The pandemic has unsettled the world, leaving us all to navigate the uncertainty. I don’t need to elaborate. We all know and feel the effects the COVID-19 pandemic has had on our economy, workplaces, and personal well-being.
However, at the time of writing this, restrictions around the world are starting to lift, little by little. And as the initial hurdle comes to a close, we are gradually shifting our attention from the panic of What now? and instead, shifting our focus to What’s next?
As a Product Marketing Manager for M-Files, I am in the game of figuring out what moves and shakes people to change, or more specifically what drives companies to invest in new technology. This pandemic has certainly offered a new driver to the mix.
COVID-19 has Forced Companies to Transform (and Transform Quickly)
Before this crisis, some common drivers across many industries included items like increasing efficiency in a competitive landscape, winning and retaining new business, and minimizing risk.
These drivers are still relevant. The pandemic, however, has presented a new driver — resilience. Namely, how can companies ensure and maintain operations in times of crisis? How can companies continue with business as usual in times when business is not usual?
While the initial hurdle of this pandemic seems to be coming to an end, there is no guarantee that the pandemic will not grow worse or that further restrictions will be enforced in the future (some news media portends the possibility of a second wave of cases globally). And as experts warned us of a possible pandemic before COVID-19, they are also insisting that we realize that other pandemics are just as possible in the future. We simply do not know. We used to operate with a false sense of certainty about the future, but this crisis has exposed just how uncertain things really are. Despite this, we are certain that the COVID-19 crisis has taught us that businesses need to transform. We can feel confident about that lesson. And when there’s need for great transformation, there’s need for great guidance.
Bring in the Consultants!
The reason I boldly claim that we need consultants now more than ever is because we’re in uncharted territory. Emotions are strong and it’s difficult, for both employees and business leaders, to wrap their minds over what to do next. Consultants, by and large, are transformation experts. We call on consultants to get us from one state to the next, because they have the expertise, experience, resources and know-how to pave a path to our objectives.
When it comes to the topic of resilience, businesses are plagued with questions around policy, leadership, technology, security, and change management while also grappling with the struggles of maintaining business today. This presents an interesting opportunity for people in the thinking industry.
The Driver: What’s driving or forcing companies to change?
The COVID-19 crisis has tested the resilience of the business world.
The Objective: What do companies need to do in response to this driver?
Companies have been forced to establish and maintain organizational resilience — to handle future crises.
Business Changes: What transformations must take place for companies to meet these objectives?
To establish and maintain organizational resilience, companies must:
Institute a flexible and secure work environment
Reduce costs to buffer current and potential decreases in revenue
Enable a remote, yet effective workforce that can work either from the office or at home
Establish policies and procedures for times of crisis and train staff on policies
Train leadership on managing and leading in times of crisis
Uphold excellent customer experiences in times of crisis
Business Value: What is the potential business value of these transformations?
When companies are resilient to crises, they:
Retain more business
Maintain business continuity in times when business is not usual
Have better buffers for sudden revenue decreases
Mitigate risks to security and quality — in areas like information security, safety, and compliance
Increase workforce satisfaction and trust
So, if you’re in the service of helping businesses transform, take a moment to consider if this new driver offers your firm new opportunities. And in doing so, consider the following:
What sort of products or services can you provide to help potential or existing clients manage this crisis?
What sort of training do you need to better help your clients manage crises and build resilience?
What sort of content can you develop to help your clients manage our current global predicament?
In times of global uncertainty, we need people in our corner to help us put one foot in front of the other. That’s why we need consultants now more than ever.
As we try to assess the impact of the pandemic, our thinking inevitably revolves around how this epidemiological crisis will affect the work of each of us, but also what consequences it will have on the professional scene as a whole. This year, the world faced one of the worst public health crises, disrupting all aspects of our lives.
So, what are the implications for the business world?
What experiences and possibly lessons can we learn from this pandemic?
Undoubtedly, the professional scene will change drastically.
The current situation has already forced many organizations to adopt new work practices and shift to remote work. Concepts like efficiency and productivity, which have always been a priority for businesses are still as valid as ever, resulting in the urgent need of diversification of many aspects of business operation, particularly enhancing the need for digital transformation.
