Lay, Kroger, and Kerry Ingredients & Flavours) and supported over 150 global manufacturing operations. His tactical plant level and strategic corporate level work experience consistently provides organizations a practical perspective on delivering real results and brings more value to businesses and its customers.

Mountjoy will create and manage a reliability-focused division, providing strategic guidance to CMMS Data Group by aligning its new reliability engineering services with its current services and software solutions.

Bill looks forward to helping companies Make Reliability a Reality by sharing knowledge and ensuring quality results. He says that achieving this goal means creating a gateway between a company’s CMMS software package and current best reliability concepts / practices to produce real results. This ensures that businesses maintain a healthy return on their CMMS software investment, such as MVP Plant, CMMS Data Group’s award-winning CMMS software.

Many companies only offer CMMS software while others only offer reliability engineering consulting services. As a result, businesses often struggle with fully integrating the two while implementing the necessary cultural changes required to achieve success. The real value is in helping customers effectively utilize their software to apply reliability best practices to achieve business objectives, turning maintenance into a profit center. Turning maintenance into a profit center is the new dimension that we’ll be creating to set CDG and its flagship CMMS software apart in the marketplace.
— Bill Mountjoy

Ruth Hughes, founder and CEO of CMMS Data Group, says that maintenance and reliability improvements start with good CMMS data. With MVP Plant, we’ve enabled customers to collect precise CMMS data via MVP Plant's mobile CMMS (automatic work, parts, and time tracking), user-friendly interface, OData APIs, and automated workflows. However, before Bill came on board, we didn’t have the expertise to leverage this data and lead customers to world-class maintenance. With Bill on board, customers can now achieve their desired level of Maintenance Optimization and Reliability Excellence (MORE!™)! And if a customer uses a different CMMS or doesn’t have one, they can still benefit from the new reliability engineering offerings and Make Reliability a Reality.

Bill Mountjoy is vitally important to helping customers take their maintenance and reliability program to the next level.
— Ruth Hughes

Bill has worked closely with CMMS Data Group since 2002 while working at Kroger as the manager of engineering & maintenance excellence. Bill is also quite familiar with MVP Plant. In 2014, he successfully implemented the software at over 40 manufacturing facilities while working as the director of engineering & asset optimization at Kerry Ingredients & Flavours.

Click here to connect with Bill on LinkedIn or contact us today for more information.

About CMMS Data Group

Founded in 2000 to help organizations achieve maintenance excellence, CMMS Data Group is the market leader in CMMS software and services. Led by the award-winning MVP Plant™ CMMS software, the Company also provides comprehensive reliability engineering services, enabling maintenance and facilities teams to increase reliability, capacity, productivity, and profitability.

CMMS Data Group Forms Alliance with Integrationworx

 

CMMS Data Group (CDG) is pleased to announce its newly formed alliance with Integrationworx, a market-leading supplier of services and solutions for data integration (cloud and on-premises), analytics & business intelligence, master data management, and data security. Integrationworx is a Premier Partner of Informatica which, according to Gartner, is a market leader, providing a variety of cloud integration and data management software designed to achieve digital transformation and business optimization.

CDG began collaboration with Integrationworx in 2018. The objective was to create a tool to connect MVP Plant, CDG’s award-winning CMMS software, to the Informatica Intelligent Cloud Services (IICS) platform enabling MVP Plant to seamlessly integrate with Enterprise Resource Planning (ERP) systems such as SAP, Oracle, JD Edwards, Microsoft Dynamics AX, etc. or any other major software packages available using connectors on their platform.

The partnership resulted in MVP Plant’s Informatica Connector. Via the Informatica Cloud Platform, the connector allows a flexible integration by connecting MVP Plant to other major applications using powerful business logic and real-time capabilities from the industry leading data integration platform. This centralized Integration Platform as a Service (iPaaS) allows users to transfer and modify information, ensuring that accurate and relevant data can flow back and forth between systems. The Informatica Cloud Platform allows users to concentrate on the business side of the integration and less about the impacts to existing integrations caused by ERP changes or upgrades. This iPaaS solution boosts workplace productivity, efficiency, and security while scaling business operations to handle new applications, initiatives, and strategies as organizations grow.

