MDWASD EAMS Solution Consolidation and Business Process Standardization

1. MDWASDEAMSSolution Consolidation and Business Process Standardization Steve Schwabe Woolpert Project Manager

2. How the implementation of a common enterprise asset management (EAM) solution benefitted from standardized business processes across divisions

3. Miami-Dade County, FL Water & Sewer Department • Ninth largest municipal water and wastewater utility in the United States (based on population served) • ~425,000 customer accounts with operating revenues of ~$548M, employs ~2,554 people • Management of: • 7,918 miles of water lines, 6277 miles of sewer lines • 3 water, 3 wastewater treatment plans • 1,048 pump stations • Over 34,000 parts valued at over $21M in 9 inventory storerooms • 1,200+ vehicles and heavy equipment trucks • 24/7 emergency communication center

4. Miami-Dade County, FL Water & Sewer Department: Goals • Consolidation of multiple work management solutions in a single EAM solution • Integrate EAM solution with Financials, Human Resources, GIS, Customer Call Center and other business systems • Standardize business processes across divisions • Standardize naming conventions across divisions • Track and report maintenance activities consistently within the department • Improve maintenance reporting capabilities within and across divisions

5. The Challenge • 10 Divisions implemented Infor EAM • Wastewater Collection and Transmission Line Distribution • Water Transmission and Distribution • Pump Stations Maintenance • Water Production and Maintenance • Wastewater Treatment and Maintenance • SCADA • Fleet • General Maintenance • Stores / Procurement • Emergency Communications Center

6. Before The Implementation • Business Process and Naming Convention Standardization • Each department’s processes and data were discovered (as-is) and analyzed • Processes were redesigned (to-be) and standardized across divisions: • Inventory Management • Procurement • Work Initiation • Maintenance Planning and Scheduling • Work Execution

7. Before the Implementation • Divided divisions into three implementation Tracks • Similar divisions implemented in the same track • System configuration to support the standard processes varied; but less so between similar divisions

8. Inventory Management Standardization

9. Inventory Management Processes • Central Stores manages the bulk of repair materials and services used by the Department • Replenishment – interfaced to Oracle financials • New Part requests – single repository for all maintenance repair items • Issues to / Returns from Work Orders – one process for all divisions • Physical Inventory counts – one process for all Stores; results recorded in single system

10. Inventory Management Processes • Divisional Stores manages the repair items not stored by Central Stores • Specialty materials with low turnover • Repaired materials • Low-cost, high-use materials • Similar processes as Central Stores: • Replenishment • Issues to / Returns from Work Orders – one process for all divisions • Physical Inventory counts – one process for all Stores; results recorded in single system

11. Benefits of Inventory Standardization • Common System Benefits • Single Part repository eliminates duplicate Part records • Parts search across divisions – helpful during emergency repairs • Ability to issue parts from Store in one division directly to Work Order in another division and account for transfer accurately in Oracle Financials • Common Process Benefits • All maintenance divisions communicate similarly with Central Stores for: • Part replenishment requests • Part issues to Work Orders • Part transfers to Divisional Stores

12. Procurement Standardization

13. Procurement Processes • Procurement activities in Oracle Financials • Stock Replenishments tied to EAM Stores • Initiated by Central Stores • On-demand purchases tied to EAM Work Orders • Initiated by maintenance divisions • Maintenance-related procurement costs • captured in EAM • charged to Work Orders • posted to Oracle Project in ERP • NO DUPLICATE ENTRY INTO ACCOUNTING

14. Benefits of Procurement Standardization • Common System Benefits • Single system to account for purchases (parts and services) against Work Orders • Single system to integrate to Oracle Financials • ALL maintenance-related purchases are automatically posted to Accounting Projects • Common Process Benefits • All maintenance divisions communicate similarly with Central Stores for: • Part replenishment requests

15. WORK MANAGEMENT Standardization

16. Work Management | Work Initiation • Ad-hoc Work Orders – equipment failures • Work identified within my division – create Work Order • Work identified for another division – create Work Request • Exceptions: • General Maintenance – create Service Order • Emergency Communications Center – create Call Record • Preventive Maintenance Work Orders • Generate en-masse next PMs due by date • Release individual upcoming PMs for out-of-service equipment

17. Work Management | Planning and Scheduling • Work Orders assigned to Supervisors • Supervisors: • Ensure cost accounting information is populated and correct • Plan work activities, tasks and materials • Schedule to crews and employees

18. Work Management | Work Processing • Field crews record work and process work to completion • Labor Booking • Pick List for materials from Central Stores • Issue materials from Divisional Stores • Closing codes and work comments • Problem Codes • Failure Codes • Action Codes • Cause Codes • Division-specific processes developed to accommodate each group’s business needs

19. Benefits of Work Management Standardization • Common System and Process Benefits • Report Consolidation • Vehicle Usage Report – all usage recorded in EAM can be reported across divisions • Labor reports can be compiled across divisions • Interdivisional Work Routing • Work Metrics can be compared across divisions • PM Work versus Breakdowns • Equipment Failure Analysis • Overtime versus Normal Time hours • PM Schedule Compliance • Preventive vs. reactive work statistics

20. Naming Conventions and shared datasets

21. Global Datasets Work Order Codes Types and Statuses Classes and Custom Fields Cost Accounting Closing Codes Problem Codes Failure Codes Action Codes Cause Codes • Materials • Suppliers • Manufacturers • Fleet Vehicles / Heavy Equipment • Employees and Trades

22. Division-Specific Datasets Transactional Records Work Order Components Preventive Maintenance Schedules Tasks Materials Lists Routes Standard Work Order Templates • Work Orders • Preventive Maintenance Work Orders • Service Orders • Customer Complaints • Inventory Transactions • Labor Bookings • Divisional Stores

23. General Benefits of Standard Business Processes • Simplified Training • Less Training Documentation to develop and maintain • Easier for Trainers to replicate training for various divisions • Easier for Work Crews to transfer between divisions • Reduced System Administration • Smaller number of processes for the Functional Team to support • Fewer configuration variants for the Technical Team to support • Shared Reports across division • Shared Management Metrics

24. Questions?