When the eMaint CMMS was first implemented, it was not fully optimized to leverage the system’s capabilities.
Company leaders decided to reimplement the system. McClish started by exploring its scope and documenting operational gaps as he went through the eMaint functions and features.
Next, several employees attended Xcelerate, the annual Fluke Reliability conference traditionally held in Florida, where maintenance and reliability professionals gather to network and consult with eMaint experts. There, McClish and his team got answers to their questions about the system’s potential, and upon their return, the transformation began to take form.
The vision and plan required buy-in from the team and the fostering of a culture centered on reliability.
“I would say you have to have a plan, and you have to have the vision, and you have to articulate it,” McClish says. “And you have to think about the end user. What’s going to save the team work?”
With his background as a mechanical engineer and RCM manager, McClish wanted to ensure that the entire company understood what it would take to build a reliability-focused maintenance program, and how eMaint could help.
Three days of onsite eMaint CMMS instruction took place at each facility. Additionally, the organization benefited from having a dedicated CMMS implementation specialist to help configure the software to meet NTT’s objectives.
McClish created a custom user’s guide and a detailed utilization plan to help set the foundation for continuous improvement. PMs were divided into four types and prioritized based on asset criticality. Task lists and standardized PM procedures were created. Managers were able to customize the system to fit individual facility needs.