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From page 99... ... A-10 Guidebook for Advanced Computerized Maintenance Management System Integration at Airports Salt Lake City International Airport About SLC SLC is 15 minutes from the center of downtown Salt Lake City and serves more than 23 million passengers each year. SLC is the 25th busiest airport in North America and the 85th busiest airport in the world (2016) Read the entire page →
From page 100... ... Appendix A A-11 Maintenance Organization The Maintenance Business Unit at SLC is part of the Department of Airports in Salt Lake City (Figure A-3) Read the entire page →
From page 101... ... A-12 Guidebook for Advanced Computerized Maintenance Management System Integration at Airports Maintenance is working under a strategic plan to meet the following goals: • Implement maintenance best practices (e.g., add structure to existing asset system, develop business plans, and ISO 55000 standard) • Tie inventory with the CMMS • Implement Wi-Fi mobile solutions • Integrate related asset programs • Use a paperless system to initiate, develop, track, and report work orders status and results • Improve on the reporting system • Adopt clearer communication processes across less organizational layers The maintenance program at SLC can be described as 65% PM and 35% CM. Read the entire page →
From page 102... ... Appendix A A-13 The work order requirements that were considered when selecting the CMMS included the ability to: • Track information at the work order task/step level for planned versus actuals, for labor, materials, tools, contractors, and safety • Produce a report of all work orders which can be sorted by their current status in the work order workflow • Track work order backlog by craft, crew, department, planner, supervisor, or other defined categories • Update work order status either manually or automatically via workflow configurations • Allow user to access stores, personnel, tools, contractors, etc., w/without leaving the work order module The following management reporting statements were considered in selecting a CMMS: • The system produces reports; daily, weekly, monthly, yearly, or any user-defined interval • Reports produced by the system are summary reports, just lists of information, or exception reports • Reports were designed to be used by system managers, managers, or maintenance personnel The implementation requirements that were considered in selecting the CMMS included: • The vendor performing full turn-key implementation, software implementation, data loading, system training, and user training • The system requiring some customization The maintenance software analysis requirements that were considered when selecting the CMMS included the system's ability to: • Be operated by maintenance personnel • Apply necessary modules to meet the organization's needs (PMs, work orders) • Provide single, semi-multi, or multi-user capabilities • Closely integrate all system modules • Archive files and retrieve files for reports spanning long time periods • Update software on a regular basis CMMS Implementation When implementing its CMMS, SLC followed an implementation flow consisting of the following steps: • Establish steering committee for the CMMS (only for end users) Read the entire page →
From page 103... ... A-14 Guidebook for Advanced Computerized Maintenance Management System Integration at Airports • Conducting a good search in the CMMS marketplace • Assessing vendor's qualifications • Software testing • Putting an implementation plan together • Obtaining sufficient training and/or documentation • Correctly estimating time needed to collect and load data The Maintenance Department utilizes the CMMS 95% of the time for the planning and scheduling of its maintenance activities and 30% of the time for its maintenance inventory and purchasing. All SLC assets are incorporated into its CMMS. Read the entire page →
From page 104... ... Appendix A A-15 Adding assets to the CMMS is an informal process. Representatives from Maintenance are consulted when a new asset is in the planning phase. Read the entire page →
From page 105... ... A-16 Guidebook for Advanced Computerized Maintenance Management System Integration at Airports • Fueling system for vehicles and generators • Airfield lighting • Storeroom • GIS • Inspection application (Part 139) • Attic stock tracking Figure A-5. Read the entire page →
From page 106... ... Appendix A A-17 SLC adopts new measures by reviewing industry standards and learning from other airports. An example of measures for Fleet Services is presented in Table A-6. Read the entire page →
From page 107... ... A-18 Guidebook for Advanced Computerized Maintenance Management System Integration at Airports air transportation needs for the next 25 years through cost-effective expansion of domestic and international passenger and cargo services. SEA is one of the pioneer airports in pursuing and adopting sustainable practices. Read the entire page →
