Industrial Talk is speaking with Kevin Price, Strategic Advisor, Hexagon Asset Lifecycle Intelligence Digital Asset about “The strategic vision for Hexagon EAM and Asset Management solutions for success”. Get the answers to your “EAM” questions along with Kevin's unique insight on the “How” on this Industrial Talk interview!

Finally, get your exclusive free access to the Industrial Academy and a series on “Why You Need To Podcast” for Greater Success in 2023. All links designed for keeping you current in this rapidly changing Industrial Market. Learn! Grow! Enjoy!

KEVIN PRICE'S CONTACT INFORMATION:

Personal LinkedIn: https://www.linkedin.com/in/kevineprice/

Company LinkedIn: https://www.linkedin.com/company/hexagonassetlifecycleintelligence/

Company Website: https://hexagon.com/

PODCAST VIDEO:

THE STRATEGIC REASON “WHY YOU NEED TO PODCAST”:

OTHER GREAT INDUSTRIAL RESOURCES:

NEOM: https://www.neom.com/en-us

Industrial Marketing Solutions:  https://industrialtalk.com/industrial-marketing/

Industrial Academy: https://industrialtalk.com/industrial-academy/

Industrial Dojo: https://industrialtalk.com/industrial_dojo/

We the 15: https://www.wethe15.org/

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The post Kevin Price with Hexagon appeared first on Industrial Talk.

In this week's Industrial Talk Podcast we're talking to Kenneth Forlemu, Solutions Architect at Infor and Infor EAM about “Using the power of Transactional Data for Insights into your Asset Health”. Get the answers to your EAM questions along with Kenneth's unique insight on the “How” on this Industrial Talk interview!

You can find out more about Kenneth and the wonderful team at Infor by the links below. Finally, get your exclusive free access to the Industrial Academy and a series on “Why You Need To Podcast” for Greater Success in 2020. All links designed for keeping you current in this rapidly changing Industrial Market. Learn! Grow! Enjoy!

KENNETH FORLEMU'S CONTACT INFORMATION:

Personal LinkedIn: https://www.linkedin.com/in/kenneth-forlemu-6ba5808/

Infor LinkedIn: https://www.linkedin.com/company/infor/

Infor Facebook: https://www.facebook.com/infor/

Infor Twitter: https://twitter.com/infor

Infor Website: https://www.infor.com/

PODCAST VIDEO:

YOUR INFOR EAM TOOLKIT:

Click on the InforEAM Toolkit picture above and receive the following “Must Have” EAM reports:

1. 7 Steps for implementing reliability-based maintenance
2. 10 steps toward a paperless operation with mobile EAM checklist
3. Asset intensive industries, finding the straightest path to the cloud
4. EAM vs CMMS, don't get fooled
5. Infor EAM Brochure
6. Infor EAM Overview
7. 9 fleet management challenges and how to resolve

THE STRATEGIC REASON “WHY YOU NEED TO PODCAST”:

OTHER GREAT INDUSTRIAL RESOURCES:

CAP Logistics: https://www.caplogistics.com/

Hitachi Vantara: https://www.hitachivantara.com/en-us/home.html

Industrial Marketing Solutions:  https://industrialtalk.com/industrial-marketing/

Industrial Academy: https://industrialtalk.com/industrial-academy/

Industrial Dojo: https://industrialtalk.com/industrial_dojo/

Safety With Purpose Podcast: https://safetywithpurpose.com/

YOUR INDUSTRIAL DIGITAL TOOLBOX:

LifterLMS: Get One Month Free for $1 – https://lifterlms.com/

Active Campaign: Active Campaign Link

Social Jukebox: https://www.socialjukebox.com/

Industrial Academy (One Month Free Access and One Free Licence for Future Industrial Leader):

More InforEAM Related Podcasts Below:

https://industrialtalk.com/infoream/

Business Beatitude the Book

Do you desire a more joy-filled, deeply-enduring sense of accomplishment and success? Live your business the way you want to live with the BUSINESS BEATITUDES…The Bridge connecting sacrifice to success. YOU NEED THE BUSINESS BEATITUDES!

TAP INTO YOUR INDUSTRIAL SOUL, RESERVE YOUR COPY NOW! BE BOLD. BE BRAVE. DARE GREATLY AND CHANGE THE WORLD. GET THE BUSINESS BEATITUDES!

Reserve My Copy and My 25% Discount

PODCAST TRANSCRIPTION:

SUMMARY KEYWORDS

Infor, InforEAM, kenneth, asset, incrementally, industry, industrial, platform, transactional data, business, data, Industry 4.0, conversation, users, podcast, customer, existing, health, talk

00:04

Welcome to the industrial talk podcast with Scott MacKenzie. Scott is a passionate industry professional dedicated to transferring cutting edge industry focused innovations and trends while highlighting the men and women who keep the world moving. So put on your hard hat, grab your work boots, and let's go. All right. Welcome to the industrial talk podcast. absolute honor absolutely an honor that you've joined the industrial talk podcast where we celebrate industrial heroes, the women and men of industry, the women and men of manufacturing, and everything in between. You are bold, you are brave, you dare greatly you innovate. When you innovate, I love the innovation side. And you're changing lives and you're changing the world. That's why we celebrate you on the industrial talk podcast, in the hot seat in the industrial talk, hotseat Kenneth Forlemu. Forlemu. Nope, I got that right. InforEAM is the topic. Let's get rockin, you know, what's a great town.

01:12

We had a little family matter to address, not just a friend.

01:19

And we had to go up to Nashville. And we spent some time up there. You know what's so great about Nashville? They've got seasons, they've got great food. They've got great music, they've got great people. It's a great place. So anyway, we had a good time up there. And

01:38

highly recommend if you've put that on your bucket list if you've never been there. Great, great. town. All right. We've been talking a lot about asset management and

01:50

this IoT world that we live in, how do you enable all that? What do you do? You need a platform, you need a platform like InforEAM. And that's the sort of the Industry4.0 enabler you need, you know, you're collecting all this data, and you need a system. But this conversations just a tad bit different. And what makes it so interesting is that many of the individuals that I have spoken to, and we have talked a lot about IoT IoT Industry4.0 edge, everything cloud, you name it, we've talked about it in that space. And it's all great conversation. But what if I want to approach it incrementally? What if I want to take this digital journey incrementally, you will need a system you will need a platform to be able to proceed forward into the future creating that business of resiliency, you're going to have to do that you're going to have to have an enterprise Asset Management System. You know, just put that down? Why not start there? So you say okay, I'm going to start there.

03:00

I understand all about the devices, I understand all about the great innovation that is taking place within this industry4.0, but if I want to just do it incrementally, can I do it with a system

03:15

and and just be able to capture transactional data to get really clear indication on the health of my assets? And the answer is absolutely, positively Yes. And that's what this is about. So let's say you want to go down this journey, you're gonna have to have a system, right? You're gonna have to have a system?

03:37

And can I leverage that system to be able to generate insights into my right into my, the health of my assets and my business on a real time basis? And the answer is yes, you can take existing transactional data and be able to draw from that clear indication of the health of your assets. That's what we're going to be talking about with Kenneth. He is a Solution Architect, I go out to his stat card out on LinkedIn. Yep. Here is the cool thing about it. He's been with Infor right? He is a I want to say a senior architect. Yeah. He's been with Infor for 21 years. Well, so he knows his stuff. He understands what business needs. He understands how to leverage technology to its fullest. Mark my words, you're gonna love this particular interview because we're just, we're just helping listeners and individuals. Take this journey forward this industrial 4.0 journey and how do I do it? There's just a lot of moving parts. But I'll tell you right at the center of that is an enterprise system that you need to put in place and can add system right can add system be able to analyze the health of your overall assets and condition of your

05:00

Business and the answer is absolutely. All right. Let's get a go in with the interview candidate Forlemu, that's fo r l e m EU senior architect. Not many of those guys out there so you'll be able to find him reach out to him on his card. We'll have all the other contact Information at industrialtalk.com. So enjoy the interview with transactional data's on the hotseat. Let's not mess around with that. Enjoy. Alright, Kenneth, welcome to the industrialtalk Podcast. I am so glad that you made time in your schedule to be able to be on this particular podcast and share your sage advice with acid management's. There you go. That's my that's my introduction. How are you doing? I'm doing great. I'm doing great. Thanks for for inviting me to join your podcast. It's definitely the the honors on all on this side. Which is because I got your stat card up there, I've got your, your LinkedIn stack card, I've got your form that you filled out. And I'm telling you, you've got mad, mad street cred out there when it comes to maintenance asset management and and that the InforEAM platform. And I always think that that Infor aim platform is a facilitator of the industry4.0, because it's one thing and we're going to go into this and you're going to tell the story, but I have to get this off my chest listeners, bear with me. So okay.

06:25

All this talk and all this excitement that's wrapped around industry 4.0. And it's like, I've got to go out, I'm gonna do this, I'm gonna do that. But they have no place to put the data. Like, you got to have it. And then when you get the data, you got to be able to sort of do something with it. Not you have to stick in some fashion Yes, site collection of data for the sake of collecting data. Well, it's like digging a ditch, just because I mean, yeah, did I mean did it cosmic transformation is quite quite a quite a big deal these days. Because, as you know, they call it big database is all about it, basically AI

07:03

diligence is days that we can actually manage such unstructured data. Before we get into that. So let's give us a little background on who Kenneth is. And then we're gonna dive into transactional asset health.

07:16

Yes, so my name is cannot follow me I hail from originally from Cameroon. That's in the west part of Africa. I'm came to the States to study

07:27

in 1994 and went get an MBA and join in for 1999. And here I am. Today it so 21 plus years. You're one of the old ones. That dinosaurs Yeah, but boy, do you? You know, that system? You know that? If Have you always been with the sort of the EM platform? Yes. Yeah. So.

07:54

So I started with MPT, which is the right, the brainchild of eating four of em, then progress to, to info E, which I've been using for, for the last, I'll say last 1819 years. So, as you've seen a lot, I've seen a lot. And I've, I've gone through the ranks tools from consulting to project manager to architect which I am today. So it's the full breadth of the implementation. There's no question I could ask you that you don't know. I hope so.

