Effect of PM Frequency Reduction on Assets Reliability


limit pm schedulesLean Manufacturing and Lean Maintenance target the identification and elimination of waste through continuous improvement. The problem of under-maintaining assets is often addressed through loss elimination and continuous improvement programs. The problem of over-maintaining by comparison receives little attention. Left unattended the over-maintaining of assets silently and continuously squanders precious maintenance resources.

Industry has been conservative in its approach to setting preventive maintenance intervals. On some sites:

· 80 % of Preventive Maintenance costs are spent on activities with a frequency 30 days or less.
· 30 to 40% of Preventive Maintenance costs are spent on assets with negligible failure impact.

We now explore the impact of frequency on the over maintaining problem and proposes, with the use of a case study, low risk methods for reducing Preventive Maintenance costs. Keywords: Preventive Maintenance, Waste Elimination, Activities, Frequency, Analysis, Cost Reduction.


Buell and Smedley define Lean Manufacturing as “a systematic approach to identifying and eliminating waste through continuous improvement”. Waste is further defined as “anything that adds no value to the manufacturing process. Common sources of waste in manufacturing are identified (2) as:

· Overproduction – Producing product quantity in excess of requirement or demand.
· Inventory – Producing levels of end product or work in progress above the optimum.
· Waiting – Delays in the production process.
· Transportation – Transporting end product or work in progress unnecessarily.
· Motion – Unnecessary motion of workers, assets or materials associated with production.
· Processing – Redundant steps or activities in the production process.

Reducing the Cost of Preventive Maintenance

The application of the term “Lean” to maintenance similarly aims to target waste. Bever estimates that between 18% and 30% of every dollar spent on maintenance is wasted. Greg is reported as observing that maintenance operations may be wasting up to 25 percent of available labour and that up to 60 percent of this waste results from activities that add no value to the performance of the plant. Similar categories of waste identified for Lean Manufacturing can be applied to the exploration of Lean Maintenance. Building on a list developed by O’Hanlon, seven categories of waste in maintenance are summarised as follows:

· Overproduction – Performing preventive and predictive maintenance activities at intervals more often than optimal
· Inventory – Overstocking maintenance spares with slow moving parts and secret inventories.
· Waiting – Waiting for tools, parts documentation, transportation, etc.
· Transportation – Time spent walking, running, driving, and flying associated with maintenance work
· Motion –PM performed that adds no value to the prevention of downtime.
· Processing– Opportunity to improve the quality of repairs in reactive or breakdown maintenance.
· Defects – Asset failure caused by under-maintaining assets or maintenance rework.

Waste in maintenance can be considered as a problem of strategy, planning and control. This paper is specifically concerned with waste arising from strategic decision making. This particularly targets maintenance waste associated with “overproduction”, “inventory” and “motion” from the above list. These three topics are referred to specifically as over-maintaining.


Under-maintaining assets is characterised by:

· Preventive activities not performed or performed at too long intervals
· Ineffective or non-existent preventive activities
Under-maintaining assets leaves an evident waste trail as it often results in frequent and long breakdowns, high
levels of unplanned work and lost production and output. Under-maintaining is a regular target of continuous
improvement programs.

Over-maintaining is characterised by:

· Performing preventive maintenance activities at more frequent intervals than necessary
· Performing preventive maintenance activities that add no value to the output
· PM activities are ineffective at detecting failure and are a waste of time
· PM Activities are redundant (i.e. duplicate other effort)

Over-maintaining assets leaves a less obvious waste trail. We are inclined to believe that our preventive maintenance activities are effective if we are not constantly rectifying breakdowns. When left unchallenged over-Reducing the Cost of Preventive Maintenance


In this paper, the term Preventive Maintenance refers to any activity that is designed to:

· Predict the onset of component failure,
· Detect a failure before it has an impact on the asset function,
· Repair or replace asset before failure occurs.

