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  • To maximize the value given to the different stakeholders a company can best be (sub)devided into the ownership responsibility, the asset management responsibility and the providing responsibility. Each has his own set of added value to give. A company (or utility) can cover all the different functions but the whole of the process of the value chain can be seperated, providing it is managed by an asset manager.
  • Judging an outsourcing process of a utility necessitates an in depth research of what is regarded as the competences belonging to the (sub) area of core business:   Distinctive: The most important capability of an organization. In the case of an Asset Manager type utility this would be the ability to manage contracts. For a Network Manager it might be the competency to effectively control switch-gear maintenance.   Essential: Needed for an organization to operate. In the case of a transmission utility this could be the competency of post fault restoration of demand. In essence, the skills of operational switching, maintaining safety from system dangers and emergency repairs.   Spillover: Allow a utility to obtain profits in a related activity through its distinctive competencies. In a transmission utility which uses helicopters for line patrols this could include hiring out the helicopter for other purposes, for example transport, hence increasing revenue through external sales.   Protective:   Close to distinctive competencies but related to activities that cause considerable risks for the success of the whole organization if they are not managed properly. An example in the case of transmission utilities would be protection maintenance.   Parasitic: Activities that are done in house that waste organizational resources. Land maintenance or tower painting would be examples.  
  • If, for some reason, a disturbance or a calamity has a massive negative effect on the environment or if there is a massive damage in the order of 5 million guilders the situation is regarded as vital and all components belonging to the lower susceptibility groups will be maintained in such a way that they will perform optimally. The assets belonging to the two upper susceptibility groups will be redesigned (in case of a process) or replaced (in case of a component). This approach , designed for the maintenance of a chemical plant , is easily translate d into a utility asset management situation as shown in figure 17-8. This example only covers the network level, not the component level. If, for example, the condition of a certain asset type is critical, the decision to apply a maintenance action is still dependent on the criticality in the network position.
  • The changing market environment demands for a better economic performance of power utilities and therefore also for a better economic performance of the assets owned by those utilities. By the management of maintenance on assets the economic performance can be optimised while keeping the technical performance of the assets and the total risk at an acceptable level. The aspects of information needed to support AM decisions can be divided in three main categories Asset Related Information: Equipment Inventory Condition Assessment Failure Probability Maintenance and Failure History Economic Information On Assets Maintenance Costs Investment Costs Inspection Costs Repair Costs Economic Information On Business Customer Contracts Compensation Costs Regulator Penalties
  • Because of the growing importance of condition data for supporting and optimizing the maintenance program the quality of produced data and consistency of the maintenance and measurement activities should be guaranteed. In particular, to support the execution of the CBM activities by the mechanic software tools are helpful (figure 23-2). This tool is directed at a consistent gathering of performance data and supports the execution of a standardized, human independent, maintenance and measurement program. The tool not only supports the complete execution of a maintenance program or concept, it also supports a standardised execution by means of help screens and information about developed standards and expert criteria. The maintenance and measurement program as derived from the FMECA is translated in the “inspector  ” approach and must avoid incorrect data to be put into the data mining system by the use of pull-down menu’s and predefined multiple choice answers as much as possible. The “inspector  ” supports and digitalizes the input of all required information directly at location in order to avoid human dependencies in translating hand-written checklists and event reports into the data mining system.
  • 1 , 18-9-02 ASSET MANAGEMENT

    1. 1. a comprehensive view on Asset Management Strategy Philip Wester NUON Asset Management
    2. 2. contents <ul><li>establish the asset management “concept” </li></ul><ul><ul><li>describe shallowly the different areas that should be covered by designing an asset management process </li></ul></ul><ul><li>the way NUON implemented the asset management process </li></ul>
    3. 3. <ul><li>what is an ASSET </li></ul>
    4. 4. ASSET: anything capable of creating value to stakeholders public image, safety, goodwill, communication Intangible money, costs, sales, profits, credits etc. Financial data, SLA’s/contracts, information, documentation, patents, copyrights, designs, etc. Intellectual labour, skills, knowledge, etc. Human systems, components, drawings, buildings, properties, technologies, software, service, etc. Physical Assets classification
