“The divide between operations and maintenance has been created due to our reward system.

Eliminating silos and making an ‘asset centric’ system will allow us all to accomplish more.”

– Ramesh Gulati, Maintenance Expert in Residence, UpKeep

The Future of Maintenance,

Reliabilit y, and Operations

RYAN CHAN
CEO & FOUNDER OF UPKEEP
 PA RT 1

Why Asset
Operations
Management
 Why Asset Operations Management 15

CHAPTER 1
Where Are We and
How Did We Get Here?

Today’s maintenance, reliability, and operations teams are in a difficult spot.

Despite being responsible for maintaining business-critical assets on a daily
basis, these teams aren’t treated like business-critical functions. Instead, they’re
viewed as cost centers—departments that simply consume resources and don’t
contribute to the overall business.
This can be seen in how maintenance, reliability, and operations teams
are measured. They are measured by activity and not business outcomes. This
fundamental difference can be expressed further in the following table.

Activity Metrics Production & Profitability Metrics

Work orders completed Decreased labor costs

Hours spent turning wrenches Increased asset lifespan

Amount of preventive maintenance Reduced equipment downtime

tasks completed
Increased efficiency and reliability
Percentage of preventive maintenance to
corrective maintenance jobs completed Overall equipment effectiveness

Hours spent in the field Mean time between failures

The activity metrics on the left are all vanity metrics; they show what one’s
doing and not the impact they’re making. These metrics also focus on mainte-
nance utilization alone, not the language of the executive team and how that
utilization is driving revenue and/or profitability. The end result is that this
stereotype of maintenance, reliability, and operations teams being cost centers
continues to be perpetuated. This stereotype is damaging for many reasons.
16 ASSET OPERATIONS: THE FUTURE OF MAINTENANCE, RELIABILITY, AND OPERATIONS

Maintenance, reliability, and operations teams are critical to improving busi-

ness performance.
When these teams are working holistically and efficiently, they can:

▶ Increase production and output;

▶ Increase reliability;
▶ Impact profitability;
▶ Ensure resilience and compliance.
These teams aren’t simply turning wrenches or performing maintenance; this is
work that significantly contributes to better business outcomes.

Maintenance vs. Reliability vs. Operations

Throughout this book are references to three teams: maintenance, reliability,
and operations. However, those names can mean different things to different
people or organizations. Before going further, let’s briefly outline how this book
defines maintenance, reliability, and operations.

Maintenance cares about repairs.

Reliability cares about what’s happening tomorrow.

Operations cares about what’s happening in the

production facility right now.

Taking a Seat at the Revenue Table

The question then becomes: How can maintenance, reliability, and operations
leaders get a seat at the revenue table? It’s clear that something’s missing; that
current solutions aren’t helping maintenance, reliability, and operations teams
translate their technical language and metrics into executive language and met-
rics. This is a key point.
 Why Asset Operations Management 17

A solution that allows a maintenance team to manage up by linking its

maintenance strategy and activities to the executive mindset and key perfor-
mance indicators (KPIs) doesn’t exist today because each team is thinking
about its metrics and activities in isolation. Vendors have made this worse by
catering to a siloed approach instead of trying to push for a unified system.

There are three ways these teams can earn that seat at the revenue table.
1. Connecting the field to the office and boardroom: Frontline workers
need a digital solution that not only captures the work/activities they’re
doing, but also one that links their impact to business outcomes, such as
asset health and performance.
2. Utilizing technology that’s easy to adopt: A solution that workers want
to use and will use on a sustained basis is key.
3. Having a single source of truth: If companies succeed in the previous
two areas—where maintenance, reliability, and operations teams have
the ability to connect all players, especially frontline active data creators,
and make it easy to adopt—then can they create a repository of data.
When teams have all three of these, they can see holistically across different
teams, spanning assets and activities. This expanded view allows businesses
to make more informed business decisions on a complete picture. However,
this has been hard to do, in large part because companies have disjointed sys-
tems—and as a result, disjointed practices—operating across these three sep-
arate teams.
Today, maintenance, reliability, and operations teams have access to more
data than ever before. But something apparent across the market is that data
isn’t being shared across platforms and teams; it’s fragmented across all the
different systems. Despite working on the same asset in parallel, despite hav-
ing the same intent, these teams operate separately. And what happens is each
team’s data lives in different places, is inaccessible, and is siloed.
So most teams are operating with inaccurate data that’s also hard to get
to. How can maintenance, reliability, and operations teams demonstrate that
they have concrete business value if their processes and data are hindering them
from the start?
18 ASSET OPERATIONS: THE FUTURE OF MAINTENANCE, RELIABILITY, AND OPERATIONS

