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

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Designing the CMMS with the End in Mind 29 Deliverables from the final—and ongoing—phase of CMMS implementation include: • Weekly status reports of outstanding issues • Hands-on managed system support Transforming Data to Actionable Information Without a clear understanding of organization-wide information needs, the development of accurate and useful KPIs, reports, and BI tools is impossible. With today’s CMMS software, it is very easy to build KPI dashboards, ad-hoc reports, custom reports, and use BI tools. However, if the necessary data fields are not in the system, then useful, actionable information cannot be extracted from the database into KPI dashboards or reports, or imported into BI tools. The key to the effective use of these management tools is having valid and verified data in the system. Ideally, before developing any KPIs or reports, the CMMS implementation or project team will have met with all the airport stakeholders to obtain a true understanding of their reporting needs, including what types of information are needed daily to do the job. The data needed by maintenance supervisors will be somewhat different from the data needed by technicians or department managers. Having collected this information during the first or second phase of the CMMS implementation (or during comparable phases for a system upgrade), the team will have gained a better understanding of what data must be in the CMMS and can determine how to develop useful KPIs and reports and build effective BI tools. The data field configuration will be specific to the organization, and typically will take place during the Develop phase of CMMS implementation, with adjustments made as necessary during the Validate phase. Useful KPIs that will require data field configuration include: • Scheduled, completed, on hold (with reason), and past-due work orders • Planned versus actual maintenance actions, labor time, parts utilization, and overall costs with delta (change) • Mean time to asset failure • Overall asset uptime versus downtime • Mean time to asset repair • Ratio of planned maintenance to reactive maintenance Figure 3-8 shows a sample of what a help desk KPI/dashboard may look like. Integration of CMMS with Other Critical Airport Systems A CMMS can significantly improve the overall efficiency and overall productivity of the main- tenance business unit. A CMMS can help the airport lower overall maintenance costs by extending asset life, improving wrench time, and improving the overall materials management processes. To fully achieve these efficiencies, however, integration between the CMMS and other critical airport systems is a must. Integrating a CMMS with other critical airport systems allows for the efficient, timely flow of data between systems and can significantly improve the overall maintenance process. Figure 3-7. CMMS implementation phases: Operate.

30 Guidebook for Advanced Computerized Maintenance Management System Integration at Airports Integrating a CMMS with another critical system involves establishing the type of integration needed based on the necessary data flows. Integrations can be one-way or bi-directional. What systems an airport integrates with the CMMS depends on how the airport is organized and how the various departments within the airport interact in terms of information needs and data shar- ing. Existing software or systems that are candidates for integration with a CMMS may address: • Resource management • Security • Safety management • Automatic vehicle identification • Wildlife hazard management • Payroll • Pavement management • Scheduling • Electronic log books • Incident management • Fleet management • Human resources • Building modeling • Time and labor • Property management • Fueling • Airfield lighting • Materials management/inventory • GIS • Airfield operations inspection • Enterprise resource planning (ERP) financial software Figure 3-8. Example of a help desk KPI/dashboard.

