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SUMMARY KEYWORDS

Fluke Xcelerate, predictive maintenance, AI diagnostic, reliability reimagined, enterprise systems, Eman x5, condition-based monitoring, thermal imaging, acoustic imaging, legacy system, compliance, work order management, predictive program, cost savings, asset management.

00:00

Industrial Talk is brought to you by Fluke. We were on site at Fluke's Xcelerate event, where Reliability Reimagined came to life, from high energy keynotes to hands-on predictive maintenance tools to breakthrough AI diagnostic. The event delivered real-world strategies teams can use today. Xcelerate once again proved why it is the launch pad for smarter, faster, reliable operations. Go out to Fluke.com to find out more.

00:35

Welcome to the Industrial Talk podcast with Scott Mackenzie. Scott is a passionate industry professional dedicated to transferring cutting edge industry focused innovations and trends while highlighting the men and women who keep the world moving. So, put on your hard hat, grab your work boots, and let's go. All

00:53

02:15

That's correct.

02:16

See, are you having a good one?

02:17

Oh, yeah, that's my first time here. Shut up. Yeah, I've been having a blast. I sat through several tracks yesterday, a lot with the condition-based monitoring, thermal imaging, acoustic imaging, seeing where we can take our predictive program.

02:32

Did you attend the leadership?

02:35

I did not. Feele,

02:36

I was there. It may be next year. Yeah, it was good, because it, yeah, it was great. You wouldn't be all right before we get into the conversation about Mauser, about the packaging solution, about how you and you use eMaint, right?

02:54

I do.

02:55

Yeah, okay. About that, give us a little background into Phillip, who you are.

03:01

03:38

Shut up!

03:39

Yeah, it was a busy year, but I got to see a lot of cool places, meet a lot of cool people, and you know, learn a lot.

03:46

Are you, are you fully on x5 now?

03:49

We still have six facilities in the US that are on x4 that we're going to migrate to x5 later this year. Those, those 17 sites we did last year were coming from a legacy system, we were using hippo, and so that was like a new implementation, so developing all the forms and everything that was..

04:06

I gotta, I gotta tell you, I've never heard of hippo.

04:09

Yeah, you're not missing nothing,

04:11

because I, I honestly, I've heard of everyone, and as with that one, just sort of knocked me from like, really, there's a system it

04:20

served its purpose early on in our organization, when from not having anything to having hippo, it did work, orders had assets, but the recording was very, very bottom line, like it.

04:32

How long was it in in use?

04:35

04:50

All right, and before again, talk about what we want to talk about here. What is Mauser? What's this package? What do you guys do?

05:00

So I'm in the North Peregrine Small Pack division, so, but we make rigid, rigid packaging containers, I think,

05:07

what is

05:08

so buckets, paint cans, yes,

05:12

yeah,

05:13

they make, we, so we have both metals and plastics divisions within our North American Small pack division, so ours is seven gallon and smaller, I believe is threshold, but all the way down to like your 202 The sorry, talking some, no, that's okay. Yeah, we all love

05:32

acronyms, and you know, catalog items, yeah,

05:35

but the PVC glue containers and stuff like that, so also metal cans, we also have hybrid cans, where we do like a plastic one gallon paint can with the metal ring and plug, so we call that hybrid, because it's both plastic and metal.

05:52

How long you been around?

05:54

I've been with Mauser, going on three years,

05:56

yeah. And then Mauser has been around for a little while.

05:59

Oh, yeah, a long time couldn't even tell you, I think over 100 years. No, no

06:03

way.

06:04

Yeah,

06:05

and how many? How many plants? What are we talking about? Global,

06:08

it's a global, but it's broke up into three divisions. So our division is just North American small pack, then there's North American large pack, or industrial pack, I think they call it, where they'll make like the big IBC totes, like the 300 yes, yes, 55 gallon drugs, and all of that, and then we have international pack, which will be the rest of the world. So I'm not involved in those. You have

06:29

conversations with your reliability counterparts in those other divisions.

