Since 1835, The New York Times has operated as a global daily news source, producing more than 1 million print newspapers on Sundays alone. The company has 64 newspaper print sites across the world, with its main printing headquarters in College Point, New York. This single printing plant alone is home to approximately 10,000 assets.
In delivering a paper of this magnitude, one misstep means a damaged reputation or unreliable service. Prior to implementing Maintenance Connection, The New York Times struggled to find a way to organize its assets and track the health of equipment plant-wide. With thousands of employees spread out across the plant, the facility needed a way report on equipment downtime, work order status, and schedule updates.
- Lack of critical asset health information throughout plant
- Cycle-based count processes made automated maintenance challenging
- Company could not risk any delivery delays damaging its reliable reputation
The New York Times implemented Maintenance Connection at the entire College Point facility for asset monitoring, importing all assets into the system to track historic service information, equipment health, and upcoming work orders. The team also uses the software to automate recurring preventive maintenance, altering cycles and schedules according to equipment usage and industry trends like a reduction in print equipment usage time.
- Ability to send all-company communications directly through the CMMS
- User-friendly and configurable for easy rollout to the entire maintenance team
- Inventory planning system for anticipating inventory requests
Almost immediately after implementation, The New York Times saw improved time tracking from all employees and now has accurate records concerning where and how the plant allocates resources and budget. With Maintenance Connection, the plant has organized all its assets and implemented a preventive maintenance schedule to service equipment before it breaks. Now, the team is able to meet the demand of the newspaper’s customers without the fear of equipment breakdown.
- Labor savings due to reduction in emergency requests
- Better reporting on plant resources and labor
- Increased confidence in equipment performance reliability
- Improved team communication