BusinessProcess Improvement

John ReeveDirector Business Process EngineeringInterloc Solutions

TRMDC

MUG

BPI Project First Steps

Define the Puddle

Define Project ScopeIdentify Organizational elementsDeliverables

Summation of all findingsPrioritized Action ListSuccess factors Value Add ChartRoadmap Forward

“If you want truly to understand something…”

“… try to change it” ---- Kurt Lewin

BusinessProcess Improvement

Create BPI Project

Internal Staff

Get everyone involved

Interviews – horizontal and vertical

Simplify and Standardize

Visualize “the way it could be”; KPI ; Auditing

Continuous feedback from all

If you did this who

would be Project

Sponsor?

How long do you think a

BPI project might last?

BPI starts with BPRBusiness 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 & responsibilitiesEvaluate work group communications & cooperationSolicit 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 functionStrengthen knowledge in areas of industry best practice. Identify the most important improvement opportunities followed by appropriate actions. Identify learning opportunitiesEnhance methods for providing customer satisfactionAlso, 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

Understanding

Modeling

Simplification

Standardization

Eliminate fear of change

Understand complete process;Eliminate work confusion;Perform benchmarking

Consolidate and integrate;Eliminate recurring failures;Eliminate unplanned delays

Eliminate process variations;Implement standardized KPIs;Measure performance

In addition to continuous improvement sometimes you have to step back and perform a multi-department review (which is a BPR).

start at end of process and work back

BusinessProcess Improvement

As with most new projects this is the #1 fear by user community

5S – who can name these?

Henry Ford benchmarking

How?

Look for isolated, standalone “databases” containing maintenance related data

enforcement

CMMS Software UpgradeTypical CMMS Software UpgradeActivity List

Migrate data A to ZRebuild screens new architectureRebuild reportsAdd a new WorktypeTrain users on version changes

____________________________________________________________________________________________ This is a system change;

but it is a change at a micro-level, i.e. piecemeal

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.

Business Process Re-engineering

Who is currently upgrading software

versions?

Would you be totally shocked if I told you most of your processes are outdated and ill-serving?

How did this happen?

Change is Happening

A good design 5 years ago may no longer make sense today.

External Influences

Internal InfluencesNew ProductsNew TrendsNew VersionsNew thinkingAging staffBill GatesArchitectureTwitter

Version Upgrade vs Business Upgrade

• 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?”

Draw Org Chart…; Find BP MgrTotal Cost of Lost Opportunity

Put “Business Upgrade” on its own Schedule

SolutionWho can do this?

Use CMMS as a true knowledge base

R / R procedure

Lets Get Started

• 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

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.

Tell working level they can say whatever is on their mind

Job planners / schedulers

• Once comfortable, then move to flowcharting AS-IS and TO-BE

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

BPI “tips and tricks”• 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.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.

It is easy to complain; but a lot harder to recommend a viable solution

Successful CMMS Operation

• 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.

Proper CMMS input is critical; one of the most important steps is work order closeout

Typical Questions for each Session

• 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.

interview

80-90% of all user sites never setup resource leveled WS

Setting Up KPI Hierarchy

#4 - - Measure & Control

Store Notes in Organized Format

Critical Success Factors

ProblemsSolutions

Assemble / Group most Common ProblemsLink Problems to Solutions

Categorize each Suggestion Multiple Ways

Tip: consolidate like requests into one entry – but maintain “count” of duplicates.

Create Weighted Priority – as BPI teamPriority ---- Overall significance; relative ranking of importance

Level 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.

“If you don’t know where you are going, you will

probably end up somewhere else”.

--- Sidney Heyward

Identify Future Perfect

• 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.

Paradigm shift

Stretch goals

Thinking outside the box

Brainstorming Benchmarking

Encourage user feedback

Ask consultant to share “tips & tricks”

A good consultant should know:Most common complaints by maximo user communityYour industryMaximo product weaknessesTips and Tricks for use

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

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In Summary

Defined BPI Projectand Explained How You can do

this

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.

Roadmap

It takes all three to build a System

BPR – this is what we do

NO NO

YES YES

Questions?