The Impact of Disjointed Systems and Teams

A disjointed company culture has real consequences. The absence of accurate,
accessible data leads maintenance, operations, and reliability teams to operate
in a primarily reactive manner—and that leads to waste.

Lack of visibility: Seventy percent of companies lack awareness of when

equipment is due for maintenance or upgrade, according to research conducted
by GE Digital. Living on the edge all the time is not a sustainable way of life
for a business.

Unplanned downtime: According to the Plant Engineering 2016 Maintenance

Study, about 44% of all unscheduled equipment downtime results from aging
equipment, making it the leading cause of unscheduled downtime. This is a
huge competitive problem for companies. You might lose customers and have
competitors swoop in to pick them up.

Wasted productivity: Factories can lose anywhere from 5% to 20% of produc-

tivity due to downtime.

The Three Key Challenges Maintenance,

Reliability, and Operations Teams Face
Asset-intensive companies today find themselves at a crossroads: either con-
tinue working in misaligned and inefficient silos, or work holistically toward
the same goals by leveraging technology advances and a new mindset.
Unfortunately, many of these companies are traveling down the former path
rather than the latter.
The problem might seem impossible to tackle, but three major hurdles
demonstrate how teams got to this point.

Poor Adoption
One could apply the idea of poor adoption to any new software or initiative at
a company, but it’s particularly acute in asset-intensive industries and sectors
where there are many desktop-oriented solutions: computerized maintenance
 Why Asset Operations Management 19

management system (CMMS), enterprise asset management (EAM), and asset

performance management (APM).
These traditional solutions are oriented for those who sit at a desk in front
of a big screen. This is problematic because modern frontline teams who work
on physical assets and equipment are out in the field and can’t use these systems
efficiently. That disconnect then becomes a point of friction, an irritation, and
a deterrent to adoption. And if you have poor adoption, you have poor data.
Poor adoption is a big part of why data is in silos and why teams can’t artic-
ulate a clear connection between their activities and overall business metrics.

Fragmented Information
Disjointed systems and disjointed teams equal fragmented information. Many
companies today have data spread across all these different systems. The main-
tenance team is using a CMMS; the operations team is using an ERP or EAM,
etc. Each system has its own wants and needs, and the team members are
operating in their respective system. When information is so widely spread like
this, it leads to difficulty accessing it. This scenario should be easy to imagine.
“What’s the right document? Where’s the checklist? Is the checklist correct?
What’s the right workflow?”
Additionally, siloed data causes information gaps, which lead to rework.
The UpKeep State of Maintenance Report 2021 found that 20% of work done in
the field is due to rework. Rework is work that is redone because the original
job was done incorrectly. This is 20% of a company’s productivity going down
the drain.
But this isn’t the technician’s fault. It’s because they don’t have the right
access to information to get it right the first time. If all of a company’s data is
inaccurate or hard to get to, then it makes consistent efforts toward working
with accurate data difficult.

Poor Integration Between Systems

The third challenge is the actual technology. If you think of the monolithic
ERP, CMMS, or EAM systems, they’re not oriented toward end users and
don’t necessarily play nice with other systems. When one adds this to what’s
already been explained, then it’s easy to see how problems start to escalate.
20 ASSET OPERATIONS: THE FUTURE OF MAINTENANCE, RELIABILITY, AND OPERATIONS

There are disjointed systems and disjointed teams, and now the systems are
also not talking to each other. So, companies have pockets of data aggregating
separately and not giving anyone in the business a unified view of what’s hap-
pening. How can maintenance, reliability, and operations teams make a busi-
ness case for impacting the bottom line if all these elements can’t be integrated?

