Jim C.

Fitch
International Council for Machinery Lubrication (ICML)
Noria Corporation

How ISO 55000 and Asset Management are Changing the

Definition of Lubrication Excellence

Introducing ICML 55

By now most people in maintenance and reliability have heard about ISO 55000 and asset
management. When I first heard about ISO 55000 I was apathetic, cautious and very much
unconvinced. But I kept thinking about it. I thought about the fact that there was a missing
element in what I’ve been doing the past 40 years, i.e., teaching people about methods,
tools, philosophies of lubrication and maintenance.

The missing element was the purpose, the structure and the glue that binds it all together.
It was that special something that makes sure people, in the care of machines, do the right
things right, the first time and every time. It’s the glue that brings it all together into a
single cohesive purposeful system. The glue brings it together and holds it together.

After all, poor machine reliability when driven to the root causes can be associated with
many factors that fall outside the domain of operations and maintenance.
How does maintenance and reliability address root causes that are outside the addressable
bounds of their jobs?
How do we achieve real progress and then sustain that progress? Not allowing a relapse to
the old business as usual?
This awareness has brought things to the current state of asset management; the subject of
my paper today.
Many of you are perhaps at that stage today.
ISO 55000 puts reliability, maintenance and lubrication on a much bigger stage
Is a proper and definable framework for these activities. A critical framework.
 Asset Management can best be described by
what it looks like when it is absent …

Before Asset Management Impact on Assets/Organization

• Confused Priorities
• Organizational Disharmony
• Fiefdoms and Activity Silos
• Dysfunctional Business Culture
• Chaos
• Flavor-of-the-Month Initiatives
• Disjointed/Fragmented Activities
• Poor Communication
• Pet Projects
• High Management Turnover
• Blame Game
• Tribal Knowledge-based Work
• Wasted Resources (People,
Energies, Materials, and Products)
• Low OEE (Overall Equipment
Effectiveness)
• High Operating and Repair Costs
• Short Machine Service Life
(Life Cycle)
• High Cost of Ownership
• Low Return-of -
Net-Assets (RONA)
• Hidden Plant
(Under Utilized Capacity)
• Commodity Hell
(Low Margins)

Common Bad Apples: Leadership and Business Culture

Of course everything on this list is not caused by poor asset management, but there is
snowballing and collateral damage.
Bad applies spoil other apples
Much of this is the product of bad leadership and business culture
Some organization have excellent asset management but haven’t assigned that name to
what they do instinctively
Others need to have it taught or spoon fed to them.
They know what they want they just don’t know how to get it.
What they want is the opposite of what is listed on both sides
One begets the other
What’s on the left (at a moderate degree or a high degree) causes what is on the right (at a
moderate degree or a high degree)
Let’s define the meaning of a couple terms …
 What has Root Cause Analysis (RCA) Taught us?

The cause of so many

failures originate at the top:
• Business culture
• Human capital issues
• Turnover
• Buying cheap
• Cutting maintenance budgets to the
bone (staff, tools, equipment)
• Cutting training budgets
• Communication issues (objectives,
plan, roles, etc.)
• Documentation issues
• Planning issues
• Short-term focus
• Conflicting goals/agendas
• General management ignorance

Failure is a great teacher. But we have to be a good student and apply why we learn.
Because the cause of so many machine failures originate at the top this is a good place for
asset management to begin. An overarching organizational asset management system
gives focus to asset management at all levels. The forest and the trees.

We may be looking for a root cause in the bottom tier to find something or someone to
blame. However, the real problem hides at the top. It radiates its influence downward
causing systemic, chronic problems below.

For instance, if the apparent cause of a gearbox failure is the use of cheap, dirty oil that
didn’t get changed on time. How is that corrected is management doesn’t provide the
budget for better oil, better filters, and training on the importance of changing the oil and
filter on time.
 Definition of Key Terms

Asset
An item, thing or entity that has potential (future), or actual, value
to an organization…and can be tangible or intangible, financial or
non-financial.

ASSET
Asset Management
MANAGEMENT
Image
Asset Management
Involves the balancing of costs, opportunities and risks against
the desired performance of assets, to achieve the organizational
objectives.

Asset Management System

A system which provides a structured approach for the
development, coordination and control of activities undertaken on
assets by the organization over different life cycle stages, and for
aligning these activities with its organizational objectives.

Ref: ISO 55000, PAS 55

Accountants define assets as anything that is owned today that has future value. In order
for that future value to be realized it most be managed and cared for today. This is includes
the protection of critical assets by operations and the proactive and reactive care of our
assets by maintainers (inspection and preventive maintenance). Assets are the bedrock of
all organizations.
Asset management is about a plan of action to insure assets have future value. How can
this be done at the lowest life-cycle cost?
It’s all about:
• What we do but shouldn’t do
• What we don’t do but should do

Asset management is about optimization, the balancing of activities and decisions of an

organization related to assets. And, achieving the desired results confidently and
sustainably. It’s also about developing an asset management plan.

The asset management system executes the asset management plan. This is how asset
management is enabled.
 A Crisis of Unconscious Incompetence

What are the enemies of lubrication excellence and asset management?

