Best Practices to Establishing System Naming Conventions | MC Global Solutions

Best Practices to Establishing System Naming Conventions

“A little forethought at the start can save a lot of time in the future.”

It is advised as a best practice to build a strong naming convention and protocols during the initial setup of the Enterprise Asset Management (EAM) system. This will make it easier for workers to get used to using the Maintenance Connection modules. By employing a consistent and logical format, the explorer lists will naturally group listings to simplify the look-up and search process.

There are five modules where this is particularly relevant

  1. Assets
  2. Inventory
  3. Classifications
  4. Procedures
  5. Preventative Maintenance

1. Assets

As assets are often added, modified or moved within the asset tree, the ID and name need to contain sufficient information to make them identifiable without requiring them to be altered if modified or moved. The ID can often incorporate the classification or unique numbering associated with that asset. The name should start with a general description followed by increasing levels of refinement.

Asset ID and name example

Asset ID: GENDSL200-026

Asset Name:  Generator, Diesel Standby 200KVA Siemens

Always make allowances in the ID for future additions and larger sizes. In the given example, -026 was used in preference to -26 as there is the possibility that there may be more than 99 Generators in the future.

2. Inventory

Inventory/stock items can number into the thousands for many companies.

The ID and naming of these need to be standardised to allow

  • efficient searching for a part,
  • removal of duplication from non-standard descriptions,
  • sufficient descriptors to avoid ambiguity, and
  • new items to be added that match the existing naming convention.

Often the inventory ID is not related to the description of the item, but rather a simple indexed number matching a barcode. A defined number of numerals/letters is valuable in keeping inventory in order.

Inventory ID example

Inventory ID: FIX1003456

Inventory Name:  Bolt, M16 x 100 SST

Inventory ID: MTR040403F

Inventory Name:  Motor, 4KW 4Pole 3PH 415V Foot Mount

The name, however, should follow a noun-adjective protocol. It can also include manufacturer or model details in situations where this is relevant to the correct selection.

3. Classifications

In several major industries, some standards can help in creating a set of classifications. Reporting and analysis can be enhanced by having major classification groups, these can then be broken down further into more specific descriptions.

In the International Standard for the Petroleum, Petrochemical and Gas industry ISO 14224, they used a four-letter abbreviation to group and sort classifications

Classification naming convention example

COAX = Compressor (CO) – Axial (AX)

VESE = Vessel (VE) – Separator (SE)

A similar convention can be used by incorporating the same or more letters or numbers for other industries which do not have existing standards.

4. Procedures

Avoid creating duplicate procedures and easily identify all applicable procedures when updates are required by using the classifications in the procedure and preventative maintenance ID.

As the procedure can either relate to a time or meter-based interval, or an unscheduled type of repair, the ID and name need to be flexible enough to allow for all variables.

Procedure naming convention example

VESE-M48-M-30  = Vessel, Separator 48-Monthly Mechanical Internal & External Inspection

VESE-X01-M-01 = Vessel, Separator Recoating of Corrosion Protection

5. Preventative Maintenance

The classification can be incorporated into the preventative maintenance ID and the name. A similar protocol can be used, with the main variation being the inclusion of the asset within preventative maintenance.

Preventative maintenance ID example

PM-VESE-M-COMPSTN-01 = Vessel, Separator Mechanical Service Compression Station 01

Contact us for a free demonstration

For more information and advice about Maintenance Connection CMMS, please contact our friendly and highly-experienced team at MC Global Solutions. We can arrange a free demonstration of our asset management software based on your specific issues.

 

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Maintenance Connection Q&A: Using the ‘Where’ clause

Our question this week comes from Bruce in Adelaide who is using Maintenance Connection as his CMMS to manage his Manufacturing & Plant Maintenance.

The Question

Using the Maintenance Connection CMMS, we need to find the work order history for 2 particular models of Fuel Pump:

1. Model A

2. Model T185PG.

How do we get a report to capture all the work orders including both the ones for Model A and the Model T185PG work orders?

The Default MC Report filters allow for a check of the Model field contents but has a couple of limitations:

1. Each additional criteria we add limits the result set. We want to expand the result set.

2. We want to check multiple conditions against the Model field.

The Solution

Use the “WHERE” clause in the “ADVANCED tab” of the report

[WHERE]

( Asset.Model = ‘A’  OR   Asset.Model =  ‘T185PG’ )

Report_Setup

Report Output Showing the Work Orders for both models:

YourCompanyOrganisation

Thanks for the question Bruce and we hope this will help you more efficiently navigate your Work Orders!

