IBM Maximo & ClickSoftware Implementation Eric Green , Head of Estates

1. IBM Maximo& ClickSoftware Implementation Eric Green , Head of Estates Magnus Bains, Maintenance Supervisor

2. NHS Highland

3. NHS Highland • Responsible for delivering all aspects of Healthcare to the population of the Highlands. • Area covered equates to 43% of the landmass of Scotland, but only has a population of 300,000 (5%). • Very challenging geography, all inner isles, lots of small remote rural facilities. Also large 800 bed acute Hospital with full range of services.

5. NHS Highland • We have over 200 hundred facilities to maintain, 27 of those are Hospitals. • 100 service staff based in 8 different locations. • All facilities require to be maintained properly and documented that this has been achieved. • NHS Highland created from 4 parts, following NHS re-organisation. • We inherited 5 different maintenance systems of varying age and development.

6. Legacy Systems • No single maintenance strategy. • No single business process. • 5 different ways of purchasing. • No system with functioning reporting tool. • Oldest and most widely used system was MS-DOS based. • All highly labour intensive, huge amounts of resource required to do simple tasks. • No customer interface. • 5 separate helpdesk functions all working differently.

7. Our Goals. • Introduce a system that compared to current good practice in service industry, try to import best practice from outside healthcare sector. • Gain greater control over labour resource and plan work efficiently to reduce travel time. • Standardise maintenance system. Consistency in work practices and processes across our organisation. • Redress balance of planned and reactive work, only 25% of work was planned. We needed to achieve 75% of work planned. • One helpdesk, one customer interface. • Free up expensive resources to achieve other targets. • Control over purchasing and reduction of manual input.

8. Business Standardisation • Project to implement standard maintenance system. • Learned valuable lessons from other Health Boards • Stage 1: Develop standard business process, supported by MACS. • Stage 2: Source interested CMMS suppliers. • Reduced to an initial tender list of 10. • Tender issued, initial list reduced to 5 suppliers, who were asked to present their systems based on scenarios provided by NHS Highland.

9. Business Standardisation • Final selection narrowed down to two, MACS offering of Maximo and Click chosen. • Reasons were as follows: • Maximo best met specification straight from box. • Many suppliers of Maximo services, not restricted to one supplier. • Click found to have best functionality of all systems offered in price range. • Both Maximo and Click are intuitive and relatively easy to operate. • Combination of Maximo & Click offered best value for money.

10. Implementation problems • Legacy data almost useless, no consistency or rules had been applied during creation. • Asset madness! Some areas had made an asset for each leaf of a door set. • No standard hierarchy or breakdown of facilities. • Difficult to get access to NHS Finance system to create interface.

11. Implementation problems • Some problems with Click / Maximo interface. • Remote hosting of the system and strict NHS IT securities caused problems. • New rules introduced by Scottish Government after contract placed requiring all IT devices to be encrypted. • All issues caused delays, but by working closely with MACS, all were overcome.

12. Implementation • Started with clean sheet for data structure. • Each facility broken down into logical areas using floor plans. • Basic Hierarchical Structure developed. • Utilities and Building fabric groups identified in each facility. • Systems and system components identified.

13. Basic Location Structure

14. Systems & Components Structure

15. Implementation MACS provided guidance on coding structure. Each functional location, system & system component was given unique code. Consistency throughout coding process was critical to creating robust structure.

16. Implementation • Approx 10,000 unique functional locations were created. • Approx 7300 Preventative Maintenance records have been created. • 3400 - Statutory Preventative Maintenance • 3900 - Preventative Maintenance

17. Work Flow • Click Schedule used by locality supervisors to manage work load • Helpdesk processes on average, 120 service requests per day. • Click Mobile used on mobile devices to route work to engineers in the field. • A Total of 75 Engineers using click mobile • 33 Engineers using PDAs • 42 Engineers using smart phones

18. Results • Completely automated system, A work order requires no additional input, all time and materials recorded and added without any paper. • All invoicing data recorded automatically. • Scheduling has reduced travelling time and non-productive time. • Achieved 75% planned target within 6 weeks of go live.

19. Results • Vastly improved service, can now measure response times. • Automated prioritisation, right resources at right task every time. • Improved purchasing, reduced costs, time freed to add further value in other areas. • Improved culture, system driving improvement, staff wanting to use data to further improve. • Improved productivity, easily achieving 75% planned target, meeting other maintenance targets as well. • Improved maintenance standards, standard methodology across all facilities. • System reports now driving performance, beginning to see continuous improvement cycle.

20. Lessons Learned • Focus on data quality has paid dividends, system much easier to use, good quality reporting. • Important to prepare staff for changes, introduce after lots of discussion and preparation. • Auto scheduler improves scheduling and productivity, much better than was envisaged. Very powerful tool • Need good quality partner to deliver this type of project, MACS expertise and patience were essential.

21. The Future? • Continued development of data structure. • Improved performance management, full introduction and development of balanced scorecard. • Further work on refining system and improving productivity. • Expansion of existing systems and components. • Addition of assets. • Introduction of planning tool. • Addition of new facilities.

22. Thank You We would welcome any questions you have.