City of Pompano Beach – IBM Maximo 7.6 Implementation

OWNER

Florida Utilities Department

LOCATION

City of Pompano Beach, FL

SERVICES

INDUSTRY

KEY CONTACT

City of Pompano Beach – IBM Maximo 7.6 Implementation

The mission of the City’s Utility Department is to provide superior utility service while creating exceptional value. Utilities provide water, reuse, wastewater and stormwater services in an environmentally and financially responsible way with respect to the role of government in protecting the public’s interest.

As the Utilities Director with the City has said “The water flowing out of your tap has travelled through 274 miles of pipe, and has been treated, disinfected, and tested. Our crews work day and night to inspect and replace this pipe network and continuously treat, test and monitor the quality of the water.”

To help support this mission, the City selected EDI to implement Maximo 7.6 and establish an Enterprise Asset Management (EAM) program. The assignment entailed two projects to assess and reengineer the City’s Utilities Department business processes in order to incorporate current best practices and introduce modern technology to streamline daily activities for the organization’s Reuse Treatment Plant and Water Treatment Plant.

Scope of Work Included:

  • Implementation of Maximo 7.6
  • Implementation of Mobile Work Management Application
  • Definition of System Hierarchies (Locations and Assets)
  • Implementation of Inventory Management
  • Implementation of Work Management
  • Roll Outs to City of Pompano Beach’s Reuse Treatment Plant
  • Roll Out to City of Pompano Beach’s Water Treatment Plant

SBBC Computerized Maintenance Management System (CMMS) Maximo

OWNER

The School Board of Broward County (SBBC)

SERVICES

INDUSTRY

KEY CONTACT

SBBC Computerized Maintenance Management System (CMMS) Maximo

The School Board of Broward County (SBBC) needed a solution to replace its software package, Compass, with a work order management system, with the goal of optimizing the use of resources such as staff, material, equipment, and funds to best maintain facilities and equipment. SBBC was looking for a system that provided integrated processes, assisted with work order management, maintained historical information for management use, and provided a unified view of the District’s facility portfolio. This implementation would allow SBBC full control facility maintenance and equipment maintenance from acquisition to disposal and support data driven decision making and future investment to optimize building maintenance and assets to ultimately support the mission of the public education system in continuing to better educate U.S. children. Electronic Data, Inc. (EDI) was selected by the school board to support these goals and implement IBM Maximo’s computerized maintenance management system (CMMS).

Scope of Work Included:

EDI provided SBBC with a best-of-breed CMMS solution leveraging current best practices for all of SBBC’s lines of businesses. EDI has established over the course of many years a comprehensive Project Methodology, executing this project as a series out project phases detailed below.

Initiate Phase – Project Kickoff and Logistics, and Maximo Immersion Training. During this phase of work, EDI reviewed and confirmed the project plan and established a project communication plan after conducting project kickoff and onboarding. EDI performed “watch and learn” style Maximo immersion training for key SBBC personnel that covered pertinent modules to the implementation including assets, failure codes, work management, inventory, purchasing, basic system administration and integration framework, and more.

Define Phase – Capture Functional Design and Transportation Assumptions. EDI conducted twelve (12) one-day topic-based workshops:

  1. Org / Site / Asset / Location
  2. Work Management, Part 1
  3. Work Management, Part 2
  4. Maintenance Planning (PM / JP)
  5. Inventory Management
  6. Procurement
  7. Transportation
  8. People / Labor / Security / Groups
  9. Reporting, KPI’s, Start Centers
  10. Mobility
  11. Technical Workshop for Integration to SAP
  12. Technical Workshop for Data Migration

For each workshop, documentation and client review was provided along with session notes. From the session notes, a single functional requirements document was compiled. EDI also produced a data migration plan during this phase, which outlined the plan for capturing and migrating data to and from environments throughout the life of the project. In addition, an integration strategy plan outlining the plan for integrating Maximo and SAP and a configuration management plan outlining the different Maximo environments and their purpose were produced. Updates were also made to the project plan and included a plan for the development iterations. Lastly, EDI conducted a transportation specific workshop that focused on modules that were specific to the Maximo transportation industry solution including warranty claims, campaigns, position and component codes and driver’s logs.

