VU/VUMC Coordination Center Energy

“Een eis was dat de normale bedrijfsactiviteiten konden doorlopen tijdens de implementatiefase.

Challenge

The main challenge of VU/VUMC Coordination Center Energy was a lack of good maintenance administration. The goal was to keep business and maintenance activities as separate as possible. The lack of a central database meant that details were difficult to find and that deviations arose in the budget because there was little overview. There was also a need to be able to monitor the status of the systems at all times so that a good overview of all incidents could be maintained. In addition, the purchasing process also lacked the necessary structure and the work permit process for third parties working for the company had to be managed in a uniform manner.

Based on these challenges, a search was started for a party that could offer a suitable solution strategy and also take over the implementation. It was important here that normal business activities could continue during the implementation phase. Employees also needed to receive the necessary training to be able to handle minor incidents themselves, so that control could be maintained.

Realization

The Coordination Center itself did not have the knowledge and resources to make the desired change. A tender was used to search for a system and implementation partner. Gemba ultimately emerged as the winning party from the selection phase, as the implementer of IBM Maximo. The personal approach and a listening ear played a particularly important role in this choice. In addition, Gemba was able to convince management and the shop floor through a pragmatic approach and clear and simple explanation.

“In the tender, Gemba was chosen because of its personal approach and listening ear.”

Gemba initially configured IBM Maximo as standard in the first phase, without any special functionalities that would not be used anyway.

Within three months, the system was rolled out with the most important function being maintenance management with logbook functionality. The logbook functionality offers the possibility to record the status of their systems in a structured manner and thus make simple reporting possible. The second phase consisted of the implementation of a purchasing functionality. Finally, in phase three, a work permit module was set up.

“Door de pragmatische en eenvoudige manier van kijken naar deze systemen, heeft Gemba het managementteam en de werkvloer meegekregen. Door echt goed te luisteren hebben ze begrepen wat onze behoeften waren en zo draagvlak gecreëerd voor de functionaliteit van het systeem.”

Hans Adams – Manager Business Operations and Maintenance CCE

Result

The employees of the Coordination Center now have a fully automated system for maintenance, purchasing and work permits. Although the system is extensive, it does not contain any unnecessary frills that are not used within the company anyway. Not only can the maintenance status of all installations be seen at a glance, the entire purchasing process and all contracts can now be set up in IBM Maximo, with the messaging functionality greatly improving communication between employees and departments.

The transition has also led to a change in corporate culture. Because Gemba has really listened to the employees of the CCE, and has found a good combination between what they wanted and what they really needed, they have gradually changed the perception within the company. The craftsmanship that was so characteristic of the center still existed in its core, but had been transformed into an industrial working method that better suits their goals. The sharing of knowledge and its recording is now even more central.