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TabWare Maintenance Scheduling Software - PowerPoint PPT Presentation Description: PPT about maintenance scheduling software. Visit for more info. – PowerPoint PPT presentation Number of Views:65 lessTranscript and Presenter's NotesTitle: TabWare Maintenance Scheduling Software 1TabWare Maintenance Scheduling Softwarewww.assetpoint.com/products-eam-scheduling-module.htm 2Why TabWare for Maintenance Scheduling?TabWare work order scheduling software is flexible to work the way you do 3Why TabWare for Maintenance Scheduling?TabWare work order scheduling software is flexible to work the way you do TabWare supports unlimited scheduling approaches including, but not limited to individuals, crews, shifts, areas, projects, equipment, lines, buildings, campus 4Why TabWare for Maintenance Scheduling?TabWare work order scheduling software is flexible to work the way you do TabWare supports unlimited scheduling approaches including, but not limited to individuals, crews, shifts, areas, projects, equipment, lines, buildings, campus TabWare is quick and easy to use with a drag and drop approach 5Why TabWare for Maintenance Scheduling?TabWare work order scheduling software is flexible to work the way you do TabWare supports unlimited scheduling approaches including, but not limited to individuals, crews, shifts, areas, projects, equipment, lines, buildings, campus TabWare is quick and easy to use with a drag and drop approach TabWare presents a graphical view of work load leveling across your schedule timeframe and available resources 6Why TabWare for Maintenance Scheduling?TabWare work order scheduling software is flexible to work the way you do TabWare supports unlimited scheduling approaches including, but not limited to individuals, crews, shifts, areas, projects, equipment, lines, buildings, campus TabWare is quick and easy to use with a drag and drop approach TabWare presents a graphical view of work load leveling across your schedule timeframe and available resources TabWare can be integrated with other scheduling tools such as Microsoft Project for more complex scheduling such as shutdowns and turnarounds 7Learn More About TabWare by AssetPointAssetPoint, the maker of TabWare, is the leading provider of EAM (Enterprise Asset Management software) solution and Tabware is a proven one for managing assets, work orders, preventive maintenance, inventory and purchasing. AssetPoint www.assetpoint.com sales_at_assetpoint.com 770 Pelham Road Greenville, SC 29615 Phone 1.864.679.3500, 1.864.679.3415 > -->

TabWare CrossRoads is an industry-proven business integration solution that easily integrates TabWare with Microsoft Dynamics AX, GP and NAV, as well as other legacy applications. With a standards-based approach, TabWare CrossRoads provides the necessary tools and configurations to seamlessly exchange data across multiple systems. AssetPoint’s extensive experience has led to the development of standard integration packages that automate and support key business operations, and many of AssetPoint’s customers take advantage of the tremendous value of integrating TabWare with their existing software applications.AssetPoint has once again been awarded Gold Level competency, demonstrating expertise through rigorous exams and continuously meeting extensive technology requirements. Being awarded a Microsoft Gold Applications Development competency proves AssetPoint’s dedication to remaining well-versed about Microsoft’s latest products and technological advances. While TabWare CrossRoads is used to integrate TabWare CMMS / EAM with many other business applications, Microsoft Dynamics’ domination in the market continues to prove why receiving Microsoft Gold Application Development competency is so important.AssetPoint has been a leader in CMMS / EAM solutions for over 30 years, and TabWare, a Best-in-Class CMMS / EAM solution designed by maintenance professionals for maintenance professionals, is utilized by organizations of all sizes and in many industries, such as Oil & Gas, Discrete and Process Manufacturing, Food & Beverage, Chemicals and Mining & Metals. TabWare maximizes asset performance and improves maintenance efficiencies, resulting in reduced operating costs and higher profit margins. TabWare is easy to learn and easy to use, so organizations are able to get up and running in days.

AssetPoint offers many flexible licensing options, and customers can choose to deploy TabWare onsite or in a hosted SaaS environment. TabWare is the leading CMMS / EAM solution for organizations that want full functionality without the expense, resources and time other solutions demand.AssetPoint President and CEO, Mike Levine, “Our longtime partnership with Microsoft has allowed us to successfully integrate TabWare with Microsoft applications, like Microsoft Dynamics AX, GP and NAV. Only 5% of Microsoft partners worldwide have accomplished the Gold Level distinction, demonstrating our consistent commitment and expertise to the Microsoft business solution. We are honored to have been awarded the Gold Level status for the 10th year in a row, and keeping up to date with Microsoft’s technological advances enables AssetPoint to continue to develop superior CMMS / EAM solutions.”About AssetPoint:AssetPoint, makers of TabWare, is the leading provider of CMMS / EAM solutions for companies whose success depends on the performance of their assets. For over 30 years, AssetPoint has led the market in helping customers control their maintenance costs, optimize spare parts inventory, streamline procurement and improve management, command and control.Designed by maintenance professionals for maintenance professionals, TabWare is easy to learn, easy to use and proven over time to be the most effective product in the market. That’s why tens of thousands of users trust their critical assets to TabWare each and every day. To view online demos and case studies, visit www.AssetPoint.com.

