Hi. As administrator of a fairly well developed and heavily used CMMS, I’ve been asked to lead the implementation of our new EAM module. It’s really a directive that we go with an integrated system but we will be giving up a lot. There’s only a slight chance that we’ll be able to stay with our system or another best-of-breed CMMS. At the risk of making enemies, I won’t mention the ERP but from I’ve seen, the EAM is a turd. Thankfully, I’m not the guinea pig–several of our sister companies (with us being the biggest) will be converting before it gets to me but the first one has been working on it for two years and no tables have been completed, nothing has been tested (not even work orders) and no features are current being used for spares or maintenance. To me, this is inexcusable – I would at least be playing with the system. They can’t even tell me what functions will be available and practical when it comes to crunch time and I don’t want to be left holding the bag. I’ve been involved with ERP implementation before and it always seems that my concerns (customization, etc.) are addressed last by IT and the financial groups get all of the attention.

Here’s where I could use some suggestions. We’ve decided to present a “wish list” to the IT department. Instead of listing a bunch of features and no-brainers that we know are available-and have them say “the system has these, what’s your problem?”, I would rather list a few difficult objectives and advanced features, hoping that they will eventually throw us a bone. If I get enough non-answers, maybe I can gather the ammunition needed to justify the system that we want. The list will include items such as barcode check-outs before we convert, easy work order generation and processing at each production line, drag and drop scheduling, extensive training before we’re forced to use the system, and focus on other features that may require extensive configuring to make them easy and practical as soon as possible.

Do you think this a good approach to the wish list and what other items would you list?

Thank You

I have a feeling that I know the system you are talking about and if it's the one I'm thinking about I don't envy you your task

I think what you should perhaps be doing is presenting a "must have" list as opposed to a wish list. Make the case for your list and get the backing of the maintenance management team.

I guess whenever changing from one cmms to another, should concentrate on the following points:
1) Data migration & conversion (for master & transactional data)
2) Maintenance & procurement KPIs (standard analysis & user-defined ones)
3) Work process enhancement esp'ly interdepartment
4) Advanced functionalities for maintenance
5) Advanced functionalities for materials & contracts
6) User profiles
7) Full utilization & population of the cmms to reap its full benefits by having a proper maintenance development program.

What do you think?

Very well said, Josh.

Ensure good and timely training is included in the project to all affected individuals to achieve the last one.
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Sometimes we prefer the current CMMS vs the new ERP/EAP, rather by resistance to change or by true convinctions that the new one was impose from "up above" without satisfying the needs us at Maintenance have. If the descision was taken, and there is no turning back, put all efforts then on making the new one work. Do not allow the thinking of "the old one was best that this one" jeorpardize the success.

Hello Hammond Neggs,

I hope that your organization is run by some man with two eyes in front with grey matter to support them from back!

Any company that buy software (ERP/EAM/CMMS or any name you give) without proper requirement gathering will surely waste money.

After all these exercise of months, if U have SW, which you think will not deliver, than it will never deliver. If you are convinced that ur best of breed (BOB) works than make a clear business case. Define proper KPI that you want to reach. Do not make clicks and punching as excuse but processes that you needs as bottleneck.

In our case it was different, we had to make a business case to show that we need an integrated system and not just maintenance system that we had. It all started with benchmarking exercise we started in our organization to check how well our Asset are performing.

In any case life is never static... Hope your higher up changes soon and they don’t ask you to change system but ask you to deliver better performance from Asset at lower cost. At least it will allow you to make one more business case to use disintegrated / Best of Bread (BOB) that works.

Regards


Regrds
BOB