The ISO 55000:2014 Asset Management Standard could play a major role in industry in the coming years. Keep up to date with our ongoing coverage of this Standard at maintenancetechnology.com/iso55k.
Scanning the Internet, as I so often do for news and views on asset management, including as it applies to ISO 55000, I recently came across a book titled Physical Asset Management, 2nd Edition, by Nicholas Anthony John Hastings (Springer Intl. Publishing AG, Basel, Switzerland.) As the article headline notes, it’s very much “a book worth reading.”
Details of the ISO 55000:2014 Asset Management Standard continue to spread. To recap: In the maintenance and reliability arena, “assets” are typically physical, i.e., equipment, systems, processes, facilities, buildings, and so forth. True life-cycle management of such assets, through their development and deployment, operation and maintenance, and eventual decommissioning, is an organization-wide endeavor led from the top. As maintenance and reliability professionals, our role should be to coach peers and upper management on the breadth and depth of this pursuit.
“In our company we often talk about the importance of leadership and teamwork in the functioning of maintenance organizations and even in the bigger picture, the success of the company. How will leadership and teamwork play out in ISO 55001 Asset Management – Management Systems – Requirements?”
If you cannot make Total Productive Maintenance work in your plant, you will surely struggle with the ISO 55000 Asset Management Standard.
Total Productive Maintenance (TPM) is an organization-wide process for improving equipment effectiveness that was taken from the heart of what we now know as the “Toyota Production System” (TPS). TPM came to North America from the Japan Institute for Plant Maintenance (JIPM) in the mid-1980s. The TPM process gained momentum because of the way it shared equipment-maintenance responsibilities with others in organizations through fundamental “pillars.” The Pillars of TPM outlined the basic principles of the process and how they were to be deployed interdependently (they supported each other).
Part I set the stage for this multi-part series by stating that if you can’t make Total Productive Maintenance work in your plant, you will surely struggle with the ISO-55000 Asset Management Standard. And while there are five basic Pillars of TPM, the most important is Improving Equipment Effectiveness by Targeting the Major Losses. As the first TPM Pillar, it serves two essential purposes: a) What to focus on; and b) how to measure progress.
This series of columns helps weave the five basic TPM Pillars together in ways that can open eyes and minds for the asset-management journey and achieve fast sustainable results along the way. In many plants, unfortunately, TPM has been boiled down to nothing more than “involving operators in the maintenance of their equipment” as a stand-alone work process. Here, the benefits of the interdependent relationships among the five basic TPM Pillars have been lost, leading to marginally sustainable results.
This conclusion of a three-part, special-focus “Uptime” series weaves the five basic TPM Pillars together in ways that can open the eyes and minds of those who are interested in the Asset Management journey—and help you achieve sustainable results along the way. Sadly, as discussed in Parts 1 and 2, many plants have boiled TPM down to nothing more than a standalone work process of “involving operators in the maintenance of their equipment.” Consequently, the benefits of the interdependent relationships among TPM’s basic Pillars are lost, leading to marginally sustainable results.
Part III expands the Asset Management concepts related to the Pillars of Total Productive Maintenance and the essential, but missing, Pillars of TPM: Leadership and Work Culture.
Consider this: New equipment was designed and purchased before maintenance and operations had been consulted. Training and documentation for the new equipment had been eliminated in the final stages of the project as a cost-saving measure. Shortly after installation, marketing launched a new product that the plant wasn’t prepared to deliver. And to make the new product, operations pushed the new equipment to do something for which it was not designed.
Would you anticipate problems regarding the operation, maintenance and long-term reliability of this new equipment? Absolutely! To achieve the levels of operational reliability defined by this organization’s own objectives, old habits like those above must change. Message to top management: Your job is to lead the culture change, knock down barriers, model the way and reinforce new behaviors.
Facilities and equipment management is about to be taken to a whole new level with the release of ISO 55000 Asset Management Standard scheduled for early 2014. Or is it? The long-awaited rollout of this new global standard might not be what many are assuming it will be. Then again, maybe it will. That’s the way it is with the introduction of global standards. Remember the launch of ISO 9000 and ISO 14001?
Regardless, even if ISO 55000 isn’t perfect when it rolls out, it will still provide a very sound foundation for organization-wide life-cycle asset “ownership.” Readers will soon recognize that the ISO standard is NOT solely about fixed assets, either: Instead, it identifies assets as items having “potential or actual value to an organization.” It would have been simpler if it were focused on “physical” or “fixed” assets alone. However, this new definition of an “Asset Management System” will serve as a framework that has long been missing in our fixed/physical asset-based business and industry.
The new Asset Management Standard (ISO 55001:2014) is promoting an interesting array of ideas, concerns and discussions among maintenance and reliability professionals. In conference sessions and workshops over the last year, two themes have arisen:
- What exactly is meant by the term “asset” in the context of the new standard?
- What is the relationship between “asset management” and an “asset- management system?”
- These two topics recently prompted two additional questions about the softer-side of asset management:
- Are highly-skilled people an “asset” in the context of the new standard?
- Is a high-performing asset-management work culture a “value-adding asset?”