b usiness p rocess i mprovement john reeve director business process engineering interloc solutions...
TRANSCRIPT
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?