Doing More with Less: Recording inflation, budget challenges and tough labor markets. EAM/CMMS can save you

Does this sound like you and your organization?

• Trouble making your M&O budget given these rising costs
• Not enough hours in the day to get all your work orders done
• Can’t get a handle on your deferred maintenance?

Learn how EAM/CMMS is a tool that can help you do more with less!

Watch this webinar with Paul Lachance to see how organizations that invest in intelligent, “lean” operations (i.e. “doing more with less”), especially aided with Enterprise Asset Management (EAM)/Computerized Maintenance Management Systems (CMMS) software as well as the Internet of Things (IoT) will fare far better – financially, operationally, safety and team morale.

See how EAM/CMMS can:

• Automate your preventive/predictive maintenance - reduce disruptive unplanned downtime
• Optimize your teams keep up with your work orders
• Have the right spare parts, at the right time when you need them - eliminate costly and disruptive “stock-outs”
• Reducing waste: energy, scrap/rework, materials, spare-parts and time
• Help safety and regulatory compliance
• Use IoT to turbo-charge your preventive/predictive maintenance
• Make intelligent, data-driven decisions to optimize operations

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Welcome Welcome to our doing more with less webinar record inflation, budget challenges and tough labor market m and seminars. How they can save you. So as we begin some housekeeping items. All placements are muted. If there are any questions throughout the presentation, please feel free to ask them in their chat located below at the bottom of the screen and we will respond at the end of the webinar or try to respond during the slide webinar. Webinars also being recorded, and a link will be shared once it has been completed after the webinar.

So our speaker today our speaker today currently serves as our senior manufacturing advisor for Brightly Yes. But his entire career devoted to optimizing maintenance teams by enabling data driven decisions and actionable insights. He's a lifelong entrepreneur, a company builder with a focus on industrial software systems and related who wrote his first Siemens system in 2004 and has organically, ethically and passionately grown and successfully sold to software companies. You understand what he understands, what it takes to successfully build a company from scratch, survive tough economies and markets. Featured amps, biotech and Smart p as well as other several industry magazines I present. You are speaker Paul La chance. All right, Paul, take it away. What will be learning today?

Thank you, Gary. Appreciate the introduction. And it's an honor to be presenting to all of you today. Well, we learn about how you can do more with less, which is so essential in these challenging both financial and teambuilding times, our learning objectives. What are the current economy? Societal challenge, society challenges that are impacting our operations? What is lean operations? What is CMR mass in EMEA and how can that help our operations, especially in these challenging conditions, we find ourselves in today? Best practices that can complement lean operations. And probably most importantly, how can we better control our costs, become hit our budget, or be profitable if you're a for profit organization using these incredible technologies?

One slide about brightly, Brightly has been around for 21 plus years. A lot of history in helping organizations, operations, teams, maintenance and related optimizing improve and doing more with less. As you can see from the data on this screen, lots of clients, lots of users satisfied, tons of work orders, assets and so forth. There's a lot of experience in here that Brightly has in guiding our clients to be more optimized with your maintenance, to do more with less. So let's start off with what are the challenges?

So the challenges right now and I think for most of us, you really can't get to the storeroom or the supermarket or anywhere without seeing the price increases, with inflation up 9.1% That's a June 2022 reading. It's the highest reading since November of 1981. So significant impact on all of us personally, but obviously it's a significant impact on our budgets, which is creating Crunches that are tough. It remains a tough labor environment. Worker compensation is up, of course, but even more retirements, the aging baby boomers are starting to move on to their next phase, retiring at a rate we've never seen before, the great resignation, people jumping to different jobs. And probably what I think is one of the biggest impacts is the skills gap. We just don't have enough qualified workers to use these modern technologies.

Supply chains. The supply chain continues to be disrupted. Lingering pandemic turbulence. But it's really a complete change in shift to shock factor that COVID had on supply chains has created all kinds of other challenges, and we are slowly but surely working through those. But I think all of us continue to be frustrated by looking for spare parts or replacement assets in our operations. And then energy prices, they're up significantly. Again, all of this is related to a number of factors we can't control. These things are we have minimal impact to control these things. So we have to look to other ways to do more with less. That's more, do more with less people, less dollars. We have to figure out a way to do that. And lean operations is the key.