If you’re interested in sending in a question or problem you might have, don’t hesitate to shoot us any mail to marketing@mcaus.com.au

We’re also excited to announce the launch of the new V7 Maintenance Connection CMMS which we’re currently giving you 30 Free Days to trialStarting at $110/month you can find out more here:

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CMMS/EAM Implementation : Visibility and Reporting

Do your reports consist of rummaging through boxes of paperwork, endless spreadsheets or shrugging your shoulders….”no idea”?

A well configured system will allow you to not only record data and information quickly and accurately, it should give you better visibility in understanding the health of your asset and maintenance operations.

In this article we discuss best practices for the visbility and reporting of the data collected through your CMMS/EAM.

Don’t be afraid to tell the facts

So you have your CMMS system installed, all the staff have been instructed how they should use it and you’re collecting enough information daily to fill the MCG three times over. Before too long, someone will ask the question about what is the point of all their effort. This is where a good reporting mechanism can dispel the myth that the CMMS is simply a black hole where an infinite amount of material will disappear, never to see the light of day again. By having daily or weekly Work Order reports and longer term failure analysis available to all staff, they can begin to see the value of their input. These reports can either be accessed directly from their work terminal, displayed on a large central screen or printed and published on notice boards. The main thing is to get the information out there so that everyone can see the fruits of their labour. Too often in a factory environment you are assaulted with numerous Production efficiency charts, lost time injuries charts and tonnage shipped reports. It’s about time that the Maintenance Department started to show that their actions are improving Pro-active/Reactive work order ratios or that response times to high priority jobs has decreased from 13.0 minutes to 7.5 minutes over the last four months. And if the news isn’t all good then don’t hide it. You might find that that once the facts are out there about problems being experienced, that people are more forthcoming with possible solutions.

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Spread the news, both good and bad

All too often we want to tell the good and hide the bad. Without an effective CMMS system, the bad news is overstated by someone who has a gripe or hidden by someone who is afraid of the consequences. While no reporting system is infallible, one which can present results based on collecting facts is much more reliable than an amalgamation of anecdotal statements. Analysis of the data over a reasonable period is more credible if the source information can be traced and corroborated. If a significant variation is evident in the statistical data, more in-depth investigation can be carried out from the relevant Asset or Work Order information. This can help to identify whether the abnormality is due to a particular failure or equipment group, a variation in the operation of the business or simply poor recording methods. Staff and management are more likely to respond favourably to suggestions for improvement if they have confidence in the accuracy of the data. So by telling the good with the bad, the maintenance team are able to justify their request for staff and equipment when it comes to dividing up the pot of money at the annual budget review.

The feedback loop

One of the steps to implementing a system is to create Procedures relating to regular servicing. For example, your car service will have a list of inspections and servicing to be carried out, parts that are required and an estimate of the time it will take. This service procedure is a result of the manufacturer’s testing and an estimate of the vehicles reliability and operational environment. However it is simply based on statistical analysis of how long the vehicle can be driven before the individual parts start to fail. Car manufacturers are constantly monitoring data coming from their dealerships to identify any inherent problems with various models and the rate of failure of components. Over time this analysis can result in a variation to prescribed service periods or in the worst case a recall of vehicles due to premature failure. This is where the feedback loop in all CMMS systems comes into play. A review can be carried out by reporting on all instances of a particular Procedure being used. The report can contain a history of the time taken, materials and tools used, any non-standard parts required and a summary of the labour reports. By eliminating any data which is deemed to be extreme or an error, a review of all other data can determine if a variation to the original Procedure is warranted. This is particularly important where equipment is operated outside its normal working environment and the Manufacturer’s recommended service schedule is not appropriate to its current application. A system of regular review and optimisation should always form part of a maintenance planning regime.

