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Who we are
Founded 1995 by 8 senior managers from Shell, Philips,
MoD, AEA, Kvaerner
Now 40 consultants/trainers, each with >20 years of 1st
hand asset management & operational experience
Independent, international, multi-industry: clients in 25
countries and most sectors.
Path-finders and hand-holders in Asset Management,
Operational Reliability & Risk Management
Investing in them?
3
Group/
Corporate Mgmt
Portfolio/network AM
Business unit/system/region AM
AM = asset care
Equipment AM
Asset
Asset
creation utilisation
Asset
care
4
Asset
disposal
PAS 55:2008
Part 1: Publicly Available Specification (28-point
checklist for good practices in Asset Mgmt)
Part 2: Guidance
1st published 2004, updated 2008
50 participating organisations
International (10 countries)
Multi-sector (15 industries)
Over 1300 comments, suggestions & refinements
incorporated
Restructured, clearer & better illustrated
Sustained
System
performance,
performance,
cost & risk optimization
Optimize
life cycle
activities
Create
/Acquire
Utilize
Manage
Assets
Maintain
PAS 55 Asset
Management
System
Renew
/Dispose
PROJECT
Mgmt
Materials
Project Design
& Construction
CHANGE
Mgmt
Operating &
Maintenance
Strategies
RESOURCE
Mgmt
Labour
Resource planning
& task assignment
EVALUATION
of Solutions
Root Cause
INVESTIGATION
Supply
Chain
CONTINUOUS
IMPROVEMENT
Inspection
& Condition
Monitoring
Work programme
scheduling
WORK
Mgmt
Data Collection
Preventive, Detective
& Corrective actions
Problem/Oppty
IDENTIFICATION
Corporate
governance
The Woodhouse Partnership Ltd 2010
DATA/INFORMATION
Quality Management
IMPLEMENTATION SKILLS
Customising + culture impact + home ownership
= sustained success
Iterative improvements
Risk-based alliance
contracting
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3
Other organizational
requirements
and systems
Organizational
Strategic Plan
Continual
improvement
PAS 55 Asset
Management
System
Organizational
values,
functional
standards,
required
Acquire/Create
processes
Renew/Dispose
Utilize
Performance
and condition
monitoring
Maintain
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Implementation
Vision, mission, values, business policies, stakeholder requirements, goals and risk management
Assets
Create/Acquire
Utilize
Maintain
Renew/Dispose
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1. Individual intervention
optimization
3. Activity program
optimization
Construct/acquire
Utilize
Maintain/modify
Replace/dispose
2. Asset life cycle optimizations
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14
Innocence
Learning
Applying
Awareness
Embedding
Development
Optimising
& Integrating
nce Competence
Innovating
Excellence
Maturity Level 0
Maturity Level 1
Maturity Level 2
Maturity Level 3
Maturity Level 4
The elements
required by PAS 55
are not in place.
The organisation is in
the process of
developing an
understanding of
PAS 55
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4.6.0
4.2.1
4.5.4
4.2.2
4.5.3
4.3.1
4.5.2
4.3.2
4.5.1
4.3.3
4.4.7
4.3.4
4.4.6
4.3.5
4.4.5
4.3.6
4.4.4
4.4.1
4.4.3
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4.4.2
i ng
d
ce
s
e
n
e
n
s
c
c
a
e
e
t
n
t
n
lle
pe
ce
ren
e rs
e
o
a
d
m
c
Un
In n
Ex
Aw
Co
Maintenance processes
In 1 year
In 3-5
3 years
The Woodhouse Partnership Ltd 2010
18
Culture,
Attitudes,
Motivation,
Leadership
Enablers
Enablers
Organisation
Design, Training,
Communications
AM delivery tools
A) What is worth doing, when (RCM, RCA, TPM, APT, CI etc.)
B) How best to deliver it (EAM, CMMS, CPM, MRP, CRM etc.)
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WHY
Roadmap KPIs
Performance & Sustainability goals
ROADMAP
Resources de-bottleneck
Interdependencies
Urgency bands
Value-for-money bands
Costs, Benefits & Confidence
Other
commitments
Legal obligations
PAS 55 gaps
WHAT
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21
Sensitive linkage #2
Rolling out the next initiative
while stabilising/embedding the previous
Sensitive linkage #1
Exploring a new topic during peak
implementation effort for another
e.g. AM education
programme
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Value Realisation
Each IAM maturity step delivered about 10%
improvement in total company performance
Tennet networks, Holland 2009
years
4
n
i
h
t
i
w
x
total Ope
life costs
in
le
o
n
h
io
w
t
c
s
t
u
c
d
e
je
O&M savings 50% r
major pro
in
g
n
i
v
a
s
s held
e
%
r
0
a
2
p
s
in
s
Life Cycle Cost savings
able saving
n
i
a
t
s
u
s
%
5
2
Performance gains
Service quality improvements 28-50%
reduction in
planned dow
Risk reductions
ntime
60% re
duction in sa
fety incident
s
Culture change
Priceless!
Credibility
Regulatory approvals
Customer impression
Company reputation
John Woodhouse
www.twpl.com
john.woodhouse@twpl.com
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