EAM: Not Just Equipment Maintenance Management.

The different angles of finding problems determine the way to solve them.

Whether it's global or local, whether it's general or professional, it may be the same object, and the solution is different.

The maintenance of equipment that enterprises rely on for production and operation may be a good example.

EAM is not a simple upgrade of CMMS. In the age of 1990, in order to solve the problem of how to extend the service life of equipment and ensure the safe operation of production for a long time, computer aided maintenance management (CMMS) came into being.

Early stage management includes equipment selection, equipment purchase, equipment receiving, equipment filing, spare parts definition and fault code definition.

Later management of equipment includes: equipment movement, maintenance plan establishment, preventive maintenance definition, adjustment and maintenance plan, planned maintenance, non scheduled maintenance, emergency maintenance, fault tracking analysis, spare parts procurement, spare parts inventory management.

It can be seen that the complexity of its management is far from our simple concept of overhauling equipment.

These management projects are specifically embodied in six main business processes: (1) establishing basic documents for equipment and spare parts; (2) establishing equipment maintenance plans; (3) planned equipment maintenance and repair; (4) unplanned equipment maintenance and repair; (5) equipment failure repair; (6) query analysis and statistics.

These management processes must be completed on the premise of corresponding staffing.

In fact, in the early 90s of last century in China, CMMS was integrated with the MRPII software at that time.

But its independence has become a relatively complex application, which means that it is not cheaper than MRPII software.

Under the guidance of the principle of solving urgent problems, CMMS at that time is not necessarily the preferred enterprise informatization project.

In twenty-first Century, EAM began to become popular. If users were not clear, salesmen would often add a popular explanation of "equipment maintenance management".

If EAM is really just a simple upgrade to CMMS, then there is a conceptual mistake.

Upgrading equipment to the height of assets is by no means just the difference of words. At least from the perspective of financial management, it depends on the issue of "return on investment" or "return on assets".

Responding to the viewpoint of the beginning of the article, it is found that the "angle" of the problem has changed and the way to solve the problem is different. Therefore, the management concepts and methods of EAM have been quite different from those of CMMS, although the object of concern is still one of the main contents of "equipment" or "maintenance".

The change of the concept from CMMS to EAM reflects the development direction of business management thought from local to global. The corresponding computer management system has also been greatly enriched in the means of implementation.

With the rapid development of computer technology, its complexity has also been well solved. In other words, the original method that can not be implemented by computer software is now quickly solved through the Internet, JAVA and other technical means.

ITSM leads the whole concept of asset management, and the scope of asset management is not just a partial concept of equipment maintenance management.

From the perspective of IBM's Maximo system, the assets of an enterprise are more than four types: production equipment, infrastructure, pportation and IT assets, and these four categories are the objects of enterprise asset management.

If enterprises used different types of software to manage different types of assets, the new generation of Maximo system will provide an integrated product platform for enterprises.

More noteworthy is that IBM integrates EAM and ITSM (IT Service Management) together.

Regardless of the size of the enterprise, the company will pay close attention to the assets of production equipment, infrastructure and conveyance type, and will adopt a set of professional management software to get twice the result with half the effort.

But IT itself lacks enough attention, or has never been viewed from an asset perspective.

As a matter of fact, today's IT department is already an important part of enterprise integration. Many business processes rely on the application software, network and services provided by IT, and this trend is becoming more and more obvious.

The IT department also helps companies improve efficiency, implement new business processes, increase productivity and gain competitive edge.

But CIO is always controversial, and is always regarded as a cost center. It is always customary to arrange some work of optimizing services, but often lacks manpower.

Therefore, our IT department must clearly identify what important services and priorities are, and ensure that valuable IT resources are applied to the rational allocation of support services.

The Maximo ITSM solution provides enterprises with a comprehensive and comprehensive solution that they need to help enterprises optimize IT business processes, maximize their investment, reduce risks and costs, all of which are improving the service level of enterprises.

Using Maximo ITSM, enterprises can manage and maintain IT assets, employees and processes to achieve the highest customer satisfaction, system running time and the impact on daily business.

As a result, enterprises can easily support new IT processes and exceed even the most needed service requirements, so as to maximize IT investment and reduce the additional costs and risks caused by failure to comply with relevant regulations.

It is no doubt that the concern of IT IBM assets is a wonderful part of the IBM Maximo system. More importantly, IBM saw that with the wide application of IT technology in traditional industry enterprises, the depth of its application has been from the process control, manufacturing execution to ERP, CRM and other management levels. The absolute number of IT assets has also been rising, and the characteristics of its assets are obviously different from traditional assets. Therefore, the practice of integrating and distinguishing IT assets from traditional assets is in line with the actual situation of market development.

IBM has positioned itself as the world's leading provider of asset and service management. Whether you are a manufacturing company or an oil refinery, or an asset intensive enterprise such as financial insurance and telecom operators, IBM has its own solution to meet the more effective maintenance of key assets by enterprises.