Without any warning, companies were faced with the challenge of finding ways to help their people work from home, while providing them with access to documents and systems regardless of where they are physically located. Of course, the practice of remote work has been around for a while now, but the unprecedented conditions we are experiencing have accelerated the need for either its implementation or its further development. But how is it ensured, in the midst of a lock down or an unexpected temporary closure of the business, that employees will remain productive?
Thanks to the smart technologies of intelligent information management (IIM) as well as scanning, several organizations can already manage, organize, and securely store large volumes of electronic and physical documents.
It’s faster to search and find documents through the IIM systems. It’s a more efficient use of employee time with less paper management and more digitization.
And it all has a positive effect on the operating costs and business continuity of a company.
At the same time, IIM systems have the potential to enhance the company’s business continuity readiness and help restore professional normalcy as quickly as possible. At the same time, with the digitization of documents, which is very important, the correct analysis of the needs that will be covered is also crucial. Specifically, by digitizing business processes, we ensure the upgrade and automation of existing processes and the planning of others.
Document scanning services are offered by Iron Mountain, either as a Backlog Project level or even as a continuous flow — an Ongoing Project — in conjunction with the electronic document management service, as a complete service. The best way to manage a handwritten process may not be to simply “translate” digital workflows into a modern information system. Perhaps the best way to manage this is to re-evaluate practices and how to manage them, as well as redesign them, which will optimize production and make better use of human resources.
Minimizing the distribution of printed material among employees
Automation of document handling — incoming and outgoing
Improving the speed of searching, sending, and receiving documents as well as minimizing any delays, taking into account the volume of documents
Safer storage and security of important document content
Reducing the required storage space
More efficient and flexible access to archived documents
Automation of the assignment and monitoring of task implementation
My ten-year experience at Iron Mountain, has taught me that business transformation and particularly digital transformation has not been as high a priority as it should be, although organizations have been researching options and solutions for some time. Market conditions, however, have revised these priorities due to the pandemic and their transformation has become imperative. Most companies have taken no precautionary measures, proving that they are not only unprepared to carry out their work remotely, but also face enormous challenges. Challenges like:
The difficulty of employees accessing documents and managing the volume of documents
The inability to maintain the security of their files
And, fatally, the inability to provide adequate services and support to their customers
A typical example is that of accounting documents and data. Invoices can be sent electronically to customers, while other documents, such as invoices, which are received in hard copy, can be digitized and processed electronically. Thus, an accounting department can easily process and evaluate the company’s finances, speeding up procedures. Same processes can be applied to email management, data of customer, staff and suppliers, contract management, quality management, project management, task management… the list goes on.
The implementation of the M-Files system in conjunction with document digitization, ensures not only the operational continuity of many companies but also the maintenance of a productive and efficient environment, even remotely. It is therefore imperative that companies realize how high the stakes really are. It’s not IF they will use the technology to transform but HOW, in what way, and how quickly they will do so. Organizations and businesses that insist on investing in digital modernization, while at the same time offsetting short-term strategies with long-term measures, have all the background to succeed and emerge from this crisis with significant competitive advantages.
In conclusion, perhaps what we have gained most in the current period is how crucial adaptability and flexibility are in relation to the survival of a business. As in all aspects of our lives, in its business aspect, those with quick reflexes — those that adapt, innovate and transform — will not only survive but also gain an advantage over the rest.
Now more than ever it is necessary to become innovative and creative! As the English writer H.G. Wells very poignantly said, “Adapt or perish.”
Under the Environmental Quality (Clean Air) Regulations 2014, an owner or occupier of premises shall not , without giving prior written notification to the DOE Director-General.:-
Carry out any change in operation of his premises;
Carry out any work on any premises that may result in a source of emission;
Construct on any land, any building or premises designed or used for a purpose that may result in a new source of emission;
Make, cause, or permit to be made any change of, to, or in any plant, machine, or equipment used or installed at the premises that cause a material change in the quantity or quality of emission from an existing source; or
Carry out any changes or modifications to an existing air pollution control system.