So what is lean operations? Lean operations is simply a term that I use a lot of people use. It simply means to do more with less. You can't keep up with these inflation or these increased costs. Maybe you don't have enough people to get all your work orders done. Given this tough labor markets, probably your demand for maintenance has not slowed down, but you're asked to be able to perform at the same level that you've always performed in the past.

Operating lean is considered a continuous improvement mindset, a continuous improvement process, and it's a combination of best practices. And we'll go through a few of those today. But it's also a culture, it's technology, it's more speed to operate lean. It's not it's a combination of these things which we'll go through in our presentation today. Lean does not mean sacrificing quality of your work or that timeliness in work you get done. And the other thing that's important to understand about operating lean, it's not only helpful in these challenging financial headwinds that we find ourselves today, but maybe when things reset and those financial challenges are quite as impactful, maybe inflation comes back in check. At some point, you can still benefit from lean operations, even when times aren't as challenging. Lean is working smarter, not harder, and it's just doing more with less. I love what maintenance teams do. I've been on a personal mission ever since. I've worked around maintenance professionals going on several decades.

Now there's this legacy perspective around maintenance people nobody wanted to talk to made it. Something's broken. This legacy perspective where they're just there to come and fix my broken things, often in underfunded cost center, a separate silo operating off on their own and most egregiously appreciated. I'm happy to say that today this perspective is changing. I think we still need to make some progress, but it's definitely changing. Maintenance operations increases, organization production. If you're in a manufacturing sector capacity, we allow your organizations to do more with the equipment, assets and facilities that you have. Maintenance people are integrated with many departments and they're critical to organizational success, growth and of course, all the people outcomes. That's for our citizens, our students, our fellow teammates. We're responsible for their successful outcomes.

What is Cam and Sam a mess and how can it help? A lot of acronyms and software world is Chock full of acronyms. I've gotten used to it, but it's not everybody who understands these things. EAM. it stands for Enterprise asset management, and in many business sectors, EAM and CMMS are lumped together as one in the same. They are absolutely related. For today's webinar and from the Brightly perspective schema maps, computerized maintenance management systems, people in the old days might think of that as your work Orders Management system. It's a lot more than that today. And again, in many ways these are grouped together asset and equipment, facility management, your preventive maintenance, predictive maintenance and ultimately prescriptive maintenance. Of course, it's work orders.

Management is really at the center of the process, along with those assets. And equipment, spare parts management and the ability to order parts, safety and compliance and of course the analytics, the reporting and the KPI that you need. CNN this is a part of bam Brightly has other components in their iams suite. We will be focusing on that for core maintenance operations today. It's cloud based, which means it's available from anywhere runs on your desktop, PCS, macs, your mobile devices, phones, tablets. Again, it's available anytime, anywhere. Maintenance operations, there's a mantra what do maintenance people do? This is a concept called the P-F curve and maintenance people. Their job is to quote unquote push up the P-F curve. So I know this is a bit of an eye chart, so I'm going to give a quick explanation. It's actually quite simple to understand when I get into it. When you get a new asset and it's installed in your facility, I don't care if it's an AC unit or a forklift or a scoreboard, whatever it may be when that asset is installed in your facility, that's the best that asset is going to run. It's configured. It's all working and it starts to run.

Over time, that asset will eventually hit a point where it starts to degrade or failure can be detected. You can't see it, you can't smell it. You can't hear it really early. But over time, and especially if that asset is ignored over time, that asset will no longer be able to function as well. And you eventually hit the F in the P-F curve. That's functional failure. That's when that asset is no longer able to perform the tasks that it was intended to do. And if you continue to ignore that at this point, that asset will hit catastrophic failure, downtime, premature retirement of that asset, incredibly expensive and disruptive to your organization. Maintenance people. Our mantra. We're pushing up this curve. We're trying to catch those problems early when they're small and not late, when they're incredibly disruptive and expensive. So we do that through a variety of maintenance practices, and that leads us to this maintenance spectrum. Run to fail. Run to fail is that firefighting mode? It's just reacting to problems when they happen. Reactive maintenance, corrective maintenance. It's not the right approach because it can be incredibly disruptive and you're catching those problems way too late.

