Posts Tagged expert consulting firm

Find the Right Consultant – Now!

Posted by ConsultantFORCE in Clients: Find a Consultant on 03/04/2010

We can help when you need to hire qualified consultants. ConsultantFORCE is a marketplace for consulting expertise designed for business leaders who believe that the right connections can produce extraordinary results. Our valuable business resource is used to quickly find qualified candidates in any area of expertise. ConsultantFORCE is now offering a Client Membership, at no charge, to executives seeking consultants.

Click on the “Contact Us” link to identify the perfect consultant for your upcoming project.

As a Client you will have the tools identify and qualify consulting firms that meet you exact requirements. In addition to this streamlined process you will receive:

  • Matching Reports that show at-a-glance how well each consultant matches your requirements
  • Quality Profiles include Performance Appraisal Evaluations designed to provide deep insight into each consultant’s past project performance
  • Response Alerts let you know when you have a consultant response
  • Expert assistance to help you manage your search
  • Personalized member service to make the most of your membership
  • Anonymity allows you to post critical needs and obtain detailed proposals for your project without disclosing your own company or contact information

As a Client with ConsultantFORCE you will enjoy other benefits, including access to Articles, Case Studies and White Papers providing insights and market intelligence authored by subject matter experts within the ConsultantFORCE private network.

If you want to maximize your project results or are currently seeking a consultant, please sign up for a FREE Client Membership of ConsultantFORCE now by visiting:

www.consultantforce.com

Sign up as a Client Member today. It’s a great way to widen and deepen your search, and gain fresh perspectives from world class experts to help you achieve your business and professional goals.


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Is your website capturing your share of the Internet market?

Posted by ConsultantFORCE in Clients: Find a Consultant on 05/15/2010

Since its conception and introduction to the masses, the Internet has become a plethora of information, opportunities and method to communicate with others on a global scale. As more and more websites are born, it is increasingly important that your website receive the attention it needs to capture your share of this growing marketplace. The common mistake that most website owners make is that they believe that the moment that they place their website online that the cash will start rolling in. Unfortunately, this is a myth that many infomercials and get-rich-schemers have utilized to profit and build their own money empires. Today’s Internet audience is savvy and they recognize the wealth of information that is available online. More and more people are turning to the Internet to purchase everything from apparel and home décor to business related services and products. It is more important now, than ever before that your website be seen by this growing audience.

The 5 top reasons to invest in the Internet are:

1) People can find your online business 24 hours a day, 7 days a week, 365 days per year.

2) The low cost of setting up and maintaining a website is far more affordable than direct mailing or other advertising campaigns.

3) The Internet saves time because people can buy online without having to wait in line or speak to a pushy sales person.

4) A website is interactive and people can gain the information they need or make a purchase more easily than through more traditional methods.

5) Marketing campaigns can be easily tracked through traffic and other reporting software and the return on investment is accurate and measurable.
If the reasons to invest in the Internet still don’t sway your opinion about gaining a strong presence online, you should understand that having a website isn’t enough to earn online business! Search engine optimization is vital for any website owner who is serious about capturing business in this growing marketplace. Here’s why:

Most visitors find websites by using the search engines.

FACT: 46% of users find a website via the search engines. (SOURCE: Target Marketing Magazine)

FACT: The top 3 search engines (Google—43.7%, Yahoo—28.8%, MSN—12.8%) account for 85% of all search engine traffic. (SOURCE: gSearch ComScore Media Metrix, August 2006)

Properly ranked sites (e.g. those site which have been optimized to gain a “natural” high ranking) generate the bulk of all website traffic

FACT: 70% of visitors use natural/organic rankings while only 30% use Pay-per-click [PPC] ads. (SOURCE: “Are Corporate Websites Optimized for SEO?” by Paul Bruemmer, August 2005)

FACT: First page positions (e.g. positions 1-10) get approximately 90% of the clicks and 2nd page results (positions 11-20) get approximately 10% of the clicks. (SOURCE: Penn State University Research)

FACT: Organic click through rates are over double that of PPC ads. (SOURCE: Enquiro and Did-it)

FACT: The EyeTracking Heatmap (2006) demonstrates that the hotspots for clicks are in the top three positions of search engine rankings!

Websites are the top sales channel for businesses with a properly positioned website.