Designing the CMMS with the End in Mind 31 Today, the effort involved in integrating disparate systems is not as difficult as one may think. The bigger question is how to minimize the number of systems staff need to access to get the information they need to do their jobs. One example of this is the ability to determine who is responsible for maintenance work and the associated costs via integration of the CMMS with the airport property management system. Many airport maintenance business units lose time and money by completing work for which they are not responsible. Maintenance business units hold high standards when it comes to good customer service. As a result, work often is performed at tenant locations. In some cases, work done by the airport either should have been done by the tenant or, if the airport was responsible for doing the work, should have involved a charge back to the tenant. Within-airport leases almost always define such maintenance responsibilities, and details about these arrangements may already reside in an airport’s existing property management system. By completing a simple integration between the airport’s property management system and the CMMS, when a work request comes in, the system can immediately identify if the work is a tenant responsibility, an airport responsibility, or an airport responsibility with a charge back. Additionally, if the inter- face is bi-directional, once the work is completed, the labor and parts costs can be sent back to the property management system so that the maintenance costs for the month can be added to the tenant or airline invoice. Once the integration has taken place, airport staff need only inter- act with the CMMS—the data coordination between the CMMS and the property management system essentially functions as a behind-the-scenes operation. Key Considerations and Approaches for Small Airports Effectively implementing and using a CMMS in the small airport environment requires over- coming a unique set of challenges, including the large, diverse set of assets and airport systems, and the complexity of features and capabilities of a CMMS. The challenges of data transfer and data sharing across systems also can be compounded by limited resources and a lack of support- ing infrastructure. The ability to leverage a CMMS as a single “source-of-truth” data reposi- tory for maintenance and asset management strategy implementation and reporting is a ripe opportunity for many airports to enhance overall operations, maintenance, and business deci- sion making. The right maintenance business processes, aligned with the right airport-specific CMMS, can streamline paperwork, integrate with other technologies, and help make operations more efficient. The proper implementation, use, and maintenance of a CMMS program can be scaled for all size airports. Moreover, it affords small airports the ability to execute a world-class maintenance practice that meets the universally accepted work management business process flow illustrated in Figure 3-9. Some common benefits of a well-implemented CMMS can be achieved by airports regardless of size. With the associated processes in place, a CMMS can facilitate: • Use of a single source-of-truth data repository • Improved management of preventive maintenance, work orders, and inventory • Tracking events, categorize issues, and allow a variety of departments ready access to event or activity status • Maintenance department performance reporting and justification of staffing levels • Development of “most appropriate” asset replacement schedules • Early identification of pending failures To ensure robust reporting, the CMMS selection and implementation process should include carefully defined management reporting criteria.

32 Guidebook for Advanced Computerized Maintenance Management System Integration at Airports Selecting or Replacing CMMS Applications Airport CMMS applications vary in cost and complexity. A “one-size” CMMS will not fit all airports. Small airports typically are the most challenged when trying to purchase and imple- ment or replace a CMMS, primarily because of costs and resource constraints that may affect both IT and O&M staff. The availability of CMMS Cloud-based subscriptions puts smaller airports in a better posi- tion to afford a CMMS, but such airports still face the challenge of dedicating resources to keep their asset data current and to administer and maintain the new or upgraded system. Beyond the initial investment cost, a typical challenge involve finding resources and staff time to convert from a manual, paper, or spreadsheet-based system to a new system that is consistent with FAA data standards. Apart from careful, targeted selection of the applications desired in the CMMS, small airports with resource challenges may consider front-loading their investment by requiring the CMMS vendor to perform a turn-key implementation. Such an implementation includes software implementation, hardware installation, data gathering, data loading, system training, and user training. Airports of all sizes should consider the following basic applications (system capabilities) when determining system functionality. The CMMS should be able to: • Track asset information (e.g., cost center, department, location) • Allow for cost and repair information to be accessed at multiple asset levels • Save work orders to the asset history as one line of information or in full detail • Sort or build ad-hoc reports that allow all information in the asset history to be accessed • Provide inventory capabilities for each asset • Provide the ability to retrieve, select, sort, store, use, and report data relative to asset items/types Efficient data management and accurate reporting require the establishment of a consistent asset taxonomy, hierarchy, and attributes. Taxonomy is an important term in CMMS. Defined as the science of classification, taxonomy is guided by ISO 14224 (issued in 2006, with an update issued in 2016). Classification is used to make indexing, grouping, saving, searching, and retriev- ing of digital data easier, faster, and more accurate. 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 allow field O&M staff to write work orders to identify and report where O&M dollars are actually being spent. Figure 3-9. Work management process flow.

