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Peter McMahon

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Peter McMahon last won the day on July 13

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  1. I think previously the target was on sales not customer satisfaction. If the seller got more business from demo or training, then that was a bonus. The training would have been a generic system outline as the seller's understanding of the client business and associated processes may have been lacking in depth. It's a bit like going into the computer store to buy a new PC or laptop and the (young) beardie, nerdy guy asks for details on what you're going to use it for. At this point you don't know the exact details of use (no defined business process); machine and system functionality / capability (no one told you exactly what it can do. Its an ERP / EAM / CMMS system and you're not going to tell him you don't really know what that means. You're buying it so you must have a clue??). So puppy eyes engaged and you look at him for a solution. So you get the machine, a quick start guide and a massive licence fee. Then the head scrathcing starts and you ask around the departments expecting someone to know what it's going to be used for. After many frustrating conversations it's back to the drawing board to redesign processes and align the system with them. Shame it didn't happen in a different order. I've filled that void on a few occasions and provided a translation between business and system, delivering significant value. I think some of the smaller companies are recognising the value of that service but not all.
  2. 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.
  3. Hi folks, My name is Peter McMahon. My career started out with 27 years in the UK military in a General Engineer role, employed maintianing a wide variety of equipment required to support aircraft. From there I moved into the Oil and Gas industry and held a similar role in a variety of companies introducing and delivering the concept of Maintenance Excellence to them. I'm currently based in the UK but delivering the same type of product and improvement to a company in the US.
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