Preventive maintenance, obviously, that's a major step forward. Calendar based preventive maintenance. Or if you're doing it on run hours or miles driven or cycle count, that will catch your problems. You know, every month, every week you're doing these PMS, that's way, way better. You're going to catch those problems earlier. And if you start to use more other versions like condition based monitoring and ultimately getting into predictive maintenance, that's where we can rely on things like what are the pressure readings or what are the vibration readings or temperature readings, any of that data. They can indicate to us that there's maintenance issues.

So as you get more advanced and in the Brightly EAM and CMMS solutions, you start off simple, but you build over time, you can start to introduce some of these more powerful and that's where you can start to catch things up as early as possible, and it's far less disruptive. I'm going to throw out my first poll we have a few polls will have over the course of the presentation today. You'll see a pop up on your screen, a poll. And if you could just take a moment, you can only answer it in one of these. Where are you typically in the maintenance spectrum? Are you catching problems early, strong preventive maintenance or even predictive maintenance? Maybe you just do some preventive maintenance, but have a balance of PMs and also reactive work orders. Maybe you're doing mostly reactive, but you get to your PMM when you can. Or maybe you're on the other end of the spectrum here. And most of your main maintenance is reactive.

There's no judgment in answering this question because you have to start somewhere and you start to move forward. But if you could take a moment to answer that. I think it's probably enough time that we could pop up the results of that. We can just show that on the screen briefly. Oh, we have a nice balance here, and I'm happy to say nobody on the presentation today is in that entirely reactive. And it's great that we have that balance in this middle section here. So that's wonderful. The goal is to move further and further up that P-F curve. We're doing this because it really helps pay off this. You'll notice this kind of mimics the curve here, but if you catch your maintenance problems early, it's statistically proven. We have tremendous amounts of data with our clients

The earlier catch your work order is the earlier you catch your problems, the less expensive, the less impactful those work orders will be in your organization if you're catch them late. Well, it's almost a five-fold increase in what it costs to manage work orders if you're catching them very late. Not only that, your capital expenditures go up dramatically. Now, you may have gotten away with replacing one simple component of an asset, whereas if you wait too long, you might be replacing the whole asset. So you can imagine as you push up that payoff curve, as you utilize them, and same amount, which we'll talk about what that means in the following slides that can really help move your budget. You will see here that budgets of five-fold increase if you're on the wrong end of that spectrum. So let's talk about the different components of what is in an IBM Siemens solution. I'm starting off today with the internet of things.

IoT which is part of this amazing Fourth Industrial revolution, often called industry 4.0. It's a very promising technology which is readily available. And essentially what it is, is your assets, your facilities, your buildings. They tell you when they need maintenance. So this is a good example right here. This is a motor on a pump. And this sensor right here, which is a relatively low cost sensor that literally is magnetized on, it's just on a magnet and it can sense vibration. So it pumps vibration, those subtle vibration, if it's outside of an acceptable tolerance, indicating potential cavitation.

Well, if you don't catch that earlier, that can lead to pump failure. Pump failure can be incredibly disruptive. This sensor over here is a commercial refrigerator with a retrofit temperature sensor. So whether it's a commercial fridge or freezer or in a school or it's a lab specimens or whatever it may be, if you get outside of an acceptable tolerance, it's going to indicate that you need to do maintenance. Brightly has a really amazing technology called Smart Assets with tons and tons of different sensors that can easily be retrofit on existing assets or can harness data that your assets may already be able to broadcast as those readings come in. It can be evaluated. Are they out of tolerance? How long is that alarm been going and if warranted, it ends up inside.

Brightly seem a mess that I'm Asset Essentials ultimately delivering a work order to that technician so it can really streamline the process, reducing that mean time to repair metric which is so important. There are lots of components too. I'm in CMS, asset and facility management is right there in the center. I the screen's a little difficult to read in detail and we're just going to touch and hit some of the highlights. But you need to know all of your assets. You need to know all your locations, your buildings, your campuses. I don't care if it's one facility or lots of facilities geographically spread out. All of that information needs to be within your area. You know, you know, you're not going to get it all in at once. You're going to get the important assets. But knowing these assets in your system, what are the categories they fall in? Where are they located? What are their status? What's their criticality? Is their warranty information, pictures, documents, make model and serial number information. Having that asset registry, that Facility Registry is essential in managing your assets. Optimizing your team is another core critical aspect of eam and CMA mess.