08:27

Because I can imagine you just sort of sometimes sit back and you say, Hey, I was with Mt. Two, we, we had this system, we were pretty proud of it and all this good stuff. And it did a lot of fun stuff to where you are today. And you're looking at what, you know, the cloud suite that in for all of those solutions, how they talk to each other and link and collect data, great insights. I've just, I can't imagine how far that is. But the good news, the good news about InforEAM is that is growing very rapidly, which means that I have never bought to learn new things. So every single release has a lot of stuff that that I have to learn. So it's a it's it's probably I mean, it's progressing very, very fast. So that's interesting you make and we were talking briefly prior to the podcast, innovation never stops, and that he nodes with the Infor em platform. And that's like, that's a pretty doggone robust platform. And it's all evolved point C growing, adding new features every every, every half a year, I have to ask one question I have to where are you getting? Is that internal? Or do you listen to users and user saying, Hey, we really would like this thing to do XYZ, would you? And then of course, create the the you know, yeah. But there's really three areas. We have to have user conferences. Yeah, that we stay users actually share his experiences. We have what we call the product product improvement requests that users customers can also actually submit requests for improvements.

10:01

And then of course, we are on the road implementing em. And we meet new challenges every day, which we need to meet customer demands and customer need. So we all project that back to our development team, reviews them, contacts, industry experts, and then put them in the roadmap was for what is necessary. See,

10:22

once again, as just industry wide, we just never stop innovating. Oh, and that innovation always constantly impacts the enterprise. So it's a beautiful thing, honestly. So it's a beautiful thing. And I bet, I bet you still get to the point where it's like, Wow, that's cool. I That's all it is. Yeah, this in fact, just two days ago, I saw something in E in E info E and which I have not seen before. And I said, Well, that was really cool.

10:50

This is just slightly some new features that nobody talks about, which are very neat. See, you know, and cool is a technical term. Yeah, I might have. Yeah. Cool.

11:01

All right. Before we can really get into the conversation, I want to sort of frame this discussion because this is interesting. I've, I've had the fortunate opportunity to interview a lot of people and this whole industry 4.0, IoT, IoT, edge cloud, you name it all under the industry 4.0 sort of banner, digital journey five, it never stops. Yes. The interesting part about that, if I put my business hat on, is it sir? I mean, do I have to really go down that road? One or two? I have existing data that I just don't even access? I would see. And that's where we start talking about transactional data? Can you sort of outline that a little bit?

11:44

Yes, transactional data for us means that

11:48

this is data which is being created from using InforEAM. So when you capture all your inputs, all your attributes on work orders, whether it is work management, procure to pay, plan to inventory, when you have all that data in the system living in structured data at this point, you cannot use it because you have all the attributes you use it for, to actually use some algorithms, some logic. So business use cases, to actually capture exactly how you want what you want to capture out of the system. So we use our current transactional data to, to develop algorithms to to measure whatever want to measure, in this case, perhaps asset health. And you say that's not even you haven't even deployed an IoT device yet? Not yet. Just looking at transactions with Yes, within the business. And that's great in a work order. That's correct. Can I have my asset registry, Ticket Ticket Ticket Ticket, and I've got data behind it now. But but there's a lot of work that has to be done to get to that point, right? Well, yes. And that's part of the implementation. Because when we go to implement em, we need to do to find out what are the overarching requirements for the customer? What What's your goal? Right? He has, I mean, you're gonna achieve a lot from em, want to make sure that as part of implementation, we're capturing all the inputs that may be used to actually calculate as a health? See, that's interesting, because you can sit there, have that conversation, have that design conversation saying what's important? Yes. Where are the gaps? This is how it how the system sort of deals with it. And to be able to really say, I got a good picture. Let's take this transactional data and create this dashboard, this insight, this ability, and it's really just from the system itself from from a system itself. Normally, I mean, the only edit

13:46

I guess energy would be to, to to come up with the algorithm on watch the finance asset health in your industry, what do you consider asset health

13:55

care differs from industries, but you're glossing over, you've got to put the time, energy and effort in the beginning to be able to do that. Right. A lot. Yeah. And and my, my history and recommendation to the leaders or listeners is the fact that that has to be done. And don't cut, don't cut corners. It can be arduous, painful, but don't don't cut corners on that. It makes I agree. Yeah, I agree. It makes probably the implementation

14:26

far more accessible. And that I think that what you said is very, very interesting because they are different. When we go to customer sites, they are on different levels on their maintenance operations. We are very mature companies. We have companies that just getting into maturity. Those companies are very mature in their operations, the company, the companies that want to make sure that they have all the inputs to capture that asset health are the companies that may not be at that step, same level.

14:58

Just go incrementally.

15:00

Just phase it in, right? We don't have to do everything at one. And phase one, we can go to phase two, phase three or phase four. She can just progressively go into into the implementation to make sure that by phase five, that's where you're gonna end. You have all the inputs actually capital asset health, she doesn't have to anyone. That's good. So you can you can deploy the Infor em platform incrementally. Yes. Wow.

15:29

That's good. And that's what we advise, in fact, because what we've discussed, we've discovered is that many customers who want to get get everything, all the bells and whistles before they actually go live.

15:41

They may never go live. Yeah, they may never go live. You're right about that. That's true. Nobody's gonna know. I'm ready. Let's turn it on. I mean, I and I always tell it with with a very simple example, that's good. If you have a new app in the App Store. You notice they have updates, perhaps every couple of months, and within five years, you have a full fledged update from day one, he was not didn't have all the features. I thought you could have an example. Because you have incrementally added features to mature, make changes along the way, once you get it. Right. See, I like that that's a great analogy. That's a great example. The other thing that

16:21

that exists out in a mature business, you've got legacy stuff, you got legacy systems and legacy data collecting, you know, transmitting devices. Correct. That's all a part of that. Right. You you sort of optimize what they have. Right now. You could do it incrementally. We've already established that. But that would be an ideal situation, like, optimize that existing, you know, portfolio of of, you know, systems. I agree. Agree. Agree. And in fact, that's, I know, we're not we may not talk about that today. But that's the reason we have the info is because we want to be the center of it. transformation that's waiting for wants to be. And that's our goal. And that's in four oh s right. That's info West, and that helps facilitate or connect legacy systems, right? Yeah. Nice. Yeah. See? Yes. So we want to be the center of the enterprise ecosystem, right for all their digital transformation needs. And then once again, you get the transactional data from these legacy systems. And it's able to create greater

17:38

insights and vision into the health of your asset in general as and your organization. Yes, I'm because info is maybe the center of the ecosystem, we can just grab all that data, and putting the data warehouse what we call the data lake, the lake, the lake, and then we can now transform it, and analytic tools to get exactly what you want. I'm always fascinated by the fact that, and many of these mature, you know, manufacturing businesses have all this data, it exists. And it will already Yeah. And then with this solution, this in for Iam solution and the power it possesses, you you fundamentally change that particular business with that platform, I see things that I've never seen before. That's correct. That's correct. In fact, that's why we have I'm sure you've heard of we have the person to write it, the AI the coal mine in for coal mine, yeah, mixed our AI tool.

18:41

So those are the tools that can be used to actually farm this data warehouse to, to get to get exactly what we need to make sense out of the data. I've got to ask the question, let's say and I mean, I've been very fortunate I've had, I've experienced a lot of different types of platform. Sure. Now, you have you mentioned briefly about how you've sort of changed as he gone along and you kept on growing and made him more powerful, more intuitive, whatever, it might be correct. Where's it going? It can it? Can it ever get? Are you 95% there and you know, now you're, you're fighting for the last 5% the incremental improvement, Oh, where are you at?

19:25

I'm not sure that everybody knows where we are. Right? It's one of those things just cost planning improvement, right? I mean, the world is changing, processes change, requirements change, and we just go with the flow.

19:38

You know, so it's,

19:41

what I will say is that it em is very info is very mature.

19:45

product is very mature.

19:48

But otherwise, since things are changing around the world, in terms of processes and manufacturing requirements, we have to pursue that to regulations are coming up, we have to make sure that we build in

20:00

autoregulation tools in there. Yeah.

20:04

Because your platform is that robust and flexible. And the way it's designed is pretty spectacular.

20:11

We talked, we spoke of manufacturers never stop innovating. Manufacturers never stop, and everything that goes into manufacturing all the inputs, they never stop. Right? No. And therefore, you, you have you can't be the system that says, I'm sorry, we can't accommodate that new innovation right there. You can't, yes. Good. Yes. And we also have to be too deadly technology to technology is changing, right?

20:39

I mean, not a few years ago, you know, we had a full revamp of em with what we call html5. Because we had to make e info E. Cloud from agnostic, browser agnostic. So if you already have

20:55

Firefox, we have Chrome, we have Chrome. So yeah, before it was just IE, Explorer. And that was a limiting factor for us. We now if you have any browser, you can use em is a browser agnostic today, because it's a cloud based solution. Jump on that. And I'm just I'm always, I mean, there's just so much

21:21

great things that exist with it in 4am. And not just that in for in general, the thinking that is going on the conversations that are taking place, not just internally, but also externally, the the users and the communities out there, they're just saying, and it's just making your system. Just

21:43

amazing, I love it. I love it. I can tell you've been there for 21 years, and you look like you're 13.

21:52

The good news, the actual good news for my part is that I also had the opportunity to, to work in what we call the service industries with time with info. And what I meant is that I was had been I mean, I was open to, to seeing all that info applications. Right? Click cloud suites, cloud suite, financials, cloud suite industrial? Yes. Our our products are pretty, pretty good. I see that. I have to ask the question. Yeah, I got in for I am, there's a look, there's a field, there's a user experience with it, right. And, and that's all a part of it. Because you don't want it to look like garbage, nobody will use it. And it better navigate well, because nobody will use it. And it's all about, you know, getting people to use it, if they don't use it, and then enter in good Information. And it just sort of, once again, it's a people and culture. And in fact, in fact, that's one of the teams reach out or say that info has done which was critical that after acquiring all these many companies with applications, yeah, they had to make sure that they all have the same look and feel that's exactly. So that's it mainly because otherwise you go to a company, they're using InforEAM and the other person's using this system or application, they wouldn't even tell if they're from the same company. Yeah, right. So we have an in house

23:12

department where the actual job is to unify the platforms. See, I love that heavy because oh, if I had the if I was king of Infor, I'd probably screw it up and it'll be orange over here. Then the other lapper probably green and it would look. I it wouldn't work. It wouldn't work, then. And there's a there's a a look that. Yes. Is

23:40

it's not threatening? And I've been a part of other systems long ago, by the way. Oh, really? Oh, yeah. Long ago. Yeah. And they were awful. Yeah, it's made it quite, quite easy for the eyes.