    5. 5. <ul><li>what is ASSET MANAGEMENT </li></ul>
    6. 6. <ul><li>ASSET MANAGEMENT: </li></ul><ul><li>management of the process to create value through the assets concerned </li></ul><ul><ul><li>HRM: management of the asset “people” </li></ul></ul><ul><ul><li>ICT: management of the asset “information” </li></ul></ul><ul><ul><li>AM utility: management of “infrastructures” </li></ul></ul><ul><ul><li>CM: capital management: “finance management” </li></ul></ul><ul><ul><li>CRM: management of customers relation and companies image </li></ul></ul>
    7. 7. Utilities’ asset management definition Asset management responsibilities involve the key decision making for the network business to maximize long term profits, while delivering high service levels to the sutomers with acceptable and manageable risks
    8. 8. Positioning of Asset Management in power utilities business energy traders assets asset management control operation manage maintain functionality suppliers employees customers regulator/legislators generators external organisations public owner(s) system operator
    9. 9. Operation Accountabilities strategic operational Management Accountabilities Maintaining Network Functionality Accountabilities level of outsourcing Asset Management Accountabilities Strategies, policies, standards Planning Realisation Vision, Goals - Strategic Asset Management (incl. Reinvestment Strategy) - Risk Management - Safety Management - Cost & Revenue Management - Information/comm. strategy <ul><li>- Operation Management </li></ul><ul><li>- Operation Instructions </li></ul><ul><li>Outage/emergency Management </li></ul><ul><li>Contract Management </li></ul>- Maintenance Strategy - Maintenance Management - Condition Assessment - Work Safety Management - Spare Part Management
    10. 10. <ul><li>which items should be covered </li></ul><ul><li>in implementing </li></ul><ul><li>an asset management approach? </li></ul>
    11. 11. strategy organisation process information <ul><li>structure </li></ul><ul><li>accountabilities </li></ul><ul><li>skills & competencies </li></ul><ul><li>outsourcing </li></ul><ul><li>architecture </li></ul><ul><li>management information </li></ul><ul><li>decision support </li></ul><ul><li>stakeholders values </li></ul><ul><li>risk management </li></ul>
    12. 12. <ul><li>how to develop a strategy that takes into account added values of all stakeholders? </li></ul>strategy organisation process information
    13. 13. strategy: stakeholders value <ul><li>investment </li></ul><ul><li>maintenance </li></ul>“ toolbox” risk strategies asset managers core business: “ find an optimal balance between stakeholders values” regulations government environmental load, image society value stakeholder reward, safety employee availability trader price, reliability customer profit owner
    14. 14. establishing priorities expected reliability expected continuity ist/soll ist/soll energy not supplied power quality satisfy cash flow and profitablity demand cash flow capex opex budget budget forecast order ist/soll damage to society environment consequence priority mode: contribution to “ ist/soll gap” project 1 project 2 project 3 project x
    15. 15. strategy organisation process information <ul><li>structure </li></ul><ul><li>accountabilities </li></ul><ul><li>skills & competencies </li></ul><ul><li>outsourcing </li></ul><ul><li>architecture </li></ul><ul><li>management information </li></ul><ul><li>decision support </li></ul><ul><li>stakeholders values </li></ul><ul><li>risk management </li></ul>
    16. 16. <ul><li>how to organize in such a way that adding the different values is stimulated? </li></ul>strategy organisation process information
    17. 17. Asset Management Service Provider <ul><li>Asset owner creates value by: </li></ul><ul><ul><li>Identifying the needs of stakeholders/business environment </li></ul></ul><ul><ul><li>Setting business values and risk levels with needs </li></ul></ul><ul><li>Asset manager creates values by: </li></ul><ul><ul><li>Assessing asset specific risks against values set by owner </li></ul></ul><ul><ul><li>Contracting providers with best price/quality performance </li></ul></ul><ul><li>Service provider creates value by: </li></ul><ul><ul><li>Keeping costs to a minimum for the specified level of work </li></ul></ul>Organization >> adding value Asset Ownership
    18. 18. AM organisation directed at adding value continuous improvement cycle work administration cycle scheduling resource estimating data collection reporting control work execution operating, build & maintenance plan performance data evaluation scenarios, alternatives decisions process & project design problem/opportunity identification decision/design process control Asset Management
    19. 19. Outsourcing: risk of competence loss? Essential competency: necessary for taking full responsibility Protective competency: risk of outsourcing is too high for organization Parasitic competency: wasting organizational resources Spillover competency: market chances creating extra turn over low Risk high low Effectiveness high Maintenance Outsourcing Guidelines, Cigré Brochure 201 Distinctive competency: most important capability reason for existence
    20. 20. strategy organisation process information <ul><li>structure </li></ul><ul><li>accountabilities </li></ul><ul><li>skills & competencies </li></ul><ul><li>outsourcing </li></ul><ul><li>architecture </li></ul><ul><li>management information </li></ul><ul><li>decision support </li></ul><ul><li>stakeholders values </li></ul><ul><li>risk management </li></ul>
    21. 21. strategy organisation process information what is in essence a risk management process?
