Asset Management IERM Conference. Thomas Bürge March 2010

Transcription

1 Asset Management IERM Conference Thomas Bürge March 2010

2 Asset Management Definition The systematic and coordinated activities and practices through which an organisation optimally manages its physical assets, and their associated performance, risks and costs over their life cycle for the purpose of achieving its organisational strategic plan OR "the optimum way of managing assets to achieve a desired and sustainable outcome".

3 Context External Influences Need Feasible Design and Spec Acquire Develop Operate and Maintain Dispose or Refurbish Whole Life Costing

4 Context External Factors Political Social Financial In an ever changing climatic environment

5 Context Our Challenge

6 Context External Influences Need Feasible Design and Spec Acquire Develop Operate and Maintain Dispose or Refurbish Whole Life Costing In order to ensure sustainability of our asset base it is imperative that we plan and strategise in a holistic manner to cater for the entire life cycle of the asset!! Failure to do so WILL result in catastrophic resource failure in the medium to long term

7 PAS 55-2:2008 Framework - British Standards Institute - Widely Recognised as the world standard in asset management - Recommended by the SAAMA (SA Asset Management Association) - Available from SAAMA

8 Another possible tool Asset Management Improvement Planning is a best practice improvement methodology that provides a framework and improvement guidelines to grow the asset management maturity of the organisation in order to improve asset performance at optimum life cycle cost sustainably.

9 Strategy Management Information Management Technical Information Organisation & Development Contractor Management Financial Management Risk Management Environment, Health & Safety The Pragma Adaptation 17 Asset Management Key Performance Areas in support of PAS 55 Asset Care Plans Work Planning & Control Operator Asset Care Material Management Support Facilities & Tools Life Cycle Management Project & Shutdown Management Performance Measurement Focussed Improvement

10 AMIP Methodology Asset Management Improvement Planning Best Practices Key Performance Indicators 17 Key Performance Areas Excellence Optimising Preventing Stabilising Fire Fighting

11 BUT THIS IS GREEN ENVIRONS

12 Some vital questions on green environment Does the green environment need asset management strategy? Is asset management key in the green environment? What does AM mean i.t.o green environment? Are your facilities performance important, i.e. Is their role within communities important enough to warrant good performance management and benchmarking?

13 Some vital questions on green environment Does green environment need strategy? Yes: you employ people and any group of people need strategy Is Asset management key in the green environs? What does AM mean i.t.o green environs? Are your facilities performance important, i.e. Is their role within communities important enough to warrant good performance management and benchmarking?

14 Some vital questions on green environment Is Asset management key in the green environs? This is a maintenance intensive business and your asset have value and are used What does AM mean i.t.o green environs? Are your facilities performance important, i.e. Is their role within communities important enough to warrant good performance management and benchmarking?

15 Some vital questions on green environment What does AM mean i.t.o green environs? About the same as it does in most industries, you have external variables the influence a theoretically stable process. You have breakdowns, assets that move, assets the devalue, need insurance, need regular attention, stakeholder requirements, financial constraints, health and safety etc etc Are your facilities performance important, i.e. Is their role within communities important enough to warrant good performance management and benchmarking?

16 Some vital questions on green environment Are your facilities performance important, i.e. Is their role within communities important enough to warrant good performance management and benchmarking? City parks are a vital part of a health community.

17 AMIP Methodology Target profile Current profile Best practices Training & workshops System & Tools Improvement Projects Business Processes Implement Improvement Actions KPA: Asset Care Plans Key performance indicators Man Machine Material Method Measure Medium Identify and remove performance barriers

18 Johannesburg City Parks 2006 Assessed State

19 Johannesburg City Parks Assessed State 2008

20 The solution 1. Review Policy and Strategy 2. Start with Asset information and build a good Asset Register 3. Implement ONKEY as preferred enterprise asset management system 4. Build operational plans + tactics and roll them out through ONKEY whilst redesigning work planning and control processes 5. Establish Job costing ability 6. Establish performance measure in support of green flags etc 7. Implement contractor controls

21 1. Strategy Management

22 Strategy Management AM Steering Committee AM Policy AM Strategy AM Improvement Targets AM Master Plan Strategy Communication Progress Management Independent AM Maturity Assessment

23 Asset register Launch a JCP project to gather asset data, manage costs Separate movables from immovable Ensure focus by assigning sole responsibly to single resource, in this case the asset controller. Ensure data gathered is in support of the bigger strategic plan This is probably the most costly part of the project and is estimated at 3 years!! Consider asset condition assessment and valuation. Integration on GIS a must!!

