From a maintenance perspective, CHAMPS has helped St. Marys become more systematic in the way they approach work. Rather than shooting from the hip, the system helps personnel to think through a solution. As a result, workers have come to understand the importance and the reasoning for improved spare parts control, maintenance cost control, and work order planning.
For users, the maintenance system has become a daily tool for improving work processes. It is the primary application used by the purchasing, stores and accounts payable departments. All workers at the mill use it as their spare parts inventory catalogue. Managers and superintendents use it to view up to the minute committed maintenance costs, approve (or deny) purchase requisitions and review work orders (particularly safety related work orders). Production supervisors enter and review work orders during the course of their shift and safety stewards use it to enter work orders related to issues they may discover during their safety audits.
Emphasis on predictive and preventive maintenance has played a critical role in improving maintenance efficiency. The CMMS is integral to these improvements in that its preventive maintenance module automatically generates work orders on timebased intervals. These work orders have associated with them user pre-configured attachments such as checklists and CAD drawings which print along with the work order step.
Repair day planning and execution is another critical function of the maintenance department. The PM module is used extensively in this respect for generating work orders associated with these repair days. Prior to scheduled repair days all work orders, both auto-generated or manually entered and tagged as requiring machine downtime, are extracted from the CMMS into Microsoft Project where they can be further prioritized and reviewed for potential resource conflicts. Repair day schedule compliance has improved markedly since this structured approach was implemented.
For materials management, the maintenance application has given St. Marys the opportunity to close their stores which allowed for much tighter control of inventoried items. Spare parts costs have also been addressed through reports that analyzed patterns of stores issues, identifying possible waste, and allocated costs to the appropriate departments. Stores issues are incorporated into St. Marys primary maintenance costs reports which are available online and deliver the status of maintenance costs versus budget on an up to the minute basis for management review.
Additionally, stores issues reports have been created on all parts that have not been issued in the last five years. The resulting report was broken down by department and forwarded to the appropriate department planners. The planners have used this as a tool to remove unnecessary parts from stores.
For users, the maintenance system has become a daily tool for improving work processes. It is the primary application used by the purchasing, stores and accounts payable departments. All workers at the mill use it as their spare parts inventory catalogue. Managers and superintendents use it to view up to the minute committed maintenance costs, approve (or deny) purchase requisitions and review work orders (particularly safety related work orders). Production supervisors enter and review work orders during the course of their shift and safety stewards use it to enter work orders related to issues they may discover during their safety audits.
Emphasis on predictive and preventive maintenance has played a critical role in improving maintenance efficiency. The CMMS is integral to these improvements in that its preventive maintenance module automatically generates work orders on timebased intervals. These work orders have associated with them user pre-configured attachments such as checklists and CAD drawings which print along with the work order step.
Repair day planning and execution is another critical function of the maintenance department. The PM module is used extensively in this respect for generating work orders associated with these repair days. Prior to scheduled repair days all work orders, both auto-generated or manually entered and tagged as requiring machine downtime, are extracted from the CMMS into Microsoft Project where they can be further prioritized and reviewed for potential resource conflicts. Repair day schedule compliance has improved markedly since this structured approach was implemented.
For materials management, the maintenance application has given St. Marys the opportunity to close their stores which allowed for much tighter control of inventoried items. Spare parts costs have also been addressed through reports that analyzed patterns of stores issues, identifying possible waste, and allocated costs to the appropriate departments. Stores issues are incorporated into St. Marys primary maintenance costs reports which are available online and deliver the status of maintenance costs versus budget on an up to the minute basis for management review.
Additionally, stores issues reports have been created on all parts that have not been issued in the last five years. The resulting report was broken down by department and forwarded to the appropriate department planners. The planners have used this as a tool to remove unnecessary parts from stores.
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