International Journal of Advance Study and Research Work (2581-5997)/ Volume 7/Issue 3/July-Aug-Sept -2024

Evaluating Computerized Maintenance Management

System Package in Two-Wheeler Manufacturing
Industry
Lakshmi Shankar1, Chandan Deep Singh2 and Ranjit Singh3
1,2,3
Department of Mechanical Engineering
1,2
Punjabi University Patiala, Punjab,147002, India
3
SGGSWU, Fatehgarh Sahib, Punjab,140413, India
Email Id: shankar@[Link].in1, chandandeep@[Link].in2, ranjitsingh@[Link].in3
Corresponding Author Orcid ID1: 0000-0002-7920-0675

DOI: 10.5281/zenodo.14524992
Abstract

CMMS (computerized maintenance management system) is the specific software for maintenance management of the
manufacturing industries to handle complex tasks, work orders, spare part management, asset management, and automatic
report generation effectively which saves production time and optimizes maintenance cost. The purpose of this paper is to
analyze the maintenance performance of CMMS in the two-wheeler manufacturing industry. CMMS is analyzed in terms of
input factors such as computerized material management and inventory control (CMMIC), resource and asset management
(RAM), computerized maintenance planning and scheduling (CMPS). Profit, sales, and income are considered as output
factors. It has been observed that by implementing CMMS in the two-wheeler industry yielded higher profits, increased sales,
reduced downtime by controlling the asset failure rate, inventory control and enhanced productivity by uninterrupted
operations due to enhanced availability of the machines.
Keywords: Computerized Maintenance Management System (CMMS), Maintenance Management, Maintenance
Performance, Manufacturing Industries, Case Study.

Introduction
World-class maintenance cannot be achieved without the best practices of maintenance management. The usage of the latest
tools like computer-integrated maintenance management systems is suggested by (Mishra et al., 2015). CMMS performs
functions like generating work orders, implementing tasks of preventive maintenance, tracking spare parts and optimizing the
cost of inventory, budgeting time and finally, generating graphs and reports of the various fields [Zhang et al., 2006, 26]. A
CMMS solution provides a central storage location for the majority of maintenance data and information for assets, manages and
controls your work and materials management/parts usage processes, and tracks maintenance activity over the lifecycle of an
asset. All maintenance activities can be monitored and analyzed through robust CMMS reporting and dashboard tools (Lopes et
al., 2016a). CMMS package offers a range of functionalities to streamline the maintenance operations. CMMS package has
numerous automatic features which eliminate human efforts (Lopes et al., 2016b). Without computer-based support it is
practically impossible to manage maintenance effectively and efficiently. CMMS is the emerging technology in achieving world
class maintenance (Wienker, Henderson and Volkerts, 2016). (Wienker, Henderson and Volkerts, 2016)The new emerging
technologies introduced in maintenance management are smart objects, mobile technology, Internet of Things, and cloud
technology. These characteristics are integrated with the CMMS (Fusco et al., 2016). CMMS focuses on maintenance planning
and scheduling, spare-part management and performance improvement (Lopes et al., 2016c). It is necessary to evaluate the
maintenance activities with a computer-aided system (Mukttash et al., 2011).
CMMS is suitable for Industry 4.0. for the large data to be acquired, processed and transmitted in real-time with the usage of a
new technology known as the industrial internet of things (Andrzej et al.,2023). ‘CMMS is used to collect, store, and retrieve all
maintenance-related data’. Information and communication technology (ICT) is effective in information sharing and is taken

1
Corresponding Author: Lakshmi Shankar, Department of Mechanical Engineering,Punjabi University Patiala, Punjab,147002, India, Email
Id: shankar@[Link] ORCID: 0000-0002-7920-0675
2 Cite as: Lakshmi Shankar , Chandan Deep Singh and Ranjit Singh (2024). Evaluating Computerized Maintenance Management System
Package in Two-Wheeler Manufacturing Industry. International Journal of Advance Study and Research Work, 7(3), 38-47

