As the tool and the required infrastructure is designed, implemented, and optimized, the work management processes gain renewed focus. Work management processes must be well defined, agreed upon, and implemented if the CMMS is to be successful. If the CMMS supports work processes and the organization implements those work processes in a standard and habitual manner, the focus turns toward the production of economic value. Many organizations measure return on investment. Whether measuring by EVA or other means, trends reflect that the contributions made by the CMMS must reflect cost reductions, increased revenue, and growth.
Experience suggests that few organizations measure, and even fewer do it well.
Even if measures exist, many would suggest that linking process and performance measures to profit is an even greater challenge. Although economic justification is a well-established practice, few organizations demonstrate a consistent ability to produce the kinds of economic results that most CMMS projects propose. If improvement is to become a reality for organizations, measurement linked to profit must become real. Ultimately, maintenance and operations professionals must demonstrate the true value of reliability through economic return. If reliability is to flourish, then these professionals will ensure that the CMMS is designed, implemented, and optimized to produce value.