UNIVERSAL QUALITY

Documentation CYGNUS SYSTEMS (CYGNUS-UNIVERSAL LTD)

Documentation

UNIVERSAL QUALITY - CYGNUS SYSTEMS- MANAGEMENT SYSTEMS UPGRADING & IMPROVEMENT; COMPUTER SKILLS & KNOWLEDGE OF APPLICATION SOFTWARE; ANALYSIS & PLANNING; IS09000, AS9100, EASA PART 21, JAR-21, EASA PART 145, JAR-145; JAR-OPS & CAA REQUIREMENTS; PROPOSAL/BID MANAGEMENT & METHODOLOGY; QUALITY ASSURANCE, QUALITY CONTROL, AND TOTAL QUALITY MANAGEMENT, MAINTENANCE AND MANUFACTURING SYSTEMS; COMPANY WIDE COMPUTER SYSTEMS; PROCEDURE WRITING; LANGUAGES - FRENCH & RUSSIAN; WRITING SKILLS & DOCUMENT PREPARATION; PROJECT MANAGEMENT; INTERIM MANAGEMENT; TENDERING; BID PREPARATION; PRESENTATIONS; WEB SITE DESIGN & BUILDING/HTML

1. CASE STUDY

FUJAIRAH REFINERY COMPANY LIMITED

ANGLO-INDIAN PARTNERSHIP IN THE UNITED ARAB EMIRATES
	Tony Oliver	Mydoor Rohit
BY:	Universal Quality	Intertec Systems
*Tony Oliver* - Universal Quality – Cygnus Systems	Management Consultant	Datastream MP2 Consultant

20 November 2002

Implementation of Computerised Maintenance Management System Using Datastream MP2

Initial involvement with Fujairah Refinery Company Limited (FRCL) started in late 2001 when Tony Oliver (Managing Consultant - Universal Quality – Cygnus Systems) was asked by a UK-based consultancy company to raise a competitive tender for the provision of a Computerised Maintenance Management System (CMMS) for Fujairah Refinery Company Limited, in the United Arab Emirates. The Refinery had started up after several years with no production and was now looking for a state of the art means of managing its maintenance work. Following research to identify the main companies in the Gulf area which would be likely contenders to supply such a system, Intertec Systems LLC, a Dubai-based company and associate to Datastream Systems Inc, expressed a desire to tender.

Universal Quality raised the necessary Request for Proposal tender document, which contained a specification on the type of system required, and this was immediately forwarded. A response was required in a relatively short timescale and it fell to Sameer Makhija, the Intertec Systems Account Manager covering the area, to rapidly assemble a team of individuals to respond to the bid.

From the outset the Intertec team adopted a realistic approach to the Customer’s needs and provided a response that was both reasonably priced and did not understate the difficulties of implementation in the Refinery’s basic environment. The team’s realistic approach was underscored by the fact that they recommended the more basic MP2 (Oracle) version, as being more than adequate to meet the Refinery’s needs. The team’s appraisal was appreciated and Intertec Systems won the bid in the face of some very persistent opposition from another major supplier. A partnership between UK-based Universal Quality and the UAE-based Intertec Systems, with a predominately Indian staff, was started.

Fujairah Refinery Company Limited – Battery 10

Work started in February 2002 with the first of a series of meetings, initially with Universal Quality on a part-time basis, to set up and discuss and arrange the implementation.

At first work focused on the generation of overall project plans, to map out all phases of the implementation, and process maps to define the internal processes within the Company. This latter activity in particular started to indicate the serious lack of infrastructure within the refinery, which would impede implementation progress.

Firstly, there was an absence of data. Statements that an asset register was in an advanced stage of completion proved to be incorrect, as did many other statements referring to employee records, inventory and parts, and so on. In short, there was a complete absence of data, which could be put on to any system; neither was there any corporate awareness of the formats in which data was to be held.

Images of the CMMS/MP2 Implementation

MP2 Users The Electrical Team – Ionnis ‘Yanni’ Spyrellis, Electrical Superintendent and Engineer Gunjal Padmaraj with Lalantha Senanyake, Accounts Department.

