One of GMC Global's key roles is in the evaluation and implementation of Enterprise Asset Management systems. EAM systems enable firms to manage their key assets more efficiently. Our experience covers all the major EAM options such as SAP, MIMS, Maximo, JDE and Ellipse. The installation, implementation and integration of an EAM solution is extremely complex. Our team, provides professional consulting team leads, advisory consultants, project managers, directors, data management and conversion specialists.

GMC Global's services centre around Maintenance and Supply Chain Integration Management with a focus on the following areas:

• People and change
• Project management
• Work management
• Reliability improvement
• Cost management and maintenance budgeting
• Tendering and Contracts
• Purchasing
• Inventory and Warehousing
• Freight and Logistics
• Process and Systems Education, Coaching and Mentoring
• Enterprise Asset Management Systems

We ensure a clear agreed vision of success and there is a clear understanding, engagement and ownership.

Some of the Key Result Areas we focus with the customer are:

1. Work Management
- Deliver a sustainable foundation to identify, plan, schedule, analyse and improve.

2. Reliability
- Quickly address issues which are causing significant operational bottlenecks and  
  constraints.
- Implement a sustainable ongoing reliability programme.

3. Maintenance and Supply Chain Interface
- Focus on touch points between the disciplines to unlock business process and system  
  efficiencies.

This state helps create the required approach to integrate an organization's business strategies, goals and tasks with its culture, relationships (internal and external) and people. For the Maintenance Management vision to be achieved, a number of activities will need to be undertaken at each site focusing on changes in:

• Culture (values & beliefs)
• Teams & Relationships
• People's ability and willingness to undertake new or different tasks

In broad terms this is about communication, engagement, vision workshops, training, mentoring and coaching, team building, aligning processes and people.

Our unique understanding of key integration points with maintenance and operations ensures that our projects can influence a better overall result for our customer's end-to-end processes.

GMC Global has successfully delivered programs that utilise our business process and system knowledge and combine these with procurement/contract solutions across a range of ERP systems.

The installation and implementation of an EAM system has some fairly complex interface and integrations issues to overcome. As such, GMC Global has developed a series of stages which consist of the following:

• Project preparation
• Process and system blue print
• System build
• System go-live
• Go-live support and hand over to the ongoing support organization

During these stages the following key activities are undertaken:

• Review the "As is" and "To Be" business process and data conversion approach to the new system
• Implement enabling changes
• Implement Key Performance Indicators
• Implement defined Roles & Responsibilities
• Provide role based training
• Coach & mentor personnel
• Measure compliance and implement corrective actions

In summary, people are left with a system and the capabilities and support to use it to "do their job."

GMC offers expertise for a range of selected ERP packages and we pride ourselves on providing unbiased strategic advice for mining companies selecting an appropriate ERP for their business needs.

The widely utilised ERP tools like SAP, Oracle, JDE and Maximo have a long history for satisfying the ‘corporate / finance’ business requirements but their use and adoption within the mining operations presents a key business challenge.

At GMC we believe that ERP tools are an integral part of the sustainable improvements but we realise that ERP in isolation does not add significant value to any organisation.  In fact we believe that an incorrect ERP implementation will cause a negative return on investment for mining companies. 

GMC strives to work closely with our clients to deliver long term process improvements that are supported with practical system design.

We utilise a variety of reliability methodologies and benchmark tools that help us focus on understanding the particular challenges and associated issues the client is facing and the information that is required for personnel to make an informed decision. As such, GMC Global has developed a series of stages which consist of the following:

• Review existing strategy, reliability resources, methodologies, practices and capabilities
• Develop Criticality Analysis for defining operational priorities
• Design the reliability sub-processes
• Identify the capabilities of installations, processes and equipment and existing barriers and issues
• Deploy KPI's, R&R's
• Coach and mentor

The GMC Reliability Cycle implies 5 steps, which consist of the following:

• Develop a methodology and corresponding critical analysis.
• Define areas of focus (KPI) and potential bottlenecks
• Develop/update strategy for addressing KPI and bottlenecks areas
• Execute and Implement strategy
• Provide Support for Follow Up

The GMC Global framework we use for guiding our approach to develop sustainable improvement for our client's maintenance management practices is the maintenance management maturity model. This establishes the basic steps for transforming reactive organisations into world class organisations.

This framework consists of ten areas but can be modified to meet the following customer needs:

• Organisation: Considers the most important component of any organisation – People
• Planning: Address how the maintenance planning is supporting the performance of equipment and systems.
• Scheduling: Focused on improving weekly and daily maintenance schedules
• Inventory and Purchasing: Defines current practices and improvement opportunities for having the right part, at the right place, at the right moment.
• Execution: Addresses the process dealing with how maintenance activities are executed and controlled.
• Evaluation and Follow up: Determines and enhances the practice of evaluating the performance of maintenance work.
• Continuous Improvement: Answer the questions regarding how organisations define windows of opportunity
• Contractors Management: Structure relationships with contractors
• Business Systems: Systems blueprinting/architecture
• Reliability: Outlining business processes, methodologies and tools

This has proven to be the single most effective mechanism to deliver maximum value through implementing change and solutions in Asset and Supply Chain Integration Management.

The key principles in the alliance are:

• Alignment of the vision of success between the two organisations
• Develop a relationship based on trust and transparency
• Commitment to the program's success benefits both organisations
• Risk is shared
• Develop teamwork and the relationship, with people wanting to be involved
• Ownership, knowledge transfer and sustainable benefits