Develop Phase – Development Iterations, Reporting Assumptions, Data Migration Assumptions, Integration Assumptions, and Material Assumptions. For each sprint, major tasks included developing the session, test scripts and training material, performing an end of sprint demonstration, and providing feed spring issues/feedback to the product log. The ten (10) sprints associated with this project are as follows:

  • Sprint #1, Asset / Location Configuration, Data Migration
  • Sprint #2, Work Order / PM / Job Plan Configuration, Data Migration
  • Sprint #3, Inventory Configuration, Data Migration, Integration to SAP
  • Sprint #4, Procurement Configuration, Data Migration, Integration to SAP
  • Sprint #5, Transportation Configuration, Data Migration, Integration to SAP
  • Sprint #6, Workflow Development, Data Migration, Integration to SAP
  • Sprint #7, Security, Data Migration, Integration to SAP
  • Sprint #8, Reporting, Data Migration, Integration to SAP
  • Sprint #9, Mobile Configuration

SBBC was also entitled to five (5) custom BIRT reports during this phase. For each report, major tasks included reviewing the report specification template and building and deploying the BIRT report. Where possible, EDI migrated existing foundational data such as assets, locations and preventative maintenance plans into Maximo from the compass system. EDI provided data templates for new data to support processes, of which SBBC was responsible for then populating. When populated, EDI was responsible for loading the templates into Maximo. EDI also integrated Maximo with SAP during the develop phase and was lastly responsible for building a role-based training manual for the implementation. For each training manual, EDI compiled a list of recommended use cases, and built out the training manual to include a description of the overall role, areas of the system that the role interacted with, and a step by step procedure for each of the use cases defined for the role.

PANYNJ – Maximo Implementation, Upgrade and Support

OWNER

The Port Authority of New York and New Jersey (PANYNJ)

LOCATION

New York, NY; Newark, NJ

SERVICES

INDUSTRY

KEY CONTACT

PANYNJ – Maximo Implementation, Upgrade and Support

The Port Authority of New York and New Jersey (PANYNJ), established in 1921, oversees much of the regional transportation infrastructure, including bridges, tunnels, airports, and seaports, within the geographical jurisdiction of the Port of New York and New Jersey.

Initially, Electronic Data (EDI) was selected to provide a Pilot of core, best-practice work order and asset management processes in IBM’s Maximo Enterprise Asset Management (EAM) system using Newark Liberty International Airport’s existing Airfield Lighting data. EDI imported data on Airfield Lighting assets and utilized best practice designs implemented at major airports to configure and load the appropriate classifications, locations, assets, and failure codes. This included setting up certain assets as rotating items to allow for more efficient replacement tracking and spares management. EDI then configured Airfield Lighting assets to be mapped on desktop and mobile devices, allowing end users the ability to easily attach Asset records to the work that they performed.

In January 2016, EDI conducted an assessment of the PANYNJ’s Maximo 7.5 Pilot System. EDI provided an overview of findings of the assessment, addressing specific business challenges for the Port, recommendations on options to address these challenges, as well as an explanation of the steps required to implement the recommended changes.

The result of this pilot system and assessment was a contract to replace PANYNJ’s MMIS system with Maximo on the PANYNJ’s airport division. The airports in scope were John F. Kennedy International Airport (JFK), LaGuardia International Airport (LGA), and Newark International Airport (EWR).

Scope of Work Included:

Based on the pilot program, the PANYNJ sought to transition from their MMIS maintenance management system to an asset management practice in order to more seamlessly and effectively manage and service their aviation assets. EDI applied their proprietary Implementation Methodology, including EDI’s Strategic Airport Asset Management configurations for Maximo, and proposed an alignment of several groupings of tasks for each of the PANYNJ’s airports, while maintaining a single, consolidated Maximo infrastructure to maintain data for three of PANYNJ’s airports — LGA, JFK, and EWR.

