May 26, 2019, 10:13 pm

Reliability Improvement Articles

Asset Performance Management (APM) – Key implementation issues and how to avoid them

Written by Gary West.   

This is the second article of series of four articles that we will publish on Asset Performance Management Systems.

In our first article we noted increasing levels of interest in Asset Performance Management systems across capital intensive industries.  We discussed the typical capabilities supported by APM systems including Asset Health and Condition Monitoring, Maintenance Strategy Development, Asset Integrity Management, Defect Elimination, Modelling (Reliability and Lifecycle Cost) and finally Reliability Analytics.

We also looked at where APM systems fit within the overall ecosystem of Asset Management information systems and the types of data shared within that ecosystem.

Finally, we looked at what most businesses hope to achieve by implementing an APM systems.

As noted in the first article, at Assetivity we have supported various clients in developing and refining their APM business requirements, testing the market for suitable solutions, and then proceed to implementation.  We are also actively using client APM systems to develop and optimise equipment maintenance strategies for greenfield and brownfield assets.

In this article, we want to share with you the challenges that we have observed our clients struggle with as they have implemented their APM solutions, and share with you our thoughts on some things you might do to avoid falling for these same traps.

 

Asset Performance Management (APM) – What is an Asset Performance Management system?

Written by Gary West.   

Over recent years, Assetivity has seen an increasing uptake of Asset Performance Management (APM) Systems in capital intensive industries.  We have supported clients to develop and refine their APM business requirements, test the market for suitable solutions, and then proceed to implementation.  We are also actively using client APM systems to develop and optimise equipment maintenance strategies for greenfield and brownfield assets.

Given the increasing interest in APM systems, we want to share with you our observations and perspectives on Asset Performance Management and will cover what Asset Performance Management Systems do, where they fit within the Asset Management information systems landscape, what businesses hope to achieve by implementing APM solutions, the most common challenge we see to successful uptake, and how to avoid them, and finally the things that you can do to ready yourself for implementation.

This is the first in a series of four articles relating to Asset Performance Management and will focus in the first three points – what is an APM system, where does it fit in the Asset Management information system landscape, and the what businesses hope to achieve through implementation.

In subsequent articles, we will explore:

  • What are the key issues we see in APM implementations, and how to avoid them;
  • The importance of driving action from insights; and
  • APM Systems – are you ready.
 

Enterprise Asset Management (EAM) and Asset Performance Management (APM) Systems - Making sense of your data

Can you make sense of your asset related data? Can you use this data to optimise your business? Can you connect data from the various asset related systems that you use to gain new insights and wisdom?

At Assetivity, we often work with clients to help build out asset strategy and related data into their Asset Performance Management (APM) systems by teasing apart and making sense of their Enterprise Asset Management (EAM) data. This process provides a real insight into the completeness and usefulness of EAM data.

 

The Importance of a No-Blame Culture for Safety and Reliability Improvement

Written by Sandy Dunn.   

This article has been prompted by the recent dismissal of a rail employee for failing to follow a standard operating procedure, resulting in a significant derailment.  The key questions here are:

  1. How likely is this to reduce the likelihood of similar, future events?
  2. What impact is this likely to have on the identification of future opportunities for reliability and safety improvement?

These should be the intent of any incident investigation, and this article will argue that dismissing the employee, in the absence of any other improvement actions, will, at best, most likely have no sustainable effect on achieving these objectives and, at worst, will inhibit future safety and reliability improvement initiatives.

I should point out that I am not privy to the specific details of the incident that prompted this article, and there may be exceptional circumstances relating to this specific incident which merit the punishment meted out, but as a general rule, we need to be very careful in using punishment as our first and primary response to any safety or reliability incident.

 

Availability vs Reliability – Which is more important?

Written by Sandy Dunn.   

There is often confusion amongst those new to Maintenance and Reliability regarding the difference between Availability and Reliability. This article discusses the difference between the two, and also considers the relative importance of each when setting goals and targets for operational improvement.

 

Creating the Organisational Environment for RCA Success

Written by Sandy Dunn.   

 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

Written by Sandy Dunn.   

 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.

 

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