Preventive Maintenance has two features, an activity to be performed, and a frequency at which the activity is performed. A reduction in waste in Preventive Maintenance can target either the Preventive Maintenance activity or its frequency.

Preventive Maintenance Activities

In many businesses, Preventive Maintenance activities have been established over time with little technical discipline supporting the decision process. This has resulted in Preventive Maintenance
activities that:

· Are ineffective in detecting the onset of failure,
· Duplicate the effort of other preventive activities,
· Are missing for critical failures.

A review of Preventive Maintenance activities requires an assessment of the modes and consequence of failure contrasted with the effectiveness of the proposed or actual activity. One method of performing a review of Preventive Maintenance activities is by hypothetical failure analysis. Analyses in this category develop Preventive Maintenance activities based on an analysis of failure risk.
Analyses in this category are typified by RCM II after Moubray (5), however there are many derivatives of this approach in practice. This type of approach generally ignores the existing Preventive Maintenance activities and compares results with existing maintenance programs after the analysis is complete. Hardwick and Winsor (6) describe the development of new maintenance standards for Energy Australia based on the application of RCM principles. Regarded as a successful technical and change management project, there were significant benefits estimated on 25000 Pole and Kiosk Substations. The traditional maintenance program had demanded an annual budget $6.875M per year. Typically $3.75M per year had been budgeted for, with the budget shortfall showing as work backlog. As a result of the project, new maintenance standards were developed. These changes did not affect the period or frequency of the preventive maintenance, but only the methodology or activities. The resulting maintenance program demanded a budget of $2M per year. With full implementation of the new program, a payback period for the project is estimated to be 4 months. This example clearly demonstrates the extent of the over-maintaining problem as well as the effectiveness of a successful review of preventive maintenance activities by hypothetical failure analysis. Another method of performing a review of Preventive Maintenance activities is a “Reverse RCM” process in which each activity is reviewed and tested for its purpose, value and possible duplication against other

A straw survey of industry supported by published maintenance frequencies shows a distinct preference for certain intervals when specifying Preventive Maintenance frequencies.

These are:

· Monthly
· Quarterly (3 Monthly)
· Semi Annually (6 Monthly)
· Annually

This observation supports the contention that maintenance frequencies based on “personal judgement” are heavily influenced by monthly and annual calendar cycles. If each of these frequencies was extended by just one week most maintenance facilities could realise a 20% reduction in the direct cost of their Preventive Maintenance Program such as Maxpanda CMMS. If Preventive Maintenance activities are allocated to the preferred frequency intervals above in a conservative manner it is easy to imagine a situation for many activities of over-maintaining by a factor of up to 200%. The resulting over-maintaining adds little or no value to the detection or prevention of asset failure.

Impact of Preventive Maintenance Frequency on Reliability

It is assumed that as Preventive Maintenance frequency increases (i.e. the interval between Preventive Maintenance activities is reduced) the cost of performing the Preventive maintenance activity increases. It is also often assumed that the probability of failure reduces with increased Preventive Maintenance frequency. The relationship between Preventive Maintenance frequency and the probability of failure prevention (assumes that the Preventive Maintenance activity is successful and the penalty costs are avoided).

Probability of Failure

Effect of PM Frequency Reduction on Assets Reliability

The challenge associated with frequency reduction is that without reasonable failure data or history, it is difficult to know where the current Preventive Maintenance frequency sits on the graph. Reductions in the “Danger Zone” indicated in Figure 4, would result in proportional reductions in assets reliability. If the current maintenance frequency is low then significant reductions in reliability may not be apparent for some time. If the current maintenance frequency were high, then reductions in maintenance frequency within the “Danger Zone” would result in more Immediate reductions in reliability.

Frequency reduction may only be a reasonable strategy where the consequences of failure are
low and the current frequency is high. Minor reductions in maintenance frequency with these
characteristics can yield considerable returns as demonstrated in the following case study.