The implementation of the Maximo Enterprise Asset Management (EAM) covered the following functional areas and associated capabilities:

  • Airside and Corrective Action Management for the Airfield electrical system
    • Definition and Management of Airside Assets and Locations
    • Review of Work Order prioritization, planning, PM forecasting, managing monthly work schedules, work assignments, crew management, etc.
    • Developed standard operating procedures and delivered end user training based on “best practices”
    • Created an interface to ERP time reporting system
    • Created shift schedule reports to prevent union fines for incorrect labor scheduling
    • Developed standard views and reports
  • Integration with SAP, Oracle PeopleSoft, Microsoft Active Directory, and GCR’s AirportIQ ASOCS per workshop defined and agreed to requirements.
  • Asset, Facilities and Work Management for the Terminal A Building at Newark
    • Definition and Management of Building Assets and Location Hierarchies
    • Creation and Tracking of CM Work Orders
    • Creation and Tracking of PM Work Orders
    • Developed routes to complete FAA required maintenance on airfield assets
    • Management of PM Programs and Job Plans
    • Basic Spare Part Tracking

EDI was then contracted in 2017 to implement Maximo 7.6 for the PANYNJ. EDI implemented work management and asset management with the Port in the Maximo 7.5 environment, with services including: training, organizational change management, data migration, reporting, KPI’s, security setup, automated workflows and system configuration. The scope of EDI’s Maximo professional services covered moving from a single org system to a multi org system. This was to allow the other PANYNJ organizations to utilize the Maximo Enterprise solution. The existing PANYNJ Maximo 7.6 environment included the following functional areas:

  • Asset, Facilities and Work Management for the Aviation organization
  • Definition and Management of Assets and Locations
  • Creation and Tracking of CM Work Orders
  • Creation and Tracking of PM Work Orders
  • Management of PM Programs and Job Plans
  • Basic Spare Part Tracking

MaaS Cloud Environment and Support Services

EDI recently implemented Maximo Enterprise Asset Management with the EDI eSAM base configuration for Airports for PANYNJ. This software solution was deployed on a hosted platform by Projetech and is comprised of IBM Maximo Software, supporting hosted application server, database, and EDI’s eSAM solution for Airports.

EDI oversaw the creation and configuration of the environment by Projetech and provided coordination and assistance to help the PANYNJ with its network configuration to allow for communication with the Projetech Maximo 7.6 environments. EDI also provided guidance in setting up and configuring any VPNs necessary to enable access to the Maximo 7.6 environment.

EDI was tasked with Maximo System Administration services for the PANYNJ, and was responsible for the following administrative activities and support tasks:

  • Installed, configured, and supported all database, web server, and operating systems provided by PANYNJ in support of Maximo
  • Created, entered, and maintained users and security groups
  • Worked to ensure infrastructure performance and capacity requirements were met
  • Managed support requests and conducted problem determination
  • Maintained integrity of separate environments: DEV, TEST, and PROD
  • Applied hot fixes, updates, and routine maintenance to Maximo, database, web server, and operating system software

Maximo Support, Enviance Replacement

EDI provided post-implementation maintenance and support services for all Maximo components implemented in the Airfield Asset implementation. Additionally, EDI implemented an Enviance replacement in Maximo along with additional enhancements using the eSAM for Airports solution.

EDI helped the authority to replace their dated Enviance application and merge the previous functions into the PANYNJ Maximo system. EDI conducted workshops, developed/configured, migrated data and trained key PANYNJ personnel on how previous Enviance processes would then function in Maximo. A functional specification and technical specification document were developed detailing the processes and configuration.

Incorporated assets included: Air Emissions, Deicer Use, New Jersey Pollutant Discharge Elimination System Permit (storm water), Passaic Valley Sewerage Commission (Sanitary Permit), Storage Tanks (regulated only), and Backflow Prevention Devices.

