Implementing “Best” Work Practices, CWMS and GIS

Starting Out
a) The Gap – Recognizing the need for additional expertise in defining and attacking their problems, the Department engaged the services of an outside consultant who specialized in assisting public utilities in improving their work processes, as well as selecting and implementing CWMS software. One of the first activities the consultant undertook was to identify the “Gap” in efficiency between the manner in which the Department was currently performing work and how a private contractor, operating to industry “Best Practices”, would perform the work. The Department was pleasantly surprised to discover the “gap” was at 14%, not an acceptable figure, but better than many public utilities in similar circumstances.

b) Scope – It soon became apparent that the CWMS project was becoming much more than just a software purchase. If the Department’s Work Processes were inferior, it was necessary to improve them before automating them with software. Since many work and technology improvement projects ultimately fail because of a lack of involvement and “buy-in” from front line employees who, ultimately, are the people who actually have to work with all the changes, it was necessary to develop a strategy to ensure this would not happen. Finally, the Department wanted a true “best of breed” CWMS product that would be adaptable to the way it worked, rather than forcing the Department to change its work practices to conform to the idiosyncrasies of the software.

c) Vision – Well, every good project has to have a vision, right? In this case:

“To become one of the most competitive publicly operated utilities in North America.
To recognize the importance of the well-being of staff; value honesty, integrity and teamwork; and recognize the important contribution that each employee makes to the Department.
To have elected officials on-board with the project and frequently updated about progress; and understand that we consistently provide excellent service at a reasonable cost.”

d) Objectives – A Vision provides an ultimate goal, but it’s the nitty-gritty objectives that provide the day to day direction. The stated objectives for this project were:

“Operate and maintain a larger infrastructure with reduced resources.
Maximize critical equipment availability.
Use an integrated work management approach.
Improve planning and control of operations and maintenance.
Standardize work management practices across the Operating Divisions.
Become a model for work practices application for other Divisions or Departments of the City of Winnipeg.
Provide historical equipment information, as well as operations and maintenance cost data.
Improve management of maintenance stores.
Improve overall purchasing activity.
Improve project cost information tracking.
Make better management decisions with respect to repairing, upgrading or replacing equipment or infrastructure.
Identify and develop opportunities for cooperation or integration with other City initiatives.”