FACT: For companies who have a website and spend money on online advertising between 70%-83% of them report that their top sales channel is their website. (SOURCE: SemPro SEM Survey, 2004)

FACT: Between 52-62% of online companies are using online promotion to sell products or services directly through their websites. (SOURCE: SemPro SEM Survey, 2004)

Search engine “natural” results produce better quality links than sponsored (PPC) listings.

FACT: Nearly 73% of Google users felt that sites which ranked “naturally” had more relevant data than per-click results. (SOURCE: OneUpWeb)

FACT: Nearly 61% of Yahoo users felt that sites which ranked “naturally” had more relevant data than perclick results. (SOURCE: OneUpWeb)

FACT: 81% of people using the search engines find the information they need every time, if not all the time. (SOURCE: Forrester Research)

FACT: 78% of searchers who clicked on a PPC link said that they found the information they needed less than 40% of the time. (SOURCE: WebAdvantage.net)

Websites that rank in the top positions are believed to be the best companies in that field.

FACT: 36% of search engine users believe that the companies whose websites are returned at the top of the search results are the top companies in that field. (SOURCE: Prospect and Jupiter Research, April 2006)

Most websites still have not captured the wealth that proper optimization can bring to their websites.

FACT: Only 12% of retail sites are properly optimized, while less than 10% of major corporation sites were optimized. (SOURCE: OneUpWeb)

FACT: Of 44 of the largest software business firms in the US, 28% of them were not properly positioned in the search engines. This is an eye-opening statistic, because it clearly demonstrates that no matter how famous your brand, better rankings are still achieved with proper search engine optimization. (SOURCE: MarketingSherpa)

FACT: Today’s internet users are more savvy and look to search engine results to find the information they need. Website owners are just starting to recognize that proper optimization leads to more quality traffic and more online visibility. (SOURCE: Reports from MarketingSherpa-August 2006, Merril Hynch- June 2005, Piper Jaffray-January 2006)

FACT: In 2003, PPC had an annual growth of 173%. But, as of March, 2006 the growth rate for 2005 was only 33%. It is anticipated that the growth rate for PPC will drop to 12% by 2010! (SOURCE: eMarketer) However, organic optimization is on the rise and growing at a more consistent rate. (SOURCE: MarketingSherpa)

Search engine optimization is top priority in marketing planning.

FACT: Approximately 35% of businesses plan to increase their SEO budgets by 10-90% for the coming year. (SOURCE: SemPro SEM Survey, 2004)

FACT: As many as 60% of senior executives in major corporations appreciate the value search engine marketing brings to their business objectives and state it is a high priority. (SOURCE: SemPro SEM Survey, 2004)

FACT: 40-48% of marketing budgets are new budgets set up specifically for organic SEO. (SOURCE: SemPro SEM Survey, 2004)

FACT: Approximately 20% of marketing budgets are budgets which are a combination of new funds and funds shifted from other marketing programs to accommodate organic search engine optimization

expenditures. (SOURCE: SemPro SEM Survey, 2004)

FACT: Approximately 15% of marketing budgets set aside for search engine optimization have been shifted from other marketing programs. (SOURCE: SemPro SEM Survey, 2004)

Organic/Natural Optimization has lower associated costs

FACT: Search Engine Optimization accounts for only 1/10th of the marketing budget but generates the largest return on investment. (SOURCE: SemPro SEM Survey, 2004)

FACT: PPC spending is nearly 5 times higher than that of organic optimization. (SOURCE: SemPro SEM Survey, 2004)

FACT: Per-click advertising costs are on the rise. In fact, between 2004-2005 the cost of the average keyword more than doubled. (SOURCE: OneUpWeb and SemPro SEM Survey, 2004)

FACT: 78% of companies surveyed felt that prices went up on PPC click ads. Of those surveyed, 23% stated that they could not afford any further rise in keyword prices. (SOURCE: SemPro SEM Survey, 2004)

FACT: Between 50-60% of PPC advertiser feel that high performing keywords are too expensive, and/or that advertisers are over-paying for certain keywords. (SOURCE: Enquiro—July 2005 and OneUpWeb)

FACT: PPC advertisers plan to increase their PPC budget by 39%! (SOURCE: SemPro SEM Survey, 2004)

Natural/Organic Optimization maintains a long-term return on investment and yields a 15% larger return than PPC.

FACT: Search Engine Optimization has a better return on investment. Based on a 2006 survey conducted by MarketingSherpa, search engine optimization yielded nearly a 69% return on investment compared with only a 53% return on investment for pay-per-click advertising campaigns.

