Abstract: Quaker Oats has been an icon in Cedar Rapids, Iowa (US) since 1901. In 1979, Quaker sought a system for the storeroom function and purchasing department, and selected
CHAMPS. In 1991, the company implemented the
CHAMPS maintenance management functionality. Its internal team interfaced
CHAMPS with the existing accounts payable system, for seamless data transfer between the maintenance and accounting departments.
PubDate: 11/6/2006 9:46:00 AM
Abstract: St. Marys Paper Ltd. is a pulp and paper mill located in Sault Ste. Marie, Ontario (Canada). In 1989, it implemented a CHAMPS computerized maintenance management system (CMMS) to help reduce costs and improve efficiencies. In 1998, St. Marys decided to investigate potential vendors for a maintenance system upgrade. After reviewing several vendors, the mill again turned to CHAMPS.
Abstract: Using our EAM Evaluation Center, we compared Mincom Ellipse, CHAMPS, and IFS head-on. For the overall rankings, we looked at the vendors in two basic configurations: with back-office (HR and financials) functionality, for a total of eight main modules, and without, for a total of six main modules. To eliminate any chance of bias, and to ensure a level playing field, all 3,146 criteria comprising the modules and submodules in the EAM request for information (RFI) were given equal weight and priority.
Abstract: The main purpose of lockout/tagout (LOTO) procedures is to prevent accidents, save lives, and protect equipment from extensive damage. But it’s important that these procedures don’t become routine—in fact, you should consider how you can improve work safety to prevent errors and eliminate accidents. Learn how an automated lockout and tag out solution can help improve processes, and provide business and financial benefits.
Abstract: Many large organizations today survive and are even successful without the aid of computerized maintenance management systems (CMMS). Those who would argue the point are CMMS users, sellers, or developers. But some that have purchased a CMMS wish they had never even heard of the acronym. Do you know what steps you need to take in order to make sure a CMMS disaster doesn’t happen to you?
Abstract: SSA GT has mostly achieved its most imminent and important goal of enticing existing BPCS customer base to stay on their maintenance contracts. Vendors vying to be replacement solutions for the BPCS ERP system could be in for a bigger hurdle than expected.
Abstract: The varied product portfolio now under the SSA GT banner will take serious pondering and soul-searching and may likely act as a distraction from SSA GT's primary BPCS product strategy. While SSA GT's gallant attempt to regain credibility in the industry is noteworthy, it still has much more catching-up to do, with the market keeping a close eye on its execution.
Abstract: With a flurry of alliance making activities, SSA GT is executing a strategy to save the company from oblivion by extending the value proposition to existing customer base. SSA GT seemingly intends to achieve its all-round product portfolio and implementation approach through in-depth strategic partnerships with specialized application providers. There are significant differences however between SSA GT's and other vendors (for example, Baan's or Ross Systems') comeback approaches.