GEM provides design, construction, and maintenance services to maximize customer return on facility investments. It has single source responsibility from design through construction. GEM has self-performance capabilities across multiple trades allowing for fast-track project completion. It also offers integrated energy solutions including facility management and building control systems to improve efficiency and reduce operating costs. Customers highlighted include Penn National Gaming, BASF Corporation, and The University of Toledo.
Using the CMMI-SVC to Transform an Organization into a High-Functioning, Cust...Henry Schneider
As a company grows and matures from a startup entrepreneurial venture to a sustainable corporation, the departments and company services that begin as good ideas expand and evolve to support the company’s growing business. Many times these services simply develop without any strategic vision resulting in institutionalized behaviors that are incompatible with the company’s business goals and objectives. Consequently, the transition to a larger corporation becomes a challenge. A notable example is a company’s Engineering Services Department.
When people think of Engineering Services, the Customer Support or Help Desk team is what first comes to mind. However, other services such as Product Training, Field Services (product installation and troubleshooting), and Engineering Sales Support may be provided as well.
As a product development company begins selling product, the Customer Support function becomes one of its first service offerings whether or not it recognizes it as such. In addition, it is natural for the focus of the Customer Support function to be on pleasing their customer base, as many sales are contingent upon repeat business and word of mouth until the company and its product line become established in the marketplace. Nevertheless, without a clear idea of its charter and strategic direction to support business growth and identify new markets and service offerings, the Customer Support Specialists focus instead on supporting their customer base on non-company and non-product issues and questions that consume internal resources without any tangible benefit to the company. Once a company starts banging its head on the “glass ceiling” as it attempts to grow, the leadership may recognize that its current Engineering Services approach does not support its strategic business goals and objectives.
In these circumstances, the company is not necessarily interested in implementing the CMMI for Services (CMMI-SVC) and becoming appraised to either Maturity Level 2 or Maturity Level 3. However, by using the Continuous Representation, the CMMI-SVC can provide the needed guidance to help a company restructure and reorganize its Engineering Services approach in order to become a profit center or revenue generating function.
In this presentation, we will present a case study for OMNI Flow Computers, Inc., a company that specializes in the design, development, and manufacture of panel-mount multi-run, multi-tasking liquid and gas flow computers, and field-mount, hazardous area controllers/RTUs for liquid and gas custody transfer metering systems. The challenge facing OMNI was to develop its Engineering Services Department into a high-functioning, customer-driven profit center. OMNI’s Engineering Services Department consists of three groups: Customer Support, Training, and Engineering Field Services. Customer Support handles customer questions, concerns, and issues. The Training group provides training on the OMNI product line to its customers and users. Engineering Field Services provides on-site troubleshooting services on an as-needed basis.
As the Training and Engineering Field Services groups were recent additional capabilities, Customer Support presented the biggest obstacle to overcome. Noted management consultant Peter Drucker declared several years ago that Quality in a service or product is not what you put into it. It is what the client or customer gets out of it. Moreover, an obstacle to achieving this objective was one of the core challenges faced by the department: developing an appropriate customer focus and developing new service offerings. A major reason for these challenges is the nature of OMNI products. OMNI's customers integrate their products into custody transfer systems that involve a wide variety of large-scale hardware and electronic equipment from other manufacturers. OMNI’s customers usually develop and commission these systems for their clients and end users. Therefore,
IHS Webcast - Navigating Today’s Global Regulatory Environment Tevia Arnold
Regulatory experts from Tech-Clarity and IHS discuss recent research around the complexity of the global EHS compliance environment and provide best practices in navigating the ever-changing regulatory and product stewardship landscape.
Using the CMMI-SVC to Transform an Organization into a High-Functioning, Cust...Henry Schneider
As a company grows and matures from a startup entrepreneurial venture to a sustainable corporation, the departments and company services that begin as good ideas expand and evolve to support the company’s growing business. Many times these services simply develop without any strategic vision resulting in institutionalized behaviors that are incompatible with the company’s business goals and objectives. Consequently, the transition to a larger corporation becomes a challenge. A notable example is a company’s Engineering Services Department.
When people think of Engineering Services, the Customer Support or Help Desk team is what first comes to mind. However, other services such as Product Training, Field Services (product installation and troubleshooting), and Engineering Sales Support may be provided as well.
As a product development company begins selling product, the Customer Support function becomes one of its first service offerings whether or not it recognizes it as such. In addition, it is natural for the focus of the Customer Support function to be on pleasing their customer base, as many sales are contingent upon repeat business and word of mouth until the company and its product line become established in the marketplace. Nevertheless, without a clear idea of its charter and strategic direction to support business growth and identify new markets and service offerings, the Customer Support Specialists focus instead on supporting their customer base on non-company and non-product issues and questions that consume internal resources without any tangible benefit to the company. Once a company starts banging its head on the “glass ceiling” as it attempts to grow, the leadership may recognize that its current Engineering Services approach does not support its strategic business goals and objectives.