The following case study is from the manufacturing sector. The maintenance facility had recently conducted a review of their Preventive Maintenance activities, but backlog was continuing to climb as work was deferred. Site personnel were concerned that:

· Work backlog would rise to unmanageable levels,
· Critical Preventive Maintenance activities were being neglected in the deferred work

A further review of the Preventive Maintenance activities was considered to be of little value. For this reason it was decided to target the maintenance frequencies for possible reduction.

Reducing the Cost of Preventive Maintenance

Assets Criticality Rating: The criticality ratings were applied to individual Preventive Maintenance activities. The relative number of Preventive Maintenance activities in each of the Business Impact categories is shown. This chart shows that a high proportion of activities were directed at the prevention of “Negligible Impact” failures or failures with low levels of “Loss of Production” Safety / Environmental 22% Total Production Stopper 0% Partial Production Stopper 44% Negligible Impact 34%


Preventive Maintenance activities can have a significant impact on waste in maintenance and manufacturing as a result of both under-maintaining and over-maintaining. The problem of over-maintaining receives little attention by comparison with under-maintaining. The choice of Preventive Maintenance frequency impacts the total cost of the Preventive Maintenance program.
Conservative approaches to setting Preventive Maintenance frequencies increase maintenance waste while adding little or no value to the detection or prevention of asset failure.
The review of Preventive Maintenance activities has been shown in the past to effectively reduce waste caused by over-maintaining. A review of Preventive Maintenance frequencies offers further opportunities to reduce Preventive Maintenance effort. The reduction of Preventive Maintenance frequencies for high frequency activities on low criticality assets provides a method for quickly and effectively reducing Preventive Maintenance costs and eliminating maintenance waste.

Maxwell Davidson,
Business Analyst – Maintenance PM WO mt
Maxpanda CMMS |max@maxpanda.com | https://www.maxpanda.com | +424-272-6675

operating asset

The Plant Wellness Way EAM System-of-Reliability

Start turning an operation with a production and maintenance rat race into one with world class operating assets by making just one asset world class reliable, then a second asset, then a third, then add a few COMPLETED Work Orders.

Your company’s maintenance and production performance are set by the systems and processes you use daily and in between shutdowns. Organizations with rat race behaviors have their systems and processes made them work as such. Breaking-out of the production and maintenance rat race needs new processes and software systems implemented that don’t allow rat race behaviors to start. Using the Plant Wellness Maxpanda EAM strategy will change your enterprise asset management system for the better and the rest of your sub-processes into a world class solution. You will only use those methods and practices that bring the greatest production and maintenance successes by setting up and following your set preventive maintenance schedule and task library units.

Introducing Maxpanda CMMS to stop the maintenance rat race and bring world class reliability success into your company is done one operating asset at a time.

operating assetSuccessful change management needs a true belief that the change is truly worthwhile, and its achievement is certain. In a Plant Wellness Maxpanda EAM transition, you start with one equipment item and make it world class reliable within days not weeks. You change to Maxpanda asset management system and processes that impact just that item of plant. Once you get the first operating asset up to world class performance you do the same to another asset, and the rest. Staff will soon view your new process as a winning environment. Stop the paper notes, spreadsheet mentally today, seriously. That thought of saving money from using CMMS software is such an old school methodology that it creates environments of discourse.

Because you designed and proof-tested the Plant Wellness Way Maxpanda EAM system on individual items of plant until they were all world class reliable equipment, everyone knows that you have a highly successful solution on your hand, so what’s holding you back?

Once your people and senior management see how straight-forward, practical, and fast Plant Wellness Maxpanda EAM is, you’ll be able to ramp-up the speed and get the rest of your operation changed into a Plant Wellness Way EAM site super fast.

Your system and process should focus now from maintenance rat race to world class asset health and wellness.