FuzzyNet Migration

EDI provided professional services for a task order to migrate from the Access database (FuzzyNet), spreadsheet, and paper legacy systems data currently used by the PANYNJ Communications, Security, Electronic Group (COMSEG) to the Enterprise Asset Management System (Maximo).

Mobile Software Purchase

EDI implemented Maximo Work Order Management software from SCHAD Automation for IBM’s Maximo Enterprise Asset Management at the Port Authority of New York and New Jersey (PA).

This robust mobile solution allowed the management of several complex SCADA systems across their organization like runway lighting, building automation systems, and baggage systems. EDI aided PANYNJ in implementing SCHAD mobile product to accomplish the following:

  • Mobilization of maintenance work force to enable them to complete scheduled and unscheduled maintenance tasks across a large geographical area.
  • Maximo maintenance best practices and also enable users to react in real time to non-scheduled automation/SCADA alerts.
  • Communicate across Wi-Fi and GSM and work in disconnected mode where network connectivity was unavailable.

NBA – TRIRIGA Large Venue Management Solution

NBA – TRIRIGA Large Venue Management Solution

This large venue manages the 21,000-capacity indoor arena home to a title winning National Basketball Association (NBA) team, and hosts various sporting events, concerts and VIP events each year. The large venue is also equipped with conference rooms and other office spaces that are rented by clients every year. EDI was selected by this NBA team to provide a large venue management system. EDI deployed IBM TRIRIGA to effectively track, reserve and manage rentable spaces across the arena, coordinate, schedule, and execute work orders for maintenance and operations, as well as the tracking and reporting of environmental consumption, waste and carbon footprint for LEED certification.

Scope of Work Included:

This custom implementation to create an events-projects module yielded the ability to schedule sections of the arena for small events such as meetings and conferences as well as reserving the entire arena for concerts and other large events.

Event and Reservation Management

  • Consolidation of multiple applications to more effectively schedule, manage and report on event.
  • Departmental calendars and enterprise calendars provide a view across all of the spaces that are available to be reserved including conference rooms, locker rooms, restaurant, the bowl or field, and any other rentable space.
  • Ability to add resources including security and parking for events and ensure that client is charged by including an approval workflow.
  • Ability to add assets to rooms and ensure a charge is associated to the usage.
  • Graphical views with CAD integration allowing the associate to compare spaces, locations, availability and size to other available spaces to allow them to choose the best option.

Operations and Maintenance

  • Preventative and Predictive Maintenance of arena assets
  • Perceptive apps for mobile capability
  • Plan maintenance more effectively based on asset location
  • Ensure warranties are being exercised by tracking it to the asset
  • More effective tech scheduling and work execution

Environmental

  • Eliminate the manual tracking and reporting of carbon footprint
  • Track and report on consumption and waste
  • Reporting that enables arena to maintain LEED and Green Leader certifications

National R&D Laboratory – TRIRIGA Visual Project Access Tool (VPAT)

National R&D Laboratory – TRIRIGA Visual Project Access Tool (VPAT)

For this national R&D Laboratory, the TRIRIGA VPAT application delivered a simple user interface presenting the relevant service order information with minimal clicking. The TRIRIGA VPAT application included a simple search mechanism for finding service orders and utilized data maintained in the VPAT Oracle Database.

The following objectives were included in the design process:

  • Replace existing VPAT application with TRIRIGA VPAT application
    • Integrate the TRIRIGA application with the existing VPAT Oracle database
      • Maintain daily and weekly update schedule
      • Migrate historical service order data
  • Create a service orders portal home page allowing simple search capabilities
    • Create a service order form allowing data to be viewed on a single portal (Web) page
      • Provide ease of visibility into service order financial data
      • Provide ease of access to related data (contacts, contracts, requests, etc.)
  • Define roles & responsibilities to support both current and future development

While the initial mandate was focused on the above-mentioned goals, it was recognized that the ultimate objective was to garner positive ratings from the current VPAT users with the new TRIRIGA VPAT system.