23:55

And you know, what's interesting, because you have Infor OS. And I remember long ago, taking off my history hat here is

24:03

the biggest challenge was always like, you walk into a client and say, so what about your legacy systems? What's important? What's not what, what do you do if you have that conversation? And there's always the time when somebody says, that's the most important legacy system? I'm never getting rid of it. And it might have been a dog on Excel spreadsheet, who knows right? There, you got to try to figure out an interface between the Excel spreadsheet and your enterprise system by system a mess. No, no, yeah, you sit there and in pain. All right, we're gonna have to wrap this up. I like it. transactional asset help. That is a powerful conversation you're looking at in for em, just through the transactional activity of your business. And let's say the legacy systems that exist today, you're able to pull out some really decent gold nuggets of Information and insights.

24:55

definitely get back to your leadership. I will nuggets of Information and

25:00

assets and insights. Good ever put it on a bumper sticker? Hey, are you on LinkedIn?

25:08

Yes, I am LinkedIn. Yes. Okay. Got a good stack card out there. And I'm gonna spell this out for you. Is Kenneth K and E th. For Lemieux? Did I say the right? That's correct. That's FLR l e m EU yet? And I'm sure there's not many out there that no, I'm the only one that you're the only one on it.

25:33

Yeah, check it out, man. I guarantee it. That's pretty

25:37

good kazillion users of LinkedIn. So

25:41

he's the only one. Is that rare?

25:45

All right. Kevin, thank you very much for joining the industrial talk podcast. Absolutely enjoyed the conversation. Now listeners.

25:53

Do not go away. Stay tuned. We're gonna wrap it up all on the other side of the break. Remember, Kenneth we're gonna wrap that up on for him. All the contact Information will be industrial talk comm Of course. Thank you, Kenneth again. Thank you very much. All right, listeners. Stay tuned, we will be right back. You're listening to the industrial talk Podcast Network.

26:21

All right, can afford me Forlemu Oh, sorry about that. KENNETH, I'm trying very. Alright, you can tell he has some mad skills out there, reach out to him on his LinkedIn,

26:32

he would be absolutely happy to connect. Now we talked a lot about it. 4am on this particular podcast, now you have a suite of other cloud solutions within the EU and in for family. They've got the OS. That means in four OS, you can connect to all those legacy systems which I know you have, right. And then you've got also in for Coleman. That's their AI product.

26:56

tell you it's exciting times. All right. Reach out to him, you're gonna have all the Information that you need about Canada at industrial talk comm as always, I'm telling you to be bold, brave, Daring Greatly, and not just you. But I want you to find individuals that are bold, brave and daring greatly. And then you'll change the world. And you're gonna have a great time.

27:19

Everything out on industrialtalk com, have a wonderful day, be safe, and we're gonna have another interview shortly.

The post Mr. Kenneth Forlemu with InforEAM talks about Powerful Insights into Asset Transactional Data appeared first on Industrial Talk.

The post Mr. Bob Carnes with LP Corporation an InforEAM User talks about Leveraging InforEAM to Achieve Best In Class Manufacturing appeared first on Industrial Talk.

In this week's Industrial Talk Podcast we're talking to Marty Osborn, President of Advoco and Infor EAM Solutions Partner about “When Maintenance Matters and the 5-Enemies of Success”. Get the answers to your EAM questions along with Marty's unique insight on the “How” on this Industrial Talk interview!

You can find out more about Marty and the wonderful team at Advoco by the links below. Finally, get your exclusive free access to the Industrial Academy and a series on “Why You Need To Podcast” for Greater Success in 2020. All links designed for keeping you current in this rapidly changing Industrial Market. Learn! Grow! Enjoy!

MARTY OSBORN'S CONTACT INFORMATION:

Personal LinkedIn: https://www.linkedin.com/in/marty-osborn-78ba9b5/

Advoco Company LinkedIn: https://www.linkedin.com/company/advoco/

Advoco Website: https://www.advocoinc.com/

PODCAST VIDEO:

YOUR INFOR EAM TOOLKIT:

Click on the InforEAM Toolkit picture above and receive the following “Must Have” EAM reports:

1. 7 Steps for implementing reliability-based maintenance
2. 10 steps toward a paperless operation with mobile EAM checklist
3. Asset intensive industries, finding the straightest path to the cloud
4. EAM vs CMMS, don't get fooled
5. Infor EAM Brochure
6. Infor EAM Overview
7. 9 fleet management challenges and how to resolve

THE STRATEGIC REASON “WHY YOU NEED TO PODCAST”:

OTHER GREAT INDUSTRIAL RESOURCES:

CAP Logistics: https://www.caplogistics.com/

Hitachi Vantara: https://www.hitachivantara.com/en-us/home.html

Industrial Marketing Solutions:  https://industrialtalk.com/industrial-marketing/

Industrial Academy: https://industrialtalk.com/industrial-academy/

Industrial Dojo: https://industrialtalk.com/industrial_dojo/

Safety With Purpose Podcast: https://safetywithpurpose.com/

YOUR INDUSTRIAL DIGITAL TOOLBOX:

LifterLMS: Get One Month Free for $1 – https://lifterlms.com/

Active Campaign: Active Campaign Link

Social Jukebox: https://www.socialjukebox.com/

Industrial Academy (One Month Free Access and One Free Licence for Future Industrial Leader):

More InforEAM Related Podcasts Below:

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PODCAST TRANSCRIPTION:

SUMMARY KEYWORDS

Maintenance, InforEAM, Marty Osborn, Advoco, implementations, IoT, IIoT, trusted advisor, organization, conversation, listeners, culture, success, trust, Osborn, team, talk, matter, understand

00:04

Welcome to the industrial talk podcast with Scott MacKenzie. Scott is a passionate industry professional dedicated to transferring cutting edge industry focused innovations and trends while highlighting the men and women who keep the world moving. So put on your hard hat, grab your work boots, and let's go. All right, welcome to the industrial talk podcast, absolute honor that you have joined. This podcast is a celebration of you. This is this is where industry professionals come in talk. That's what this is about. And we feature the women and men of industry and the women of men in manufacturing of women or men of technology, and everything in between. Because you're bold, you're brave, you dare greatly innovate, boy, do you innovate. You're not just changing the world, you're changing the lives of individuals in the world. You're saying to yourself, Scott, Hey, who's on the hot seat? Marty Osborn? That's right. He's the president of Advoco. And bear and InforEAM partner. And they excel at implementations and he's going to start sharing the secrets because we're going to be talking about the five enemies of success. Let's get cracking.

01:18

Know what a Advoco means? No one asked him. It means trusted advisor. I think that's pretty cool. And they are man, they they know exactly what they're doing when it comes to EAM implementations. They know when maintenance matters. In an organization, you just can't, it just can't wing these things. Man, you've got to have an organization that is committed to maintenance and doing it right and leveraging technology to create a business of resiliency. So

01:49

I had this epiphany. And I don't even know how to spell epiphany but I know that it's a word and it's like a light bulb

01:56

going off in your head. And it revolves around the InforEAM platform and I've had hours and hours and hours of conversation about Industry4.0 and everything that goes into that hour, they're talking about Industry5.0, but I have all that Information in my head, there has to be an enterprise system to truly facilitate a successful industry4.0 initiative. And that's what, that's what in for em brings to the table. And that's what companies like Advoco, they develop and deploy. Because the reality, let's just, we always talk about collaborating, we always talk about innovation, we don't always talk about education. And you know, you can do that right now. In fact, do it. But the the reality for a business who truly is, is

02:52

resilient going forward is that you're leveraging technology, you have a culture that is committed to really sound principles such as maintenance and and the principles around it. So that God, if God forbid, we have another two fingered, you know, COVID punched in the head, you're ready, because you've got the technology, you've got the the culture, you've got the people in place that knows how to really, truly keep that business rolling, and be able to be nimble, when things like that take place. That's that's the reality of it. And that's what we're talking about. Because I I'm all about, you know, IoT devices. Absolutely. I'm all about edge. I'm all about, you know, cloud, I'm all about all this stuff, this AI ml, all of the things that that 5g, boom, right around the corner right there, right now, things are happening. So there's a lot of technology, a lot of innovation going on out there and you need a system, you need an enterprise system to be able to handle all of that, in a way that makes sense. Not something clunky, not something difficult to manage. But something that's nimble. InforEAM is that particular product and partners like Advoco, and team Advoco and Marty Osborn. They'll make you a success. And I'll have all the contact Information for Marty because you're going to be dazzled by him. Alright, let's get on with the interview. Marty Osborn President of Advoco and team Advoco and we're talking about the five enemies of success now I'm not gonna I mean, I've got it right here. So you're gonna have to, you know, grab a piece of paper and pencil and write it down or push pause, and you got to get this stuff down because he is dropping some wisdom. He's he's got some sage happening here with the with all of these points. So enjoy the conversation with Marty Osborn. Marty Osborn, welcome to the Industrial Talk podcast. Absolute. I mean, I'm telling you listeners out there. You're in for a treat. A very good surprise here. He's one of my favorites. How about that for an intro, Marty. Wow. That's it

05:00

Gotta set the bar a little too high, man. Well, it's not very high when it comes to me my friend. Absolutely. And I really appreciate it. I really appreciate you finding time in your busy schedule because it is a busy time for you and your company and, and and team Advoco. Now, before we get into the interview and getting into the meat of the conversation, give us a little 411 on who Marty is and why you're such an incredible professional and do not and do not mention Clemson.