FACT: Sites that outsource Search Engine Optimization vs. handling it in house, saw a 110% increase in overall site traffic in 6 months. In house optimization saw a 73% increase in traffic within 6 months. (SOURCE: MarketingSherpa)

FACT: Nearly 55% of sites surveyed reported organic SEO as the best return on investment. (SOURCE: SemPro SEM Survey, 2004)

FACT: 35% of sites surveyed reported that search engine optimization yielded a higher return on investment than PPC ads. (SOURCE: iProspect, August 2005)

FACT: As many as 82% of PPC advertisers state that they would deal with the rising cost of PPC ads by trying to improve their sites efficiency in converting visitors. (SOURCE: SemPro SEM Survey, 2004)

Natural Search converts at a rate nearly 20% higher than PPC

FACT: The conversion rate for search engine optimization is 4.2% while PPC conversion rates are only 3.6%. (SOURCE: MarketingShepra)

FACT: Trend studies and surveys also indicate that sales conversions are much higher, and on the rise, for visitors who arrive at a website destination through the use of natural optimization. (SOURCE: Pew Internet and American Life Project.)

Natural/organic optimization utilized less time and staffing resources.

FACT: Larger organizations expect internal staff to spend on average 59 hours per month on organic optimization efforts compared to 82 hours that they expect internal staff to spend on PPC programs. (SOURCE: SemPro SEM Survey, 2004)

Unlike paid sponsor listings, natural/organic optimization doesn’t waste time or money on fraud related issues

FACT: Nearly 1/3 of all PPC advertisers feel that click fraud is a moderate to significant problem. And nearly 2/3 of PPC advertisers feel that click fraud is something that they are concerned about. (SOURCE: SemPro SEM Survey, 2004)

FACT: Click Fraud is a common problem with PPC campaigns. Of website owners surveyed and who monitor their website traffic via reports and traffic logs, 57% state that they expect that click fraud will be a problem similar to spam that will continue cost both time and money. With organic optimization, click fraud is a non-issue! (SOURCE: MarketingSherpa)

The facts are clear—search engine optimization is critical to online marketing success. Is your website ready to capture your share of the Internet marketplace? If not, the time to make your online presence known is now!

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The Transformation from Information Technology (IT) To Business Technology (BT)

Posted by ConsultantFORCE in Clients: Find a Consultant on 05/12/2010

Excerpt from Forrester’s IT Forum 2007. The seven things Forrester Research Chairman and Chief Executive Officer George Colony would tell your CEO. George’s list revolves around a central theme: the evolution of IT to BT (Business Technology).

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Integrating Sustainability into Your Management System

Posted by ConsultantFORCE in Consultant Articles on 05/11/2010

I remember reading a book when I was younger, about a girl who was separated from her family during the Westward Migration, and forced to live on her own in the wilderness of early spring in 1860s America (unfortunately I don’t remember the name of the book). At one point in the adventure, the young heroine came upon an abandoned Indian settlement, where she was able to find some place to live (torn and tattered but protection from the elements), as well as meager amounts of grains left behind in the food storage cave (enough to make a few meals). She found corn, wheat, etc. and proceeded to make herself some gruel; after she finished eating her fill, she realized in dismay that she had used the entire supply of corn, and therefore would not be able to set aside any seed to plant for the upcoming growing season. She discovered the hard way that without planning, sustainability is endangered.

Organizations are not as short-sighted as the heroine; hopefully we all realize that if we continue to use resources at a greater rate than they can be regenerated, then we will be in for a very rude, and possibly irreversible, surprise… and are taking steps to ensure that we are responsible stewards of our planet.

Let’s define sustainability as we refer to it in this article, to make sure we’re all on the same page:

  • Global sustainability (World Commission on Environment and Development, 1987): “[[to meet]… the needs of the present without compromising the ability of future generations to meet their own needs…]”1
  • Organizational sustainability: Long-term survival of the organization to enable the achievement of its goals.

Well heck—that’s just good business (and common) sense—let’s make sure that what we are doing can be continued in the future without using up everything in the process. But aren’t we doing that already?

