Real Results. Real Organizations.

The Challenge

A regional electric utility with 1,200+ transmission and distribution assets was running Maximo with no structured asset hierarchy and minimal preventive maintenance planning. Over 70% of work orders were reactive, driven by failures rather than planned inspections. Regulatory compliance reporting was manual and inconsistent.

Our Approach

Epsilon LLC rebuilt the asset hierarchy from scratch, classifying all T&D assets according to network position and criticality. We designed and implemented a preventive maintenance program with 340 job plans and built a criticality-based PM frequency model. A new Maximo reporting suite provided weekly planning visibility for maintenance supervisors.

The Results

The Challenge

A mid-size pharmaceutical manufacturer was running an unvalidated Maximo instance that failed to meet FDA 21 CFR Part 11 requirements. Calibration records were maintained in spreadsheets, audit trails were incomplete, and an upcoming FDA inspection had the maintenance team under significant pressure.

Our Approach

Epsilon LLC led the Maximo validation project end-to-end: producing URS, FRS, IQ/OQ documentation, configuring electronic signatures for critical work order approvals, and building a calibration management program within Maximo. We migrated 8 years of calibration history and built a validated reporting suite for the quality team.

The Results

The Challenge

A chemical process manufacturer had invested significantly in Maximo but was seeing minimal operational return. The system had been configured generically, the asset hierarchy did not match plant topology, PM compliance was below 40%, and the maintenance team had largely reverted to paper-based planning.

Our Approach

Epsilon LLC conducted a current-state assessment and found systemic gaps: the asset hierarchy had no relationship to process units, PM plans had never been validated against equipment manufacturer recommendations, and there was no planning function. We redesigned the hierarchy, rebuilt 180 PM plans with job plans, and implemented a planning and scheduling process supported by new Maximo workflows.

The Results

The Challenge

A midstream energy company operating pipeline and compression assets had no formal reliability program. They were running Maximo 7.6 with minimal data governance, no criticality framework, and limited reporting capability. Leadership wanted to migrate to MAS and build a genuine reliability program simultaneously.

Our Approach

Epsilon LLC led both the MAS migration and the reliability program development as an integrated engagement. We defined asset criticality rankings for 2,400+ assets, built RCM-aligned PM plans, configured MAS Manage with proper data governance, and implemented a reliability KPI framework with executive-level dashboards in Power BI integrated with MAS data.

The Results