STATE OF CMMS REPORT2017

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Using 1000 responses to the CMMS Score Survey, we’ve produced the 2017 State of CMMS Report to help guide facility and maintenance managers on a journey toward greater reliability and continuous improvement. The goal of this report is to help provide benchmark comparisons and convey the benefits of a fully implemented CMMS.

WHAT’S A CMMS SCORE?

The CMMS Score grades and guides maintenance teams on how they’re using maintenance management software to improve operational process—ranging from asset management to preventive maintenance (PM) and beyond.

In only five minutes, maintenance professionals can gauge where they rank and compare against other maintenance professionals in similar industries and receive a CMMS persona — and from there, take action on improving to the next level.

SO, WHAT DOES A CMMS SCORE PERSONA MEAN?

Maintenance staffs just discovering that a CMMS may help improve their maintenance procedures are likely Apprentice level.

Teams that have successfully implemented a tool across their organization and seen measurable results are likely designated as Master.

Keep reading to learn more about the CMMS Score and State of CMMS Report.

ABOUT THE STATE OF CMMS REPORT

ABOUT THE STATE OF CMMS REPORT & CMMS SCORE PERSONAS

APPRENTICE—At the Apprentice level, organizations most likely just started their

CMMS research and implementation. Many may also be relying on

static spreadsheets or paper-based work order systems. Apprentices

are quickly learning how CMMS can streamline work order

tracking, improve asset management, save on overall maintenance

budgets and implement preventive maintenance schedules. But,

understanding these benefits is just the start. To level-up from an

Apprentice to Mover (and beyond), organizations must focus on

utilizing the CMMS more heavily across their maintenance teams to

drive adoption and bottom-line results.

CMMSPERSONAS

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Continue on the journey from Apprentice to Mover by checking out this resource.

WHAT DOES SUCCESSFUL CMMS IMPLEMENTATION LOOK LIKE

R E ADN OW

JOURNEYMAN—Journeymen have fought an uphill battle of technology adoption

across the maintenance team, and are starting to realize bottom-

line organizational value for program implementation. For example,

many will have fewer emergency work orders due to better planning.

They’ve achieved an increase in satisfaction among internal

departments or between facilities due to a streamlined service

request process. With initial onboarding and implementation behind

them, Journeymen are set to realize benefits of greater uptime,

asset life, labor efficiency and more. As they work to collect top-

level results to show management, they may also be able to identify

underutilized features or inefficient processes to take their program

to the next level: CMMS Leader.

Continue on the journey from Journeyman to Leader by checking out this resource.

HOW L’ORÉAL IMPROVED ASSET LIFE AND PERFORMANCE REPORTING WITH A CMMS

R E ADN OW

MOVER—Movers have likely gained buy-in from management, successfully

onboarded the team to the tool, and are right on the cusp of

realizing potential CMMS benefits and savings. CMMS Movers likely

possess these traits:

• Replacing paper-based legacy systems and processes

• Starting to configure some assets in the tool

• Trained and confident in using the tool

• And dabbling in system-wide asset management and

reporting

To gain momentum and move to the next phase of CMMS bragging

rights, organizations must focus on configuring all assets in their

CMMS, eliminating paper-based work orders completely, and

realizing value in terms of proven reliability, better inventory

management and more.

Continue on the journey from Mover to Journeyman by checking out this resource.

4 WAYS TO INSPIRE CMMS EMPLOYEE ADOPTION

R E ADN OW

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MASTERMasters have implemented the CMMS, seen system-wide adoption, are enjoying the benefits of mobile deployment and proven program value in terms of bottom-line impact. On top of that, they’ve overcome one of the greatest hurdles of maintenance programs across the globe—graduating from a reactive to a preventive maintenance program. The CMMS Master has it all, including:

• A well trained and efficient team

• Smart inventory and parts managed strategy (or an integration

with an ERP system)

• Improved reliability and uptime and extended equipment life

• Ability to meet maintenance budgets

• Positive preventive-to-reactive maintenance ratio

• Data to prove to management efficiencies are up and savings

are being realized

The CMMS Master makes it look easy, but it took a lot of time, patience and a top-notch implementation team to get them there. The end result? Total system reliability and sky-high maintenance efficiency.

Continue on the journey from Journeyman to Leader by checking out this resource.