Mydoor Rohit, the Intertec MP2 Consultant, puts in long hours in the Maintenance Office - big jobs were the security/user group sets ups and the creation of MP2 screen prints.

In MP2 as adapted by FRCL, the following modules were used:

	Labor
	Equipment
	Tasks (PMMs)
	Inventory

	Work Requests
	Work Orders
	Scheduling

3 months previously the Warehouse Inventory did not exist. Stocks of parts are now ‘booked in’ to the MP2 inventory database against identified locations with the main Warehouse. All ordering is done electronically and spares are ordered and reserved against the Work Orders.

At this stage, some realignment of the consultancy support for the project was initiated by FRCL and the project was put on a much improved basis. Intertec was asked to provide full-time consultancy support, in the form of Mydoor Rohit, who by this time had become very involved with and fully understood the needs of the project.

At the same time Tony Oliver, Universal Quality, was nominated to manage the overall project full-time and generate all the necessary procedures. This ended the part-time arrangement by both Intertec Systems and Universal Quality and gave the project much needed continuity. The overall direction of the project was to be by FRCL management. This was a logical arrangement as it did ensure both commitment by the client in all aspects of the implementation and the correct allocation of responsibility for the overall project.

As time went by and as the amount of trust grew between the client and the Universal Quality and Intertec consultants managing the project, the consultants found themselves in a more and more autonomous position, with the FRCL management monitoring overall progress. Frequent updates were given to the Refinery Manager throughout the project.

Up to this time the work of implementation had lacked a forum. A conscious effort was made to rectify this situation by setting up frequent CMMS/MP2 Project Team Meetings. These meetings were held as required: often 2 or 3 times a week. With the consultants producing detailed meeting agendas and tracking the status of the project week by week, this turned out to be an excellent arrangement as it allowed the IT team, by now augmented by a full time IT Technician, (previously the Company had had no IT professional within the organisation), to continually outline and monitor the programme requirements for the development of the system. It also gave ownership to individuals within the Refinery, who now felt they had a share in the development of their system.

One of the main approaches in the development of the overall system was the decision by FRCL that procedures were to be written to cover all the aspects of work management. Accordingly, procedures were progressively generated for all the major activities such as procurement and inventory, the control of the asset (equipment) register, work requests, work orders, planning, and so on.

Do it this way - Rohit from Intertec Systems instructing the Purchasing Manager on the use of the Purchase Order print out

The procedures, in fact, reached quite an impressive number, and these, augmented by the MP2 User’s Guides and the System’ Administrator’s Guides, offered procedural routines that were highly focused on exactly how MP2 was to be operated within the Refinery. Not only were MP2 routines defined, but additional procedures were also written at the same time to cover aspects of the system, such as the loading of Oracle and MP2 on to clients and servers, IT security and Setting Up and Back Up procedures. Additional procedures were also generated to Document Control and other aspects of maintenance management. All procedures were reviewed and signed off by the members of the CMMS/MP2 Project Team Meetings, with the last and final authorising signature being that of the Refinery Manager.

Users quickly become accustomed to the new CMMS/MP2 system		A major part of the programme was the development of procedures, arranged in a Maintenance Management Procedures Manual. Procedures were generated by a painstaking and methodical process. Frequently, the core of a procedure would be a series of screen shots that specified in detail how each screen was to be opened and each selection made by the future user. In these cases, Mydoor Rohit generated screen shot after screen shot, to show the user’s view. These were then written into a maintenance management context, attributing actions and responsibilities for all the actions required to support both the CMMS system and run an effective management system. Over the weeks, the combination of meetings, the gradual exposure to the data requirements and the assembly of data and the growth of detailed step-by-step procedures (in many cases based on the process map decisions) began to pay off and it became apparent that a full implementation could be made. A major part of the programme was the development of procedures, arranged in a Maintenance Management Procedures Manual. Procedures were generated by a painstaking and methodical process. Frequently, the core of a procedure would be a series of screen shots that specified in detail how each screen was to be opened and each selection made by the future user. In these cases, Mydoor Rohit generated screen shot after screen shot, to show the user’s view. These were then written into a maintenance management context, attributing actions and responsibilities for all the actions required to support both the CMMS system and run an effective management system. Procedures defined the actions of all users.

