Maintworld 3/2019

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ASSET MANAGEMENT and people are not only encouraged to participate, but required to do so. TPM has a similar philosophy; we are all responsible for asset reliability. Care should be taken to avoid making this a maintenance program. The standard itself is meant to educate the masses. ISO 55000 lists the primary targets for the creation and deployment of the standard itself. Specifically: • All those engaged in determining how to improve the returned value for their company from their asset base (this means all assets, but we are focused on physical assets) • All those who create, execute, maintain, and improve an asset management system • All those who plan, design, implement and review the activities involved with asset management If you read that list again, you could see how an organization could accidently make the adoption of ISO 55000 a maintenance program. The second element that we should take heart in for our intervention is to ensure that those responsible for the execution of the activities, or as stated above, the “control activities,” are properly resourced to be successful. ISO 55002 instructs organizations to develop these asset management plans for the purpose of defining the activities that will be implemented and the resources that will be used to meet the asset management objectives. And, those resources have to be ‘aware and competent.’ FINANCING GROWTH ORGANIZATIONAL PLAN ORGANIZATIONAL OBJECTIVES ASSETS ASSETS MANAGEMENT POLICY SAMP STRUCTURE VISION MISSION There are three thoughts in that last paragraph that require further definition. I mentioned ISO 55002. ISO 55000 is actually made up of three companion standards: 55000, 55001, and 55002. They build on each other like Russian nesting dolls. I’d recommend an investment in each. Control activities are essentially the very foundational activities that each organization executes in the care strategy of their assets: PM/ PdM, planning, scheduling, work management, storeroom control, KPIs and metrics, etc. The last thought is the idea of asset management objectives. I want to expand on this by illustration. The figure below is meant to show the entire life cycle of a physical asset from concept to grave. Give this some thought. What exactly is your company’s objective towards each phase of the asset’s physical life? It needs to be noted that the asset’s life does not necessarily end when your organization is done with it. No, not at all. The asset could have value at another location. Understanding this leads to the crux of asset management. To what end are we managing assets? We are managing assets to ensure that the asset, through the various phases of its life, can continue to provide ‘value’ to the organization. This, of course, is predicated on our ability to determine what ‘value’ means to our organization in terms of the return on asset utilization. This last point is where the intervention takes its initial shape. I feel that organizations have failed in clearly defining how utilization, continued reliability, and availability of the asset contributes to the value that organizations seek from their assets. It is the responsibility of top leadership to translate their organizational objectives into an asset management policy. This translation takes place in the SAMP, or Strategic Asset Management Plan. The figure below helps to illustrate this interchange. You’ve no doubt noticed the ‘Asset’ block between ‘Organizational Objectives” and the ‘Asset Management Policy.’ This is the genius of ISO 55000 and a detail we absolutely missed in adopting TPM. The Asset Management standards clearly stipulate that it is the responsibility of the organization to determine which physical assets, specifically, are to be included in the asset management plan. This is a critical point of distinction. Let this summary remind you of the path you need to walk going forward to have a better (asset) life: • Don’t make asset management a maintenance program • Engage all stakeholders • Resource those responsible for executing the control activities • Determine which assets really matter • Translate organizational objectives into an asset management policy This intervention is meant to shake you up and help you see the light and, in a sense, the error of your ways, in terms of asset management. I do this because I care. Please reach out if you feel ‘we need to talk.’ 16 maintworld 3/<strong>2019</strong>
Data Collector Detect, Measure, Analyze Ultrasound and Vibration Ultrasound Soluons sdtultrasound.com Scalable Multi-technology Multi-platform UAS4.0 Analysis Software APPLICATIONS MECHANICAL Detect defects in any mechanical system. LEAKS Find pressure and vacuum leaks in noisy conditions. LUBRICATION Avoid over/under lubrication. Grease bearings right. ELECTRICAL Inspect medium and high voltage systems for arcing, tracking and corona. VALVES Assess valve tightness and function STEAM Find faulty steam traps and leaking components. HYDRAULICS Troubleshoot any hydraulic system for passing and blockages. TIGHTNESS Determine the tightness of any enclosed volume.
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