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 International Journal of Advance Study and Research Work (2581-5997)/ Volume 7/Issue 3/July-Aug-Sept -2024

over by CMMS in maintenance (Amadi et al., 2015). As compared with the TPM (Total Productive Maintenance), RCM
(Reliability-Centered Maintenance) and CBM (Condition-Based Maintenance), CMMS ranked at the top for the maintenance
applications through the Analytical Hierarchy Process (AHP) (Ali et al., 2007 and Braglia et al., 2006). Some of the researchers
used multi-criteria decision- making, (MCDM) techniques such as AHP, TOPSIS, VIKOR Fuzzy-TOPSIS, and Fuzzy-AHP for
the selection of CMMS including AHP (shankar et al., 2020, Braglia et al., 2006, and Uysal et al., 2012).
The structure of the paper is as follows: the previous related work is elaborated in Section 2 followed by the introduction in
Section 1, Section 3 describes the objective of the study, Section 4 elaborates research methodology, Section 5 highlights the
study of a two-wheeler manufacturing industry, Section 6 explained the results and discussion and Section 7 presented the
limitations and future scope of the research work. Finally, the conclusion is presented in Section 8 followed by the references.

Literature Review
Digitization is the future of manufacturing industries. Multi-criteria decision-making (MCDM) techniques like Decision tree
analysis (DTA) and variation mode effect analysis (VMEA) are used for the selection of maintenance policies (Amadi et al.,
2015). A model was developed to integrate Information technology (IT) with the maintenance management system which
yielded higher efficiency and effectiveness of the equipment (Kans et al., 2008). If the industry does not have well-planned
maintenance strategies, it has to deploy external experts for the problems (Muyengwa et al., 2015). The impact of internet
technology was explored for the purchasing of spare parts and managing information concerned with maintenance (White et al.,
2004). A model reduced the total downtime from 800 hours per month to less than 100 hours per month. The need for CMMS
with informed decision-making analysis is highlighted by a hybrid model (Labib et al., 1998, 2004).

Sensors for data acquisition, smart tags and signal processing with wireless technology enhanced the efficiency of maintenance
operations. It is depicted that e-maintenance and new business ideas produce high efficiency in the industry (Adgar et al., 2008).
In a case study, small and medium enterprises (SMEs) are investigated for affordability for implementing CMMS due to
economic issues in Italy (Fumagalli et al., 2009). In another case, a textile manufacturing industry in Irish implemented CMMS
and the return on investment (ROI) analysis revealed 0.46 years as the payback period (O’Donoghue et al., 2004). Initially, a
low success rate was observed in large-scale industries for implementing CMMS but World-class maintenance cannot be
achieved without the implementation of CMMS (Mishra et al., 2015). The advanced downtime analysis program (ADAP) and
work cycle time are managed through CMMS planning tools which yielded a decrease in downtime of the machines (Aniki et
al., 2013). Decision-making for maintenance planning and scheduling is represented by a critical literature review of
Computerized Maintenance Management Information System (Verma et al., 2016). Then a project is recommended for the
development of CMMS for the manufacturing industry (Lopes et al., 2016). The AHP technique is a multi-criteria decision
method (MCDM) used by Industries to select CMMS as per the suitability of the organization (Duran et al., 2011). CMMS
should be also flexible and adaptable as per the suitability of the industry because every industry is unique (Mukttash et al.,
2011). Therefore, a package of maintenance like CMMS is the requirement of the company so that the industry can sustain itself
in the market (Shaheen et al., 2022 and Shankar et al., 2021). Some of the case studies were carried out in the windmill and gas
industries (Belanger et al., 2013).

