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MDWASD EAMS Solution Consolidation and Business Process Standardization Steve Schwabe Woolpert Project Manager.

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Presentation on theme: "MDWASD EAMS Solution Consolidation and Business Process Standardization Steve Schwabe Woolpert Project Manager."— Presentation transcript:

1 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

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 +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 The Challenge

6 +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 Before The Implementation

7 +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 Before the Implementation Maintenance AreasDivisions GIS EquipmentWater Transmission and Distribution, Wastewater Collection Plant EquipmentWater Production, Wastewater Treatment, Pump Stations Unique EquipmentFleet, Stores / Procurement, General Maintenance, Emergency Communications Center

8 INVENTORY MANAGEMENT STANDARDIZATION

9 +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 Inventory Management Processes

10 +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 Inventory Management Processes

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 Orders +Preventive Maintenance Work Orders +Service Orders +Customer Complaints +Inventory Transactions +Labor Bookings +Divisional Stores Work Order Components +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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