3 KPI’S TO MEASURE CMMS ROIR E ADN OW

LEADERCMMS Leaders realize the full program value, and can tie results to bottom-line business impact. They’re armed with reports and KPIs that prove results and cost savings across assets, processes, labor and more. CMMS Leaders exhibit the following common characteristics:

• Nearly all assets are configured in the CMMS;

• Teams have shifted to a completely digital work order tracking

system

• Able to use automated reports, such as technician efficiency to

improve resource allocation

• Believe they can prove the ROI of the CMMS investment

• Getting familiar with the potential of mobile features for a

mobile workforce

• And exploring how to utilize inventory features on a CMMS

or the benefits of integrating an ERP system for better parts

management

To finally make it to the finish line, organizations must focus on implementing preventive maintenance schedules to prove with hard evidence that the tool has helped diminish downtime.

Continue on the journey from Mover to Journeyman by checking out this resource.

THE KEY TO CALCULATING CMMS ROI

R E ADN OW

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EXECUTIVE SUMMARY: STATE OF CMMS REPORT

The CMMS Score Survey was created for maintenance and facility professionals to understand how their maintenance software delivers value for their facility’s operations.

∞ Is the CMMS software fully rolled out with key features?

∞ Has the facility achieved any measurable benefits from the software implementation?

∞ To what degree is the user satisfied with the software or the program’s success/failure?

Table of ContentsPART 1

ABOUT THE RESPONDENTS

PART 2

CMMS SCORES & ROI ASSESSMENT

PART 3

CMMS FEATURE IMPLEMENTATION COMPARED TO BUSINESS BENEFITS

The State of CMMS Report describes and highlights:

∞ How 1000 maintenance professionals rated their maintenance program

∞ Across dozens of industries including facilities in Healthcare, Education, Government, Manufacturing, Energy, and more

∞ Across small to large maintenance teams, from 1 - 20 to 50+ personnel

∞ Across asset and work order counts, under 100 to 1000+ Across 40+ CMMS vendors

∞ What challenges users face with their maintenance software and preventive maintenance program

∞ What measurable return on investment and cost savings are achieved

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JUST A FEW OF THE 1000 ORGANIZATIONS REPRESENTED IN THE REPORT

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50%of education organizations have 30 or more maintenance employees

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MAINTENANCE DEPARTMENT SIZE VARIES CONSIDERABLY BY INDUSTRY

The 1000 respondents to the survey span 10 major industries. Roughly 50% of organizations in education have more than 30 maintenance employees. 40% of government maintenance organizations have more than 30 team members as well. Meanwhile, at the other end of the spectrum, not for profit organizations that participated in our survey have small maintenance teams; roughly 82% of organizations have fewer than 15 maintenance employees.

1 TO 5

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81%of respondents work in a maintenance-related role

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MAJORITY OF RESPONDENTS WORK WITH MAINTENANCE OPERATIONS DAILY

Roughly 81% of respondents work in a maintenance-related role, such as maintenance manager, technician or operations. Presumably, these individuals are very familiar with the day-to-day maintenance activities within their organizations. And, accordingly, provide more accurate answers to questions presented in the survey.

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S A L E S & M A R K E T I N G

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MORE ASSETS EQUATES TO MORE OPEN MONTHLY WORK ORDERS AND BIGGER BUDGETS

For most industries, there is a correlation between number of assets managed, number of work orders processed per month and maintenance budget. However, there are exceptions. Notably, organizations from the energy industry have the biggest budgets, but also the fewest number of assets to oversee and the lowest number of work orders to process per month. This is intuitive if you consider the large, capital-intensive assets the energy sector deals with (as opposed to say, replacing dormitory light bulbs at a university).

These charts also generally reveal which industries are more maintenance-intensive. Healthcare, government, and education industries have the largest number of organizations with 500 or more monthly open work orders. Not for profit organizations don’t seem to have significant maintenance needs (as indicated by low budgets, few work orders and few assets).

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1 0 0 - 4 9 9 5 0 0 -1 0 0 0 M O R E T H A N 1 0 0 0

51%15%

43%21%

37%30%

37%25%

15%18%

22%23%

35%44%

49%31%

ASSETS M ANAGED BY INDUSTRY

WORK ORDERS BY INDUSTRY

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L E S S T H A N $ 5 0 , 0 0 0

$ 5 0 , 0 0 0 TO $ 5 0 0 , 0 0 0

$ 5 0 0 , 0 0 0 +

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45%40%

37%41%

43%37%

32%17%

BUDGET BY INDUSTRY

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NATURALLY, BIGGER TEAMS HAVE BIGGER BUDGETS, MORE ASSETS AND MORE WORK REQUESTS

There’s a significant difference in maintenance demands between the smallest teams and the very next size group. For example, 50% of organizations with 1 to 5 employees manage less than 100 work orders per month. This drops quickly to just 23% for the next size group of 6 to 15 employees.

