Slow progress is better than no progress

(Author's note: This article first appeared in print in 1997 and represents the cultural attitudes of that period within manufacturing. It is reused here to demonstrate that, yes, progress has been made, since then, in some aspects of manufacturing processes.)

Sam, the maintenance man, was sitting in a training room of a “sister” mill listening to yet another software vendor explaining why his maintenance management system was better than the others.

“They pretty much all do the same thing,” Sam thought. “Some are a little more ’sex appeal’ than others. Unfortunately, that flashiness doesn’t equate to better”

no mechanic I know is going to be allowed to do that

“You mean you expect a craftsman to do that?” a selection committee member from another mill spoke up as the software demonstrator was explaining how the software enabled the worker to input data to the equipment’s history file. “No mechanic I know is going to be allowed to do that.” The man, a maintenance foreman from another of the company’s mills back east, was quite final in his judgment.

The vendor rep spoke up. “Our software is an enabling tool to be used to bring the workforce into the modern world. Empowering mechanics to record information is a best practice in the industry,” he explained.

“Well it’s not a best practice where I’m from,” the maintenance foreman continued. “If we allowed them to enter stuff like that into our work order system, they’d be using that as an excuse not to do real work.”

“Seems to me,” Sam spoke, thinking he ought to add his two cents worth in this discussion, “that, if you want to use the functionality provided by the software, that’s okay.

"Seems to me if you don’t, you don’t,

“At our mill, if we could improve the current paper manual reporting system, we sure would save a lot of time.

“For example, instead of taking time to fill in the work order number and so on, that time would be spent more productively adding in what was done. That sure would save time the next time that work needed to be done again.”

“You mean to tell me, Sam, that you waste your people’s time by having them fill in some type of report?” The maintenance foreman looked at Sam, incredulously.

“They do report on a lot of jobs, not all jobs, and it’s usually just one of the crew who does the reporting,” Sam responded, looking at the man from back east. “But whether that time is wasted or not is another matter.

“Personally, I believe in recording significant information about a job—things like what was done, who worked on it, how long it took to perform the work, what parts and tools were used, what special precautions are needed, and so on.

“Next time that same job comes up, the planner will have some background information to pass along to the next crew. That ‘background’ information will speed the next job up.

“Where I come from, any effort toward speeding up isn’t wasted. I like the idea of this software providing enabling functionality, that’s looking to the future, not living in the past,” Sam continued.

it’s an asset care management system, and not a work order system

“And, by the way, Fred, it’s an asset care management system, and not a work order system. This company’s needs are well beyond a more sophisticated work order system.”

“Oh, Sam, everyone knows you’re just a bleeding-heart liberal, anyway, when it comes to the workers.”

Others from the same mill snickered.

“Let’s just say that, here in this mill, we tend to be a little more ‘progressive’ in the development of our human resources,” Sam said, smiling. “We like the idea of working smarter, not harder.”

Sam returned to his thoughts. “Trouble is, most of the people in this room are going to get all caught up in either of two situations: One, they are going to want the new software to duplicate the software they have, and end up with the same old, same old; or, two, they are going to pick the flashiest software, thinking that ‘sexy’ is better—no thanks, been there, done that, got the tee shirt.

“I’ve learned a few things over the years putting in these CMMS’. Don’t expect the implementation to be a cakewalk. Pick a company that’s going to be around in the future, use the opportunity to make a few changes in the way you do business.

“Don’t remind me of the pains and agony of implementation,” Sam continued with his thoughts. “Even most of these software companies don’t have an ‘inkling’ about our industry, let alone maintenance management. Getting any ‘expert’ advice about using the system is almost impossible. Training is a major issue. Bad data in, bad information out, but who told us?”

“Excuse me, Ed.” Sam caught the vendor rep’s eye. “Sorry to break in, but I’ve got some questions about your ability to help us with implementation.”

“Sure, Sam, fire away.”

“Do you have ex-maintenance people on your staff…hopefully none like Fred over there, though?” Several people in the room laughed.

“As a matter of fact, we do,” Ed responded. “We have a large staff of consultants who were originally maintenance staffers, even stores and purchasing. We also have a few folks on the staff like you, Sam—people who have managed maintenance and foresee change and actually welcome the improvements that are occurring in the field of asset care. We call them subject matter experts, and they contribute to the new developments we design into next releases.”

“That’s fine, but do you have any that can come into our mills and examine our processes and work practices and forewarn us of changes that will help us maximize the use of your system?”

Ed smiled. “Sam, you sure do ask the right questions. I suspect you’ve been there, done that.”

“Yeah, and instead of getting the tee shirt, I got a big chunk out of my leather shorts,” Sam responded.

“We like to perform a site survey before we begin the implementation process,” Ed continued. “That allows us to know what your organization and your culture is like, but more importantly, the survey, when completed, can become a reference for the path forward.”

if you are not practicing what others have found to be ‘best,’ then how can you ever expect to implement the system properly?

“Sounds exactly like what I envisioned. I mean, if you are not practicing what others have found to be ‘best,’ then how can you ever expect to implement the system properly?” Sam agreed. “Do you assist your clients with managing the CMMS project?”

“Actually, we lead you through a project plan that you design, with the resources you are able to provide with the funding available,” Ed responded.

“I’ve been short-changed in the past with data collection and transfer,” Sam commented.

“Unfortunately, those precious resources you were given during implementation seem to go away after go-live.”

“Well, Sam,” Ed said, smiling again, “you have brought up a good point. We believe you should plan to collect all of your data, both static and dynamic, before startup…then transfer the data to an interim data base prior to go-live so that you can be testing for correctness. This allows you to also test workflow, work processes, interfaces, and so on.”

“Now wait a minute,” Fred, the maintenance supervisor from back east, broke in. “It sounds like you are suggesting we change our ways.”

He looked at Sam. “I believe we are doing the right things now. All we need is a newer maintenance management system—one that supports our processes.”

“Fred, if you were doing the right things now, you would already have a newer, better system,” Sam responded. “You don’t.”

What you really want is to automate that ‘outhouse’ you’re currently using. I’d like to bring the plumbing indoors.

I think that you seriously believe that this software,” Sam waves his hands in the air, “is going to install itself Automagically. It’s not automatic, and there is no magic.”

it’s not automatic, and there is no magic

“Now, Ed, tell me more about your implementation methodology. I think we’ve seen enough of the software’s functionality”