·         Implemented Maximo® in 33 Nestle factories

o   Conducted pre-installation workshop to define location hierarchy

o   Setup and maintenance of security protocols

o   User training and startup support

o   review of operations at 6 month and 1 year

o   Created support web-site and annual user conference for internal users

·         Integration project between Maximo® purchasing, SAP financials and e-commerce system

·         Development of World Class maintenance operation for major food and beverage manufacturer

·         Operation and maintenance of all engineering systems aboard a nuclear submarine

·         Upgrade IBM Maximo® EAM across 8 factories (V4 to V7)

o   Operational project planning for software upgrade

o   Custom development of training for all major modules

o   Training delivery

o   Startup support

o   Post upgrade user support and SQL data queries

·         Preventive Maintenance system update

·         Inventory Optimization project

·         PO/Receiving/Accrual/Invoicing standardization project

See Ned’s Blog at Reliable Plant Magazine (among the most read and most commented on blogs).

We are yet to observe a computer program lift a wrench and replace a bearing, so our focus is on the behaviors of the technicians and managers.


When we do focus on the software tools, it is from the perspective of how to improve transactional efficiencies, how to help the technicians sift through a mountain of information, how to help managers make good decisions, how to help the storeroom have the right part at the right time, without carrying an excess.

We are not in a rush to propose expensive predictive technologies.  There is little that can bolster a reliability program like a simple well-performed preventive maintenance program.


Basic lubrication, visual inspections and problems we can detect with our own senses provide a solid foundation.  Performing those simple tasks with rigor tests our ability to put into practice our good intentions.


Don’t forget that visual inspections and simple measurements are predictive.  If we can touch a sprocket and feel that the teeth are pointed, or measure a drive chain with a tape measure to determine chain stretch, we are performing predictive maintenance.


When we have demonstrated that we can perform these basics reliably, we can begin to layer on additional predictive technologies.


We propose two steps to stop running a primarily reactive maintenance program.  1)  Switch as rapidly as possible from reactive to preventive maintenance (and simple predictive inspections).  This will dramatically reduce the cost of failure.  Then 2) gradually implement more predictive technologies.  This will reduce the cost of maintenance.

Without maintenance there would be no operating, and without operating there would be no product.  So we believe maintenance should be viewed as an investment in capacity, much like buying capital equipment.


We look past the maintenance system itself to understand how well the factory is running; to understand the efficiency and throughput.  Then we look at maintenance effectiveness. 


When a plant is running poorly, it is often necessary to invest in maintenance.  We calculate the benefit in terms of capacity and compare that to the investment in equipment dollars needed to add similar capacity.  In this way we can justify changes using the language that operations managers understand.