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Showing content with the highest reputation since 07/08/2020 in all areas

  1. 1 point
    Project is on track, we are submitting the WC, FL and equipment list now for upload on Friday, we have totally only 500 assets so not a massive amount. I spent yesterday verifying serial and model numbers with my team. Looks good. The next stage is adding the task lists. Pm schedule etc. We are creating the CA10 text keys CA10 being the transaction code for the text key, which in this case is going to be then textural procedure for completing the task. (I am assuming) Presently we have a paperbased system most are in word format so we are transferring it all over to notepad .Txt for the load. We are getting our test accounts this week so we can trial the software. This is going to be key, we have 50 staff that need trained out. I will develop the procedures and make up a matrix for the teams. There will be a training plan so everyone is comfortable before go live in October. I have came across a couple of texts I am looking at. SAP business user guide https://www.sap-press.com/plant-maintenance-with-sap-business-user-guide_4310/ configuring SAP PM https://www.sap-press.com/configuring-sap-erp-plant-maintenance_3487/ The first text should give us a head start on configuring SAP to run shift reports etc. I have also been reading some info on ABAP which is very interesting to me as i am somewhat of a programming enthusiast.
  2. 1 point
    Hi Erik, Great question. I’ve used SAP and Maximo extensively and been involved in multiple roll outs, implementations, upgrades and training around the same for several middle and major companies. I think the answer aligns with the one to the age old macho question: It’s not what you’ve got, it’s how you use it. What I’ve seen in the past is that a company purchases or is sold a new CCMS EAM or ERP system on the premise that it will bring significant improvement into the business. While this can be true the opposite is also possible. In more than one instance (pretty much all) I’ve found that the company are largely unaware of what the system is capable of and to overlay it on suboptimal processes. In addition, the provider usually ends up delivering or subcontracting non-specific training on the system and shows merely what it is capable of but not what the individual end users should do with it. The result is an under used, misunderstood and usually poorly configured system foisted on an under trained workforce. The next natural step is diversification of system use, usually with one department being well served, (let’s say finance) and the other departments following a course of action that brings them little or no value. The best result I’ve seen was in my last company where we re-wrote all the PM processes for the UK and then made some limited changes (as it was a global system) to SAP to align with the processes. We also introduced a work planning role and revamped the scheduling role as part of the process It was successful enough that the company adopted our processes and developed them into one global solution. This led to deeper and more beneficial changes to SAP where most of the PM processes were fully integrated and automated, (creation of follow on notifications and work orders, deferral notifications, SCE fail recording etc.) We integrated the scheduling process with IAP, Logistics and MM and introduced a scheduling tool as a final addition. Following roll out and training the improvement to productivity and efficiency in the company was massively significant. The PM end users changed their outlook from “SAP’s Sh1t” to enjoying the benefits of having full visibility and being in full control of the planning scheduling and execution of their work.
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