Time to stop looking at the rear-view mirror


Enterprises are replacing history-oriented maintenance with maintenance that looks ahead.

Jouko Kiiveri

Enterprise Asset Management and Service Business Director, Vincit

Emil Ackerman

Managing Director, Quva Oy


A smart system learns from history which helps it manage the risks in the near future. It is not intended only for increasing cost-efficiency but also for developing new business models.

Devices and machinery produce increasing amounts of data from their own operations. The enterprise resource planning system (ERP) utilizes this data either replacing or complementing the traditional, manually entered data. Modern systems fulfil two contradicting requirements – they have versatile functions, yet their user interface is simple. Artificial intelligence and the interpretation of text and images produce enriched content for the ERP system.

“There is more data, it is more reliable, more accurate and part of it is completely new. We gain more content to run the daily maintenance and to support decision-making. Increased data helps to move on to a more proactive life-cycle management. However, it must be possible to access the data at just the right time with a single search from various external information systems as well. Securely utilizing the gathered data outside of the organization is a challenge that is currently being solved,” tells Jouko Kiiveri, Enterprise Asset Management and Service Business Director at Vincit.

“It is important to define the questions which the data should answer; what kind of data would help making better decisions. Only then we can find out whether or not there is enough relevant information in the current data or do we need new sensors,” adds Emil Ackerman, Managing Director at Quva Oy and the president of an industrial data committee of the Finnish Maintenance Society, Promaint.

Managing the entire life-cycle

“The life-cycle management should be started already when planning the factory. Often the data gathered at the planning phase does not transfer to the systems, however, and the life-cycle management must be started from scratch,” Kiiveri reminds.

“When procuring an ERP system, the management should consider how the enterprise and its needs will change within the next five years, for example. Expertise is required of the project managers of both the buyer and the seller. A utilization project of six months can turn an operative period of fifteen years useless or make it exceptional. Both project managers must have adequate authorization as well,” Kiiveri continues.

Maintenance and ERP as services

Enterprises have been outsourcing maintenance for a long time already. Nowadays an increasing number of enterprises procure their ERP systems on a SaaS basis (Software as a Service).

All data cannot and should not be received by the ERP system. Various IoT (Internet of Things) and calculation platforms convert the data that, for example, the machinery produces at minute intervals to packages which the system can process.

“When we utilize the predictive benefits of data analysis, we no longer lag two steps behind; instead, we will be one step ahead. Data helps enterprises start acting proactively. In addition, data enables the use of tacit knowledge by the entire organization,” Ackerman summarizes.

Quva Oy

Business ID: 2348506-3

Address: Aleksanterinkatu 23 15 C
33100 Tampere, Finland

Electronic invoice address: 003723485063

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