05:24

I just did well, yeah, you know, I guess Scott, we go back and forth. Because we're both tigers. You're just happened to be the wrong tiger. Yeah, it's been a rough year for the old LSU fan. Yeah, yeah, it's been but but hey, thanks for having me novel. I always enjoy our conversations, because then they're pretty lively, as you said, We'd like to riff off each other. But yeah, again, Marty, I was born and I'm the president and one of the partners that had Volvo. And again, at Volvo in Latin means to call in a trusted advisor. And so that's always been been our mantra with our clients or teams is how do we become their trusted advisor? When we're implementing? In for EA? Yeah. And that's, it's kind of a unique business, because that's all we do. So we don't do Maximo we don't do Oracle, we don't do SAP, we are in for em. And, you know, I think the reason we do it is like to say we know how the movie ends. And that's kind of our, our mantra, and how do we help our clients get the most out of their software and hopefully reach their true potential? Yeah, and the InforEAM product is very, and for listeners out there, EA N stands for enterprise asset management, it is an enterprise solution that allows you to truly get visibility into your asset base, if you're a manufacturer, if you're whatever industry, boom, this is an enterprise system that is both flexible, powerful, and constantly improves, it's amazing. And then you get people like at Volvo companies like a vocal people like Marty, who just met excel at that capabilities. Now. We're gonna have to touch upon a subject matter that is really important to me. And and, and I know that we've had this conversation offline, and listeners out there take a paper to pencil or whatever, computer and keyboard I don't care, take notes on this particular conversation, because we know as well as I do, there's there's certain times when, when

07:22

maintenance succeeds, and maintenance doesn't succeed. And I'm interested in is like, when does like maintenance matter? Like me as a company? When when do I embrace maintenance? And I think it's a great thing. When does maintenance matter? Yeah, yeah, I think it's I mean, it's funny as we've, we've spent a lot of time I mean, Volvo's been 13 years, we've probably believe it or not have done almost 500 implementations and so it Yeah, yeah, yeah, yeah, we get quite a few over the past. Yeah. 13 years believe we went back and started counting and, you know, you start to look at, you know, a challenge kind of in front of us is how do we help our clients, right, live up to that true potential, and, you know, to deliver that results. And so as we started kind of digging into this,

08:19

we just really kind of came up with that theme is when maintenance matters, that seemed to be the differentiator. And Scott, you know, I mean, we get in the purchasing world, right? There's requirements gathering, there's, there's RFPs, and there's demos, and there's all these things that try to help you build success, yet, no matter how much time they spend on it, I mean, there's statistics out there that over 50% of em projects either fail or fail to hit the mark. And so it kind of drives at us and saying, How can we, again, be better than that? Yeah, and you know, as well as I do, I've been at a number of facilities and a number of places around the world and all that good stuff. And, and if I ever have a conversation with the maintenance team, yeah, they'll say maintenance matters, but they still have issues with maintenance. Yeah. And that's, that, to me is an interesting what, what, what looks like I have what looks like for me in in the world of business in the world of maintenance, that I demonstrate what matters, it matters to me. How do I demonstrate that? Yeah, well, it's a it's a great question. And, you know, it's funny is one of the things we always say is, companies can't meet their goals, right, or their objectives if they don't have safe reliable equipment. Right. If that truck doesn't deliver the chips or deliver the Pepsi's or that machine doesn't cut the beef or whatever it's trying to do. We can never meet our goals. And so what we find is from a maintenance side is

10:00

Does that make it matter? And so I think you start to dig in. And what we looked at is, you know, in the organization getting people involved in so we actually came up with something we call the five enemies of success, right? So, you know, maintenance matters when you go through these five enemies, or these sort of five checklists. And I think they kind of help you distinguish what you need to do to be successful. So this is interesting, because you'll have this conversation with, when you sit down with a client, right, you still they're walking away, they're sort of saying the right terms, but you still have to determine you and your organization have to determine if maintenance truly matter, because it is, it hinges upon your success, the success of the implementation, and as well as your client success, which is the ultimate

10:53

goal is to help them succeed in whatever they're trying to accomplish. So these are the questions you would ask them. Yeah, so these are things I think, kind of boiled down that, that we see kept companies from reading, you know, meeting that overall objective, and, you know, it's gonna be silly, but number one is very simple. But does your product have a name or an identity? I don't understand that. Now. Do you think that that is the case? Come on, believe it or not, I mean, we name our dogs, our cars, our boats, our, our,

11:27

you know, everything around us, but we don't really name our projects, right. And so what you kind of need is that rallying cry, so if maintenance matters, and it's funny about scale crack up, but if you walk around a plant, or an operation, you'll see a quality banner, you'll see a safety banner, you'll see a mission statement. When have you ever seen a maintenance banner?

11:55

The banner I always saw was that one that had that cheesy mirror saved guesses on you. Yeah, and and so what we started to do is we looked at what the clients is, how do we name that property, give it an acronym that gives maintenance of purpose, something that they can rally around. And so as an example, and I'm wearing my shirt right now, but it's pride, right? We love pride, maintenance. And pride stands for people really interested in delivering excellence. And so, as we start this project, and you go to do your em project, it just can't be while we put a piece of software, you know, it does fall flat when you put it that way. It's like, Yeah, we did an enterprise. So what is that, man? Nevermind, I gotta go eat a sandwich. Yeah, well, we have a kickoff meeting. And there's no rallying cry, there's nothing there. And so right at the beginning, every project is we like to name it. And so pride maintenance is a name we use quite often. And we actually will create a banner. And when we go live, everybody signs in and says, We're committed to this, not not only the VP of manufacturing, the CFO, we've had presidents all the way down, which tells them maintenance matters that this is important in the process. So to us, just simply step number one is name your project. And the best graphic ever saw was a banner they put over the maintenance store and said pride starts here. Right and interesting here. And what I what I said, it's because many of these challenges always occur, you got to get that executive to buy in at executive to say, Yeah, I want to sponsor support, do everything I can and, and be at the forefront of my thinking. And given the fact that you're your name of the project, you're, you're creating a buzz around it. Like it's like internal marketing, you're creating a buzz around that, that that project and getting that President getting that BP getting that executive to sign off, that sort of in essence says you're part of this, so don't let us down. Yep. Yeah, like I said, we got up, we kind of poke it does maintenance matter, doesn't really matter, we'll poke you, but we'll look around where is that banner? Whereas because again, maintenance, you know, they've always kind of feel like are they invited to the table, that kind of stuff. So to me, just number one is do your projects have names? Do the your maintenance team have an identity? And when they do, right, that pride exudes in everything that they do, and that's what we want. Number one name that name, your projects, sound, Game Show, name and name and so, this one again, and these are all kind of basic stuff, but number two is other right people involved, you know, right from the get go, who's on your team, right, who is involved in, in the project, you know, do we have representation from the asset management group from the AMA

15:00

Roll group from the purchasing group, you know, from the IT group like, we believe that there's five kind of key stakeholders from asset management to the work order groups to MRO, purchasing, and it. And when all five are represented, and they're on that team, and they're part of this, then that's when the magic happens. And again, you will always see that battle, either see a maintenance team, or we'll see an IT team. But do they really, are they coordinated? Yeah, and you're right about that. And I've seen it all too many times where it's, it's, then all of a sudden, it just sort of evolves into an IT project. And then it's shoved down the throat of the people in the field, and then nobody likes it, and everybody in it. And then all of a sudden, it just sort of implodes, because we weren't a part of the process. But that's, that starts with your number one, if I give it a name, if I get real executives, leadership, then I'm going to me executive person, will then make sure that I have the right team in place representing the organizations that have a vested interest in the success of this implementation. Yeah, I was I always chuckle because we, we always talk about change management getting, like the users the change, and it's not the users, it's usually the leadership team that needs to change. But they got to believe that this is important, and that this is mission critical, and that they can't reach any of those company goals, stock price, anything else without it. And so, yeah, getting everybody involved. And it's not just this maintenance project, like let's tuck it away, let me let me sort of point this out. So you're going down this road, you're sitting around, you got a bunch of people in a conference room or whatever, you're, you're choking on some sandwiches, whatever it might be. And when does your little red flag go up? And you're saying, Hey, guys, hey, I'm just telling you right now, I think we have a gap here on the team, we don't have the right people, we're missing x. And make sure that at that moment, you're making sure that everybody's buying in, but you got to get that team, if you don't have the right team, you're gonna fall apart. Do you ever just step in and say, guys, this ain't gonna work? Oh, absolutely. And I think it's right from the get go, we'll start to even look at who is represented who's not because we also know if the CFO or the VP of Ops, um, somebody asked me, and this is kind of funny, but how do you guarantee your project I said, I can guarantee ROI in every project. And it's easy, right? I just take it out of your budget.

17:33

Right? You just take the money out of the budget, but what that does is everybody wants a project. And the minute I say, we're gonna take the money out of your budget, then we're like, whoa, wait a minute, right. Right. Now we get to the crux, right? Now the VP is really saying, or the maintenance team is does this matter? If you're saying I'm gonna have a return on investment of x? Are you willing to give it back? Because savings only occurs? If I don't spend it right? What did I say the easiest way to double your money is take it out, fold it in half and stick it back in your pocket.

18:11

And so I think that when maintenance matters, again, we look at the ROI. Yeah, we look at our budgets, and if whatever our project is, it has to pay for itself. And so with the right people, those become the right conversation. Yeah, and I think you're spot on on that. And I think that just the principles behind it. Now in for em, what you're trying to do, you're trying to create greater insights to keep that asset up and running, producing whatever you're producing, bottom line value, all of that stuff is real important. And being able to

18:45

strategically pull assets out and do the maintenance on them at the right time, that minimizes the impact to the overall organization and that those things is key, and you can't help but have real return on that investment. All right.

19:00

So, you know, I think number three is it's simple is that you put the how, in front of the why.

19:09

And you got to think about this is how how, how, how right, how are we going to do this? What are the features? What are the requirements? How, when in actuality does everybody in the organization know the why why are we doing this? Right? You're saying put the how in front of the why or we'll do the live sorry, put the Y in Okay, you know, yeah, you know, what the why in front of the house? Yeah. Okay. Yeah.

19:37

I just ordered the hell out of you. Right. Just that in there. I'm going with it that makes no sense. I guess it's you put the house in front of the why that's when you fail, but why needs to come there. But yeah, it's Yeah, yeah. And it's we get so caught up in the how right and the detail and that's maybe the engineer in us, it's maybe the technical side, but it's back to you.

20:00

Number one is when we name a project, it's tied to the why it becomes that rallying cry, and we understand is, are we trying to drive greater? You know, output? Are we trying to create greater efficiencies that we trying to, you know, reduce the cost or visibility? And, you know, it's, um, a lot of times it's amazing again, we go through these RFP processes, and they're just how, how, how, and never right. How are you doing? Why, why? Yeah, and it's interesting, because

20:33

you're spot on. There are many all of the conversations. It's not that it's, he better understand the why you're deploying a system like this, then you can say, yeah, we're all bought in on the Y, because the Y does, you know, that's Yeah, thumbs up on the Y. And then you can go and venture into, well, we got the Y. Let's figure out the how. And I think that that's your right. I mean, I've been on so many projects, how do you do that? How do you do it? I want to know why. Yeah, how do you create a work? Or how do you do this? How do you do that? Right?