Scope of Work Included:

The primary scope of this implementation was to add a new module to the existing TRIRIGA system which will elevate the overall reputation of the IBM TRIRIGA software product. Utilizing the existing people, organization and location records meant the TRIRIGA VPAT system was supported by consistent data. This offered the opportunity for improved reporting, email notifications and data security.

This implementation replaced the existing VPAT client software in use at that time. The compressed time frame for rolling out the new application required that existing functionality was in scope of this design and development project.  Current users of VPAT found the data and functionality they expect by using TRIRIGA VPAT, and with minimal training.

SMF Maximo Needs Assessment

OWNER

Sacramento County Airport System

SERVICES

INDUSTRIES

KEY CONTACT

SMF Maximo Needs Assessment

Electronic Data, Inc. (EDI) was selected to provide a needs assessment as related to IBM Maximo by the Sacramento County Airport System for the Sacramento International Airport (SMF)

Scope of Work Included:

Initially, EDI provided a Needs Assessment for Maximo System. Business Process Assessments provide a foundation for all process design and improvement efforts. EDI was selected by Sacramento County in the review of its processes, systems and data that helped EDI to understand specific business needs of the County and thus allowed EDI to work in identifying Best Practices that the County could implement with success.

Furthermore, this needs assessment allowed EDI to identify where the County is best served in adapting to new tools and software solutions and identified the organization’s readiness for change and tool adoption. Included in EDI’s assessment methodology were the tasks of Completing Assessment Logistics, Assessment Data Gathering, Creation of Assessment Reports, and Delivery of the Assessment Reports, which are detailed below.

  • Assessment Logistics: EDI worked with Sacramento County to define and coordinate the necessary Assessments that were required for a successful understanding of the business processes.
  • Assessment Data Gathering: EDI conducted various Assessment interviews using existing or custom-built tools and checklists relevant to each process area. Assessment documentation was then developed with the objectives of identifying and reviewing current business processes and any existing County-created documentation, identifying and documenting “baseline performance metrics” within each of the major business areas, and reviewing information to identify challenges and potential gaps in moving to new system(s).
  • Assessment Reports: Based on the data gathered in the assessment, documentation was produced that provided an analysis of existing methods and procedures, and key improvement opportunities and baseline metrics.
  • Delivery and Acceptance of Assessment Reports: Assessment reports were then presented to Sacramento County for review and acceptance.
  • Delivery of the Initial Project Plan: Next EDI prepared an Initial Baseline Project Plan for proposed recommendations upon the completion of the assessment.
  • Software Assessment: EDI offered the County an initial review and recommendation of license and infrastructure requirements during this phase.

TTX – Maximo Enterprise Suite

TTX – Maximo Enterprise Suite

TTX is privately owned by North America’s leading railroads and functions as the industry’s railcar cooperative, operating under pooling authority granted by the Surface Transportation Board. TTX helps railroads meet their customers’ needs by providing, tracking, and maintaining railcars in an efficient, pooled environment. TTX has a complete engineering and design team to care for its large and varied fleet with maintenance operations in terminals across the network.

With a reliable fleet of over 170,000 railcars, TTX is constantly looking for ways to reduce costs associated with the maintenance of their assets and thereby allow them to conserve their capital for other critical infrastructure needs. In evaluating Maximo’s fit at TTX, it was determined that TTX needed a system to manage railcar configuration.

TTX partnered with Electronic Data, Inc. (EDI) to develop a hybrid, customized solution that combined aspects of the Maximo Transportation Industry solution with the Asset Configuration Manager module in order to provide the traceability, flexibility, and control to effectively manage multiple complex railcar transactions. EDI implemented this highly customized Maximo for Transportation asset lifecycle management solution to drive down TTX’s maintenance costs and improve efficiencies in its maintenance planning, scheduling, and forecasting processes through the analysis of multiple budget scenarios against both unplanned and planned maintenance forecasts for its fleet. The result was a fleet-wide maintenance schedule that minimized maintenance costs and maximized asset reliability. This unique and custom-driven Maximo implementation project involved more than 12 interfaces to major systems, replacement of embedded legacy systems (retiring a mainframe), and organizational and cultural change challenges.