Changing from rat race maintenance behaviour to world class reliability one asset at a time is done by focusing the power of Plant Wellness Maxpanda EAM Asset Management methodology on all the systems and assets. Select and embed into each phase of the asset life cycle those actions and activities that maximize operating asset reliability will be easily Reported on in a week. Running 25 different system Reports in Maxpanda as well as scheduling the reports for viewing in various formats when you want and with data since you start with Maxpanda CMMS.

Because the Plant Wellness Maxpanda EAM methodology demands a life cycle perspective, it ensures you build a business-wide, life cycle long “asset wellness system” for your first chosen equipment. Having done all the hard work with establishing design engineering, supply chain, operating, po, maintenance strategy and practices for maximize reliability on the first asset, it’s much simpler to do that for the second asset. In fact with Maxpanda you can and should apply the method to all your assets if you have similar experience in CMMS.

Step by step, one asset after the other, you begin slowly to change your company. Soon you build a track record of great success through Plant Wellness Maxpanda EAM.

To learn how Plant Wellness Maxpanda EAM and how our CMMS can get you to your pinnacle of maintenance and operations – contact us or schedule a private webinar.

– Maxwell Davidson

pci compliance

Payment Card Industry (PCI) Data Security Standard

Document Includes:

PCI DSS (PCI Data Security Standard Requirements and Security Assessment
Procedures) Guidance on Scoping
Guidance on the intent of all PCI DSS Requirements
Details of testing procedures
Guidance on Compensating Controls
SAQ Instructions and Guidelines
Information about all SAQs and their eligibility criteria
How to determine which SAQ is right for your
PCI DSS and PA-DSS Glossary of
Terms, Abbreviations, and Acronyms
Descriptions and definitions of terms used in the PCI
DSS and self-assessment questionnaires
These and other resources can be found on the PCI SSC website (www.pcisecuritystandards.org).
Organizations are encouraged to review the PCI DSS and other supporting documents before beginning
an assessment.
Expected Testing
PCI DSS, and provide a high-level description of the types of testing activities that should be performed in
order to verify that a requirement has been met. Full details of testing procedures for each requirement
can be found in the PCI DSS.

PCI DSS v3.2 SAQ A, Rev. 1.1 January 2017
© 2006-2017 PCI Security Standards Council, LLC. All Rights Reserved. Page v

Completing the Self-Assessment Questionnaire
For each question, status regarding that
requirement. Only one response should be selected for each question.
A description of the meaning for each response is provided in the table below:
Response When to use this response:
Yes The expected testing has been performed, and all elements of the
requirement have been met as stated.
Yes with CCW
Control Worksheet)
The expected testing has been performed, and the requirement has
been met with the assistance of a compensating control.
All responses in this column require completion of a Compensating
Control Worksheet (CCW) in Appendix B of the SAQ.
Information on the use of compensating controls and guidance on how
to complete the worksheet is provided in the PCI DSS.
No Some or all elements of the requirement have not been met, or are in
the process of being implemented, or require further testing before it will
be known if they are in place.
(Not Applicable)
The requirement does not apply to the environment. (See
Guidance for Non-Applicability of Certain, Specific Requirements below
for examples.)
All responses in this column require a supporting explanation in
Appendix C of the SAQ.
Guidance for Non-Applicability of Certain, Specific Requirements
If any requirements are deemed not applicable to your environment, select the
specific requirement, and –
Legal Exception
If your organization is subject to a legal restriction that prevents the organization from meeting a PCI DSS
PCI DSS v3.2 SAQ A, Rev. 1.1 Section 1: Assessment Information January 2017
© 2006-2017 PCI Security Standards Council, LLC. All Rights Reserved. Page 2
Part 2b. Description of Payment Card Business
How and in what capacity does your business
store, process and/or transmit cardholder data?
Part 2c. Locations
List types of facilities (for example, retail outlets, corporate offices, data centers, call centers, etc.) and a
summary of locations included in the PCI DSS review.
Type of facility
Number of facilities
of this type Location(s) of facility (city, country)
Example: Retail outlets 3 Boston, MA, USA
Part 2d. Payment Application
Does the organization use one or more Payment Applications? Yes No
Provide the following information regarding the Payment Applications your organization uses:
Payment Application
Is application
PA-DSS Listed?
PA-DSS Listing Expiry
date (if applicable)
Yes No