06:35

06:54

right? I wasn't gonna bust your chops,

06:58

because you know, here at Xcelerate, we're talking about people, we're talking about that collaboration, we're talking about sharing insights, and all of that good stuff, which has to happen. There's room, there's room for improvement. There's always this. All right, now take us through the, the e-mate, you know, x5 implementation, and why? y y Mauser said, yeah, it's time we need to do it, but it whatever,

07:28

so we really wanted to do it two years ago, talking about, you know, the time, I'm

07:33

just gonna have to step in real quick, typical everybody, everybody has that conversation about, yeah, we need to do it, and then just time, tick, tick, tick, just goes by. Okay, so now you're here, you got it, you're making decisions,

07:48

08:09

Oh, it's so Golden Master, that's that's

08:12

08:55

when you started this journey into implementing x5 and the gold, what is it? Golden,

09:04

golden master,

09:05

golden master, who on that team? How did Mauser sort of build that team to make sure that that effort was a success, and that you can proceed forward with the implementation?

09:18

We actually did some pre work. That's a really good question, so we emanate also set us up with a customer success factor workshop, so me and one of my coworkers that was also pretty involved with the project went down to Bonita Springs to their headquarters, sure, and sat down with Scott and Greg down there, and Tara popped in every once in a while, but they kind of helped us, you know, say, "Hey, these are the things you kind of want to focus on first. And then we walked away from there and realizing, "Hey, we need to push this implementation off another month and plan a little bit better before we really get into it. We didn't have our priorities quite. Straight, so we were able to take a step back and really make sure that the project was successful.

10:06

Did you have, and of course, I would imagine this is the case, but did you have executive buy-in? Like, okay, this is what we need to do, operation, whatever, the COO, whatever, but just to ensure the proper focus,

10:24

so we did have buy-in up to the Vice President level, that's really as high as it needed to go. Yeah, both on operations and engineering, engineering was of course on board with asset management, operations was more on board because of we have some UN certifications. We have to have maintenance procedures. Either way, we have to have a CMMS. So, it was either migrate to EMaint or a different system. Yeah, so they didn't care either way. So, we got to pick the system. Obviously, that's the right way.

10:56

So, here we are. You, you've, you've implemented eMaint brand new x5 that that always smacks of training compliance usability all of the stuff that you know make a successful implementation. How did your organization ensure that that to happen? I mean, what would you guys do, because you know you know it, sure as I'm bald that somebody's gonna say that field doesn't feel right, whatever, whatever the thing is. So, how did you do that?

11:31

So, when we picked our plants to implement, we, we started with our plants that perform the best in their maintenance organizations, so we kind of used them as our guinea pigs, the first four or five, and we actually found it was quite interesting, because I dove so far into our legacy system, pulling out the data, you can tell a lot about how that maintenance department functions by how they use their CMMS, you know, so, but what I found was that some sites did very well with planning, but didn't do a good job documenting. Other sites did a great job of documenting. Others had good parts management, but I didn't find one site that really did all of it. Got

12:13

it all tiled in. It's like, yeah,

12:16

so we actually used standards from different. We created standards based off of what plants did well, and we would roll them forward to future implementations, and that became the standard for our organization, as well as sharing them as lessons learned for our past implementations, and it

12:34

worked.

12:36

It worked well, because I mean, it was built there on the on the shop floor, so and that you got their buy-in because they helped develop

12:44

it. How do you deal with legacy data? Let's say, you know, hey, here's Hippo, we pencil whipped it, and all that data is not the best on that asset, whatever might be. What was your strategy around that?

12:59

So, what I bid was I actually built a different entity right in EMAINT. I then put it in with the rest of our old work orders, knowing that the data wasn't good, but we needed to have the records there just for that compliance stuff with food grade stuff, as well as UN certifications. So I imported that in they're able to search it, see their comments and stuff like that, so it helps for the maintenance managers as well as our reliability team, looking at the work order history. If we're seeing if this failure's happened before, but the documentation wasn't good, but it's better than nothing in most cases.

13:36

Okay, so fast forward, here we are. You've implemented there, of course, sites that have are a little bit more mature than the other sites, because you're rolling it out, and of course you're going to Puerto Rico, so that's cool. Oh yeah, it makes sense. What benefits have you seen? What, what, what is it? What you know, being the reliability guy, you know, there's probably some reasons.