21:06

are you what are you really trying to you're trying to build a more reliable operation? Right? Are you trying to streamline the way we pass things? You know, around? Are we trying to get better planning better scheduling better? You know, again, we're in a very interesting time, when equipment and technology right equipment is getting so automated, you know, getting so technical? And again, is is it tied them? Well? How do we fix this stuff? Where do we find manuals? Where do we get this, this detail? So yeah, I think it's really, yeah, and I'm telling you, right now, if the system is configured, if the system is configured to your why, right, and you're trying to be more efficient at the ability to be able to gain insight, collect Information. And and, you know, the old way, hopefully, the old way is that you're wasting a lot of time trying to find those documents, wasting a lot of time doing what do you need to you think you need to do when a system can make you more efficient? I mean, it's it's imperative that you have to understand that Why? Yeah. Am I talking people in culture right now? Just FYI. I mean, it's shocking, right?

22:18

But for some reason, we get into software, and we follow this manual that just goes back to 250 requirements. Yeah. And half the time, we'll look at a requirement and say, why is this important? Right? I don't know. We just

22:36

have that conversation. Why is this? And people are going? Well, well, it was. It's a and they just stuttered and stammered through the whole thing. And it's like, yeah, you don't need it. Right. And again, it's just back to that rallying cry when, when people know the why. Right, the maintenance team becomes more engaged, right? They become more a part of the organization. And it really ties things together. And so yeah, we love that conversation. And so that's number three. Number four, again, and this one, we see it and again, it's tied back to I think these all are intertwined is there's just a lack of bias. Right. And, and it's, it's weird, but I always use the example and you'll laugh as we started rolling out like mobile. In the technician goes all this is too hard. And the people are like, the leadership's like we can't do it. The mechanic says it's gonna take too long. And I use the example of the ATM machine. If I asked a bank president, what do you thinks of an ATM machine? What's he gonna say?

23:39

That's it. It's it's a great thing.

23:44

It adds the productivity and I think it's a great.

23:49

I use it because I don't want to talk to anybody. And it's a fantastic thing for me. Yeah, it's great. But you look at a bank, President bank manager, why do they like that technology, right, and let them serve their customers quicker. It allows them to process things more. If I ask a customer like yourself, and you think about it, what do you think of atm? Right? I have access to my money. I don't have to talk to anybody. I can deposit checks midnight or six in the morning, right? whatever I want. Yeah. But if I asked a bank teller, what do they think of ATMs? What are they gonna say?

24:24

No, they don't like it because it's their job, I guess. Right? So their bias comes in. And at first they're like, Oh, it's going to take my job. So Oh, it's too complicated. It's, you know, customers are gonna have problems and all this stuff. And the irony is there are more bank tellers today than there were 10 years ago, even with a deli. But what happens to be well, they will you see more and more smaller banks out there, but what does the teller become? They become more customer service, right. And as you come more deal with the problems and I think when we get into

25:00

The technicians by providing them the tools, it's not taking their job. It's just making them more customer service to the assets and that kind of stuff. And so I think, you know, when we talk about buy in, I think we can talk about it from the organization, and that they have to understand and I, Seth Godin has a great line says in search of familiarity, yeah, we we go to work to be familiar, we drive the same way we go to the same office, when I go to church, I sit in the same Pew on the same side, right? It's, you know, it's in search of familiarity. And so when we go to roll technology out, people will use code words like, well, this is not user friendly, this is going to take too long. You know, when in reality, what they're just saying is, I don't understand, I feel kind of dumb, you just need to teach me and so that whole buy in needs to understand that there's going to be challenges, people are involved in that when we're sold on the why we're sold on the tool, then it's going to be great, but so many projects fail, because they'll pull the plug or Yeah, you don't have to do that. Or, you know, it's not important we close our work orders out or, you know, it's not odd that I got 1000 work orders in backlog. But see, here's the deal. If I'm following your process, if I'm following the enemies of success, and and I, I get I named my project, right, and I get people to sign a banner, and there's a lot of lot of fanfare, that internal marketing, and if I, I, I have some sort of get the right people, right, that conversations happening, I shouldn't have a problem with lack of bias. Right? I should, that should not even be a part because I've done my part, I understand my why I've got the right people involved. And I've made my project. Yeah. And it's funny, because we've actually got to the point where we were struggling on the implementation. And the senior leadership was struggling, and we reminded them of the banner.

27:04

Right? How do you get the number four, you remember number one, and it's amazing once people signed in, early on, we got that initial signature, and then there should be the buy in. But again, every day, right? There's just forces that are always against us, there's people that are gonna challenge and, and we just have to keep remembering that. And it's interesting when you go to a meeting, and everybody nods their head and doesn't say a word will actually walk away and say that was the worst meeting we ever had. Because we have a thing you've got to weigh in, to buy in. So if you don't worry, you don't challenge if you you know, think about anything that you really care about. You always weigh in, right, wrong or indifferent. You might say, Hey, this is too many steps, or we have a four step approval process. We're never going to do that. Right? Right, that tells me you're bought in just by the fact that you brought that up. And now we can deal with it. But if you just sit in a meeting and like, right, the worst scenario is you walk away, this will never work, but you don't speak up, then typically you don't really interesting because I feel the same way. But I've never used it in such a way that says weigh in is buying because I if I'm not getting people peppering me with questions, like Hey, what about this? What about that? I know that then I'm not doing my job. I'm not creating interest. I don't know what I'm not doing it. Yeah. And it always bothered me. He's like, you guys don't have anything to say. They all just smiled and

28:41

I think this is the greatest since you know, greatest thing since

28:46

then. That's a pearl with that sage advice right there the listeners out there. You get it? Nobody weighing in. nobody's buying in baby. They're going back to their where their cubicle. Business as usual. Yeah. Five. All right, number five. And this is the, you know, the, the one I think brings it home, but I but and this one's the hardest one is you have to have a culture, you know, or if you have a culture of culture of distrust, then that becomes an enemy. Right? If teams are fighting each other if teams don't believe that people in the same room have their own best interest. Yeah, then it will fall down and, and trust is one of the hardest things in the world, right? Trust is and I say it's not a bank account, like you can't, you can't build it and you know, it's simple Golden Rule, right? Treat others you want to be treated, but I watch organizations and they just go at each other. Right? They attack each other. And, you know, we have to the operations has to have a trusting relationship with the maintenance team. That's going to get it done that will do it properly. And quite frankly, maintenance teams and it's why we

30:00

Love the word pride is maintenance teams will talk about well, nobody you know, trust us, they don't you know, they give us the equipment, it's broke, they'll give us all your excuses. But have you earned that trust? Have you done the things that makes production? say, Yes, I can give it to you, you'll give it back to me in the right, in better order and on time. You know, it's interesting when you bring up culture, right? I mean, it's just, that is like, an iceberg, right? You can see some of the things but boy, there's a lot of stuff underneath that water that iceberg. And

30:34

I find, sometimes, if you have a culture that doesn't trust, Mistress doesn't whatever.

30:42

Everybody's trying to protect their Little Kingdom. Everybody's concerned about, quote, making a mistake. And you always have to, you have to remove some of that. Because people are not going to put themselves out there. If that culture is one that pounds people over the head for making a mistake on. Oh, you know, I'm not going

31:04

to head down low because I don't want that to finger death punch on my head. And that's sad. Because the fear of failure, the fear of making mistakes, the fear of being pointed out, whatever you want to call, it

31:18

really impedes the opportunity of success. It just does. And I always get down to the point, Marty, is anybody gonna die? No, just try it out. Make it safe, of course. But yeah, but that that you're absolutely right, that culture is is God. And it'll it'll, I would imagine, correct me if I'm wrong, it sort of swings. It's like, yeah. Oh, yeah.

31:44

You know, and, well, there's a pyramid that that's explained. There's a book called The advantage by Patrick lencioni. And it's probably one of the best things around trust. Is that at the bottom, when you start with trust, the next layer is how do you handle conflicts? Right? And it kind of goes back to weighing in the bias, right? A lot of people won't weigh in. Because they're afraid, right? Of repercussions under the trust side. And so healthy organizations always Trump the smart organizations, right? You can have a bunch of smart people. But if they don't have trust, and they can't deal with conflict, right, they can't say, hey, yeah, I screwed up, or Yeah, that was a mistake, or can we do it when you have that conflict? And if you can have open dialogue, open conflict, then you can start to get to commitments, right. And the next, once you get commitments, that then goes to accountability, which goes to results. But trust always is at that conflict level. And if you think about it with your best friend and think somebody said, you know, they're a true friend when they still like you, and they know who you are. Right?

33:01

Thank God or you could just be me. And I have just friends that are virtual, and then I shut them down. And yeah, and I go to the ATM because I don't want to talk to anybody. Yeah, so trust is, and it's a two way street. And it's huge. And so I think that's why it's number five. And it's kind of the last one that is the hardest it has me is if there's a culture of mistrust, if there's a culture and I hate to say of abuse and verbal abuse, yes, you know, then people are just going to shut down and you know, they're going to use words. It's not my job or though you words that, Oh, this is too many steps, or that they'll give you code words, that doesn't actually say, I don't want to do this, because nobody's going to look at it. Or, you know, nobody will matter. Or you want to put a maintenance system in and you never give me the equipment. So if you're never going to shut it down, and then it breaks down in the yellow, the maintenance team, well, does maintenance really matter? Or is it just it happens all the time? I guarantee you that fingers pointed, like why did that pump? Right? Right? It's a maintenance problem, right? And it's like it happens all the time. These are huge. I mean, as you start to dig into deep Okay, listeners, right, again, these are five enemies of success does Sure. Did you know people don't name a project? They just don't name it. There's no real personal element to it. Do you have the right people in place? A lot of people don't they just sort of run these projects. They there's good people who have spare time. And that ain't gonna work, right? It's just not gonna work.

34:34

Do you understand the why? First, as opposed to the house first. So don't rent the house first, do the why first, and then lack of buy in which just blows me away? After you go through one through three. I can't believe you have lack of buying but we are human beings. And we have different cultures. And then the last one, of course, culture of mistress that'll just keep on, man. You'll stub your toe on that one all the time, too. Yeah, yeah. I you know, I think when we

35:00

Bring it all together. You know, we always said there's nothing worse than fear and uncertainty, right. And as people get into these projects, you know, they have all these things. And so what we do and what we try to do with our customers, as I mentioned earlier by being in for an in for em only is we know, I only like to say we know how the movie is going to end. Like we know the code, we know the words. And when we do that, it helps us understand where we are, and hopefully we can take us through that process. And again, sometimes people are looking for Well, do you have planners? Do you have schedulers? Do you have this? Do you have a clean start? I mean, they're all important things. But without these five, the rest of the stuff? Yeah.

