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Guidebook for Advanced Computerized Maintenance Management System Integration at Airports (2018)

Chapter: Chapter 5 - CMMS Integration into Business Decision Making

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Suggested Citation:"Chapter 5 - CMMS Integration into Business Decision Making." National Academies of Sciences, Engineering, and Medicine. 2018. Guidebook for Advanced Computerized Maintenance Management System Integration at Airports. Washington, DC: The National Academies Press. doi: 10.17226/25053.
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Suggested Citation:"Chapter 5 - CMMS Integration into Business Decision Making." National Academies of Sciences, Engineering, and Medicine. 2018. Guidebook for Advanced Computerized Maintenance Management System Integration at Airports. Washington, DC: The National Academies Press. doi: 10.17226/25053.
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Suggested Citation:"Chapter 5 - CMMS Integration into Business Decision Making." National Academies of Sciences, Engineering, and Medicine. 2018. Guidebook for Advanced Computerized Maintenance Management System Integration at Airports. Washington, DC: The National Academies Press. doi: 10.17226/25053.
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Suggested Citation:"Chapter 5 - CMMS Integration into Business Decision Making." National Academies of Sciences, Engineering, and Medicine. 2018. Guidebook for Advanced Computerized Maintenance Management System Integration at Airports. Washington, DC: The National Academies Press. doi: 10.17226/25053.
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Suggested Citation:"Chapter 5 - CMMS Integration into Business Decision Making." National Academies of Sciences, Engineering, and Medicine. 2018. Guidebook for Advanced Computerized Maintenance Management System Integration at Airports. Washington, DC: The National Academies Press. doi: 10.17226/25053.
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Suggested Citation:"Chapter 5 - CMMS Integration into Business Decision Making." National Academies of Sciences, Engineering, and Medicine. 2018. Guidebook for Advanced Computerized Maintenance Management System Integration at Airports. Washington, DC: The National Academies Press. doi: 10.17226/25053.
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Suggested Citation:"Chapter 5 - CMMS Integration into Business Decision Making." National Academies of Sciences, Engineering, and Medicine. 2018. Guidebook for Advanced Computerized Maintenance Management System Integration at Airports. Washington, DC: The National Academies Press. doi: 10.17226/25053.
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Suggested Citation:"Chapter 5 - CMMS Integration into Business Decision Making." National Academies of Sciences, Engineering, and Medicine. 2018. Guidebook for Advanced Computerized Maintenance Management System Integration at Airports. Washington, DC: The National Academies Press. doi: 10.17226/25053.
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Suggested Citation:"Chapter 5 - CMMS Integration into Business Decision Making." National Academies of Sciences, Engineering, and Medicine. 2018. Guidebook for Advanced Computerized Maintenance Management System Integration at Airports. Washington, DC: The National Academies Press. doi: 10.17226/25053.
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Suggested Citation:"Chapter 5 - CMMS Integration into Business Decision Making." National Academies of Sciences, Engineering, and Medicine. 2018. Guidebook for Advanced Computerized Maintenance Management System Integration at Airports. Washington, DC: The National Academies Press. doi: 10.17226/25053.
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Suggested Citation:"Chapter 5 - CMMS Integration into Business Decision Making." National Academies of Sciences, Engineering, and Medicine. 2018. Guidebook for Advanced Computerized Maintenance Management System Integration at Airports. Washington, DC: The National Academies Press. doi: 10.17226/25053.
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Suggested Citation:"Chapter 5 - CMMS Integration into Business Decision Making." National Academies of Sciences, Engineering, and Medicine. 2018. Guidebook for Advanced Computerized Maintenance Management System Integration at Airports. Washington, DC: The National Academies Press. doi: 10.17226/25053.
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Suggested Citation:"Chapter 5 - CMMS Integration into Business Decision Making." National Academies of Sciences, Engineering, and Medicine. 2018. Guidebook for Advanced Computerized Maintenance Management System Integration at Airports. Washington, DC: The National Academies Press. doi: 10.17226/25053.
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Suggested Citation:"Chapter 5 - CMMS Integration into Business Decision Making." National Academies of Sciences, Engineering, and Medicine. 2018. Guidebook for Advanced Computerized Maintenance Management System Integration at Airports. Washington, DC: The National Academies Press. doi: 10.17226/25053.
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Suggested Citation:"Chapter 5 - CMMS Integration into Business Decision Making." National Academies of Sciences, Engineering, and Medicine. 2018. Guidebook for Advanced Computerized Maintenance Management System Integration at Airports. Washington, DC: The National Academies Press. doi: 10.17226/25053.
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Suggested Citation:"Chapter 5 - CMMS Integration into Business Decision Making." National Academies of Sciences, Engineering, and Medicine. 2018. Guidebook for Advanced Computerized Maintenance Management System Integration at Airports. Washington, DC: The National Academies Press. doi: 10.17226/25053.
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Performance Metric Performance Target Calculation Data1/Source Data2/Source Data3/Source Data4/Source % of Work Orders Returned to Planning 0% Count of WOs returned to planning / total WOs Planned x 100 Count of WOs returned to planning CMMS Total WOs Planned CMMS Maintenance Labor Costs NA - Trend $Maintenance Labor Costs / MGD Maintenance Labor Cost CMMS Material Costs NA - Trend $Material Costs / MGD Material Cost CMMS % of Work Orders by Priority NA - Trend Count Work Orders by Priority / Total Work Orders x 100 Work Order Count by Priority CMMS Total Work Orders CMMS % Est Hrs vs Actual Hrs For Work Order Less than 10% deviation Total Estimated Hours / Total Actual Hours x 100 Total Estimated Hours on WOs CMMS Total Actual Hours CMMS % Scheduled Hours vs Available Hrs 100% Scheduled Labor Hours / Total Available Labor Hours x 100 Scheduled Labor Hours on WOs CMMS Total Available Labor Hours CMMS Downward trend (If % of total - Less than 5%) % of Break-In Labor Hours vs Total Scheduled Labor Hrs Total Schedule Break-In Labor Hours / Total Scheduled Labor Hours x 100 Total Schedule Break-In Hours SCHEDULER Total scheduled Hours SCHEDULER After Hour Call In Hours (premium pay) NA - Decreasing Trend Total Number of After Hour Call In Hours Total Number of After Hour Call In Hours CMMS % of Labor Hours by work category (proactive vs reactive vs support) 80% proactive Total Emergency Labor Hours (Order Type "X") / Total Labor Hours x 100 Total Actual Hours on WOs with Type X / CMMS Total Actual Hours on WOs / CMMS Failure Code Trends Decreasing Trend Sum of failures by failure code Count of Failures by Failure Code / CMMS % of Closed Work Orders with labor hours recorded 100% Count of WOs with Labor Hours / total WOs x 100 Count of Wos with Labor Hours CMMS Count of Total WOs CMMS % of Closed Non-PM Work Orders with failure codes recorded 100% Count of Non-PM WOs with Failure Codes / total WOs x 100 Count of Non-PM WOs with Failure Codes CMMS Count of Total WOs CMMS Avg time WO in WMATL status NA-Trend AVG (WO WMATL Date / Time - WO WMATL Date / Time) WO WMATL Date / Time CMMS WO WMATL Date / Time CMMS % of Total WO Backlog Awaiting Materials (WMATL) NA-Trend WOs in Backlog in WMATL status / Total WOs in Backlog x 100 Total WOs in Backlog in WMATL status CMMS Total WOs in Backlog CMMS % Inventory Accuracy 98% Number of pieces in stock / Expected Pieces in Stock x 100 Number of pieces in stock CMMS Expected Pieces in Stock CMMS Turns Ratio of Spare Parts / Year > 2 to 3 Value of stock issued in a year / value of stock held at the time of measurement Value of stock issued in year CMMS Value of stock Held in Inventory CMMS Figure 5-5. Future maintenance and reliability metrics model spreadsheet.

56 Guidebook for Advanced Computerized Maintenance Management System Integration at Airports The amount of asset information that can be documented within a CMMS asset record is great, and the amount of time and resources necessary to find and record “additional” informa- tion can be overwhelming. Therefore, a key to increasing the value of the CMMS quickly is to limit information gathering to fields that are critical to the performance management system. It also is important to consider the organization’s ability to maintain the data’s accuracy over time, as a loss of trust in the data renders it valueless. A list of generic CMMS data fields, arranged in three broad information categories, can be considered for data entry or data collection to support a current or future performance manage- ment system. The following information categories and CMMS data field descriptions provide a sample arrangement of of basic information that can be used for effective analytics. Information Category: Asset Information • Functional location. This data field addresses the location of each asset/piece of equipment within the organization in functional, geographical, and ownership senses. Many CMMSs employ a functional location table in which this information resides. The asset table is arranged in a hierarchy and includes links to other information on each asset. Data collected or entered as functional data may include: – Organization identification (ID) – Organization description – Site ID – Site description – Process ID – Process description – Functional location ID – Functional location description – Physical location ID/room number – Physical location/room description – General ledger account/other financial data – Status – GIS reference data – Criticality – Asset design life/useful life • Physical attributes. This data field addresses physical characteristics of the asset that will remain consistent regardless of where the asset is installed or located. This information resides in the asset/equipment table and asset hierarchy. Data collected or entered as physical attributes may include: – Asset classification – Asset sub-classification – Manufacturer – Model – Serial number – Size descriptors (dependent on asset type), such as horsepower, diameter, and flow – Weight • Performance. This data field addresses characteristics of the asset that describe its functional performance based on design, construction, and testing within its current operating context. The specific performance attributes depend on the asset’s classification, but data collected or entered as performance attributes may include: – Capacity in units produced or processed – Quality of units produced or processed – Electrical input or output

CMMS Integration into Business Decision Making 57 – Speed or load – Safety ratings – Environmental ratings • Financial. This data field addresses financial data associated with functions executed and tracked within the CMMS, including: – Financial asset ID (unlike the physical asset ID, one financial asset ID may account for multiple physical asset IDs) – Asset value – Asset purchase date – Asset install date – Capital project references – Labor rates – Estimated asset overhaul cost – Estimated asset replacement cost Information Category: Inventory Information • Physical attributes. This data field addresses physical characteristics of the inventory item. Data included in this data field will reside in the inventory items table and may include: – Item commodity type – Item description – Supplier/vendor – Supplier/vendor number – Manufacturer – Model number – Serial number – Special ratings • Movement/usage. This data field addresses information related to inventory entry or exit from the inventory system in terms of both physical and financial tracking. Data collected or entered under movement/usage may include: – Usage location – Minimum quantity stored – Maximum quantity stored – Inventory purchase date • Financial. This data field addresses financial data associated with the inventory item. Data collected or entered in this field may include: – Inventory value – Inventory purchase date – Capital project references Information Category: Work Order Information • Work assignment. This data field addresses documentation of work against a specific asset and/or functional location. Accurate assignment of work is critical for performing effective asset management. Data collected or entered in this field may include: – Functional location ID – Asset ID • Work activity. This data field addresses information related to “as found” condition, work performed, and “as left” condition. Data collected or entered in this field may include: – Work type – Work sub-type

58 Guidebook for Advanced Computerized Maintenance Management System Integration at Airports – Work priority – Work request description – Work details description – Failure codes (problem, cause, remedy) – Work close out comments – Shutdown start time – Shutdown end time • Labor. This data field addresses information related to the description and amount of labor resources necessary to complete the work. Data collected or entered in this field may include: – Crew ID – Estimated labor hours to complete – Actual labor hours to complete – Craft type – Craft count • Parts and materials. This data field is a listing of planned or added parts and materials to complete the work. Data collected or entered in this field may include: – Inventory item ID – Quantity required – Parts and materials cost • Schedule. This data field collects dates associated with the identification/request for work through completion of the work. Data collected or entered in this field may include: – Work request date – Work schedule date – Work start date – Work complete date Effective Communication Communicating the performance measure analysis and results is a key element of the data life cycle (collect, review, preserve, analyze, document, and communicate). Communication can take many forms, such as: • Dashboard (see Figure 5-6) • Briefing • Metrics heat map (see Figure 5-7) • Presentation • Report (see Figure 5-8) • Scorecard The performance measure type (institutional, strategic, or operational) influences the com- munication format—the way the information is received or viewed by each decision maker (data recipient). For example, day-to-day metrics may be arranged for viewing on a desktop dash- board (supervisory control and data acquisition, or SCADA), whereas more detailed monthly and quarterly staff updates may be provided in a report format. As important as the communication format, the content of performance measure communi- cations also needs to be considered in terms of the recipients. Everyone in the organization does not need to be advised of all performance measures. The reporting should be tailored to the needs of the recipients. With that tailoring in mind, all performance measure reporting should include: • Performance measure relationships. In a cascading performance measure model, the perfor- mance shown in any higher level strategic measure is always influenced by tactical performance

CMMS Integration into Business Decision Making 59 Figure 5-6. CMMS metrics dashboard. Figure 5-7. CMMS metrics heat map.

60 Guidebook for Advanced Computerized Maintenance Management System Integration at Airports as measured at lower levels. The performance measure report must clearly link all strategic per- formance measures to tactical activities so that the recipient can easily drill down in the report to understand what is driving the performance indication, either positively or negatively. • Goals/targets/expectations. Each performance measure in a report must include an associ- ated expectation of performance (goal or target). Some performance targets are easily expressed with a quantitative numerical value, are typically defined by industry best practices, and are easily measurable. Other performance goals are less obvious, and some can be expressed in terms of expected trends (increasing or decreasing). In all cases, the communication of expec- tations must be clear so as not to overstate or understate the relationship between the perfor- mance measure and the organization’s objectives. • Corrective action options. For each performance measure being tracked and reported, it is beneficial to identify the corrective action options that are available when performance does – – – (L) MTTR Jan-14 Feb-14 Mar-14 Apr-14 May-14 Jun-14 Jul-14 Aug-14 Sep-14 Oct-14 Nov-14 Dec-14 0.00 500.00 1,000.00 1,500.00 2,000.00 2,500.00 3,000.00 3,500.00 4,000.00 Water Rec. CM Hours Water Rec. PM Hours Metric – Proactive vs Total Labor Hours Figure 5-8. Metrics report example.

CMMS Integration into Business Decision Making 61 not meet expectations. This provides value in terms of the organization being able to react effectively when performance suffers, but it also will assist with selecting performance mea- sures that provide the greatest value. If a corrective action cannot be easily identified for a performance measure, the performance measure may be of low value. Finally, although performance measure communication is essential for influencing perfor- mance within the organization, communication to individuals who are not educated in the purpose and meaning of the performance measures can negatively influence performance. There- fore, the most important aspect of communicating performance is to ensure that, whether com- municating or receiving performance measure information, participants at all levels are fully trained on the entire performance measurement process and how each individual’s performance impacts the overall mission.

62 One of the most important features of a CMMS is data accessibility. The user should be able to easily access, accurately retrieve, quickly index, and efficiently develop reports for the assets. These functionalities can only be achieved if the system (database) has been designed and con- figured accurately. Asset taxonomy, hierarchy, and attributes are critical to establishing a robust database for a CMMS and allowing this accessibility. Additionally, they make linking and inte- grating different databases easier and more accurate. Taxonomy and Hierarchy Defined as the science of classification, taxonomy also can be described as a controlled vocabu- lary with a hierarchical structure. An important term as applied to asset management and in a CMMS, taxonomy refers to a classification system that makes indexing, grouping, saving, searching, and retrieving of digital data easier, faster, and more accurate. Figure 6-1 visually illustrates a taxonomy. In asset management, the hierarchy embedded in a well-structured asset taxonomy assists air- ports in accurately configuring the system, reliably capturing the data, and allocating resources (personnel, budget, tools, schedule) to efficiently manage the system. The taxonomy increases the reliability and maintainability of the assets to meet the operational goals and performance measures and provides the ability to roll up the data on expenses from parts and components to sections/systems and business categories. Further, through taxonomy, CMMS users benefit from the ability to manage the assets under a unified, categorized content system with a controlled vocabulary. Table 6-1 shows an aviation taxonomy. Hierarchy is the system organization of an asset group that shows the relationships between the highest level of the asset down to the various components of the asset. The relationships between these levels are noted as parent-child relationships. Figure 6-2 presents a passenger boarding bridge hierarchy at Lester B. Pearson International Airport in Toronto, Canada. A benefit of establishing the asset hierarchy parent-child relationship is the ability to charge costs to the lowest possible asset level, thereby providing a means to identify where maintenance dollars are actually being spent. Additionally, once the asset hierarchy parent-child relationship has been established, field technicians and engineers can write work orders to the correct asset level and not to a general area. This helps develop historical data that can be used to identify the actual “bad actors” that are creating the maintenance burden (Langan 2013). The taxonomic hierarchy also helps with scheduling: For example, if a planner schedules maintenance on a pump station, then all assets associated with that pump station (pumps, SCADA instrumentation, electrical systems, C H A P T E R 6 Best Practices for Establishing Consistent Asset Taxonomy, Hierarchy, and Attributes

Best Practices for Establishing Consistent Asset Taxonomy, Hierarchy, and Attributes 63 piping, mechanical, and pumping system) also can be considered for maintenance to be scheduled during the time the pump station is offline. In maintenance, the taxonomic hierarchy should be related to the maintenance data. For example, every equipment unit has a certain failure mode, while the failure mechanism is related to the lowest level within the hierarchy. Table 6-2 illustrates a guidance regarding the relation between maintenance levels and taxonomy. Some best practices in taxonomy include: • Follow taxonomy standards (e.g., ISO 14224) • Follow a logical hierarchy • Label categories and levels in a way that various users across the organization will find easy to understand and use • Do not use acronyms or abbreviations • Ensure the taxonomy can be used across different systems Attributes Attribute data provides the information that describes the properties of a field within the data- base. Each attribute provides a piece of information about the asset (e.g., identification, location, parts, inspection date, failure mode). Many benefits accrue to incorporating this information as data in attribute format rather than as free text. These benefits include: • Efficiency and consistency in entering, storing, and retrieving data • The ability to validate and verify data at the time of data entry • Confidence in staff queries and data analysis based on data consistency, validation, and verification Source: ISO 14224 E qu ip m en t s ub di vi si on U se /lo ca tio n (1) Industry (2) Business category (3) Installation (4) Plant/Unit (5) Section/System (6) Equipment unit (7) Subunit (8) Component/Maintainable Item (9) Part Figure 6-1. Illustration of a taxonomy.

Main Category Taxonomic Level Taxonomic Hierarchy Definition Example Use/Location 1 Industry Type of main industry Aviation 2 Business Category Types of business or process Airport 3 Installation Category Type of facility Terminal 4 Plant/Unit Category Type of unit Gates 5 Section/System Main section Passenger Boarding Bridges (PBB) Equipment Subdivision 6 Equipment Class/Unit Class of similar equipment units; each equipment class contains comparable equipment units (e.g., pump, valve, chair, sprinkler) Rotunda, Tunnel, Lift Column, Wheel Bogie, Cab 7 Subunit A subsystem necessary for the equipment unit to function Visual Docking Guidance System (VDGS), Potable Water Cabinet (PWC), Pre- Conditioned Air (PCA), Ground Power Unit (GPU),Tunnel System 8 Component/ Maintainable Item The group of parts of the equipment unit that are commonly maintained (repaired/restored) as a whole Lift Columns, Control Panels, Tunnel System Accessories, Heating and Cooling Subunits 9 Part A single piece of equipment Hydraulic Oil, Lubricant, Gasket, Tubes, Tire, Switch, Fuse, Lightbulbs, Carpet Table 6-1. Example of an aviation taxonomy. Source: Lester B. Pearson International Airport, Toronto, Canada Figure 6-2. An example of an asset hierarchy (passenger boarding bridge).

