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Goin’ Mobile

2011-09-06T15:33:00.001-04:00

As budgets and manpower shrink, maintenance managers are working to find ways to become more efficient. If your workers do not become more efficient the work cannot get done. The first casualty will be Preventive Maintenance (PM). There is no immediate impact to stopping the PM program, however, in 3 – 5 years you will have added an additional 20% burden to your budget and work load. This cycle will continue to build upon itself. The alternative is to find ways to help the workers become more effective.

Allowing the tradesmen to manage their workload while they are at the jobsite is a great way to build efficiency, accountability and accuracy of the data in your work order process. I'm convinced that a mobile work order solution can help manage the work load and help maintenance stay ahead of the game. The prevalence of Smart Phones, iPads® and other mobile devices combined with the ease of connectivity to the internet has put this technology in the reach of maintenance departments of almost any size and budget.

When you decide to move to a mobile work order processing system there are few rules you may want to follow.

Identify the requirements of your mobile solution.
Establish a budget.
The final step should be to select your hardware and software.

I believe it is important to select the software and hardware last. Many of our customers come to us with a device in mind and tell us what they want the device to do. Fortunately, the TeamWORKS QuickApp is a device independent solution. In most cases, however, selecting the hardware first eliminates many options that you may want to consider. Selecting the software and hardware simultaneously will allow you the most flexibility.

Once the mobile solution is in place it is imperative that you require your tradesmen to use the new technology. Change can be hard but management must enforce this new policy. After six weeks of use new processes will be "business as usual" and the tradesmen will not fight the change any longer.

Evolving to Maintenance Resource Planning (MRP)

2011-06-09T09:54:00.001-04:00

For the past 15 years I have been part of Computerized Maintenance Management System (CMMS) software and service companies. The last 9 years have been with TeamWORKS, a company I started to fill the vacuum of inexpensive, world class CMMS. During this time I was involved with every aspect of a CMMS company; building software, managing projects, installation and training and the other duties surrounding software.

About 10 years ago, (I was working with my previous employer), there was a shift in needs. Open technology started to creep into the marketplace. Databases could talk to each other more easily and networks reached deep into the infrastructure of practically every enterprise in need of a CMMS. As a result our clients saw some advantages of the access offered through networking and open protocols. There was a need for integration. It makes sense, why enter data twice if an application or database routine can do the work for you. As I started TeamWORKS I focused on the CMMS needs of our clients. I am a firm believer in "you can't be all things to all people" so I narrowed the beam and kept my focus. In the mean time I missed opportunities to integrate, consult and prepare maintenance management organizations for areas beyond TeamWORKS CMMS.

Then the U.S. economy hit the brakes and nobody had enough money. Maintenance departments are being forced to do more for less, front offices are looking for areas to reduce cost and employees are being cut. At the same time maintenance needs are rising as equipment is extended beyond its typical lifecycle.

As a result, budget managers are utilizing the Enterprise Resource Planning (ERP) software to look for areas to cut back. Maintenance and Operations do not typically care for ERP software. ERP software builds budget projections by looking at the past. That is great for budgeting but does not help the maintenance manager. Budgeting is a small part of the job. Controlling the budget requires work planning, preventive maintenance, asset lifecycle forecasting and many other forward looking processes. The requests for integrations have grown to incredible numbers as maintenance looks for a way to satisfy the business needs of the enterprise while continuing to have a forward looking CMMS.

As we get more of these requests, TeamWORKS decided to embrace the need. It simply makes sense to shift the focus from CMMS provider to MRP provider. We are the best available to do this work and I have always seen the value.

Working with an MRP company rather than a CMMS company has huge benefits. CMMS is designed to manage work flow, preventive maintenance and the typical aspects of maintenance and operations. You buy the software, buy the service and, for the most part, you're done. An MRP company takes a broader and deeper look at your resources and infrastructures. The goals are simple. Increase efficiency and accountability, reduce costs through the use of technology and increase the knowledge base for making future decision.

Before you know, you have saved a huge percentage of your budget, your operations are running smoother and you're the hero!

