Over the past couple of weeks I have been working on an article and case study focusing on Asset Condition Assessment for the utility and infrastructure industries.
ACA programs are part of the renewals planning for these industries, and therefore part of the Capital maintenance forecasts they develop.
When done well these programs can inform renewals spending with confidence for up to 5 years, when done poorly the organisation often finds itself at the mercy of current events with no confident view of replacements and refurbishments.
In work from 2005 to today it is my opinion that the majority of programs of this nature are misdirected, and often spend large sums of money on information that is misleading or totally useless.
Showing posts with label Utilities. Show all posts
Showing posts with label Utilities. Show all posts
Sunday, 14 July 2013
Tuesday, 4 January 2011
The number one reason for failures of RCM programs...
Is undoubtedly due to un-mentored facilitators.
Facilitators who, due either to commercial or time concerns, or merely a lack of knowledge, are unleashed with a potentially fatal weapon. And when they inevitably run into problems there is nobody there to assist them through it.
In the worst of cases there is a level of arrogance that prevents people from being mentored correctly. This is tragic for the recently trained facilitators, and for the company who has invested in them.
I have personally seen this time and time again. They are responsible for most brands of streamlined RCM as well as a range of other common mistakes.
However, my most vivid memories of un-mentored facilitators performing analyses comes from my own personal experience when I was first trained.
Facilitators who, due either to commercial or time concerns, or merely a lack of knowledge, are unleashed with a potentially fatal weapon. And when they inevitably run into problems there is nobody there to assist them through it.
In the worst of cases there is a level of arrogance that prevents people from being mentored correctly. This is tragic for the recently trained facilitators, and for the company who has invested in them.
I have personally seen this time and time again. They are responsible for most brands of streamlined RCM as well as a range of other common mistakes.
However, my most vivid memories of un-mentored facilitators performing analyses comes from my own personal experience when I was first trained.
Friday, 3 December 2010
The secret weapon for advancing your maintenance career
Like most of us I am a gadget nutcase. I really started to depend on my iPod when I was frequently standing in immigration lines, and now it and my iPhone go everywhere with me. I have even looked into building my own maintenance and reliability gadgets on the iOS platform.
Monday, 29 November 2010
The ERP Game (Or, how corporations spend recklessly on IT)
The ERP game has grown in popularity since the end of the 1980’s. Today a growing number of teams all over the world play the game.
Despite the surge in popularity, there is no record of the rules of the game. Therefore, for the first time, here is a guide to the unwritten rules of The ERP Game.
Despite the surge in popularity, there is no record of the rules of the game. Therefore, for the first time, here is a guide to the unwritten rules of The ERP Game.
Sunday, 7 November 2010
Yet another victim of ERP
In today's markets companies need to act swiftly and decisively. If they don't their competitors will and they will be left at the starting line.
With that in mind I read with some interest this recent article over an ongoing failure of an SAP implementation, and it's contribution to the poor financial results of a lumber company.
ERP, a left over from the 1980's, has definitely run its course and the world is still waiting for a capable successor to emerge out of the technological advances of the past decade. Unfortunately the gravy train is huge. Analysts, clients, people wanting to buy their way into the skills market via implementation, and companies trying to do what their peers do.
An appalling way to manage the funds their shareholders have placed in their care.
When you think about it hard enough it is hard to understand why ERP is still such a large market space.
You would have to have rocks in your head.
With that in mind I read with some interest this recent article over an ongoing failure of an SAP implementation, and it's contribution to the poor financial results of a lumber company.
ERP, a left over from the 1980's, has definitely run its course and the world is still waiting for a capable successor to emerge out of the technological advances of the past decade. Unfortunately the gravy train is huge. Analysts, clients, people wanting to buy their way into the skills market via implementation, and companies trying to do what their peers do.
An appalling way to manage the funds their shareholders have placed in their care.
When you think about it hard enough it is hard to understand why ERP is still such a large market space.
- It takes 12 - 18 months to do.
- It costs an arm and a leg.
- It is never open. You are signing a deal to be on a continual drip from the vendor selling you the product.
- It requires substantial infrastructure
You would have to have rocks in your head.
Saturday, 12 June 2010
Some keys to implementing successful maintenance backlog management
Backlog management is an area that is often done more as a routine task than as a vibrant and strategic element of the maintenance effort.
When done correctly, successful backlog management systems will deliver almost immediate impacts in a range of areas, including:
When done correctly, backlog management includes the following elements:
When done correctly, successful backlog management systems will deliver almost immediate impacts in a range of areas, including:
- The ability to forecast maintenance spend over the short to medium term with high accuracy. Meaning real visibility of resource demands.
