Maximo Monday: Value of Collaboration in Manufacturing
Eric Luyer 27000271BW firstname.lastname@example.org | | Tags:  manufacturing asset-management maximo service-management tivoli eam
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Hello there. This is another Maximo Monday blog focused on relevant topics in Manufacturing. The topic this time will be around value creation by collaboration or the impact of better integration of relevant information to leverage asset management decision making processes. See also the white paper Mary Bunzel (worldwide sales leader for Maximo in Manufacturing industries) and I developed and released recently: Whitepaper
It is amazing to realize what information is available today in all kinds of formats, or from information resources. On the other hand, in many manufacturing companies key operational business units operate still independently from each other and often using isolated systems and processes, that are built on traditional architectures. This results in siloed information so that it is difficult to have an overall view or insight in what is really happening or what the impact is of decisions taken.
Another change we all see – certainly in difficult economic times – is the trend for standardizing key processes across the enterprise and as more companies are going global, the impact of standardization on a worldwide basis with the objective of improving efficiency to lower cost.
The impact of increased complexity of all types of different assets is another challenge: if you look around in a manufacturing plant, there are various types of assets that have software embedded or are very much linked to IT environments. Think about sensors, robots to automate specific processes and to provide more insight - ideally in real-time, of the current status of production phases, volumes, quality or asset condition. A big difference today compared with 10-15 years ago!
The question is how to optimize the visibility, control and automation of all information available. The answer is in the optimization of existing information resources and collaboration between different departments as well as integration of data from these different information resources.
Today there is a wealth of information that has an impact on asset and asset-related service management. Think about information from enterprise resource planning, manufacturing execution systems, product lifecycle management, business intelligence, customer relationship management, etc. A challenge in this context is to bring all these different types of information, including the different industry standards, into a concept of an integrated manufacturing information framework approach.
Such an approach enables the highest quality of decision-making capabilities for both executive and operational management and leads to operational excellence achievement. An example of collaboration and information integration is the leveraging of the business intelligence capabilities of IBM’s Cognos in combination with IBM Maximo Asset Management: More insight to compelling information around asset performance or utilization can be monitored and reported in all kinds of formats using key performance indicators as part of management's dashboards.
Other examples are integrating data from IBM Maximo Asset Management and iLOG, that can be applied to inventory stocking models to achieve lower cost in inventory; or integration of components of PLM solutions with Maximo Asset Management to provide triggers from the maintenance services departments to the design engineering people or to simulate specific and complex asset maintenance jobs using 3D graphical tools. Also using the Tivoli Netcool products to provide monitoring and linking of current asset status to a dashboard, is a good example.
Using the concept of information integration and practicing the principle of collaboration between different departments creates much more value to the enterprise; and this will also provide overall support to concepts as "power by the hour" or "performance- based logistics", concepts you hear more and more. When manufacturers – or even departments within a manufacturing company cannot collaborate, warranty problems, downtime, poor maintenance work, services issues and the inability of the technician to “fix it right the first time” can be the result. The impact of collaboration overall results in better asset and service delivery, a much better view on asset and services utilization and performance and ultimately better quality output leading to better bottom line results.
My message is that if companies are sensitive to collaboration and adopt the concept of an integrated information framework approach, this will lead to better insight of key business processes and create more value to their overall business.
Thanks for reading and look forward to my next blog!