WORK MANAGEMENT, CMMS, AND ORGANIZATIONAL PERFORMANCE: MYTH VS. REALITY

Computerized Maintenance Management Systems (CMMS) are widely recognized as an important element in the drive for improved public utility performance. CMMS software ‘solutions’ are required or desired at many utilities. Recommendations for CMMS installations or upgrades abound. Moreover, CMMS's are central to the Asset Management philosophy being espoused with increasing frequency at various public utilities.The systems themselves are broadening their scope and functionality. System vendors have begun to refer to their software as Work Management Systems (WMS) or Asset Management solutions. Their application can reach beyond the maintenance arena. To simplify, the authors have chosen to use the original CMMS terminology in this paper. Regardless of the name chosen for their product, however, all CMMS vendors claim the potential for substantial productivity or cost improvement.The professed productivity improvement is not automatic, however. These systems are not simply ‘plug and play.’ There is more than meets the eye when installing and implementing a CMMS system. This paper explores common misconceptions and, hopefully, provides new insight into realizing the true potential of the CMMS technology.