The Old Ways Are Simply Not Working

In addition to everything we’ve mentioned so far, every single team has differ-
ent measures of success. Again, they’re working on the same asset, but they’re
approaching the work with misaligned goals.
Everyone wants to improve the bottom line as much as possible, so why do
teams work so independently to achieve this?
The technology companies have, the practices we utilize, the industry
today—it’s all been driven too much by a perspective focused on disparate sys-
tems and not a centralized or unified system that optimizes the business from
an asset’s perspective. Everyone has to start thinking about things differently.
 Why Asset Operations Management 21

CHAPTER 2
Introducing Asset Operations
Management

All of this leads to a new category and mindset of Asset Operations Management
(AOM). It’s not just a technology solution; it’s defining the future of main-
tenance, reliability, and operations. AOM is company-wide intelligence. It
means threading together an organization’s maintenance management, passive
and active asset data, and unique operational processes to make it easier and
faster for every employee to get what they need to do their jobs successfully.
An AOM solution isn’t just a casual term; it’s a very different shift in how
a system works within a company. AOM is purpose-built to bring together
all these teams and their data so they can inform important business decisions.
In order to do that, teams have to have that full visibility across the entire life
cycle. It doesn’t matter if you’re out in the field doing maintenance, you’re just
as important as the asset managers or executives in other departments.

It’s every stakeholder unified under one system.

The Impact of Asset Operations Management

As mentioned before, organizational teams can be very tactical or oriented
toward specific workflows. But in an AOM system, you’re now combining cost,
revenue, and asset data, making data easy to access, centralizing all the data,
and unifying all these different dimensions so all these teams can work together
to support business outcomes.
Unlike existing systems, AOM is less a feature set and more of an oper-
ating principle. The main tenets of AOM are ease of use, data consolidation,
configurability, and the accessibility of enterprise-grade features for all com-
pany segmentations.
22 ASSET OPERATIONS: THE FUTURE OF MAINTENANCE, RELIABILITY, AND OPERATIONS

The system’s implementation is designed to organically shift your cul-

ture and mindset—provided you commit. You’ll move from a paradigm of
interacting with an asset solely along the maintenance axis to thinking about
the impact the asset’s performance has on the business and how variations in
asset and maintenance management can help shift business performance. In
other words, it should help accelerate digital and organizational transforma-
tion toward greater resiliency, transparency, and flexibility, with data playing a
pivotal role in making informed decisions that map to your business priorities.
AOM is meant to start you thinking about data differently, not just in
terms of work orders and failures, but also about what a comprehensive health
dashboard looks like. What does that dashboard look like for an executive vs.
an operations leader? Suddenly, success shifts from thinking, “How much did I
get done today” to “How much did that impact the business today?”
In this context, teams shift toward a mindset of thinking about the
impact—the “so what” of their activities—versus trying to demonstrate being
active to meet their activities-based KPIs.

Team Asset Interaction Data Success

Maintenance Repair Work Orders Work Completed

Operations Production Runtime Downtime

Reliability Longevity Failures Availability

Team Asset Interaction Data Success

Asset Operations Entire asset Comprehensive Business

life cycle equipment health metrics outcomes

Unlike traditional CMMS, EAM, or APM solutions, the AOM mindset has
four key differentiators.
1. Unifies maintenance, reliability, and operations: An AOM solution
brings data that traditionally lived in different software solutions into a
single repository so it can be analyzed and leveraged to make decisions
 Why Asset Operations Management 23