Part 2e. Description of Environment
Provide a high-level description of the environment covered by
this assessment.
For example:
Connections into and out of the cardholder data environment
Critical system components within the CDE, such as POS
devices, databases, web servers, etc., and any other
necessary payment components, as applicable.
Does your business use network segmentation to affect the scope of your PCI DSS
(Refer to Network Segmentation section of PCI DSS for guidance on network
Yes No
PCI DSS v3.2 SAQ A, Rev. 1.1 Section 1: Assessment Information January 2017
© 2006-2017 PCI Security Standards Council, LLC. All Rights Reserved. Page 3
Part 2f. Third-Party Service Providers
Does your company use a Qualified Integrator & Reseller (QIR)?
If Yes:
Name of QIR Company:
QIR Individual Name:
Description of services provided by QIR:
Yes No
Does your company share cardholder data with any third-party service providers (for
example, Qualified Integrator & Resellers (QIR), gateways, payment processors, payment
service providers (PSP), web-hosting companies, airline booking agents, loyalty program
agents, etc.)?
Yes No
If Yes:
Name of service provider: Description of services provided:
Note: Requirement 12.8 applies to all entities in this list.
Part 2g. Eligibility to Complete SAQ A
Merchant certifies eligibility to complete this shortened version of the Self-Assessment Questionnaire
because, for this payment channel:
Merchant accepts only card-not-present (e-commerce or mail/telephone-order) transactions);
All processing of cardholder data is entirely outsourced to PCI DSS validated third-party service
Merchant does not electronically store, process, or transmit any cardholder data on merchant systems
or premises, but relies entirely on a third party(s) to handle all these functions;
Merchant has confirmed that all third party(s) handling storage, processing, and/or transmission of
cardholder data are PCI DSS compliant; and
Any cardholder data the merchant retains is on paper (for example, printed reports or receipts), and
these documents are not received electronically.
Additionally, for e-commerce channels:
All elements of the payment page(s) only and directly
from a PCI DSS validated third-party service provider(s).

PCI DSS v3.2 SAQ A, Rev. 1.1 Section 2: Self-Assessment Questionnaire January 2017
© 2006-2017 PCI Security Standards Council, LLC. All Rights Reserved. Page 10
Appendix A: Additional PCI DSS Requirements
Appendix A1: Additional PCI DSS Requirements for Shared Hosting Providers
This appendix is not used for merchant assessments.
Appendix A2: Additional PCI DSS Requirements for Entities using SSL/early TLS
This appendix is not used for SAQ A merchant assessments
Appendix A3: Designated Entities Supplemental Validation (DESV)
This Appendix applies only to entities designated by a payment brand(s) or acquirer as requiring
additional validation of existing PCI DSS requirements. Entities required to validate to this Appendix
should use the DESV Supplemental Reporting Template and Supplemental Attestation of Compliance for
reporting, and consult with the applicable payment brand and/or acquirer for submission procedures.
PCI DSS v3.2 SAQ A, Rev. 1.1 Section 2: Self-Assessment Questionnaire January 2017
© 2006-2017 PCI Security Standards Council, LLC. All Rights Reserved. Page 11
Appendix B: Compensating Controls Worksheet
YES with CCW
Note: Only companies that have undertaken a risk analysis and have legitimate technological or
documented business constraints can consider the use of compensating controls to achieve compliance.
Refer to Appendices B, C, and D of PCI DSS for information about compensating controls and guidance
on how to complete this worksheet.
Requirement Number and Definition:
Information Required Explanation

1. Constraints List constraints precluding compliance with the original requirement.
2. Objective Define the objective of the original control; identify the objective met by
the compensating control.
3. Identified Risk Identify any additional risk posed by the lack of the original control.
4. Definition of Compensating Controls Define the compensating controls and explain how they address the
objectives of the original control and the increased risk, if any.
5. Validation of Compensating Controls Define how the compensating controls were validated and tested.
6. Maintenance Define process and controls in place to
maintain compensating controls.