Scope of Work Included:

EDI implemented Maximo Enterprise Suite at TTX, which included Maximo Enterprise Asset Management (EAM) as well as Maximo Transportation Manager. The EAM project was centered on replacing an over 20-year-old custom mainframe system in support of Asset Management and Maintenance Planning. The project included the following elements:

  • Assessment, Re-engineering, and Implementation of the following processes:
    • Car Purchases and Builder Release
    • Car Dimension Management
    • Car Configuration Management
    • Maintenance Forecasting and Budgeting
    • Scheduled Maintenance Management
    • Program Maintenance Management
  • System Interfaces:
    • Railinc/Umler
    • SAP
    • United Fleet Distribution
    • Revenue Accounting
    • Unified Billing System
    • Shop Car Tracking

CSX Corporation – Maximo Implementation

CSX Corporation – Maximo Implementation

Electronic Data, Inc. (EDI) worked with CSX Corporation to automate the shop operations of their locomotive maintenance division. EDI provided CSX with Maximo 7.1 to manage the allowable and as-built locomotive configurations and the handling of the dynamic application of appropriate routine maintenance including FRA-required inspections and maintenance and large-scale modification campaigns.

Scope of Work Included:

  • Ensuring FRA, EPA and other regulatory compliance by automatically generating due activities and electronic audit-tracking of execution.
  • Reducing planning time by automatically evaluating upcoming routine maintenance, open or deferred corrective maintenance, and open or deferred prescribed modifications.
  • Increasing labor utilization through ease of work reporting and the ability to request parts from the pit or track.
  • Reducing data administration time by leveraging Maximo’s ability to update asset information and maintenance programs automatically based on work executed and components installed.
  • Increasing visibility to operational effectiveness and locomotive reliability KPI’s through the capture of accurate real-time data of shop operations and locomotive histories.

Image Credit: Copyright Mark Levisay from Ruckersville, VA, USA / CC BY

(https://creativecommons.org/licenses/by/2.0)

https://commons.wikimedia.org/wiki/File:CSX_660_(9116932295).jpg

Pennsylvania State University FAMS Maximo Upgrade

Pennsylvania State University FAMS Maximo Upgrade

The Pennsylvania State University was founded in 1855 as a public, land-grant research university with campuses and facilities throughout Pennsylvania. Penn State conducts teaching, research, and public service. Its instructional mission includes undergraduate, graduate, professional and continuing education offered through resident instruction and online delivery.

Penn State partnered with Electronic Data (EDI) to support their long-term vision of implementing an Enterprise Asset Management (EAM) system that allowed for optimized and effective asset management by pairing industry best practices with the best suited tools on the market. Penn State’s stated goal was to transform from a maintenance practice into an asset management practice. This goal needed the support of quality processes, tailored solutions and a mindset of continuous improvement, which EDI was selected to help implement and support. This project has supported Penn State in establishing themselves as a cutting edge, high-performance educational institution among its peers by the use of effective asset management practices.

Scope of Work Included:

Penn State’s goal of continued growth within the University Office of the Physical Plant (OPP) needed the establishment of a single-organizational, multiple-site configuration across the University Park and three (3) Commonwealth campuses. EDI worked in support of PSU’s vison to successfully re-implement its EAM Maximo installation to 7.5 and provide the ability to use Maximo 7.5 consistently and share data across the four (4) organizations.

EDI performed a re-implementation of the EAM service for the University, consisting of the implementation of Maximo 7.5 for Penn State’s University OPP. The technical re-implementation included installation, configuration, management of data migration, data scrubbing and loading, cost effective deployment of mobile, training, and go-live support. EDI also provided functional services to the University as well, such as sharing and establishing best practices in asset management with Penn State, helping to drive cultural change management and establishing key performance indicators (KPIs) for PSU to track live-time and historic performance.