Integrationworx provides services that help companies deal with data collected from all over their organization, including trusted partners and third parties, integrating it and providing actionable insights for performance and financial efficiencies. Mark MacIver, the President & CEO of Integrationworx, says the power of the MVP Plant Informatica Connector integration is flexibility and reusability.

The platform makes everything regarding data easier to use, manage, and integrate. Once you create your solution with a solid design, you can easily add logging and notifications to ensure your teams can manage the integration. Making changes and maintaining from there is quite simply testing and pushing out the updated code. When you consider pre-built integrations to industry leading ERP systems, this makes integration a lot more affordable and easier to implement and maintain, especially when ERP systems and supporting applications are changed or upgraded.
— Mark MacIver

MacIver says the partnership with CMMS Data Group is constantly evolving in terms of the products and services they extend to MVP Plant customers.

Integrationworx also offers custom integrations for users seeking to connect MVP Plant to their desired ERPs using APIs outside of the MVP Plant Informatica Connector. Additionally, Integrationworx provides an Industrial Internet of Things (IIoT) solution called Machine 360. The service addresses the challenges of data integration with mass data generating assets by using both new and proven technologies like machine learning and master data management to gather and analyze information.

In addition to these products and services, both companies plan to establish a joint presence in the marketplace. CMMS Data Group and Integrationworx will help customers use the MVP Plant Informatica Connector to overcome the barrier to integration, eliminate double data entry, and achieve an efficient software ecosystem. Integrationworx will incorporate CMMS Data Group’s solutions at future tradeshows and will participate as a speaker and exhibitor at MORE! 2019, demonstrating the MVP Plant Informatica Connector.

Select the button below to learn more about the MVP Plant Informatica Connector available from CMMS Data Group & Integrationworx:

Software Hardening is Key to the Continuous Improvement of Software

 
Illustrations by  www.Vecteezy.com

Illustrations by www.Vecteezy.com

 

Just as continuous improvement is important to the success of businesses, it is also important to the success of software development. To continuously improve software, updates need to be made to address the evolving needs and challenges of end-users and to support new platforms in an environment of rapid change. Software updates are made with the intention of optimizing both the functionality and performance of the software to keep it cutting edge, resulting in more productive businesses and happier customers. However, the intention is not always the result. Sometimes, software updates are worse for the end-user, not better. Current functionality may get lost along the way or become more difficult to use.

To ensure quality software updates, software developers employ software hardening. Software hardening optimizes an application by addressing program inefficiencies and vulnerabilities. Its tools and techniques stress-test and strengthen the software by attempting to poke holes in it and uncover opportunities for improvement. Hardened software has fewer bugs, streamlined features, and leaner code.

Successful software hardening practices equip both internal and external parties with tools to identify inefficiencies or vulnerabilities within the software. End-users are given external reporting options to submit bugs and enhancement requests. Developer tools enable internal auditing to identify and remediate bugs.

Wayne Stewart, director of software development at CMMS Data Group, says bug reports help strengthen MVP Plant™, the company’s flagship CMMS, by uncovering system flaws.

It may be uncommon for a software engineer to say they like bug reports, but I do. It means two things. One, it’s nice to know the software you wrote is being used and someone cares enough to want to make it better. Two, it gives us an opportunity to harden the system against errors so they never happen again.
— Wayne Stewart

Software hardening is an essential practice that proactively improves software by optimizing features and correcting flaws to ensure that a program can adapt to unforeseen business and customer requirements. This leads to stronger, more efficient software, and a better end user-experience.

Ruth Hughes, founder and CEO of CMMS Data Group, says hardening is vitally important to the continuous improvement of MVP Plant.

We want customers to test MVP Plant to the nth degree so it can be as reliable, secure, and efficient as possible.
— Ruth Hughes

MVP Plant was built from years of customer feedback and is updated every quarter. It delivers powerful decision-support to maintenance / facilities teams enabling them to increase reliability and save time and money. Learn more about MVP Plant™ by selecting the following button: