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Suggested Citation:"Contents." 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:"Contents." 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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Page 9

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8 Guidebook for Advanced Computerized Maintenance Management System Integration at Airports • Financial resources and constraints • Regulatory compliance • Leadership availability and commitment • Piloting (e.g., information from implementation of the system at a similar organization, or opportunity to test the system) • Internal IT resources • Third-party IT resources Figure 2-3 shows the ranking of these factors based on airports’ survey responses. These responses show that the most important factor in implementing any system is whether doing so will help the airport become more efficient and enhance performance. Efficiency and enhanced performance directly impact the services airports provide to stakeholders, especially passengers. CMMS can help airports improve efficiency and enhance performance in a financially responsible manner while facilitating the airports’ meeting their regulatory requirements. At the majority of the airports surveyed, CMMS is mainly used to; • Proactively manage PM • Manage work requests Airports are introducing mobile devices to support a CMMS. Mobile devices allow for more accurate collection and reporting of data from the field to expedite and improve the decision- making process for assets. Airports also use a CMMS to manage the inventory of material and spare parts, and they are starting to implement enterprise asset management (EAM) systems that allow linking and integrating a CMMS with other systems. Figure 2-4 summarizes airports’ responses to survey questions about their use of CMMS. At the majority of airports surveyed (68%), airport staff manage the CMMS internally. A few airports (18%) indicated that they contract with a solutions provider to manage and maintain the system. Other airports reported using a combination of internal system management with external software support. Figure 2-2. Maintenance programs at airports.

State of the Airport Industry in CMMS Implementation 9 When asked to rate the success of the CMMS implementation on a scale of 1 to 10 (where 1 is not very successful and 10 is very successful), the result was mid-range (5 or 6) for 40% of responding airports. Few airports (27%) gave an implementation success score of 8 or above. Figure 2-5 presents the CMMS implementation success rating scored by the airports. Managing Assets Using a CMMS The survey assumes that airports differ in terms of the types of assets they manage through a CMMS. Provided a list of 24 assets, airports were asked to select those they used as part of their CMMS. Figure 2-6 ranks the selected assets and Table 2-1 lists the top 10 asset systems selected by airports based on the survey results. Figures 2-7, 2-8, and 2-9 present the comparisons between assets managed through a CMMS by airport classification (large, medium, small, and reliever non-primary). The per- centage value (x-axis) represents the number of airport respondents in a certain classification that manage a particular type of asset through a CMMS. Five out of five (100%) medium air- ports manage heating, ventilation, and air conditioning (HVAC) through a CMMS, whereas only 11 of 13 (85%) of large airports and two out of three (66%) small airports manage HVAC through a CMMS. The reliever non-primary airport selected and ranked only five assets, as follows: (1) runway lighting, (2) facilities, (3) hangars, (4) pavement, and (5) signage. Figures 2-7 through 2-9 show that large and medium airports manage various types and sizes of assets using a CMMS. Although all airports focus on critical assets such as buildings, HVAC, Figure 2-3. Factors to consider when prioritizing implementation (ranked).

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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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