In March 2009, the Copenhagen Climate Council, an international team of leading climate scientists, issued six key messages. In the message on climatic trends:
“[… the climate system is already moving beyond the patterns of natural variability within which our society and economy have developed and thrived. These parameters include global mean surface temperature, sea-level rise, ocean and ice sheet dynamics, ocean acidification, and extreme climatic events. There is a significant risk that many of the trends will accelerate, leading to an increasing risk of abrupt or irreversible climatic shifts.]“2

This is a sobering statement. It’s obvious that we need to change the way we do things. Albert Einstein’s quotation comes to mind here, “Insanity: doing the same thing over and over again and expecting different results.”

What are the consequences if we don’t become better stewards of the environment? Will we be forced to find alternatives for virtually everything that we source? In the “In Death” series of fiction books, author J.D. Robb gives us a glimpse of what the not-too-distant future food chain may look like—the menu is “soy dogs, soy fries, soy burgers, soy coffee”—and she notes that food made from beans, wheat, dairy, animals, etc. can only be afforded by the very wealthy. (Although there may be some readers who feel that this direction may be good for us all in any event, this particular picture of the future lets us glimpse what it might be like if choice is taken away through scarcity.) So what steps might we be taking now, to ensure that this stays as pure fiction?

We can take a sustainable approach in many different ways—and integrate with our current management systems at the same time.

In the international standard on quality management systems, ISO 9001, we are tasked to minimize waste through higher initial quality, continual improvement of our processes, repurposing (repair, rework, re-categorize), and advance planning. If we take this concept a bit further, we can see that sustainability integrates into a system in areas of continual improvement, opportunities for improvement, and preventive actions. We can focus on what we can do to minimize our footprint that will also result in benefits to our materials stream.

In the environmental management systems standard, ISO 14001, we are tasked, in addition to many of the same clauses as noted above, to have a commitment to prevention of pollution. This concept is much broader than simply trying not to pollute—prevention of pollution goes much further, asking us to consider, in the design phase, whether we can make choices that will minimize our impact on the environment. As defined in ISO 14001:

“Prevention of pollution: use of processes, practices, techniques, materials, products, services or energy to avoid, reduce, or control (separately or in combination) the creation, emission, or discharge of any type of pollutant or waste, in order to reduce adverse environmental impacts.

NOTE: Prevention of pollution can include source reduction or elimination, process, product or service changes, efficient use of resources, material and energy substitution, reuse, recovery, recycling, reclamation, and treatment.”

This is linked hand-in-glove with sustainability—ensuring that we have the resources necessary to continue our work in the future, by wisely using our current resources. In fact, we are tasked with considering this while our design is still on paper—researching alternatives, selecting renewable resources that are not in danger of disappearing, etc.

Okay, we see how we might be able to involve sustainability in our management systems theoretically. How can this be applied to our businesses today—how can we help to assure that the trends noted in the Copenhagen Climate Council report decelerate, or better yet, neutralize and reverse?

1. We can be aware of our effect on the environment. Where are our raw materials coming from, and are they sourced sustainably? Are they of sufficient quality to allow us to manufacture parts of high quality without rework or waste? How about our equipment—is it energy efficient? Are we running as efficiently as we can, at a system level (we are optimized for overall rather than at sub-system levels)? Are we increasing the temperature of the water that we’re discharging, even if the waste stream has been neutralized?

2. We can encourage our employees to participate in our initiatives. One company I have a lot of respect for is Silicon Laboratories in Austin, Texas. They looked at their environmental impact and made significant changes to the way that they operate, including:

1.      Moving their facility to a less environmentally-sensitive part of town instead of expanding in their old facility, near an aquifer,

2.      Buying renewable energy,

3.      Eliminating plastic bottles (300,000 annually!) from their facility vending machines–and providing reusable nalgene bottles to their employees for filtered water instead,

4.      Cutting the electrical costs in half by smartly heating and cooling their facilities and turning off most lights during off hours,

5.      Using environmentally-friendly materials to build out their new office infrastructure,

6.      Providing recycling stations throughout the building, including in every meeting room,

7.      Sponsoring green programs within their city.

8.      Replacing stationery and other paper materials with recycled equivalents

9.      Giving employees a reusable grocery sack and a coffee mug made from recycled materials to get them thinking about reuse instead of one time use

10.  Creating a Green Team of employee volunteers whose goal is to continue to identify earth friendly business practices

