Achieving Business Value Maximo Session 5- Maximo Panel.pdf The SOARD project will implement Maximo

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Text of Achieving Business Value Maximo Session 5- Maximo Panel.pdf The SOARD project will implement Maximo

  • © 2014 IBM Corporation

    Achieving Business Value Maximo Panel

    Tom Mahon, Panel Moderator Kenneth L. Korba, Director, Special Projects Team Tim Harvey, Chief, National Park Service Andrew Gregory, Unit Chief, FBI

  • Kenneth L. Korba Director, VHA Special Projects Team

    DC MUG

    May 21, 2014

  • Department of Veterans Affairs

    • 350,000 Employees • 25,000,000 Veterans Served • Over $8 billion annually in purchases for supplies,

    inventory, and equipment within VHA alone

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    Second Largest Federal Agency

  • Veterans Health Administration

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    • 153 Medical Centers • 956 Outpatient Clinics • 232 Vet Centers • 134 Community Living

    Centers • 90 Domiciliary Rehab

    Centers • 8M unique patient visits per

    year • Over 10,000 Real Property

    Assets valued at over 200 Billion Dollars

    • Over 12 Million Equipment Assets Valued at over 25 Billion Dollars

  • Current Asset Management Environment

    • Over 130 unique instances of each VistA application

    • Operated primarily at VA Medical Centers

    • Potential for customization at each site

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    Vertical Enterprise

    Enterprise Level

    Administration Level

    Regional Level

    Site Level • Non-standard instances of asset management applications occurring throughout the enterprise

    • Business processes differ from one site to the next

    • No centralized source for enterprise asset visibility

    C u rre n t L o g i s t i c s M a n a g e m e n t I T E n vi ro n m e n t

    Non- standard

    data

    Current Asset Management IT

    Environment

  • SOARD Vision and Scope

    The SOARD project will implement Maximo 7.5 as an enterprise asset management solution for billions of dollars’ worth of VHA assets, ranging from the physical structure of a medical center to an infusion pump or case cart.

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    PIP

    AEMS MERS

    GIP

    Equipment/Turn-in Request

    Prosthetics

    Sterile Processing

    Environmental Management

    Facilities Management Healthcare Supply

    Emergency Management

    Healthcare Technology

    Occupational Safety & Health

    • Asset Management • Work Management • Inventory Management • Purchasing Management • Workforce Management • Location/Space Mgmt • Reporting

    Surgery

    Handheld Software

    Financial

    Administration Level

    Regional Level

    Site Level

    CBOC

    CBOC

    CBOC

    CBOC

    Procurem ent

    Prosthetics

    POU Devices

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    Other

    Other

    • Provides asset management support across multiple organizations within VHA

    • Provides capabilities and benefits at the site, regional, and administration levels

    • Estimate 50K total users when fully deployed

    • Estimate 7,500 concurrent users

  • Why do it?

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    • All site level benefits • Asset condition monitoring and

    targeted maintenance • Regional level visibility, accountability,

    data management • Consolidated operations and strategic

    sourcing • Environment of care improvements • Enhanced patient safety

    • All site and VISN level benefits • Enterprise portfolio budgeting and

    justification to oversight • Enterprise level visibility, accountability,

    data management • Extend asset lifetime and reduced total

    ownership cost • Provide metrics to support management

    of programs to enhance Joint Commission on Accreditation of Healthcare Organizations (JCAHO)

    • Facilitate emergency response • Reduce asset and inventory spend

    VISNVISN Level BenefitsLevel Benefits

    Enterprise Enterprise Level BenefitsLevel Benefits

    SiteSite Level BenefitsLevel Benefits

    SOARD Deployments to VHA

    Benefits quickly accrue over time bringing needed operational efficiencies to site, regional, and

    enterprise levels

    B en

    ef its

    VHA Benefits of SOARD

    Sites Deployed Enterprise DeployedVISNs Deployed

    • Operational and programmatic efficiencies & productivity gains

    • Automated processes and mobile technology

    • Site level visibility, accountability, and data management

    • Reduced operational expenses • Increased access to metrics which

    aids in compliance

  • Nationa l Pa rk S ervic e - PF MD

    EXPERIENCE YOUR AMERICA™ 8

    Nationa l Park S ervic e Park Fac ility Mana gement Divis ion

    NPS ’s Us e of Maximo in Mana ging it’s As s et Portfolio

    May 21, 2014

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  • Nationa l Pa rk S ervic e - PF MD

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    EXPERIENCE YOUR AMERICA™ 14

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    The National Park Service Organic Act 16 U.S.C.1

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    " ...to promote and regulate the use of the...national parks...which purpose is to conserve the scenery and the natural and historic objects and the wild life therein and to provide for the enjoyment of the same in such manner and by such means as will leave them unimpaired for the enjoyment of future generations."

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    • 401 National Parks cover more than 84 million acres, including historic sites, battlefields, recreation areas, monuments, seashores, trails, and highways.

    To fulfill this mission, NPS established an extensive system of parks across the nation and territories.

    Including the supporting asset infrastructure necessary to operate them

    Pacific West

    Intermountain

    Midwest Northeast

    Southeast

    National Capital

    Alaska

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    Constructed assets are inextricably linked to protecting natural and cultural resources and providing visitor services • Assets either are the park mission or they enable the park mission. • Improving the physical condition is a priority because assets in acceptable

    condition help advance the “big picture” goals of each park.

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    Over time, these assets have fallen into disrepair • As the backlog has accumulated,

    the costs to maintain National Park Service assets have been deferred over time.

    – Higher visitation rates, aging facilities, new parks, and increased operational requirements have affected the ability of national parks to maintain their physical infrastructure.

    – Overall, resources have not been sufficient to meet needs, and assets have not been maintained well. As a result, the NPS today faces a significant backlog of maintenance needs.

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    NPS takes a holistic view of asset needs • A proactive, life-cycle approach • Life cycle requirements include the costs associated with operations,

    maintenance, code compliance, breakdown repairs, system replacement, and disposition

    • With this approach, parks are better positioned to improve daily performance and ensure the ongoing health and longevity of mission- critical assets and equipment

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    The NPS Asset Management Program is structured around industry best practices

    • What assets does the park own?

    • What is the current replacement value of each asset?

    • What is the condition of each asset?

    • What is required to properly sustain the assets over time?

    • What assets are the highest priorities relative to the park mission, and where should a park focus resources?

    Identify inventory

    C a lc ulate Va lue

    As s es s C ondition

    Determine requirements

    Target high- priority as s ets

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    Industry standard indicators help managers further prioritize maintenance resources

    • Tools such as the FCI and API help managers both – Target investments, and – Evaluate the impact of decisions on the overall portfolio.

    Candidate for demolition or disposal

    Repair or rehabilitate