Improve your Asset Productivity with at least 10% through alignment of your Business Processes, Organisation, Information (Systems/technology) and Workforce.
Maintenance of assets is generally not perceived as a primary mean to add business value, but just as a cost factor. In our point of view maintenance is a core driver to add business value and to achieve business objectives.
The Productivity of assets directly influences the production process of an organization and so the business output. So availability and (lifecycle) costs of assets are directly related to the business objectives.
Asset/Maintenance Management should concern these KPI’s as well as KPI’s related to Security, Sustainability, Agility, Social concern, etc. Asset/Maintenance Management concerns the integrated management and continuous (horizontal) alignment of Processes, Organisation, Information Systems/Technology and Workforce. It also concerns the vertical alignment of strategy, tactics and operations. This vertical and horizontal alignment ensures the link between top management, middle management and shop floor, management style and the working procedures as well as the broad integration between processes, organization, information systems and workforce.
This alignment ensures that the management by means of KPI’s is embedded in the maintenance processes and organisation, but also implemented in the underlying IT systems, the way of working and in the end the companies culture.
The foundation for these improvements are:
Certainty + Uncertainty = Uncertainty
Asset/Maintenance Management is all about coping with certainties and uncertainties. Uncertainties, mismatches between strategy, tactics and operations, a lack of management information, a mismatch between the described procedures and the way of working at the shop floor, etc. are often the basis for ad hoc planning of the maintenance activities.
The simple distinction between certainties (huge part of maintenance activities are preventive maintenance activities) and uncertainties (corrective maintenance, damage, etc.) helps to cope with the uncertainties and to easily plan all maintenance activities. Additionally, the use of Asset Management Methods and Tools, as well as accurate configuration and use of Maintenance Management Information Systems (to manage maintenance not just to register maintenance actions) are important sources for tangible and measurable improvements.
Set up, Implementation and Effect
Asset Management (AM) Methods, Techniques and Tools, including AM- Information Systems are widely applied in the maintenance industry. The question is whether these Methods, Techniques, Tools and Information Systems are used consequently and consistently at all management levels of the organisation; from top management, middle management to the shop floor? And is the right information well documented and used to manage the maintenance of the assets. Often a mismatch is experienced. Set up (describing/configuring) the Processes, Organisation, Information systems, working procedures and training will not help if these are not implemented accordingly.
After implementation one has to monitor the expected effect in order to ensure the added value and via the PDCA cycle ensure continuous improvements.
Measure to know
In order to achieve the expected effect one has to define the required performance and measure the performance. The performance of the maintenance organization is defined by the asset’s availability, lifecycle cost, security, sustainability, agility, innovation, social concern objective, etc..
Current Asset Management Information (ERP) Systems consist the required management information. Quite often these Information Systems are only used as registration systems and not as Management Information Systems. As a result the data in these Information Systems is often obsolete and/or incorrect. Attempts to gain management information from these Information Systems require a major effort and lead to sub optimal solutions missing the link between (top) management and shop floor.
A sound base for Maintenance Management is to the above mentioned KPI’s, configuring the Asset Management Information Systems to provide these KPI’s (measuring) and to use these knowledge to manage the maintenance actually.
From Overview → Insight → Management Control
The will to actually manage the maintenance of an asset is never the issue. There are many attempts to do so, some very successful! Most of the time it’s the question where and how to start …
The widely available Maintenance Management Information Systems and Business Intelligence tools and templates offer excellent opportunities to get started. Adaption of these tools and templates provides the information and overview concerning the performance of the current operation and the maintenance organisation. It also provides insight into the possibilities to define measurable improvement of the management control. With these insights, improvements can be defined, implemented and managed based on the monitoring of the effects.