PCI DSS v3.2 SAQ A, Rev. 1.1 Section 2: Self-Assessment Questionnaire January 2017
© 2006-2017 PCI Security Standards Council, LLC. All Rights Reserved. Page 12
Appendix C: Explanation of Non-Applicability
If the (Not Applicable) column was checked in the questionnaire, use this worksheet to explain why
the related requirement is not applicable to your organization.
Requirement Reason Requirement is Not Applicable
3.4 Cardholder data is never stored electronically
PCI DSS v3.2 SAQ A, Rev. 1.1 Section 3: Validation and Attestation Details January 2017
© 2006-2017 PCI Security Standards Council, LLC. All Rights Reserved. Page 13
Section 3: Validation and Attestation Details
Part 3. PCI DSS Validation
This AOC is based on results noted in SAQ A (Section 2), dated (SAQ completion date).
Based on the results documented in the SAQ A noted above, the signatories identified in Parts 3b-3d, as
applicable, assert(s) the following compliance status for the entity identified in Part 2 of this document:
(check one):
Compliant: All sections of the PCI DSS SAQ are complete, all questions answered affirmatively,
resulting in an overall COMPLIANT rating; thereby (Merchant Company Name) has demonstrated full
compliance with the PCI DSS.
Non-Compliant: Not all sections of the PCI DSS SAQ are complete, or not all questions are answered
affirmatively, resulting in an overall NON-COMPLIANT rating, thereby (Merchant Company Name) has
not demonstrated full compliance with the PCI DSS.
Target Date for Compliance:
An entity submitting this form with a status of Non-Compliant may be required to complete the Action
Plan in Part 4 of this document. Check with your acquirer or the payment brand(s) before completing
Part 4.
Compliant but with Legal exception:
restriction that prevents the requirement from being met. This option requires additional review from
acquirer or payment brand.
If checked, complete the following:
Affected Requirement Details of how legal constraint prevents requirement being met
Part 3a. Acknowledgement of Status
Signatory(s) confirms:
(Check all that apply)
PCI DSS Self-Assessment Questionnaire A, Version (version of SAQ), was completed according to the
instructions therein.
All information within the above-referenced SAQ and in this attestation fairly represents the results of
my assessment in all material respects.
I have confirmed with my payment application vendor that my payment system does not store sensitive
authentication data after authorization.
I have read the PCI DSS and I recognize that I must maintain PCI DSS compliance, as applicable to
my environment, at all times.
If my environment changes, I recognize I must reassess my environment and implement any additional
PCI DSS requirements that apply.
PCI DSS v3.2 SAQ A, Rev. 1.1 Section 3: Validation and Attestation Details January 2017
© 2006-2017 PCI Security Standards Council, LLC. All Rights Reserved. Page 15
Part 4. Action Plan for Non-Compliant Requirements
Select the appropriate t for each requirement. If you
o may be required to provide the date your Company expects to be
compliant with the requirement and a brief description of the actions being taken to meet the requirement.
Check with your acquirer or the payment brand(s) before completing Part 4.
Requirement* Description of Requirement
Compliant to PCI
DSS Requirements
(Select One)
Remediation Date and Actions
(If selected for any
2 Do not use vendor-supplied
defaults for system passwords and
other security parameters
8 Identify and authenticate access to
system components
9 Restrict physical access to
cardholder data
Maintain a policy that addresses
information security for all

* PCI DSS Requirements indicated here refer to the questions in Section 2 of the SAQ.


