emerging international standards on asset asset management
DESCRIPTION
This two-day workshop was held in March 2011 at the Fluno Center for Executive Education on the University of Wisconsin-Madison Campus. This is one of two presentations devoted to developing and understanding of PAS 55 and how it is currently being implemented, with special attention to projects in the U.S. Costs, benefits, challenges and rewards were discussed, along with implementation strategies. The other presentation was a case study by Pfizer and examples. The second day of the workshop was devoted to a discussion on the implementation of PAS 55 / ISO 550000, with particular emphis on the commercial sector. This event was sponsored by the Department of Engineering Professional Development, which is a voting member of the U.S. Technical Advisory Group to ISO 55000.TRANSCRIPT
Emerging International Standards for Asset Management
Day One
ISO 72:2001
• Six common elements of a MSS:– policy– planning– implementation and operation– performance assessment– improvement– management review
Guidelines for the justification and development of Management System Standards (MSS)
PAS 99 – Illustration of Integration
Figure 1 of BSI PAS 99:2006
Table of Contents for ISO 55000• Foreword; Introduction; Scope
• 2 Overview• 2.1 What is asset management and why do we need it?• 2.2 What characterises asset management?• 2.3 What is an asset and to what types of assets are we referring? • 2.4 What processes do we need for managing the life cycle of assets?2.5
What is an Asset Management System and why is it important?• 2.6 What characterises an Asset Management System?• 2.7 What are the key asset management challenges?• 2.8 The ISO5500x family of asset management standards• 2.9 The relationship of ISO5500x standards with other management
system approaches and other standards
• 3.0 Terms and Definitions• 3.1 Concept diagram covering all terms• 3.2 Terms relating to ‘context’• 3.3 Terms related to ‘asset’• 3.4 Terms related to ‘asset management’• 3.5 Terms related to ‘Asset Management System’ •
PAS 55 Management System Structure
Figure 6 of BSI PAS 55-1:2008
Management of Physical Assets
Strategy ‐ Develop a robust program within strategic framework.
Business Review ‐ Implement with respect to critical business needs and without impact to scheduled operations.
Technology Review ‐ Implement technology that can support processes at the business unit level but that can also be supported at the enterprise level.
Implementation Planning ‐ Identify an implementation schedule based on the program and corresponding costs.
Asset Management Strategy
Asset Management Strategy ContentBackground and Objectives
• Interaction with other goals, procedures and plans
• Planning period adopted
• Stakeholder interest
• Accountability and responsibilities for asset management
• Details of asset management systems and processes
Asset Management Strategy Content
Assets covered• Description of asset configuration
• Identification of assets by category
• Justification for assets
• Age and condition of assets
Asset Management Strategy Content
Proposed levels of service• Customer oriented performance targets
• Other asset performance targets
• Justification for target levels of service
Asset Management Strategy Content
Development and life cycle plans• Description of planning criteria and assumptions• Total cost of ownership• Details of demand forecast
Total Cost o
f Owne
rship
Asset Management Plan
Asset Operations Plan
Operating ParametersPlanned Utilization
Staffing RequirementsRaw/WIP Materials RequirementsMaterials Handling Requirements
Energy/Utilities RequirementsContinuous Operating Hours
Production Schedule VariationIncoming Materials SpecificationsFinished Products Specifications
Production Minimum Lot SizePlanned Capital Life
Performance Variables (KPIs)Performance Tracking Process
Business Risk Assessment
Maintenance ParametersAsset Hierarchy
Criticality Ranking IndexFailure Modes and Effects
Maximum Continuous OperationMean-time-between-repair
Mean-time-between-maintenanceMean-time-to –repairMean-time-to-rebuild
PM/PdM RequirementsOverhaul/Rebuild Requirements
Skills/Staffing RequirementsAnticipated Useful Life
Performance Variables (KPIs)Reliability Risk Assessment
Standard Work
Asset Maintenance Plan
AssetRisk Plan
Risk ParametersRisk strategy, tolerance
Risk definition and categorizationLoss data collection
Risk indicator data collection Control self-assessment
Risk assessment and analysisExpected/Unexpected Loss Control Scores
Real exposuresControls quality
Cost benefit analysisRisk mitigation and transfer
strategy
The Asset Operation Plan
• Standard operating procedures
• Start‐up / Shut–down procedures
• Materials procedures
• Operator care procedures
The Risk Plan
• Risk identification
• Risk analysis
• Risk mitigation
• Communication plan
• Risk management table
