The Maintenance Department’s goal was to implement MAXIMO as the computerized maintenance management within 10 months and increase planned maintenance to 75 percent. Additionally, they wanted to adjust the staffing requirements of contractor personnel based on gains from the CMMS implementation. Finally, they also planned to prepare the organization to migrate from the current state to Reliability-Centered Maintenance and, ultimately, Profit-Centered Maintenance.

This was a bold undertaking for the newly formed organization. Maintenance had been allowed to operate in a vacuum. Critical equipment had not been identified, some equipment was in a “run to failure” mode and accountabilities were unclear. The different facilities operated as their own entity, with no consistent management or operating methodology in evidence. A critical element of the implementation was to ensure buy-in by the maintenance technicians that this effort was achievable. Addressing the gaps and concerns would allow for a more effective implementation of the system and more efficient usage.


The first step in the implementation process was to assess the current maintenance situation with regard to:
  • Equipment: what maintenance had been done, history of maintenance for each piece, identification of critical equipment, inventories, what plans existed for change
  • Personnel: employee/contractor ratio, develop a skills matrix , review roles and responsibilities
  • Processes and Procedures: what currently existed, what elements of a maintenance system were in place and being used
Based on the assessment, the next step was to determine the gaps that existed, and working with teams of the client’s maintenance personnel, develop the plans to close the gap and prepare the organization for the implementation of MAXIMO:
  • Develop maintenance plans and schedules for critical equipment and the personnel
  • Develop Service Level Agreements with Operations to form a basis for realistic maintenance schedules and plans
  • Develop documented processes and procedures, complete with detailed roles and responsibilities to support the implementation and use of MAXIMO
  • Develop detailed training for personnel in the areas of: managing and handling change using MAXIMO; developing new roles, responsibilities and accountabilities; problem-solving and management techniques
The last step was the actual implementation of MAXIMO and all supportive plans, processes and procedures. This involved the preplanning and establishment of Service Level Agreements with Operations to expedite the implementation process. By promoting thorough training techniques, we were able to effectively change behaviors, so the new processes became a new way of doing business which resulted in an implementation that was sustainable.


  • MAXIMO implemented ahead of schedule
  • Planned Maintenance increased to over 90 percent
  • Contractor staff reduced by 70 percent
  • Over $2 million in savings