Reward the achievement

Part of effectively managing your maintenance staff is to acknowledge when targets are achieved. The implementation of a CMMS system can be one of the biggest changes that a business can undertake. While management may source and make the final decision as to which software package they purchase, it is always the maintenance staff who will determine how effective it will operate. We have discussed previously about the importance of ensuring that good work practices are established and data collection is complete and accurate. So how can this be promoted? Well every working environment is different, but I always look at ways that we can use their input to highlight their achievement. If your work flow process requires that a Supervisor or Administrator is responsible for closing out a work order, make sure that feedback is given back to the serviceperson regarding their input into that work order. All too often the only time they hear anything is if they have done something wrong. The benefits of a well-documented service report can be invaluable in identifying the reliability of equipment and any potential problems which may influence production. For those staff, who demonstrate good work practises regarding system operation, they could be utilised in the analysis and review process. More often than not, they will be the ones who understand the significance of their actions and are good candidates for promotion in the company. By emphasizing the positives, hopefully a culture will develop where the CMMS system is not seen as an extra part of their work, but an integral component of change.

If you’re interested in learning more about our CMMS/EAM visibility and reporting solutions for your business or organisation, connect with an MC Global Consultant below:

Maintenance Connection Q&A: Sorting Work Orders Numerically

Our Question this week was from Liam.G who is using the Maintenance Connection for his facilities management operations in Adelaide, Australia.

“How do you sort Work Orders numerically as opposed to alphanumerically using Maintenance Connection?”

The default WO# field presented on reports is a text field and the sorting results can look a little unusual. For example with alphanumeric sorting,  “10”  appears before  “6”.

1

Fix:

Add a new field to the report that has a numeric type to hold the WOPK.

2

 

Sort by this new field.

3

Below is how the sorting looks when sorted numerically.

4

Thanks for the question Liam and we hope this will help you more efficiently navigate your Work Orders!

If you’re interested in sending in a question or problem you might have, don’t hesitate to shoot us any mail to marketing@mcaus.com.au.

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Using KPI’s to manage Maintenance Optimisation

KPIs can be used within Maintenance Connection to optimise service frequencies and reduce maintenance costs. An example of this is in setting the schedules for servicing equipment which must conform to Statutory Compliance by a regulatory body.

This can include such items as Pressure Safety Valves (PSV) and Pressure Vessels. These must be inspected and maintained at regular intervals to ensure they are fit for service and do not pose a threat to people and property.Regulations for these can vary from State to State. Companies should seek advice from their local jurisdiction as the suggested options within this article may not apply to their situation.

When the initial implementation of MC is carried out, the set-up of the Modules can assist in establishing effective Reports and KPIs which will, in turn, facilitate the optimisation of the PM schedule. Logical Classifications, Failure codes and Specifications will aid in identifying recurrent problems associated with particular types of equipment or areas of operation. It will also highlight where possible over-servicing is occurring.

Let’s look at the case of PSVs. In a non-aggressive operating environment, companies will usually establish a servicing regime of approximately every two years. This will alternate between a visual inspection, looking for signs of leakage, corrosion, damage or interference and an overhaul which will require the removal, testing of the relief mechanism and replacing of corroded parts. The overhaul may be substituted with a valve exchange programme, where the existing valve is replaced with a similar pre-tested valve and the original is retained for future workshop overhaul. In most cases, the batch servicing of these valves is coordinated to lessen the down time of critical equipment and reduce labour and travel time. This schedule complies with most manufacturers’ recommendations and industry regulations. There is a considerable safety margin built into this time period and it does not take into account the variation in operating conditions.

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Synopsis

PSVs can be found on equipment in locations ranging from covered, well-maintained and clean plant rooms to exposed, oil and gas platforms on the North-West shelf of Australia. The conditions which these valves operate under are vastly different and as such, should not be subject to the same stringent testing regimes. A plan to create a relevant preventative maintenance schedule can be established used the tools within MC. It will assist in ascertaining which is the most economical routine that should be applied while maintaining safety and complying with the Regulatory Authority requirements.

Most recommended service periods take into account the “worst-case” scenario. This results in over-servicing of equipment and unnecessary operating cost. Using the data gathered in MC, a more target-based approach can be taken to reduce maintenance costs and production equipment downtime. This can be done using the following method.