The bottom line is that MRP is a new way of looking at old problems. ERP versus CMMS, budget versus manpower, preventive maintenance versus corrective maintenance are some of the many areas that are cleared up as you move toward viewing your maintenance and operations through the eyes of a MRP professional.

Technology helps Maintenance Work!

2011-05-06T08:37:00.001-04:00

I have traveled all over the country working with maintenance departments of different sizes, complexities and responsibilities. I've seen great maintenance shops and "not so great" maintenance shops. I've noticed a striking relationship between the use of technology and the overall wellbeing and professionalism of an organization. In short, great maintenance shops take advantage of technology.

Let me set a scene. I walk into a maintenance shop and see a group of tradesmen that are appropriately dressed, well equipped to do their job and have generally good attitudes. This scene is always coupled with a clean shop, a comprehensive Preventive Maintenance (PM) program and great use of technology. Not just a presence of technology, but a use of technology. The relationship is proportional. The more that technology is utilized the better the shop.

Just spending money to purchase technology does not make it successful. After the purchase, policies and processes must be put in place to take advantage of the technology. If this is done properly the technology will pay for itself in savings of money and manpower. Use these savings to implement new technology and the processes to go with it. In turn, you will get more savings. This cycle will repeat over and over again.

For example….

A computerized maintenance management system (CMMS) is purchased. Procedures and policies are put in place to take advantage of the Work Order management benefits of the system. A 10% savings is discovered in labor and expenses. That equals 1 man year saved per 10 tradesmen and $10,000 for every $100,000 in expenses.
The savings are used to implement a PM and Asset program in the CMMS. Another 10% increase in savings is discovered.
The PM system is expanded. Another 10% savings.
The warehouse portion of the CMMS system is put into action. More savings are discovered.
The money saved by properly tracking the inventory allows the purchase of a mobile work order system.

Before you know it, 95% of your maintenance is planned work, the tradesmen take great pride in keeping their systems and work ahead of schedule, management can justify every laborer and expense and maintenance is seen as an asset and leader in the enterprise rather than just a necessary expense.

Simple technology started it all and grew into a complex system of interwoven technologies that exchange data, work together and help maintenance avoid obstacles and pitfalls. The resulting technology allows budgets to be created easily and accurately, expansion to be justified and capital expenditures to be seen long before they are needed.

Benefits of Networking

2011-03-22T08:57:00.001-04:00

Networking can be an important resource to maintenance professionals. It allows them to share ideas, find solutions, ask questions and collaborate to discover the best ways to work through the toughest problems. These days, travel budgets have been slashed to almost nothing. The need for collaboration has been pushed aside in the pursuit of savings. The savings discovered during the conferences are intangible and often undervalued by upper management. There are no reports to justify the expense and therefore, the trips are canceled. In the spirit of collaboration, TeamWORKS has created an online community forum specific to maintenance management. The TeamWORKS Forum is a free service designed to allow maintenance professionals to get the benefits of networking without the expense of traveling to a conference.

If you are struggling with a maintenance issue, chances are one of your peers has solved this issue and would love to share their success story. Find ways to connect and share. You will find efficiencies and money saving strategies that you have not considered while browsing for answers to your questions.

Wise Investment

2011-03-03T10:45:00.001-05:00

Someone forgot to tell your equipment that the budget's been cut. It keeps running like it always did. No cutbacks, no planned furloughs. It doesn't seem fair. You have to continue catering to its every need with less money and less manpower but the equipment isn't willing to make any sacrifices. So how do you cope with this situation? You have two possible solutions.

Whine, cry and plead with your equipment to not break and to extend the life of all its parts. This can escalate to threats of power removal if the equipment is not responsive.
Implement or increase use of a Computerized Maintenance Management System (CMMS).
Yep, I just suggested that you spend money when your budget is cut.

Here's how I justify my proposition to spend.