IBM is the only supplier to integrate IT assets with traditional asset types. Maximo system highlights the uniqueness of the solution while allowing itself to have an objective collision with the traditional two types of competitors (EAM and IT services).

EAM (enterprise asset management system) refers to the management system of the value management of the production equipment and the whole production cycle of the equipment.

Production equipment is the core of an enterprise, and is the main means for enterprises to seek profits. Equipment assets account for the majority of the total assets of enterprises.

EAM aims to manage all assets of a company in order to maximize asset utilization and maximize return on investment.

In other words, EAM uses a management concept based on business processes or assets.

If different types of assets adopt different management systems in the past, they can only provide a partial view of all the assets of an organization from one side. It is difficult to determine if those areas can be further improved. The IBM Maximo asset management system can now upgrade the function, performance and prospects of asset management to a whole new level.

Maximo based on a single software platform provides a comprehensive view covering all types of assets in the entire enterprise - production, facilities, pportation and IT.

You can understand all the assets and find out all the potential that is not fully utilized in these assets.

In order to obtain all kinds of assets information needed and make reasonable use, the organizational goals and the overall business objectives are closely aligned.

Maximo is composed of six key management modules, including assets, jobs, services, contracts, materials and procurement management. Each module is the only solution to optimize asset performance.

Asset management: providing seamless information for tracking and managing the operation and location of assets throughout the life cycle.

Tracking asset details over a period of time - setting up a hierarchical structure of location and assets, summarizing the cost of all systems, subsystems and locations to fully understand the cost of assets in each group - monitoring assets and location conditions, achieving forward-looking maintenance, and helping to reduce downtime.

Work management: at the same time manage planned and out of schedule maintenance activities, determine the priority of maintenance activities throughout the enterprise and initiate maintenance work.

A detailed analysis of the use and cost of resources, materials and equipment by tracking tools helps to shorten the cost of labor and materials. Graphical task manager can help to optimize various maintenance schedules and manual usage. Preventive maintenance PM function can specify PM schedule according to correct working steps and resource requirements, shorten scheduled downtime and reduce emergency response maintenance.

Service Management: to help end users submit new service requests while tracking and updating open service requests.

Define services to improve organizational communication, and verify that the services provided are exactly the services needed to support the business -- Design Service Level Agreement (SLA), help improve communication between the company and business departments, and achieve the unity of service level and business objectives. Based on the measurement standard, the level of service submission is prospectively monitored, and the commitment to the service level can not be avoided. Step by step reporting steps are implemented and resources are properly managed to achieve the promise of services.

Contract management: through the integrated contract management system, strengthen the management of supplier contracts, provide a full range of management support.

The contract function can link SLA with supplier contracts, eliminate unreliable suppliers and inferior products, and also help to quote SLA performance standards when negotiating with suppliers again. The terms and conditions library can help companies adopt a unified standardization policy, automatic notification and alarm function, which can remind you to fulfill the contract terms with suppliers on time, avoid the occurrence of adverse consequences such as fines, and get maximum benefits from each contract.

Material management: a more comprehensive understanding of asset related material usage and real-time material tracking, reporting and auditing.

Tracking various inventory pactions, by eliminating redundant or outdated inventory, optimizing the management of components and materials, reducing various costs - helping to optimize and plan various inventories, accurately meet maintenance requirements, and provide suitable spare parts in suitable locations when necessary.

Purchasing management: supporting all stages of enterprise procurement, including direct purchase and inventory replenishment, can easily integrate enterprise management systems provided by various software vendors, such as Oracle and SAP, and connect to various online markets and exchanges.

Supplier management and supplier performance analysis tools avoid high cost contract outsourcing, and can test supplier reliability and quality of materials and services - automated time interval based metering or event driven purchasing functions, improve procurement efficiency - support global sourcing, achieve group procurement to improve efficiency and reduce the cost of inquiry - analytical tools and key performance indicators for measuring various procurement performance.

In addition, the Maximo system shows great flexibility, and no matter how large the company is, how many locations or locations it operates, the system can manage these distinctive asset management based business processes.

There is a good solution to both comprehensive asset change and release management, or to provide policy management, process management and planning functions.

The IBM Maximo mobile suite also helps users to access Maximo Maximo data offline or offline.

We can see that the functions provided by Maximo can perfectly integrate management processes and management objects (various types of assets).

Maximo also allows users to develop full-featured programs for preventive, predictive, routine and out of schedule maintenance.

Maximize the performance of various complex assets, effectively acquire and analyze various assets and working data, and help users optimize the maintenance and service programs in the whole enterprise.

From the above, it can be seen that the IBM Maximo system can help enterprises increase their return on assets, reduce costs and risks, improve production efficiency, improve decisions related to assets, improve the speed of asset service execution, and increase the income of services, so as to control your assets.