As a technician or a manager, when I log in to breitling's asset essentials, REM am, I know exactly how many work orders that I have to do personally, both corrective maintenance and preventive maintenance, including what's overdue. I know what my team is working on, including overdue. I can set KPIs to tell me if I'm within parameters of how my team is functioning. Of course, I can see my work orders geographically on a map wherever they are. I have a mobile device that shows me all my work orders that I can view, edit close regardless of where I'm at. As I examine my work quarters, you start to talk about optimizing your team. And when you need to do more with less. Less is not always money. It's less people, less hours. I can get out of my team when you need do more with less, you need work order, intelligent work Order Management to help you do that. One simple example. When you look at your list of work orders, a lot of times people them simply by priority. And priority is obviously an important field, but it's not just priority.

A simple example, a work order is created because a restroom, the men's room has a broken toilet and a lot of times people will call that. That's an emergency. There's a broken toilet in the restroom. Yes we don't want broken toilets in the restroom, but there's another restroom maybe 100 feet away. That compared to what? If you have a critical production asset or C unit or some other asset that's far more important to our operations. We don't have those redundancies. You can label a criticality of all your assets and a combination of the criticality of the asset combined with the priority of the work order allows us to do a calculated criticality. The lower the number, the more important that work order is because again, we're trying to do more with less. You want to put your people on the most important work orders that they're going to be they'll create the least amount of disruption downtime is possible. Using using features like this are really important to operating lean. Of course, you have to have great instructions for your work orders, the ability to optimize your team and how well they're utilize lots of different areas. And by the way, I know we're just hitting this stuff at a high level. If you want more product information, you'll have an opportunity to connect with somebody later for a more in-depth preview of these capabilities. A couple of other areas here is optimizing your spare parts.

Nobody wants to get caught in a stock out that terrible situation where you've got a work order that you need to fix, maybe a corrective maintenance work, a reactive maintenance work order where a really important asset is down and you don't have the power. And even worse, in these supply chain constrained times, that part's going to take extra long and cost you 10 times as much for that part as it did just a couple of years ago. You can catch that early with optimize spare parts management a key component of your I'm you're seeing the mess. All the parts you have where do you storm who do you order them from? What are on hand quantities are on order. When do you want to be alerted? When you're low. And if you are low, make sure that you get an alert. You can get email alerts. It's right there on your dashboard. At any time. You can look on your mobile device and see what you have on hand for your parts. Extremely helpful versus walking across your facility, your plants to your parts crib to only find out you don't have that part. So again, doing more with less means operating, lean, operating smartly and these types of tools can really help you do that. Safety and compliance. So we all want to operate safe. We all want to operate compliant.

Asset Essentials has a safety and compliance component to it that has anything from like you can have policy checklists and work order, I'm sorry, lockout tagout procedures, safety data sheets, job safety assessments and analysis. Really anything that you want to have in terms of generic safety, operational related documents and of course, they can all be managed in here and you can have a reviewer of them pictures, videos, whatever you have to have. So that will be and you can associate these with any preventive maintenance work order and any corrective maintenance work order can also keep track of all your employee certifications. You can have all your generic certifications for individual users. When do they expire? You can even track your incidents. You think of those here in the US Osha 300 lockable incidents can be in here.

So, you know, having an iams similar solution like Brightly Asset Essentials can really help you and your safety initiatives. It can also help you with any of your compliance related like ISO and other type of compliance where you have to show proof of this type of documentation and related. This next slide. The images are a bit more technical, and I'm just trying to illustrate a point here, but a really well, really well implemented iams simmer mouth solution like Asset Essentials will allow the software to model around how you run your operations.