Work Orders
If you don't have a CMMS in place, implementing the work order management portion of the CMMS will translate into a 10% - 20% gain in productivity. If you save 1 hour a day (12.5%) for crewmembers with an annual salary of $35,000, you would save $4,375 per year per employee. For a crew of 5 that translates to $21,875 a year or over 162 hours per year. And that's only work orders. If you purchased this from TeamWORKS, you could do it for less than $5,000.

Preventive Maintenance
According to the U.S. Department of Energy, Preventive Maintenance will lead to a savings of 12% - 18%. This is a savings of your total operations cost. This savings includes labor, materials, asset replacement and energy usage. If your maintenance and operations budget is $2.5 million then the average savings would be $375,000 each year.

There are plenty of other savings to be found in a well implemented CMMS. Tracking your warehouse inventory allows you to only buy what you need at the quantities you need. Asset tracking helps in the decision making when you are purchasing new assets and maintaining your existing assets.

Spending a few thousand dollars now can save you tens of thousands next year. The return on your investment starts immediately and will increase over time.

Managing the Migration – Preventive Maintenance

2011-02-07T12:12:00.001-05:00

We've put our work process in place and have collected our assets. Your next step is Preventive Maintenance (PM).

Computerized Maintenance Management Systems (CMMS) handle this task in different ways but the basic principle is the same. You will want to create two types of PMs, routine maintenance and preventive maintenance. Routine maintenance refers to tasks that happen on a normal routine that are not completed on a specific piece of equipment. Examples of routine maintenance are Indoor Air Quality (IAQ) tests, safety inspections, grass cutting, filter changes, etc. These are all important tasks but are not completed on a specific piece of equipment. Please don't underestimate the importance of tracking inspections in your CMMS system. Inspections are usually completed to reduce liability. For example, IAQ tests may be done annually. The reason is to ensure safe locations for employees, students and/or staff. The IAQ testing alone is not enough. In the event of a lawsuit you will need to have documentation of due diligence. Adding the IAQ test as an annual inspection in your PM system will ensure you are meeting compliance and that the work and results are documented.

The second type of PM is asset specific. Examples are boiler, vehicle and roof PMs. Each of these items should be entered in your CMMS as an asset and you will need to schedule your PMs for each frequency. These PMs keep your valuable building and mechanical assets in good condition. It has been proven over and over again that a good PM system can save 30% of your annual budget in saved materials and manpower. What is not so obvious is the improved moral that comes along with a day well planned instead of a day spent reacting to emergencies.

Managing the Migration – Collecting Assets

2011-02-02T08:17:00.001-05:00

So now you have your work orders in place and everyone is comfortable with the new system. The next step will most likely be to enter your assets into the system so you can start a comprehensive preventive maintenance (PM) system. There are several ways to get the data collected. You may need to employ several of these methods depending on your situation. For our purposes we will be collecting mechanical assets and the discussion will be methods for gathering this data.

It is important to develop a numbering standard for your asset numbers. I typically suggest using a 3 digit building code followed by a 3 digit asset type code followed by an asset number code. For example the first Air Handling Unit collected at George Washington Building may have the code GWB-AHU-001. This code not only means something to a barcode scanner and software program but also has meaning to the tradesmen about to work on this equipment.

The first thing you should look for is asset data already available in an electronic format. Newer buildings may have a list of mechanical assets that were submitted by the architect or HVAC contractor. This list may be included in your CAD drawings. Other buildings may have a building control system with each major piece of equipment identified. See if that data can be exported. If you do not have the data electronically then you must choose a method of data collection. If time is short and money is not, you may want to contract someone to collect your asset data. The contractor will most likely use an electronic collection method to ensure accuracy and to easily import the data into your system. If money is short and manpower is not then you will need to send your tradesmen out to collect the data. Purchase or lease a data collection package or collect using a pencil and paper. If man power and money are short, make sure your tradesmen collect asset data as they work on the assets. It may take a long time but eventually you'll have all your data.

It really doesn't matter what method(s) you choose as long as you start collecting your data. Your team needs to understand that this is not a task that might be done but a task that will be done and collecting and maintaining this data is now part of their daily routine and must be completed.

