Maximo Implementation

This Nestle USA project was a rare, cross-divisional project, involving 33 factories in five different divisions. Despite divisions that operated fairly autonomously, Nestle assembled a team with I/T resources from pet care, Maintenance resources from corporate, I/T resources from Frozen Foods, and then hired me to glue the team together. We pulled in talented people from every division, and pulled their users together to share our experiences.

Maximo is a sophisticated, asset management software application (maintenance management). It is client-server based, and in Nestle's environment ran centrally, in a multi-schema environment using Terminal Server services. We installed it and made it operational in those 33 facilities in 3 years, and went on to integrate it with our Ariba e-Commerce and SAP financial systems.

The project required people who knew maintenance systems and storeroom controls. It required people who knew network communications and database management. It required people who knew this particular application. That's where I came in as the lynch-pin, as a Maximo expert. As a bonus, I also knew maintenance management and database management.

The software part eventually became pretty easy. Our I/T guys could turn on a new, empty schema in a few hours. The real project was to populate that empty schema, to support the product, and most importantly, to change the way we managed maintenance in our plants.

We typically made 3 or more visits to each facility. We collaborated on the "organization" of the factory's assets. We helped migrate or key in legacy data. We trained users and supported on-site for startups. And we followed up as they progressed. All the while, we were teaching them how to improve their maintenance practices.

Some facilities were very progressive. Others required much hand-holding to move from reactive to proactive maintenance. This was a key to our success, focusing on a goal of World Class Maintenance, not focusing on a software tool helping with the administration along the way.

As part of the role, I was the first line of technical support. I responded to telephone inquiries and could "shadow" any of the 1200 individual users while they operated the software. With the ability to write database scripts, I was relatively self-sufficient.

This was very much a "we" project. There are a few accomplishments that I personally initiated that I am particularly proud of:

I created and maintained a Maximo web site and discussion forum, with how-to articles added monthly.

I created and hosted an annual users conference; the last had 70 users from all divisions sharing their hints, tips and tricks.

I developed a multi-schema software tool that allowed us to execute a script or run a report sequentially against every facility. As a database administrator, I could write and run scripts to manipulate the data.

I developed a set of key performance indicators (KPI) using that multi-schema tool. This permitted us to compare meaningful maintenance indicators such as planned vs. unplanned work, with confidence that every measurement was calculated using the same data, the same formula and the same format.

I was selected to speak at a Maximo International Users Group with 1200 client attendees (my audience was about 200). My topic was "How to Support 33 factories from your hotel room." surveys said my presentation was the hands-down favorite of the conference. Perhaps it was the content. Perhaps it was the 60 pounds of candy I gave away to those who paid attention during the speech!

One of the Nestle facilities made nutritional supplements, exposing me to FDA validation requirements.

Working for Nestle was a fantastic experience. As an operator and engineer, I loved to tour and learn about the many varied operations. Ask me something about chocolate, about frozen lasagna, about instant coffee or even about dog food! Or, if you have contacts within Nestle U.S.A., ask them if they remember the "MaximoGuy."

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	This Nestle USA project was a rare, cross-divisional project, involving 33 factories in five different divisions. Despite divisions that operated fairly autonomously, Nestle assembled a team with I/T resources from pet care, Maintenance resources from corporate, I/T resources from Frozen Foods, and then hired me to glue the team together. We pulled in talented people from every division, and pulled their users together to share our experiences. Maximo is a sophisticated, asset management software application (maintenance management). It is client-server based, and in Nestle's environment ran centrally, in a multi-schema environment using Terminal Server services. We installed it and made it operational in those 33 facilities in 3 years, and went on to integrate it with our Ariba e-Commerce and SAP financial systems. The project required people who knew maintenance systems and storeroom controls. It required people who knew network communications and database management. It required people who knew this particular application. That's where I came in as the lynch-pin, as a Maximo expert. As a bonus, I also knew maintenance management and database management. The software part eventually became pretty easy. Our I/T guys could turn on a new, empty schema in a few hours. The real project was to populate that empty schema, to support the product, and most importantly, to change the way we managed maintenance in our plants. We typically made 3 or more visits to each facility. We collaborated on the "organization" of the factory's assets. We helped migrate or key in legacy data. We trained users and supported on-site for startups. And we followed up as they progressed. All the while, we were teaching them how to improve their maintenance practices. Some facilities were very progressive. Others required much hand-holding to move from reactive to proactive maintenance. This was a key to our success, focusing on a goal of World Class Maintenance, not focusing on a software tool helping with the administration along the way. As part of the role, I was the first line of technical support. I responded to telephone inquiries and could "shadow" any of the 1200 individual users while they operated the software. With the ability to write database scripts, I was relatively self-sufficient. This was very much a "we" project. There are a few accomplishments that I personally initiated that I am particularly proud of: I created and maintained a Maximo web site and discussion forum, with how-to articles added monthly. I created and hosted an annual users conference; the last had 70 users from all divisions sharing their hints, tips and tricks. I developed a multi-schema software tool that allowed us to execute a script or run a report sequentially against every facility. As a database administrator, I could write and run scripts to manipulate the data. I developed a set of key performance indicators (KPI) using that multi-schema tool. This permitted us to compare meaningful maintenance indicators such as planned vs. unplanned work, with confidence that every measurement was calculated using the same data, the same formula and the same format. I was selected to speak at a Maximo International Users Group with 1200 client attendees (my audience was about 200). My topic was "How to Support 33 factories from your hotel room." surveys said my presentation was the hands-down favorite of the conference. Perhaps it was the content. Perhaps it was the 60 pounds of candy I gave away to those who paid attention during the speech! One of the Nestle facilities made nutritional supplements, exposing me to FDA validation requirements. Working for Nestle was a fantastic experience. As an operator and engineer, I loved to tour and learn about the many varied operations. Ask me something about chocolate, about frozen lasagna, about instant coffee or even about dog food! Or, if you have contacts within Nestle U.S.A., ask them if they remember the "MaximoGuy." Home t Feedback