A simple example, when you add an asset into asset essentials, you can indicate who is your internal expert on that asset may be a maintenance person or also outside contractors. If you have assets that in outside contractors that are address, if there is a preventive or corrective maintenance issue, you can associate all them to that asset. So when a request comes in or a work order gets created and is associated to that asset automatically, it can figure out who is the best person for that job, that outside contractor, and even include automated notifications to them as these work orders start to move through the process. Other intelligent capabilities is workflow. So for example, sometimes you have work orders that you create that might need some of a signature on approval.

Regulatory compliance sometimes calls for that, or maybe it's just your internal policies. So nice control in how work orders move through the process at the end of the day. Your end users never see any of this. This is just for you. As you go through that process and getting Asset Essentials going, your model these with the help of our other Brightly team even things like if you create a work order, somebody anybody creates a work order with a safety tag on it. Maybe you want to automatically associate a safety person to that work order to keep them in the loop. Again, the whole idea here is work smarter, not harder. Shortening these response times, having these intelligent processes, this is what it takes to operate more lead. At the end of the day, it's going to make your response is quicker and that lean operations will prove to be, as will show you later far less expensive and how you operate. Next story is all about analytics, reporting, identifying those, quote, bad actors.

You know, every time you make a work order in the system, you can associate all kinds of information to that work order, such as what was the problem code or the cause code? And we don't want to overwhelm with data input for these, but it's really helpful to know what category to that work order fall under. Was there any downtime involved? Because if you're going to find out what are the sources of my downtime, you want to identify those bad actors of where that downtime came from and try to alleviate those problems. You can set goals. For example, I love the poll we did earlier. We're all kind of in that middle area. But at the end of the day, we want to do more preventive maintenance and corrective maintenance. You can set a goal. Is it 75%? Well, maybe if you're just getting started with this, your goal is more 20% preventive maintenance as you're just getting started. Whatever your goal is, you can set that and create a key performance indicator that you and even your team can see right there in the dashboard of your eamcet mess solution to identify.

Are we in goal here? And if we're not, you can start to analyze the different reports, the difference analysis, the different analytics, both canned and ad hoc capabilities to dig in to find out where are our challenges. Because if we're going to push up that payoff curve, if we're going to try to get our allow our team to operate more lean well, we need these analytics to do it. And again, the source of this information comes from all those places we talked about before. Your assets, your facilities, your work quarters, the parts you used, those safety records and so forth can all help generate the data you need for these intelligent, data driven decisions. We're going to pull up another poll here. So if you look on your screen, you will see a poll. I'll go ahead and read it while you're filling it in. In this case here, you can select multiple. What aspects of CNN best do you find will benefit you the most? Asset and facility management, preventive or even predictive.

That's where you really get into that IoT stuff. Work orders, management, spare parts, inventory and procurement, safety and compliance. That whole analytics and data driven decisions. And of course, IoT is an option at the bottom here, utilizing that internet of things, those sensors, to drive better maintenance operations. So you can check off as many of those as you like. Give everybody another moment to answer that. I think we've got enough time here. If we could just flash that one up briefly. See where people. Preventive maintenance is the winner. Awesome work orders and I love seeing the analytics is high up there as well. You really need to identify those bad actors, as we say. So it's not just software. There are best practices that can complement lean operations. And again, when you have these financial headwinds and you're challenged by not having enough people to get all the work done. Software is going to help. Software combined with some of these best practices and methodologies, this is a high level introduction. And if any of these I'm going to go through only two of these today at very high level five, as in gemba, there's all kinds six sigma, kaizen, total productive maintenance. There's a lot of different ways that best practices and methodologies can help you.

My point today is, if any of these resonate with you, I invite you to explore them deeper. There's wonderful resources online. I in the Brightly Lee universe there's tons of articles that we've written about this, but at the end of the day, these will just help you with your lean operations and help you with that continuous improvement mindset. So let's just spotlight two of them. 5s 5s is one of my favorite. I make my kids do this. I think this benefits all of us. It's a methodology to promote a clean, uncluttered, safe and well-organized workplace. It's actually been around for a long time. Its origins trace back to shipbuilding in the 16th century. It was popularized in the business world by Toyota Motors in the sixties, seventies, when the Japanese automobile market really took over the manufacturing sector by storm. They utilized a number of these best practices, which really propelled them to the front of their industry. This is a real simple one. 5s how are you ever going to get anything done in this before versus this after 5s is literally.