In these circumstances, the company is not necessarily interested in implementing the CMMI for Services (CMMI-SVC) and becoming appraised to either Maturity Level 2 or Maturity Level 3. However, by using the Continuous Representation, the CMMI-SVC can provide the needed guidance to help a company restructure and reorganize its Engineering Services approach in order to become a profit center or revenue generating function.
In this presentation, we will present a case study for OMNI Flow Computers, Inc., a company that specializes in the design, development, and manufacture of panel-mount multi-run, multi-tasking liquid and gas flow computers, and field-mount, hazardous area controllers/RTUs for liquid and gas custody transfer metering systems. The challenge facing OMNI was to develop its Engineering Services Department into a high-functioning, customer-driven profit center. OMNI’s Engineering Services Department consists of three groups: Customer Support, Training, and Engineering Field Services. Customer Support handles customer questions, concerns, and issues. The Training group provides training on the OMNI product line to its customers and users. Engineering Field Services provides on-site troubleshooting services on an as-needed basis.
As the Training and Engineering Field Services groups were recent additional capabilities, Customer Support presented the biggest obstacle to overcome. Noted management consultant Peter Drucker declared several years ago that Quality in a service or product is not what you put into it. It is what the client or customer gets out of it. Moreover, an obstacle to achieving this objective was one of the core challenges faced by the department: developing an appropriate customer focus and developing new service offerings. A major reason for these challenges is the nature of OMNI products. OMNI's customers integrate their products into custody transfer systems that involve a wide variety of large-scale hardware and electronic equipment from other manufacturers. OMNI’s customers usually develop and commission these systems for their clients and end users. Therefore,
IHS Webcast - Navigating Today’s Global Regulatory Environment Tevia Arnold
Regulatory experts from Tech-Clarity and IHS discuss recent research around the complexity of the global EHS compliance environment and provide best practices in navigating the ever-changing regulatory and product stewardship landscape.
Course on Regulation and Sustainable Energy in Developing Countries - Session 9Leonardo ENERGY
Session 9 is devoted to Energy Services Companies (ESCOs). First, it introduces the Energy Performance Certificates concept and EPC contractual approaches. Then, it presents the need for measurement and verifications (M&V). It presents different ESCOs models:
the utility-based ESCOs with the cases of Croatia and Uruguay;
the Governement-based ESCO with the case of India;
the private sector ESCO with the case of China.
It concludes with the examples of institutional development schemes in Tunisia and Ivory Coast.
Putting The Green Supply Chain In Context Ahma Webinar December 2009GXS
A webinar delivered to the American Hardware Manufacturers Association (AHMA) Hardlines Technology Forum Group in December 2009 by Steve Keifer of GXS and Bryan Larkin of Digital Management
Opportunities For Existing Buildings - Deep Cut EmissionsMichael Skelton
This paper investigates the opportunity,
costs and benefits of making deeper cuts
than the minimum of 25% of greenhouse
gas (GHG) emissions by 2020 (as
required in the Bali Road Map) in the built
environment.
eFM is a leader in integrated solutions for Real Estate Management leveraging its
competence, experience and innovation. Its successful vision is based on sharing excellent
results with its Clients
Course on Regulation and Sustainable Energy in Developing Countries - Session 9Leonardo ENERGY
Session 9 is devoted to Energy Services Companies (ESCOs). First, it introduces the Energy Performance Certificates concept and EPC contractual approaches. Then, it presents the need for measurement and verifications (M&V). It presents different ESCOs models:
the utility-based ESCOs with the cases of Croatia and Uruguay;
the Governement-based ESCO with the case of India;
the private sector ESCO with the case of China.
It concludes with the examples of institutional development schemes in Tunisia and Ivory Coast.
Putting The Green Supply Chain In Context Ahma Webinar December 2009GXS
A webinar delivered to the American Hardware Manufacturers Association (AHMA) Hardlines Technology Forum Group in December 2009 by Steve Keifer of GXS and Bryan Larkin of Digital Management
Opportunities For Existing Buildings - Deep Cut EmissionsMichael Skelton
This paper investigates the opportunity,
costs and benefits of making deeper cuts
than the minimum of 25% of greenhouse
gas (GHG) emissions by 2020 (as
required in the Bali Road Map) in the built
environment.
eFM is a leader in integrated solutions for Real Estate Management leveraging its
competence, experience and innovation. Its successful vision is based on sharing excellent
results with its Clients
Simon Mainwaring shares his slide presentation from iStrategy 2012 on How To Use Social Technology to Powerfully Grow Your Reputation, Customer Community, and Profits. Enjoy!
http://www.WeFirstBlueprint.com
connect to the cloud presentatie voor itsmfJan Iedema
Op 22 november vond het ITSM congres plaats over innovatie en verandering. Deze preso heb ik gebruikt in mijn verhaal over cloud en de organisatie verandering die daarvoor noodzakelijk is.