- The ability to produce accurate capacity schedules, driving inefficiency out of execution
- Reduction of garbage in the work order backlog
- Increased accuracy of historical work for bad actor and improvement analysis.
When done correctly, backlog management includes the following elements:
- An upfront prioritization system for emergent works.
- Work request / creation exception reporting.
- Focus on capture of work delay codes, enabling efficiency and time and motion optimization.
- Capacity scheduling system and process
- Suite of work forecasting reports. From resource levels through to weekly / daily inventory whereabouts updates.
The initial value we see in backlog management is the improvement in work processes and asset performance. The secondary, and arguably more important impact over the long term, is the improved maintenance history to take even further optimizing decisions on.
In fact, the amount of maintenance work order history that is not analyzed for anything beyond basic failure information is a wasted asset.
The power of work oder priorities in Mincom Ellipse
For those of you who are not familiar with the Mincom Ellipse product this post will not add too much value.
I am a particular fan of the Mincom Ellipse system and have seen it put to phenomenal use in large scale organizations globally. But you do have to get a bit smart with it.
There are lots of little legacy fields, functions and processes in there that have a huge optimizing impact but are rarely used, unknown or forgotten. Others lend themselves to a variety of processes, allowing several points of control to be established.
One of these little gems is the fact that there are two distinct priority fields on the work order. A users priority and a planners priority.
This is a fantastic filtering and backlog management tool. The user enters a priority when the work order is created. A priority preferably linked to some form of emergent work prioritization process.
Here we start to see part of the work order life cycle within the system. Passing from creation through to the planing stage where the Planner, complete with a broader picture, is able to assign her own priority. This then becomes the priority of the work.
It enables for audit-able decision trails through the planning, scheduling and final execution of the work, and provides an additional lever over backlog management.
With a rigid, process based and tested prioritization system in place, the ability to manage work can be seen via tools such as age versus priority reports, or late work order reports. When performing capacity scheduling it allows you to pick off the corrective work orders based on priority.
A very small piece of functionality with a very large potential impact. But it also goes to underline that Ellipse, or any system, will not change organisations by itself. It needs to be interlaced with robust offline decision making processes and activities.
I am a particular fan of the Mincom Ellipse system and have seen it put to phenomenal use in large scale organizations globally. But you do have to get a bit smart with it.
There are lots of little legacy fields, functions and processes in there that have a huge optimizing impact but are rarely used, unknown or forgotten. Others lend themselves to a variety of processes, allowing several points of control to be established.
One of these little gems is the fact that there are two distinct priority fields on the work order. A users priority and a planners priority.
This is a fantastic filtering and backlog management tool. The user enters a priority when the work order is created. A priority preferably linked to some form of emergent work prioritization process.
Here we start to see part of the work order life cycle within the system. Passing from creation through to the planing stage where the Planner, complete with a broader picture, is able to assign her own priority. This then becomes the priority of the work.
It enables for audit-able decision trails through the planning, scheduling and final execution of the work, and provides an additional lever over backlog management.
With a rigid, process based and tested prioritization system in place, the ability to manage work can be seen via tools such as age versus priority reports, or late work order reports. When performing capacity scheduling it allows you to pick off the corrective work orders based on priority.
A very small piece of functionality with a very large potential impact. But it also goes to underline that Ellipse, or any system, will not change organisations by itself. It needs to be interlaced with robust offline decision making processes and activities.
Sunday, 12 July 2009
Two Types of Reliability
It bears remembering that there are always type types of reliability that we talk about when we use that term.
The first (without getting into semantic posturing please...) is roughly defined as making sure assets do what users require of them. And that covers a range of areas from safety to the environment, and from operations to reputation and brand issues.
Most of us think we are at work trying to achieve that every day. But there is another kind of reliability. The type that Amazon customer service exemplifies.
Ever used that? Probably not, they are generally pretty darn good at getting the things you want onto your doorstep. I had to use them once when I was working in Saudi Arabia.
My books had gone missing and I had waited several months for them. So, even though it was so late, I filed a complaint with the online web form they have.
This really annoyed me because I hate web forms. Nothing ever happens. So I decided this was a lost cause.
Within two minutes I had an email in my inbox. Not a "We have received your comments" type email - but a real one from a real person asking me intelligent questions about the issue.
I shot back a response and within about another two or three minutes came the reply offering to replace everything I had lost at Amazon's cost, immediately. (There were a few more issues around address etcetera)
I was blown away. Within twenty minutes my issue had been totally resolved from the other side of the world and my books were, apparently, on their way. This same person checked in with me several times over the next week until my books truly were in my hands. (Not an easy thing to do in backwaters like Dubai)
That's reliability.