Managing the Migration – Work Order Processes

2011-01-24T16:22:00.001-05:00

Implementing a Computerized Maintenance Management System (CMMS) can be an overwhelming task. I will be discussing this implementation in my upcoming blogs.

The first step is to settle on a process for managing work orders. When consulting new clients, I like to start by looking at their existing process. It doesn't matter if it's electronic or paper, there are reasons for the process. Here are my top 10 questions to ask…

Who submits the work orders?
Who approves the work orders before they are viewed by maintenance?
Who, within maintenance, approves the work orders?
Who assigns the work orders?
Who prints the works?
How are the work orders distributed?
What data is collected by the tradesmen?
How are the work orders returned by tradesmen?
How are the returned work orders reviewed?
Who enters/files the tradesmen completed work order data?

Once these steps are established, you will need to review each step. Ask yourself "why do we do this?" If the answer is "because we've always done it that way" then seriously consider what, if any, value is there in that step. If there is no value, alter or eliminate the step.

Once you've reviewed and narrowed down the steps, you will need to consider how to transition from you current process. For example, currently the administrator of the building submits a paper work order via courier mail. We are replacing that step with an internet work order request form with the same data.

You simply need to replace each step of the old system with each step of the new system and account for the changes you determined necessary earlier in this process.

There is a reason why you have your current processes in place. It is probably a good, tried and true process. Use what you have to build your new process then simply migrate the new technology into the existing process.

Don’t delete that record!

2011-01-04T09:00:00.001-05:00

As I look through records in databases, usually TeamWORKS CMMS database, I can't help but notice missing records. When cycling through work orders or other data missing data jumps out at you. For example: while "thumbing" through a set of work orders I see work order number 2133, 2134, 2135, 2137. Hey, where's number 2136? It was deleted. The problem with deleting the record is that I don't know what happened to it. Perhaps it was a bogus request. You've seen them before. Something like "please lower the window six inches so the sun won't get in my eyes on spring mornings". Yeah, it's a crazy request and won't get approved but if I delete it I have no record of the request and more importantly I have a hole in my numbers that will never again be filled.

Here's the problem with deleting. Let's say we are audited as part of an inspection or law suit. The inspector is looking at work orders for Indoor Air Quality. The work order following the PM to complete the inspection has been deleted. We suspect that this work order was the request to "lower the window six inches" but the inspector assumes it is a follow up to the Air Quality test that we want to hide. Perhaps this assumption fits the inspector's needs in an attempt to incriminate you.

Bottom line, you don't know how the data may be used in the future. The data is certainly used for accountability on many levels. If the data is incomplete then the accuracy can be questioned and accountability is no longer an option.

So void, reject, or make notes as to why the data is invalid or does not belong but don't delete it.

Relationships are complicated. This includes data!

2010-12-29T10:47:00.001-05:00

Let's start with the basics. In a relational database, data is spanned across several tables. A table is setup with rows and columns very similar to a standard spreadsheet. When handling data, developers have to account for the time to access the data as well as ensure the data is available to multiple programs and multiple forms within those programs. Too much data in a single table can slow down queries and reports. This is where the relationship comes in. Portions of each table, relate to each other, allowing an application to pull data from multiple tables.

For example: TeamWORKS' Locations are an essential part of Work Orders, Assets, PMs, Utilities, Event Scheduling and almost every other module of the suite of applications. Everything has to belong to something. That's what makes it a "relational" database. TeamWORKS has chosen the Locations to be the common factor and the Locations table is the foundation for our relational database. It is easier to create a relationship between the Locations table and other tables than to build the locations over and over again in each table. This allows for certain data to be called upon and reused with relative ease.

As with all relationships, database relationships can get complicated and require some basic rules to stay functioning and healthy. In the database management world we deal with terms like "one to many", "one to one" and "many to one". This refers to a single piece of data relating to another or multiple pieces of data and vice versa. Back to our Locations example: a location is present in every Work Order, Asset, PM, Utility bill and Event. If someone were to delete or change the location incorrectly the records referring to that location would lose their relationship to the database and would become orphaned records. This leads to inaccurate reporting and can create errors in the applications accessing the data.