that impact all three teams. Maintenance teams, for example, should
be able to understand how reactive maintenance on an asset impacted
monthly or quarterly revenue—not just see how many parts are stocked
or how many work orders they completed in isolation.
2. Is intuitive for every employee to use: An AOM system prioritizes the
quick and easy capture of data across passive and active data sources.
Data quality and volume will suffer if adoption is poor, so ease of use is
a top requirement.
3. Creates a command center for data: AOM consolidates data from across
active and passive sources, as well as unifies data from maintenance,
operations, and reliability. It links asset data to executive metrics so every
team is aligned on the company’s goals.
4. Employs a cross-departmental approach: Having a dynamic knowl-
edge base for all teams increases cross-functional collaboration and
communication. Integrating multiple systems and solutions is easier for
workers instead of one system keeping them captive.
To help organizations find their way back onto a successful road to the future,
they need a consolidated, robust perspective that brings together the strengths,
tools, and data of maintenance, operations, and reliability. This is why AOM is
a game changer for businesses.
AOM uses an interconnected approach that breaks down departmental
silos, bridges the data and information gaps, and is purpose-built to support the
mission of each department. The idea is intuitive for all employees and ensures
the entire organization is moving in a single, concentrated direction when it
comes to asset management. Unlike existing systems, AOM is less a feature set
and more of an operating principle. The main tenets of AOM are ease of use,
data consolidation, configurability, and the accessibility of enterprise-grade
features for all company segmentations.
AOM provides maintenance, operations, and reliability with a single ver-
sion of the truth when it comes to assets. This truth encompasses the entire
life cycle, holds comprehensive equipment health metrics, and is measured by
successful business outcomes. Again, it’s about company-wide intelligence.
24 ASSET OPERATIONS: THE FUTURE OF MAINTENANCE, RELIABILITY, AND OPERATIONS

Let’s take a look at how AOM specifically transforms maintenance, reli-

ability, and operations teams. Assume an organization is ready to adopt an
AOM strategy, preparing to pull together its technician services, passive and
active data, and company-specific operational blueprint to make it simple and
seamless for all employees to get the information they require to perform their
duties successfully.

How AOM Will Transform Maintenance Teams

Although a company might be utilizing a CMMS system, many technicians
still find it somewhat cumbersome and difficult, primarily due to the fact that
interaction must take place through a desktop computer. Top technicians try
their best to obtain needed information before heading out to the field, as well
as enter comprehensive details for each work order completed. But more lax
technicians tend to skip a few details in favor of completing the work order and
heading home for the day.
Unfortunately, this scenario is fairly typical. According to the State of
Maintenance Report 2021 conducted by UpKeep, roughly fifty-nine percent of
those who use an integrated CMMS/ERP system report that their software
is difficult to use. At the same time, about one-third of the industry still said
they are using pen and paper, spreadsheets, or nothing at all to manage their
company’s maintenance activities.
AOM, on the other hand, is user-led and focused on putting tools readily
at hand to encourage adoption throughout a manufacturing company. It also
directly affects and benefits maintenance teams in four specific areas:

Easier Work Management

AOM is one centralized command center for your maintenance team. Having
one centralized command center allows an organization to drive accountability,
streamline workflows, and utilize maintenance data. It also acts as a dynamic
knowledge base—a source of truth across fragmented resources that eliminates
information silos and connects teams across departments and locations.
By grouping an organization’s fragmented systems, workers can quickly
locate answers without constantly switching between platforms. The goal is to
 Why Asset Operations Management 25

achieve a unified view of everything—assets, teams, schedules, devices—all

creating data and insights that ultimately lead to easier work management.
AOM also uses mobile interfaces that can travel with technicians when-
ever and wherever they work. This makes it much easier for maintenance tech-
nicians to complete and report on tasks. As a result, the speed, quality, and
responsiveness of the work increases. Also, since AOM groups and organizes
all data from fragmented systems and makes it accessible from one location,
technicians can quickly find answers to questions without logging into and out
of multiple systems.

Deeper Reporting and Analytics

Data is at the center of maintenance with AOM. Teams can use the platform
to analyze asset performance and optimize long-term efficiency over an asset’s
lifetime. Real-time performance data, coupled with remote condition sensor
data, also allows maintenance teams to understand critical business metrics
Once data is unsiloed, teams can receive granular data on each interaction
to find ways to enhance and optimize performance. Maintenance teams can
easily create comprehensive reports, build their own dashboards, and leverage
all the data the team generates to gain essential insights.
The next generation of maintenance will come from collecting the right
data, displaying the best insights, and providing actionable feedback. AOM
gives maintenance teams this opportunity.