CMMS Work Order & PM Calendar

Healthcare Efficiency using Maxpanda CMMS

If your not on Maxpanda, Your not optimized

Published on 

 cmms for ambulance   cmms for ambulance

By Maxwell Davidson

Healthcare companies, hospitals, and medical clinics have tons of equipment, infrastructure, and data that needs to be handled in a structured  and EXTREMELY SECURE manner. Inefficiencies in management not only affect productivity, but also raise the risk of liability. Fortunately, computerized maintenance management systems such as Maxpanda CMMS offer a complete solution.

As healthcare continues to evolve, hospitals, clinics, rehab facilities and other medical centers need to look for solutions that offer streamlined and structured functioning. The Maxpanda healthcare CMMS program ensures that your organizations maintains a high level of efficiency while keeping abreast with constant changes in your space. Here are the top five ways that MAXPANDA CMMS helps healthcare facility managers like you:

  1. Tracking supplies – Medication, chemicals, and other supplies are the backbone of any healthcare facility. A properly maintained database is essential, both for smooth day-to-day workings, reducing the risk of liability issues and adhering to legal/regulatory requirements. The best CMMS software helps facility managers to record ingoing and outgoing medication/chemicals, create reordering alerts, and maintain a database for tracking supplies. Since everything is automated, the time and cost savings are huge.
  2. Tracking maintenance tasks – With computerized maintenance management systems, facility managers can ensure that maintenance jobs are put on a proper schedule and conducted in a timely manner. Other than scheduling tasks, a CMMS system also allows managers to track jobs conducted on an “as needed” basis.
  3. Tracking patient needs – In a healthcare facility, patients are customers and their comfort and security is a priority. MAXPANDA CMMS software can help tremendously, by handling everything from HVAC temperature regulation, handicap accessibility, and food/drink requests to special machinery/medication, plumbing repairs, and more.
  4. Tracking equipment – Healthcare facilities rely on countless of assets, both within the facility and off. Every room has basic medical equipment as well as specialized machinery and accessories (e.g., wheelchairs, stretchers, lifts, arjo beds etc.) that are constantly moved around. Multiply this by the number of rooms, add offsite and backup machinery to your total, and there’s a large inventory of assets. The age of each item, warranty and repair information, quantity, and location are just a few details that need to be tracked at all times. CMMS software can reduce the workload tremendously.
  5. Tracking vehicles – Most facility managers don’t think of vehicles when they’re implementing CMMS maintenance software. However, vehicles used in hospitals and clinics need to be maintained and tracked as efficiently as the facility’s onsite medical equipment. After all, healthcare organizations must track everything from the number of ambulances and emergency vehicles available to their age, repair and warranty history, and their cleaning/maintenance schedules. Automated software makes this easier and faster.

Automated software cuts down time, effort and cost required for tracking patient requests, issuing jobs to relevant personnel, locating items, equipment  and maintaining a proper historical record of these activities (what happens when Mike retires?).

cmms for ambulance

Financial Gains for In and Out

Like any other industry, hospitals and clinics need to make money by maintaining their costs per yearly budget. Facilities that want to stay ahead of their competitors need to ensure that they work at maximum efficiency, increasing their profits in a manner that doesn’t raise the risk of errors, lawsuits, and liability issues. As with any other business, MAXPANDA CMMS systems allows healthcare organizations to save money by streamlining their facility and asset management. Maximizing efficiency is the best way to boost profits, which in turn allows the facility to invest in better equipment, clinicians, support personnel, and other assets that lead to an enhanced patient experience.

cmms preventive maintenance software

Using Maxpanda to Reduce Reactive Maintenance

Reactive maintenance is planned or unplanned work with a priority designation requiring immediate attention

Reactive Problems

Organizations that are reactive typically do not believe it’s possible to perform work any other way. Overall, they get frustrated. Maybe it’s lack of training or leadership resistance. Either way, it’s affecting worker productivity due to the majority of work being unplanned. Unscheduled work also affects job safety. When workers feel rushed, bad things happen. Lastly, those organizations with poor reliability typically waste 10 percent of their company revenue.