TeamWORKS strives to improve on ways to prevent these circumstances from happening but must balance that against speed to ensure slow performance does not prevent the users from doing their work. We have to find that happy medium.

The key to a good relationship is communication. So if you have a question and are not sure if changing or deleting certain data may cause a problem it is better if you give us a call to make sure its ok.

Just get started!

2010-12-07T16:14:00.001-05:00

TeamWORKS hosted training in Lexington, KY last week. The training went very well but there were implementation questions that were difficult to answer. How do you accomplish data collection/data entry for a system to be put in place? Let's use Preventive Maintenance (PM) as an example and create a scenario.

The benefits are obvious. If you go from no PM system to a complete PM system, you will enjoy an average savings of 30% in both material and labor costs as well as a significant savings in utility costs. These are facts that have been established over years of studies done by industry experts as well as government entities such as the Department of Energy. So why would anyone choose not to implement a PM system? Here's the issue that keeps so many of our clients from moving forward. Startup costs! These costs include labor and/or monitory costs. Before you start with a PM system you will need to take the time to plan it, collect asset data, enter all this information into your software package and finally enter the actual schedules. Once you have done all this you have 3 to 5 years of PM work added to your normal work load. Equipment is still failing at the normal rate until the PM system has time to help extend equipment life and limit breakdowns. This means you have to accomplish your, already overwhelming, work load as well as the added PM work. Let's recap.

The benefits of a PM system are obvious. The manpower and/or money to get it going is significant.

Where do you start? Unfortunately there is no single answer. The answers differ depending on your unique situation. Perhaps you need to sell the benefits to upper management. They can provide the short term funding to make long term savings. Perhaps you need a plan to collect and enter data a little at a time. Collect asset data as you work on the equipment and set up the PM as you enter the data into the system. Perhaps you can include the setup of a PM system in the budget of new construction and include enough to have a contractor collect the data and enter the PM info for you. The fact is you will have to create a plan based on your specific situation. I would be happy to help you plan the best course of attack. Just give me a call or drop me an email.

These issues are the same for many implementations. Warehouse Inventory, Assets, PM or Utility tracking. You must find the appropriate path to get your implementation complete. Most importantly just get started!

What if…

2010-10-29T10:40:00.001-04:00

We all know that emergencies will happen. It's not a matter of if but when. A sewer line backs up, a suspicious powder shows up in the mail room, a natural gas leak is detected or an individual vital to the organization is no longer available. These are some very real scenarios that have a serious impact on your daily routines. In order to minimize the impact and properly respond to these situations, you must have a plan in place.

Ready.gov suggests a Continuity of Operations Planning or COOP. A COOP is a document that sets guidelines to ensure you can function, both internally and externally, and so determines staff, materials, procedures and equipment that are absolutely necessary to keep you operating.

To create a COOP you must…

Create a business flowchart to help with the rest of the COOP process.
Identify critical operations.
Be sure you can meet business requirements (e.g. payroll, critical decision making, etc.)
Establish a succession of management. Be sure this list includes multiple locations in case of an area specific disaster.

These are some of the many suggestions offered at the Ready.gov website. I would strongly suggest you review this resource to ensure you are prepared.

TeamWORKS offers software and services to help prepare for such events. FacilitiesMap is a software and service that puts your CAD drawings on the web and links to various databases to ensure everyone can get to the data they need to make critical decisions.

We are all too familiar with stories of lockdowns and breakdowns as a result of the acts of individuals or nature. We all know that this will at some point happen within our own organization. Be prepared!

Thanks,
Craig

Back to Basics

2010-10-28T09:04:00.001-04:00

Sometimes we need a reminder of what we are supposed to be doing. What is the big picture? With that in mind I decided to write about the very basic functions of Facilities Management.

There are four areas of responsibility.

Building maintenance. Maintain HVAC, plumbing, electrical, structural and life safety components.
Custodial maintenance. Keep all spaces clean and sanitary.
Grounds maintenance. Keep the exterior spaces clean, safe and visually appealing.
Business management. Maintain inventory, track assets and provide the staff to accomplish all aspects of facilities management.