Better Use of Resources

The asset operations data collected across different channels synthesizes to
show insights and drive work efficiency. This data can then be used to prioritize
and direct efforts to tasks that actually matter. It changes the conversation from
“How many hours did you work today?” to “This is the value you’ve added to
the business today.” AOM brings departments together to better execute pre-
ventive maintenance programs, which reduces equipment downtime and helps
assets achieve their full useful life.
Additionally, if a work order requires a part that is out of stock, it can be
ordered immediately and the work order updated to be placed back in the queue
once the part is available. If further investigation or questions arise, technicians
26 ASSET OPERATIONS: THE FUTURE OF MAINTENANCE, RELIABILITY, AND OPERATIONS

have the means to immediately text or contact a supervisor or flag the issue for
further review. If the work can be completed, any notes, questions, or other
data can be immediately recorded and available within the system for anyone
else in the organization to access in real time.
From an individual standpoint, technicians are freed from non-value-
added tasks, such as searching for the right information, which allows them to
spend their time on more critically important issues. From an organizational
standpoint, AOM allows automatic load balancing, which examines both the
existing volume of work orders and technician availability and workload.

Greater Visibility and Control

AOM provides a complete picture of all work orders performed with nothing
falling through the cracks. Not only does this optimize overall service, but also
workload balance. Teams are able to automatically load balance tasks based on
existing volume and be their most productive.
All equipment instruction guides, manufacturing checklists, maintenance
history, parts inventory, and work order requests are available from one simple
interface. When technicians arrive at a work request location, they can imme-
diately pull up a work order that tells them who requested the work, what needs
to be done in detail, and possibly photos of the issue. They can also see the
last repair or maintenance record, how frequently repairs have been requested,
illustrations and instruction guides about the problem, and other information
that can help streamline the task.
AOM represents a new approach to how organizations become more reli-
able, efficient, and adept at making informed decisions. This new approach
is built with maintenance teams in mind, and is coupled with an affordable,
easy-to-use, and flexible solution.
With AOM, maintenance teams can be seen as a revenue generator instead
of a cost center. It’s a mobile-first experience that gets buy-in for the platform
from day one.
 Why Asset Operations Management 27

How AOM Will Transform Reliability Teams

The reliability team is an integral part of the company. Its mission is to stay on
top of and manage all reliability issues, maximize plant facility uptime, and
ensure company safety protocols are met.
While mega manufacturers can afford to invest in sophisticated, complex
asset performance management products, some companies simply do not have
the resources to do so. AOM can be a viable alternative as it focuses on sim-
ply mainstreaming the ideas of APM, as well as supervisory control and data
acquisition (SCADA) and the Internet of Things (IoT), for all types and sizes
of businesses. By doing so, AOM can help reliability teams stay ahead of those
preventive maintenance tasks that can reduce downtime. In addition, AOM
can increase both the speed and quality of responsiveness to routine facility
questions through automation and artificial intelligence.
For example, when routine maintenance tasks are requested at an orga-
nization, they are automatically routed to more entry-level technicians.
However, if a complex equipment situation arises, those tasks are sent to sea-
soned employees.
For reliability teams, AOM drives accountability, streamlines workflows
to reduce menial tasks, and allows workers to focus on the important issues.
All of these benefits change how reliability is reported in order to shift how
reliability is valued.

Improved Reliability
AOM allows organizations to get ahead of preventive maintenance, ensuring
uptime and increasing the speed and quality of responsiveness to routine facil-
ity questions. These results are possible by ensuring tools, operations, and peo-
ple cohesively work together toward the same goals. When disparate systems
become aligned, reliability teams are able to make important business decisions
with full visibility across the entire company life cycle.
Additionally, through standardization and automation of preventive
maintenance tasks, reliability teams can increase the lifespan of their assets and
avoid catastrophic failures—key objectives for any reliability team.
28 ASSET OPERATIONS: THE FUTURE OF MAINTENANCE, RELIABILITY, AND OPERATIONS