Designing the CMMS with the End in Mind 33 Having a well-structured asset taxonomy helps an airport set up the CMMS accurately, reliably capture the data, and allocate resources (personnel, budget, tools, and schedules) to efficiently manage the system. In turn these efficiencies increase the reliability and maintainability of the airport’s critical assets to meet operational goals. Linking the CMMS to Decision Making and Performance Reporting Performance measures are used in the daily operations of airports of all sizes. These mea- sures (also called metrics) help airports track performance in various categories as they relate to either the organizational goals or an initiative’s objectives. An organization’s selection of metrics depends on these goals and objectives, as well as organizational structure, programs that are in place, and the availability of accurate data. As the single source-of-truth repository, the CMMS is a key source of quantitative O&M data that can support developing and tracking performance measures. A data quality control plan must in place, which small airports can handle by limiting administrative access to only a few key individuals. The CMMS selection criteria also should include definitions of the required manage- ment reports as well as a review of the CMMS’s flexibility in generating useful reports. Reporting criteria for a small airport to consider when selecting a CMMS may include the ability to: • Produce interval reports (daily, weekly, monthly, yearly, or any user-defined interval) • Generate summary reports, lists of information, or exception reports • Create (write) customized reports in addition to the standard system reports • Create reports designed to be used by CMMS managers, airport managers, or O&M staff • Generate maintenance budget reports Small airports can start with reports that cover a few basic performance measures. Once the reporting potential of the CMMS is seen, the list of reports usually grows significantly. Useful performance measures to consider include: • Labor craft/crew costs • Inventory costs • Inventory usage • Maintenance costs by asset type • Total maintenance costs • Percentage ratio between preventive and reactive maintenance • Work schedule compliance (e.g., safety, preventive, corrective, emergency) • Work backlog (e.g., safety, preventive, corrective, emergency) Airport Asset Systems Managed Within the CMMS The research has shown that many organizations stumble when choosing assets to include in a CMMS. It bears repeating that organizations may assume that every asset should be included in the CMMS without considering why it is being included. Airports, especially small airports, must keep in mind that both the asset and the associated data must be maintained. To help decide which asset systems to include in the CMMS, the airport project team can consider drivers such as federal, state, and local regulatory reporting requirements; FAA-specific inspec- tion requirements; life safety; customer interfaces; and other systems deemed critical through an analysis process. It also is helpful to recognize which systems will have work orders generated against them and consider any asset that requires some form of preventive maintenance. Table 3-1 presents an abbreviated list of airport asset systems developed from the results of the project survey, in which airport respondents indicated the top systems to be managed within a

34 Guidebook for Advanced Computerized Maintenance Management System Integration at Airports CMMS. The complete list for airports can extend to 30 airport systems. (For more information and the complete list, see Chapter 4, Tables 4-1 through 4-5). General CMMS Implementation Considerations for Small Airports Small airports should decide on the implementation approach that best meets their needs. The number of assets, users, and other elements will differ from airport to airport; however, the actual, “How to” if implementation typically is the same for all. A key consideration for a small airport implementing CMMS is to “keep it simple.” Leverag- ing a CMMS implementation steering or governance team is a way to share the workload and build the system and associated processes together. For a small airport with limited technology resource capabilities, another consideration could be to require the CMMS vendor to provide a fully documented implementation plan and support team made up of software experts, mainte- nance experts, training experts, and airport operations subject matter experts. If a small airport needs to pursue a phased implementation, the following modules and processes can be considered for an initial phase: • Work orders • Preventive maintenance • Materials/inventory management • Cost capture (labor and materials) • Reporting Some typical critical success factors have been compiled from the research. Factors that should be considered as a part of a more-detailed CMMS Project Implementation Plan include: • Select the implementation team wisely and include cross-departmental involvement from operations, maintenance, and leadership. • Estimate the staff time needed to collect and load data into the CMMS. • Consolidate, validate, and standardize all required data prior to CMMS population. • Develop and implement CMMS maintenance procedures prior to system roll out. • Perform initial training for staff who will use and manage the CMMS. • Perform modular-centric training for staff that will use specific modules. • Where possible, roll out the technology in modular form. • Where possible, use off-the-shelf tools that require little or no modification. System Rank Electric 1 Terminal buildings 2 HVAC 3 Facilities 4 Runway lighting 5 Plumbing 6 Elevators 7 Escalators/moving walkways 8 Power plant 9 Jet bridges 10 Source: ACRP Project 09-14 survey. Table 3-1. Ranked list of asset systems in CMMS.

