Asset Based Management Systems What to ask, what to expect, what to measure
This presentation will share the lessons learned from 5 years of direct experience sourcing, configuring, implementing and
leveraging an online asset based management system. We will walk through each phase of a project and provide useful watch
outs and considerations
“We can’t manage what we can’t measure” - Executive Teams everywhere
• Operations • Internal Technician
• Vendors • Accounting
• Risk • Fixed Assets
• Tax • Facilities
• Finance • IT
• Capital Control • Purchasing
• Crop. Project teams • Construction
• Accountability • Preventative Maintenance program
• Performance management • Budget to actual/forecast tracking
• Cost control/savings • Contract management
• Standardization of processes • Warranty utilization
• Issue escalation • Service validation
• Root Cause identification • Trend analysis
• Life Cycle cost of assets • Paperless process
• Automate dispatching • Tracking of projects
• Outsourcing • Parts management
• Mobile users • Call Center
• Business Case
– Start with objectives
– Talk to peers in industry
• Project Governance
– Executive sponsorship and oversight
– Who owns project
– Who makes final decision and how
• Project Management
– Use appropriate tools and disciplines that match your organizations size, structure and resources
• Resource identification
– Identify resources for development, implementation and system maintenance
– Cross functional team – Operations, Accounting, Training, IT, Facilities, Tax, Internal Audit, Finance, Purchasing, etc.
Four areas of process improvement
opportunities with these types of solutions
• Work order/Invoice management • Vendor management
• Internal Technician management
• Asset management
Document current work flow processes
• Very important as this will define the detailed requirements for many policies and procedures
• Engage the persons that actually do the work (the devil is in the details)
• Identify a point person for each process (part of project team)
• Identify gaps and inconsistences across different markets – will need to be addressed as part of the change management process
• Be open to changes that will facilitate the technology choices available
• Vendor Standard Operating Procedures
– What are your vendor SOPs today and why?
– What is missing?
– IVR – check in and out of work order (how does system track)
– Sign-off of work order by manager on duty
– Not To Exceed (NTE) process
– Quotes
– Disputed invoices
– Document requirements for vendors and communication plan
– Compliance with processes – what is your position on this and who and how will this be enforced?
• Vendor Support
– Who trains vendors and how?
– Where can they go for help?
– What are the benefits for the vendors?
• Vendor reporting
– Score card
– Invoice review (is this provided)
• Vendor onboarding process
– Cost
– Setup
• In system
• In your accounts payable
– Contracts
– Insurance
– W9
• Performance management
– Score card
– GPS tracking
– Dispatching
– Time card
– On-call/vacation routing
• Parts
– Inventory management
– Replenishment process
– Search other technicians inventories
• Mobile Application
– Create work orders
– Reassign work orders
– Custom fields
– Real time tracking
– Work order history
– Fix incorrect asset
– Filter work orders by location
– Alerts
– Work offline
• Asset identification during work order creation
– Equipment tagging
– Graphic identification in Customer Portal
– Hierarchy of assets in Customer Portal (terminology)
– Process to identify and correct asset selected
• Asset attributes
– Model - Install Date
– Serial - Condition
– Manufacture - Warranty
– Refrigerant
• Different types of assets
– Key Operating Equipment (KOE)
– Non-KOE
• Maintenance of the assets in the system
– When a new asset is installed (like for like replacement)
– New Store Opening
– National roll out of a new asset
– Tracking of life cycle cost
– Warranty setup, flagging and reporting
– Root cause analysis
• Accounts Payable
– Vendor invoices
– Vendor Payment
• General Ledger
– Technician invoices
• Store debit
• Technician Credit
– Accruals
• Internal
• External
• Tax
• Risk (insurance claims)
• Fixed Asset (capital)
• Payroll
• Users (hierarchy)
• Locations (hierarchy)
• Internal Audit
– Reporting requirements (SOX)
– Is there SAS 70 requirement • Historical Data
– What do we have?
– How will this add value in new system?
– Effort to import
– Any constraints to objectives by adding historical data?
• Call Center
– Augment technology
– Vendor compliance of system use
– Escalations – 24/7 monitoring • Customer Portal
– Accountability
– Lower cost
– Self help
– Approval of invoices
– Customer Feedback
• System compliance
– How is it tracked
– What tools are available to enforce
• System maintenance
– Sites
– Users
– Assets
– Providers
– Integration
• Reporting
– What fields are available for reporting
– How are reports created
– Can they be auto run and distributed and how does this work
• Analysis
– Does solution provider do analysis and how
• Prepare a thorough RFI
– Based on objectives and known requirements
– Are you doing it today with a client in a production environment?
– Can I contact them?
• Summary of vendor responses with rating for each
– Completeness of information
– Reference interviews
– Penetration into your specific segment of restaurant industry
– Penetration into of your specific facilities model
• From RFI choose top 3 or 4 vendors to demo their systems
– Allow plenty of time for demos
– Create script using current work flows (be open to changes that accomplish objective)
– Create score card for cross functional project team to use to capture notes and rate each vendor in a consistent way on each aspect of work flows
– Summary of all score cards complied to discuss with project team
• Understand how changes made to system and by whom
– User interface
– Work Flows
– Approval limits
– Users and locations
– Custom Fields
– Track special projects
• Change Management - do not under estimate the need for continuous education
• What’s in it for me - the more compelling reasons for the operators to want to use the system the better
• On-going Training - build system training into standard manager training process
• Policies and Procedures - document and communicate policy and procedural changes as you go
• User Guides - have a place that all users can access and keep them cuurent
“Information is not knowledge” - Albert Einstein
Focus on SMART metrics
• Simple – to understand, collect, manage
• Meaningful – worth the effort (ROI)
• Accurate – exceptions less than 10%
• Real – reflection of desired behaviors
• Timely – enough to impact behaviors
• Operations
– Invoice approval
– Proper prioritization
– Dispatching
– Duplicate work orders
– Deferred maintenance
– Self help resolution
• Vendors
– Customer satisfaction
– On time response
– On time completion
– IVR compliance
– On time invoicing
– Average invoice
– Contract compliance
– Repeat calls (first time repairs)
– Warranty compliance
• Technicians
– Customer satisfaction
– On time response
– On time completion
– Time card hours to hours billed
– Stores per week
– Average invoice
– Repeat calls (first time repairs)
– PMs completed
• Assets – root cause analysis
– Manufacturing issue
– Equipment design/selection
– Operations training
– Technician Training
• Preventative maintenance ROI
– PM completion versus created
– PM to demand ratio
– PM average cost to demand average cost