Consider This

Maxpanda asset management software plays a major role in the change that you are about to embark on. Typically, users struggle to leverage CMMS in support of asset reliability, this may be because they need better set of instructions or they’re frightened of using computers and smartphones. This is why we built Maxpanda CMMS as well as GoMAX! Mobile CMMS Assistant. Maxpanda will help you improve the way you create, manage and report on your incoming work orders and your preventative maintenance routines. Whether you’re a sole proprietor or national enterprise, Maxpanda has a price plan to fit your budget. We’re pushing the limits of technology and we want you to be part of the journey. Our Mission is to disrupt the CMMS industry with a platform that’s faster, better, and more affordable. Our Fair Pricing Model: For decades CMMS software has been a race to the bottom with clunky outdated solutions offering far more frustration than value. We wanted to change all that by providing software that just works. We want Maxpanda to be an amazing value for your organization — helpful on-boarding with 24/7 support. Maxpanda is an investment in your team and culture. Our fair pricing model is set at a level that allows us to continuously invest in enhancing a solid product & service while providing the greatest user experience & ROI possible.

  1. Establish a solid preventive maintenance (PM). Establish maintenance strategies using formal reliability centered maintenance for quick and easy analysis. Otherwise, rely on manuals from the original equipment manufacturer (OEM) and staff experience. A problem arises when that staff retires or manufacturer is out of business. Place emphasis on condition and cost monitoring software, such as Maxpanda CMMS. With early asset defects and identifications, the staff can prevent unplanned breakdowns and collateral damage. By proactively planning needed repairs, your ultimately creating an environment of savings. In support of your Maxpanda CMMS PM program, you should ensure that all maintenance staff members have basic computer knowledge coupled with their maintenance skills.
  2. Synchronize your data with +1000 apps: What does mAPI stand for? mAPI is a proprietary Maxpanda API software specifically developed to securely transfer data from your Maxpanda CMMS database to other software that also operate on highly secure API web protocols. mAPI Software Integration. Join millions of people like you who seek to manage their work orders online, seamlessly integrate preventative maintenance routines on buildings, vehicles, locations, assets and much more into their existing systems.
  3. Establish a amazing reliability team. It helps to have more than one person focused on asset, building, location, warehouse and plant availability. These staff should rely heavily on the CMMS system for failure analysis, as well as decision making pertaining towards any root cause analysis.
  4. Perform root cause analysis (RCA) on worst events to identify the true cause based on the trigger point. Use Maxpanda CMMS by setting metered triggers in addition to PM schedules for each major piece of equipment.
  5. Perform localized inspections where and when needed evaluating specific assets to isolate problems and failures comparing the history through Maxpanda Active Reporting Modules.
  6. Utilize defect elimination techniques, such as brainstorming, quality circles and kaizen events, all of which involve working level and cross-functional group discussions.
  7. Conduct system walk-downs and record problems using your GoMAX! Mobile App as individual staff or groups.
  8. Establish a core team to manage Maxpanda CMMS daily or weekly. Train your staff on the importance of data entry, establish business rules, build standard operating procedures (SOPs), set up mandatory fields and TASKS and conduct periodic audits.
  9. Perform formal job planning to provide sequenced task steps, material/craft requirements, safety/hazard precautions, as well as reference materials and permits. Job instructions help keep workers safe, organized and informed. Job plans also help the craft follow standardized actions to ensure asset performance. The planner role is multifaceted, but key points include a well defined pm & task library.
  10. Create a formal weekly schedule process by selecting the fully planned work that can be relied on by operations, maintenance, warehouse/purchasing, and health, safety and the environment.
  11. Train maintenance staff as well as vendors to not perform self-inflicted reactive maintenance whereby they purposely decide to do unscheduled, low priority work. Schedule all work orders and metered and preventative maintenance in Maxpanda with strict priority settings matching industry standards.