I know this seems too obvious to anyone interested in reading this blog, however, I feel it is important to keep focus on the big picture. Each day you spend your time focusing on specific work orders, a construction project or the incredible shrinking budget. It's easy to lose focus on what these tasks are supposed to accomplishing at the end of each year.

A good year is twelve good months. A good month is four good weeks. A good week is seven good days. Use these simple facts to prioritize your tasks based on the big picture. Some tasks are important, some are urgent but some really don't matter in the big picture. Make sure you keep focus on what needs to be done to meet your four basic functions.

Make today a good day!

Craig

Dear John,

2010-10-20T16:34:00.001-04:00

It's not you, it's me.

OK, maybe breaking up with your Computerized Maintenance Management System (CMMS) doesn't start out like this but it is still a tough time for all involved. We, at TeamWORKS, have supplanted a few systems over the years and many times the issues are software related, however, just as often the issues lie elsewhere. Policies and procedures may contradict the functions of the software or management issues may impede the use of the software. In the cases where management disagreements or age old policies are the cause of the problem, these are the issues that can be the most difficult to overcome and no software in the world can resolve it. The fix lies in a unified effort by management to identify and resolve the problem and then ensure all levels of the organization agree with the resolution. Management has the ultimate responsibility of enforcing the new policies to ensure success. In the case of "we've always done it that way", new policies must be sustained for the changes to be effective and permanent.

So in order to get along with your CMMS and ensure a long happy relationship you need to do the following…

Identify the issues
Find the best solutions
Enforce these solutions at all levels
Remember that change management is a marathon, not a sprint
Never go to bed angry!

Follow these steps and you'll find your "happily ever after".

Good luck,
Craig

Planning

2010-10-18T16:56:00.001-04:00

So, how much money are you going to budget next year to replace your major mechanical assets? How about your roofs? Do you know how many will reach the end of their life expectancy or warranty? How about the next five years? The usual solution to this dilemma is to try and piece together information from the tradesmen or vendors. Another solution is an insanely expensive and complex capital planning system. Perhaps you already have the tools to gather this information and you don't know it.

Most of you reading this blog have a Computerized Maintenance Management System (CMMS).

Most CMMS have the ability to track your mechanical and building assets. I'm certain that most of them have the ability to capture the purchase price, date placed in service and the life expectancy. TeamWORKS holds all that data and also generates reports that list assets to be replaced over a given amount of time. Hey! That sounds a lot like a simple yet effective Capital Plan to me and it already exists in our software. We've integrated with some of the most sophisticated (code word for expensive) capital planning software in the country and during the integration we became very familiar with the software. That "sophisticated" software was so over complicated that it required a minimum of one full time employee to keep the data going. In contrast, you can use your CMMS and the data is kept up to date via your daily processes. The client we did integration for is now doing just that.

Simple yet effective!

Craig

ERP?

2010-10-13T13:21:00.001-04:00

Wikipedia defines ERP as…

Enterprise Resource Planning (ERP) is an integrated computer-based system used to manage internal and external resources, including tangible assets, financial resources, materials, and human resources.

Webopedia defines ERP as…

Short for enterprise resource planning, a business management system that integrates all facets of the business, including planning, manufacturing, sales, and marketing.

Do you notice anything missing from these definitions? Neither definition includes maintenance, facilities and operations. There are plenty of ERP systems to choose from. Some started as accounting systems and added asset management, HR and eventually a work management component. They all share information and manage different aspect of the organization. So what's not to love?

There are two major issues with ERP. The first issue is cost. ERP may be an acronym for Exceptionally Ridiculously Priced. These systems are very expensive to purchase and come with a huge implementation fee and learning curve. Most are very complex and difficult to use.

The second issue is function. Some may have great accounting functions but are very weak in other areas. Others may function great for HR but lack functionality elsewhere. In short, you can't be all things to all people. No matter how it is sold, someone is going to sacrifice functionality and ease of use when the system is in place.