35:48

And I'll just sort of throw this out there is 500 plus implementations. You got some street cred out there when it comes to these bad boys. That's pretty serious stuff. Yeah, because you've seen it all. I guarantee you, you've seen it all. And then some guy, well, every day you get amazed and look even even now with COVID. Right? Yeah, you know, there's a thing we always say, the rent is due every day. So things always are changing. And you know, how we evolved. But even in today's world with zoom with the tools, you can still follow these things. And in some cases, like we have a rule, we always have our cameras on at Volvo. Always, because it's the respect that I think we need. And when we get into these projects,

36:36

there is a level of intimacy that in some cases, you can get in zoom that you can't get. Right. Yeah. But but but but if I'm looking at you, yes, you're looking at me, I'm looking at you and you can't Don't look away. I could see that. But it's it's the ones that are silent off of the back that you can't see. Yeah, that to me, I can, I can see you now. And I can sit there and chirp at you. And you better be ruining my face. And are you active out there on LinkedIn? I am. I am. So yep. Marty Osborn and, you know, again, I publish a weekly blog called Marty's minute on leadership. And, you know, these are just one minute stories about things. I've read things I've seen her that I can share with you. So yeah, www Marty's minute calm. And it's my favorite thing to publish each and every week. And, by the way, I'll share with you one story and I wrote something that's and I heard this through somebody that said, If you weren't afraid, what would you do? Right? It's kind of a great article. Right? It's a question and it talked about a guy who came home. He was struggling, got laid off from his job despondent and somebody looked at him and said, If you weren't afraid, what would you do? And he said, I'd go back and get my degree, went back, got a two year it degree and then had the career, you know, and how great it was, but I was doing an interview with Tammy Riley, who's the reliability head of

38:12

em at Starbucks. Yeah. Super person. And I asked her that she's landed on aircraft carriers. Yes. I mean, holy crap. You know, our mom asked her when she was 18. And said, said, Tammy, if you weren't afraid, what would you do? I mean, what a great super your mom to ask you that question. And she said, I want to land planes on aircraft carriers, like, Okay. And guess what? That's what she did. And so,

38:41

yeah, I think it just kind of ties all this stuff back together as, as, as teams as people, you know, ask yourself, if you're not afraid, what would you do?

38:53

I'm writing that down. Because I like that. And it does it. It makes you sort of go, you perk up. You're like, yeah, that's an interesting question. I might have to think through it. I don't even know what I I would probably do podcasts if I wasn't afraid.

39:11

All right, reach out to mark.

39:14

You're awesome. Again, awesome stuff. Okay, everything. listeners out there, you know, you're not going to go away because we're going to wrap it up on the other side. We're going to have that link to Marty's minutes. Absolutely. Because you must connect there. Marty, you were absolutely wonderful. lead vocals a great company. And I didn't know it meant trusted advisor. Yeah, call it a trusted advisor. And that's, you know, our goal is each and every day is how do we earn that title? And, to me the greatest compliment we can get as somebody says that we were their trusted advisor and that's that's what we strive for. It'd be tough working for it. Okay. You know why? Because you never, never you never let up. Like I couldn't. I couldn't even relax. Here it comes and goes, Marty, man, I better look like I'm busy.

40:00

Alright guys, thank you listeners. Hang tight, we will be right back. You're listening to the industrial talk Podcast Network.

40:15

All right. Two words. Marty Osborn put that down on your book right now right now and reach out to him. So you go out to the stack card on LinkedIn, boom, Marty Osborn, maybe a few more Marty Osborn's out there, put a comma Advoco ad v. o, CO. And you'll find him. And boy, you'll talk about a wealth of knowledge, Polish Nike. He's amazing. So I'm going to have all that contact Information out on industrial talk.com. Of course, you'd have to, and and definitely remember, five points, those five enemies of success. Don't do it. Anyway. As always, let's be bold. Let's be brave, let's dare greatly. Let's be committed to changing the world. That's what we're all about. And then that second little effort, find people who are bold, brave and daring greatly, you will not be disappointed. And you guys are just going hand in hand going forward to changing the world. That's what we're all about here on the industrial talk podcast because it is a celebration of you. Take care, we're gonna have another great conversation right around the corner. So be safe. We'll talk later

The post Mr. Marty Osborn with Advoco an InforEAM Partner talks about When Maintenance Matters appeared first on Industrial Talk.

In this week's Industrial Talk Podcast we're talking to Clay Bush, President of Stratum Consulting Partners and Infor EAM Solutions Partner about “Infor's Cloudsuite EAM solution for Asset Lifecycle Management”. Get the answers to your EAM questions along with Clay's unique insight on the “How” on this Industrial Talk interview!

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PODCAST TRANSCRIPTION:

SUMMARY KEYWORDS

asset, people, equipment, ranking, diagram, system, Clay, platform, important, industrial, powerful, talk, industry, data, nonconformity, condition, planning, asset management, podcast, motor

00:04

Welcome to the industrial talk podcast with Scott MacKenzie. Scott is a passionate industry professional dedicated to transferring cutting edge industry focused innovations and trends while highlighting the men and women who keep the world moving. So put on your hard hat, grab your work boots, and let's go. Alright, welcome to the industrial talk, podcast, absolute honor and a joy that you have joined the industrial talk podcast. And it is here that we celebrate the women and men of manufacturing, the women or men of industry, because they are bold, they are brave, they dare greatly. They innovate, what do they innovate? They never stop innovating. That is so cool. And they're changing lives. And they're changing the world each and every day. Why not celebrate them? Thank you. Thank you, thank you for what you do. All right, in the hot seat, industrial talk Hot Seat today, we got a gentleman by the name of Clay Bush, President Stratum Consulting Partners, and they're a partner within for em, a heck of a system. heck of an enterprise Asset Management System. We're going to be talking a little bit about how you look at those assets from a risk ranking criticality and you name it. Alright, let's go.

01:19

Big time.

01:22

He's dude, he's great. And I'm just right off the bat right off the bat. It's podcasts. Don't get me wrong, podcast, podcast podcast. But Clay has a wonderful

01:36

diagram of what we cover in this particular podcast. And it's, you know, step by step by step by step. And it's clear, concise. So yeah, you're gonna listen to podcasts, it's all good. Listen to this podcast all fine and dandy. But I highly recommend that you also look at that video and that of the interview, because the diagrams really good now, say to yourself, Scott, I can't, I can't, I can't watch. I can't watch that video. And I'll say, okay, no big deal. Just go out to industrial talk.com we're gonna upload that particular document. And then you'll have it, and then you can refer to it.

02:18

Excellent, excellent document. Now, one of the things about asset management,

02:24

and the system that we're talking about in 4am, absolutely powerful, powerful system, a lot of flexibility. Chest capabilities galore, right. But what is really pretty cool about it is if you look at asset management,

02:42

from from the perspective of a doctor, right, these practitioners, these Asset Management practitioners want to keep that asset healthy. And they're going to be running tests, and they're going to look at data, and they're going to continue to just constantly look at that information, and to make sure that that asset is healthy. So if you look at it from that perspective, it's got tremendous value. And the people like Clay and others who are in this particular profession.

03:12

I mean, they're, they're doctors in asset management, and they're, and it's really pretty good. At this particular conversation, of course, just lays out step by step by step. And it makes complete sense. And you're just gonna is going to enjoy this conversation. Clay is fantastic, and his team at Stratum Consulting Partners, one of the best at deploying the infor em platform. Now, one last comment, before we get into that interview, right?

03:44

I'm going to continue to challenge you. Because we need you as not just, you know, we need you as a company, we need you as a professional, we need you to be engaged, we need you to be at your best. And and to do that I'm once again going to challenge you to collaborate with people, not just internally, not drinking from the same well, but externally as well. To be able to, you know, challenge some of your thoughts, you got to collaborate and find answers that are once again, the second one is, is innovation. So collaboration for innovative solutions, not just technology, but also just people right. And and I'm constantly learning about how to work with people better. And one of the challenges I have, of course, is I'm very driven. And sometimes that's a that's a challenge. So I've always got to work with and I've always got to be innovative, so collaborate, innovate, and educate. There's no reason the speed at which this this industry for Dotto, IoT, IoT AI and everything else in between

04:49

is moving at a feverish pitch. And many who are in the industry. God they publish out there right there. They've got information out there. You've got to stay current

05:00

You've got to stay current because it is changing fast. And it is something that is never ever, ever, ever going to go away. So it's important that you educate. And it's important that you do it with a sense of speed and tenacity. You can't give up, you can't get lazy. You can't just sort of go, Okay, well, whatever it's on there. Because back to the doctor analogy, right? You're not going to go to a doctor, if that doctor graduates from medical school, and then just sort of stops learning, right? But we all know that the the field of medicine, just like the field of manufacturing, the field of industry, the field of asset management, and everything else, constantly changes. And it's because of people like Clay and others are innovative. That's what it's about it is. So you're not going to go to a doctor that doesn't keep current and doesn't educate themselves. Educate yourself. Alright, Clay Bush, is in the hot seat, go out to a stack card. And I want you to type in Clay bush. And if there's multiple Clay bushes, which are probably as I want you to just sort of put a little comment in there type in Stratham. That's str at USM. And I guarantee you, you'll find them

06:13

great picture out there. No, no doubt about it. And you'll be impressed with his stack card, his depth of skills as not just with him, but but team Stratum. So

06:25

enjoy. Remember, it's going to be probably the majority of that video, got a diagram doesn't matter, because you're all committed to education. That's why this is going to do well. So enjoy the conversation.

