Implementing A Calibration System – How To Overcome The Common Pitfalls
Why talk about calibration system implementation? Isn’t it enough to focus on comparing equipment and software feature lists?
The reason is that a calibration system implementation is only about 20 to 30% technology, the rest is business culture and process. Calibration system implementation is also very time- and resource-consuming – the risk of failure is high. Typically, a calibration system implementation involves many different functions and departments within an organization and takes a long time to complete. (Read More)
Why implement a new calibration system
An efficient, modern, automated, computer-based calibration system, and related processes, have many benefits, this kind of system will saves money by reducing the costs of calibrations. The most significant savings are accrued when getting rid of the paper-based calibration system; electronic record keeping is more effective and it’s possible to get rid of manual recording of calibration results in the field by using documenting calibrators. Calibrate less, because the system can help to concentrate on the most critical calibrations and avoid unnecessary calibrations.
Using electric record-keeping and documenting calibrators, the errors common in manual entries can be avoided. This will help to ensure compliancy with quality system and regulatory requirements.
Why focus on the implementation process instead of product features
Often the components of the calibration system (software and calibrators) are selected and compared based on their features and functions only. However, even the components with the best features will not automatically change the way of working.
The implementation is a very time- and resource-consuming operation, and the risk of failure is therefore high. These facts need to be taken into account when implementing a new system.
Many companies have experience with ERP, accounting and other system implementations, but most often it is the first time the company/people implement a calibration system. This will increase the risk of failure.
Typical failures in IT project implementations include overruns of costs and schedule. Also, the expected benefits are not always obtained. Often, dissatisfaction is caused by the incapability of the system vendor/supplier to support the implementation process with required services and documentation.
1. Features – functions - price arms race
It is good to remember that the software that has the longest list of features and functions is not necessary the best. Also, the cheapest software may become the most expensive in the end. It is important to analyze the weaknesses in the current calibration process as well as the goals for the new process. It is important to find the most suitable system and the best vendor as a partner to guide the company through the implementation process.
2. Unclear goal and purpose
First of all, it’s essential to remember to specify a clear goal for the new calibration system. Without a target it is very easy to fall straight into the discussion of details and features. This causes a high risk for the failure of the process.
3. Modelling old legacy system into a new system
Sometimes there is a tendency to use the existing, old, paper-based legacy calibration process and force the new computer-based system to conform to the old one. This approach most often results in failure. When the technology and tools are updated, the calibration process should be updated, too. Also, this approach most often does not utilize the benefits and possibilities of the modern automated calibration system.
4. Failing to gain early user and stakeholder adoption
The users and stakeholders must be involved at an early stage and remain throughout the whole implementation process. The bigger the process changes are, the more important to involve the users. The stakeholders include, for example, calibration process owners, IT, compliance and quality.
5. The “Big Bang” implementation
For large, multi-site implementations, the “Big Bang” implementation style has proven unsuccessful and will more often result in failure. Instead, the successful calibration process implementation projects have been gradual roll-outs of the sites instead of one big launch. It is recommended to have a Proof-of-Concept approach where the solution is successfully implemented on one site before the roll-out to other sites starts.
6. Under-resourcing and lack of project organization
It is good to remember that a calibration system implementation is a joint-effort of the customer and the vendor. Often, three quarters of the resource requirements are the customer’s responsibility and one quarter the vendor’s.
As regards the customer, there must always be a well-defined project organization with a dedicated project manager. As mentioned earlier, other resources typically needed are application and process experts, IT resources. Legal council is needed in the contract phase.
BEAMEX is a leading, worldwide provider of calibration solutions that meet even the most demanding requirements of process instrumentation. For more information, visit www.beamex.com.