Insights into facilities management Issue 4Grant Thornton
Issue 4 of quarterly facilities management update including key sector deal activity and Quoted FM tracker. In Issue 4, alongside our regular features, our experts give an overview of the challenges and opportunities of Healthcare as a vertical sector for FM organisations.
IBM Smarter Buildings: Detailed Overview Steve Cole
IBM celebrated its Centennial in 2011. It gave us the opportunity to reflect on what it takes to be a great company and a great brand. To do that, we remain committed to being a leader in the markets we serve….. and a company that operates on a higher standard than just what is required by law or regulation… A company that continuously reinvents itself and creates offerings that have a positive impact on our planet. And nowhere is this more important than innovations that deal energy efficiency in buildings.
This Smarter Buildings presentation illustrates the real business value of doing more with less ways that benefits the economic, operational and environmental strategies of your organization. This represents IBM’s perspective on smarter buildings, one that will introduce you to 5 key project areas you may not have thought of when you think of a "smarter building".
Our Smarter Buildings discussion presentation will illustrate the real business value of doing more with less in a way that benefits the economic, operational and environmental strategies of your organization.
http://www.hcltech.com/engineering-rd-services/overview~ More in Engineering& RnD Services
There is predominant gap in an investor's expectations and the actual characteristic of a product's value life cycle. In the absence of an intervention, product value declines over time. New and adjacent products have to accommodate the slack which results in a potential fall in market share as the product becomes less competitive. HCL's propositions such as tear down analysis and BOM optimization, extending product life cycle & end-of-life support and GTM for emerging markets are tailored to help you perform better value engineering.
In today's economy there is a driving need to cut costs. Yet the uncertain and changing environment makes business agility more critical than ever. To successfully address both these challenges companies must reduce maintenance costs and lead times for their existing mainframe systems and core application portfolio. They need to find ways to renovate the right pieces of their existing applications. Minimizing risk by retaining the majority of the code, yet reducing maintenance costs and improving agility by modernizing critical components. Service-Oriented Architectures deliver the framework to successfully transform core IT assets, and companies are rightfully embracing the approach. But more is needed.
This presentation covers applying Decision Management, SOA and Business Rules Management Systems to renovate your existing applications. Used together these approaches dramatically reduce maintenance costs and increasing business agility. You will see how to use the techniques and technologies to identify critical components, externalize them and make them easier and cheaper to manage and change. Illustrated with real customer stories, this webinar will show you how to increase agility and reduce costs.
Michigan Energy Forum - Lighting - October 4, 2012AnnArborSPARK
Energy efficient lighting could be the next big thing for investors and manufacturers in Michigan. Lighting efficiency upgrades are estimated to yield 20 times the ROI as compared to other energy investment alternatives. Michigan is projected to invest $270 million annually in energy efficiency projects by 2015. Come to the Michigan Energy Forum to learn how businesses and organizations are working to make Michigan the industry leader in energy efficient lighting.
Salmon's presentation given at a half-day advisory seminar and networking session designed for Rackspace eCommerce clients and prospects, eCommerce software partners and web design partners.
Energy finance for building retrofits: Energy Performance Contracting UKdrpaulfisher
An introduction to Energy Performance Contracting in the UK:
- What is an EPC
- Benefits & Challenges
- Energy efficiency financing
- What is the process
- How to select your ESCo
- The importance of Monitoring and Verification
How to Select High Impact Use Cases to Drive a Successful Network Automation ...Itential
As organizations engage on their initiatives to deliver network automation at scale, the prioritization of use cases becomes an essential component to maximize and sustain delivery of benefits to the business. Automating large use cases can have a huge impact, but the time and cost to automate those cases means that benefits will take time to manifest. “Low hanging fruit” use cases can show quick success, but the benefits on their own may be modest. This raises a critical question – How do organizations select the network automation uses cases that provide the most impact?
In Itential’s experience working with hundreds of service providers and enterprises across the world to automate their networks, their team of automation experts has gained first-hand experience in the evaluation, implementation, and execution of thousands of network automation use cases.
Explore what goes into successful use case selection such as:
• The process you should take when selecting the use cases that will drive the most impact to your business.
