CMMS Implementation Survey Results - 2000

Respondent Data

Country	Responses	% of Total
United States	48	55.2%
Australia	11	12.6%
United Kingdom	4	4.6%
Canada	3	3.4%
New Zealand	2	2.3%
South Africa	2	2.3%
Thailand	2	2.3%
Belgium	1	1.1%
Chile	1	1.1%
Indonesia	1	1.1%
Netherlands	1	1.1%
Norway	1	1.1%
Spain	1	1.1%
Other/Not Specified	9	10.3%

Respondents came from a wide range of industries.

Industry	Responses	% of Total
Manufacturing: Other	15	17.2%
Manufacturing-Metal products	10	11.5%
Manufacturing-Food, beverages, tobacco	7	8.0%
Utilities-Electricity Generation	7	8.0%
Manufacturing-Petroleum refining, chemicals and associated products	5	5.7%
Manufacturing-Wood and paper products	5	5.7%
Oil and Gas-Oil and gas extraction	5	5.7%
Manufacturing-Machinery and equipment	4	4.6%
Services-Healthcare	3	3.4%
Services-Property services/Building Maintenance	2	2.3%
Manufacturing-Non-metallic mineral processing	1	1.1%
Mining-Metal ore	1	1.1%
Mining-Other	1	1.1%
Services-Education/Academia	1	1.1%
Services: Research & Development	1	1.1%
Services-Telecommunications	1	1.1%
Utilities-Electricity Transmission and Distribution	1	1.1%
Utilities-Water, sewerage, drainage	1	1.1%
Other/Not Specified	15	17.2%

Maintenance line management positions and Maintenance Engineering positions were well represented in the survey.

Position	Responses	% of Total
Maintenance Manager/Superintendent	24	27.6%
Maintenance Foreman/Supervisor	12	13.8%
Maintenance Planner	9	10.3%
Plant/Maintenance Engineer	9	10.3%
Reliability Engineer	3	3.4%
CEO/Managing Director	3	3.4%
Maintenance Contract Manager	2	2.3%
Product Support Manager	2	2.3%
Software Support Manager	2	2.3%
Software Support Professional	2	2.3%
Consulting Engineer	2	2.3%
Maintenance Crafts/Tradesperson	1	1.1%
Maintenance Technician	1	1.1%
Process/Industrial Engineer	1	1.1%
Software Support Technician	1	1.1%
Management Consultant	1	1.1%
Other/Not Specified	12	13.8%

Respondents generally came from larger and medium sized organisations.

No of Trades/Craftspeople	Responses	% of Total
Large(more than 100 crafts/tradespeople)	41	47.1%
Medium(10 to 100 crafts/tradespeople)	30	34.5%
Small(less than 10 crafts/tradespeople)	10	11.5%

Detailed Results

Overall, CMMS are seen as being moderately easy to use, with Maximo rating highly, and SAP seen as being harder to use.

How would you rate your current CMMS in terms of its ease of use?
	No of Responses
CMMS	Excellent	Very Good	Good	Satisfactory	Poor
Maximo	5	5	3	3
MP2	1	3	4	2	1
SAP		4	2	1	5
MIMS		1	2	1	1
Other	4	8	14	6	3
Total	10	21	25	13	10

Most CMMS are seen as being well endowed with functionality and features, although again, SAP rates poorly according to some.

How would you rate your current CMMS in terms of its general features and functionality?
	No of Responses
CMMS	Excellent	Very Good	Good	Satisfactory	Poor
Maximo	5	5		3	1
MP2	1	4		2	1
SAP	2	3			6
MIMS		4		1
Other	5	9		3	6
Total	13	25		9	14

Maximo implementations are generally seen as successful, while SAP users either love it, or hate it. Overall, a significant 20% of respondents rated their implementation as poor.

If you look at the results for the question of Business Process Reengineering (BPR) impact on implementation success you see that of respondents that had conducted BPR 16 rated their success as Good to Excellent and 4 rated their success as Satisfactory to Poor. (4 to 1 ratio). If you compare that to respondents that did not conduct BPR where 25 rated Good to Excellent and 20 rated Satisfactory to Poor (5-4 ratio). This is a significant indicator that there was a larger percentage of dissatisfaction if BPR was not conducted, and so it could be said that BPR is a significant factor contributing to implementation success. On the other hand, if you look at the proportion of those who rated their implementation as Excellent or Very Good, compared with those who considered it Satisfactory or Poor, in both cases, the majority of respondents had not conducted BPR (13 of 23, ignoring the Don't Knows, and 20 of 24, respectively). This indicates that conducting BPR was not a significant factor in assisting with implementation success. Overall, however, it would appear that conducting BPR does seem to increase the chances of success - although, on its own, still not increasing the chance of success above 50%.

Impact of Business Process Reengineering on Implementation Success
	How do you rate success of Implementation? No of Responses
BPR Conducted?	Excellent	Very Good	Good	Satisfactory	Poor
Yes	4	6	6	2	2
No	2	11	12	11	9
Don't Know	1	3	2	1	5
Total	7	20	20	14	16

Using consultants to assist with implementation also appears to have minimal influence on the perception of implementation success.