The Asset Maintenance PlanThe Infrastructure:• Database development• Asset definitions• Required attributes• Functional/Reliability block diagrams• Hierarchy development• Criticality analysis• Failure mode and effect analysis
The Asset Maintenance PlanTask Module Creation• Mapping failure modes to failure detection methods
• Rebuild / Refurbishment criteria• Assigning crafts and trades• Determining frequency• Establishing durations• Level loading tasks
MATERIALS MANAGEMENT
PREVENTIVE / PREDICTIVE
MAINTENANCE
SCHEDULING & COORDINATION
WORK CONTROL
PROCESSES
FACILITIES & EQUIPMENT
WORK MEASUREMENT
WORK PLANNINGTRAININGORGANIZATIONAL
STRUCTURESUPERVISIONCMMS/EAM
OPTIMIZATION
MANAGEMENT REPORTING
BUDGETING & COST CONTROL
CONFIGURATION MANAGEMENT
EQUIPMENT HISTORYAUDITSRELIABILITY
ENGINEERING
SUSTAINABILITY
OPERATOR CARE PROCUREMENTEQUIPMENT & PROCESS
DESIGN
MANAGEMENT COMMITMENTFACILITY PARTNERSHIPS
PRINCIPLES
ORGANIZATIONAL BEHAVIORMASTER PLANOBJECTIVES & GOALSGOVERNING
PRINCIPLESSTATUS
ASSESSMENT
CULTUREPERFORMANCE MANAGEMENT
LOSS ELIMINATION
Excellence Model
EDUCATION AND CHANGEPhase 1
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Recommended Approach
Strategic Planning
Define Business
Opportunities
Tactical Improvements
Short-term Profits
Implement Change
Develop Processes
Sustainable Performance
Implementing Optimized Asset Management
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Phase One:• Education• Change Management
Phase Two: • Assessment• Master Planning• Business Case
Phase Three: • Executive Sponsorship• Leadership Team• Focus Teams • Project Execution• Timeline• Resources• Toolbox
Phase Four:• Benefits Tracking• Return on Investment• Reassessment
3 Wave Implementation Process
L;
Education and Change Management
Assessment
Master Planning and Business Case Development
Implementation
Measurement & Follow‐up
Wave 1
Wave 2
Wave 3
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+27%Improved BottomLine Performance
Lack of System Support
+75%Significantly Improved
Bottom Line Performance
Processes and SystemAlignment
BaselineInformal Manual Planning
Processes
Below AverageBusiness Performance
‐7%Systems are not
Complemented by Effective Work Processes
Significant Inefficiencies
Work Processes and
Cultu
re M
aturit y
High
LowLow Technology Maturity High
Source: Brynjolfsson (MIT)
Processes and Technology
Executive Preparation
Manager Education
Employee Awareness Coaching
Change Management ApproachUse: Business Transformation, Management System Implementation, Technology
Upgrades, Process Redesign, Restructuring, Acquisition, Merger and Job Redesign.
Tools: Communication Plan, Risk Plan, Training, Coaching and Resistance Management.
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ASSESS AND PLANPhase 2
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Reactive Emerging Proactive Excellence
0 - 399 400 ‐ 549 550 ‐ 749 750 ‐ 1000
RegressiveState
ReactiveState
PlannedState
ProactiveState
LeanState
Maintenance Driven
Operations Led
Per
form
ance
Lev
els
Staged Decay
Fix it After It Breaks
Fix it Before It Breaks
Loss EliminationAsset Availability
Operations Ownership
Lean ManufacturingThe 8 Wastes
Vision Leadership
Long Term Commitment
The Journey
The Assessment Process
Includes all functions, processes, procedures, practices and infrastructure that comprise the plant or facility. It is designed to identify and quantify all financial, performance and infrastructure factors that limit performance. Reliability Excellence is a holistic evaluation and encompasses all stakeholders.
Scope
Financial and Performance
The assessment include a comprehensive analysis of the company’s financial and performance history. This analysis is designed to quantity the company’s ability to compete in the world market, as well as identify opportunities for tangible, sustainable improvements.
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Financial EvaluationFinancial evaluation is focused on Cost of Goods Sold (COGS), Return on Net Assets (RoNA), Operating Profit and standard accounting measures of plant, company or corporate performance
It also compares current and historical cost distribution and amounts to similar best‐in‐class plants. This benchmark comparison is based either on Replacement Asset Value (RAV) or annual Revenue, as well as industrial classification to assure a valid benchmark .
Special attention is given to current cost in the following categories:• Engineering• Production• Supply chain costs and inventories• Finished goods inventories• Maintenance
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Performance Evaluation Includes:
Asset Utilization is the measure asset use based on theoretical optimum or full‐time operations. Asset utilization or AU is the best measure of how well a plant or company manages its capital assets and capital procurement processes.