The written notification shall be submitted to the state DOE not less than thirty days before the commencement of such work in a prescribed form.
Under Environmental Quality (Industrial Effluent) Regulations 2009, no person shall, without prior written notification to the Director General –
Carry out any work on any premises that may result in a new source of discharge of industrial effluent or mixed effluent;
Construct on any land, building or facility designed or used for a purpose that may cause the land or building or facility to result in a new source of discharge of industrial effluent or mixed effluent;
Make or cause or permit to be made any change of, to, or in any plant, machine, or equipment used or installed at the premises that cause a material change in the quantity or quality of the discharge or release from an existing source; or
Carry out upgrading work of an existing industrial effluent treatment system that may result in a material change in the quantity or quality of the discharge or release.
The written notification to carry out any work, construction or upgrading, or to make any change shall be submitted to the state DOE in the prescribed form within thirty days before the work or construction or upgrading commences.
Written Notification is required for the manufacturer and the designer to be fully responsible on the designs of the air pollution control system/air emission equipment/industrial effluent treatment system that are submitted.
There are 11 Written Notifications / Pemberitahuan Bertulis as below:
The Written Notifications Forms contain information about the manufacturer, discharge emission or effluent, design of the equipment, design of the air pollution control system/industrial effluent treatment system, performance monitoring program and declaration from the manufacturer. For the forms listed above, each form may have specific equipment information prescribed in the form and manufacturer is required to furnish the required information.
Written Notification is implemented to replace Written Approval. The responsibilities of the equipment will lie on the authority for Written Approval because the authority approves it. But now with the implementation of Written Notification, the responsibility lies on the manufacturer and the authority will only taking note of the existence of the equipment.
Like the rest of the world, most of the maintenance industry has been turned upside down by the COVID-19 pandemic. We talked to several maintenance professionals to find out what challenges they’re facing, how they’re meeting them head-on, and how they’re showing incredible resilience while helping provide essential services.
If you’re looking for more resources to help you and your team through these uncertain times, we’ve created a Resource Hub that includes some helpful articles and webinars.
When operations manager Juan Ruiz looks out at the floor of his facility, everything seems normal. A technician talks to an operator before fixing a machine. A critical asset is inspected during a rare break in use. A production line is adjusted to make sure it can fulfill a crucial order.
But this isn’t business as usual for Juan’s team.
The conversation is happening in a designated quiet place so the two employees can stand six feet apart. The critical asset is a sensor used to take the temperature of staff as they enter the building. The crucial order is for millions of boxes that will hold lifesaving N95 masks.
The COVID-19 pandemic has forced Juan and his entire team to change the way they work.
“We are running to failure, and that’s changing our mentality right now,” says Juan.
“We’re surviving. We’re not improving.”
They are far from alone. Maintenance departments everywhere are feeling the impact of COVID-19.
“Maintenance teams are nervous right now,” says Terrence O’Hanlon, the CEO of ReliabilityWeb.
“Even before COVID, there weren’t too many maintenance departments who could say, ‘Yep, we’re fully staffed, fully budgeted, and we have all the resources we need.’…So if that’s the case when things are normal, it’s only going to get tougher in these times.”
Getting processes in place to support people is priority #1
For Tom Dufton, a maintenance and continuous improvement manager, these challenges aren’t just about business–they’re personal too.
“One of our maintenance team members, his wife is a nurse, so he’s taxed very heavily right now,” says Tom.
“He has two young kids. So we have to ask, ‘What can we do to help you out so things are better for you?…The last thing I want to do is to burden anyone down, especially maintenance.”
We’ve reached out to our competitors to get the crucial parts we need for our corrugator…And they’ve reached out to us for some of these consumables…We’re each making sure that we can get business done. We understand that we’re essential businesses and need to keep running.
The biggest hurdle for James Afara, the chief operating officer at a cannabis producer, is balancing the health of staff with the need to do critical maintenance.
“The biggest challenge is getting eyes on the plants to make sure they’re healthy and our process metrics…are being collected properly so we can make our decisions remotely,” says James.