It's getting rid of all the junk that you don't need or at least putting it away so it's not in the way. Set it in order that lovely organizations, you know where everything is. You can get that tool, you can get that spare part. Your assets are in a proper water, shine, clean it. It's really hard to tell if you've got a hydraulic fluid fluid leak in this room or something. Doesn't smell right in this room. You can't tell if that's a hot wire or some garbage. You can tell in here. Trust me, standard is standardized. This becomes the standard process throughout your operations and sustain it becomes a mind set. 5s is a mindset that we all use. So these before and after garage shop type pictures. Here are excellent examples, but our dollar radically applicable to your maintenance operations within your organization. 5s is a wonderful one. I invite you to explore that deeper. Pretty self-explanatory.

Gamble walk. Gemba Walks. Not one that everybody is familiar with in the manufacturing sector. Gamble Walks are somewhat common. What is a Gemba walk? Literally, it's a Japanese for the real place or the real place where value is created. It's literally taking a walk and it's done on a pattern. It's done with a theme, it's done on a schedule, not totally re-occurring. You want to kind of move it around a little bit, but it's literally a manager or somebody who's designated to take the time to walk around your operations and see what's going on. Talking to the people who are doing the work, the idea behind a Gemba Walk and you're not going to do it while you're walking, but it's to try to find where areas we can standardize processes to see where you can make some of that continuous improvement abilities is to identify safety issues.

Again, not on the spot. It's to help managers and team members reconcile the vertical and horizontal nature of organizations. You know, you may want to, if you're manufacturing a Gemba Walk might be maintenance and safety interacting. You can depending upon your different organizations who does maintenance interact with while Gemba Walks can help bring you closer together. And probably most importantly, you get input for your team. Your people will tell you what is going right and what is going wrong. There's a statistic that 80% of improvements into our operations come from front line teammates, not from managers, but from the people who are spending their day working in these maintenance operations areas.

What Gemba Walks are not to find faults or call it employees. It's not to try to quickly implement the change on the spot. And it's definitely not to disregard employee input. You are not walking around to be that person. You were there to soak it in, to learn and help grow. So Gemba Walks in 5s are two excellent examples that can compliment and iams team in that solution to help you have that routine. Operating and to really help you with the financial challenges, because, again, we can't control inflation. We can't control energy costs right now. You can do the next best thing. It's operate lean and these tools can help you.

So, Steven matheny, AMS saves time and will save you money. Why are we doing this? We're doing this for better outcomes. Brightly has a variety of client types. We're in manufacturing. We're in education. We're in government health care, a lot of different types of organizations. At the end of the day, we want to do the same thing. We want better, safer and more efficient facilities and operating environments. And we want to improve the outcomes of all the people that we come in contact. Our teammates, our staff, our students, our citizens, our patients, wherever they are, we want them to have a better environment so they can have better outcomes.

We want our team to be optimized, but happy morale is so essential in these labor constrained times. These optimizations will really help you can get ahead of that backlog. Maintenance so difficult. You need to get more and more preventive maintenance. And as we talked about earlier, that's a key component of any game solution to get ahead. It's going to help you with safety and compliance. An Osha related issue stemming from something related to maintenance can be incredibly disruptive and incredibly expensive. It saves time. If you have compliance related challenges, you don't want it to happen. It's not going to help. You need to save that time, energy and money. Iam seems bright.

Leads Asset Essentials will help you. You want your assets, your facilities, your buildings to have more uptime, to have a longer life. It's expensive to have premature failing assets that CapEx you nobody wants to see at the end of the day, it's about saving money. It's about hitting your budget and it's about being profitable if you're a for profit organization. And we saw that earlier. We talked about this concept. I mean, and I'll show you some more stats a little bit later here. But again, if you catch those problems early in that payoff curve, they costs way less. And you can really start to see how that can really properly optimize your budget. Again, we can't control how expensive our energy costs are. You can do the next best thing. If you do track downtime or uptime uptime in downtime is when your assets not running when it's supposed to be.