Best Practices for Establishing Consistent Asset Taxonomy, Hierarchy, and Attributes 65 Asset attributes may be entered using predefined codes in the database. These generic codes provide accurate descriptions regarding the data input and are more inclusive; however, some- times more precise information and details are needed for an attribute. In those cases, a com- ment area can provide this extra information. The relationships and links between the various attributes are detailed and designed to fit the database architecture. The four common models for database architecture are: • Hierarchical • Network • Relational • Object Within a hierarchical model, data field relationships typically resemble a family tree in which each level represents a particular attribute of data. Hierarchical models can be orga- nized around functional, electrical, or geographical systems, as seen in Figure 6-3. Figure 6-4 diagrams the asset hierarchy boundary for the HVAC system. Notice that in Figure 6-3, nota- tions indicate locations that coexist in the “Functional, Geographic, and Electrical Systems,” with one of the Functional Systems being HVAC. The coexisting locations act much like traffic intersections in the database. Although it also reflects the hierarchical model, the boundary diagram in Figure 6-4 details attributes that have been defined exclusively within the HVAC system. Figure 6-5 diagrams the HVAC asset system relationship, and Figure 6-6 presents a technical drawing for an air handler system (AHS). All of these figures show ways of organiz- ing attribute information housed in a hierarchical database. Like all organizational structures, the specific architectural model chosen to construct a data- base ideally reflects the organization’s priorities in focusing on the information. For example, Recorded Maintenance Data Taxonomic Level/Hierarchy 4 Plant/Unit 5 Section/ System 6 Equipment Unit 7 Subunit 8 Component/ Maintainable Item Impact of failure on safety X Impact of maintenance on safety X Impact of failure on operations X X Impact of maintenance with regards to operations X X Failure impact on equipment X X X Failure mode X X X X Failure mechanism X X X Failure cause X X Detection method X X X X Subunit failed X Component/maintainable item failed X X X X Downtime X Active maintenance time X X X Source: ISO 14224 Table 6-2. Maintenance parameters in relation to taxonomic level/hierarchy.

66 Guidebook for Advanced Computerized Maintenance Management System Integration at Airports the network model allows attributes to be assigned to more than one parent. The relational model constructs the database from tables of data elements (attributes). The access path is not predefined, and all types of data manipulation are in tabular format. The object model consists of multiple objects, each of which has a structure and an interface. The interface itself provides the link between the different objects. This model allows for the database design to be very flex- ible, extendable, reusable, and easy to maintain. The object model is the most popular database model because of its interface. In many organizations, separate legacy systems may be based on hierarchical, network, or relational, and/or object models. When integrating such legacy systems with a new or upgraded CMMS, developers create system tools and instructions that allow users to channel the information from the originating, legacy databases, into and across the new or upgraded CMMS structure. Both figures show information drawn from a hierarchical database. The diagrams in Fig- ures 6-3 through 6-6 are provided for reference only. Based on its overall CMMS goals and the availability and practicality of incorporating any legacy systems, each airport should decide if one or more models (and one or more databases) will be needed as part of the CMMS implementation. Figure 6-3. Example of overall HVAC hierarchy showing functional, electric, and geographical systems.

Best Practices for Establishing Consistent Asset Taxonomy, Hierarchy, and Attributes 67 Figure 6-4. Sample asset hierarchy boundary diagram for HVAC system.

Figure 6-5. Relationship diagram for an HVAC asset system. Figure 6-6. Example of an AHS technical drawing.