35 Case study subjects for this project represent four airports, an airport authority that manages six airports (three large hub), and a non-airport organization. They are: • Port Authority of New York and New Jersey (PANYNJ), United States • Salt Lake City International Airport (SLC), United States • Seattle-Tacoma International Airport (SEA), United States • Toronto Pearson International Airport (YYZ), Canada • General Mitchell International Airport (MKE), United States • Gwinnett County Department of Water Resources (GCDWR), United States Some of the CMMS questions in the case studies were adopted and modified from Terry Wireman’s book, Successfully Utilizing CMMS/EAM Systems (Wireman 2016). The complete case studies are presented in Appendix A. Discussion Most of the case studies were conducted on site over a 2-day period, with the rest conducted as telephone interviews. CMMS and asset management implementation practices within each organization were examined, as well as the benefits to the organization from a CMMS. The research team found that every organization’s CMMS journey has been unique in terms of approach, implementation, software selection, communication, and data usage. Case study participants had common goals, which were to become more efficient and effective in managing their assets through a CMMS, increase their assets’ uptime, and provide high quality services to their stakeholders based on the available resources. Many lessons can be learned from these case studies. Throughout their respective journeys, the participants did not always get things right the first time; however, each organization is learning from its experiences and introducing adjustments to its processes and technologies. The participants also are constantly learning from others. Strategies Across all the organizations (airports and non-airport) that took part in the case studies, an important driver is to have visible business strategies, goals, and objectives that cascade to the different business units to make sure that everyone works under a unified strategy. A common theme was that every business unit—including maintenance and asset management—should have a plan or a roadmap that assists them in detailing how they are part of the overall strategy and how they will achieve it. C H A P T E R 4 Case Studies

36 Guidebook for Advanced Computerized Maintenance Management System Integration at Airports Every airport’s strategy is to provide an excellent service and experience to its stakeholders by providing safe, secure, and efficient facilities while enhancing its competitiveness and investing in world-class infrastructure. Asset management and maintenance are key elements in achieving these strategies. At PANYNJ, the maintenance business unit strategy is to work toward meeting current maintenance challenges, maintaining high customer satisfaction, and operating a safe and reliable airport. At SEA, main- tenance’s main strategy is having a safe operating environment, increasing availability of reliable assets, and minimizing cost. At GCDWR, the facilities team’s vision is to achieve “Maintenance, Operations, and Reliability Excellence (MORE).” Challenges Every organization faces challenges in implementing and achieving its strategies. Across the case study organizations, some challenges were similar and included: • Budgetary constraints for capital and operational projects • Continuing to operate airport facilities at a normal operational level while constructing new facilities and upgrading existing ones • Capacity constraints on facilities’ ability to meet increased demand • Retirement of highly skilled workers that have a rich organizational knowledge • Development and harnessing of institutional knowledge • Striving to continuously improve through personnel commitment, innovation, efficiency, and education • Meeting stakeholders’ growth and modernization demands • Changes in leadership and reporting structures Maintenance business units also face many challenges, such as: • Budgetary constraints • Scheduling of maintenance activities around airport operations • Overutilization of assets • Maintaining asset condition, performance, and availability to meet increasing demands • Achieving an 80:20 ratio of proactive to reactive maintenance activities • Lack of available, reliable asset data • Lack of talented technicians to meet maintenance needs • Retirement of highly skilled workers • Alignment of workforce talent with the airport’s strategies and goals • Increasing participation in the planning, design, construction, and commissioning of assets CMMS The implementation and utilization of a CMMS is a continuous process, and it always has room for improvement. The collected data significantly impacts the organization’s operations and the flow of asset-related information across the organization. A CMMS assists airports in increasing their assets’ uptime, availability, and reliability. The case studies indicate that some of the main drivers to consider in implementing a CMMS are: • Effective management of budgets • Effective management of resources • Reliable work order management • Reduced maintenance costs through PM