From page 108... ... Appendix A A-19 and 17% of its efforts on corrective maintenance (CM) Read the entire page →
From page 109... ... A-20 Guidebook for Advanced Computerized Maintenance Management System Integration at Airports • Create notifications, escalations and send these items to personnel internally or externally • Allow for work process flows and assignments based on the end-user role The MRO inventory and procurement requirements that were considered when selecting the CMMS included: • Generate a spares reorder report when the quantity on hand drops below a minimum level • Manage multiple warehouses • Generate a purchase requisition if a reorder point is reached • Notify the planner or requestor, when a part is received, which work orders can now be filled • Produce performance reports for purchasing section that include overdue purchase orders (POs) , inactive parts, or inventory valuation • Automatically track cost to the work order on an itemized basis The following management reporting statements were considered in selecting a CMMS: • The system produces reports daily, weekly, monthly, yearly, or at any user-defined interval • Reports produced by the system are summary reports, just lists of information, or exception reports • The system has a report writer in addition to standard system reports • Reports are designed to be used by system managers, managers, or maintenance personnel • The system reports and forecasts asset downtime • The system tracks asset downtime costs The implementation requirements that were considered in selecting the CMMS included: • The vendor performing full turn-key implementation, software implementation, data loading, system training, and user training • Vendor has fully documented installation plans • Vendor having software experts, maintenance experts, and training experts • The system requiring no customization The maintenance software analysis requirements that were considered when selecting the CMMS included the system's ability to: • Be operated by maintenance personnel • Apply necessary modules to meet the organization's needs (PMs, work orders, inventory, integration, etc.) Read the entire page →
From page 110... ... Appendix A A-21 • Promote kick-off meeting for site and project teams • Install hardware and the CMMS software • Initialize the 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 the CMMS use utilizing training manuals • Develop written the CMMS procedures within the training manuals • Restructure the organization/business processes (Note: one of the main organizational changes that was considered during the CMMS implementation was to move storerooms from under Finance to become part of Maintenance) Read the entire page →
From page 111... ... A-22 Guidebook for Advanced Computerized Maintenance Management System Integration at Airports SEA has an excel spreadsheet called "CMMS Data Input Form" that is populated with asset information and then is automatically uploaded to the CMMS. The CMMS has a function that reads data sheets and uploads them to the system. Read the entire page →
From page 112... ... Appendix A A-23 Performance Measures SEA senior leadership and maintenance managers are responsible for developing performance measures to measure and evaluate the overall performance of facilities and systems at the airport. These measures are incorporated within their CMMS and updated daily. Read the entire page →
From page 113... ... A-24 Guidebook for Advanced Computerized Maintenance Management System Integration at Airports Table A-8. Maintenance KPIs. Read the entire page →
From page 114... ... Appendix A A-25 airports in the world for customer service. The vision is to be "The best airport in the world; Making a difference; Connecting the world" within the next 20-years. Read the entire page →
From page 115... ... A-26 Guidebook for Advanced Computerized Maintenance Management System Integration at Airports Figure A-7. YYZ's vision, goals, values, and behaviors. Read the entire page →
From page 116... ... Appendix A A-27 • Build a high performance team that drives business results through s focus of leadership, business acumen and technical competence • Be recognized as a world leader in environmental stewardship There are, however, a few challenges that the maintenance business unit is facing while on this journey to excellence. These challenges include: • Achieving and maintaining high customer service expectations • Maintaining asset condition, performance, and availability to meet increasing demands • Increasing asset uptime and reliability, including the availability of assets to meet peak hour volume (passengers, luggage, planes) Read the entire page →