Set-Up

  • When adding new equipment into MC, identify and classify the valves into functional types. These can be used to when creating the PM schedules.
  • Establish PM schedules which groups valve inspections in logical service areas. Make sure this takes into account PSVs which should be serviced together if a major piece of machinery needs to be shut down.
  • Begin with the Manufacturer’s recommended service interval unless you have a PROVEN variation to their recommendation.
  • PSV inspections are often associated with pressure vessel inspections, so thought should be given to synchronise these to reduce plant shutdown.
  • Create Failure codes which can identify PSV faults. This will be used when conducting reviews of reliability and recurring problems.
  • Create KPIs and Reports which will identify failures and corrective work orders associated with the PSV classifications which have been created.

Analysis

  • Use the PSV failure report to identify any valve types or locations which have required repair before the scheduled PM period has been reached.
  • Identify if these failures are due to environment conditions or simply due to an extraordinary event.
  • Take a sample of the PM work orders to determine the condition of thePSVs when they have been serviced:
    1. Was the valve mechanism in good condition
    2. Was there any corrosion which needed to be treated
    3. Was there any sign of leakage or bypass
  • Use the data gathered to determine if there is the need to reduce the service period (repeated failures of a type of PSV) or the scope to extend it (PM Work Order reports indicating minimal deterioration).

Optimisation

  • If failures are occurring, the PM for this type of valve in a particular location may need to be altered to ensure they are serviced to reduce failures to an acceptable level. If the PM time-frame is to be altered, an assessment should be carried out to determine its impact on other equipment:
    1. Will this create additional plant shut downs
    2. Can extra visual inspection in certain areas be sufficient to identify potential failures
    3. Can an alternative valve or manifold arrangement be used to improve reliability
    4. Is there a method to reduce the impact of the working environment – covers, coatings, repositioning
    5. Is the frequency of failures acceptable in the given situation. Does the cost of replacement and any production loss outweigh the cost of additional maintenance
  • If there are minimal signs of deterioration during the programmed maintenance, the time-frame can possibility be extended. Before this is adjusted, all consequences and benefits should be assessed:
    1. Does this schedule comply with the relevant Statutory body’s regulations. These departments will often approve a variation of the service period if recorded data and analysis can demonstrate the justification for it.
    2. Will this variation increase the danger to staff, public or equipment
    3. Will the possible increased risk of failure impact on the production capacity and profitability of the operation
    4. Does this impact on the preventative maintenance schedule of any associated equipment and create the need for additional shutdowns
    5. Are there any exceptions, based on location or age of equipment which need to be considered before extending the time period

Review

Through the use of Reports, KPIs and trend graphs, periodic reviews can be undertaken to determine the results of changes made to the servicing schedules. This can be through simply software generated alerts or notifications of events which exceed set safety parameters or through periodic detailed analysis of Failure and Work Order records. Changes to operating conditions, age of equipment and service procedures will all impact on the Preventative Maintenance schedule and as such, requires an ongoing analysis and review process.

Conclusion

By carrying out the process of Set-up, Analysis, Optimisation and Review, the ultimate aim is to improve operational efficiency and reduce maintenance costs. Maintenance Connection can provide the tools and expertise to assist customers to achieve these goals through the Work Order, Preventative Maintenance, Report and KPIs functions of the software.

Reduce Downtime, Reduce Costs. Find Your Overworked Assets.

In this week’s post we dive into a tech tip using Maintenance Connection to sort your assets that have had the most work orders raised against them. A CMMS is all about reducing downtime of equipment and reducing costs. High frequency of work on a particular asset earmarks it as an asset that:

  •  breaks down alot.
  •  may need replacement.
  •  may need inspections.
  •  may need PM work to minimise the breakdowns.

Below we discuss how to configure your Maintenance Connection CMMS to allow you to easily find the assets that are getting the most use.

Background

We need a report that shows the Assets that have had the most work orders against them. We don’t want to see all the assets, just the top 10 Assets that have had work orders raised against them.

t1

Challenge

We need to group the work orders by the Asset ID, sort by a count field from highest to lowest and just show the top 10. Whilst the SQL language has a TOP statement, It can be a challenge in how to fit TOP statements in the MC reporter.

