This stage is better stated as "Planning for Success" the project does not end until the benefits are realized and the "new" maintenance focus is both implemented and embedded within the corporate culture.
For this reason there needs to be the usual raft of project controls during the project to mark critical stages and points of control. But there also needs to be the planning of post project points of control. In these control points we can realize self-audits of the system, of the project, of the amount of change that has occurred and perhaps future possibilities for dramatic change.
With the advances today in technology it has become obvious that there is a need for maintenance management theory and practice to catch up with the advances made in business management theory and practice generally. With a focus on the everyday processes that we use to implement and control reliability initiatives we will really begin to realize great leaps in company performance and cost effectiveness of maintenance; as well as realizing the vast array of benefits available from an implementation of reliability growth initiatives and applications of new technologies.
The current state of CMMS technology is at a very advanced level, in a lot of cases far more so than our ability to apply it. This tool has very strong and provable results, yet there are a great number of projects involving CMMS systems that end in failure and in cost and time overruns. The proliferation of vendors in this market, instead of driving costs down, has been driving them up. When this fact is combined with the common occurrence of CMMS "failures" it becomes obvious that the market should be buyer driven. Vendors need to be challenged and compared rigorously over pricing, after sales service and contractual guarantees. (Possibly even to the shared risk model recently adopted by some)
By using a template approach we are able to realize immediate benefits to the implementation process as well as to the delivery of the maintenance function. We may even be able to create the changes required without the purchase of a new CMMS by better utilizing what we have today.
For this reason there needs to be the usual raft of project controls during the project to mark critical stages and points of control. But there also needs to be the planning of post project points of control. In these control points we can realize self-audits of the system, of the project, of the amount of change that has occurred and perhaps future possibilities for dramatic change.
With the advances today in technology it has become obvious that there is a need for maintenance management theory and practice to catch up with the advances made in business management theory and practice generally. With a focus on the everyday processes that we use to implement and control reliability initiatives we will really begin to realize great leaps in company performance and cost effectiveness of maintenance; as well as realizing the vast array of benefits available from an implementation of reliability growth initiatives and applications of new technologies.
The current state of CMMS technology is at a very advanced level, in a lot of cases far more so than our ability to apply it. This tool has very strong and provable results, yet there are a great number of projects involving CMMS systems that end in failure and in cost and time overruns. The proliferation of vendors in this market, instead of driving costs down, has been driving them up. When this fact is combined with the common occurrence of CMMS "failures" it becomes obvious that the market should be buyer driven. Vendors need to be challenged and compared rigorously over pricing, after sales service and contractual guarantees. (Possibly even to the shared risk model recently adopted by some)
By using a template approach we are able to realize immediate benefits to the implementation process as well as to the delivery of the maintenance function. We may even be able to create the changes required without the purchase of a new CMMS by better utilizing what we have today.
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