• The most popular use cases organizations like yours are starting with.
• How to weigh the benefits of tackling low-hanging fruit vs. making big bets.
How to Select High Impact Use Cases to Drive a Successful Network Automation ...
Who is GEM, Inc.
1. We Design.
We Build.
We Maintain.
Maximizing customer return on facility and
process investments through design, build
and maintenance contracting and consulting
2. Design. The GEM Difference
GEM has Single Source
Responsibility
We manage all phases of project pre-construction:
o Site consulting
o Design coordination/value engineering
o Budget/cost analysis
o Estimating
o Scheduling
o Bidding/bid packaging
3. Design. The GEM Difference
GEM has Single Source
Responsibility
Guaranteed Maximum Pricing.
Exceeding On-staff multi-discipline experts.
Customer Extensive budget planning in the pre-construction phase.
Volume buying power.
Expectations
Fast-Track Project Completion for Minimum Downtime.
through…
GEM manages all contractors.
Streamlined bid and award process.
Management of master construction schedule.
4. Design. The GEM Difference
John
Owner/Customer
Penn National Gaming
Hollywood Casino
Toledo, OH
Scope of Work
380,500 square feet indoor space and 1.1
million square feet of parking
Structural steel erection –
3.2 million pounds of steel
All mechanical contracting
All electrical contracting including 2 million
feet of wire; 1.5 million feet of
communications cable
Managed 2,000+ craftspeople
5. Design. The GEM Difference
Owner/Customer
BASF Corporation
Elyria, OH
Scope of Work
Installation of solid
distribution equipment and
rigging assembly at Elyria, OH,
lithium battery plant
Renovation of existing R&D
facility for new lab and pilot
plant in Beachwood, OH
6. Build. The GEM Difference
GEM has Self-Performance
Capability
We directly hire, train and employ the most skilled
craftspeople from multiple trades:
o Electrical
o Mechanical
o Machinery Installation
o Boiler
o Steel Fabrication
o Structural Steel Erection
7. Build. The GEM Difference
GEM has Self-Performance
Capability
Exceeding Small company response time with
the resources of a large company.
Customer
Customer processes and facilities are up and
Expectations running quickly and safely for the lowest
through… overall investment whether it’s a planned
shutdown, a new project or an emergency
repair.
8. Build. The GEM Difference
Owner/Customer
PRO-TEC
Leipsic, OH
Scope of Work
454,000-square-foot building
to house continuous annealing
line process
9. Maintain. The GEM Difference
Integrated energy productivity
solutions for your business
Exceeding Optimizing the efficiency of your
facility for reduced lifetime operating
Customer costs.
Expectations We believe that companies focused on energy
through… productivity will gain a competitive advantage
in their marketplace.
10. Maintain. The GEM Difference
Integrated energy productivity
solutions for your business
Our services let you focus
on your core business,
while reducing HVAC
costs by 20% or more and
Facility management, budgeting, extending the life of your
construction management, scheduled existing equipment.
inspections, minor repairs HVAC systems
preventive maintenance, installation,
repair and retrofit, start-up and
commissioning
11. Maintain. The GEM Difference
Integrated energy product and service
solutions for facility operations
Implementing
recommended energy
conservation measures
lowers your utility bills
Energy program and strategy
development, assessments, and sets a plan for future
benchmarking, measurement & savings – resulting in
verification, supply-side procurement increased profitability.
and management, demand-side load
reduction
12. Maintain. The GEM Difference
Integrated energy productivity
solutions for your business
Our building control
automation expertise improves
your facility’s comfort and
reduces utility costs. Web-
Building control systems design, based systems interface adds
retro-commissioning, installation project convenience and time savings
management, integration with existing for operations staff who can’t
systems for remote trouble shooting and be on-site 24/7.
service diagnostics
13. Maintain. The GEM Difference
Integrated energy productivity
solutions for your business
With ReliaFlex, your
business has decreased
reliance on the utility
grid and lower risk of
ReliaFlex® advanced power systems
disruption for mission
with microtubine technology reduce
electricity purchases by 20-60%, critical facilities requiring
increase reliability of critical electrical power redundancy, all of
systems and help meet energy and which contributes to
sustainability goals. Each system is increased profitability.
designed for the specific combined heat
and power needs of the customer.
14. Maintain. The GEM Difference
Owner/Customer
The University of Toledo
Toledo, OH
ReliaFlex® modular unit built in
a significantly shorter timeframe
with no costly infrastructure
changes or disruptions to
adjacent building.
Components and benefits:
Hybrid UPS Capstone Turbines
Free Chilled Water
Continued operation during long
blackouts