Here's the alternative. System Integration. TeamWORKS has integrated our CMMS with many accounting systems, HR systems and even BAS. This allows the HR and accounting staff to choose software with the functionality they need as well as providing maintenance and operations with the functionality they need. In the end, all departments receive the functionality they need and management gets the integration and reports they want.

Thanks,
Craig

Inspections

2010-10-11T08:38:00.001-04:00

Preventive Maintenance (PM) systems are not only for maintaining equipment but can also be utilized to perform scheduled inspections by using the scheduling feature.

Indoor air quality (IAQ) is so important in today's facilities. Building owners can be held liable if occupants develop respiratory disease, heart disease or cancer as a result of poor air quality. IAQ inspections not only test the air quality to ensure it is within standards but it can also document due diligence in the event a lawsuit is filed against your organization relating to air quality. The same benefits are true of other inspections as well. Playground inspections ensure depth of mulch, repair of dangerous or damaged equipment and the general safety of the playground. Fire Safety inspections ensure fire extinguishers and exit signs are in proper working order, all evacuation maps are up to standard, and sprinkler and alarm systems are functioning properly.

There are many inspections you may want to consider when populating your PM systems. Any routine inspections that need documentation are candidates for entry into the system. By entering the inspections as PMs the CMMS will maintain accurate records of your inspections and the results.

Feel free to contact me at TeamWORKS with any questions you may have.

Craig

Systems gone WILD!

2010-10-08T15:57:00.001-04:00

According to the U.S. Department of Energy, there are four main reasons for the failure of a Computerized Maintenance Management System (CMMS). http://www1.eere.energy.gov/femp/program/om_cmms.html

The first is in the selection of a vendor. Many times a vendor will have their slick sales team make promises and sell a product that they simply cannot deliver or they will deliver a solution for today with very little thought of what the customer may need in the future. Cost should be a considered now and for any future expansion of capabilities and features. Ask yourself, will the system integrate with other systems? Also, can it expand to meet growing needs?

Second is inadequate training. Cost is always a factor and on-site training can be expensive. In some of our sales the training can be half the total cost. TeamWORKS and most other vendors offer remote training via webinars or other distance training methods, but training at your location is always the best option. Having done hundreds of trainings, both on-site and remote, I can tell you that the trainer and the trainee get much more from an on-site training. The trainer gets the opportunity to actually see the environment, work with the staff and interact with management. All of these factors are important to the implementation of any good CMMS system.

The third and fourth major issues are lack of commitment at implementation and lack of commitment during use and integration. This goes back to the first and second point of being sure you're committed to getting the right solution with the right company. You will also need to get the training and services to properly implement the solution. Most importantly, the system needs to be accepted through all levels and completely adopted by all users. Change is not easy for some folks and you may have to deal with some fighting and flailing for a few weeks. Stick to your guns and everyone will be better for it. Finally ensure you identify a "champion" to lead the charge and build a relationship with the CMMS vendor.

To Recap

Choose your system wisely. Think of what you need now and where you plan to go.
Train thoroughly and commit the resources (manpower and finances) needed implement completely.
Immerse your group in the system. If you took point 1 to heart, all of your processes should fit into your newly implemented system and you must ensure all employees are using the system and the processes around it.
Keep the system at the heart of your process. As you use your CMMS system it will pay you back with manpower and money. Use these new resources to invest in new components and training to grow the use of your system (e.g. PM, inventory, assets, etc.)

Keep growing,

Craig

System Integration

2010-10-07T13:26:00.003-04:00

I had a conversation recently with a school district in Texas about facility usage. It seems that they are struggling to keep up with all the BAS schedule over-rides they need to make in order to provide lights and HVAC for their after-hours events. I shared a secret that many BAS System Integrators don’t want you to know.

“Psst! It’s a database.”

This lead to a discussion about integrating their TeamWORKS CMMS into their BAS system. Just like integrating with HR, accounting, time clock or most other software, integrating BAS usually happens at the database level. Depending on the system, there are some complexities and hoops to jump through, but it’s very doable. With the time saved by making schedule over-rides and the customer satisfaction you get from your facilities users, the return on your investment is usually fast and substantial.