The first is a definition, and it has to do with organizing resources in the most efficient and effective way to deliver what people want. The second is a passion, springing from people who are determined to deliver what you don't expect.
I am building a consulting team that I hope will exemplify the second type of reliability. Amazon Reliability. The sort of specialists that can give you the answer even though you haven't quite worked out the question yet.
People who are determined to give you what you don't expect. The types of people that can be relied upon.
Which type of reliability department do you work for? Which one would you like to work for?
The first (without getting into semantic posturing please...) is roughly defined as making sure assets do what users require of them. And that covers a range of areas from safety to the environment, and from operations to reputation and brand issues.
Most of us think we are at work trying to achieve that every day. But there is another kind of reliability. The type that Amazon customer service exemplifies.
Ever used that? Probably not, they are generally pretty darn good at getting the things you want onto your doorstep. I had to use them once when I was working in Saudi Arabia.
My books had gone missing and I had waited several months for them. So, even though it was so late, I filed a complaint with the online web form they have.
This really annoyed me because I hate web forms. Nothing ever happens. So I decided this was a lost cause.
Within two minutes I had an email in my inbox. Not a "We have received your comments" type email - but a real one from a real person asking me intelligent questions about the issue.
I shot back a response and within about another two or three minutes came the reply offering to replace everything I had lost at Amazon's cost, immediately. (There were a few more issues around address etcetera)
I was blown away. Within twenty minutes my issue had been totally resolved from the other side of the world and my books were, apparently, on their way. This same person checked in with me several times over the next week until my books truly were in my hands. (Not an easy thing to do in backwaters like Dubai)
That's reliability.
The first is a definition, and it has to do with organizing resources in the most efficient and effective way to deliver what people want. The second is a passion, springing from people who are determined to deliver what you don't expect.
I am building a consulting team that I hope will exemplify the second type of reliability. Amazon Reliability. The sort of specialists that can give you the answer even though you haven't quite worked out the question yet.
People who are determined to give you what you don't expect. The types of people that can be relied upon.
Which type of reliability department do you work for? Which one would you like to work for?
Sunday, 5 July 2009
Reliability for every company
During the great ERP boom of the 1980's and 1990's companies have been faced with two choices for their maintenance and reliability software.
1) An SAP style architecture, installed on their own servers and costing several million dollars to implement, or...
2) Some MS Access DB that was generated in house and is not scalable.
Don't misunderstand me, I am very aware of the ties between maintainers and their MS Access databases. In fact it could be said that many of us cut our teeth on MS Access as a way of dealing with recurrent maintenance problems of some sort or other.
But they don't scale too well sadly.
Fortunately there are software systems today that are changing this paradigm. Programs that are as useful, if not more so, than their expensive cousins and available for all of us to use.
1) My favorite online company eMaint. Pioneers in online CMMS, leaders in that field now, and showing the way for software/service providers who will come after them.
The whole idea of SaaS is relatively cheap per user pricing, full web delivered functionality, and data stored on a secure server off premise. (I am sure they can do on premise as well... but I am also sure that the need for that is bound to subside once IT managers get over themselves a little bit)
2) My new favorite Reliability Modeling tool - Raptor!!
A free version still exists online and I use it a lot these days for modeling and testing thoughts on various issues. For me, this is a must have addition to any maintenance practitioners toolkit.
Especially when you consider that commercial versions of this are available for around $10,000 plus these days.
3) Pump energy optimization tool kit. (PSAT) Another tool that I have used a lot in recent years, although nowhere near as much as I would like to.
This one is also free from the Department of Energy along with a range of other powerful energy management tools.
Have a look around at the internet and technology today. There are two very clear trends that are emerging in business software such as this. 1) Many of them are starting to be delivered online, and 2) They are increasingly cheap if not free.
I am dying for maintenance and reliability software to catch up with these trends. There was a bit of a chance with the free software that was doing the rounds recently, but it seems to have fizzled a bit for now.
Interesting time to be in asset management.
1) An SAP style architecture, installed on their own servers and costing several million dollars to implement, or...
2) Some MS Access DB that was generated in house and is not scalable.
Don't misunderstand me, I am very aware of the ties between maintainers and their MS Access databases. In fact it could be said that many of us cut our teeth on MS Access as a way of dealing with recurrent maintenance problems of some sort or other.
But they don't scale too well sadly.
Fortunately there are software systems today that are changing this paradigm. Programs that are as useful, if not more so, than their expensive cousins and available for all of us to use.