69 The ISO 5500X Series ISO 55001 is the international standard for asset management. This international standard specifies the requirements for establishing, implementing, maintaining, and improving a set of practices that together make up an AMS. The international standard for AMS further specifies that the requirements it puts forth must be implemented within the context of the organization. The reference to context has significant ramifications; although the require- ments of an AMS are the same for every industry sector, the detailed operational procedures for an AMS will be very different for an airport than they are for a manufacturing plant. The AMS will also vary for airports of varying sizes. These factors mean that it is best for people working within an organization to develop and customize its AMS, using the requirements of ISO 55001 as a guide. ISO 55000:2014 provides an overview of asset management, its principles and terminology, and the expected benefits from adopting asset management. It also provides context for ISO 55001 and ISO 55002. ISO 55002:2014 provides guidance for the application of an AMS in accordance with the requirements of ISO 55001. CMMS and Asset Management Fundamentals (ISO 55000, Clause 2.4.2) The international standard of asset management (overview, principles, and terminology) describes asset management as being based on four fundamentals: alignment, assurance, leadership, and value. Implementation of a CMMS will assist an airport with a more efficient realization of three out of the four of these fundamentals; specifically, alignment, assurance, and value. Alignment The purpose of asset management is to translate organization and business objectives into technical, financial, and operational decisions, plans, and activities. This effort includes the implementation of planning and decision-making processes through asset manage- ment plans (AMPs) and the integration of asset management processes with functional management processes. A CMMS facilitates this implementation and integration with respect to the airport’s maintenance activities. PM activities are entered into a CMMS, establishing the majority of the maintenance AMPs; the CMMS functionality allows for C H A P T E R 7 CMMS Implementation and Compliance with ISO 55001

70 Guidebook for Advanced Computerized Maintenance Management System Integration at Airports integration of asset management processes with the following functional management processes: • Finance, through cost capture and general ledger allocation • Human resources, through timesheet confirmation and skills apportionment • Logistics, through inventory management and materials allocation The functionality of a CMMS assists airport maintenance teams with achieving alignment. Assurance ISO 55000 states that asset management gives assurance that assets will fulfill their required purpose. This includes the assurance that organizational processes are managed across all life cycle stages of the asset, resources are allocated for asset management activities, and monitoring is conducted for assets, asset management, and the AMS. A CMMS provides airport asset manage- ment staff with the ability to perform all of these functions. The maintenance team can provide auditable records of their asset management activities, allocate human and physical resources for PM tasks, and store the data used for monitoring assets, asset management, and the AMS. Value ISO 55000 stipulates that assets exist to provide value to the organization and its stakeholders, and it includes the use of a life cycle management approach to realize value from assets. This is where a CMMS is a useful software tool to implement: the life cycle management approach that the airport has determined, considered, and decided upon, can be efficiently planned and imple- mented within the CMMS. Further to this, the CMMS can collect and store the data required to monitor the life cycle management approach, making it easier to determine whether the chosen approach is realizing value for airport assets. CMMS and ISO 55001 The functionality of a typical CMMS, to plan and implement maintenance activities, allows air- port staff to record data for the tasks they are completing. The recording of this data is configured within a CMMS to ensure that the data sets are linked in a manner that provides additional value to this data. This additional value includes the ability to inform management decision making and provides the evidence required to show compliance, including compliance with ISO 55001. For example, when staff implements an asset inspection, they record identified noncon- formities with asset performance. Inspection results and CM expenses are recorded in the assets’ history. Furthermore, CM work progress is tracked, and quality assurance/quality control (QA/QC) documents are recorded within the same database. Linking multiple data sets, recorded by different staff at the airport, allows management to analyze the effectiveness of their staff to conduct management of airport assets; determine more effective interven- tions and intervals for maintenance; identify high-risk, critical airport assets; and monitor the effects of these changes to ensure continual improvement. Because the information stored in the CMMS can be analyzed, evidence-based decision making can be conducted, providing management confidence that their decisions are based on sound empirical data. Information collected and analyzed using a CMMS can demonstrate to stakeholders that air- port staff are planning and implementing maintenance activities appropriately, and that airport assets are meeting the performance requirements to deliver the required LOS. A CMMS can be an effective tool for maintenance staff to prove their AMS is effective for managing airport assets, and that the AMS meets international standards through compliance with ISO 55001.

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TRB's Airport Cooperative Research Program (ACRP) Research Report 155: Guidebook for Advanced Computerized Maintenance Management System Integration at Airports explores the use of a Computerized Maintenance Management System (CMMS) to manage a variety of assets across a number of different airport systems. This report develops guidance on the steps necessary to implement a CMMS, factors for consideration in prioritizing which systems should be included in the CMMS using a phased approach, and the steps for integrating CMMS data into performance management and business decision making.

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