AI Doesn’t Turn a Wrench – How EAM Delivers Real Value

What about your EAM provides value? 

By Robert Jaques, Delivery Executive and EAM Subject Matter Expert 

Enterprise Asset Management (EAM) systems have evolved from simple work order tracking systems to powerful, integrated platforms that help organizations manage the full lifecycle of their assets. From IoT-enabled sensors that detect equipment failure before it happens, to AI-driven forecasting for capital planning, modern EAM systems can be a game-changer for operational efficiency and cost savings. 

For those of a certain age, the term AI usually brings references to Cyberdyne Systems and SkyNet.  As of now, we don’t have squads of humanoid robots out in the field repairing and maintaining equipment, and for us, that’s a good thing.  On the other hand, AI systems can radically increase the value from an EAM implementation. 

But exactly HOW is this value delivered?  Given that the EAM system doesn’t actually perform maintenance work, at least not yet, how do you gain value from implementing an EAM?  A key element is providing information that enables better decisions, at all levels of your organization.  Here are three drivers of value from an EAM system implementation that aren’t part of the computer.

1. Changing the way work gets done.

The old days: Technicians get a work order, find the location of the job, determine what tools and materials are needed, visit the warehouse to (hopefully) collect the materials, return to the job location, and complete the job.  This assumes they are not interrupted by more urgent jobs, and that the materials are available. 

Implementation Opportunities: A system implementation is an opportunity for front line technicians and tradespeople to point out improvement opportunities, particularly around providing information on a Work Order.  Special tools, safety requirements, materials, and things to look out for are typically stored on sticky notes, notepads, and in the technician’s memory.  Conduct “as is” and “to be” workshops to gather this key information, and review results with those who actually do the work. 

Key Outputs: 

• Job specific tools, safety requirements, materials, and other information should be provided on the Work Order form for all to see. 
• Job plans should specify the steps to complete the job in the order they should be done.  Most systems include interlock capabilities, so the task for the machinist to repair the pump can’t be started until the task for the electrician to disconnect the motor. 

2. Timely, actionable information for decision making

The old days: Paper work orders may or may not get returned, and if they are, they are crumpled and stained with grease and/or coffee.  Rapid cycle activities, such as weekly PM’s are often lost or mis-matched with dates. Monthly reporting is often out of date before it is compiled. In one previous role, I received my monthly budget/actual report 45 days after month end. In other words, I found out my January expenses on March 15, so I had 15 days to make adjustments before the end of the quarter, and I didn’t know how February went yet. 

Improvement Opportunities: EAM systems with mobile devices allow near-real-time updates on the status of Work Orders. When combined with a critical analysis of your operating equipment, the system can provide timely information about PM tasks that are past due and prioritize the information by the criticality of each piece of equipment.  This allows managers to redirect resources almost instantly when schedules start to slip. 

Key Outputs: Regular reports of timely and actionable information. No more reviewing WO’s from two months ago–see what was done yesterday, and take action for tomorrow.  Some key measures to review regularly: 

• Work backlog by trade (with real time adjustments for holidays, vacation, and sick time) 
• Past Due PM’s by Criticality–if your mission critical assets need attention, you should know that sooner rather than later. 
• Schedule Compliance–scheduled work is more efficient and less costly than unscheduled work, so tracking this measure allows focus on the schedule and therefore your costs. 

Modern EAM systems with mobile devices allow collection, analysis, and reporting of these measures on a near-real-time basis (“near” because every facility has different levels of connectivity – technicians working underground or far afield may not have direct connectivity until the end of the workday).

3. Focus on Assignment and Execution.

The Old Way: Supervisors handed paper WO to technicians, then spent the rest of the day chasing parts, figuring out what new problem disrupted their schedules, planning that job, and chasing technicians to reassign them to the latest problem. 

Improvement Opportunities: Working with the frontline staff, identifying the key tasks, materials, tools, safety requirements, and other details of each job. Once that information is stored in the EAM system and incorporated into every WO issue, supervisors can focus on their key role in the IPSAEDR (Identify, Plan, Schedule, Assign, Execute, Document, and Review) process. They can assign work to the right person, follow up on the execution of each job, and ensure key findings are documented in the EAM system for future review. 

Key Outputs: 

• Core information is recorded centrally in the EAM and included on every Work Order. 
• Supervisors don’t have to chase parts–parts are listed on the WO and should be issued as a kit to the technician doing the job. This makes everyone more efficient – technicians focus on the repair, supervisors focus on supervising, and the warehouse focuses on getting the parts put together. 
• Technicians focus on execution – the work is scheduled in advance, so operations have prepared the equipment the night before.  The parts are known, listed, and kitted before the job is scheduled.  Any key requirements are plainly shown on the Work Order, along with any  
• Reinforce training with management follow up, refreshers and ongoing communication. 

Final Thoughts 

AI will be a powerful tool to help your asset management function in the long run, but in the initial stages of an EAM implementation, your efforts should focus on changing the way work is done, providing timely, actionable information to management, and focusing on assignment and execution of the work. Our next post will discuss where AI can truly help, such as gathering, analyzing, and summarizing your asset datasheets, O&M Manuals, and recommended PM schedules and spare parts lists. 

At SDI Presence, we’ve helped municipalities, utilities, higher education institutions, and enterprises implement EAM systems that actually deliver on their promises. Our approach combines strategic planning, technical expertise, and change management to ensure your organization avoids costly mistakes and achieves sustainable success. Ready to get started? Contact us today to talk about your EAM goals.