14:00

Yeah, yeah, so our PMs are now, because of standardization and stuff, are more consistent and effective, but what we also found is that our PM compliance and completion rate has dropped, because what they're, they're, they're filling in, they were going for work order quantity versus quality in no way, so there was some sites that just flooded the system with 700 pms, and hippo, all you had was pms, there, what you can, anything that was a scheduled work order, it was considered a pm, so like they would have like even meetings, they'd put their toolbox talks and stuff in there, and it would just drive up their numbers, but here they weren't actually doing the machines that mattered, but they could show their 85% complete. But we weeded out all of that, and then it really painted a true picture.

14:51

See, this is so funny, because this brings back memories of every time when I threw a system implementation, it was all these. These just a backlog of P of work orders, just been there forever, and had had there been any, you know, progress on resolving the no, there's just a work order, and it's like that, that stumbling block, you just like, what do we do here? What do we do? We close it, and then, and so you guys just had PMs.

15:26

Yeah, there was also what they called - they called them demand instead of corrective work order. So, anything that was, you know, just manually wrote was a demand, and then the other press was PN. But yeah, it was a mess. It's definitely helped us manage our work logged a lot better, thoroughly prioritizing better as well.

15:46

So you're here at Xcelerate, and you're saying, look at all this fun stuff, this old dazzling stuff. What is your organization sort of keen on focusing on?

15:56

So, as I was finishing up those implementations last year, this migration, I do have some more to do, but it isn't going to consume my whole year. My new focus is on rolling out a predictive program enterprise-wide, so we're really.. we started, we bought the II 905 acoustic imager at the end of the year, as well as the TI 75 plus thermal imager. So I've actually went around and did a few pilot sites, did some, you know, measured how long it would take me, some found some really good findings, some success stories, documented a lot of cost savings already.

16:33

Shut up. And

16:33

what we're trying to do is make this program self-funded and justify headcount, and then expand off of that, so that's a lot. What I've been focusing on, I've been.. I worked with Michael Stewart. I talked with him quite a bit. Yeah, in the reliable he was

16:50

just roaming around.

16:51

Yeah, he was super helpful. So I wish I would have talked to him before I purchased that 905 or we would have spent the extra money on the 915 but we got a lot, long ways we can grow, or a lot of room for growth with the tools that we did purchase.

17:05

See, it's I love that. I wish you all the success, because you guys, you definitely.. I mean, this is an exciting time, and honestly, I've been talking about reliability asset management for the past 100 years, it seems like, and it seems to me, just to me, that there is a greater attention and focus on doing it right. That's me, that's what I hear. I'm glad to hear that. All right, How do people get a hold of you if they say, 'Hey, I like Flo, I want to get a hold of them.

17:40

You can find me on like this.

17:42

18:19

You're listening to the Industrial Talk Podcast Network.

18:30

All right, that was Xcelerate. Great show brought to you by those wonderful people at Fluke and E-Mate. They got something going on, they got a special culture there. Really, really enjoyed being at the show, and meeting all the people, and solve it. I wasn't solving problems, they were solving problems, they, their mind never stops thinking about how to solve problems. Phillips, the name, he was great. Absolutely, all his contact information, of course, is out on Industrial Talk. Reach out to him, looking at a stad car, and yeah, he knows a lot about reliability. He knows a lot about e-mail, knows a lot about what's going on out there, right? Phillip, reach out, make that a note. Go out there, Industrial Talk, click. Nice guy, too. Must be a part of your network Industrial Talk again, we want you to succeed. We do, and we're full flesh. We, we do all marketing, we do all media, we do it all, because you in industry need to tell your story, need to amplify that message, you need to get it out, and so that people can say, yeah, I know you, and I want to do business with you. That's what they, that's what you want. So, go out to Industrial Talk, click at a minimum. Let's tell your story. Let's get on the podcast and tell your story. You get it all. I just shove all that content to you, and you get it all. We get it out on the old social. We want eyeballs. Let's get the eyeballs going on this right. Just go again. Industrial Talk, we know what to do. All right, be bold, be brave. Dare greatly put Xcelerate on your calendar for next year, and you will not be disappointed. Hang out with Phillip too, and if you hang out with Phillip, you're going to be changing the world. We're going to have another great conversation shortly, so you know, stay tuned.