From page 117... ... A-28 Guidebook for Advanced Computerized Maintenance Management System Integration at Airports The selected vendor conducted 50 workshops with the different business units to discuss organizational and process changes to be impacted and how these changes would work to improve processes at the airport. One example of an organizational change was for inventory; after the CMMS implementation, Inventory was moved from Finance to be incorporated within the Asset Management functions. Read the entire page →
From page 118... ... Appendix A A-29 • Produce performance reports for purchasing section that include; overdue purchase orders, inactive parts, or inventory valuation • Automatically track cost to the work order on an itemized basis The following management reporting capabilities were considered in selecting a CMMS: • The system produces reports daily, weekly, monthly, yearly, and at any user-defined interval • The system produces summary reports, just lists of information, or exception reports • The system has a report writer in addition to standard system reports • The system produces reports to be used by system managers, managers, or maintenance personnel • The system has a maintenance budget reporting module • The system reports and forecasts asset downtime • The system tracks asset downtime costs The implementation requirements that were considered in selecting the CMMS included: • The vendor performing full turn-key implementation, software implementation, data loading, system training, and user training • The vendor having software experts, maintenance experts, training experts, and airport operations subject matter experts on staff • The system requiring no customization The maintenance software analysis requirements that were considered when selecting the CMMS included the system's ability to: • Be operated by maintenance personnel • Apply necessary modules to meet the organization's needs (PMs, work orders, inventory, integration, etc.) • Provide single, semi-multi, or multi-user capabilities • Closely integrate all system modules • Archive files and retrieve files for reports spanning long time periods • Update software on a regular basis • Integrate its functions with: payroll, accounts payable, general ledger, time keeping, etc. Read the entire page →
From page 119... ... A-30 Guidebook for Advanced Computerized Maintenance Management System Integration at Airports • Begin developing various data collection formats (templates) • Use the formats to start the data collection process (asset, stores, PMs, personnel, purchasing, accounting) Read the entire page →
From page 120... ... Appendix A A-31 requirements are detailed in a Testing, Commissioning, Acceptance, and Turnover document issued by YYZ. This document is part of every project to make sure the vendor understands the project and its related deliverables. Read the entire page →
From page 121... ... A-32 Guidebook for Advanced Computerized Maintenance Management System Integration at Airports and uses data from other systems (bi-directional) Read the entire page →
From page 122... ... Appendix A A-33 • Continued measurement • Engineering and technical intervention • Process changes (if needed) Figures A-10 through A-14 present various performance measures that are measured at YYZ related to baggage handling systems, people moving systems, elevators, escalators, and passenger boarding bridges (jet bridges) Read the entire page →
From page 123... ... A-34 Guidebook for Advanced Computerized Maintenance Management System Integration at Airports Figure A-11. PM performance metrics during December 2015. Read the entire page →
From page 124... ... Appendix A A-35 Figure A-13. Passenger boarding bridges performance metrics during December 2015. Read the entire page →
From page 125... ... A-36 Guidebook for Advanced Computerized Maintenance Management System Integration at Airports Figure A-15. Performance metrics calculation equations. Read the entire page →
From page 126... ... Appendix A A-37 Force. Along with being the primary airport for Milwaukee, MKE is sometimes described as Chicago's third airport, as many travelers in the suburbs north of Chicago use it as an alternative to Chicago's O'Hare Airport and Chicago's Midway Airport. Read the entire page →
From page 127... ... A-38 Guidebook for Advanced Computerized Maintenance Management System Integration at Airports room-related assets. These maps can be accessed through the CMMS and used to call up an asset by location and initiate or follow up any work orders related to the mapped asset. Read the entire page →
From page 128... ... Appendix A A-39 incident, replicate the information in a paper logbook, and make copies of the form to provide to the OCC. The OCC Operator would enter the same information into another logbook and make copies for the Security, Safety, and Properties offices. Read the entire page →