1) My favorite online company eMaint. Pioneers in online CMMS, leaders in that field now, and showing the way for software/service providers who will come after them.
The whole idea of SaaS is relatively cheap per user pricing, full web delivered functionality, and data stored on a secure server off premise. (I am sure they can do on premise as well... but I am also sure that the need for that is bound to subside once IT managers get over themselves a little bit)
2) My new favorite Reliability Modeling tool - Raptor!!
A free version still exists online and I use it a lot these days for modeling and testing thoughts on various issues. For me, this is a must have addition to any maintenance practitioners toolkit.
Especially when you consider that commercial versions of this are available for around $10,000 plus these days.
3) Pump energy optimization tool kit. (PSAT) Another tool that I have used a lot in recent years, although nowhere near as much as I would like to.
This one is also free from the Department of Energy along with a range of other powerful energy management tools.
Have a look around at the internet and technology today. There are two very clear trends that are emerging in business software such as this. 1) Many of them are starting to be delivered online, and 2) They are increasingly cheap if not free.
I am dying for maintenance and reliability software to catch up with these trends. There was a bit of a chance with the free software that was doing the rounds recently, but it seems to have fizzled a bit for now.
Interesting time to be in asset management.
Check out the best roles in the game for maintenance and reliability professionals!
Sunday, 21 June 2009
Cost cutting ideas - Energy usage
Cost cutting is done with a scalpel, not a meat cleaver.
If you must cut costs and if you are responsible then you must, you need to do it controllably, without any adverse ramifications. You need to keep your eyes firmly on the prize of maximum cost effectiveness.
Europump is dedicated to energy efficiency globally and they regularly produce reports related to the issue of fluid transportation systems as they call them. (E.g. pumps right?)
In a report from 2005 (I think) they mentioned that 20% of all energy in Europewas consumed by pumping systems. Wow...
And, not satisfied with that "ah-haa" moment, they went on to state that around 50 - 60% of pumping systems were not running at their maximum efficiency.
The US Department of Energy has stated that 25% of industrial energy demand is for motor driven systems, and that savings of 20% in terms of energy efficiency is probable. The mind boggles!
The potential for saving on a multi national level is gigantic. And I am sure that this transfers to other countries, and plants all over the world.Energy efficiency is a good thing to focus on.
It saves money, and it reduces your company's carbon footprint. A win-win situation for all involved.
According to its website, where it offers PSAT and other free energy efficiency tools, The US Department of Energy claims:
(http://apps1.eere.energy.gov/consumer/industry/others.html)
But there are even more benefits cases out there:
It takes money to make money, in some cases, and it takes money to save money also.This is not a time for unnecessary risk taking.
If it is proven, it works, and there is a significant pot of gold at the end of the rainbow, then this is the way to manage your company down the cost cutting curve.
If you must cut costs and if you are responsible then you must, you need to do it controllably, without any adverse ramifications. You need to keep your eyes firmly on the prize of maximum cost effectiveness.
Europump is dedicated to energy efficiency globally and they regularly produce reports related to the issue of fluid transportation systems as they call them. (E.g. pumps right?)
In a report from 2005 (I think) they mentioned that 20% of all energy in Europewas consumed by pumping systems. Wow...
And, not satisfied with that "ah-haa" moment, they went on to state that around 50 - 60% of pumping systems were not running at their maximum efficiency.
The US Department of Energy has stated that 25% of industrial energy demand is for motor driven systems, and that savings of 20% in terms of energy efficiency is probable. The mind boggles!
The potential for saving on a multi national level is gigantic. And I am sure that this transfers to other countries, and plants all over the world.Energy efficiency is a good thing to focus on.
It saves money, and it reduces your company's carbon footprint. A win-win situation for all involved.
According to its website, where it offers PSAT and other free energy efficiency tools, The US Department of Energy claims:
- ExxonMobil reduced its annual energy consumption by 11%
- Nalco Chemical Company achieved reductions of about $142,000 annually
- Alcoa has saved more than $1,500,000 by reducing its use of natural gas (260 million cubic feet) and electricity (2,500 MWh).
(http://apps1.eere.energy.gov/consumer/industry/others.html)
But there are even more benefits cases out there:
- Inland Empire Utilities Agency wastewater treatment plant reduced their energy consumption by $57,000, per year. Maintenance costs declined by $14,000 per year.
- Chevron made a cost savings of over $700,000 annually.
It takes money to make money, in some cases, and it takes money to save money also.This is not a time for unnecessary risk taking.
If it is proven, it works, and there is a significant pot of gold at the end of the rainbow, then this is the way to manage your company down the cost cutting curve.
Subscribe to:
Posts (Atom)