B usiness P rocess I mprovement

1. Business ProcessImprovement TRM DC MUG John Reeve Director Business Process Engineering Interloc Solutions

2. BPI Project First Steps Define the Puddle • Define Project Scope • Identify Organizational elements • Deliverables Summation of all findings Prioritized Action List Success factors Value Add Chart Roadmap Forward

3. “If you want truly to understand something…” “… try to change it” ---- Kurt Lewin Business Process Improvement Internal Staff If you did this who would be Project Sponsor? How long do you think a BPI project might last? Create BPI Project Continuous feedback from all Get everyone involved Interviews – horizontal and vertical Simplify and Standardize Visualize “the way it could be”; KPI ; Auditing

4. BPI starts with BPR • Business Process Review is intended to promote simplification in process, standardization of procedures and productivity improvement across entire enterprise. The BPR is also intended to make processes adaptable so that they can easily be adapted to changing customer and business needs; and position the organization to be actively involved in continuous improvement on a daily basis. • Specific goals include:  • Review organizational roles & responsibilities • Evaluate work group communications & cooperation • Solicit working level input in terms of complaints/solutions; and for management to review these ideas, and consider for action. • Verify all aspects of CMMS system including software, process & organization as it relates to the maintenance function • Strengthen knowledge in areas of industry best practice. • Identify the most important improvement opportunities followed by appropriate actions. Identify learning opportunities • Enhance methods for providing customer satisfaction • Also, review condition of Foundation Data The focus is on ROLES – not job titles; and interface points to CMMS; and an understanding of the “end game” How well do they communicate? This is a defining BPI statement Consultant tips and tricks; benchmarking Training on CMMS concepts Depending on Industry this could be very important

5. Business Process Improvement start at end of process and work back In addition to continuous improvement sometimes you have to step back and perform a multi-department review (which is a BPR). enforcement Standardization Eliminate process variations; Implement standardized KPIs; Measure performance Simplification Consolidate and integrate; Eliminate recurring failures; Eliminate unplanned delays Modeling Look for isolated, standalone “databases” containing maintenance related data How? Understand complete process; Eliminate work confusion; Perform benchmarking Understanding 5S – who can name these? Henry Ford benchmarking Eliminate fear of change As with most new projects this is the #1 fear by user community

6. CMMSSoftware Upgrade Who is currently upgrading software versions? Typical CMMS Software Upgrade Activity List Migrate data A to Z Rebuild screens new architecture Rebuild reports Add a new Worktype Train users on version changes _______________________ _______________________ _______________________ _______________________ This is a system change; but it is a change at a micro-level, i.e. piecemeal Business Process Re-engineering It is not necessarily part of a larger review (macro-level) spanning the entire maintenance process which would review ideal methods for work categorization across the entire enterprise in relation to Key Performance tracking, management reporting needs and industry best practice. BPR

7. Would you be totally shocked if I told you most of your processes are outdated and ill-serving? External Influences Change is Happening How did this happen? Internal Influences New Products New Trends New Versions New thinking Aging staff Bill Gates Architecture Twitter A good design 5 years ago may no longer make sense today.

9. Version Upgrade vsBusiness Upgrade Draw Org Chart…; Find BP Mgr Total Cost of Lost Opportunity Every 2 years, or there about, the IT department says “we gotta upgrade”. And, the software vendor says “you gotta upgrade” But where is the department or group responsible for “process improvement”? How important is “process improvement” compared to changing versions? When is the last time the Maximo Administrator tried to survey every user or principal user group and ask them, “Hey, how’s it goin?”

10. Put “Business Upgrade” on its own Schedule Solution Who can do this? Use CMMS as a true knowledge base R / R procedure

11. Lets Get Started Tell working level they can say whatever is on their mind Job planners / schedulers Unless an organization is prepared to expose itself to a system where feedback can be given on all issues then the opportunity to create real improvement (and buy-in) may be suspect. • Once comfortable, then move to • flowcharting AS-IS and TO-BE Establish BPI team. Start with Executive meeting. Allow Team Lead to present to Executive team, but then, have management present BPI concepts and purpose to the working level. Schedule meetings to include working group (vertical “silos”) -plus- job role (horizontally across multiple work groups). Make these brainstorming sessions.  Be good listener Carefully record inputs