Case Studies 37 • Improved wrench time • Elimination of basic frequency-based maintenance • Implementation of maintenance best practices, such as performing real-time asset health ana- lytics and availability of failure modes effects analysis (FMEA) and root cause analysis • Documentation of personnel’s activities • Improved access to critical information • Improved quality of information • Increased safety • Regulatory compliance • Aging workforce and retirement • Streamlined business and operational processes • Efficiencies gained in overall asset management The case study participants were at different stages with their CMMS. Some were upgrading their existing systems, and others were changing the software altogether by replacing it with a more robust option. Software-related concerns prompted maintenance departments to upgrade or change the CMMS software. Some concerns with existing systems include: • Reports are limited (e.g., existing system cannot run reports for individual labor; reports are bulky and cannot be formatted; existing system is not user friendly for work orders). • The system is not web-based and does not allow real-time updates. • The system is unable to integrate with other systems. • The system is not GIS-centric; individual assets are not mapped, and the system is not enterprise-wide. • The system does not allow the airport to house work order information, warehouse inventory, data for certain financial details, or other information. Tables 4-1 through 4-5, provided at the end of this chapter, compare the case study partici- pants’ CMMS selection, implementation, assets, and integration with other systems. As revealed by the tables, the participants’ CMMS implementation methods, approaches, and types of assets considered have been similar. Additionally, participants have used the CMMS to report to decision makers about the assets’ condition. The participants chose asset classes to be part of a CMMS on the basis of the assets’ criti- cality to the different operational activities, reliability, inventory owned and operated by the organization, frequency of maintenance, and on the organizations’ ability to develop the real maintenance cost. Once the CMMS was put in place and properly implemented, the maintenance business units used its data and reports. For example, at PANYNJ, aviation utilizes a CMMS 100% of the time to allow the department to charge activities back to the airlines. SLC utilizes a CMMS 95% of the time in planning and scheduling maintenance activities. Types of reports produced by the CMMS produces for maintenance departments include: • Work Order Costs Report • Completed Work Order Performance Report • Work Order Backlog Summary • Work Order Waiting Report • Asset Repair History • Identify Asset Failure Modes Report • Asset Maintenance Costs Repair Report • PM Overdue Report

38 Guidebook for Advanced Computerized Maintenance Management System Integration at Airports Given that a CMMS is basically a maintenance database, it can be linked with other systems, such as resource management, scheduling, fueling, elevators and escalators, BHS, fleet services, and so forth. With a CMMS, these systems can be accessed through an integrated platform. The organizations in the case studies selected which existing software or systems to integrate with or develop as part of a new or upgraded CMMS. Overall, the the asset systems prioritized for CMMS by the case study organizations were: • Terminal buildings • Runway lighting • Facilities • HVAC • Electric • Plumbing Integrating a CMMS with other systems results in positive outcomes, such as eliminating redundant work, ensuring accuracy of information, capturing actual costs, increasing data vis- ibility, increasing productivity by reducing to one the number of systems personnel must access, transparent decision making, improving maintenance activities, better budget allocations and savings, and increasing system efficiency and data yield. Additionally, a CMMS assists organizations in making robust and informed decisions based on accurately collected data and having it correlated with other parameters. This information advises other business units throughout the organization about parameters that might be of inter- est and value to their activities. This data can be shared through reports, KPIs, scorecards, etc. Lessons Learned The research team developed a list of the common lessons learned by the case study organiza- tions in terms of implementing a CMMS. Highlights of the list include: • Involve stakeholders (business units and ranks) as part of the CMMS selection and implemen- tation discussions and obtain their support to ensure its success. • Involve leadership within and across the different levels of implementation. • Establish organizational partnerships early. • Include champions and game changers as part of the CMMS project team. • Invite leadership to sponsor the different projects (executive sponsorship). • Demonstrate value by linking the CMMS implementation to the strategic plan. • Establish and utilize KPIs to inform the process and the improvement of the assets’ performance. • Identify the various work order priorities. • Conduct a criticality assessment of assets. • Ensure that once new assets have been commissioned by a contractor, they are ready to be managed through the CMMS. • Educate and empower staff (communicate the “whys”). • Solicit feedback (even negative feedback). • Start small and continuously improve on the system. • Ensure that contractors providing information adhere and comply with the organization’s CMMS standards. • Evaluate legacy system data accuracy and relevance before transferring the data to the new CMMS. • Practice flexibility in implementation and learn from other organizations’ challenges (peer exchange). • Update based on business need, not because it is “Tuesday.” • Conduct scheduled audits on the CMMS and on the data. • The most dangerous phrase in maintenance is, “We’ve always done it this way.” Additional lessons learned are provided with the detailed case study information in Appendix A.