CMMS is very vital in decreasing downtime and optimizing production. It improved the asset life and reduced the maintenance
cost. On the other side, maintenance problems disrupt production, delay lead time, reduce the uptime of the machines, and
increase downtime which leads increase the production time, and ultimately reduces productivity and increases the cost of the
product. This will lead to loss of competitiveness and profitability in the market (Melatic et al., 2014 and Shaheen et al., 2022).
Without proper management and automation systems in maintenance leads to waste of resources in the industry. When
maintenance problems persists in the industries as a consequence production stop intermittently, delay in product lead time,
increase down time, increases production time, and increases the cost but decreases the productivity (Abreu et al., 2013).
Further, industry will lose competitiveness in the market. Therefore, without proper maintenance management, and automation
systems, wastage of resources occur. So, there is a great need of a package for maintenance management like CMMS which will
help the industry to frow and sustain in the global market (Shaheen et al., 2022).

Digital maintenance is a system that utilizes digital technology like internet of things, internet of services and cyber physical
system . Many digital concepts are emerging such as smart factory, maintenance 4.0, PHM (prognostic and health
management) and smart maintenance. Maintenance 4.0 developed to manage the maintenance as per industry 4.0. the concept of
DM realized the need for computerized maintenance management system (Blowout, 2022). Nowadays CMMS packages are so
designed that it can be delivered and implemented on-premises or can be provided on cloud-based system. The CMMS system
enable the maintenance team in planning and scheduling the maintenance work orders, reporting maintenance task, tracking
maintenance work orders. Author also highlighted the application of CMMS system in diverse sectors such as health care,
manufacturing industries, facility management to enhance the maintenance procedures and asset handling (Zemmouchi, et al.,

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 International Journal of Advance Study and Research Work (2581-5997)/ Volume 7/Issue 3/July-Aug-Sept -2024

2020). Researchers emphasized on the need of ‘initiatives of predictive maintenance in Industry 4.0 through systematic literature
review. Predictive maintenance is the ability to predict the requirement of maintenance at specific moments in future with the
help of sensors, data analytics and machine learning techniques as established through Industry 4.0. and Industry 4.0 also
contributed towards the technological advancement (Zonta, T., et al., 2020). A general framework was suggested for the
promotion of implementation of computerized maintenance management system in automobile industry because it allows many
benefits such as effective planning and highest level of availability. CMMS package contains electronic database for the
maintenance operations. CMMS module retains the features equipment data, tools, work order tools, spare-parts, task
assignments, staff records and safety records. The package also known to be computer aided maintenance planning (CAMP) or
computer aided maintenance control (CAMC). Overall, CMMS is the integration of both CAMP and CAMC (Sharma and
Tewari, 2019). CMMS found its application in the typical area in maritime in ship structures, offshore renewable energy
platforms, and sea oil and gas facilities. The maintenance cost in this sectors is very high and the condition or environment
changes at different locations, the need of a flexible type of CMMS is realized (Hasen, Saridakis and Benson, 2018).Asset
performance management include collection and integration of data of the equipment and analyzing and visualizing to improve
the reliability and uptime. Maintenance 4.0 initiatives meant for digitization in the preventive maintenance that need to collect
the data from the equipment for predict and prevent failures. Maintenance 4.0 extended the capability of CMMS. the application
of lean maintenance 4.0 and Industry 4.0 was found in aircraft industry. As a result, the aircraft availability increases, decreases
the waste and decreases the maintenance cycle time (Korchagin et al., 2022).
Key performance indicators for the study are identified from the literature review and the opinions of experts from the industry
and academia. The eleven factors are chosen for the research work. There are 7 IDVs (independent variables) and 4 DVs
(dependent variables). The variables abbreviations used in research papers are listed as :

1. Computerized Maintenance Planning & Scheduling (CMPS),

2. Computerized Material Management & Inventory Control (CMMIC),
3. Computerized Report Management (CRM),
4. Resource & Asset Management (RAM),
5. Information Technology Management (ITM)
6. Human Resource Development (Training) (HRDT)
7. Overall Maintenance Capability Development (OMCD)
The four output factors are listed with their abbreviations as :
1. Productivity Improvement (PI),
2. Overall Organizational Achievements (OOA),
3. Safety, Health & Environment Improvement (SHEI),
4. Cost Optimization (CO) (Shankar et al., 2021 ).
Objectives of the Study
To analyze and validate the effect of CMMS implementation in the manufacturing industry for evaluating the maintenance
performance by input factors like CMMIC, RAM and CMPS on output factors such as profit, income, and sales of a two-
wheeler manufacturing industry.

