DAY 1 - AMMJ

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26 Setting Up An Asset Management Systemprocesses to be altered and changed to account for the issues and keeps the stakeholders informed sothat there are no surprises. Most people are accommodating of changes provided there has been adequatecommunication and alternatives are able to be discussed.Case StudyA client had numerous incumbent systems that were meeting the greater number of their requirements. Itwas decided to revamp the systems without buy-in from, nor consultation with the majority of stakeholders.Despite some of the ‘dissenters’ being involved in the design process and the subsequent rollout, thesystem continues to provide a poor replacement for the former systems. The replacement system requiredsignificant development to enable it to meet the operational capabilities of the incumbent systems. For ahost of reasons, the stakeholders were not kept updated with issues and design problems. The result wasthat the main dissenters would not accept the system, even after significant effort by the now dwindlingimplementation team. The lessons taken from this are to provide the right people, enough of them and togive solid direction. A healthy serving of communication would have gone a long way to assisting in thesuccess of this system implementation. Good two way communication from the outset (including prior tothe decision to change systems) would have assisted in the delivery of a system that could be used by all.Instead a substandard system was delivered that has made a significant negative contribution to the overallatmosphere of the work place and upon the delivery of Asset Management.Choosing an Asset Management SystemThe actual process of choosing an asset management system is outside the scope of this paper, however,in line with the spirit of the paper, a few points of view are offered as items of interest.Assess a prospective system in terms of its intended usage; for its ability to allow the operator to performtasks quickly and easily. This will need to include all operators of the system from the Maintenance Plannerto the Administration Clerk to the Tradesperson to the Reliability Engineer to the Production Leader to theChief Accountant. All must be able to perform their tasks easily and efficiently. This of course implies theneed to involve these people and to have modelled their requirements.Looking outside of the square it may be that traditional processes can be modified to take advantage ofsystem features.Examples may include:• The use of PDA’s to record a tradespersons time.• Allowing trades people to raise work orders for small jobs instead of the planner or administration clerkhaving to do so.• Rapid data entry screens where mass data entry is required.• The ability to import data from a system that is easier to manipulate such as a spreadsheet oras an export from a timecard system.In suggesting these items, it is important not to allow the technology to drive the Asset Management System.The technology is a tool to assist the enterprise in its Asset Management strategies. Where the technology iscomplimentary to the process then it is of benefit and should be used. Where the technology is a distractionto the organisations Asset Management strategies, it should not be used.One pitfall that often sours an implementation is that we assume that we can not improve our processesand so the asset management system must fit our model. If we look at it from a more relaxed viewpoint,it may be possible to leverage some sort of advantage from systemic features or from the combination ofsystemic features and innovative process redevelopment. Where this is the intended path, it is imperativethat the design and redevelopment of the processes and procedures be done with the full co-operation ofall stakeholders. This implies good open communication and detailed planning. It has been the author’sexperience that the communication process is often down played in favour of expedition of the design.This often leads to a lack of acceptance of the system later in the process and further delays the fullimplementation.Consultant AccountabilityOne extremely important point is to never engage a contractor or consultant to do anything that you wouldnot or could not do yourself. In other words, the organisation should collectively have the knowledge andexpertise to keep contractors and consultants appropriately accountable. This point has seen many animplementation fail to meet expectations because the consultants breeze in and breeze out and have littleif any accountability. The organisation must understand what it is receiving and be capable of monitoringprogress.A Final WordUnfortunately, all of this is costly. This is why it is important to develop a well researched business case thatincludes all of the advantages as well as the disadvantages. Often a business case is developed through theproverbial rose coloured glasses. The minor inconveniences are often overlooked in favour of the big picture
Setting Up An Asset Management System27issues. To quote an adage, look after the cents and the dollars will take care of themselves. In other words, getthe basics right and this will mean that the high level issues will be supported. It is pointless having a system thatwill cost assets down to the last cent and predict lifecycle costs if it is impossible to easily collect information aboutbreakdowns that have occurred and the time spent returning the equipment to service as it is this upon which thehigh level features rely.CONCLUSIONSNow that we have been through the “whys and wherefores” and on the basis that no asset managementprofessional should have learned anything, why have you just spent time reading this paper? It is the author’shope that this paper will stand as a confirmation of what the asset manager has been touting all this time andprovide an independent reference for people on the business side of the corporate fence. In other words, whereassistance is required in convincing the holders of the organisation’s purse strings as to why that much time andthat much money is required to put in a ‘simple’ Asset Management System, that referral to this paper may bemade as an independent voice, echoing the Asset Manager’s sentiments. To think that all asset managementsystem implementations will go smoothly if one takes up the suggestions in this paper is folly. A successfulimplementation takes hard work and serious commitment. A short paper such as this can not hope to cover all ofthe issues involved in any sort of detail. It is the author’s hope that this paper will assist organisations to make astart and offer some guidance along the way.ACKNOWLEDGEMENTSThis paper has been prepared with the assistance of a large number of companies and people representing them.It is impossible to acknowledge all contributors as the experiences have been gathered over a long period of time.Some of the companies have not been shown in the most complimentary ways and so the author will not mentionthem by name. Suffice to say that all readers of this paper will most likely see a little of companies with whomthey may have been involved and personalities within those companies. This paper is concerned with the analysisof daily production data from industrial plant as an aid to the management of production assets. A method ofanalysis by means of a cumulative plot of production levelMAINTENANCE MANAGEMENTSOFTWAREAMPROAMPRO helps you to devote more maintenance man-hours to preventivemaintenance or planned maintenance inspections rather than tounplanned/breakdown work.Does your company want to save money? By implementing AMPRO you WILL save money inyour maintenance activities both internal and external.AMPRO will help you to prepare, document, and track your maintenance activities and costs.AMPRO is an asset maintenance management solution that helps you to reduce downtimeand streamline your operations.AMPRO helps you to cut costs while maximising the value of your investment in infrastructureand people.REDUCE DOWNTIMEFor more information and to download or request a free, fully functionaldemo, visitwww.thirdcitysolutions.com.au16 Bramcote Street Ph: +61 7 3359 2488 www.thirdcitysolutions.com.auChermside West Qld 4032 Australia Fax: +61 7 3359 1550 info@thirdcitysolutions.com.au
Page 3 and 4: MANAGE AND MAINTAIN YOURASSETS WITH
Page 5 and 6: AMMJ ContentsAsset Management and M
Page 7 and 8: AMMJAsset Management and Maintenanc
Page 9 and 10: Squirrel Stores92. You will spend m
Page 11 and 12: info@infratherm.com.auIntroducing t
Page 13 and 14: Computerised Maintenance Management
Page 15 and 16: Reactive to Proactive15This budget
Page 17 and 18: Reactive to Proactive17The Journey
Page 19: Efficiencies While Reducing Costs U
Page 22 and 23: A PROPOSED BLUEPRINT FOR SETTING UP
Page 24 and 25: 24 Setting Up An Asset Management S
Page 28 and 29: THE PREDICTIVE MAINTENANCE“CRYSTA
Page 30 and 31: 30The Predictive Maintenance Crysta
Page 32 and 33: LIFECYCLE FMECARohit Banerji and De
Page 34 and 35: 34 Lifecycle FMECAWorking the logic
Page 36 and 37: IMPORTANCE OF SETTING LEVELS OFSERV
Page 38 and 39: 38 Setting Levels Of ServiceDefinin
Page 40 and 41: CMMS - Who Is At FaultBy John Reeve
Page 42 and 43: AN OVERVIEW OF VIBRATIONANALYSISDr.
Page 44 and 45: 44 An Overview Of Vibration Analysi
Page 54 and 55: The 2009 Listing ofCMMS and EAM’s
Page 56 and 57: 56 2009 Listing of CMMS and EAM’s
Page 58 and 59: 58 2009 Listing of CMMS and EAM’s
Page 60 and 61: Maintenance NewsVibration Analyser
Page 62 and 63: 62 Maintenance News“Studies highl
Page 64 and 65: 64 Maintenance NewsGuard the safety
Page 66 and 67: 66 Maintenance NewsSKF technology h
Page 68 and 69: Machinery Fault Prediction & Protec
Page 70 and 71: 9. MAINTENANCE BENCHMARKING & BEST
Page 72 and 73: MAINTENANCE BOOKS - ORDER FORMPrice
Page 74 and 75: Course OnePlanned Maintenance AndMa
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Course ThreeMaintenance Managementa
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