“We have key individuals that go in during off-hours to collect the data, but you try to balance that because you never want to put people at risk.”
Juan’s facility has also struggled to do more with less. Most suppliers (90%) have stopped delivering key parts to the plant. But Juan has found an unlikely ally to help him solve this issue.
“We’ve reached out to our competitors to get the crucial parts we need for our corrugator,” says Juan.
“And they’ve reached out to us for some of these consumables…We’re each making sure that we can get business done. We understand that we’re essential businesses and need to keep running.”
Finding a way to get the job done isn’t the biggest worry for most maintenance teams. Instead, it’s ensuring staff health and safety. This has meant putting a lot of new processes in place.
For example, Tom and his team have increased their use of automation so his staff can run operations remotely.
“Our finger is always on the pulse of the facility,” says Tom, “Even without being there, you still know what’s happening.”
These measures have reduced after-hours call-ins by 42% over the last year, which means fewer risky trips to the plant.
Tom, along with James and Juan, have put several other precautions in place to prevent the spread of COVID-19. They’ve started putting fewer technicians on each shift, taking the temperature of staff, sanitizing all incoming parts, and reducing production so staff can do frequent deep cleans of the facility.
Companies have even mobilized maintenance as a key weapon in the battle against the virus.
“It’s imperative that maintenance ensures the facility is running,” says James, “The last thing you want is staff sitting in the lunchroom and not social distancing because of a breakdown.”
This new way of working is essential, but it also has consequences.
“We are limited because if anyone has any sort of symptom, we are pulling them out of work,” explained James, who says his workforce has been reduced by 15% because of illness.
Juan’s team has had to sacrifice efficiency in the name of health and safety.
“Because the staff have to leave their machines and go to a separate area to discuss things, it creates more downtime,” says Juan.
Although their teams are stretched thin and dealing with more breakdowns, it’s all worth it to keep staff safe and healthy.
“Your employees and their health always comes first. You have to value people over profit,” says James.
“If you’re lowering your production, you still have to remember maintenance”
While increased production has led to challenges for some maintenance teams, others have faced a very different obstacle: Coming to terms with facility shutdowns.
Lines have gone silent at many plants in the face of both the pandemic and a struggling economy. That means an uncertain future for many maintenance teams. But there’s opportunity among the difficulties, says Rob Kalwarowsky, host of the Rob’s Reliability Project podcast.
“If you’re lowering your production, you still have to remember maintenance,” says Rob.
“This would be a great time to work through your backlog…or a great time to do those rebuilds you wanted to do. There’s opportunities here, you just have to look for them.”
While some maintenance personnel are learning to work remotely or with fewer resources, some are facing more dire circumstances.
There was nothing out of the ordinary about Brandon De Melo’s shift on March 13. Brandon, the CMMS coordinator at a major auto parts manufacturer, helped shut down the facility for the weekend and went home. By the next Friday, he had been laid off.
Although Brandon is temporarily without a job, it hasn’t stopped him from exploring new ways to improve maintenance at his facility for when business starts again.
His top priority is creating a list of crucial maintenance tasks for a successful cold start. He’s also working through several projects that have been on the backburner for his team, like organizing inventory records.
Brandon has also turned his home into a one-man manufacturing facility, where he’s been creating protective masks for healthcare workers with a 3D printer.
Perseverance and hope are how maintenance teams are winning the day
Brandon’s story isn’t the only message of resilience among maintenance professionals. Hope was the word coming from everyone’s mouths when talking about the future, both on and off the shop floor.
“Don’t give up hope,” says Terrence.
“This is going to be a long battle…but I have huge faith not only in the people of this industry, but for all people to innovate and thrive even in this environment.”
Juan echoed this thought.
“The most important part about facing a situation like the one a lot of us are in now is to stay calm and to understand what is essential,” says Juan.
“What is essential is the safety of our employees. If we keep that in mind, everything else will be all right.”
At its core, digital transformation is exactly what it sounds like:
“The process of integrating newer and more sophisticated examples of digital technology across all areas of your business, thus fundamentally changing how things operate for the better along the way.”
