Asset management is part of a much larger organization-wide system of systems. For example, ISO 55000:2014 (2.6) describes an “Integrated management systems approach…” that builds “on elements of other management systems, such as environmental, health and safety, and risk management.” The Standard also points out that such an approach can “improve integration across different disciplines and improve cross-functional coordination.” The clincher is that, because asset management touches so many parts of the organization, it is a natural candidate for an integrated-systems approach.
My August “Uptime” column lists recommendations associated with six basic, interdependent elements of a Competency Development System. Here, we discuss what’s required.
Asset-management systems, as specified by ISO 55001:2014, require definitions of applied skills and knowledge for a variety of personnel with asset-management-related roles and responsibilities in an organization. ISO 55001:2014 (7.2) defines requirements for such competence accordingly:
• Determine the necessary competence of persons doing work…that affects its asset performance, asset-management performance, and asset-management system performance.
• Ensure these persons are competent on the basis of appropriate education, training, or experience.
• Take actions to acquire the necessary competence and evaluate the effectiveness of the actions taken.
• Retain appropriate documented information as evidence of competence.
• Periodically review current and future competency needs and requirements.
ISO 55002:2014 offers guidance for implementing an asset-management system that is consistent with ISO 55001, the Asset Management Standard.
Competence is discussed in the context of Section 5.3—Organizational Roles, Responsibilities and Authorities this way: “It should be clear which role is responsible for which activity. This can be achieved through the development of job descriptions or through including asset-management responsibilities in existing job descriptions. When assigning internal roles, consideration should be given to:
• individual experience and competence (see 7.2)
• support through training and mentoring.
Let’s continue to the section regarding Competence (7.2). “Competency in asset management should be addressed at all levels of the organization in a way that ensures alignment between roles and levels and not just for those considered asset managers. For example, a competent trades person should be able to demonstrate clear competency in specific asset-management-related tasks…” (7.2.1).
Section 7.2.2 continues with some guidance for determining competence. “The organization should determine the competence required for all asset-management roles and responsibilities, and the awareness, knowledge, understanding, skills, and experience needed to fulfill them. The organization should map its current competencies to its required competencies to determine any gaps.”
Finally, following its discussion of gap analysis and improving competencies and training, Section 7.2.2 suggests “All persons assigned roles and accountabilities within the organization that can have an impact on the asset-management system should have those roles and responsibilities communicated to them, be provided the training, education, development, and other support needed to perform their role, and to be able to demonstrate the competencies required.”
A formal competency development system must exist as an interdependent process within the asset-management system to conform with ISO 55001 requirements and successfully manage asset performance and reliability in an era of painful skills shortages. MT
Bob Williamson, CMRP, CPMM, focuses on the people-side of world-class maintenance and reliability in plants and facilities across North America. Contact him at RobertMW2@cs.com.