    22. 22. Risk versus Reliability Management <ul><li>Reliability Management (according to SAE standard JA1012) is a process to develop a set of policies that preserve the functions of the system under consideration to standards of performance that are acceptable to its user (economical, technical) </li></ul><ul><li>Risk Management is an RCM based approach that takes into account the event consequences for the business environment and the corporation strategy (economical, technical, societal/strategic) </li></ul>
    23. 23. Risk Management in a nutshell <ul><li>Risk Management is a continuously running process where risks are inventoried and prioritized based upon corporate targets, measures to control these risks are chosen and executed, evaluated and actualized. </li></ul><ul><li>Risk Management is as such a continuous improvement process covering the business environment as a whole </li></ul>execute/ actualize risk analysis inventory choice control measures evaluate control measures execute control measures
    24. 24. basis for AM risk decisions <ul><li>keyword>Sustainability: attention for balancing </li></ul><ul><ul><li>Society: safety, availability, strategic consequences </li></ul></ul><ul><ul><li>Economy: costs, investments, cash flow </li></ul></ul><ul><ul><li>Technical: outages, quality of supply, condition </li></ul></ul>
    25. 25. risk directed activities consequence performance probability risk
    26. 26. strategy organisation process information <ul><li>structure </li></ul><ul><li>accountabilities </li></ul><ul><li>skills & competencies </li></ul><ul><li>outsourcing </li></ul><ul><li>architecture </li></ul><ul><li>management information </li></ul><ul><li>decision support </li></ul><ul><li>stakeholders values </li></ul><ul><li>risk management </li></ul>
    27. 27. <ul><li>information requirements for an </li></ul><ul><li>Asset Management decision process </li></ul>strategy organisation process information
    28. 28. AM “cockpit” decision making process
    29. 29. Financial information Asset information Societal information S 3 Risk assessment Condition assessment Reliability management System (  Dollar) Risk management Decision Safety Social System impact assessment Information strategy directed at Asset Management decision process asset level system level corporate level
    30. 30. Information pyramid > decision
    31. 31. generation TRANSMISSION & DISTRIBUTION consumption accoun tabilities EOS Asset operation systems (SCADA, EMS) EAM systems Enterprise Asset Management systems ERP systems Enterprise Resource Planning systems front information systems level data warehouse Economical performance Technical performance Sociological performance data analysis level management maintaining functionality operation utilities business sustainable asset management decisions asset management information requirements data integration level decision level Information requirements AM decision
    32. 32. strategy organisation process information <ul><li>structure </li></ul><ul><li>accountabilities </li></ul><ul><li>skills & competencies </li></ul><ul><li>outsourcing </li></ul><ul><li>architecture </li></ul><ul><li>management information </li></ul><ul><li>decision support </li></ul><ul><li>stakeholders values </li></ul><ul><li>risk management </li></ul>
    33. 33. <ul><li>NUON implementation </li></ul><ul><li>of asset management process </li></ul>
    34. 34. NUON: decisions > sustainability Decision model for choices priority CAPEX and OPEX projects includes Life Cycle Assessments based upon asset reference planning and scenario approach Z + 99 + + C 2 W - 96 + + B 2 Y ++ 98,7 ++ - B 1 X + 99,84 - ++ A 1 NPV/EVA USD durability class reliability % safety class flexibility class alternative scenario scenario process decision evaluation matrix stakeholders preferences
    35. 35. separation system operator, asset manager, service provider NUON “embedding” AM organisation
    36. 36. internal AM organisation separation asset management into 1. development/decision responsible process 2. control process (incl. auditing)
    37. 37. performance risk high low high challenge: risk strategy asset grouping according to risk/performance class technical, economical & societal basis: certified maintenance
    38. 38. certified maintenance FMECA register expert rules measure maintain storedata analyse advice ISO 9002 inspect o r inspection maint.prog norms & standards i - tool 1: performance bank condition data tool 2: standard, human independent cbm approach certified process
    39. 39. maximum performance information i - at disposal for other utilities to maximize data population and improve decisions new, independent, non commercial, organization operates platform growing knowledge, applied analysis
    40. 40. data management tool in spector  software application for execution of CBM
    41. 41. HV CB velocity measurement type time analysis data storage & analysis tool i-Core  software application for analyzing masses of data
    42. 42. summarizing theory and … strategy organisation process information <ul><li>structure </li></ul><ul><li>accountabilities </li></ul><ul><li>skills & competencies </li></ul><ul><li>outsourcing </li></ul><ul><li>architecture </li></ul><ul><li>management information </li></ul><ul><li>decision support </li></ul><ul><li>stakeholders values </li></ul><ul><li>risk management </li></ul>
    43. 43. … NUON practice implementation AM process strategy organisation process information <ul><li>structure </li></ul><ul><li>accountabilities </li></ul><ul><li>skills & competencies </li></ul><ul><li>outsourcing </li></ul><ul><li>architecture </li></ul><ul><li>management information </li></ul><ul><li>decision support </li></ul><ul><li>stakeholders values </li></ul><ul><li>risk management </li></ul>