As maintenance teams grow from small to large, maintenance budgets also increase in equal proportions. Fortunately, most organizations realize that they need larger maintenance staffs to keep up with the maintenance needs that come along with all of their assets.

Below, we share details about CMMS Scores for small maintenance teams and whether labor resources impact organizations’ ability to achieve a high score.

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1 0 0 - 4 9 9 5 0 0 -1 0 0 0 M O R E T H A N 1 0 0 0

12%

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BY SIZE OF TE A M

WORK ORDERS BY SIZE OF TE A M

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L E S S T H A N $ 5 0 , 0 0 0

$ 5 0 , 0 0 0 TO $ 5 0 0 , 0 0 0

$ 5 0 0 , 0 0 0 +

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BUDGET BY SIZE OF TEAM

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78%of respondents ranked as Journeyman or higher

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SIGNIFICANT OPPORTUNITY AWAITS MAJORITY OF RESPONDENTS

Becoming a Maintenance Master is reserved for elite maintenance organizations that have fully implemented a computerized maintenance management system (CMMS) and that have measurably realized benefits, such as increased asset uptime, improved labor efficiency and a strong return on their technology investment.

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ENERGY AND MANUFACTURING ORGANIZATIONS PREVAIL AS CMMS LEADERS AND MASTERS

The energy and manufacturing industries are neck and neck with 51% and 49% of organizations, respectively, achieving Leader or Master Scores. At the opposite end of the spectrum, a majority of nonprofit organizations stand to improve their CMMS Score (and subsequently realize maintenance improvements and cost savings). To be fair, they also had the smallest departments, smallest budgets and fewest assets to manage.

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50%of Manufacturing & Energy organizations rank as

Masters or Leaders

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SMALL MAINTENANCE TEAMS CAN BECOME MASTERS, TOO

While small maintenance teams have the highest number of Apprentice Scores, many of them were still able to achieve Leader and Master status. So, regardless of budget and labor resources, maintenance teams of any size can reach the highest, most respectable CMMS Score of Master.

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34%of smaller maintenance departments rank as Masters

or Leaders

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MASTERS SAVE MILLIONS

Alliteration aside, organizations that achieve Master Scores realize the strongest return on their CMMS investment. Indeed, 24% of Masters reported savings of “millions of dollars” when asked to quantify the value of their CMMS investment. And, there is a clear correlation between CMMS Score and return on investment (ROI). The better the score, the stronger the ROI. Therefore, organizations should strive to improve their CMMS Score by improving the utilization of their CMMS (e.g. number of assets configured in the software, personnel trained and using the software, etc.).

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96%of Masters report measurable & significant cost

savings from their CMMS implementation

M I L L I O N S O F D O L L A R S

H U N D R E D S O F T H O U S A N D S

T E N S O F T H O U S A N D S

N E G L I G I B L E A M O U N T

S P E N T M O R E T H A N R E C E I V E D

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INDUSTRIES WITH HIGHEST SCORES REALIZE STRONGEST ROI ON CMMS INVESTMENT

Look familiar? The energy and manufacturing industries lead the way in number of organizations achieving Leader and Master Scores. And, as illustrated in the previous chart, there is a strong correlation between high scores and CMMS ROI. It’s not surprising to see these two industries also leading the way in savings from their CMMS investments.

M I L L I O N S O F D O L L A R S

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88%of facilities that have substantially rolled out a CMMS report significant cost savings, from tens of thousands to millions of dollars.

PREVENTATIVE MAINTENANCEALSO DRIVER OF STRONG CMMS ROI

Organizations that perform more preventive maintenance, versus reactive or corrective maintenance, realize a stronger ROI on their CMMS investment. And, not surprisingly, organizations that achieved a high CMMS Score also have a high number of preventive maintenance activities configured in their CMMS. This should incentivize maintenance teams to develop PM procedures, schedule them in their CMMS, establish performance metrics and finally, build (or automate) PM reports in their CMMS to understand problem areas and opportunities.

73%of facilities that have 50% or greater preventive ratio

report significant cost savings from their CMMS, from

tens to thousands to millions of dollars

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M I L L I O N S O F D O L L A R S

H U N D R E D S O F T H O U S A N D S

T E N S O F T H O U S A N D S

N E G L I G I B L E A M O U N T

S P E N T M O R E T H A N R E C E I V E D

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78%of organizations that configure most assets in their

CMMS report strong improvements to equipment life

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EQUIPMENT LIFE INCREASES AS MORE ASSETS ARE CONFIGURED IN CMMS

We asked respondents a series of questions about utilization of their CMMS, and if they experienced corresponding benefits. For example, we first inquired about the number of assets configured, and how that has helped extend the life of equipment and assets. The results are clear. Organizations that have more assets configured in the software also realize increased asset life.

