This presentation is around ISO 55000 – following PAS 55, the worldwide standard for Asset Management and how IBM’s Maximo Asset Management software is supporting or leveraging this asset management standard.
This presentation is around ISO 55000 – following PAS 55, the (new) world wide standard for Asset Management and how IBM’s Maximo Asset Management software is supporting or leveraging this asset management standard.
The content is not for a specific industry, but generally talking about the standard and how Maximo fits with this standard and it zooms in into the different chapters and view within the standard.
Speaker Guidance:
Lets take a small evolutionary look at the progression of Maintenance/EAM maturity over several decades.
Read the progressive decade notes highlighting some of the key points for each
AT THE END, when the “man” and scale appear:
We should note that even with technology where it is today at this point in time, it does not mean all maintenance organizations are at the same point of evolution. It depends on the maturity of a organization (at any point it time on this timeline) and their ability to apply the technology effectively.
Speaker Guidance:
Industries around the world face similar pressures and challenges related to the maintaining their assets. While their size and scale can vary, the pressures are typically very consistent. In fact this chart is about 18 years old but is still valid today. One of the changing elements over time that is not inherently clear in this slide is Technology. Technology has consistatnly avdvanced….
Speaker Guidance:
Asset Management challenges are faced by people and organizations and must be considered. They often ask, “How can I…” Today, depending upon the company, we may be talking to many varying types of people – from the leaders of maintenance, procurement and information technology to the “C Suite” - COOs, CFOs, CEOs, and CIOs. This is VERY DIFFERENT from 10-15 years ago… The C-Suite looked at maintenace as a necessary evil and not relevant for discussion in the “Board Room”…
Speaker Guidance:
So with all of these questions and so many complexities, how does one BEGIN to address them and get organized around their specific needs. One needs get organized with a structured framework. A framework to help group and prioritize ones asset management needs.
Today, Asset Management organizations can use ISO 55000. An internataional asset management standard. It is a framework designed to help asset management organizations gauge themselfves to the leading practices of the standard. It can also be used to rate ones asset management maturity (more on that later….)
Guidance:
PAS 55 and and now the recently released ISO 55000 are recognized asset management standards. They are being looked at or used by many enterprises around the world.
While the standards define elements that should be in place, the documentation itself does not provide a definitive rating of where one stands against the standards or HOW to implement. This can vary from organization and industry and is left to those who use the standards in various ways. There are many companies that help clients understand where they rank related to the standards as well hwo to address defiencies. These companies approach to rating and implementing can vary greatly. IBM fully supports these standards and has an approach to rating and implanting that we believe is innovative, logical and simple. Our asset management procucts are conducive supporting the ISO 55000 standard.
Guidance:
Here we will look at the relationship of some of the terminology used in the specifiation and their relationships especially the terms “Asset Manageement” and “Asset Management System”
Lets start with Asset Portfolio. These are the assets, typically the ones that are critical to the core business, that are/would be with scope of the organizations Strategic Asset Management Plan and for ISO 55000 actions
The Asset Management “System” is not an IT system per say (although an IT system/applicaion may be a part of it) . It is a set of interacting elements that make up the policies, procedures and processes that are defined to achieve the organizations/enterprises objectives. Again, an Asset Management system/application can/may be an element of the system
Asset Management is the cordinated activities of the organization to use the elements in the Asset Management System.
And last;y Managing the Organization. “Not all asset management activities can be formalized through an “asset management system”. Aspects such as leadership, culture, motivation, behaviour, can have a significant influence on the achievement of asset management objectives. These aspects are managed by the organization outside the asset management system.
Guidance:
Behind the detailed indices are four fundamental elements of ISO 55000.
INSTRUCTION: Advance the slide animation and read each element and description
Guidance:
When embraced and integrated by an enterprise or organization, the successful adoption of even some (if not all) of the standard can contribute to tangible and measurable benefits. Success and benefits begin with the establishment of realistic organizational objectives.
Guidance:
Here are some specfic benefits ISO 55000 can help promote
INSTRUCTION: Go through some (if not all) of these benefits at the “bold text level”
Guidance:
This diagram out of the ISO 55000 document will help one understand the how the “asset management system” works. It depicts the interactions of the various elements, but if studied, it will one realize the overall lifecycle of the PAS 55000 standard as well. One in place, it is the general “continous improvement’ process that keeps the lifecycle going…..
Speaker Guidance:
Of course any discussion on the use of an asset management standard or more specifically ISO 55000 would be incomplete without providing context to some of the types of savings that companies and enterprises can recognize by embracing and implementing structured and integrated approach to asset management.
Speaker Guidance:
This chart shows examples of value areas we identified with the client.