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Pre-Requisite

The approach listed below requires knowledge of SQL Query Syntax and some knowledge of the table and field names used in the MC Database. Many fieldnames can be looked up by finding them in the front end application and clicking the field label.

t2

t3

Solution

MC allows SQL statements to be run with minimal interpretation if they are placed as full SQL statements in the From (SQL) field in the advanced setup tab of the report setup.

t4

Steps

  1. Copy an existing work order list report
  2. Rename the report and clear out all the unnecessary fields
  3. In the From (SQL) Field paste the following SQL expression

 

SELECT TOP 10 AssetID, COUNT(*) AS WorkOrderCount

FROM WO

WHERE AssetID IS NOT NULL

GROUP BY AssetID

ORDER BY COUNT(*) DESC

 

Limitations

Future edits of the report require advanced SQL Knowledge

Reports that use GROUP BY Statements will need where clauses hard coded

in the WHERE line of the statement.

Runtime filtering applied in the Criteria Window will be ignored.

Possible Enhancements:

  • Only include work orders requested in the last 30 days

WHERE AssetID IS NOT NULL AND Requested > GETDATE()-30

  • Only include work orders that are break down work orders

WHERE AssetID IS NOT NULL AND Type <> ‘PM’

  • Include AssetName also

SELECT TOP 10 AssetID, AssetName, COUNT(*) AS WorkOrderCount

FROM WO

WHERE AssetID IS NOT NULL AND Type <> ‘PM’

GROUP BY AssetID, AssetName

ORDER BY COUNT(*) DESC

Maintenance Connection Best Practice: Using Failure Codes Effectively

In this series we will be guiding you through best practices and case studies of how MC Global clients were able to effectively use it’s CMMS system; Maintenance Connection.

Many Preventative Maintenance schedules are designed to follow the Manufacturer’s recommended timeframe. However these are often based on working conditions which are alien to the Operator. A well-constructed set of Failure codes (Problem, Reason and Solution) can help to identify where variations to the original schedule need to be made.

A report can be made in Maintenance Connection which can display the proactive and reactive Work Orders created for equipment which belong to a particular Classification, Group or Location.

If the majority of work carried out is Preventative Maintenance, then the frequency of service is likely to be sufficient or even over-serviced. However if the Corrective / Breakdown Work Orders are increasing, then the Problem codes can provide the analysis to determine if there is a deficiency in the frequency or particular aspects of the servicing.

 

Example:

A Fleet Operator had found that there has been in increase in the number of vehicle breakdowns in several regions resulting in increased operating costs. After reviewing the past year’s work orders it was found that a large percentage of these were due to clogged air inlet filters. Until this time, all work orders were only populated with a Problem code of “Breakdown”. The vehicles are serviced every 15,000 kilometres but sufficient numbers of them began running erratically 10,000 kilometres after the service. The Operator searched for all repairs associated with Air Filters and found that the same problem was not occurring on other vehicles with 10,000 kilometre servicing schedules.

The first reaction was to have all vehicle services changed to a 10,000 kilometre regime. This would have increased the scheduled service cost by 27% across the entire fleet. However, after further analysis, it was found that the original schedule only called for the filter to be replaced on every alternate service. Effectively the filters were becoming clogged after 25,000 kilometres not 10,000 kilometres. The Procedure was changed to stipulate that all air filters were to be changed at every service and the number of incidents dramatically decreased.

Following this, a new set of Problem codes were created. Amongst the 25 faults on the list were items such as suspension, steering, exhaust system, airbag, air-conditioning and lights.

A report was created which segregated the Work Orders by the Problem code and also display the Reason and Solution. By receiving reports which displayed the Work Orders from the previous month and previous 12 months the Operator was able to identify any developing or inherent faults within the fleet or certain sections of it

Interested in learning more about our CMMS best practises and whether you’re utilising your systems to their maximum potential? Get in contact with us today for your free consultation.

Maintenance Connection V7 Beta Release Is Coming

We’re excited to announce the Beta release of Maintenance Connection V7.0. With an expected launch date around mid-year, we’ve listed some of our favourite new features that are guaranteed to provide you with a superior CMMS user experience.

1. Multiple Browser Capability:

Now supporting multiple devices and browsers: Windows PC, Mac and Chromebook.

MultipleBrowser

2. Enhanced Configurability:

The Smart Label Feature can be used to configure labels on messages, buttons, or tabs. This is accomplished using one of the Custom English settings available.

SmartLabel2SmartLabel

3. Multiple Languages

MC v7.0 includes language support for Non-English speaking members throughout the application. If a language other than English is specified, the system will automatically translate the field labels, messages, button names, and tab names.

