1 asset management frameworks and competence development...
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Asset management frameworksand competence developmentto ensure success
Roald van Zyl Smit
15 May 2019
2The Goal of Asset Management
The coordinated activities of an organisation to realise value from its
assets. Asset management translates the organisation’s objectives
into asset-related decisions, plans and activities, using a risk based approach.
ISO 55000: 2014
Asset management is not about managing assets. It is about:
• ensuring that assets deliver value
• achieving the organisation’s objectives
• mitigating risks.
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Do you know which assets you have, where they are, their condition and value?
Is the cost of operating and maintaining your assets optimal or should you spend less (or more) on them?
Do you have the capacity to deal with future demand? Are you making good decisions when investing in new assets?
Are you doing the right maintenance on your assets to prevent breakdowns? Is it cost-effective?
Do you know how
your assets are
performing and what
their ideal
performance
should/could be?
Accurate asset register
Asset performance
Asset related costs
Capital investment
Optimal maintenance
The Challenges Facing Asset Managers
4The Challenges Facing Asset Managers
Are all your asset-related risks under control? Have they been identified, analysed and treated as far as possible?
Are your people competent to operate and maintain the assets effectively?
Or should you outsourcing some activities?
Are you keeping the right spare parts and material in stock? Are you keeping optimal amounts of these items?
Is your asset information (drawings, specifications and procedures) accurate and up to date?
Is your plant safe for the people who work there? Could you be faced with the consequences of an accident or health problem?
Risk management
Safety Competent people
Spare parts and maintenance
Technical information
5Three Key Asset Management Documents
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Typical AM Maturity Assessment Result
7The Strategic AM Planning ProcessChoosing the right key performance areas and associated best practices for the organisation are key
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AM SYSTEM
“Culture eats strategy for breakfast”
“The Computer is a Moron”
What Makes the AM System Work?
PEOPLE
PROCESS
TECHNOLOGY
Peter Drucker "the founder of modern management"
Competent people
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There are many role-players across various
departments having an effect on the effectiveness of
the asset management system
Reference: PAS 55-1:2008
Human Impact on an Effective AM System
10Organisational Structure VariasionsAn engineering extract
11Mapping Best Practics and Activities to RolesRACI matrix approach
Responsible : Who is completing the task
Accountable : Who is making decisions and taking actions
Consulted : Who will be communicated with regarding decisions
Informed : Who will be / need to be informed
12Mapping Best Practics and Activities to Roles Cont.
Basic knowledge:
Awareness
Advanced knowledge:
Understanding
Skill:
Basic / Advanced
Competency levelsJob description Training programmes
• Review training
programmes available
• Review training
programme outcomes
• Develop training
programmes
• Link training
programmes to
competence
requirements
RACI input
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• Formal
• Informal
Internal
HRPartners
Experience
Tasks / projects executedEnvironment exposureInternal reflection
External
UniversityCollegeeLearningetc
PodcastsYouTubeGoogleArticlesInternal knowledge
On the Go
MentorCoachExperts
People
ConferencesWebinarsShowsCompany events
Events
The Distributed Learning Platform
14Competency Matrix and Learning Pathways
= Training programme
(internal / external)
Elearning
self-directed | online
Maintenance Planner Qualification Learner Journey
Register for
the programme
Statementof work
Root Cause Analysis course
MaintenancePlanning and Scheduling course
Assessment
online
Introduction to Asset Care course
Systems training
On Key or SAP®
Quizzes
modular | online
Contact sessions
online | classroom
Completed in the workplaceSupported by a line managerLine manager guide available
Practical Project Management course
Assessment
online
Quizzes
modular | online
Contact sessions
online | classroom
Elearning
self-directed | online
Assessment
online
Elearning
self-directed | online
Qualification Info Sessiononline
Summative Assessment Contact session
Facilitated by QCTO
Essential Non-technical Skills course
Assessment
online
Quizzes
modular | online
Contact sessions
online
Elearning
self-directed | online
Assessment
online
Quizzes
modular | online
Contact sessions
online | classroom
Elearning
self-directed | online
16Sustainability of Competence Matrix
• Competence assessment (gap analysis)
• Part of manager development discussions / HR succession / training planning
• Availability and appointment of mentors and coaches
• Identification of training material linked to the required competencies
• Internal material
• External training providers
17Sustainability of Competence Matrix
• Link to job models
• Part of recruitment process
• Link to induction programme
• Ensure new people entering the business understand “the way we work here”
• Learning management system (LMS)
• To host and maintain records while guiding the delivery of the learning pathways and training programmes
18In Closing
“After climbing a great hill, one only finds that there are many more hills to climb”
– Nelson Mandela
“By blending smart people and smart assets with smart operations, untold value can be unleashed in every business”
- www.pragmaworld.net
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