3. We can change at the personal level. Three years ago, it was a rarity to see people walking out of our local grocery store with anything except white plastic bags provided by the store. Now our car has reusable mesh, canvas, and plastic bags in the trunk, which we regularly bring into the store with us. We recycle (our city makes it easy by providing curbside recycling, but at our prior home, I’d happily collect/sort our recyclables—paper, plastics, and glass—in the garage and make a recycling run about once a month to the collection facility). We set the temperature a bit higher in the summer, and lower in the winter; turn off running water; unplug electrical chargers/converters when not in use (those big “bricks” attached to electronics, as well as the smaller phone charger plugs, use electricity even when not charging—if it’s bigger than a three-prong plug, unplug it when not in use); and a dozen other things—all without affecting our lifestyle significantly. In my new neighborhood, I’ve encouraged those in our cul-de-sac to recycle more and we’ve been able to reduce our trash significantly. Will this make a difference on a global level? I don’t know, but it won’t be a negative impact, and that’s a step in the right direction.

References
1. http://www.un.org/documents/ga/res/42/ares42-187.htm
“Report of the World Commission on Environment and Development” (A/RES/42/187)
United Nations Department of Economic and Social Affairs
2. http://climatecongress.ku.dk/newsroom/congress_key_messages
“Key Messages from the Congress”

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How To Screen Prospective Consultants

Posted by ConsultantFORCE in Clients: Find a Consultant on 05/03/2010

The current market for hiring consultants is still one of the growth areas as many companies struggle to survive during this current global economic climate. The reason is clear. More companies than ever before realize the strategic value of hiring consultants to identify the opportunities to increase productivity and profitability.

The top consulting companies who are benefiting from this increasing demand are those who understand what they need to do to compete as this market intensifies. The better ones have their own internal and rigorous selection processes prospective consultants will need to pass before being accepted as a qualified consultant. These top consulting firms will also perform a detailed analysis matching the exact requirements provided by the client with the skills and talents of their consultants to ensure the best consultant or consultant team is assigned to the project.

Consider using a reputable consulting company who not only has these rigorous checks in place but who also provides dedicated support throughout the life of the project. You will find that this is a cost effective way of identifying the strengths and skills you need to grow your business.

How Are Prospective Consultants Screened?

Interviews are an excellent way of gathering information as well as providing the consultant with the opportunity to sell himself or herself to the company.  However, an effective screening process goes beyond that by verifying what the consultant has done and can do, what skills and talents they possess, their interpersonal skills and their ability to manage projects.

What skills, talents and personal attributes are actually verified as part of the screening process? These may vary by some degree depending on the consulting firm and their chosen fields of expertise. However, the more common ones are…

  • Qualifications – proof of the learning processes the consultant has undertaken and the relevant qualifications attained.
  • Track Record – how well the consultant has performed on previous assignments. The honesty to explain when projects have been less than successful as well as highlighting the most significant accomplishments.
  • Research – how well the consultant knows their declared areas of expertise. How up to date the consultant is with the market such as emerging technologies, strengths and weaknesses, and potential growth opportunities.
  • Strategic Thinking – the ability to stand back and take in the “bigger picture”. The ability to take the strategic direction of the company and define the action plan required to meet the company’s objectives.
  • Commercial Awareness – linked to research, what knowledge the consultant has of the competitive forces working within their chosen markets.
  • Lateral Thinking – the ability to look for new and innovative solutions.
  • Analytical Skills – the ability to think logically and methodically. The intellectual ability to seek out the true root causes to issues and challenges facing the company.
  • Presentation Skills – the ability to present analyses in a concise and convincing manner.
  • Management Skills – how well the consultants manages his or her time to maximize their productivity. How well the consultant manages others within the working environment.
  • Commitment – can the consultant demonstrate a willingness to go beyond what is expected such as working well under pressure, working long hours and so on?
  • Personal Drive – how well can the consultant demonstrate a personal drive and ambition to get the most out of their chosen career?
  • Interpersonal Skills – often difficult to measure and verify. However, without the ability to form sound working relationships with colleagues and clients, without the ability to communicate effectively at all levels, there will always be a doubt as to how well the consultant will perform.

The above skills and talents are regarded as essential attributes by the most reputable consulting companies. These companies have the experience and the expertise to build an exact picture of who the consultant is and where the consultant will add true value to your company.

At ConsultantFORCE.com, companies and organizations can connect with qualified, dedicated consultants from every field and find the right consulting firm through ConsultantFORCE’s unique matching process. Personal account managers work with you to clarify consulting project requirements and ensure that only consulting firms and/or individuals with the experience and relevant levels of expertise will be considered, providing the best possible options for success.