Operational Effectiveness, like asset utilization, OE is a measure of actual use of installed capacity and is the primary indicator of actual plant performance. It is a true measure of how well the installed capacity is managed.
Overall Equipment Effectivenessmeasures the performance of individual production areas, lines or assets and includes runtime, rate and quality in its calculation. It is a true measure of how well individual business units are managing their installed capacity.
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Example Assessment Report • Executive Summary
– 1 – 2 page report summary
• Performance Evaluation– Detailed evaluation of the plant’s operating
performance compared to best‐in‐class
• Financial Evaluation– Detailed evaluation of the plant’s financial
performance compared to best‐in‐class
• Excellence Model Assessment– Detailed assessment of the facilities' performance
based on the 29‐elements
• Recommendations– Specific tactical recommendations that will yield
short‐term, measurable benefits and fund the strategic, sustaining benefits of Rx
– Specific strategic recommendations the will resolve the limiting factors identified by the excellence model assessment and performance analyses
• Next Steps– Detailed recommendations for implementing change
and improving facility performance
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Reliability
Waste
Energy Losses
ProductionScheduling
Master Plan
Innovations
Planning
Asset Utilization
Performance Management
Empowerment
Change Management
Reliability Engineering
Master Planning
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•Master Plan• Development
•1 Week
Master PlanA detailed master plan is the
roadmap to success• Includes:
– Tasks– Resources– Schedule– Deliverables
• Implementation Cost– Internal, incremental cost– External resources and support
• Benefits Tracking– Key measurements and methods– Comparative scales
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OPPORTUNITY BUSINESS IMPACT
Financial Value
• This savings number includes a reduction in maintenance costs and savings from other business areas. Business benefits may include: lower capital requirement lower energy cost capacity availability increased yield
Strategic Fit
• Long-term benefit To be a partner of choice• Cultural change:
process-honoring organization effective process governance engaged employees effective talent management
Customer Focus
Competitive Advantage
Connectivity • Connects Asset Management leading practices across like segments and regions• Connect to resources in larger operations that can support smaller organizations • Talent transfer
- improved customer experience
Improved asset health - better quality- more and consistent fill rates
improved customer service less changeover times increased equipment utilization less overtime
higher customer satisfaction improved safety Improved food safety less unplanned downtime
- options to grow revenue- decrease production and capital
costs- more customer-focused solutions
- increased product quality- improved yields- lower working capital- increased available capacity
Improved asset health
Business Case
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IMPLEMENTATIONPhase 3
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ReliabilityMaterial
Management
Supply Chain Management
MRO Materials Management
Infrastructure Preparation
Tactical Improvements
Risk Management
Work Management
Production Work Management
Maintenance Work Management
Leadership Team
Executive Sponsor(s)
Facilitator
Planning & Scheduling
Business Planning
Production Planning
Maintenance Planning
Typical Implementation Team
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Executive Sponsor
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Prosci © 2010
Prosci © 2010
Union Leader(s)
Production Manager
Engineering Manager
Finance & Accounting
Procurement Manager
MPS Coach / Coordinator
Material Manager
Maintenance Manager
Facilitator
Program ChampionExecutive Sponsor
Leadership Team Model
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Focus Team Activities• Kick‐off – Teams attend Focus Team and Best Practices overview
training. They then develop a team charter and present it to the Leadership Team for approval.
• Brown Paper – Teams process map the current state of business per the team’s scope. This process includes interviewing peers for process validation and to foster employee participation
• White Paper – Teams process map the target business process along with defining the associated Roles and Responsibilities.
• Pilot Planning – Upon target process approval, teams develop/acquire and implement the supporting target process resources (technical/non‐technical).
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Focus Team Activities• Training – Teams develop training plans including materials, equipment,
dates, time and audiences. Once defined, training is provided to pilot area employees.
• Pilot Implementation – Teams provide technical and tactical support to the pilot area personnel. Data and feedback is collected from pilot area personnel and process systems to assist in the pilot area analysis phase.
• Optimization – Teams review information collected during the pilot area implementation phase and begin the continuous improvement/sustainability process.