Downtime is expensive. The average annual cost and again, this is leaning more towards the manufacturing sector. But I think anybody can apply this concept to their operations, $260,000 per hour of unplanned downtime. Now, this includes industries such as the automobile manufacturing, where they measure downtime in the millions of per hour when an assembly line goes down. But a more simple example, if you can measure your downtime cost per hour. And if you can't. That's another reason EMC can help you, because you can start to track them if you can. If you know how many hours of unplanned downtime extend that math, it's expensive. The typical production line. Loss of unplanned downtime in this hypothetical example is costing this organization a quarter million. Minimal improvements in your uptime. Say, say your assets are up 90% of the time. Well, you shift from 90 to 93, 94% These are very achievable improvement percentages. Just little improvements can make big differences in the savings you have. And again, that's that whole concept of pushing up that payoff curve.

So downtime is a profit and a killer. It's a cost driver. You want to avoid it. E.m. Seimens can really help. There are other stats. These stats come from several clients and other sources here. But like the average, this particular client, when they were first starting to use Brightly as asset essentials, on average their work orders were taking three hours and change for every corrective maintenance work order. Within a few years they're getting that's under an hour, that's lean, that's doing more with less. That's freeing people up to do other, more important things. That's saving you money, that's helping with those financial headwinds. In fact, this particular customer, as they started to move from a more corrective to preventive ratio, well, their preventive maintenance work orders only cost $52 per work quarter. The average corrective maintenance is $400. That math is really straightforward. As they started to shift, they're saving tremendous amounts of money, $26,000 for every 1% increase.

Ultimately, we want to try to get into that significantly more preventive, 80 to 80% preventive, 20% corrective is a goal that the small piece society of maintenance of related reliability professionals call for. It makes great financial sense and it's really good for the morale and the outcomes of your customers. In fact, this customer was able to shave more than $1,000,000 off their total maintenance spend by simply reducing the number of corrective maintenance work orders in all those other areas that we talked about in terms of optimization by implementing EMC, mass asset essentials, the Brightly solution, there's lots of other data you can just look through these, but reliability of equipment improve increasing productivity, reducing downtime. It really makes financial sense as you reduce these costs because you can control these things unlike the supply chain or inflation.

So as we do our final recap here, we talked about these tough things. You can't control these. Not easier, not easily. But you can do the next best thing. You can use technology such as the AMC and the mouse to do more with less to operate, lean, to help defend against these uncontrollable factors such as inflation, labor challenges, supply chain impact. And so forth. This will lead to better control of your costs. You will have an easier time hitting your budget or exceeding your budget or being more profitable. That's the type of organization that you are. And again, we look at these things in tough times because it's so much harder in today's challenging financial headwinds and other factors. But when you make these when you make these improvements, it will really help you when things do start to settle down. You got to have the right partner. Breitling's been doing this a long time. We saw that data earlier. And not only are they going to help you with quality software, the role here is to keep you informed of these trends.

How can you do more with less? What are the technology innovations and provide you with that software and even more importantly, the support and the services? Because a lot of people look at this stuff and think, wow, Paul, I wouldn't even know where to begin with this. That is OK. That's what Brightly does. It got great software, but equally important is the people and the services. So you can see these improvements to maximize your investment. So we've moved to the Q&A phase. You will see a final poll pop up on your screen. If you haven't yet had a chance to type. Any questions in the past. You can type them in now. Sorry did not need to do that. You can type them in now. And Gary, I think we probably have. I think I saw a couple of questions are Eric, come in here if you can. Maybe you can read them to me and I'll try to answer them as best I can.

Gary you're muted if you're talking, nah you got it all sounds good.

We had one question here on and the question reads we have tried software to improve in the past and I've been able to make progress. What advice do you have?

Yeah, that is a really common challenge being around software for my whole career. Often times people think that if you just get software, it's going to solve your problems. Software is a key part of it. And seamless is a key part of it. As I just said on that previous slide, you got to make sure the software is set up for how you need to make those improvements. And that's where you really have to trust your software vendor. In this case, privately, you know, their job is to not only give you good, reliable iams software, but to listen to where are your challenges. We saw in the poll earlier, there's a wide variety of areas where you all think you can make improvements. You can make improvements. Some are spare parts, some are around reporting analytics, some around PMs and so forth. So you can share where are your concerns.