Methodology
The seven input factors are ranked for priority based on MCDM methods like AHP, Fuzzy-AHP, TOPSIS, Fuzzy-TOPSIS and
VIKOR. As a result of these techniques, CMMIC ranked at first position and RAM and CMPS ranked second and third position
respectively. The input factors chosen for the case study are the top three key performance indicators (KPIs) out of seven input
factors of CMMS which are CMMIC, RAM and CMPS gathered from the literature survey and the expert opinions from
industry and academia (Shankar et al., 2021).Then, for validation, top three ranked input factors CMMIC, RAM and CMPS are
evaluated for their contribution to estimate the performance of CMMS in the manufacturing industry. The output factors
considered are profit, sales and income to see the impact of CMMS implementation. These factors are assessed in two-wheeler
industry to evaluate the maintenance performance of CMMS implementation in the manufacturing industries.

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 International Journal of Advance Study and Research Work (2581-5997)/ Volume 7/Issue 3/July-Aug-Sept -2024

Evaluation in Two-wheeler Manufacturing Industry in India

The two-wheeler manufacturing company manufactures ten variants of motorcycles. The company had started its 2-wheeler
operations in 2001 in north India. Over the past two decades, this company has become the second-largest two-wheeler company
with 55 million happy customers as per their website report. The required data for the last five years from 2018 to 2023 phase-
wise was collected from the two-wheeler manufacturing industry regarding the different factors like CMMIC, RAM, and CMPS
as input factors and profit, sales, and income as output factors. The data is tabulated and also shown with the graphical
presentation in the sequence of input and output factors respectively.

5.1 CMMIC: Table 1 depicts the CMMIC data of the industry for the previous five years. Inventory control is measured in the
percentage of the stock available in the industry during the period from 2018 to 2023 year-wise in phases.

Table 1: CMMIC data of the industry for the previous five years
[Link]. Year Phases Inventory Control
1 2018-2019 1 64%
2 2019-2020 2 50%
3 2020-2021 3 35%
4 2021-2022 4 22%
5 2022-2023 5 12%

Figure 1 illustrates the progress of the inventory control management year-wise in different phases. The industry has controlled
the inventory from 64%, 50%, and 35% in phase 1, phase 2, and phase 3 respectively. Phase 4 and Phase 5 are further controlled
at 22% and Rs 12% respectively. Overall, this is a good outcome of the CMMS because it is reduced to a great extent
successively.

Computerized Material Management & Inventory

Control (%)
70% 64%
60% 50%
50% 35%
40%
30% 22%
20% 12% INVENTORY
10% CONTROL (%)
0%

Figure 1: Profit of the Industry for the last five years

5.2 RAM:Table 2 depicts the Asset Management and annual failure rate data of the industry for the past five years.
The annual failure rate and asset management are measured in percentage and are complementary to each other.
Table 2: Resource & Asset Management and Annual failure rate (AFR) for the last five years
[Link]. Year Phases Asset Management AFR
1 2018-2019 1 34% 66%
2 2019-2020 2 45% 55%
3 2020-2021 3 58% 42%
4 2021-2022 4 67% 33%
5 2022-2023 5 90% 10%

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 International Journal of Advance Study and Research Work (2581-5997)/ Volume 7/Issue 3/July-Aug-Sept -2024

Figure 2 illustrates the asset management year-wise in different phases. The industry has managed the assets 34%, 45%, and
58% in Phase 1, phase 2, and Phase 3 respectively. Phase 4 and Phase 5 it is further controlled at 67% and Rs 90% respectively.
CMMS helped to reduce the annual failure rate of the assets from 66% to 10% in successive phases from 2018 to 2023. Overall,
this is a good outcome of the CMMS.