06:38

All right, Clay, welcome to the industrial talk podcast. Again, it's an absolute honor that you have joined, and to share your absolute wisdom with the listeners of the industrial talk podcast. We're very happy that you're here we are good morning. Hey, good. To see you. Good to see you again. Yeah, good to be seen again. Absolutely. Especially in this whatever this next normal is new, normal, exactly whatever it is, but it is absolutely, it's you know, what's fascinating, is the fact that we can be able to have this conversation using technology and still sort of, you know, add value, add content, add information for people who are are listening, and truly want to learn and grow and all that good stuff. All right, let's level set real quick, let's give us a little background on who Clay is. And then we're going to proceed forward from there. And we're going to talk a little bit about infor cloud suite EA m product. So listeners, you're not going to want to miss this. And and and note itself, it's going to be a video. So we're gonna, we're gonna look at a diagram. So you're just gonna have to go out to industrial talk.com. Find the doggone video and look at what Clay is talking about their play. All right. Yeah. Thanks, guys. Sure. Broadcasting from Denver, Colorado today, and representing Stratham consulting says the company I founded back in 2003. So we are an in for Alliance partner, and we implement the infor em product line exclusively. So we're very narrowly focused and deeply skilled around that product line. So that's what we're here to talk to you about. Yeah, or Yeah, see, and I think. And as we dive, as I digress real quick, I think pre

08:18

pandemic pre virus, I think we were just sort of a little lazy, little distracted by maybe we're moving forward with business, that's all good. And but now we're in this particular post, whatever it looks like world we live in. And I think that to truly be a business of resilience, you're going to have to leverage technology, you're going to have to be innovative, because you never know if, if this will ever happen again. And you don't want to be in a position where you were when we were free. I think the conversations around technology and innovation are far more sharp and point to greater success. That's just me. Couldn't agree more. We're there just in the nick of time for COVID to hit for us. Yeah, manage all this stuff remotely. So yeah, absolutely. All right. listeners, we're gonna start talking a little bit about em, enterprise asset management in force, the company aim, and we're talking about a cloud sweet. So the data, this particular platform resides in the cloud, you don't see it, but it's up there. And it's powerful, it's nimble, it is, it's flexible for whatever product or business that you are in. So let's start with that. We're going to we're going to start shifting and sharing a diagram. And we're going to start talking a little bit about that. So if you are out there on video, we're going to go down this, okay, we've got a concept map, talk to us Clay about this particular map. The reason I put this map together is to try to demonstrate, of course, not all of the features inside of em because they're voluminous and they wouldn't, it would be a much larger diagram. But what's important to know about this diagram is that over the years, the platform has grown. Of course, it's grown

10:00

But it's grown to the point where you can really manage the assets lifecycle completely front to back. From the time that you purchase it, even when you're planning to purchase it all the way through to the point where you can estimate how long it's going to continue to live, and plan for its replacement well in advance of the need to do so. So you've got a complete set of tools. And in the past, some of these tools were really point systems that were outside of the ATM, but now the footprint of VA has grown. So it's kind of subsumed, a lot of those little point systems that used to be sold. And there's no longer need for that it's all in one platform. And I like it, because the conversations that I've been having, with many within the industrial space, the manufacturing space have been around how do we innovate? How do we leverage this digital journey? And what do we do because you can, you can quickly get disconnected. But em and the platform and the flexibility of this particular platform lends itself well with all of the technology and all of these enablers that, that companies are looking for to succeed. And and that's what makes, you're gonna have to put it someplace. And that's why this particular platform is so powerful. So let's start a little bit about agis asset registry them. And if you're not out there on video, we're talking left to right. Asset registry top is sort of a hierarchy, asset registry work management, long term Capital Planning, planning, and then sort of business analytics, modeling and so on that's at the top. So let's talk a little bit about asset registry play. Yeah, I think this is a timeline. And Scott, the asset registry has always been the foundation, a VM, that conceptually that hasn't changed. What has changed is the richness of the asset registry, the functionality around asset data that can be put into em has really grown. So yes, you still have the basic equipment master. But now you have, for example, the ability to add, you know, virtually unlimited fields, and content, rich media attachments, all that stuff,

12:10

you have looking at the bottom, you have now the ability to spatially visualize your assets, whether that's in a 3d model like AutoCAD, or BIM, or a 2d mapping model like GIS, regardless of what your asset type is, the state of the art is you need to be able to visualize it on a drawing or on a map. It's not just text in a screen anymore. Now, with that said, that's, that's powerful stuff now is that on, it cannot be done, let's say my asset on a real time basis, so I have a motor out there. I've got it in my asset registry, I have all of that capability, be able to look at that, that motor is their way of being able to sort of spatially look at that asset and and the health of that asset on a real time basis. Oh, yeah, absolutely. Even like, even if it's a GIS map, or if it's a 3d drawing this, the principle is the same, you need to be able to visualize that asset where it exists in overall asset structure. And you need to be able to drill into it and find out it's held work order history, its criticality, and pop up the drawings, all of that stuff from within that visualization right now and clicking on a record on Yeah, and it's foundational play, I mean, you get, you've got to really invest a lot of time, energy and effort to be able to do that accurately and correctly and create those processes. Now, just like anything else, within a in a business in a manufacturing or an industrial environment, I'm going to change that motor out. If I do this correctly, that that switch, can that switch out of motor is relatively easy. And then that same visual or spatial visualization would exist for that new piece of equipment, right? Yeah, yeah, you get into topics like replacement, unchain versus management of change, which also is handled by EA and but the process itself is pretty simple. Yeah, man. He says, yeah. And then, you know, within that asset registry buckets got there's a, there's another one, I've got listed there called equipment ranking, which is kind of deceivingly simple, but very, very important. And this, this feature has been in for a couple of versions now, but it's really grown to be very important. I mean, what you have the ability to do now is formally rank your equipment along several different key dimensions. You can rank your equipment by risk, you can rank your equipment by criticality. And you can rank your equipment by condition. And no matter which one you're approaching, you do it in a formalized way by establishing a survey with questions, answers, scores, weighted formulas. So it's, it's a very, I keep using the word formalized, but it's a very rigorous way to establish your your equipment and where it ranks versus the other equipment that you have out there so that you can focus your attention on the right things. So why is that? Why is that important outside of the realities that I can focus my attention

15:00

Is that really the driver behind creating this sort of equipment ranking? That the important thing about it, is it it is formalized. It's in the database, everyone knows the rules that you apply to get that ranking in the past before features like this existed, you had equipment, criticality field, and people would use it in a haphazard way. So if you sort your equipment by criticality, you know, it was maybe more of a matter of opinion, rather than a formalized, rigorous assessment. Yeah. And that would make that, hey, this is my favorite pump be at the top of this particular criticality rating when it might not be though. And I would imagine that it would also drive my,

15:41

my purchase decisions as well, what do I need to have an inventory and vice versa, I don't have that. This is a critical base, it might be a small pump, but it runs, you know, half the, the the environment, whatever it might be. And so I need to have that available. So that things like this equipment ranking informs a lot of things downstream, which we'll talk about. So it's really a key foundational elements of get your equipment master set, you know, nomenclature, richness, completion of data, this visualization and the ranking setup properly, you're going to be in a great position downstream to do all sorts of things and see, and when I look at this particular diagram, it makes sense that you're going to invest a lot of time in making sure that your equipment is properly identified rank. And then just by virtue of doing that work up front. As I go to my my left side, when I start talking about work management and Capital Planning, it makes that effort a little bit more streamlined. Is that correct? You got it. That's the way it goes. Alright. Let's, let's talk a little bit about work management right now. Yeah. So let's move on over Of course, the heart of em system for years has been work orders, right. Yeah. You know, that's the main cost collection vehicle and reliability, data collection, vehicle, a VM, right. It's still the case today. But now you have expanded capabilities, even in the work management realm, like what I've got depicted here, calculated work order priority, this is a way that EA m can assign a work order priority. And it's tied right back to that ranking. Yeah, establish a condition rating and you put work orders in there, there's a background process that runs and continually updates the work order priority for you. So that if you're a planner, and you're assessing the backlog, you get a much better picture of

17:31

the most important work orders in the backlog, not just the user assigned work order priority, this is a calculated priority that really takes into account not only the users assigned priority, but how old the work order is, and its ranking. So that's a great Planner Tool. Seems simple, but it's very powerful. Yeah. And once again, as I look at this particular diagram, we've we've done our work up front, we've created our criticality of our risk of our equipment. And it just sort of naturally fits in with that work order prioritization and how that system looks at all of the dynamic pieces of information on that particular asset, and be able to rank it, that's a powerful, powerful tool, it's much better than just user assigned for already in date, which is traditionally how people have ranked it backlog. dine, replace this motor because it's in a nice section of the area over there.

18:25

And then you've got, the next thing I've depicted in the diagram is non conformities. This one's reasonably new feature as well, but expanded in the last couple of versions. And this nonconformity is is a intentionally general term, it means that you've noticed something about your equipment that needs to have continuous attention or attention downstream, you don't want to lose track of it. So in the past, people might have put a work request in to identify things like this a crack, you know, a noise, something that's not critical at the moment, but you want to not lose sight of it, because it may become important. So this whole nonconformity tracking takes out that piece and sets it in a module. That's not a work order. It can become a work order later on. But it's an auto reminder system, a tickler system that says, hey, you noticed this issue on this piece of equipment. And based on the way you scored it, you need to look at it again in a month, or three months or six months. But it's a it's a way to, again, have a regimented rigorous ways to keep track of potential defects and make sure you don't lose them at the right time you slip it into a work order and take care of it and then there is it out, would I use this particular section of em or this particular module, if I'm doing vibration analysis, and I, I see some sort of trends that are taking place what I sort of say, adding this asset, we had this little squiggly line and so on. And so, what I do with their that might it be a case to introduce a nonconformity mild vibration on a pump in a motor? Sure. That would be then that'll tie also into the next topic, which is IO.

20:00

But non conformities a lot of people think of those as originating in the transit industry where you're examining bridges and structures and things like that. So you may notice a crack or some scoring or something like that, that, yes, it's cosmetic at this moment, but it could you know, how water eats away at structures and things like that it could become critically important down the line if we don't keep track of this. But bottom line, you need a place to put those those I have observed this. And if you didn't have a place to put that, that observation is like, I have no place to put it. I don't know where to go. Well, people used to cram it into the work order file. And that's right, work orders and complicated the backlog that Wow.

