And it stood for Work Request Entering, Changing History. The Facilities and Engineering Division at Disneyland had been ignored by Disneyland Information Services for many years. So they did what we all do: They solved their data processing problems one at a time the best they could. A number of systems ranging from index cards to DOS programs were being used to get work done. But it was not without it's problems.

After the successful completion of the Duck's engagement, the Mini Micro Connection was contracted by Disneyland Information Services to provide to Disneyland Facilities and Engineering Division help in assessing their data processing needs.

Besides the massive infrastructure requirements that the park would have to undergo to support a fully integrated Computerized Maintenance Management System, there were substantial human hurdles to overcome as well. After months of "walking the walk" it was time to make recommendations.

Specifications and proposals were far too intangible for senior management to be convinced to spend the kind of money it would take to get the job done. They wanted to "test drive" something, so we embarked on creating "Mickey's WRENCH ," a full functioning prototype that demonstrated a solution to their biggest problem: Identification of all the assets in the park that needed maintenance.

As with the Mighty Ducks project, the system had to be designed for "Worker Bees" not "Office Bees." Fast to learn, Easy to use, and having a demonstrable advantage over existing methods had to be incorporated in the prototype.

Two attractions were chosen to implement. An old one, Splash Mountain, and one that was in the process of being built, Indiana Jones.

The project successfully demonstrated that the shop personnel could use and benefit from an interactive, networked solution. Senior Park management also benefitted by having real time accountability to the park's current status in terms of downed attractions and guest capacities. The project culminated in a significant commitment from the FEC Division to move forward with a CMMS project.