Leverage your mobile rollout with an effective barcode strategy. This presenation will focus on opportunities not always clearly gained when applying barcodes in your organization.

1. The Barcode Effect
Operational Efficiencies Gained Through Barcode Strategy
FMMUG - Maximo Best Practices Conference
Las Vegas, NV
Monday, October 1st, 2012

2. • MAXIMO Version 7.5.0
• Mobile Solution – DataSplice 4.0
• 14,625 total Students
• 142 Buildings – 7.2 million square feet on 202 Acres
• 3 Primary Campus Locations – Main, Newton, Brighton
• 6 Trades Shops – 60 Full Time Trades Personnel
• HVAC
• Plumbing
• Carpentry
• Electrical
• Housekeeping, Grounds and Athletic Maintenance services performed internally
(200 staff)
• 60,000 Annual Work Orders
• 45,000 Academic Year
• 15,000 Summer work orders identified through inspections
• Work Order Center Staff of 3 – Staffed 6 AM – 8 PM (with student support)
About Boston College

3. • Barcode Known Use Cases
• Developing your barcode strategy
• Effectively leveraging your mobile rollout
• Thinking outside the box – non standard
barcode uses
• Change Management
• Questions
Presentation Goals & Objectives

4. • We should barcode it!
• I’d like to have all of our assets barcoded by
the end of the year!
• Why don’t we barcode all of our (insert
ridiculous item to be barcoded)!
• Why should we barcode it?
• If we only had barcodes it would be so
much easier to get things done around here!
Heard Around The Water Cooler…

5. • Barcoding is not an object or idea – it’s a tool
that can be used to (when done properly)
improve your business process
• There is no right or wrong way, there is no best
practice – only leading practices to aide you in
developing your own strategy
• It’s all about CHANGE MANAGEMENT
First Things First…

6. • Assets
• Inventory - Item / Bin Locations
• Performing Cycle Counts
• Property ID’s (IT equipment and other
rotating assets)
• Invoices
• Shipments / Receipt of goods
Barcode Known Use Cases

7. • Step 1 – STOP what you are doing and get a pad and a pen
• Barcode strategy is about business process improvement –
you need to know your business process first!
• Key Stakeholders – establish a group of key individuals involved
in your strategy and process
• Consider overall Maximo strategy
• Auto Key versus Smart Keys
• Who are your data stewards and how will they manage this
information / update barcodes / update assets?
• Consider your mobile strategy
• Where do I need to improve the business process to ensure
my mobile rollout is going to be successful
Developing Your Barcode Strategy

8. • What type of barcode labels to use?
• Printer selection
• Application? Integrated to Maximo or standalone?
• Label type (can it withstand heat/moisture)?
• Who is going to do all the barcoding!
• What to barcode?
• Critical pieces of equipment
• Locations
• Don’t go out an barcode everything if you can’t make the case that it adds value
• Where to put the barcode label?
• Consistency in location
• Conspicuous (more for locations)
• Where should you barcode on equipment?
• Device Selection
• Will your device be able to scan whatever / wherever you plan on barcoding?
• Will the device rely on ‘camera’ based scans, laser or RFID?
Leveraging Your Mobile Rollout

9. • Assets
• Is the barcode label going to be informational or just a means to
associate work orders or inspectional rounds?
• Are you going to be tasked with collecting asset data?
• Can you barcode label before you create new assets?
• Locations
• Where are your barcode labels going to go so they aren’t removed
or painted over?
• Item/Inventory
• Is the barcode label going to indicate more than just what should
be in the bin?
• Counts? Thresholds?
• Other locations where stock may be located?
Important Things To Consider

10. Examples To Consider

11. • Invoices
• Can your vendor print invoices with barcodes? They
should be able to!
• Receiving of Goods
• Does your receipt/bill of landing indicate the PO or
requisition number with a barcode?
• Last but not least…
• What if you’re not going mobile? There are still
efficiencies to be gained!
Important Things To Consider

12. Barcoding Work Orders

13. Barcoding Work Orders

14. Work Order Completion Utility
© JFC Associates / Boston College

15. • Saving Time with Inspections
• With barcoded locations for building inspections (and a mobile solution) we
are now able to quickly create inspection records / work orders
• Reduced inspection time of building from a 3 day process to a 6 hour
process – inspect, photograph, enter work orders, assign to shops
• Saving Money
• Paint Inspections
• Able to complete inspection 2 days earlier which translated to building
paint out complete 4 days ahead of schedule (able to sequence work).
• Savings – 4 days of overtime normally required for housekeeping
services eliminated – 80 people at 8 hours per day times 4 days =
$81,920 – FOR ONE BUILDING!!!
By The Numbers

16. • Accuracy in Reporting / Inspections
• Exact location is captured
• Worker will be sent to the right place – the first time!
• Eliminates ‘call backs’ (inspect it once and done)
• Volume of work / wrench time will increase as the means of entry is improved
• End of summer saw at 99.3% completion rate of identified work versus
previous year of 83% - all due to the ability to quickly and efficiently complete
work orders and have ‘real time’ data (that and we have some really great
workers!)
• Reduction in ‘Opening’ Work Orders
• Due to operational efficiencies gained there was a 29% reduction in the
amount of requests made by students when they moved in the Fall
• Loosely translated – we were much better at identifying problems and
seeing them resolved due to an effective mobile strategy based on an
effective barcoding strategy
By The Numbers

17. • Saving Time / Improving Accuracy With Data Entry
• Average summer completion rate ~300 work orders per day to be
completed by work order center staff manually
• Old methodology – 2 to 3 hours of time and many times a day or two later
• New completion methodology – 6 minutes for 300 work orders
• Supervisory staff have instant feedback on what remains in the cue to be
done – this translates to nearly 100% accuracy of work order cue
• Customer is informed of completion immediately versus days later
• Happier staff!
By The Numbers

18. • This entire topic is really centered around Change
Management
• All of these concepts are wonderful but how do we implement them?
• What are our barriers to change?
• How do we get buy in?
• Developing your business plan within context of your problem…You need
to know what your problem is!
• Strategy without intent has little power to make change that sticks
• Center your strategy around your intentions – have them be your ‘North
Star’ throughout your strategy development
• A journey of a thousand miles begins with a single step…
Chinese proverb ~ Laozi
Change Management

19. • Create a sense of urgency
• Help others see the need for change and the importance of acting immediately
• Pull together your ‘strategy team’ – your ‘Champions for Change’
• Decide what to do
• Develop the Change Vision and Strategy
• Clarify how the future will be different from the past
• Make it happen!
• Communicate for understanding and buy in
• Empower others to act
• Produce short term wins
• DON’T LET UP
• Make it stick!
• Create a new culture
• Hold onto the new ways of behaving and make sure they succeed, until they
become strong enough to replace old ways of doing business.
Creating The Change
Source – John Kotter – ‘Our Iceberg is Melting’

20. • Be vigilant in your approach to these concepts
• Recognize your organizations needs first – where are the
business problems and how can processes change as a
result of this new strategy?
• Develop a strategy that produces short term wins
• As with all things mobile – know your options, be prepared
and don’t let technology drive your decision making
• Fully understand the impact of Change Management across
your organization
• Benchmark your success
Wrapping Things Up…

21. Questions…
FMMUG - Maximo Best Practices Conference
Las Vegas, NV
Monday, October 1st, 2012
“The pessimist complains about the wind; the
optimist expects it to change; the realist
adjusts the sails.”
- William Arthur Ward