That's what the implementation services have Brightly. That's their job to listen to it and to make sure that the software is set up and configured to help you with those challenges. Because we the functionality, the features are in there. You just need to make sure that your people are well trained. And the software is set up to really help with that. So yeah, it's not just software. It's having the right partner. Make sure you get that software off the ground. Hope that makes sense. Thanks, Bob. So we have another question here. My team members have resisted software and technology in the past. How do you get them to accept or adapt to software? Yeah that is a really good point. Used to be a lot harder. The younger generation is so comfortable working with technology that they almost want you to say it. Why don't you have an app for that? But the older generation and the maintenance operations world, we typically are an older workforce, so it's not as easy for them.

I think the key to making sure that you get buy in and I'll tell you some of the worst scenarios I've personally seen are when software is acquired by an organization, maybe somebody near the top and everybody shows up for work on a Monday and there's an announcement, hey, we're going to add training on our new maintenance software today, and that's the first I've heard of it. You got to make sure you involve your people earlier, and that doesn't mean everybody has to be involved. But you want to hear like, what are your challenges? What could make your maintenance life be easier and involve them in that and that?

And that's included in that implementation phase when in the case of Brightly, they're going to interview you. And once you acquire it, once you get the software, you're going interview and say, what are your challenges? What are your hopes, wishes and desires? And it shouldn't just be some manager, it should be managers with made is for men, for people, technicians, maybe your spare parts person, anybody who has a voice in there so that we can hear what those challenges are. You get buy in from the team and you learn what the software needs to do for the whole team. They won't resist and in fact they'll turn into champions that will help aid that other people who are using the software later. So I think just getting that buy in is really essential. Thanks, Paul. Great one last question here.

At the moment. I approached management before about getting software and I always got shot down. They always said we don't have the budget or is too expensive. What advice do you have? Yeah, that is the most common in my career is we can't afford this. I've heard it more times than I can count. And the first problem with that is it's not about the cost. Yes, it's an investment. IT costs money. Things costs money. But if you think back to that return on investment that are a why I mean, pushing up the payoff curve and you catch those problems earlier that 5 to 1 ratio improvement that you can make. You don't. One of the things that I strongly advise when you're going through looking at acquiring software like asset essentials, you can't just take a proposal and put it in front of your manager and say, hey, we need the software. It's got to be about what is this software going to do for us? We should reduce our downtime by its fair to say, 50% That is an incredible timesaver. Able to catch a lot of our critical asset work workers significantly earlier.

Do you remember when we lost asset x, y, z last month and it really messed us up and it cost us a fortune. Those things aren't going to happen anymore. So you have to make it a conversation, not about cost, but about what are we going to get from that investment, that return on investment, that value. So and, you know, it's hard sometimes for, you know, for those of us on the webinar, if you're not on the software side of the world to convey that your Brightly contacts, they can help you with these case studies and maybe even some of these slides. So that you can have those examples. Because this isn't just me saying and this is data that's coming from clients for the 21 plus years, people have been using this technology.

Thank you, Paul. I think that wraps up the questions. If there are any other questions, we'll take and we'll get another minute. Yeah well, people if there's no more questions coming in. We got one more. Yeah, I see that. You want to read that one out? Yeah so what is the difference with essential oil compared to just maintenance? Direct school? You know, I think the referral there John is a legacy Dude Solutions products. Obviously those because we've been around a long time and products evolve and the asset the it's called Asset Essentials that is the modern platform. So if you're on of legacy Dude solutions, that's breitling's prior name. I should have made that clear. If you're on a legacy solution, there is a migration path where that data can come into the Asset Essentials solution and start to take advantage of these more modern solutions. So if you talk to a Brightly lit sign, they can educate you more on that process.

Well, I guess at this point, Gary, I think we're ready to wrap it up. So thank you very much for being the moderator today. And to the rest of my teammates for making these webinars happen. It's an honor to be presenting with you all. Have a great day. Thank you, Paul. Have a great. Thanks, everybody.