Table 4-1. Case studies: CMMS selection comparison (shaded cells indicate planned/future implementation). (continued on next page) Question Category CMMS Selection Airports Non- Airport PANYNJ SEA SLC MKE YYZ GCDWR 1 Which of the following statements were considered in selecting CMMS? Tracks asset information such as cost center, department, location, etc. • • • • • • Allows for cost and repair info to be accessed at multiple asset levels • • • • • • Work orders can be saved to asset history as one line of info or full detail • • • • • • All information in asset history can be accessed by sorting or building ad hoc reports • • • • • • System provides a bill of materials for each asset • • • • • System provides user-defined screens for storing info relative to asset items/types, which also can be selected and sorted by reports • • • • • 2 Which of the following preventive maintenance statements were considered in selecting CMMS? Schedule PM actions (PMs) by calendar, meter readings, operational parameters (real time) • • • • • • System allows for unlimited numbers of PMs per asset • • • • • • System allows for multiple crafts scheduled on a PM • • • • • System has the ability to schedule PMs for any specific date and/or day of the week • • • • • • System has the ability to forecast labor resources, material requirements, or special tools for PMs due for any specified period • • • • System will schedule PMs for assets or facilities • • • • • System will combine all PMs that are due for an asset automatically, manually, or not at all • • • • • System generates the PM work orders daily, weekly, monthly, or at user-defined intervals • • • • • • System reports overdue PMs by number, incomplete PMs, or results of PM inspections • • • • • 3 Which of the following work orders statements were considered in selecting CMMS? System tracks information at the work order task/step level for planned versus actuals, for labor, materials, tools, contractors and safety • • • • • • System produces a report of all work orders which can be sorted by their current status in the work order workflow • • • • • • System is capable of tracking work order backlog by craft, crew, department, planner, supervisor, or other defined categories • • • • • • System updates work order status either manually or automatically via workflow configurations • • • • • • When planning a work order, the user can access stores, personnel, tools, contractors, etc., w/o leaving the work order module • • • • • • System provides the ability to create notifications, escalations, and [can] send these items to personnel internally or externally • • • •

Table 4-1. (Continued). 5 Which of the following management reporting statements were considered in selecting CMMS? System produces reports daily, weekly, monthly, yearly, or at user- defined intervals • • • • • Reports produced by the system are summary reports, lists of information, or exception reports • • • • • System has a report writer in addition to standard system reports • • • • Reports were designed to be used by system managers, managers, or maintenance personnel • • • • • System has a maintenance budget reporting module • • • • System reports and forecasts asset downtime • • • System tracks asset downtime costs • • • Question Category CMMS Selection Airports Non- Airport PANYNJ SEA SLC MKE YYZ GCDWR 4 Which of the following MRO inventory and procurement statements were considered in selecting CMMS? System generates a Spares Reorder Report when the quantity on hand drops below a minimum level • • • • • System has the ability to manage multiple warehouses • • • • • Inventory system is integrated (or can be) with the vendor’s own purchasing system • • • • If a reorder point is reached, a purchase requisition is generated either manually or automatically • • • • When the part is received, the system notifies the planner, automatically or manually, which work orders can now be filled • • • System produces performance reports for purchasing section that include overdue POs, inactive parts, or inventory valuation • • • • System automatically tracks costs to the work order on an itemized basis • • • • • MRO = Maintenance, repair, and operating supplies.