The re-implementation was executed on the heels of an organizational assessment related to Asset Management, also performed by EDI.  As part of the assessment, EDI evaluated Penn State’s current Maximo 4.1.1 implementation, including business processes, system configurations, and data quality. EDI helped Penn State document an Enterprise Asset Management Road Map and produced a Gap Analysis Report to serve as the foundation and guiding document in the re-implementation effort.

EDI successfully upgraded Penn State’s OPP to Maximo v7.5 from v4.1.1, migrating the 4.1.1 data structure to the updated platform, and ultimately establishing a stable IT environment that created and maintained the required business continuity to the end user. Penn State’s Maximo installation was highly customized to handle PSU’s complex and tailored business processes, consisting of many database triggers and integrations with other software packages and systems. EDI implemented current best practices, which included the use of new functionality, features and interface with existing applications to minimize the level of change. A cost-effective mobile solution was also deployed that supported current work being accomplished with Syclo Mobile Work and Inventory Manager at the time of the upgrade. EDI was responsible for work related to IT infrastructure, configuration controls, and training of key staff that supported the initial deployment.

Upon completion of the full upgrade and re-implementation, Penn State had an established Maximo 7.5 platform that would allow for successful and optimized integrations. EDI assisted PSU in recreating existing integrations/re-implementing current functionality to replace the need for any external systems or third-party products. Integration services provided by EDI included systems such as TRIRIGA Projects (ORACLE), VM – OPP legacy accounting/financial/billing/human resources and time attendance systems (DB2), Sage Timberline Office (PERVASIVE), Primavera Project Management – P3e (ORACLE), and many others. EDI also worked with PSU to design and create a de-normalized copy of its Maximo data, with appropriate extract procedures for continued population as required, that represented the relevant components of Maximo used by PSU.

Since completing the upgrade and re-implementation project, EDI has engaged in several other efforts with Penn State.  In late 2014 to early 2015, EDI developed and deployed a number of enhancements to the Syclo Mobile Work Manager product and also developed an integration to Docfinity, Penn State’s document management system.  In addition, EDI provided on-demand, enhanced support services to address a number of enhancements and changes as Penn State’s use of the Maximo system continued to grow.

Port of Oakland Enterprise Asset Management (EAM) Assessment

OWNER

The Port of Oakland

SERVICES

INDUSTRIES

KEY CONTACT

Port of Oakland Enterprise Asset Management (EAM) Assessment

The Port of Oakland encompasses a vibrant seaport, a thriving airport and an array of commercial buildings and parks. The Port of Oakland oversees the Oakland seaport, Oakland International Airport, and 20 miles of waterfront. The Oakland seaport is the fifth busiest container port in the U.S. Oakland International Airport is the second largest San Francisco Bay Area airport offering over 300 daily passenger and cargo flights, and the Port’s real estate includes commercial developments such as Jack London Square and hundreds of acres of public parks and conservation areas. The Port is a major economic engine for the Bay Area, and its far-reaching network of direct, indirect, and related jobs creates nearly 50,000 jobs in the region and over 800,000 jobs across the United States. The Port of Oakland was established in 1927 and is an independent department of the City of Oakland.

EDI’s assessment for the Port of Oakland was an evaluation of their processes, systems and data. EDI’s strategy was to review the current systems and evaluate the configuration, processes, and data. EDI’s assessment included maintenance processes and personnel, who were evaluated or interviewed as part of the review of current systems data. EDI’s evaluation of the collected data was used to determine if the current structure as well as the related information captured support industry best practices for maintenance activities.

Scope of Work Included:

Key data and Information reviewed and evaluated during this evaluation included:

  • Asset Location Hierarchies and Structure
  • Dashboards, Result Sets, and KPIs
  • Work Identification and Priority
  • Work Execution and Review
  • PMs
  • Policies and Procedures
  • Planning and Scheduling
  • Material Management
  • Classifications

In addition, EDI assessed the current practices for managing the use of the system and how records were created and maintained within it. EDI also evaluated the structure and hierarchy to ensure a corporate strategy and objective was in place and that the documents created were in support of the Port of Oakland’s strategy.