From page 129... ... A-40 Guidebook for Advanced Computerized Maintenance Management System Integration at Airports – 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., without leaving the work order module – System provides the ability to create notifications and escalations and send these items to personnel internally or externally • MRO Inventory and Procurement Criteria – System generates a Spares Reorder Report when the quantity on hand drops below a minimum level – System can manage multiple warehouses – System produces performance reports for purchasing section that include overdue POs, inactive parts, or inventory valuation – System automatically tracks cost to the work order on an itemized basis • Management Reporting Criteria – System produces reports daily, weekly, monthly, yearly, or at any user-defined interval – 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 CMMS Implementation The MKE CMMS selection team was made up of Maintenance, Operations, and leadership staff. As part of the selection and implementation, the following items were considered: • The system can track asset information such as cost center, department, location, etc. Read the entire page →
From page 130... ... Appendix A A-41 • Establish kick-off meetings 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 as needed • Begin developing various data collection formats • Use the formats to start data collection process (asset, stores, PMs, personnel, purchasing, accounting) Read the entire page →
From page 131... ... A-42 Guidebook for Advanced Computerized Maintenance Management System Integration at Airports • Rolling stock (to be implemented as part of Storeroom/Inventory function in spring of 2018) • Utility/treatment facilities on site • Fueling system • Security system (partial) Read the entire page →
From page 132... ... Appendix A A-43 • Time to completion • Time to close • Labor hours, crew hours (personnel list) • Associated tasks, coinciding with certain work orders • Associated LOGBOOK entries, service requests, and inspections Data is also integrated with data from other system via the KPI dashboard. Read the entire page →
From page 133... ... A-44 Guidebook for Advanced Computerized Maintenance Management System Integration at Airports Decision Making MKE's CMMS is used on a regular basis to make cost-effective management decisions for capital, maintenance, and operations decisions. As part of the decision-making process, the following reports are used: • Performance measures – times to completion, percentage on time, reasons for not hitting measure • Work order priority analysis • Inventory • Supervisor work order performance • Supervisor/skill work order performance • Work order costs report • Completed work order performance • Asset repair history • Asset maintenance costs repair • Safety work order backlog • Stock item usage report • Work order waiting report • Preventive maintenance • Preventive maintenance overdue report Non-Airports One non-airport organization was included among the case studies. Read the entire page →
From page 134... ... Appendix A A-45 to learn more about plant operations or maintenance. The county is changing its development program for maintenance technicians to include Qualification Cards to support employee retention and advancement. Read the entire page →
From page 135... ... A-46 Guidebook for Advanced Computerized Maintenance Management System Integration at Airports CMMS Selection The implementation of the CMMS started in 2002/2003, driven by maintenance and financial considerations. Leadership and managers were involved in the selection and implementation of the CMMS. Read the entire page →
From page 136... ... Appendix A A-47 • Tracking work order backlog by craft, crew, department, planner, supervisor, or other categories • Updating work order status either manually or automatically vie workflow configurations or list • Providing user-defined screens for storing information relative to asset items/types, which also can be selected and sorted by reports The MRO inventory and procurement requirements that were considered when selecting the CMMS included the ability to: • Generate a spares reorder report when the quantity on hand drops below a minimum level • Manage multiple warehouses • Transfer items between storerooms and warehouses • Integrate inventory system with the vendors' own purchasing system • Generate a purchase requisition if a reorder point is reached • Produce performance reports for purchasing section that include overdue purchase orders, inactive parts, or inventory valuation • Automatically track cost to the work order on an itemized basis The maintenance software analysis requirements that were considered when selecting the CMMS included the ability to: • Be operated by operations and maintenance personnel • Apply necessary modules to meet the organization's needs (PMs, assets, work orders, purchasing, inventory, integration, etc.) • Provide single, semi-multi, or multi-user capabilities • Closely integrate all system modules • Archive files and retrieve files for reports spanning long time periods The implementation requirements that were considered in selecting the CMMS included the following: • The vendor performing full turn-key implementation, software implementation, data loading, system training, and user training • The vendor having software experts, maintenance experts, training experts, and airport operations subject matter experts on staff • The system requiring no customization • The ability to update software on a regular basis The preferred training method at GCDWR is to have the training conducted by the CMMS team and inhouse users while having the vendor present for questions or clarifications. Read the entire page →