24 Operational Plans Ensure central scheduling of a systematically designed plan Used RCM simplified process while seeing equipment at a functional level + one. E.g. Pump (+ Centrifugal) Impose standards: sq. m. Per hour (Grass cutting) Refine generic (as above) on a needs basis Used simple paper based rollout techniques

25 Job Costing Use Maintenance work order as a cost collector for: 1. Labour 2. Materials 3. Contractor Costs Manual interface with Great Plains to import costs enabling cost per asset Control stores issues using work order reference Built a cost case to enable analysis

26 Reporting Strategically aligned reports Work in Progress Annual assessment against strategic model

27 7. Contractor Controls Manage sq. m. Invoiced vs. Charged Proactively control work execution and report on schedule attainment Deal with contractor as an extension of you maintenance team

28 Current Benefits One can expect months setup cost before seeing full ROI. Major focus on asset register has shown that we don't really know what assets we have...yet. Long term planning ability is therefore undermined. Greater control on activities at parks can only result in improved condition Stricter contractor controls represent a large percentage of the ROI. Without understanding current activity it is impossible to accurately ensure life cycle management principles are applied

29 Conclusion The remaining 16 months will tell all Projects of this nature require significant time and effort from all levels of the organisation to be truly successful As one progresses up the maturity growth path your activities become more strategic and long term, you are released from reacting to urgent situations. Thank You

30 Consider the following Level 1 Fire Fighting No long term asset management strategy or plans - all efforts are reactive, short-term and unsustainable No formal work planning and control or other best practices Very little asset management information available for decisions Silo thinking and blame allocation between departments Very little focus on formal acquisition or disposal phases Everyone seems very busy reacting No formal preventive maintenance/operations program in place Assets are in a bad and unsafe condition with poor performance/condition Most supporting areas are disorganised and chaotic Improvement projects are limited and poorly implemented People feel frustrated and disempowered

31 Level 2 - Stabilising Management has started with improvements and systems The systems and procedures are informal and ad hoc, but not Best Practice and not part of a structured Asset Management System The main focus is on statutory compliance An asset register exists in some electronic format A manual job card system and planning board are being used Breakdown history is captured in a manual system Basic preventive maintenance according to OEM recommendations KPI feedback is limited to management reports The plant, workshops and stores are fairly clean and tidy Key people are aware of fundamentals of asset management People sense a change of approach, but it is still top-down

32 Level 3 - Preventing Asset Management Policy and Strategy with asset care focus CMMS/EAMS has been implemented and core functionality is used Formal business processes introduced with supporting training Formal work planning and control in place KPI reporting on full Asset Management, based on budgets Formal risk assessments done and main items addressed Asset care plans have been reviewed for critical equipment, including some condition-based maintenance, e.g. vibration analysis Structured cross-functional problem solving on main downtime reasons, major wastes and safety accidents/incidents Formal material management with consolidated stores Widespread training in technical skills, RCA and asset management Operators follow SOPs, and clean and inspect equipment

33 Level 4 - Optimising Asset Management Policy/Strategy focuses on whole life cycle EAMS is integrated with Finance and Materials Management Real time reporting with interactive drill-down reports Full compliance with business processes and EAMS Most assets had their asset care plans reviewed based on OMM Pro-active planning of spares and other resources Work planning and control automated to improve data velocity Zero based budgeting for asset management based on history Whole life costing used in acquisition and disposal decisions Cross-functional front line teams regularly suggest improvements Some cross-skilling between trades to improve flexibility Employees are skilled, confident and proud of their achievements

34 Level 5 - Excellence Asset Management Strategy is pro-active and flexible Industry leader in best proven asset management practices On-line, real time condition monitoring and asset reporting Whole life costing models used to drive asset decisions All departments involved during asset acquisition phases Extensive use of reliability modeling Data velocity optimised to reduce administration and delays High technical skills and use of technology in the workplace to drive autonomy, fault-finding and quick decision-making Ergonomic studies used to optimise workplace layout Asset performance targets set against international benchmarks Employees are working in self-directed teams to achieve targets