There are other points of integration as well. You may decide to retrieve run time and other data from mechanical equipment to put a predictive maintenance program in place. Studies have shown that predictive maintenance can save an additional 12% of operating costs above savings found in a traditional preventive maintenance program.

You can also create work orders for equipment when an alarm point is set off. Just imagine arriving to work and finding an approved work order to check a split unit due to the water bug alarming or to change filters as the result of a differential pressure sensor that alerted you that the filter is getting dirty. This is pretty cool stuff that saves you manpower, saves you money and makes you a hero to your customers!

Remember, at the end of the day, they’re all just databases.

Craig

Web vs. Desktop vs. Virtual. Yeah, I said "Virtual".

2010-10-06T11:05:00.000-04:00

Web apps are all the rage. It seems that users are willing to exchange functionality for convenience. Don't get me wrong, I see the benefits of web apps. One central server to maintain, they can be hosted or on-premises, users can access the applications from almost any computer. So why do so many choose a classic desktop application? Speed and functionality. TeamWORKS web apps pull back data faster than any web app I know. In spite of that, the classic app is still faster. Not only in the exchange of data but also when changing pages or moving between modules. There is simply no way to replicate the speed and ease of use found in a desktop app... Or is there?

There is a little known solution out there known as Virtual or Remote Apps.

TeamWORKS has been delivering our Virtual Apps for over two years. When we started we asked for help from Microsoft^®. When they saw what we were doing the response was "Wow! Nobody else is even close to this".

So why virtual?

Virtual Remote Apps offers the benefits of web applications (e.g. central server, accessibility, no install) along with the benefits of classic apps (e.g. speed, ease of use, familiar functions). So what's the catch? Money and experience. Two years after we started hosting remote apps I’m not aware of another single company offering the technology at the level we are. Imagine you are running a sophisticated desktop application that exchanges data with a database server. Every time there is a software upgrade or a new computer you have to call IT to install the app and set it up. Now imagine this.

You get a shiny new computer.

You need that same sophisticated app.

Visit your intranet site, select to download the shortcut and a few clicks later BAM! A desktop shortcut to your remote app. It’s the same classic app you've always used without the hassle.

Welcome to Virtual Remote Applications!

Craig

Asset Data Collection

2010-10-05T08:13:00.000-04:00

One of the big issues that our customers face is asset data collection. How does an already overworked staff take the time to collect asset data? We all know that a good PM program saves time and money and a good PM program starts with a good assets database. With that in mind, the question becomes how does an already overworked staff not take the time to collect data? There are several methods to collect your asset data. The most common way to collect data is to send a small army out to systematically collect data from each location using pen and paper. The data is then entered into the database. The biggest issue with this method is the immense amount of time as well as accuracy. Errors will be made during the collection process as well as during the data entry process. The benefit is that there are no additional costs.
The second most common method is to contract the data to be collected. The contractor will probably use some technology to speed the process along and to increase accuracy. The benefit is the savings in manpower. The obvious issue is the cost.

I would like to offer the following options as some good alternatives.

Use a work order form with space available for data collection. Require the tradesmen to put minimal information down for any work order related to an asset. From this point forward collect any and all data for new assets as they are purchased and placed in service. This includes getting asset information from your contractors for any new work.
Another alternative is to purchase a data collection package. Customers using TeamWORKS Mobile Assets have reported great success in collection asset information using this method. This process is not as time consuming as the pen and paper method and increases accuracy.

Feel free to contact me at TeamWORKS with a questions you may have or to share your success stories. I encourage any feedback. Remember to share questions and comments on our forum at forum.goTeamWORKS.com.
Happy Collecting,
Craig

First post

2010-10-04T13:26:00.000-04:00

TeamWORKS has it's first official BLOG. I will create new posts regularly. In this blog I will discuss TeamWORKS thoughts and happenings.
Thanks,
Craig