*Maintenance Engineer Pillai and Warehouse Supervisor Saddulah Baig check Requisition Status Screens*	*The Senior Maintenance Secretary Zamira Nasirova using MP2 as part of the daily routine*

*Malcolm Strachan, the Planning Engineer, checks out a Planning Procedure on MP2*	*Rafique, the Services Supervisor logs in to MP2 to review Work Orders*

Over the weeks, the combination of meetings, the gradual exposure to the data requirements and the assembly of data and the growth of detailed step-by-step procedures (in many cases based on the process map decisions) began to pay off and it became apparent that a full implementation could be made.

By the end of October it was apparent that while far from ideal, sufficient data was ready to be uploaded for the system to go “live”. Other data would need to be added to the system as and when possible. It was assessed that the activity of going “live” with its attendant pressures, training and the necessity for making MP2 work, would give enormous impetus to the project.

Preparatory to going “live”, a number of measures were brought together. An analysis was made, based on the way the process maps and procedures had been written, of which procedures each person within the Company would need to know. Secondly, a series of security set up matrixes, of ever increasing accuracy, were produced. The combination of these pieces of work enabled a large Excel spreadsheet to be constructed that defined the procedures that every person within the company would need to be trained in, to undertake their duties.

With the approval of the Refinery Manager, an intensive 12-day ‘CMMS/MP2 Training and “Go Live” Programme’ was started on 26 October. All persons who would use the system were given intensive hands-on training and talk through, with the aid of a projector, on all the relevant procedures. As Company employees left the training room, they were asked to implement the various procedures and skills they had learnt, immediately.

The Purchasing Manager had one of the biggest jobs on the implementation – and 19 procedures to learn – but he sees the value of MP2 and is still smiling!

The next few days proved very demanding for everyone. Simultaneously, there were large numbers of users on the system all of whom were using the system ‘live’ for the first time and raising Requisitions and Work Requests. In the days that followed, Mydoor Rohit, the Intertec Systems MP2 Consultant, together with the Mario Monteiro, the IT Technician, worked through the many difficulties and minor system adjustments that were necessary as the Company rapidly, literally overnight, found itself the owner of a fully working CMMS system, using MP2.

At the same time Tony Oliver turned his attention to the very large task of updating, printing out and collating the large quantity of procedures to produce 30 Maintenance Manuals, while at the same time monitoring the overall effectiveness of the take-on and transition to CMMS.

Advising Abid Hami in the FRCL Laboratory

To see how CMMS was being absorbed by the Refinery's employees a hit list was created in which any impediment to an effective transition was recorded. The list included technical problems, gaps in training, people being tardy with data inputting or experiencing problems with software, and so on. Within 10 days or so the feeling was that we had turned the corner. A critical mass of users had been created, most persons had achieved basic competence with the system and all had recognised that there was no going back to the manual systems. We had made the transition from manual to computerised maintenance management.

The Final Stages .......

*Producing Programmes, Procedures …. Tony Oliver pictured when the job is about completed*	*Nearing the end of the large task of producing procedures, printing out and collating Manuals*

The system as developed now supports 55 users with principal roles being taken by the Maintenance Manager, Engineering Manager, 4 Superintendents, 5 Engineers, a Purchasing Manager and a Planner, with the overall system now defined in a large FRCL Maintenance Management/CMMS Manual.

There are a number of reasons why the implementation at FRCL was successful.

	First must come the committed approach from both Universal Quality and Intertec Systems in completing what turned out to be a difficult project.
	The second was the commitment of FRCL management to the project and the trust that was eventually put in the CMMS and IT team to complete the MP2 implementation. As time went by the Project Team were given more authority to influence the project implementation.
	Another reason was the regular CMMS/MP2 project team meetings.
	Procedures played a large part in focusing individuals on the precise activities required – on a personal level - and this was especially important on going “live” for the first time.
	A last and most significant factor was the amount of detailed planning and attention to detail that went into the project.

