The diagram on this page illustrates a 6 step progression required to create implement proceed along the path to the realization of the tactical goals that have been created. In this particular case the goal would be the achievement of a planned state of maintenance management. (Steps to the Planned State of Maintenance Management) However all of these steps, not including the 5th step, are essential elements for the creation of any business process involving modern day CMMS systems. This is especially true for the areas of maintenance and engineering.
For example in the 5th step in a process of inventory optimization the equivalent step may be the creation of spares management policies.
This part of the process is, without doubt the most laborious and difficult area of any implementation template. This includes a vast number of areas all covered under the one heading. It is also the area where there exists the majority of waste in the implementation process. Many of the arguments are repeated time and time again in each project.
This paper includes a brief overview of what the terms of Business Rules and Work Processes; however a detailed approach to the steps required would need to cover all of these steps in this model. And as always, there are a number of common themes and principals that can be applied in each of the steps.
Business rules refers to a series of standards within the organization with regards to how we are going to manage maintenance in a generic and homogeneous manner.
Some example areas would include:
* Definitions of technical change management qualification procedures
* Rules on the prioritization of work, and how this is to be applied to the efficient management and programming of resources
* What are the maintenance indicators that will be applied
* How do we classify maintenance and work type.
There are a range of business rules associated with the implementation process. However as a general guide we need to be looking at those things that will be able to guide maintenance efforts in a generic sense over the entire operation. And these need to be created to suit the corporate goals of the organization.
Work processes refer to all the processes within the maintenance organization. These may include:
* Maintenance Planning and Scheduling
* Backlog management ? Technical Change Management
* Shutdown planning and execution systems
* Inventory management and dispatching systems
Some of the expected outcomes of this phase should be the development of role descriptions and role interactions, as well as the Work Order Life Cycle.
From here we are able to determine what are the business rule and process requirements of our system, as well as what are all of the roles those who need to interact with the system, and at what point their intervention is required. For those systems with complex authorization functions this step should also provide the basis for easily determining the authorities required by each role.
This step can be used, in its complete form, for redefinition of the maintenance hierarchy if this is deemed appropriate.
For example in the 5th step in a process of inventory optimization the equivalent step may be the creation of spares management policies.
This part of the process is, without doubt the most laborious and difficult area of any implementation template. This includes a vast number of areas all covered under the one heading. It is also the area where there exists the majority of waste in the implementation process. Many of the arguments are repeated time and time again in each project.
This paper includes a brief overview of what the terms of Business Rules and Work Processes; however a detailed approach to the steps required would need to cover all of these steps in this model. And as always, there are a number of common themes and principals that can be applied in each of the steps.
Business rules refers to a series of standards within the organization with regards to how we are going to manage maintenance in a generic and homogeneous manner.
Some example areas would include:
* Definitions of technical change management qualification procedures
* Rules on the prioritization of work, and how this is to be applied to the efficient management and programming of resources
* What are the maintenance indicators that will be applied
* How do we classify maintenance and work type.
There are a range of business rules associated with the implementation process. However as a general guide we need to be looking at those things that will be able to guide maintenance efforts in a generic sense over the entire operation. And these need to be created to suit the corporate goals of the organization.
Work processes refer to all the processes within the maintenance organization. These may include:
* Maintenance Planning and Scheduling
* Backlog management ? Technical Change Management
* Shutdown planning and execution systems
* Inventory management and dispatching systems
Some of the expected outcomes of this phase should be the development of role descriptions and role interactions, as well as the Work Order Life Cycle.
From here we are able to determine what are the business rule and process requirements of our system, as well as what are all of the roles those who need to interact with the system, and at what point their intervention is required. For those systems with complex authorization functions this step should also provide the basis for easily determining the authorities required by each role.
This step can be used, in its complete form, for redefinition of the maintenance hierarchy if this is deemed appropriate.
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