Using the services of an independent software consultant
A time served engineer with 23 years “hands on” experience and 13 years of working in the computerised maintenance software industry, it has provided me with the knowledge to help you develop a system capable of maintaining your plant and facilities safely and efficiently. Whilst working with one of the UK's leading software solution providers and presenting more than 80 seminars to 2000+ maintenance professionals, from a broad range of industries. These interactive events covered maintenance software implementation and best practice. Having also been involved with numerous systems, it has given me a clear picture of what a typical users requirements are in an SME, along with the limitations and problems they encounter on a daily basis.
I would like to share just a few of my experiences and observations – hopefully this will highlight why engaging the services of an independent consultant may be beneficial to your business:
It never surprises me just how little of a maintenance software system is actually implemented and used, with only 10 - 20% being typical. Some of this is due to lack of skill/knowledge but mostly due to the lack of available time and resource. Companies in the process of selecting a solution will sometimes opt for the larger and over complex system - purchasing from the comfort of knowing that they will never outgrow the system. The reality is that they will probably be over specifying and subsequently overspending! Therefore it is important to ensure that you have a clear understanding of the business/system requirements before looking for the solution. The consultant’s knowledge and awareness will help you in the early stages to establish the requirements and as an independent member of the team, can also help prevent the overselling of a products, features and benefits, maintaining focus on the business needs only. It makes perfect sense to use an independent consultant to help establish requirements and help make software decisions, not someone directly connected to the vendors. Using a software vendor services later is a decision you can make after the initial selection process has been completed.
Listing the basic requirements for the system and data structuring often prove difficult for customers. With a large number of people opting for the “shotgun” approach - randomly entering data and hoping that something useful will pop out at the other end! A consultant will provide guidance in this area to ensure that you establish what you need at each phase of the project and where best to place the data in the system to achieve the desired end results. It is also a good idea to get their guidance in making sure that you get a system that fits your needs rather than the other way round!
The skill of implementing a system is grossly undervalued by many companies, quite often adopting a “D.I.Y” approach to both training and implementation. It is their belief that this is a great way to reduce costs. In the long term, without the necessary skills or experience, the reality is, it will not save money and the system stands a good chance of never reaching its full potential of delivering financial benefits through improved working efficiencies. Working with your own staff, helping to educate and empower them, the consultant will provide you with an opportunity for future development of the system rather than reliance on the vendor for change. Ensuring that the foundations of the system are solid, on which you can continue to build upon, over a period of time.
Whether you use the services of the consultant or choose to implement the system using your own staff, selecting the system “champion” is important. Just because he/she is a good engineer with great knowledge of the plant, it does not automatically make them the ideal person to implement the system, neither does forcing a person into the role. The biggest failing in new systems is insufficient time made available for that chosen person/s to build and develop the system (especially at the start of the project) - make sufficient time available to them, it is the only way it will succeed! People culture (changes in working practices) can be one of the biggest obstacles that you will face, a difficult one to overcome but still something that you have to seriously consider. The more complex you make your system, the least chance of acceptance by the end users. Use the knowledge of the consultant to help prioritise and phase the development, evolving the system over a period of time, introducing change gradually. Consult the stake holders at every step of the way, get their input and buy in to what is happening. Show results and demonstrate the benefits, continuing to build on its success.
It is wrong to think that once the system is built and operational, that’s it! Frequent system audits and reviews are essential for continuous improvement and to ensure the longevity of the system. Involve the services of your consultant along with member of staff to periodically review the system. Take advice from your expert and make changes and adjustments where necessary.
Hopefully from some of the points raised above you can see that the services provided by the consultant can in the long term more than pay for itself, with the financial gains through system and business efficiency and the development of your own staff.
It is all too easy to blame the failings on the choice of system rather than the structure and quality of the data in it.......”Rubbish In = Rubbish out”