...... and Finally .....
	Fujairah Refinery Company Limited now has all the maintenance functions of Work Requests, Work Orders, Work History, Requisitions, Purchasing, Planning, Scheduling, Employee data, and other work functions, on the CMMS/MP2. system. Universal Quality and Intertec Systems are pleased to be associated with this highly successful implementation.
The Team: Sameer Makhija - Account Manager - Intertec Systems; Joseph Klepac - Refinery Manager, Fujairah Refinery Company Limited; Mydoor Rohit - MP2 Consultant, Intertec Systems; Tony Oliver - Consultant, Universal Quality - Cygnus Systems	*Fujairah Refinery Company Limited - views from the Hajar Mountains*

2. "QUALITY WORLD" ARTICLE - JANUARY 2002


		This article, entitled "Win that Bid" explains that the organisation of a bid response can be viewed as a 'process', which can be broken down into precise stages - which taken together defined a precise methodology. All stages can be tackled in a systematic and structured fashion. Tackling bids in this way enables a consistently high standard of response to the made to all tendering opportunities. The article appeared in "Quality World", the UK's leading quality magazine, in the January 2002 edition.

3. WHAT HAS BEEN SAID.....

.... Tony created a one-day training course, customised to Racal Acoustics. This was delivered to approx 40 staff including provision of individual training couse materials for the delegates.. Brian Cox - Business Improvement and Quality Manager - Racal Acoustics Limited- 21 December 2006.

Tony Oliver worked within Thales from 5 September 2005 to 2 June 2006 – a period of 9 months. His initial work centred on the analysis of the Company’s requirements to meet the FAR Part 145 regulations and writing a comprehensive set of draft procedures to enable the Company to gain Repair Station certification. This task was extended to include work on EASA Part 145, auditing and the training of very significant numbers of personnel in FAR Part 145, EASA Part 145, Human Factors and Form 1 procedures. To these activities, Tony brought: a wealth of experience; a very extensive track record in helping companies to gain approvals; and, an expert knowledge the aerospace /aviation industry and of the various standards, procedures and processes. During his entire time here, Tony worked in a highly effective way, showed the highest sense of commitment and displaying great attention to detail. I would strongly recommend him as a consultant / contractor to assist any company requiring this type of work. Anthony Cullen - Quality Manager - Thales Avionics Limited - 4 July 2006.

I just thought I would send you an e-mail to let you know of our progress with BS EN ISO 9001:2000. Thanks to all your hard work in writing our procedures and the assistance you gave me a few months back, we passed our first audit .... and we are now accredited by BSI and AS9100. ..... and I would like to take this opportunity to thank you for all you did to help us get to where we are. Michelle Tedford - Project and Quality Manager - Aerogistics Ltd - 25 August 2005.

As a result of a recent management review, the General Manager and I considered it appropriate to contact you to express our gratitude for the work carried out during your period of consultancy with us. Although your improvements to the organisation and presentation of our EASA Part 145 Company Procedures was the major contribution, your assistance in general management organisation was also very much appreciated. John Barrow - Quality Manager - SRTechnics easyTech - 22 August 2005

Thank you very much for your excellent training. All your students send you kind regards. Yevgeniy Alupkarin - Project Manager - on behalf of Kuanyshev Yerlan (General Director of ATC) & Sergey Koltsov (Accountable Manager) - Republic of Kazakhstan - 29 June 2005

Eurocontrol Project. During the period December 2003 to May 2004, Tony Oliver completed 59 days consultancy/resource work in the role of Deputy Project Manager in a Flight Data Management Project (TRS078), in which work was undertaken in Belgium/United Kingdom, with Exemplaris Ltd. The task centred on the evaluation and analysis of climb and descent data for 50 most common types of aircraft flying in Europe. In this project Tony utilised his knowledge of quality assurance, project management, ISO 9000, TickIt, risk, configuration management and document control (in both hard copy and electronic environments). In the analysis, reporting stages and the development of the tool stages, Tony’s contribution was in the accurate analysis of climb and descent data, stringent recording and reporting and continuously evaluating the software tool. In the writing of the User Manual/Reference Guide for the Java Tool, Tony untilised his considerable experience in the writing of documented procedures and instructions and produced a very high standard document description on how the initial version of the software was to be used, and which provided a template for further development. Tony performed all these tasks in an exemplary manner and I have no hesitation in recommending him for similar work in the future. John Oliver - Managing Director - Exemplaris Limited - May 2005

