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Steve Schwabe Woolpert Project Manager

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1 Steve Schwabe Woolpert Project Manager
MDWASD EAMS Solution 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 Bryan

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 Bryan

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 Bryan

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 Bryan

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 Maintenance Areas Divisions GIS Equipment Water Transmission and Distribution, Wastewater Collection Plant Equipment Water Production, Wastewater Treatment, Pump Stations Unique Equipment Fleet, Stores / Procurement, General Maintenance, Emergency Communications Center Bryan

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 Bryan

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 Bryan

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

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

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?

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