Cerapedics, a global bone-graft technology company, was facing a significant challenge in managing their inventory of over 750 spare parts. The company needed a system that would allow for efficient and strategic spare parts management. The existing system was time-consuming and labor-intensive, with workers spending valuable time navigating the inventory to find the right part for the right equipment. The company recognized the need for part tagging, location tracking, and a central organizing system for the storeroom. The challenge was to develop a system that would not only streamline the process but also ensure that critical spares were readily available during maintenance emergencies.

NARENCO, a renewable energy corporation, designs, develops, builds, and operates utility-scale solar installations. They manage over 4,000 assets installed at 36 customer sites. However, their previous computerized maintenance management system (CMMS) was too restrictive and could not adapt to their needs. This led to resistance from their technicians who had already experienced a failure with the previous system. Another challenge was the complexity and uniqueness of their maintenance operations. NARENCO operates and maintains 36 solar sites, but does not own all of them. This presented complexities in terms of contracts, reporting, inventory, and more. Therefore, they needed a highly configurable CMMS that could meet their unique needs.

Braserv Petróleo, a Colombian oil and gas support services company, experienced rapid growth from 2016 to 2018, expanding from four rigs to 15 across several high-production oil fields. With this expansion, the company faced the challenge of maintaining the reliability of their critical assets, which included their workover and well servicing unit, drawworks, hydraulic winch, traveling block, mud pumps, BOPs, and choke manifold. Any failure of these assets could result in high costs due to lost production time and emergency maintenance expenses, as well as potential risk of injury to personnel. About 20% of all Braserv assets were considered critical, necessitating a reliable solution to mitigate risk and avoid unplanned downtime. The company had previously attempted to use another maintenance management system, but it failed to meet their needs.

HEXPOL Compounding Americas (HCA), a custom rubber manufacturer with 16 locations throughout the U.S. and Mexico, faced a significant challenge in standardizing their maintenance and operations across all sites. The company's rapid growth, partly through acquisitions, made standardization a top priority. The sites, while decentralized, needed to coordinate among themselves. The company sought a solution that would allow them to implement preventive and predictive maintenance standards to meet the exact requirements of the automotive industry. They also needed a system that could help them standardize their maintenance operations, send weekly and monthly reports to the Managing Director of each site, and implement audits to ensure each site is following best practices.

The Jack Daniel Cooperage, a facility that produces thousands of barrels per week for Jack Daniel’s and other brands within Brown-Forman, faced a significant challenge in maintaining its state-of-the-art barrel-making equipment. The maintenance and engineering manager, Martin Nelson, and his team of 18 technicians were tasked with ensuring the facility remained operational and met Jack Daniel’s exacting standards. The team used eMaint CMMS software and two types of vibration sensors from Fluke Reliability to monitor their equipment. However, they needed a more efficient way to generate work orders when their equipment exceeded temperature and vibration thresholds. The challenge was to improve their preventive maintenance and transition into predictive maintenance. The cooperage also had an extensive dust collection system that required meticulous attention to detail and a strong commitment to asset management.

Advanced Atomization Technologies, a joint venture between GE Aviation and Parker Hannifin, was facing a significant challenge in managing their maintenance program. The company, which produces fuel nozzles for GE Aviation jet engines, was dealing with an overwhelming number of work orders, often exceeding 500 a month. The maintenance team was struggling to keep up, resulting in an average of 12 to 14 hours of overtime per week per technician. Despite this, the overall uptime remained at an average of 80%. The company had tried several different Computerized Maintenance Management System (CMMS) platforms over the years, but none provided the comprehensive solution they needed. The goal was to find a software that could minimize reactive work orders, eliminate overtime, and maximize asset uptime.

Asahi Kasei Plastics North America, a leading plastics compounder, was facing several challenges in managing preventive maintenance across its multiple facilities in Fowlerville, Michigan, and Athens, Alabama. The company had to manage around 2,000 assets, including extruders, feeders, hoppers, and plant support equipment. The plant support equipment was critical as it serviced multiple lines, and its downtime could halt multiple production lines. The company needed a Computerized Maintenance Management System (CMMS) that could seamlessly manage multiple plants on one system. Another challenge was customer audits. Asahi Kasei's customers needed assurance that equipment was being properly maintained and that critical spare parts were available in case of a failure. The company was looking for a more streamlined alternative to pencil and paper to manage preventive maintenance on their equipment.

Gee Whiz, a producer of Washington apples and cherries, was facing significant challenges in managing its maintenance operations. The company manages over 1,000 assets across its orchards and facilities, including trucks, tractors, and nearly 100 homes for on-site workers. The maintenance team often had to work on the go, traveling long hours to visit ranches with unreliable internet connections. Upon the arrival of a new maintenance administrator, it was discovered that the company was still relying on paper work orders, which was inefficient and time-consuming. Tracking these work orders, especially in the field, was a significant challenge. The company was also struggling with insufficient asset management, with problematic assets like a concrete mixer that constantly broke down going unnoticed due to lack of proper tracking.

NEXT, a UK-based retail company, operates a network of 17 specialized retail warehouses, each catering to different types of products. The company faced a significant challenge in centralizing and streamlining their operations across these warehouses. Prior to implementing eMaint, the warehouses were essentially run independently, with operations managed locally via spreadsheets. This lack of centralized management led to a lack of shared experiences and knowledge across the warehouses. Another challenge was the lack of complete Wi-Fi coverage in the large distribution centers, which made it difficult for the engineering team to work seamlessly both online and offline. The first implementation of eMaint coincided with the pandemic lockdown restrictions and Brexit, adding to the complexity of the situation.

Watco, an international transportation and logistics services company, faced significant challenges in managing their complex operations. They owned thousands of assets, including locomotives, rail cars, and other heavy equipment, spread across nearly 200 locations. Each location had its own critical assets, which varied from site to site, and numerous internal teams focused on different elements of the transportation system. This complexity made reporting a major challenge, especially as they were using paper documentation to record engine hours and odometer readings. These paper reports were collected manually from bins around the site, a process that was not only time-consuming but also prone to error. While they were using Teletrac fleet sensors for GPS tracking, inspections, and electronic logs, they lacked a centralized system to track, manage, and act on this data.