Automated Issue Assignment

Managing a reliability department can be overwhelming, especially if you have
an immense number of assets and technicians to oversee. With AOM, tasks
can be automatically assigned to appropriate team members with the correct
expertise. Additionally, AOM guarantees consistency with work order docu-
mentation and instant access to work order information.
Automation benefits extend beyond work assignment tasks. AOM con-
tinuously tracks each employee interaction, whether it be a technician or a
reliability engineer, within a facility. This eliminates the need for employees
to manually log each step within the process and also ensures asset records are
kept completely up-to-date and accurate.
This is particularly valuable when managers and executives routinely log
into the system’s reporting and analytics capabilities to find areas for contin-
uous improvement and new opportunities to optimize the performance of the
organization. Maintenance, reliability, or other internal teams can also access
an accurate picture of the status of work orders to obtain updates and ensure no
details are left unaddressed.

Reduced Paperwork
Technology is moving at a breakneck pace. However, many reliability teams
are still managing tasks with pen and paper systems. Whether it’s word-of-
mouth, phone calls, emails, or sticky notes, these inefficient tactics significantly
weaken productivity and increase costs.
AOM continuously tracks interactions within a facility versus employees
having to manually log each step. This platform is designed to streamline work
orders, collect maintenance data on labor and assets, manage inventory, and
generate reports that can lead to long-term, smarter business decisions. It’s one
front door for team members to get what they need.

Greater Visibility and Control

We’re currently living in an intelligence golden age. Despite this fact, many
reliability teams aren’t utilizing technology advances. By utilizing AOM, reli-
ability leaders receive granular data on each interaction to find ways to enhance
and optimize performance.
 Why Asset Operations Management 29

Some possibilities include:

▶ Custom dashboards that align with your reliability team’s metrics

and KPIs;
▶ Visual and PDF reports for any premade or custom dashboard for easy
sharing throughout the organization;
▶ The ability to categorize and view work order statuses by technician, team,
asset, or location.

Reliability teams get a complete picture of all work orders performed, ensur-
ing nothing falls through the cracks, to optimize overall service and work-
load balance.

Traceability and Audit Trail

Making sure an organization is compliant with regulatory standards is an inte-
gral part of a reliability team’s duties. AOM automatically logs and tracks each
item in a facility for any and all regulatory/compliance needs. Users can provide
historical documentation and upload safety and regulatory manuals so workers
have the information they need.
Furthermore, AOM provides configurable analytics and reporting so
inspectors and regulators have all the historical information they need. Since
this complete and accurate record is updated continuously, data is always avail-
able for recalls, regulatory compliance, or internal or external audits.
For example, in the United States, companies in the health care sec-
tor must always be acutely aware of data rules around the Health Insurance
Portability and Accountability Act (HIPAA), designed to protect individual
medical records and identifiable data. Within the food and beverage industries,
regulations around the Safe Quality Food Program and the Global Food Safety
Initiative must be followed and documented. These and many other evolving
state and national regulations require a myriad of data in order for organiza-
tions to be compliant.
AOM also changes how reliability-related tasks are reported, which leads
to a transformation of how reliability is valued. This means increased account-
ability and more efficient workflows, which help all employees reduce menial
tasks and focus on those issues critical to maximizing uptime.
30 ASSET OPERATIONS: THE FUTURE OF MAINTENANCE, RELIABILITY, AND OPERATIONS

How AOM Will Transform Operations Teams

Nearly midway into 2022 and there are still no real solutions to help operations
teams link asset, maintenance, and reliability data/intelligence to executive
metrics like revenue, cash conservation, margin, etc.
A company might have a CMMS, EAM, or more, but these traditional
systems don’t link team-specific metrics to the broader business goals. With
application silos and hard-to-use software abound, operations are forced into
a reactive state and cannot connect the field to the boardroom. This lack of
integration and direction slows operations teams, hampering them with man-
ual tasks and unnecessary errors instead of propelling them to the next level of
success and growth.
An AOM mindset, on the other hand, targets the pain points that have
thus far prevented operations teams from achieving a unified view of their indi-
vidual contributions toward supporting business performance. Among those
pain points are ease-of-use to drive adoption and engagement, centralization
and accessibility of data, and data-driven support.
When we think about operations teams being better supported, valued
and understood, AOM becomes even more critical. It’s clear from the following
benefits that AOM offers an operations team one blueprint for their company
with efficient workflows and the visibility to improve workplace operations.