But at the same time, it’s also so much more than that. It’s a unique opportunity to not only streamline engagements but eliminate manual processes in favor of automated alternatives as well. It also helps to create the most important benefit of all: empowering you to create a better customer experience with a free flow of information on demand to customers, typically for the first time in your history.
Of course, getting to that point requires you to move beyond digital transformation itself. Once your technological evolution is complete, the next step involves sharpening the tools you’ve acquired to fully unlock all of those benefits outlined above. Getting to that point isn’t necessarily difficult — but it does require you to keep a few important things in mind.
Empowering Engagements, One Step at a Time
As you move beyond your digital transformation, maybe the most important area for you to focus on has to do with how you and your people are actually engaging with your customers. The tools are officially available for you to do this in a better way than ever before. Now, it’s up to you to actually put them to good use.
Your business will have a new level of mobile capability coming out of digital transformation, for example, which absolutely should be utilized to your advantage. Not only will it be easier to share information and insight between departments, but all of that data can also be accessed from any location on Earth with an active Internet connection. This includes via not only desktops and laptops but smartphones, tablets, and other devices.
This means that your employees now have the tools needed to better engage with customers on-the-go or at THEIR location, not yours. This type of purpose-driven technological shift doesn’t just create better engagements with your clients on a day-to-day basis. It also makes your professional services firm far more valuable to your client base as well.
The Power of Automation in the Modern Business Enterprise
One of the major reasons why enterprises go through a digital transformation in the first place often comes down to the idea of automation. Rather than paying high-value employees to focus on routine tasks like data entry or document management, you can turn those jobs over to artificial intelligence (AI) and machine learning (ML) powered solutions to handle everything on their behalf.
Think about it like this: every minute that one of your employees is focused on these everyday jobs is a minute they’re not supporting and empowering your business’ relationship with your customers. AI, on the other hand, is perfect for examining large sets of data and extracting the most meaningful insights in a way that humans could never match in the first place.
From that perspective, automation doesn’t just once again create an opportunity for you to provide a better and more personal level of care to your customers. It’s also an incredible chance to eliminate manual, repetitive and error-prone processes in a way that allows you to become more efficient as a business with far less overhead at the same time.
A Bold New Customer Experience Begins Now
Finally, we arrive at what is perhaps the most important driver behind digital transformation for many professional services firms: enhancing the quality of the customer experience they’re able to offer.
A rock-solid information management system can absolutely act as the foundation between your professional services firm and your customers — but that doesn’t mean that it won’t require a little additional work on your part after the transformation is complete.
Here, you’ll need to focus on two core areas, including:
Removing any and all obstacles that prevent personnel from serving the customers in the best way possible. This means making sure that information about customers is available to anyone who needs it, whenever and wherever they need it, no exceptions. This enables them to not only make better decisions in the heat of the moment, but to avoid the duplication of documents and requests as well.
Reducing friction (and costs) to focus on delivering your critical services. As outlined above, you should absolutely be using your digital transformation as an opportunity to digitize and automate as many of those menial administrative processes as possible, all so that your actual human employees can devote the majority of their attention to those tasks that truly need them.
If you’d like to find out more information about the many ways in which professional services firms can reap digital dividends as we collectively move beyond the concept of digital business transformation, or if you’d just like to discuss your own needs with someone in a bit more detail, set some time aside with us.
So you bought a CMMS. Maybe you’ve been using the system for a while now, or maybe you only just stood it up — either way, you’re not taking full advantage of the system if your team isn’t using the mobile maintenance app that comes with most modern cloud solutions.
The majority of maintenance teams we work with at Fiix don’t spend their days in the office. Technicians, contractors, and tradespeople are generally out in the field or in far corners of the facility getting the job done. This is where mobile maintenance apps can really step up, but getting your team to download and use a new app isn’t always a walk in the park.
That’s why we specifically designed our mobile CMMS app for folks who are in the field, doing the work. This means 4 things:
The app works offline: We know that WiFi doesn’t necessarily work everywhere you do, so our CMMS app seamlessly transitions from online to offline mode, automatically syncing your data once you’re back online. You can pull up assetinformation and log work without having to waste time waiting for data to load.
