What are the main challenges and opportunities for maintenance management in the digital era?

The data gathered and stored in the Computerized maintenance management systems (CMMS) databases may be analyzed by advanced data analytics techniques to produce higher level information regarding the operation of the system. These data might be, for insrance, used for predicting reliability indices.Using the predicted value of reliability indices, let'ssay failure rate, may lead to a higher performance for the maintenance management system [1]. [1] Improving Distribution Systems Maintenance Management, by Predicting Reliability Indices Using Fully Connected Neural Networks," doi: 10.1109SGC58052.2022.9998941

Finding the right fit is a the key component. Most organizations are not ready for this level of strategy. Fundamentals are key. With good fundamentals comes good data. From that good data you can then proceed to the digital expanse. Garbage in means garbage out. So get the fundamentals right and the digital transformation journey can flourish!

With consideration of the volume and detail of the data gathered for CMMS one of the primary considerations is what and how the data will be mined for value. Changes to the supply chain from labour through to future use for new tech not connected yet; think 3d printed OEM components. The challenge is to consider how and when you use the data to support supply chain development, ESG base improvement and financial transactions connected to the asset. The digital area brings forward a way to decentralise supply chain and change the sovereign risk often associated with critical items and schedules.

Rather than the IT-related skills, there are a set if high-tech measurement and inspection instruments that need trained personel. For instance, consider thermovision cameras that are used to detect high-temperature oarts of the system, caused by loose electrical connecrions or high frictions due to the lack of lubricant.

The data driven decisions made from CMMS systems will lead to a revolution in the way we react to transaction basis. Changing the skills needed to work and the commercial structures that we operate in. OEM will be able to shed production assets to sell engineered items for print close to use, transactions move more and more to digital currency, transport systems alter and the supply and logistics becomes localised. Measurement and accountability for decarbonised activities means higher education and training. Onsite services for IOT management and sophisticated telecommunications increases.

Maintenance is itself a sustainability procedure, as by it, the systems and equipment are maintained or sustained. Less failures led by maintenance acitivities is a sustainability goal, as it prevents or reduces waste of resources.

Think about this. Your IOCT (Information, Operational, Communications systems) manager has very similar roles and responsibilities as your ‘traditional’ Maintenance and Engineering & Maintenance Manager. They are responsible for ‘maintaining’ reliability of the assets comprising their systems and knowing technology advances as well as improvement techniques in processes. Their customers are the same as Maintenance, namely Operations, but also the HR, Financial and Procurement. They have ‘break in’ work, preventive maintenance, and corrective maintenance. They also have specialized technical experts that need training, regularly and screaming clients, maybe worse. They don’t have a client who thinks they know how to get back online quickly.

It's not only getting the PMs right and executing right, now we have tools that can monitor real time performance of critical assets, not we can use AI to evaluate a component, and we can have AR support for staff. The main focus should remain the same: minimizing costs and risks, depending on the company that will mean different approaches.