The false belief that “all is well”. Ignorance is bliss. Living in a state of delusion or denial.
AM achieves sustainability
Unconscious Competence is a state of sustainability.
As does training and certification
As does documentation
As does reassessments done periodically
AM steady’s the ship after change. Prevents a relapse of incompetency

This diagram is basically a view of the steps of asset management. Unconscious

incompetence is the start. Someone gives us a standard that identifies our shortcomings
and incompetence. We follow the standard. It’s like paint by the numbers. We customize
it to our organization. We now have Conscious Competence. We aren’t done. We are
highly at risk of relapsing to the oil business-as-usual. We need sustainability. The concept
of sustainability is the true gift of asset management. It achieves unconscious competence.
 Enter ISO 55000 -- 1 Book; 3 Standards

(43 Clauses)
ISO 55000 ISO 55001 ISO 55002
Principles and Terms Requirements for Narrative on How to
Certification Achieve Compliance

ISO 55000; sets a foundation. Defines critical terms. Establishes purpose and philosophy

ISO 55001 are the requirements that need compliance. It’s like an engineering
specification for asset management; but it reads like tax code or a book of regulations. It’s
a hard read and lacks example and specificity. It is structured after ISO 9001 and other
similar standards. It is the unchanging rule book. The pinnacle standard.

ISO 55002 is a guidelines book. It reads in more plain English and explains in more practical
terms what organizations need to do to comply with the requirements. It is something like
ISO 55000 for dummies.
 PAS 55* is the Predecessor to ISO 55000 for
Physical Assets
Condensed
Structurally Organizational Objective
Derived from ISO and Plan

9001
PAS 55-1
Specification for the
Optimization of Asset Management
Physical Assets Policy and Objective

PAS 55-2 Guidelines

for the Application of
PAS 55-1
Asset Management Plan

*Physical assets include

mechanical machines,
electronic devices,
facilities and urban
infrastructure
Implementation of the Asset
*PAS 55:2008 is withdrawn standard published by Management Plan
the British Standards Institute (BSI)

We started in the middle (PAS 55); we jumped to the top (ISO 55000); I’m going to finish by
bringing us back to basics (ICML 55)

PAS 55-1 shares an almost identical structure to ISO 55001 for requirements
Likewise PAS 55-2 roughly mirrors ISO 55002 (recently revised and expanded)
These standards do not address the all-important life cycle details of the last stage in this
block diagram
They talk about life cycle but don’t address it. No specificity
PAS 55 was withdrawn so as not to compete with ISO 55000, BSI is a national standards
body. PAS 55 was not withdrawn because it was a defective standard. It is still the
preferred asset management standard by many in the reliability community.
The words in the boxes are in the vernacular of BSI/ISO standards. The words on the right
more simply stated.
 Defining and Benchmarking Cross-
Functional Organizational Excellence
Quality

Environmental ISO 9001

Risk Management
Management
ISO 14000 ISO 31000

Occupational Companion
Health and ISO 45000 Standards ISO 41000 Facilities
Safety Management

ISO 21469
ISO 55011
ISO 22000
Food Safety Management of
ISO 55000 Government Assets

Asset Management

ISO Seeks to Harmonize Structure and Objectives of

Companion Standards for Organizations … No Bad Apples …
they Propagate

An organization that embraces compliance to all these standards protects against the risk
of bad applies corrupting the business and its culture. It achieves sustainability. How does
it make sense to not have a cohesive organizational program across: safety, quality, asset
management, environment, etc. Bad applies propagate. Bad culture propagates. Bad
management propagates.
 Key Principles and Attributes of
Asset Management
Holistic: Looking at the Optimal: Establishing the
whole picture. Top down. best value compromise
Alignment to between competing
organizational objectives. factors, such as
performance, cost and
Systematic: A risk, associated with the holistic
documented, assets over their life
programmatic approach of cycles.
consistent, repeatable and sustainable systematic
auditable decisions and Sustainable:
actions. Steadies the ship Sustainability must be
influenced by change. enabled: standardized integrated
work, change
Systemic: Viewing assets management, audits and
as a system working re-assessments, optimal systemic
together to achieve measurement, culture
organizational goals and
objectives. Integrated: Transcending risk-based
the principles of asset
Risk-based: Asset management throughout
management is risk the organization. Cross
management. Focuses on functional. Forest and
understanding risks and trees.
applying resources and
activities to manage and
control risks.

Ref: ISO 55000

Holistic: top down. Aligned with organizational goals/objectives. All inclusive

Systematic: A consistent and effective method to achieve the desired asset management.
Programmatic. Documented. It steadies the ship that is influenced by change.
Systemic: Viewing assets as a system and interactively deployed to achieve and sustain
organizational goals. All assets that work together cohesively as a system.
Risk-based: Examining and measuring risks including the probability of failure (how
slippery is the slope) and the consequences of failure (how far the fall). Fully understood
risk creates a foundation achieving optimized risk and cost control. Asset management is
risk management.
Optimal. Not maximizing reliability but optimizing. Not doing asset management at the
lowest cost but rather cost balanced with risk and achieving organizational objectives.
Sustainable. Proactive, not reactive. Aspirational; aspiration-driven, not crisis-driven.
Planning based. Investing in the future. Nurturing. Training and certification enables
sustainability. Periodic assessments confirms sustainability. No drift back to old ways.
Documentation, certification (of asset management) and auditing (to verify compliance)
enables sustainability. Not dependent on tribal knowledge.
Integrated. Asset management is everyone’s responsibility. Reliability is everyone’s
responsibility. Cross-functional. