1 We re Happy with Our CMMS. Should We Be? Upcoming Webinars Sept 2013: Multiple FM Software Applications: Is Consolidation or Integration the Answer? Oct 2013: Dec 2013: Jan 2014: Maintenance Outsourcing: How Your FM Software Can Relieve the Pressure Selecting and Implementing FM Software the Right Way Work Order Fibrillation: Controlling the Pulse of Your Maintenance Organization Presenter: Jamshed Rivetna Principal, Ensoft Consulting, Inc. Dial-in: (213) Access Code: Send questions via chat window anytime. We ll answer questions at the end.
2 Ensoft Consulting is a consulting firm specialized in FM operations and software. Our projects generally fall into two categories: Facilities Management Consulting CMMS and IWMS Implementation
3 We work with and implement many of the leading systems. maximo We know this industry!
4 Agenda What s Happening in the Industry? Where Could You be with CMMS? Sample CMMS usage How Do You Get There?
5 CMMS --- Computerized Maintenance Management Software Work request tracking Asset/Equipment records Preventive maintenance scheduling Spare parts inventory management Maintenance labor management
6 For most organizations, CMMS is used for: Running day-to-day operations Work orders Completing service requests and routine maintenance Performing some level of preventive maintenance Supporting purchasing, accounting, administration, etc
7 Most organizations: Maintenance is being completed Customers are satisfied Facilities are in good condition Directors and managers are happy with their CMMS. Not Working Satisfaction Scale Working Great It gets the job done. We re happy with it.
8 But, Should They Be Happy with Their CMMS? Is it really performing the way they need it to? Is it giving them equipment maintenance cost data? Is it giving them data for hiring decisions? Is it enabling their preventive maintenance program? Is it allowing 2-way communication with their customers? Is it helping them justify their budget requests? Is it providing data for their decision-making?
9 CMMS is: Most organizations are fixated on this one. 1. a tool for streamlining processes 2. a database for management decision-making and reporting Equipment/asset information Space information Historical work order information Resource utilization (labor, inventory, etc ) The more progressive organizations are focused here They re using their CMMS for more than a work order processing tool.
10 They are using their CMMS to help them progress towards proactive asset management. Fire Fighting Management Continuum True Asset Mgmt Good service levels Good equipment and facilities conditions Good service levels Good equipment and facilities conditions Better control Know what s going on AT A LOWER COST
11 For most organizations, CMMS is used for: Running day-to-day operations Work orders Completing service requests and routine maintenance Performing some level of preventive maintenance Supporting purchasing, accounting, administration, etc More progressive organizations are using CMMS for: Improving asset performance Evaluating assets and their maintenance histories Extending useful life of assets Tracking equipment warranties Reducing operating costs Improving processes and workforce effectiveness Minimizing non-value adding expenses (inventory, overtime, replacements, etc.) Optimizing contractor and vendor costs
12 Most facilities managers are happy with their CMMS, even though they aren t doing much with it: Limited preventive maintenance scheduling Difficult/limited reporting capabilities Few asset/equipment items in database Few PM schedules for individual assets No asset-specific work order histories or costs No fact-based capital replacement data Ineffective work order processes Limited technician interaction with CMMS Limited management reporting from CMMS
13 What s causing the industry-wide underutilization of CMMS software? Fast-track implementation Limited management incentives to pursue improvements Data-centric implementation approach Aging software with limited capabilities Software-focused user training Limited knowledge of available CMMS features and capabilities
14 CMMS Usage Work order entry and closeout Some preventive maintenance schedules CMMS used by work control Mobile devices Full asset list PM schedules on all assets 2-way communication with requesters Capture of actual labor hours Technicians using CMMS for work orders Fully automated work order process Work scheduling Standardized PM procedures Capture of actual spare parts Spvsrs/Mgrs using CMMS Operations and maintenance analysis Advanced features Meter-based PM beginner CMMS Usage Progression advanced Reporting Monthly performance reports by building (no assets) Reports have low credibility/accuracy Reporting used by Director-level Monthly performance reports by asset/trade Ad hoc queries and reports Reports are credible enough for trending Reporting used by Mgrs/Spvsrs Monthly performance reports Event-driven operating reports Reports are trusted Reporting used by all levels
15 Agenda What s Happening in the Industry? Where Could You be with CMMS? Sample CMMS usage How Do You Get There?
16 Capture and report replacement cost and expected replacement date for equipment items. Equipment Equipment Replacement Budget Report Purchase Date Inactive Planned Replacement Replacement Cost ($) Pump Motor #2 Jun-98 N Air Handler 2-1 Aug-98 Y Air Handler 1-2 Jun-98 N Air Handler 5-4 Jun-98 N Air Handler 6-2 Jun-98 N Air Handler 1-1 Jun-98 Y Air Handler 1-3 Dec-00 N Air Handler 1-4 Jun-98 N Air Handler 2-2 Jun-98 N Air Handler 2-3 Jun-98 N Air Handler 2-4 Jun-98 N Chilled Water Pump #2 Jun-98 N Pump Motor #1 Feb-03 Y Air Compressor 1 Jan-03 N Air Handler 5-1 Jun-98 N Air Handler 5-2 Jun-98 N Air Handler 5-3 Jul-00 N More than a onetime condition assessment Institute processes to keep this data current.
17 Monitoring and managing equipment warranties. Expiring Warranties (Next 3 Months) Equipment Warranty Expiration Date Vendor Manufacturer Pump Motor #2 9/28/13 Grainger Emerson Air Handler /13/13 LB Systems Trane Air Handler /13/13 LB Systems Trane Air Handler /13/13 LB Systems Trane Pump Motor #1 11/20/13 Grainger Emerson Purchase extended warranties. Get needed repairs completed before warranty expiration.
18 Forecast PM labor hour requirements for future periods. PM Forecast Report PM Due Date Equipment PM Description Estimated Hours Week of 12/2/09 12/1/2009 Air Handler 1-1 AHU Day PM 1 12/1/2009 Air Handler 1-2 AHU Day PM 1 12/4/2009 Air Handler 1-3 AHU Day PM 1 12/4/2009 Air Handler 1-4 AHU Day PM 1 12/4/2009 Air Handler 2-1 AHU Day PM 1 57 Week of 12/9/09 12/11/2009 Air Handler 2-1 AHU Day PM 1 12/11/2009 Air Handler 2-1 AHU Day PM 1 12/15/2009 Air Handler 2-1 AHU Day PM 1 12/15/2009 Chiller 1 CHILLER Day PM Inspection 8 12/15/2009 Chilled Water Pump #2 CHWP 1 30 Day PM Week of 12/16/09 12/16/2009 Pump Motor #1 MOT 1 30 Day PM 1 12/16/2009 Elevator A Elevator A 365 Day Inspection 8 12/16/2009 Air Compressor 1 AC 1 90 Day PM 4 12/16/2009 Air Handler 5-1 AHU Day PM 2 12/17/2009 Air Handler 5-2 AHU Day PM 2 12/17/2009 Air Handler 5-3 AHU Day PM 2 12/17/2009 Air Handler 5-4 AHU Day PM 2 12/17/2009 Air Handler 6-1 AHU Day PM 2 200
19 View, prioritize, and manage PM work orders when due. Preventive Maintenance Due Week of 10/8 Due Date EQ Item PM Activity Priority Standard Hours 10/9 Pump Motor #1 MOT 1 30 Day PM /9 Elevator A Elevator A 365 Day Inspection /9 Air Compressor 1 AC 1 90 Day PM /11 Air Handler 5-1 AHU Day PM /11 Air Handler 5-2 AHU Day PM /11 Air Handler 5-3 AHU Day PM /11 Air Handler 5-4 AHU Day PM /13 Chiller 1 Chiller 1 90 Day Inspection Assigned To
20 Evaluate labor utilization by Trade. Trade Hours Applied to Work Orders # of Technicians Hours Onsite for Work Utilization Electric % Plumbing ,288 58% HVAC ,472 68% Carpentry % Grounds % Roads % TOTAL 3, ,336 62% The goal is not 100% utilization. The goal is around 60-70%.
21 Sidebar On Labor Effectiveness Improved effectiveness will likely result in additional available technician labor hours. These new-found labor hours are typically filled by giving technicians additional work orders to complete. To progress towards proactiveness, we need to use these additional labor hours for higher level activities: Preventive maintenance and inspections Training and education Equipment monitoring and maintenance analysis Improvement projects Involves changes in philosophy
22 Evaluate and manage employee work activities. Project Work Service Requests Preventiv e Maint Admin & Records Total Hours Tech Tech Tech Tech X Total Hours Month of August ,136
23 Evaluate labor capacity by Trade. Work Order Type Actual Hours Used # of Technicians Theoretical Trade Hours Available Capacity Excess (Shortfall) Electric Plumbing , HVAC 1, ,472 (226) Carpentry (244) Grounds (272) Roads TOTAL 4, , Redistribute capacity by cross-training for low skilled tasks. Define hiring skillset needs based on actual needs, not simply to fill a vacated position. Overtime
24 Plan labor (or vendor) requirements. Create work orders for all PM tasks that should be done. For PM work orders you cannot complete, change status to DEFERRED. Create reports to identify hiring or outsourcing needs. PM Hours Completed 2012 PM Tasks Deferred PM Hours Deferred 1 st Quarter nd Quarter rd Quarter th Quarter TOTAL
25 Evaluate monthly service request log. Work Order Building 310, Month of January Date Requested Room # Request Category Technician /3/ COLD CALL A JOHNSON /3/07 RR SINK LEAK D SMITH /5/ FURNITURE G MERK /5/ LIGHT OUT L HINKLE /5/ COLD CALL A JOHNSON /9/ DOOR BROKEN G MERK /14/ COLD CALL A JOHNSON /14/ LIGHT OUT L HINKLE /20/ COLD CALL A JOHNSON Identify repeating problems before they escalate.
26 Evaluate work order backlog. Work Order Open Work Orders Over 5 days Old Date Requested Days Open Request Technician /31/ Cold call A JOHNSON /30/ Roof leaking D SMITH /31/09 39 Build shelves G MERK /31/09 39 Outlet out L HINKLE /15/09 24 Plumbing leak A JOHNSON /1/09 10 Door broken G MERK /2/09 9 Fan broken A JOHNSON /5/09 6 Light out L HINKLE /6/09 5 Move furniture A JOHNSON Keep work orders from slipping through the cracks.
27 Review and manage inventory purchases. Quantity Used Item X: Usage History Cut costs by stocking what you need, when you need it Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec This type of usage information will come from CMMS.
28 All the sample reports shown here are possible with the following data Standard hours for maintenance tasks (PM and on-demand) Work order classifications Actual labor hours and parts used on work orders Equipment purchase dates and costs Equipment and work order priorities This is very common data Most CMMS systems have the capacity to capture this data. What s missing is a plan for using it on a daily basis.
29 Agenda What s Happening in the Industry? Where Could You be with CMMS? Sample CMMS usage How Do You Get There?
30 Progress towards asset management is less dependent on software and more dependent on how the software is implemented and used. The initial software implementation sets the stage for how the software will be used spend the time to do it right!
31 Common Fast-Track Implementation We re Happy with Our CMMS. Should We Be? Just complete the data spreadsheets and send them to the vendor Vendor electronically loads your data Receive a fully populated database and you re ready to go Sound familiar? This implementation approach will produce mediocre results, at best.
32 Organizations pursuing asset management improvements will take a comprehensive approach to their CMMS projects. Process review Requirements definition Report definition System setup Training and rollout Asset Data Gathering (may continue after initial go-live) Data gathering is just one of many steps involved with a proper CMMS implementation.
33 Another key component of the progression towards asset management is alignment of the CMMS with your department objectives and strategies..
34 Example Objectives Statement: Large Public University Overall Objectives: Employee satisfaction Customer satisfaction Department Objectives Non-PM Work: Reduce our backlog of work orders Reduce the # of customer maintenance requests received (CRMs) Increase # of corrective work orders Preventive Maintenance Work: On-time completion against decided due date Project Work: On-time start against agreed start date On-time completion against agreed due date
35 Example Objectives Statement: University Medical Center Department Objectives 1. MORE RESPONSIVE Monitoring work order response times and on-time completion 2. MORE PROACTIVE Doing more Preventive Maintenance, Building Inspections, and Corrective work 3. MORE PRODUCTIVE Improving work management and data capture on work orders (labor, parts and vendor costs, dates, comments)
36 Once the objectives are defined, select KPI s (Key Performance Indicators) to monitor them. We re Happy with Our CMMS. Should We Be? More Responsive Managers ( MC Repair Centers) Number and % of SR work orders over 10 days old Average age of open SR routine work orders RESPONSIBLE POSITION Foreman/Supervisor (MC Shops) % of SR work order completed by Target Date SR work order average time to Respond SR work order average time to Complete SUPPORTED OBJECTIVE More Proactive More Productive Number and % of SR work orders completed (monthly) Number and % of actual hours logged on PM, INS, CM work orders Average age of open CM work orders Number of incomplete CM work orders Total number of labor hours logged on work orders per week % of PM and INS work orders completed by Target Date # of corrective work orders generated Number of service request work orders completed Average # of hours entered on work orders per day by worker
37 Alignment is the process of making sure the CMMS is configured to enable the desired KPI reporting Define needed values for various CMMS data: Work types Priorities Work order statuses and status dates Technician hours Shop assignments Equipment criticalities Etc Alignment happens during the requirements definition step of implementation.
AT&T Global Network Client for Windows Product Support Matrix January 29, 2015 Product Support Matrix Following is the Product Support Matrix for the AT&T Global Network Client. See the AT&T Global Network
NAV HISTORY OF DBH FIRST MUTUAL FUND () Date NAV 11-Aug-16 10.68 8.66 0.38% -0.07% 0.45% 3.81% 04-Aug-16 10.64 8.66-0.19% 0.87% -1.05% 3.76% 28-Jul-16 10.66 8.59 0.00% -0.34% 0.34% 3.89% 21-Jul-16 10.66
ANNEXURE 1 STATUS OF 518 DEMAT REQUESTS PENDING WITH NSDL Sr. No. Demat Request No.(DRN) DP ID Client ID Date of Demat Request Received Quantity Requested Date of Demat Request Processed No. of days of
COMPARISON OF FIXED & VARIABLE RATES (25 YEARS) 2 Fixed Rates Variable Rates FIXED RATES OF THE PAST 25 YEARS AVERAGE RESIDENTIAL MORTGAGE LENDING RATE - 5 YEAR* (Per cent) Year Jan Feb Mar Apr May Jun
COMPARISON OF FIXED & VARIABLE RATES (25 YEARS) 2 Fixed Rates Variable Rates FIXED RATES OF THE PAST 25 YEARS AVERAGE RESIDENTIAL MORTGAGE LENDING RATE - 5 YEAR* (Per cent) Year Jan Feb Mar Apr May Jun
Managing Open Source Code Best Practices September 24, 2008 Agenda Welcome and Introduction Eran Strod Open Source Best Practices Hal Hearst Questions & Answers Next Steps About Black Duck Software Accelerate
Dedicated Contract Fleet Maintenance Programs James Cain, National Business Development Manager Rob Lovi, Vice President-Sales & Marketing 2 1 Types of Maintenance Programs There are generally four approaches
Filed: September, 00 EB-00-00 Schedule Page of.0 STRATEGY MATERIALS AND SUPPLIES INVENTORY Hydro One Transmission maintains and optimizes materials and supplies inventory in support of our reliability,
Employers Compliance with the Health Insurance Act Annual Report 2015 ea Health Council Health Council: Employers Compliance with the Health Insurance Act 1970 Annual Report 2015 Contact us: If you would
S&P 500 10 Year Rolling Period Total Returns Summary: 1926 June 2013 700% 600% 500% 400% 300% 200% 100% 0% 100% Scatter chart of all 931 ten year periods. There were 931 ten year rolling periods from January
Purchased Services Areas of Opportunity: How Texas Children's Hospital Achieved Significant Cost Savings For Its Contract Staffing Purchased Services Presented by Edward M. Lewis, C.P.M., CMRP Supply Chain
Facilities Management FM Key Performance Indicators November 15, 2016 Facilities Management Key Volume Indicators Key Volume FM Change Evanston Chicago Full Time Equivalent (FTE) 335 0 273 62 Acres 296
Facilities Management FM Key Performance Indicators October 24, 2016 Facilities Management Key Volume Indicators Key Volume FM Change Evanston Chicago Full Time Equivalent (FTE) 335 +2 273 62 Acres 296
Read Through The Letters of Paul in 2016 JANUARY Jan 1: Romans 1:1-6 Jan 2: Romans 1:7-11 Jan 3: Romans 1:12-17 Jan 4: Romans 1:18-22 Jan 5: Romans 1:23-28 Jan 6: Romans 1:29-32 Jan 7: Romans 2:1-7 Jan
Enterprise Projects Fiscal Year 2011/2012 Third Quarter Report Enterprise Projects Fiscal Year 2011/2012 Third Quarter Report The Enterprise Program Investment Council (EPIC) is responsible for governance
6 Reasons Why Outsourcing Equipment Maintenance Is Your Best Hedge In A Down Economy The decision to outsource equipment maintenance during times of economic boom is based on the desire of a company to
2014-2015 SPECIAL TERM ACADEMIC CALENDAR FOR SCRANTON EDUCATION ONLINE (SEOL), MBA ONLINE, HUMAN RESOURCES ONLINE, NURSE ANESTHESIA and ERP PROGRAMS SPECIAL FALL 2014 TERM Key: P/T = Part of Term P/T Description
2013-2014 SPECIAL TERM ACADEMIC CALENDAR FOR SCRANTON EDUCATION ONLINE (SEOL), MBA ONLINE, HUMAN RESOURCES ONLINE, NURSE ANESTHESIA and ERP PROGRAMS SPECIAL FALL 2013 TERM Key: P/T = Part of Term P/T Description
April 2015 3 Detailed guidance for employers Appendix A: Pay reference periods This document accompanies: Detailed guidance no. 3 Assessing the workforce Pay reference period calendars where the definition
FMMUG - 2016 Janet Spencer and Galen Winchip April 2016 Key Accomplishments Two Universities, 50+ combined years: Three CMMS systems Implemented two CMMS systems GL interfaces Dimensional data warehouses
2015-2016 SPECIAL TERM ACADEMIC CALENDAR For Scranton Education Online (SEOL), Masters of Business Administration Online, Masters of Accountancy Online, Health Administration Online, Health Informatics
Chris Clement 701 Bayou Lane Thibodaux, LA 70301 985.446.7320 Position: Facility Assistant Maintenance Manager B Date: May 17, 2010 - present 70% OF TIME- is spent on following duties. Assist the Facility
Operations Management Part 1 What is in this lesson? Operations Management Part 1 Why operations management is necessary The advantages of a maintenance management plan Definition of maintenance management
MSV: Square Footage: 24,844 No. of Floors: 1 Year Built: 1963 Type of Use: Lounge and dining area open all night for snacks Steam Water-cooled condenser, 50-Ton York unit with a 6 cylinder-reciprocating
Facilities Maintenance Standards rev 9-1-2015 Purpose The purpose of these standards is to outline the minimum requirements for maintaining state owned facilities and infrastructures in a manner that will
Halting the Cycle of Break & Fix: The Leading Reward of Maintenance Management Eric Hancock Practice Leader for Operations & Asset Management Jacobs Engineering Group Inc. Best Maintenance Strategies t
Bad Honnef 14.-15. September 2010 Reiner Schmitt schmitt consulting your license. our business Agenda 1. Responsibilities @ SAP AG 2. Motivation / Challenges for Software License & Asset 3. Transparency
2015 RACE TO ZERO STUDENT DESIGN COMPETITION Team Members / Industrial Partners A. TEAM and INDUSTRY PARTNERSHIPS B C D E F G H I A. TEAM B C D E F G H I J A C D E F G H I J B. DESIGN GOALS Project Site
Florida State University Utility Conservation Program Alan Peck, Director, Florida State University, Utilities and Engineering Services Davis Gandees, Johnson Controls, Inc., Florida Higher Education Manager
Managing Third-Party WHITEPAPER Service Providers An Astea White Paper Introduction For companies with a rapidly growing customer base, meeting an expanding demand for field service can be daunting. You
UTILIZAÇÃO DA METODOLOGIA LEAN Desmistificando Aplicações Reais Para CME Apresentado por John Kimsey STERIS LEAN CME SIMULATION SAO PAULO, RIO, PORTO ALEGRE 2 STERIS LEAN CME SIMULATION SAO PAULO, RIO,
Reduce Costs & Adopt Green Manufacturing Practices Asset Management for Green Manufacturing Selvaraja Vallyan Maximo Sales Leader, ASEAN email@example.com Agenda Vision Green Manufacturing Industry Challenges
Annexure B:, Budgeting Programme The following are key activities that need take place in more detail than Time frame Nature Period referred Start Finish 2012/09/01 /08/31 /or September /09/01 /09/26 August
Field Service in the Cloud: Solving the 5 Biggest Challenges of Field Service Delivery The ServiceMax Whitepaper Executive Summary The time has come for field service organizations to also reap the benefits
Committee of the Whole January 22, 2014 Drivers for 2003 IT Outsourcing Cost savings - privatization model ($2- $3MM/year) Cost avoidance Data center lease with County expiring ($3.5MM) Disaster recovery
How to ANALYZE AND COMMUNICATE PREVENTIVE MAINTENANCE - ADDRESS NOW - OR PAY LATER Tuesday, February 22, 2012, 10:15 a.m. 11:30 a.m. John Poytress Moderator Clovis USD Doug Halverson Presented by Clovis
Managing Projects with Practical Software & Systems Measurement PSM Mauricio Aguiar PSM Qualified Instructor TI Métricas Ltda. Av. Rio Branco 181/1910 Rio de Janeiro, RJ Brazil 20040-007 www.metricas.com.br
50 Questions before computerization Before computerization, as an organization, ask yourself: 1. Is there enough time, money and interest to involve all levels within the maintenance department and other
PUBLIC MEETINGS Citizens are welcome and encouraged to attend all City of Geneva public meetings. Public meeting guests are also urged to participate in any of the City s many public meetings that take
Exempt Employee Association 01/29/13 Agenda icat Objectives CedarCrestone Overview Project Scope and Timeline Project Methodology What is Changing and Your Involvement Change Management Overview Closing
Proposal to Reduce Opening Hours at the Revenues & Benefits Coventry Call Centre Proposal To change the opening hours of the Revenues & Benefits Call Centre to 9am until 5pm Monday to Friday with effect
VFD s to Optimize System Savings Keith Kempski Control Techniques View VFD as the tip of the iceberg Integration with the E2 provides optimal savings Typical supermarket applications are reviewed State
CPSC ITDS/RAM Pilot System: PGA Message Set Electronic Certificate Filing Test March 27, 2015 This presentation has not been reviewed or approved by the Commission and may not reflect its views CPSC Background
REPORT TO THE CITY COUNCIL AGENDA ITEM NO. August 22, 2007 COUNCIL MEETING APPROVED BY FROM: BRUCE A. RUDD, Assistant City Manager DEPARTMENT DIRECTOR CITY MANAGER SUBJECT: ISD Network Migration Project
(Range 121) DEFINITION Supervises, plans, coordinates and performs a variety of fundamental and skilled work in the building and mechanical trades to ensure the overall physical integrity of District Locations.
Independent Accountants Report on Applying Agreed-Upon Procedures Board of Trustees We have performed the procedures, as discussed below, with respect to the employer contributions remitted by to the in
The Superintendent of Operations has various oversight responsibilities that impair his ability to effectively manage maintenance activities within the Project Operations Section. This impairment manifests
Big Data to Benchmarking Enjoy the Journey! Laurie Gilmer, PE, CFM, SFP, LEED AP, CxA Facility Engineering Associates Meet Our Presenter: Lead FEA s Facility Services division SME for IFMA s Measurement,
University of Wisconsin System Strategic Initiatives April 27,2015 Sasi K. Pillay UWSA CIO 1 Principles Mission Enablement Reduction of Risk Cost-effective Operations 2 The Four Tenets A. Elevate the Professionalism
I. PURPOSE The purpose of the Human Resources and Governance Committee (the Committee ) is to A. assist the Board in fulfilling its obligations relating to human resource and compensation matters and to
May 2014 Texas School Bond Elections What are the individual districts needs? New facilities Renovations Technology Central facilities How much tax revenue can the district generate? Depends on district