Thanks for all your help..... Aerogistics do seem happy with the work you have provided and so I thank you. Simon Dawson - Consultant- Sysco Training LLP - 4 April 2005. (Provided training for Aerogistics Ltd.)

Tony (Oliver) was employed by Thermal Engineering Plc as a Consultant in support of our Quality Control Department from 7th August 2002 to 16th January 2004. Tony joined the Company with a very difficult brief.....to re-write our quality systems to the latest Aerospace quality standards and implement new standards across the business. The majority of our existing procedures were out-dated and related little to our actual working practices. Tony applied his vast experience and knowledge to our Company processes, systems and procedures and almost single-handedly, rewrote the majority of them. He then went on to train, and in some cases, re-train, and regularly assess the relevant members of our Company, including Directors, Senior Management, Business Area Managers and Teams Leaders. Through Tony's leadership, these people were given the skills and confidence to pass on this knowledge to their individual teams, and to carry on the work, so that our systems can be kept up-to-date. It was a pleasure to work with Tony, he always treated everyone he came into contact with with genuine warmth and courtesy, and was professional at all times. Through Tony's efforts, we have taken a giant step towards achieving our quality objectives. I have no hesitation in recommending Tony to any Company who is looking to employ him. Steve Ireland - Managing Director - Thermal Engineering Plc - 14 June 2004.

On this overall project he (Tony Oliver) demonstrated that he is a particularly tireless and energetic worker, who put in long hours to achieve the results and who takes a direct 'hands on' approach........ All the elements of the assignment were very successful. Their accomplishment was very much an indication of the qualities that Tony Oliver, as a consultant, brought to each phase. Joseph Klepac - Refinery Manager - Fujairah Refinery Company Limited, United Arab Emirates - 13 January 2003.

Tony was highly regarded by everyone at Lotus and PBSL, and always took on the tougher bids, .... His win rate was outstanding, running at about 90%. ......... The key elements that Tony brings to the bid are experience, maturity, dedication and commitment to getting the job done, whatever the cost in time and effort. PBSL would recommend Tony to anyone seeking these qualities in Bid Management or other similar role. Chris Whyatt - Director - Practical Bid Solutions Limited - September 2001.

Tony Oliver - A special mention should go to Tony who must have booked more hours than most of us in a week over a 3 day period. Tony is wholly responsible for the high quality of the submission, and, looking back, his contribution stands out as outstanding. Colin Western - Territory Manager - IBM Software Business - 23 July 2001.

Tony Oliver worked with enormous energy and dedication during his time with the Company making improvements in the Quality and Management Culture necessary to achieve the new European Standard for Commercial Air Transport Engineering - JAR 145. ..... He is a quality visionary with a real sense of mission, and can be considered as an expert in the TQM field. D A Lambert - Head of Personnel - Air UK - December 1995.

You (Tony Oliver) gave a new light to the Quality Procedures, one, we all, ....hope to follow for many years to come. .... I know that whoever has been lucky enough to employ you will have one of the most professional and dedicated people I have had the privilege to work with. R A Stephens - Chief Executive - HE Limited - 22 October 1992.

4. CAPABILITIES DOCUMENTATION

If you wish to see further documentation outlining Universal Quality's capabilities, click each thumbnail to see the full-size document, then use your Web browser's Back button to return to this page.

Documents are:

Documents indicating Capabilities .........
Profitability and Approval - Competitiveness	Problem Solving - This Is the Business We are In	Quality Is Profitable	Introducing Universal Quality (Russian Version)
You Have a Problem?	Maintenance and Manufacturing	PRINCE	Phases of Assignments

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