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M A X I M U M

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HOW MAINTENANCE MANAGERS EX TEND ASSET LIFE AND DECREASE DOWNTIME WITH CMMS

CONTINUE READING

64%of facilities that configure most work orders in their CMMS

report strong improvements to service satisfaction

SATISFACTION IMPROVES AS MORE SERVICE REQUESTS MANAGED IN CMMS

Next, we asked respondents about the number of work orders and service requests managed through the software, along with how this has improved customer satisfaction with the service request process. The outcome here is more dramatic. A slight improvement in managing work orders in the CMMS, from “none” to “few,” has a significant impact on customer satisfaction. The general trend here is also obvious. Customer satisfaction improves as more work orders and service requests are managed in a CMMS.

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DIGGING OUT OF DEFERRED MAINTENANCE: 3 STEPS TO MORE PREVENTIVE , PROACTIVE SCHEDULES

CONTINUE READING

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SERVICE SATISFACTION (continued)

What about your most important assets: your employees? Our research shows organizations that invest in CMMS training see improvements in labor efficiency. Specifically, we asked respondents about the number of maintenance and operations personnel trained and using the software, along with how their work scheduling and labor efficiency has improved. Again, even a small amount of training, from none to few, can have a significant impact.

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80%of organizations that actively use mobile CMMS report

strong improvements to labor efficiency

MOBILE CMMS USE ALSO POSITIVELY IMPACTS LABOR EFFICIENCY

Continuing with the topic of labor efficiency, we asked organizations how many of their maintenance employees use a mobile CMMS. Those with a greater number of personnel using a mobile CMMS also reported greater improvements in labor efficiency. This is not surprising if you consider how a mobile CMMS allows technicians to access and update work orders from the field.

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WHY YOUR MAINTENANCE MANAGEMENT NEEDS A MOBILE APP

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MEANWHILE , 40% OF ORGANIZATIONS STILL DON’T USE A MOBILE CMMS

Despite the clear benefits and ubiquity of mobile devices, roughly 40% of organizations still don’t employ a mobile CMMS system. However, this is actually better than what we reported last year. Based on respondents answers, roughly 75% who took our 2016 State of CMMS survey were not using a mobile CMMS.

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67%of facilities that have most spare parts managed

in their CMMS report strong improvements to parts

availability and time to fix

IMPROVE PARTS AVAILABILITY AND TIME-TO-FIX WITH BETTER INVENTORY MANAGEMENT

No surprises here. The more inventory you track in your CMMS, the more you’ll improve part availability and repair time. In fact, 85% of organizations that have all inventory managed in their CMMS have realized a “strong” or “maximum” benefit of improved parts availability and time to fix.

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HOW MAINTENANCE MANAGERS EX TEND ASSET LIFE AND DECREASE DOWNTIME WITH CMMS

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WHAT GETS MEASURED GETS IMPROVED

If your management team cares strongly about getting better insights into performance, then you should put more effort into capturing and reporting key metrics and KPIs in your CMMS. Nearly 70% of organizations that put forth the most effort also realize the most benefits.

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15 TOP-TRACKED CMMS KPIS FOR MANUFACTURERS

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MAINTENANCE CONNECTION CUSTOMERS ACHIEVE HIGHER CMMS SCORES THAN THEIR INDUSTRY PEERS

Whether you’re new to CMMS and ranked as an Apprentice, you’re starting to see benefits like a Journeyman, or you’re on the road to success as a Leader, any CMMS user can become a Master with Maintenance Connection.

AVER AGE CMMS SCORE BY INDUSTRY: MAINTENANCE CONNECTION VS. OTHERS

HOW LIKELY ARE YOU TO RECOMMEND YOUR CMMS TO A COLLEAGUE?

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Maintenance Connection is the sole provider of a CMMS/EAM solution uniquely positioned to manage all aspects of a maintenance operation, right at the fingertips of maintenance personnel.

Maintenance Connection provides solutions in all aspects of mainte-

nance, all packaged in an intuitive and easy-to-use interface that allows

you to manage maintenance, not software.

Since 1999, Maintenance Connection has emerged as one of the

dominant solutions providers. And our customers keep coming back

again and again as a result. Our unique blend of customer focus and

leading-edge technology makes up an organization you will want to

partner with.

About Maintenance Connection

And our technology and personalized service is a critical

component of our client satisfaction. Whether it’s accuracy,

reliability, response time, attitude, expertise, support or

follow-up, our attention to service is evident in the people

we hire, the systems we develop and the way we interact

with our clients.

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