12. Overall Process • Establish Project • Identify Sponsor • Identify Scope • Find Budget • Establish Team • Create Schedule • All-Hands Meeting • Setup Smaller Work Group Meetings; ensure working level has representation • Prepare Questions -- but allow for free format (and controlled venting) • Identify Rules, Policies, Guidelines, Procedures, and Regulations; self-imposed or external • Record Problems, Issues, Concerns, Complaints • Seek Simplification, Standardization • Ask for solutions to problems; and New Ideas • Encourage Process Improvement; Think Outside the Box • Categorize all feedback into Problems, and, Recommendations • Create Value-Add Chart; Prioritize List • Setup Hierarchical KPIs • Establish To-Be Flow Charts • Establish CMMS Procedures • Establish Clear Roles and Responsibilities • Establish Post Implementation Audit process • Seek Input from all Levels • Record this input in a formal punchlist • CMMS Functional Team needs to review and prioritize • Identify potential payback

13. BPI “tips and tricks” It is easy to complain; but a lot harder to recommend a viable solution Note: it is important that no specific software by name is mentioned during this process in order to remain unbiased. The goal is to re-define the process and establish a go-forward CMMS requirements list which emphasizes client/user needs as well as industry best practice. Listen closely. Observe interaction. Allow venting. Record comments, complaints, concerns. Ask for solutions. Don’t let someone gripe forever without giving an idea for improvement. Back at the office quickly write these up. Record “source” of information. Store in categorized punchlist. Take pictures – people & whiteboard notes.

14. Successful CMMS Operation Proper CMMS input is critical; one of the most important steps is work order closeout Explain the end game; “why/how are we using this data?” Proper data categorization is critical to maintaining comprehensive equipment & repair histories and form the building blocks for reliability, asset performance management, and financial optimization. Continually ask for feedback; involve working level Fight for Details. If you aren’t getting the information you need let them know. Help them to understand why it’s important. Make them part of the accountability team.

15. Typical Questions for each Session interview 80-90% of all user sites never setup resource leveled WS Name of group and attendees. Role for each person/group. Identification of bottlenecks, problems, complaints, issues – software or process or organization related; also ask for recommendation for improvement. Describe any communication problems. Circle back to policies and regs. Maybe no written reqmt. Maybe tribal knowledge Ask for current work flow (separate out by emergency versus routine) What work categorization methods/process exist Ask: what is Reactive maintenance? Do you have a strategy for reducing reactive maintenance? Describe current analytical/status reports and KPIs – what are they Ask if there are other database(s) containing maintenance related data – including paper/files? Current CMMS system roles & responsibilities (who touches it) (perceptions – good or bad) Describe current materials management process – good/bad Describe planning and scheduling capabilities & knowledge Define/describe methods for failure analysis Define/describe methods for backlog management Describe methods for linking work to locations and assets; ask about spare parts Ask about mobile solution benefits/usage Start thinking about “future designs”. Ask them for their insights.

16. Setting Up KPI Hierarchy #4 - - Measure & Control

17. Store Notes in Organized Format Critical Success Factors Assemble / Group most Common Problems Link Problems to Solutions Solutions Problems

18. Categorize each Suggestion Multiple Ways Tip: consolidate like requests into one entry – but maintain “count” of duplicates.

19. Create Weighted Priority – as BPI team Priority ---- Overall significance; relative ranking of importanceLevel of Effort ---- This factors in-house man-hours or consultant man-hours in scoping, designing, coding and testing - plus documentation and training.Payback ---- This is the cost benefit which might be realized after a period of time, i.e. 3 yrs These three values were setup numerically where it made sense to combine mathematically (Rank column).In this case the higher the number the most beneficial it is to implement.

20. “If you don’t know where you are going, you will probably end up somewhere else”. --- Sidney Heyward

21. Identify Future Perfect Benchmarking Brainstorming • A good consultant should know: • Most common complaints by maximo user community • Your industry • Maximo product weaknesses • Tips and Tricks for use Ask consultant to share “tips & tricks” Paradigm shift Stretch goals Encourage user feedback Thinking outside the box Capture ideas from anyone Go to the Top. Find out where they want to go and how they want to get there. Let them explain their vision and where they see the CMMS role. Encourage openness and availability by all levels of management and plus input/concerns from anyone.

22. Put it all Together In terms of changes and future requirements: • Discuss internally with your BPI team • Identify critical success factors; link user input to these categories • Identify issues as software, process or organization • Record source • Link to CMMS application (abbreviation) • Link Problems to Solutions

23. Roadmap Forward

24. In Summary

25. Defined BPI Projectand Explained How You can do this Roadmap Identify organizational roles, policies & regulations, and CMMS software utilization (and design elements) Seek knowledge in many areas including benchmarking, research, user forums, internal staff feedback, and consultant expertise. Identify future opportunities along with payback. Assign weighting. Convert this list to a management tracking list to be managed by CMMS functional team. Identify / document gaps from current design (software, process and organization) to future opportunities. Identify roadmap on how to address these gaps and a schedule showing a phased implementation.

26. BPR – this is what we do It takes all three to build a System

27. Questions? YES YES NO NO