20:40

Okay, listeners, that that's a big topic backlog. And working through that backlog. Continue. Continue. Yeah. And then of course, the, you know, one of the biggest topics going on in Asset Management right now is IoT, right? In the old days, we used to call these skated interfaces, right? Yeah, principle is the same, you're going to get this telemetry data, which itself is an old school term, telemetry data out of your SCADA system, your control systems, your devices in the field and into em where you can act upon it, right? two simple cases. One is you want to get equipment usage, from these devices into em, and let em generate your

21:19

plans, scheduled maintenance, preventive maintenance routines, simple case, a lot of people doing that been done for a long time. Beyond that you want to bring have the potential to bring in alarms. Yeah, their telemetry data, temperatures, pressures, things, you want to put some boundaries around. And if they start trending outside those boundaries, then you're going to act on it, you're going to create a work order a work request, or just a simple notification that says, hey, pump a is consuming more energy trending upward, or the temperature yes, those those two different systems like,

21:52

skater, let's just call it skate and em were separate for so long. But now it's so easy to integrate them. That's, you know, it's IoT. Yeah, what you're saying is that this particular em platform is able to just get that data collected. And it's somewhat agnostic to it. I don't care if it's a scalar DCs, whatever it might be, wherever that data resides, I'm able to sort of through whatever interface Yeah, pull it in. Mm hmm. That's right. Now, these data systems, these IoT systems, they collect so much data, it's like an ocean of data out there, EA m doesn't need that much, just a few sips, every few hours or every hour. Yeah, to do its thing. So having that easy integration gets the right data to the right place at the right time. Yeah, I like that. All right, let's talk a little bit about Capital Planning and long term.

22:44

Alright, so moving on over, let's just, you know, of course, assume that you've got your foundation of asset registry in place, and your work management processes and procedures are in place, yeah, reasonably mature. Now, you can start looking at looking towards the future, if you will, getting that forward looking view, it's not just a lagging indicator, we've got potential leading indicators that will inform us on how much longer these items are likely to last. So really, what we're talking about is these three key things.

23:17

One is

23:18

facility condition assessments. And in the past, before, some of these features were in em, we would conduct facility condition assessments by virtue of a work order, with a checklist, you know, on mobile, and it was a good process, very good process. There's nothing wrong with it. But essentially, what you're doing is, every year to three years, depending on the criticality of equipment, you're going to go look at it, and you're going to say, Well, this is good, fair, poor. And, presumably, in your database, you know, when you bought that thing, and we can put average estimated lives by classification on equipment, but then when you do a condition assessment, that means your asset may not last as long as you thought it would, based on its condition, or it may be really good. And you can take it on beyond where you thought it was going to last. But you don't know unless you get out there and and conduct these condition assessments. So this, again, ties back to the equipment ranking, you can now do condition assessments through the ranking module, which is a very formalized, regimented scoring mechanism to do that. You don't have to do it through work orders anymore. Can I look at particular sections of my facility and get a condition assessment based off of let's say, my, my equipment ranking in that particular location? And it sort of gives me the health of that? That's a common question. Yeah. People want to know,

24:39

especially managers, they don't want to know that this motor A is a condition to they want to know, at a system level. Yeah. You know, think of a wastewater plant. You know, the whole headworks system. What is the condition of it? arola. So, yes, you still You can't escape having to do those low level condition assessments, but the roll up capability

25:00

It tells you the overall health of the system. So yes, important yet. And then you can, you can drill down from there, you're gonna say, Hey, I'm yellow, whatever the dashboard is saying, I'm yellow in this section, let's drill down. Oh, it's that, Oh, I got it. There's a work order Arctic, I can I can just get I can get the information I need to that's right maintenance people tend to think in discrete assets, engineers and managers tend to think in systems, yes, you can get them the type of information that they need

25:26

to make their own decisions on.

25:28

And what's important as you start looking forwards, God is the next block I here have here is the strategy. If you take an individual item, and you think about it expiring, let's say 2025, we know this particular pump is

25:44

reaching end of life. Well, what are you going to do with it? Are you going to replace it completely in time? Are you going to rehab it? Re, you know, overhaul it,

25:54

you have to have a known strategy, or even multiple strategies available to you. So you can do scenario analysis, because invariably, you're going to have limited dollars. Yeah. So you may not be able to get that brand new shiny motor, and pump, you might have to do an overhaul. So given limited funds, you have these pre built scenarios in there that you could

26:15

trade off between, if you will, but that's now in the database and not in someone's head or on some contractors estimate. See, that's, that's powerful. And we take it for granted. And sometimes people are just saying, I got to replace it, I got to replace it. But but to have the data have the information available to truly be able to make those decisions on do I replace it or rehab it? What if I rehab it? How long? Is that gonna? You know, those are those are powerful strategies. Yeah, some equipment can be overhauled and brought to like new condition and some can't. Yeah, so the only way to know that is to examine each one and, and implement those strategies into the database. I love it. Right. And so, once again, this, this bottom block I have is remaining useful life analysis. yam does that for you. Now, you can see it right on the asset screen based on the ranking based on the condition, you can look right there. And it tells you the year in which it's expected to expire, simple as that right there. Easy reporting isn't dynamic? Is it a dynamic analysis? So it's pulling in IoT data? And it's heating up here? And whatever? It's Yes, it changes.

27:23

It is dynamic. Yeah. And this is something that we really, in the past had to embed a lot of intelligence in reports and scripts and things to produce. But once again, the platform is expanded to the point where this is just literally listed right on the screen.

27:39

That's pretty cool stuff. Pretty powerful. Yes. Cool. And you know, what a thought comes to mind Clay is that, you know, people businesses are struggling with that human element. You know, that knowledge, leaving whatever it whatever it's a it's a challenge. It's whatever this the the silver tsunami, all of these individuals that are leaving and retiring, and so on, and so forth. But the way you set this up, really addresses that if I do it right, in my agile acid registry, if I do it right, with my work management, and so on, and go from left to right here. The impact of people leaving and coming and going in the dynamics of just human behavior, is managed a little bit better here in this particular solution. Yeah, we've been talking about it for years is how to capture that knowledge and, and all these people that are going to be in this wave of retirement, so you're hitting the nail on the head. Yeah, perfect speaker getting that intelligence in the database and out of their head. Okay, so here's, here's a big beef for me. So the last block is business intelligence, analytics, data analytics, modeling AI, all of this stuff sort of resides? Can Can you sort of expand a lot because people talk about it. But I want to, I want to hear what you have to say about here. Sure, yep. This ties right into and kind of rides on top of the long term Capital Planning. So you'll have to make a little bit of a mental leap with with me here on the asset health dashboards, but what you're trying to present, you know, largely to managers and executives is here's our fleet, if you will, or here's our asset ecosystem. And you know, we can red, yellow, green, by system by individual asset. Here's a here are the assets that are good. Here's the ones that are, let's say, midlife and here's the ones that you need to be putting in the budget for overhaul or replacement. In the next you name the timeframe, the next year, three years, five years, right, you name the horizon that you're planning on. But those dashboards highlight areas of concern, assets of concern, right. So there's your subjects that you need to plan for. scenario analysis is different. This is where you say you provide parameters like I have a million dollars, or I have, you know, $2 million. And I want to I want to look at how I can apply that million dollars across my criticality.

30:00

123 you name it. Right? So it's what if scenarios, and this is huge in the transit industry, it's also big in public utilities with limited funds. How can I stratify my dollars and replacement strategy? What can I really get accomplished next year, two years, three years with the money that I have. And once again, the equipment ranking comes right back into play here. So our top criticality, our top risk, items should rise to the top and we should spend our money on those first, to make sure that we're covered, I have to tell you, that's dead sexy, if I'm in a data, and if I'm into asset management, and what you're doing, and what you're talking about here on this particular am in for em platform and how you apply this logic, it is man it is cool stuff and powerful. And

30:49

like you were saying, there's there's this, there's this thing that's happening, and it's constantly growing and refining and becoming more powerful and stronger, better, faster, whatever, Steve Austin approach, and it only gets better from here, it's not going to go down. Health, right? Yep, less slow, really solid and growing. And as I said, it's continuing to roll in. Things that used to be a point systems are now in the, in the platform, and it's integrated. And I have to go down the road of being able to say, Oh, my gosh, I remember the good old days when you have to create all this other stuff, but it's, it's anyway, are you active out on LinkedIn, we're gonna have to wrap this up. Are you active out? there? I am, I sure am. So reach out should be able to search me up play Bush, don't forget one more thing there, which got the last block. And this is, you know, this is still brand new. And, you know, it's talked about a lot, but this is, it's no longer on the far horizon. It's here. And that is predictive machine learning algorithms such as enforce Coleman, the biggest challenge people have in that area right now is not having enough history to feed the machine. But we're eminent A lot of people have been running a game for 10 1520 years, and they have good history and the history can be improved and tweaked and, and smoothed out, let's say so that these algorithms can look at your history and make intelligent forecasts. So that ties right in there with the bi bi analytics and the modeling. But again, as soon as you have the history to support the algorithm so that's up and coming thing there's a lot of new technologies out yeah, that's that's all stuff ality but this is the closest one of them. Yeah. I think that's cool, too. I think that's really

32:34

you need that history. And I bet you could not Nevermind. We're running out of time right here. So Clay bushes, the gentleman that's bu sh Stratum. If you if there's a couple of Clay bushes out there on LinkedIn, just calm up but Stratum str at u m, is the company you'll find play reach out to him. Definitely this infor cloud suite em is a powerful platform, definitely in this world of industry for Dotto, play. You are absolutely spectacular. I love this fellow asset geek. God, thank you for having me. Yeah, it's sort of set to a certain extent, but it's pretty cool too. You know, it's amazing, wonderful job, wonderful job, reach out to Clay. Now we're just gonna we're gonna have all of the contact information out on industrial talk comm so do not go away. We're going to wrap it up on the other side. Thank you very much for joining. Stay tuned. You're listening to the industrial talk Podcast Network.

33:36

All right. I hope you enjoyed that interview with Clay Bush, President of Stratham consulting, that's str at us consulting partners is the company telling you a

33:49

fantastic approach to that in for a platform and how to manage those assets as a company as as, as you proceed forward, vitally important, vitally important in this world of COVID-19 whether we like it or not, you got to build a business of resiliency, and it comes through people like play a platform like infor AM. All right. I'm gonna challenge you again. Once again, you want to be bold. You want to be brave, right? And dare greatly. Those are important qualities, especially today in this COVID world. But I'm going to challenge you to find individuals that are both brave and daring greatly and your product or your just your view on life will be definitely changed. Reach out to me. Industrial talk comm I'm more than happy to connect with you. All right. We're gonna be having another great interview right around the corner. So stay tuned. Thank you for joining

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