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•Learning to See
Process Flow DiagramValue Stream MappingRelationship Models
Equipment CriticalityFailure AnalysisRisk AnalysisRisk Ranking
Standard WorkOperating Procedures
PreventivePredictive
Condition MonitoringRemote Monitoring
Operator CareCritical Spares
OEETCO
Asset UtilizationMTBFMTTR
Implementation ModelOPERATIONAL STABILITY
MeasureControlAnalyzeClassify
© 2011 Life Cycle Engineering
Continuous Improvement
Plan Do Check Act
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Taxonomy(1)
BusinessCategory
(2)Installation/Business Unit
(3)Cost Center/ Op Unit
(4)Function
(5)System
(8)Part/ BOM
Use/ L
ocation Da
taEquipm
ent S
ubdivision
Taxonomy per ISO 14224:2006
(7)Component/Maintainable Item
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Structuring Fixed Assets
SAP AG 2010
Managing Information of Assets
SAP AG 2010
Functional Block Diagram
In Feed Assembly Out feed AssemblyFill Table
Shaker
VFD
Drive Unit
PLC
Asset / Sub Assembly / Technical Object
Objects / Components
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Building Master Data
CodeComponent
Description In feed
Fill Table
Out Feed
Shaker
Drive Unit
VFD PLC
1001 Rail Misalignment X X1002 Failed Bearing X X1003 Worn Gear X X X X1004 Air Leak X
1005Failed Electrical Circuit X X X
1006 Failed Belt X X1007 Programming Error1008 Failed Belt X1009 Failed Chain X1010 Failed eye X X
Cause Code Catalog
CodeComponent
Description In feed
Fill Table
Out Feed
Shaker
Drive Unit
VFD PLC
2001 Process Stopped X X X X X X2002 Process Slow X X X X X X2003 Process Fast X X2004 Over fill X X X X X2005 Under fill X X
Damage Code Catalog
Rotary Filler Cause Code Group
Rotary Filler Task Code Group
Rotary Filler Damage Code Group
Maintenance Plan
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Criticality AnalysisEH&S Impact
• Risk of injury or death• Risk of environmental pollutants
Production Impact
• Risk of lost production capacity• Risk of defects
Financial Impact
• Risk of exceeding acceptable Total Life Cycle Cost
Reliability, Availability, Maintainability Impact
• Risk of failure repeating (R)• Risk of lost availability to Operations (A)• Risk of extended maintenance downtime (M)
STEP 1 Identify scope of process – definition, process owner, start & end points
STEP 2 Recruit Focus Team - people involved in the process
Construct the Process
STEP 4 Validate and obtain comments - from others involved in the process
STEP 5 Identify opportunities - determine where areas for improvement exist
STEP 6 Present back to management and other key people for their input
STEP 3
Developing a Process Map
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Develop the RASI
RASI Chart for: Configuration Management
Con
tract
Hol
der
Cor
p O
ps V
P
Cor
p Te
ch S
ervi
ces
VP
Are
a M
anag
er
Cor
p Te
ch S
ervi
ces
Dir
Rig
Man
ager
OIM
/Cap
tain
Tool
Pus
her
Bar
ge E
ngin
eer
Saf
ety
Sup
ervi
sor
Mai
nten
ance
Sup
ervi
sor
Rig
Cra
ft
OE
M/V
endo
r Rep
Step Number Step DescriptionCM-1
Step by Step tasks from CM Business Process
I I I A S R S S S S S S SCM-2 I I I A S R S S S S S S SCM-3 I I I A S R S S S S S S SCM-4 I I I A S R S S S S S S SCM-5 I I I A S R S S S S S S SCM-6 I I I A S R S S S S S S SCM-7 I I I A S R S S S S S S SCM-8 I I I A S R S S S S S S SCM-9 I I I A S R S S S S S S S
CM-10 I I I A S R S S S S S S SCM-11 I I I A S R S S S S S S SCM-12 I I I A S R S S S S S S SCM-13 I I I A S R S S S S S S SCM-14 I I I A S R S S S S S S SCM-15 I I I A S R S S S S S S S
R = Responsible "The Buck Stops Here" A = Accountable "The Doer"S = Support "Provides Support"I = Inform "Keep in the Loop"
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REALIZING THE BENEFITPhase 4
49
Key Performance Indicators
50
Reassessment
A 400 point increase in assessment score potentially yields a 16% reduction in material costs and a 26% reduction in labor costs.
Labor Cost Reduction (26%)Material Cost
Reduction (16%)
Reactive Proactive ExcellenceEmerging
% Im
prov
emen
t Pot
entia
l Assessment Score:Initial Final
0
10
20
30
40
50
60
0 100 200 300 400 500 600 700 800 900 1000
LaborMaterial
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Return on Investment• Reduced Planned and Unplanned Outages• Increased/reliable capacity salesIncreased Availability
• OT reduction• Contractor reductionReduced Labor Costs
• Reduced usage• Reduced InventoryReduced Material Costs
• Planned & scheduled work• Fewer emergenciesReduced Injuries
• Safety and EnvironmentalImproved Regulatory
Compliance
• Extended Life Cycle• Less replacementsCapital Project Avoidance
• InvolvementEngaged Work Force
• Operations owned reliability• InstitutionalizedSustainable Culture Change
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