Organization. These stand-alone organizations typically consisted of a maintenance superintendent who had one or more mechanical and electrical foremen reporting to him. The day-to-day activities of the bargaining unit work force were then directed by the foremen.Additionally, there were centralized machine shops, welding shops, carpenter shops, electric shops, instrument shops, millwright shops and fleet maintenance shops that provided service to the entire plant. The entire plant maintenance organization fell under one manager. The organization chart of this group resembled the diagram shown in Figure 1 below. Note that only three operating areas are shown instead of seven for clarity.Over the years, a couple of the departments' maintenance groups dabbled in the use of some form of CMMS, but most of the departments did not use a CMMS. Usage of a CMMS system was not a structured methodology, and what data was captured, while useful, was not necessarily comprehensive. Therefore, the data did not always tell the whole story of what was being done to the equipment. In July of 2005, the first ever plant-wide CMMS at Lone Star Steel was launched and the software chosen was TabWare. To facilitate the implementation of TabWare, an outside consulting group was brought in to assist in training and in constructing the original equipment lists, hierarchies and work order system.The actual implementation strategy was planned as follows. First, the equipment lists and hierarchies were established in TabWare for each department. This consisted of entering equipment data and descriptions, assigning each piece a unique equipment number and coding the equipment to the correct departmental cost center. Then, the correct parent/child relationships were established in the hierarchy between all associated pieces of equipment. Next, we gathered all of the existing PM documents in the departments that had them, and began writing master preventive maintenance plans into TabWare to mimic what PM tasks were being performed to date. In departments or areas where no CMMS or formal system was in use, we applied the master plans for similar pieces of equipment located elsewhere in the plant in order to ensure that we had basic PM coverage for the majority of our equipment. Initially, we had approximately 300 master plans in TabWare which were executed against thousands of pieces of equipment.These master plans covered all frequency of PM tasks including weekly, monthly, quarterly, semi-annual and annual. Care was taken when we launched the PMs to keep the work load level.We took into consideration the distribution of monthly, quarterly and annual tasks performed on groups of equipment so that they did not all need to be done in the same week. The initial assumption was that all of the existing preventive programs that were being morphed into TabWare master plans were valid in both content and frequency of execution until proven otherwise. In order to keep track of this assumption, all of these initial master plans were assigned numbers beginning with the letter "I" to denote interim. As these plans were reviewed for content and frequency, they became validated

Master plans and the "I" designation was dropped.At the same time that the preparation for the launching of TabWare was being performed, two new groups were formed. These were a group of planners and schedulers and a reliability Engineering group. The planning and scheduling group was staffed largely by taking one maintenance foreman from each department and making that individual the planner for that department. The planners in turn reported to a Senior Planner who in turn reported to the Maintenance Manager. The Reliability Engineering group also reported directly to the Maintenance Manager. Additionally, a TabWare administrator was designated to be the gatekeeper of the new system. This person's function was to control and issue clearances to system access and function and to help generate metrics that were queried from TabWare. The organizational chart then resembled what is shown in Figure 2.Additionally, to prepare for the launching of the new system, we used various public relations tools to spread the word about the upcoming changes. One tool was the publication of a brochure that was handed out at meetings held with the maintenance craft persons prior to implementation. This brochure told in plain language what the changes were going to be and why. The maintenance process was given the acronym of P.R.E.D.I.C.T.S.. The meaning of the acronym is shown in Figure 3.The meetings in which these brochures were handed out allowed the craft persons to ask questions about the new system. The meetings were held in the respective departments' lunchrooms and were chaired by either a reliability engineer or the Senior Planner. The superintendent of the maintenance group attending the meeting was also present to reinforce the acceptance of the new program. In retrospect, however, we should have distributed the brochures about a week in advance of the meetings to allow time for all questions to be thought about.So, after several months of work, we had moved from a plant that had no coordinated CMMS with planning/scheduling and no Reliability Engineering department, to a plant that had both.That was the easy part. Now the real work began. The basic tools were in place, but the culture remained unchanged. Not every maintenance person in the organization was gung-ho about having a CMMS system that would document everything they did, how long they took to do the work and spit preventive maintenance work orders out at them like clockwork. Additionally, the CMMS could be queried to look at cost, safety, work order backlog or just about any metric you could imagine. But the realization was that the effectiveness of our maintenance program had its flaws, and not having a CMMS system in place had only kept the flaws from being quite so exposed. And since you can't know how to fix something until you know how it is broken, one advantage of the CMMS is that you begin to see how your maintenance system is broken. You begin to get a clearer picture of what happens if you are understaffed, or don't