Impact of Consultants on Implementation Success
	How do you rate success of Implementation? No of Responses
Used Consultants?	Excellent	Very Good	Good	Satisfactory	Poor
Yes	3	9	5	5	7
No	4	10	14	8	6
Don't Know		1	1	1	4
Total	7	20	20	14	17

Issuing regular newsletters during implementation also appears to have minimal influence on the perception of implementation success.

Impact of Newsletters on Implementation Success
	How do you rate success of Implementation? No of Responses
Issued Newsletters?	Excellent	Very Good	Good	Satisfactory	Poor
Yes	4	2	5	3	8
No	2	14	15	11	4
Don't Know	1	3			4
Total	7	19	20	14	16

Performing regular face-to-face briefings during implementation appears to have a minor influence on the perception of implementation success.

Impact of Face to Face Briefings on Implementation Success
	How do you rate success of Implementation? No of Responses
Regular Briefings?	Excellent	Very Good	Good	Satisfactory	Poor
Yes	5	13	12	9	6
No	1	5	8	4	7
Don't Know	1	2		1	4
Total	7	20	20	14	17

Establishing a help line during implementation appears to have a minor influence on the perception of implementation success.

Impact of a "Help Line" on Implementation Success
	How do you rate success of Implementation? No of Responses
Help Line?	Excellent	Very Good	Good	Satisfactory	Poor
Yes	4	10	12	6	9
No	2	6	10	8	4
Don't Know	1	2			3
Total	7	20	20	14	16

Conducting regular stakeholder analysis during implementation, although not often done, appears to have a positive influence on the perception of implementation success.

Impact of Stakeholder Analysis on Implementation Success
	How do you rate success of Implementation? No of Responses
Stakeholder Analysis?	Excellent	Very Good	Good	Satisfactory	Poor
Yes	3	6	4	1	2
No	3	12	15	10	8
Don't Know	1	2	1	2	6
Total	7	20	20	13	16

Conducting Training Needs analysis as part of implementation appears to have a minor influence on the perception of implementation success.

Impact of Training Needs Analysis on Implementation Success
	How do you rate success of Implementation? No of Responses
Training Needs Analysis?	Excellent	Very Good	Good	Satisfactory	Poor
Yes	5	9	11	6	4
No	1	9	9	7	7
Don't Know	1	1		1	5
Total	7	19	20	14	16

Conducting Worforce Culture Surveys as part of implementation appears to have no influence on the perception of implementation success.

Impact of Culture Surveys on Implementation Success
	How do you rate success of Implementation? No of Responses
Culture Surveys?	Excellent	Very Good	Good	Satisfactory	Poor
Yes	5	4	5	3	2
No	1	14	14	8	11
Don't Know	1	1	1	3	3
Total	7	19	20	14	16

According to the respondents, the most important factors in their success were obtaining Senior Management committment, and selecting the correct CMMS.

What do you consider are the two most important aspects of your implementation that led to your success?
	Responses
Factor	Most Important	Second Most Important	Total
Senior Management commitment	11	13	24
Choosing the right CMMS	13	6	19
Effective training	5	8	13
Focus on business benefits	8	5	13
Adequate budget	3	7	10
Effective Change Management	6	4	10
Effective Project Management	5	5	10
CMMS Vendor Support	5	2	7
Effective BPR	3	4	7
Consultant support	1	4	5
Other	13	7	20

Furthermore, the most important area in which respondents wished they had done better was in the area of training.

In hindsight, what is the most important aspect of your implementation that you should have spent more time and effort on, in order to increase implementation success?
Factor	Responses	Percent
Effective training	21	24.1%
Choosing the right CMMS	17	19.5%
Senior Management commitment	8	9.2%
Effective BPR	8	9.2%
Effective Change Management	6	6.9%
Effective Project Management	5	5.7%
Adequate budget	3	3.4%
Focus on business benefits	3	3.4%
CMMS Vendor Support	1	1.1%
Other	2	2.3%

In comparison, those currently considering implementing a new CMMS place far greater importance on CMMS selection. Effective Training is not considered to be at all important.

Overall, most respondents reported that their CMMS implementation has led to some or significant benefits. However a large proportion (between 20% and 40%) of respondents either reported achieving no business benefits from their CMMS implementations, or were unable to quantify benefits.

	Size of Benefits Obtained % of Responses
Area of Benefit	Significant	Some	None	Don't Know
Reductions in Labor Costs	9.2%	37.9%	31.0%	11.5%
Reductions in Materials Costs	11.5%	43.7%	20.7%	13.8%
Reductions in Other Costs	10.3%	43.7%	20.7%	13.8%
Improved Equipment Availability	21.8%	33.3%	25.3%	9.2%
Improved Equipment Reliability	21.8%	35.6%	24.1%	8.0%
Improved Cost Control	44.8%	26.4%	16.1%	2.3%
Improved Maintenance History	46.0%	18.4%	23.0%	2.3%
Improved Maintenance Planning	32.2%	36.8%	18.4%	2.3%
Improved Maintenance Scheduling	31.0%	36.8%	18.4%	2.3%
Improved Maintenance Schedules	37.9%	32.2%	16.1%	2.3%
Improved Spare Parts Control	24.1%	37.9%	23.0%	4.6%

Amazingly, only 20% of organisations responding have attempted to formally quantify the benefits obtained from their CMMS implementation.

Has your workplace formally measured the benefits of your CMMS implementation?
	Responses	% of Total
Yes	17	19.5%
No	51	58.6%
Don't Know	9	10.3%