IMPLEMENTING A RELIABILITY CENTERED MAINTENANCE PROGRAM AT NASA'S KENNEDY SPACE CENTER Raymond E. Tuttle and Robert R. Pete EG&G Florida BOC-035 Kennedy Space Center FL 32899 (407) 867-5705!qq, Abstract:
HOW MUCH DO YOU NEED? Presented By: Tracy Moffatt AGM Education Team K&K Consulting Many stores carry 2 to 3 times more inventory than they need Many stores have no idea how much inventory they need to
10-Step ICD-10 Planning Guide for Chiropractors ICD-10 Education is necessary till Oct 1st. -Pick a Team Leader Consider: Articles, Should test ICD-10 readiness: -Explain ICD-10 Goals Websites, Webinars,
Equipping your Forecasting Toolkit to Account for Ongoing Changes Presented by: Roger Parlett Supply Chain Manager January 23, 2014 Overview Forecast Set-up Objectives of Creating a Forecast Identify Critical
Rendering Provided by McKissick Associates MONTHLY PROJECT CONSTRUCTION PROGRESS REPORT #5 Additions and Alterations to Williamsport Area Middle School Williamsport Area School District 17 July 2012 Geo-Thermal
The Thinking Approach LEAN CONCEPTS All rights reserved 1 Basic Thinking to Manage the Journey MANAGEMENT TACTICS OF A LEAN TRANSFORMATION All rights reserved 2 LEAN MANAGEMENT Two key questions What is
ABB Process Automation Service Services that add life to your systems and processes Services that add life to your systems and processes ABB has world-class experience in specifiying, installing, maintaining,
Supply Quality Assurance Electric / Gas T&D, Hydro, Solar and Fossil Fuel Power Generation 2014 Supplier Conference Jim Adamson Director, Supplier Quality Assurance Engaging With Suppliers How Supplier
Important Dates Calendar 204-205 FALL Rev. 6-8-4 st 8 H st 0 2nd 0 st 5 2nd 5 3rd 5 LSC Advanced Registration Begins May 27 May 27 May 27 May 27 May 27 May 27 May 27 May 27 May 27 Returning Students Advanced
OVERCOMING FIELD SERVICE & REVERSE LOGISTICS CHALLENGES WITH AN INTEGRATED, BEST OF BREED ENTERPRISE SERVICE MANAGEMENT SYSTEM A WHITE PAPER BY: Michael R. Blumberg, CMC PRESIDENT, Blumberg Advisory Group
Homeland Security Grants Management Louisiana Emergency Preparedness Association (LEPA) An LEM Basic Credentialing Course 1 Objectives Using local government management systems perform: Homeland security
From Cost Center to Strategic Contributor How Facilities Management Teams Can Play a More Strategic Role in Organizations Tips and techniques for saving time, decreasing costs, and supporting energy-eﬃcient
Second Place: Industrial Facilities or Processes, New Photo: Paul Howell Texas Medical Center in Houston is the largest medical center in North America. It has a chilled water system of 160,000 tons. Big
Cost Management How Much Will This Project Cost? Moderator Janelle Abaoag Project Insight Marketing, Public Relations Janelle.Abaoag@projectinsight.com www.projectinsight.net All participants will be on
Measuring and Monitoring Experience Tom Exeter Sales, Marketing & Experience Executive Sport & Physical Activity, Commercial Services, University of Leeds Background to our organisation. The department
PEOPLESOFT MAINTENANCE MANAGEMENT KEY BENEFITS Streamline Maintenance Operations Manage Full Asset Lifecycle Lower Total Cost of Ownership Oracle s PeopleSoft Maintenance Management completes the Enterprise
Use PDF Bookmarks for direct link to report tables. NTREIS MLS Area Housing Activity Report Compiled for North Texas Real Estate Information System Current Month Summary for: July 2016 Property Type Sales
Change Management Advisory Council September, 2010 Agenda 8:00-8:20: 8:20-8:40: 8:40-9:00: 9:00-9:30: Introduce team; share role of Advisory Council and discussion questions Discuss program overview and
Office of Information Resource Management Executive Branch Project Plan Work Program Funded by for IT Appropriations Reorganization 2007, 2009 and Five Small Projects Date: August 2009 Version: 1.3 Revision
$3.00 www.boac-colorado.org December 2012 Inside This Issue... Reminder of NEW Dues Structure for 2013 Denver No Meeting in December Colorado Springs Boiler Operation and Maintenance Bowling Party! January
Latin America 4 Pillars of the Third Platform Continuous Information Series Value Proposition June 2014 International Data Corporation (IDC) is the premier global provider of market intelligence, advisory