MultipleLanguage-1

4. Electronic Signature Capture:

The Status Update Page can be configured to require an Electronic Signature upon completion of a work order. The signature can be entered with a finger or stylus on a touch device or by using a mouse on a computer. There is also a new preference available to determine if the user should be prompted for a signature and whether or not a signature should be required upon work order completion.

Signature1Signature2

5. Smart Search:

There is a new Smart Search feature that allows you to dynamically search for data in columns within a given report. It provides an expedient method to find data in reports with extensive records. Once a value is entered into a column, the report results will refresh, listing the records that match the value entered and highlighting the characters that match in yellow.

SmartSearch

6. GANTT View of Work Orders:

A new Gantt View, available from the Work Manager/Labor Calendar Format dropdown, provides a valuable method to view extended lists of work orders or assignments.. Calendar days are displayed horizontally across the top row, with work orders listed chronologically in the left column.

GANTT

7. Maintenance Load Balancer:

This powerful new tool that allows you to evaluate work order schedules over the next twelve months and reschedule PMs to better balance workload. The tool provides a graphical display of upcoming work orders, powerful search features to select records to adjust, and mechanisms to modify the next scheduled dates.

LoadBalance

If you’re interested in learning more information about the V7 release and upcoming Nationwide training tours, leave us your details below:

Mobilising your maintenance team using Mobile CMMS Software

There’s plenty of mobile CMMS tools and software out there these days, but are you sure you’re taking advantage of the many latest features available? We take a look into our top five features for mobile CMMS software that gives your maintenance team the ability to work from anywhere, anytime, confidently in the field.

1. Barcode Scanning:

Facilitates searches for inventory items, work orders, purchase orders or assets. Through the use of a scanning device, users can scan the ID for an item into an Mobile CMMS Search Field, rather than type the value, which can improve both accuracy and efficiency.

2.  Access Photos, Videos & Documents

Access to attachments including spreadsheets, PDFs, videos, websites. Staff equipped with a mobile device should be able to carry all the power of a potentially unlimited maintenance library right in their pocket.

 3. Electronic Signature Captures

A Status Update Page on Word Orders can be configured to require an Electronic Signature upon completion of a work order. The signature can be entered with a finger or stylus on any form of mobile touch device.

4. Multi-Device Capability

It’s not uncommon to have a mobile version of a CMMS look different from device to device or be completely uncompatibile with some operating systems. A completely browser based platform will allow multi-device capability and have your whole team running on one system.

5. FAST Emergency Response

Using any Smartphone, iPad or tablet, authorized staff should have the ability to send immediate Work Orders supported by pictures in real-time.

With mobility and paperless becoming key objectives for maintenance operations, its essential to fully utilize mobile CMMS software solutions available to you.

MC Global works specifically with businesses and organisations to find ways to streamline these solutions into the work place allowing for fully effective maintenance operations. If you’re interested in learning more about our Mobile CMMS software, check out our video below covering our new product features!

We’re also offering a Free 30-Day Trial of our product Maintenance Connection here:

Unlocking the full potential of your CMMS/EAM

Are you prepared to avoid getting sick this flu season? We might not be experts in your personal health but we are the experts when it comes to the health of your CMMS/EAM.

Our self-diagnosis checklist is the first step of the process in identifying some common issues for our clients as part of their annual System Health Checks.

By consistently being in check with best practices our clients are able to get a better understanding of how-to better manage their systems and unlock the full potential of their CMMS/EAM.

Check out our list below to see how you shape up:

1. Appropriate naming conventions or protocols are not been used or adhered to.

This has made identification of Assets, Inventory, Procedures and PMs difficult and has resulted in duplication and poor results when searching or reporting.

2. Asset data being left incomplete.

Important information relating to specifications, dates, manufacture and supply are missing or incorrect. Time is wasted in sourcing this data on site and Asset reports are either incomplete or misleading.

3. Classifications are too general, not appropriate or have not been assigned correctly.

This effects reporting for Assets, Work Orders and Failures and can add or not assign Assets to Procedures and Work Orders

4. Preventative Maintenance schedules are too complex.

Many users often set up a complicated number of PMs, Procedures and Assets which could be simplified to decrease errors and to make future changes easier.

If you’d like to see the complete list of common issues and our best practice solutions, visit our website below: