October 23, 2019, 9:49 pm

Articles

Asset Management Strategy vs Strategic Asset Management Plan (SAMP) – Has ISO got it wrong?

Tuesday, 31 July 2018 14:04

In dealings with our clients, I often find that there is considerable confusion regarding what should be contained in a Strategic Asset Management Plan (SAMP). We have seen SAMPs that are upwards of 200 pages long – a mighty tome that is destined to rapidly become “shelfware” and of little value to anybody. This confusion is exacerbated by the lack of clarity in guidance that is provided in ISO 55000, ISO 55001 and ISO 55002. In our view, it appears that ISO itself (or at least TC251 – the technical committee that put together ISO 55001) is confused regarding its definition of the SAMP. More specifically, they have confused two separate documents – an Asset Management Strategy, and the Strategic Asset Management Plan. We hope that this will be clarified in the next version of ISO 55001, but in the meantime, I outline the reasoning for why improvements are needed below.

First, let’s make sure we are all on the same page when it comes to terminology.

 

Creating the Organisational Environment for RCA Success

Monday, 07 May 2018 09:03

 This is the fourth and final article in this series where we have examined the following topics: 

 Experience tells us that, in practice, there are several barriers that inhibit the success of implementation of Root Cause Analysis practices.  Among these are:

  • This is great, but I don’t have time for this….
  • Inability or unwillingness to tackle the bigger issues
  • Fear of being “blamed” for making an error

All of these barriers must be overcome if implementation of RCA is to be successful.  Let’s deal with each of these barriers one at a time. 

 

You don’t need software to perform Root Cause Analysis – here’s why

Tuesday, 24 April 2018 09:03

 This is the third article in a series of four where we will examine the following topics: 

A growing number of Root Cause Analysis processes are being supported by RCA software.  We need to be careful not to oversell the benefits of software in effective problem solving – and in many cases, RCA software actually has some disadvantages and drawbacks.

The first thing we need to realise is that effective problem-solving through Root Cause Analysis techniques represents, for most organisations, a significant change in their way of thinking, and also represents a significant cultural shift.  These fundamental changes cannot be effectively brought about simply by purchasing a software package, and yet many technocratic organisations are tempted to believe that a technological solution (such as a piece of software) will solve their problems.

 

Two reasons why team-based approaches to Root Cause Analysis (RCA) are more effective

Monday, 09 April 2018 16:05

 This is the second article in a series of four where we will examine the following topics: 

 There is a school of thought, particularly among more highly qualified engineering personnel, that problem solving and Root Cause Analysis is best performed by “experts” in their fields.  This school of thought discounts the potential contribution of lesser qualified personnel in being able to identify and implement effective permanent solutions to maintenance and reliability problems.

I believe this viewpoint to be fundamentally flawed, for two main reasons.

 

Why Root Cause Analysis (RCA) is not just 'Common Sense'

Tuesday, 13 March 2018 11:05

The appropriate application of Root Cause Analysis (RCA) techniques can yield significant organisational and individual benefits.  This article is the first in a series of four, discussing some of the practical issues surrounding the implementation of Root Cause Analysis processes within organisations, and in doing so, attempts to give some guidance to those wishing to obtain success from their Root Cause Analysis program.The four articles in this series will examine the following topics: 

Two common misperceptions about Root Cause Analysis (RCA) are either that:

  1. Applying RCA successfully requires the application of some radically new or different skills, or alternatively
  2. RCA is simply “common sense” problem solving

Neither of these is the case.

Most people who undertake a Root Cause Analysis training course are somewhat disappointed to discover that, while RCA includes a few new tools, tips and techniques, these are all reasonably easily learnt, and not represent a radical departure from what most people are capable of applying.  This often leads rapidly to the second misconception – that effective problem solving is simply “common sense”, and that, therefore, there is no need for people to be trained in Root Cause Analysis principles.

 

Putting a value on maintenance and reliability improvement

Monday, 26 February 2018 15:32

Given that Assetivity’s business model is all about delivering value to our clients through improvements in asset management, maintenance management and reliability engineering, it is not surprising that we are often asked how best to put a value on maintenance and reliability improvements project.

The answer of course is ‘that depends on the nature of the project’.

In this article, we will consider the three levers of value in any maintenance and reliability improvement project, explore five approaches that we commonly apply to estimate the likely value from the improvement projects, and discuss methods for measuring and monitoring whether the project is actually delivering on its promise.

 

Asset Management Accountability Framework (AMAF) – an overview

Monday, 12 February 2018 16:37

What is the Asset Management Accountability Framework (AMAF)?

In early 2016, the Victorian State Government’s Department of Treasury and Finance published and issued their Asset Management Accountability Framework (AMAF). The AMAF replaced the Victorian Government’s previous asset management framework “Sustaining Our Assets” and its related asset management series. (1) The AMAF is intended to assist Victorian public-sector agencies to manage their asset portfolios better and provide better services for Victorians (1). The AMAF provides guidance to all Victorian Government organisations which are subject to regulations of the Financial Management Act (FMA) of 1994.

 

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