Utility AP - Best Practice, out of the box with Maximo Asset Management

Best Practice – Out of the BoxGlenn ClarkEAM Service Delivery Manager, Certus Solutions

Make change work for youIBM Insight Forum 09®

Best Practice Out of the Box2

Best Practice – Out of the Box

Extracting real business b fit i b t tibenefits using best practice methodologies embedded inmethodologies embedded in innovative solutions like IBM Maximo


Technology seen as an enabler4

Technology seen as an enablerThe 2008 IBM Global CEO Study revealed the top 3 external businessThe 2008 IBM Global CEO Study revealed the top 3 external business drivers


Business expectations5

Business expectations

Optimal outcome from investment in new systems“Bang for bucks” a g o buc s

Realising additional business benefitsImproved ProductivityCost savingsBetter performance from asset and human resourcesBetter performance from asset and human resourcesReducing operational down-times

Expectation is increasingly that enablers are available out-of-the-box


Business Unit Designation or other information

Optimising Systems Investment6

Optimising Systems Investment

Delivering additional business benefits from replacements and upgrades

cf. Replacement/Like for LikeIdentifying the benefits

ProcessesEfficiencyIntegrity

InformationAvailabilityCurrency y



The successful IT Project7

The successful IT Project

Historically…on time, and on budgeto e, a d o budge

Holistically…..delivers additional business benefits, that are:delivers additional business benefits, that are:

foreseeablemeasurablemeasurableachievableAchieved !!!Achieved !!!


Business Unit Designation or other information 8

Measureable Business BenefitsQuantitative Benefits

Measureable Business BenefitsQualitative BenefitsQuantitative Benefits

•Labour Utilisation up by 10-20%•Asset utilisation up by 3-5%•Increased planned maintenance by 50-80%

Qualitative Benefits:•Improved warehouse productivity•Support for Sarbanes-Oxley compliance•Improved regulatory/safety compliancey

•New Equipment purchases down by 3-5%•Lost warranty recoveries up by 10-50%•On-hand inventory needs down by 20-30%•Inventory carrying costs down by 5 - 20%

•More accurate data for improved decision making and process definition•Improved work planning/coordination•Sales growth through improved service

•Material costs reduced by 5-10%•Purchasing Labour reduced by 10-50%

• Repository for skills and experience (corporate memory)



Evolution of Asset Management9

Evolution of Asset ManagementTraditionally maintenance of equipmentTraditionally, maintenance of equipment

Reactive Preventative Corrective ……

Extention into operations management

Trend is move towards service managementTrend is move towards service managementMaintenance now seen as a service

internally/externallyinternally/externallyServices the organisation procures (eg outsourcing)Services the organisation deliversServices the organisation delivers



Evolution of Asset Management10

Evolution of Asset ManagementIt’s no longer just about the assetIt s no longer just about the asset …

It’s also about its history and future condition

… it’s about what the asset does …

..and what it costs both now and into the future

… and it’s increasingly about the service delivered to the customerservice delivered to the customer

… and the safety of the delivery workforce, compliance with industry regulation and customer service level needs


customer service level needs.


Innovations in Asset Mgt Systems12

Innovations in Asset Mgt SystemsSelect innovative systems from solution vendors andSelect innovative systems from solution vendors and business partners who have invested time and capital in catering for the demands of your marketplace



Accessibility of Best Practice13

Accessibility of Best Practice

Required system attributes: Highly configurable processesg y co gu ab e p ocessesMinimal development & customisationUpgradeabilityg yProcess automationFlexible presentation techniquesInformation in contextRole-based presentation



Some examples of Best Practice14

Some examples of Best Practice

Role-Based User-InterfacesProcess AutomationOutsourced Resource ManagementProcurement to Payment (P2P)L b R M tLabour Resource ManagementRealtime KPI’s Condition-Based MaintenanceCondition Based MaintenanceFailure ReportingMandated Safety PlansMobility SolutionsLinear Assets



Some examples of Best Practice15

Some examples of Best Practice

Role-Based User-InterfacesProcess AutomationOutsourced Resource ManagementProcurement to Payment (P2P)L b R M tLabour Resource ManagementRealtime KPI’s Condition-Based MaintenanceCondition Based MaintenanceFailure ReportingMandated Safety PlansMobility SolutionsLinear Assets



Role Based Interface17

Role-Based Interface

What do I need to know ?What do I need to do right now ?What do I need to do right now ?

Show me my assigned tasks, make it easy for meHow am I going?How am I going?

KPI’s, results against plans, targetsPoint out the important stuffp

Highlight significant data (wood for trees)

Manage Multiple or Deputised Roles


Business Unit Designation or other information 18Role Based UI : Maintenance Supervisor


Business Unit Designation or other information 19Role Based UI : Purchasing Officer



Process Automation23

Process Automation

Major Benefits :Efficiencyc e cyConsistencyCompliance

WorkflowProcesses mapped in the systemEmbedded business rules

Escalations Self-generating system events



Workflow24

Workflow



Workflow User Inbox Assignment25

Workflow – User Inbox Assignment



Workflow Completing Assignment26

Workflow – Completing Assignment



KPIs: Results real time in your face33

KPIs: Results, real-time, in-your-face

KPI : Key Performance IndicatorsQuantifiable measures of activity & outcomes Qua ab e easu es o ac y & ou co esGraphical presentation is optimalMust be relevant to role & responsibilitiesMust be able to respond and influence outcomesPersonal and/or collaborative…



KPIs Dynamic and Meaningful34

KPIs – Dynamic and Meaningful



Condition Based Maintenance41

Condition-Based Maintenance



Safety Management46

Safety Management

HazardsBy Location or Assety oca o o sseBy Activity

PrecautionsRelative to each HazardSafety Equipment

Skills & QualificationsSafety Plans



Mandated Safety Plans47

Mandated Safety Plans

Safety PlansHazards & Precautionsa a ds & ecau o sLock-out, & Tag-out Safety Equipmenty

Associated with Job PlansPrinted with Work-Pack



Mandated Safety Plans48

Mandated Safety Plans



Linear Asset Management49

Linear Asset Management

Any asset with “length” that : Has multiple characteristics that change over its lengthas u p e c a ac e s cs a c a ge o e s e gHas discrete attributes/data at specific points/segmentsHas activity undertaken at specific points/segmentsy gIntersects with other assets at specific points

Roads Runways ConveyorsRailwaysPower Lines

TracksRivers

Navigation ChannelsFencelines

Pipe Lines Coastline Towers



Linear Asset Models50

Linear Asset Models

Virtually segmentation of an asset - recognising specific attributes that comprise it’s length and work performed along it

Asphalt Chip SealSurface

SH25 0 05 10 15 20 25 30 35

50 100

Bridges

Speed Limit 80

Lanes 4 2

Intersections7 Trim Vegetation 27

18 Inspect Crash Barriers 37

WO 128

WO 129


52

Th kThank you

Questions?Questions?

IBM Insight Forum 09®

Make change work for you

Date post:	01-Nov-2014
Category:	Technology
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