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Compliance Improvement and Work Control Case Study

Posted by ConsultantFORCE in Consultant Articles on 03/26/2010

SITUATION 

 

A Four Hundred (400) person R&D Facility, part of a 2 billion dollar per year Medical Device Company, required a solution for the following problems:

 

  1. Maintenance requirements for equipment where causing unacceptable impact on facility operations
  2. Lab techs lack sufficient regulatory knowledge leading to QA violations
  3. Maintenance plans and work execution did not meet SOP requirements
  4. Unacceptable levels of potential rework on critical equipment
  5. Inefficient methods of executing cost control or work history retention for maintenance program components

 

APPROACH

 

Our proprietary approach incorporated equipment validation, equipment criticality reviews and several risk-based programs to achieve the results required by our client. We implemented a centrally managed work control process, enabled by our proprietary data management system. A team of Subject Matter Experts and Technical Staff in the area of regulatory compliance and maintenance work control with support from client leadership and staff implemented an integrated maintenance best practices and validation information into a robust fully compliant maintenance program designed for maximum reliability at reasonable cost. 

 

 SCOPE OF WORK

 

We initiated our process which combines regulatory and maintenance process experts to aid understanding work management and control needs of the client.  The process began with the development of a maintenance plan and master equipment list (MEL) with assigned criticality. Critical compliance and work practice information was loaded into a project data management system for each component in the plan. Each subsequent piece of equipment was entered in this manner. The next step is to conduct life-cycle analysis for each record in the MEL by first developing maintainability reviews from equipment specifications and procurement documents and subsequent criticality categories for cGDP components and other process/utility equipment. Based on the criticality review, specific maintenance plans were developed and converted to PM tasks from existing IQ and OQ protocols, manufacturers recommendations and/or warranty requirements. Based on criticality reviews conducted we were able to ensure calibration and PM task frequencies were optimized for cost and regulatory impact. The next phase was to develop an approved network of service providers and vendor support for equipment groupings. The final element was to complete knowledge transfer to client staff to ensure sustainability.

  

MAINTENANCE PROGRAM PLAN

 

The initial step was to establish Maintenance Plan for the maintenance and configuration control process.  The plan included a complete inventory of all required equipment and all recurring maintenance tasks.  The Maintenance Plan assisted in integrating the prioritization of project elements and manpower resources.  Our Implementation Manager supported by validation and maintenance program experts provided the configuration control function for this plan.

 

 

PROJECT DATA MANAGEMENT SYSTEM (PDMS)

 

The entire maintenance process was enabled at start up by our proprietary data management system.  The system supports basic accounting and reporting functions, plans, schedules work, approved service provider records provide critical data to all stakeholders, collect metrics for continuous improvement, and functions as the going forward the compliant work control process. 

 

Client staff gained on-line access to maintenance support information like work status, cost and regulatory information. Our methods, processes, and technology became part of the business environment and culture through the data management system.

 

 

KNOWLEDGE TRANSFER

 

We partnered with the client to implement our maintenance program approach with a focus on knowledge transfer.  The integrated package of risk-based technology and support services that includes 400 benchmarked best practices was instrumental in establishing process control. 

 

The approach to managing day-to-day work and interfacing with the site team included planning, execution, and continuous improvement.  We utilized the underlying PDMS system to enable the entire process and provide demand-driven information. Prior to systems turnover all maintenance and operations critical information was thoroughly reviewed by the client staff through effective on-the-job training. Our implementation methods drove new behaviors in a learn-by-doing environment.

 

 

METRICS

 

The third part of our approach was to support the new process by a suite of metrics to ensure effective decision-making and compliance is maintained. We worked with senior management to establish new performance measures and identified the metrics that were used. The effectiveness of the model will be driven by the accuracy of measured performance and the effectiveness of data based maintenance and compliance based decisions.

 

 

OUTCOMES 

  • Fully implemented maintenance system for work control with full online access to critical information needed to assure compliance and cost control.
  • Established a fully compliant and sustainable system.
  • Implemented an effective Preventative Maintenance program.
  • Knowledgeable and informed staff/knowledge transfer
  • Ability to schedule maintenance around operations schedules
  • Identification of process equipment criticality
  • Control of service providers and vendor support
  • Increased lab tech availability to technical related jobs  
  • Merged two traditional manager roles to one

 

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