Strengthened Resource Allocation

One of the core pillars of AOM is the idea of data flowing into a central com-
mand center. This single data repository can also be a dynamic knowledge base
that removes information silos and connects teams. Once this streamlined data
goes into effect, workers are applied to where they’re needed most, maximizing
systems in the most effective ways to further the organization’s goals and KPIs.

Improved Speed of Service

When assets, teams, schedules, devices, and more are aligned, the speed
and quality of responses are increased, giving operations teams the efficiency
they need to make better decisions. Employees are also able to get conve-
nient and immediate help within the tools they’re already using through a
 Why Asset Operations Management 31

conversational omnichannel experience. Even routine answers are automated

with AI-driven ticketing.
Technicians perform at the top of their skill set, and talent and experience
are not wasted on tasks that can be completed by entry-level employees learning
the ropes. This helps maximize all resources across the entire company, fur-
thering the organization’s performance and helping it meet goals and key per-
formance indicators. AOM isn’t just a one-time occurrence; it’s purpose-built
to bring teams together and foster a culture of efficiency and visibility.

One Operational Blueprint for Efficient Operations

AOM drives accountability and streamlines workflows to reduce an operations
team’s workload. Every work order is accounted for with visibility and real-time
updates. Plus, with standardized workflows, opaque processes in your opera-
tions department are eliminated.
The paradigm shift of AOM also removes obstacles that hinder assets
from getting proactive maintenance, thus allowing team members to plan their
work and be their most productive. The analytics from every interaction pro-
vides the visibility teams need to improve and accelerate operations across the
entire organization.

Visibility, Reporting, and Analytics

Operations teams have access to more IoT, ERP, and technical data than ever
before; however, this data is still siloed, and users aren’t able to unlock its full
potential. Additionally, most workflows aren’t standardized or documented, so
operations employees have to learn by trial and error or asking colleagues.
The AOM data collected across different teams synthesizes to show oper-
ational insights on performance, efficiency, revenue generation, cost savings,
and more. Operations teams get granular data on each interaction to assist with
enhancing and optimizing performance. This data can also be used to create
detailed reports, personalized dashboards, and essential insights.

Better Asset Management

A regular preventive maintenance plan can be initiated with AOM, which
reduces equipment downtime and achieves the full useful life of assets. AOM
32 ASSET OPERATIONS: THE FUTURE OF MAINTENANCE, RELIABILITY, AND OPERATIONS

also anticipates replacement parts needed based on actual condition of the asset
(feedback from PMs or based on condition from CBM analysis), and manage-
ment can get real-time notifications of part quantities.
Additionally, AOM is integrated with a company’s tech stack for a central
knowledge base to connect fragmented systems and assets. Operations teams
can access their asset information and history from anywhere.

Why It’s Time to Embrace AOM

Given the disjointed, inefficient state of many asset-intensive companies today
and the ever-changing global economic landscape, it’s an opportune time to
pull the efforts of maintenance, reliability, and operations together. Each has
made incredible individual strides over the years. Now, it’s time to get all three
disparate groups pulling in the same direction for each and every asset.
With its holistic, company-wide view, AOM is an affordable technology
that delivers the same powerful capabilities as costly, enterprise-grade solu-
tions. It can unify these disparate departments, solving a myriad of problems
currently plaguing asset-intensive companies.
By threading together a company’s technician services, passive and active
data, and unique operational blueprint, AOM makes it easier and faster for
every employee to get what they need to do their jobs successfully in a coordi-
nated and aligned manner.
Today’s teams must be proactive, flexible, and ready for unexpected events.
AOM gives an organization an all-important unified front that’s stronger and
more resilient for today’s business environment.