From page 137... ... A-48 Guidebook for Advanced Computerized Maintenance Management System Integration at Airports • Install hardware and the CMMS software • Initialize the 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 the CMMS use • Develop written CMMS procedures • Begin developing various data collection formats • Use the formats to start data collection process (asset, stores, PMs, personnel, purchasing, accounting) Read the entire page →
From page 138... ... Appendix A A-49 A New Asset Form template was developed for new assets. The template was designed to be generic so as to apply to a variety of asset types. Read the entire page →
From page 139... ... A-50 Guidebook for Advanced Computerized Maintenance Management System Integration at Airports platform. Additionally, the performance measures are communicated in a variety of reports: (1) Read the entire page →
From page 140... ... Appendix A A-51 The types of reports that the CMMS produces, are the following: • Work order priority analysis • Planner performance • Scheduling activities • Inventory • Completed work order performance • Work order backlog summary • Asset repair history • Asset maintenance repair costs • Safety work order backlog • Stock item usage report • Work order waiting report • PM • PM overdue • Predictive maintenance This information is reported to the leadership through performance reports, periodic reports, the dashboard, and regular briefings. Read the entire page →
From page 141... ... B-1 A P P E N D I X B Gwinnett County Department of Water Resources List of Asset Attributes, CMMS Workflow, Work Order Prioritization, and KPIs Table B-1. List of new asset attributes. Read the entire page →
From page 142... ... B-2 Guidebook for Advanced Computerized Maintenance Management System Integration at Airports Attributes Attributes Attributes Rated Pressure Actuator Size Motor3 Speed Service Actuator Serial No Motor4 Speed Capacity Per Revolution Actuator HP Motor2 FullLoad Body Style Actuator Base Motor3FullLoad Cast And Rotor Actuator Coupling Motor4FullLoad E_Weight Actuator Speed Motor2NoiseLevel Motor Manufacturer Actuator Torque Motor3NoiseLevel Motor Serial Actuator Temp Code Motor4NoiseLevel Motor Model Lubrication Motor2DesignTemp Motor Type Actuator Motor Rating Motor3DesignTemp Motor Horsepower Actuator Elect Class Motor4DesignTemp Motor Insulation Actuator Weight Motor2DriveType Motor Insulation Class NEMA Enclosure Motor3DriveType Motor Enclosure Construction Material Motor4DriveType Motor Frame Actuator Motor2Volts Motor Power Req Gear Box Motor3Volts Motor Amps Valve Size Motor4Volts Motor Service Factor Screw Diameter Motor2Phase Motor Speed Screw Length Motor3Phase Motor Full Load Flight Size Motor4Phase Motor Noise Level Screen Width Motor2Model Motor Design Temp E_Speed Motor3Model Motor Drive Type E1Type Motor4Model Motor Weight E2Type Motor2Serial Asset Location ID E1Manufacturer Motor3Serial Inventory Number E1Manufacturer Motor4Serial Asset Class E2Manufacturer Motor2Weight Sub Number E1ModelNo Motor3Weight E2ModelNo Motor4Weight E1SerialNo E2SerialNo Read the entire page →
From page 143... ... Appendix B B-3 Read the entire page →
From page 144... ... B-4 Guidebook for Advanced Computerized Maintenance Management System Integration at Airports Figure B-2. Work order priorities. Read the entire page →
From page 145... ... Appendix B B-5 Figure B-4. KPI -- mean time between failures. Read the entire page →
From page 146... ... B-6 Guidebook for Advanced Computerized Maintenance Management System Integration at Airports Figure B-6. KPI -- asset availability. Read the entire page →
From page 147... ... Appendix B B-7 Figure B-8. KPI -- work orders by category. Read the entire page →
From page 148... ... B-8 Guidebook for Advanced Computerized Maintenance Management System Integration at Airports Figure B-10. KPI -- planned/scheduled maintenance hours. Read the entire page →
From page 149... ... Appendix B B-9 Figure B-12. KPI -- craft utilization hours. Read the entire page →

From page 99...

... A-10 Guidebook for Advanced Computerized Maintenance Management System Integration at Airports Salt Lake City International Airport About SLC SLC is 15 minutes from the center of downtown Salt Lake City and serves more than 23 million passengers each year. SLC is the 25th busiest airport in North America and the 85th busiest airport in the world (2016)