Resource & Asset Management

100% 90%
Asset Management

80% 66% 67%

55% 58%
60% 45% 42%
40% 34% 33%

20% 10%

0%
2018-2019 2019-2020 2020-2021 2021-2022 2022-2023
Phases

ASSET MANAGEMENT AFR

Linear (ASSET MANAGEMENT) Linear (AFR)

Figure 2: Resource & Asset Management and Annual failure rate (AFR) for the last five years

5.3 CMPS: Table 3 depicts the work order success rate of the industry for the past five years. This is measured in terms of the
work orders ratio between executed work orders and planned work orders and is shown in percentage.

Table 3: work order success rate in % for the last five years
[Link]. Year WO success rate %
1 2018-2019 39
2 2019-2020 50
3 2020-2021 62
4 2021-2022 77
5 2022-2023 90

Work Order success rate %

100 90
WO success rate %

77
80 62
60 50
39
40
20
0
2018-2019 2019-2020 2020-2021 2021-2022 2022-2023
Phases

Work Order success rate % Linear (Work Order success rate %)

Figure 3: CMPS ( work order success rate %) for the last five years

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 International Journal of Advance Study and Research Work (2581-5997)/ Volume 7/Issue 3/July-Aug-Sept -2024

Figure 3 illustrates the computerized maintenance planning and scheduling year-wise in different phases. The industry has
achieved a success rate in completing the work orders from 39% to 90% in the successive years phase-wise from 2018 to 2023.
This enhanced the productivity and reduced the lead time in the industry.

5.4 Sale: Table 4 represents the sales of the two-wheeler industry for the last five years from 2018 to 2023 year-wise in five
phases.

Table 4: Sale of the Industry for the last five years

[Link]. Year Sale (Rs in Remarks
Thousands)
1 2018-2019 21001 Increase
2 2019-2020 20593 Low growth due to Covid19
3 2020-2021 17872 Low growth due to Covid19
4 2021-2022 21852 Increase
5 2022-2023 29089 Increase

Sales (Rs in thousands)

35000
29089
30000
25000 21852
2100120593
20000 17872

15000 Sales (Rs in thousands)

10000
5000
0

Figure 4: Sale of the Industry for the last five years

Figure 4 illustrates the growth of the sales year-wise in different phases. The industry has generated an income of Rs 21001, Rs
20593, and Rs 17872 in Phase 1, phase 2, and Phase 3 respectively. Phase 2 and Phase 3 noticed low growth in income due to
the covid19 during that period. Phase 4 and Phase 5 observed an increase of Rs 21852 and Rs 29089 respectively.

5.5 Profit: Table 5 illustrates the profit of the industry for the previous five years from 2018 to 2023.

Table 5: Profit of the Industry for the last five years

[Link]. Year Profit (Rs in Remarks
Thousands)
1 2018-2019 2916 increase
2 2019-2020 2856 Low growth due to Covid19
3 2020-2021 2246 Low growth due to Covid19
4 2021-2022 3114 increase
5 2022-2023 4887 Further, decrease

Figure 5 illustrates the growth of the profit year-wise in different phases. The industry has generated profits of Rs 2916, Rs
2856, and Rs 2246 in Phase 1, phase 2, and phase3 respectively. Phase 2 and Phase 3 noticed a slow growth in profit due to the
COVID-19 period. Phase 4 and phase 5 observed an increase of Rs 3114 and Rs 4887 respectively.