It works intuitively and securely: The app takes advantage of built-in device features like QR code scanning, speech-to-text dictation, and capturing and uploading images. Not to mention, it also ensures your data is secure.
It lets users personalize their data: The app lets users filter and view their own work order list to prioritize work better. Admins can also configure feature access for users, such as who gets to edit assets, who can view work requests, and more.
It’s built with your feedback in mind: From new features such as the work request portal and inspection tasks, to custom fields and even e-signatures (coming soon!), we are always listening to the feedback and introducing new functionality to simplify and improve your experience.
Tips for getting your team to download and use a CMMS app
As you go through the process of getting your team up and running on the app, there are three major steps you should think about:
1. Make sure you have the right devices
There are generally two scenarios here: either your company is providing devices for the team to use, or team members are using the app on their personal devices.
If your company is providing devices:
Make sure there are enough devices for the whole team. Does every team member require their own device, or do you just need enough devices for each shift?
Check with IT for any requirements from their side.
Will they set up the app for you? Make sure you set a date for the IT team to download the new app so that your team will know when to expect to start using it.
Do they use a mobile device management tool (MDM) on corporate devices? If they do, make sure that it is configured to work with the Fiix app.
If the team are using their own devices:
Our app is built for Android and iOS devices, so make sure your team is using those devices and they have the latest updates and operating system installed.
See if you can get one or two spare devices in case something happens to someone’s device and you need a spare.
2. Invest in training
When you introduce new technology to your team, it’s important to invest in training to make sure everyone uses the technology the same way. Even something as small as a mobile app requires training to ensure your team is aligned on which processes to follow.
There are two types of training you can run — group training or ‘train the trainer’. Both are equally effective, so choosing the right method is dependent on your team’s working style.
Remember: before you start training your team, make sure everyone has a device in hand to follow along.
We recommend training your team in a group if you can get everyone in the room at the same time. Group training is particularly helpful to use as a goalpost for everyone to start using the new app at the same time.
Get everyone together in a meeting room (pro tip: bring pizza and/or donuts to increase participation) and make sure everyone downloads the new app at the same time (if it’s not downloaded already).
Walk everyone through the app (you can sign up for a training session here or get some inspiration for topics from our Help Center).
Bonus: Assign a mock work order to each person attending the training and get them to all follow through the steps of updating the work order.
Make sure to provide hand-outs at the training session. One training session is generally not enough for anyone to fully learn a new system, so handouts will give your team something to refer to as they get used to working with the app. Feel free to use some of these handouts we’ve created:
How to download PDF
Quick start guide to mobile PDF
Train the trainer
This type of training is typically used when your maintenance team is running in shifts and you can’t get everyone in the same classroom for a training session.
Select one person from each shift or group to be the lead trainer (most often this will be the shift lead). This person is responsible for making sure everyone has downloaded and is trained on the new mobile app.
Train this trainer. You can sign them up for one of the Fiix training sessions, or get them familiarized with the mobile app through our Help Center topics. Make sure this trainer is familiar with the processes you want to follow as they use the app.
They will then do the training session with their group. Remind them to walk everyone through downloading the app and print those hand-outs for future reference. They can also create a mock work order and get them to follow steps of updating the work order.
3. Focus on continued adoption
The Fiix app is dynamic and we are constantly improving and adding new functionality based on feedback from our customers. On top of that, your team also changes, so we recommend doing a refresher every once in a while. This will help get new team members up and running and provide a helpful refresher for anyone else, which will ensure everyone is using the app in the same way, and taking advantage of updates as they come out.
We recommended doing a refresher at least every year, and maybe even every six months depending on your team.
Keep your eyes peeled for in-app messages and Fiix release notes for new functionality being added every month!
To sum it up
Start with a mobile app that actually works for your team, then focus on devices, setup and ongoing training for successful app adoption. And for more information on Fiix’s mobile app and how you can take advantage of it, join our mobile training webinar today.