6 Which of the following implementation statements were considered in selecting CMMS? Vendor performs full turn-key implementation, software implementation, hardware installation, data gathering, data loading, system training, and user training • • • • • • Vendor has fully documented installation plans • • • Vendor has software experts, maintenance experts, training experts, and airport operations subject matter experts on staff • • • • • System needs no customization, some customization, or extensive customization • • • • • • 7 Which of the following maintenance software analysis statements were considered in selecting CMMS? System to be operated by maintenance personnel • • • • • • System has the necessary modules to meet the organization's needs (PMs, work orders, inventory, integration, etc.) • • • • • • System has single, semi-multi, or multi-user capabilities • • • • • • System modules are closely integrated • • • • • • System can archive and retrieve files for reports spanning long time periods • • • • • • Software vendors update the software on a regular basis • • • • • • System has ability to display analytical information a graphic format • • • System can be integrated with payroll, accounts payable, general ledger, ERP system, time keeping, etc. • • • • Question Category CMMS Selection Airports Non- Airport PANYNJ SEA SLC MKE YYZ GCDWR

Question Category CMMS Implementation Airports Non- Airport PANYNJ SEA SLC MKE YYZ GCDWR 1. Which of the following statements were considered during CMMS implementation flow processes? Establish steering committee for CMMS system • • • • • • Establish the site implementation team • • • • • • Establish site project teams • • • • • • Promote kick-off meeting for site and project teams • • • • • • Install hardware and the CMMS software • • • • • • Initialize CMMS software (Create multiple system environments including, development, test, train and production) • • • • • • Provide initial training for the site and project teams • • • • • • Define organizational procedures for CMMS use • • • • • Develop written CMMS procedures • • • • • Restructure the organization/business processes (if needed) • • • • Begin developing various data collection formats • • • • Use the formats to start data collection process (asset, stores, PMs, personnel, purchasing, accounting) • • • • • Begin data entry process • • • • • • Begin user training on CMMS system • • • • • • Establish stores stock levels • • • • Begin using work order system • • • • • Monitor all usage of CMMS system • • • • • Audit CMMS system for 30 days • • • • Continue 30-day audits for the first 6 months • • • • 2. Which of the following issues have you faced during CMMS implementation? Assessing current and future needs • • • • Properly document the system user requirements or “get user input” • • • • • Lack of management support • Conduct a good search in the CMMS market place • • • Opted to develop an in-house system Assess vendor’s qualifications • • • Software testing • • • Put an implementation plan together • • • • Obtaining sufficient training and/or documentation • • • • Correctly estimating time needed to collect and load data • • • • Table 4-2. Case studies: CMMS implementation comparison (shaded cells indicate planned/future implementation).

Deicing system • • • • Fire protection • • • • • Airfield lights • • Environmental management • • Terminal connecting bridge • • Tide gates • • Glycol recovery • • Chemical expensing • • Question Category Assets in CMMS Airports Non- Airport PANYNJ SEA SLC MKE YYZ GCDWR Which assets are currently part of CMMS? (Present) Terminal buildings • • • • • Runway lighting • • • • • Facilities • • • • • Hangars • • • • Parking garages • • • • • Pavement (airfield) • • • • • HVAC • • • • • Electric • • • • • Power plant • • • • Plumbing • • • • • Elevators • • • • • Escalators/moving walkways • • • • • Baggage handling system • • • • • Jet bridges • • • • • Rolling stock/fleet • • • • Utility/treatment facilities on site • • • • • Fueling system • • • Security system • • • • IT • • Signage • • • • • Buried piping (water, sewer, gas, electric, etc.) • • Stormwater infrastructure (culverts, swales, inlets, basins, etc.) • • • • Table 4-3. Case studies: Assets in CMMS comparison (shaded cells indicate planned/future implementation).