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Profit (Rs in Thousands)

6000
4887
5000
4000 3114
2916 2856
Profit

3000 2246
2000
1000
0
2018-2019 2019-2020 2020-2021 2021-2022 2022-2023
Phases

Profit (Rs in Thousands) Linear (Profit (Rs in Thousands))

Figure 5: Profit of the Industry for the last five years

5.6 Income: Table 6 represents the income of the industry rupees in thousands for the previous five years from 2018 to 2023.

Table 6: Income of the Industry for the last five years

[Link]. Year Income (Rs in Remarks
Thousands)
1 2018-2019 18085 increase
2 2019-2020 17737 Low growth due to Covid19
3 2020-2021 15626 Low growth due to Covid19
4 2021-2022 18738 increase
5 2022-2023 24202 increase

Figure 6 illustrates the growth of the income year-wise in different phases. The industry has generated profits of Rs 18085, Rs
17737, and Rs 15626 in Phase 1, phase 2, and Phase 3 respectively. Phase 2 and Phase 3 noticed a slow growth in income due to
the covid19 during that period. Phase 4 and phase 5 observed increases of Rs 18738 and Rs 24202 respectively.

Income (Rs in Thousands)

30000 24202
18085 17737 18738
20000 15626
Income

10000

0
2018-2019 2019-2020 2020-2021 2021-2022 2022-2023
Phases

Income (Rs in Thousands) Linear (Income (Rs in Thousands))

Figure 6: Income of the Industry for the last five years

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Results and Discussion

 CMMIC: The company has effectively controlled the inventory level from 64% to 12% in the successive years
from 2018 to 2023. Therefore, the cost of holding inventory was reduced. Cost saving in this way enhances
profitability.
 RAM: The asset management has improved from 34% to 90% due to the effective control of the annual failure rate
from 66% to 10% due to the implementation of CMMS in the last five years. Thus, RAM has increased the overall
efficiency and effectiveness of the machines and equipment of the industry.
 CMPS: The company had improved its planning and scheduling by completing the work orders from 39% to 90%.
Time-saving in this way will lead to more availability of machines and productivity of the industry.
 PROFIT: The profit has been raised to Rs 4887 from Rs 2916 in thousand units.
 SALES: The sales output has been raised from Rs 21001 to Rs 29079 in thousand units.
 INCOME: The income has been grown from Rs 18805 to Rs 24202 in thousand units.

Limitations of the Study and Future Research Directions

1. The study was conducted in northern India only. The replication of the study in different regions of India would enable better
generalizability of the findings of the study.
2. The present study can be compared with the other competitors in the market.
3. The study was limited to manufacturing industries. Therefore, it can be extended to other sectors such as health care,
education, banks, aerospace, service industry, and in Government sectors.

Conclusions
The study uncovers the positive growth in the profit, sales, and income of the industry after the implementation of CMMS in the
manufacturing industry. The above input factors like CMMIC, RAM, and CMPS enhanced the outcome of the industry. It is
found that output factors income, sales, and profit of the industry have increased during the last five years. The overall
productivity, efficiency, and effectiveness of the machines and equipment improved. Consequently, CMMS is recommended as
a maintenance package for manufacturing industries to enhance productivity which leads to profitability and ultimately
competitiveness and sustainability. The timely adoption of the CMMS package leads to overall organizational achievement and
sustainability in the global market.

Acknowledgement
I acknowledge my sincere thanks to Dr Chandandeep Singh and Dr Ranjit Singh for their valuable advice, motivation,
guidance, support, encouragement, efforts, timely help and the attitude with which they solved all of my queries regarding
research work. I am also thankful to the authors and resources whose work I have consulted and quoted in this research paper.

Conflict of Interest
There is no conflict of interest of author(s).

Author Contribution Statement:

Author1: Contributed to study and development of conception, literature review, data collection, processing and performing data
analysis and interpretation of results, manuscript preparation and visualization.

Author2: Contributed to critical revision and refining the methodology of the article, final approval of the version to be
published, supervision.

Author3: Contributed editing the article, final approval and suggestions of the version to be published and supervision.

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