all traditional preventative maintenance, but instead provides another invaluable tool for maintenance managers looking to optimize their maintenance efforts. An Intelligent Investment According to Jenkins, there is an old adage, “Use it up, wear it out, make it do or do without.” “This adage is true in many ways,” con-tinues Jenkins. “If you wear the equip-ment/asset out, you may have to do with-out. Proper CBM will prolong the life of assets so they donʼt ʻwear outʼ as fast, so you donʼt have to ʻdo without.ʼ It could actu-ally be a lot more expensive waiting until something breaks down.” Because a CBM program can predict when equipment will cease optimum oper-ation or when infrastructure will break — a leaky roof, worn carpeting, etc. — equip-ment downtime and expensive restorative repairs can be avoided. When tools and equipment reach a pre-determined level of wear, CMMS will auto-matically generate a work order, which enables the asset to be recalibrated or repaired before operations are negatively affected — saving valuable time and money and relieving staff of unnecessary stress. As Davies opines, the old way of per-forming maintenance was to implement preventative maintenance on everything. This is, however, not the ideal approach and many companies quickly discovered that they were wasting time, money and other valuable resources. “Fixing assets only when you knew they were going to break made more sense,” adds Davies. “This is the CBM approach.” All too often, CBM is lessened or elimi-nated altogether with the hope of saving money. These efforts are marginal and usually cost more over time than they immediately save. Would You Like A Tutorial With That? As with any new concept foreign to oneʼs knowledgebase, some level of training is necessary to properly understand, imple-ment and utilize that concept to its full potential. Individuals need to be proficient in ana-lyzing reports and graphs generated by CMMS programs so their CBM remains consistent and representative of actual conditions. “You also need to understand that you could have two identical assets, but each one may have a different maintenance approach because of its operating context,” says Davies. Luckily, many companies providing CMMS programs include training and customer service as part of their service offerings. This value-added service allows for hands-on training in real-world situations that familiarize users with the various func-tions of their CMMS program. “A CBM program is vital in this economy, and using CMMS can help save a compa-ny a lot of time and money,” concludes Jenkins. CM Cleaning & Maintenance Management’s Ergonomics e-Newsletter offers new, up-to-date information on this challenging subject. http://www.cmmonline.com/ergonomics.asp Brought to you by JohnsonDiversey. www.cmmonline.com 27
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