Best Practices - Barcode Strategy

Best Practices - Barcode Strategy

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  The Barcode Effect OperationalEfficiencies Gained Through Barcode Strategy FMMUG - Maximo Best Practices Conference Las Vegas, NV Monday, October 1st, 2012
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  • MAXIMO Version7.5.0 • Mobile Solution – DataSplice 4.0 • 14,625 total Students • 142 Buildings – 7.2 million square feet on 202 Acres • 3 Primary Campus Locations – Main, Newton, Brighton • 6 Trades Shops – 60 Full Time Trades Personnel • HVAC • Plumbing • Carpentry • Electrical • Housekeeping, Grounds and Athletic Maintenance services performed internally (200 staff) • 60,000 Annual Work Orders • 45,000 Academic Year • 15,000 Summer work orders identified through inspections • Work Order Center Staff of 3 – Staffed 6 AM – 8 PM (with student support) About Boston College
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  • Barcode KnownUse Cases • Developing your barcode strategy • Effectively leveraging your mobile rollout • Thinking outside the box – non standard barcode uses • Change Management • Questions Presentation Goals & Objectives
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  • We shouldbarcode it! • I’d like to have all of our assets barcoded by the end of the year! • Why don’t we barcode all of our (insert ridiculous item to be barcoded)! • Why should we barcode it? • If we only had barcodes it would be so much easier to get things done around here! Heard Around The Water Cooler…
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  • Barcoding isnot an object or idea – it’s a tool that can be used to (when done properly) improve your business process • There is no right or wrong way, there is no best practice – only leading practices to aide you in developing your own strategy • It’s all about CHANGE MANAGEMENT First Things First…
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  • Assets • Inventory- Item / Bin Locations • Performing Cycle Counts • Property ID’s (IT equipment and other rotating assets) • Invoices • Shipments / Receipt of goods Barcode Known Use Cases
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  • Step 1– STOP what you are doing and get a pad and a pen • Barcode strategy is about business process improvement – you need to know your business process first! • Key Stakeholders – establish a group of key individuals involved in your strategy and process • Consider overall Maximo strategy • Auto Key versus Smart Keys • Who are your data stewards and how will they manage this information / update barcodes / update assets? • Consider your mobile strategy • Where do I need to improve the business process to ensure my mobile rollout is going to be successful Developing Your Barcode Strategy
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  • What typeof barcode labels to use? • Printer selection • Application? Integrated to Maximo or standalone? • Label type (can it withstand heat/moisture)? • Who is going to do all the barcoding! • What to barcode? • Critical pieces of equipment • Locations • Don’t go out an barcode everything if you can’t make the case that it adds value • Where to put the barcode label? • Consistency in location • Conspicuous (more for locations) • Where should you barcode on equipment? • Device Selection • Will your device be able to scan whatever / wherever you plan on barcoding? • Will the device rely on ‘camera’ based scans, laser or RFID? Leveraging Your Mobile Rollout
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  • Assets • Isthe barcode label going to be informational or just a means to associate work orders or inspectional rounds? • Are you going to be tasked with collecting asset data? • Can you barcode label before you create new assets? • Locations • Where are your barcode labels going to go so they aren’t removed or painted over? • Item/Inventory • Is the barcode label going to indicate more than just what should be in the bin? • Counts? Thresholds? • Other locations where stock may be located? Important Things To Consider
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  Examples To Consider
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  • Invoices • Canyour vendor print invoices with barcodes? They should be able to! • Receiving of Goods • Does your receipt/bill of landing indicate the PO or requisition number with a barcode? • Last but not least… • What if you’re not going mobile? There are still efficiencies to be gained! Important Things To Consider
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  Barcoding Work Orders
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  Barcoding Work Orders
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  Work Order CompletionUtility © JFC Associates / Boston College
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  • Saving Timewith Inspections • With barcoded locations for building inspections (and a mobile solution) we are now able to quickly create inspection records / work orders • Reduced inspection time of building from a 3 day process to a 6 hour process – inspect, photograph, enter work orders, assign to shops • Saving Money • Paint Inspections • Able to complete inspection 2 days earlier which translated to building paint out complete 4 days ahead of schedule (able to sequence work). • Savings – 4 days of overtime normally required for housekeeping services eliminated – 80 people at 8 hours per day times 4 days = $81,920 – FOR ONE BUILDING!!! By The Numbers
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  • Accuracy inReporting / Inspections • Exact location is captured • Worker will be sent to the right place – the first time! • Eliminates ‘call backs’ (inspect it once and done) • Volume of work / wrench time will increase as the means of entry is improved • End of summer saw at 99.3% completion rate of identified work versus previous year of 83% - all due to the ability to quickly and efficiently complete work orders and have ‘real time’ data (that and we have some really great workers!) • Reduction in ‘Opening’ Work Orders • Due to operational efficiencies gained there was a 29% reduction in the amount of requests made by students when they moved in the Fall • Loosely translated – we were much better at identifying problems and seeing them resolved due to an effective mobile strategy based on an effective barcoding strategy By The Numbers
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  • Saving Time/ Improving Accuracy With Data Entry • Average summer completion rate ~300 work orders per day to be completed by work order center staff manually • Old methodology – 2 to 3 hours of time and many times a day or two later • New completion methodology – 6 minutes for 300 work orders • Supervisory staff have instant feedback on what remains in the cue to be done – this translates to nearly 100% accuracy of work order cue • Customer is informed of completion immediately versus days later • Happier staff! By The Numbers
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  • This entiretopic is really centered around Change Management • All of these concepts are wonderful but how do we implement them? • What are our barriers to change? • How do we get buy in? • Developing your business plan within context of your problem…You need to know what your problem is! • Strategy without intent has little power to make change that sticks • Center your strategy around your intentions – have them be your ‘North Star’ throughout your strategy development • A journey of a thousand miles begins with a single step… Chinese proverb ~ Laozi Change Management
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  • Create asense of urgency • Help others see the need for change and the importance of acting immediately • Pull together your ‘strategy team’ – your ‘Champions for Change’ • Decide what to do • Develop the Change Vision and Strategy • Clarify how the future will be different from the past • Make it happen! • Communicate for understanding and buy in • Empower others to act • Produce short term wins • DON’T LET UP • Make it stick! • Create a new culture • Hold onto the new ways of behaving and make sure they succeed, until they become strong enough to replace old ways of doing business. Creating The Change Source – John Kotter – ‘Our Iceberg is Melting’
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  • Be vigilantin your approach to these concepts • Recognize your organizations needs first – where are the business problems and how can processes change as a result of this new strategy? • Develop a strategy that produces short term wins • As with all things mobile – know your options, be prepared and don’t let technology drive your decision making • Fully understand the impact of Change Management across your organization • Benchmark your success Wrapping Things Up…
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  Questions… FMMUG - MaximoBest Practices Conference Las Vegas, NV Monday, October 1st, 2012 “The pessimist complains about the wind; the optimist expects it to change; the realist adjusts the sails.” - William Arthur Ward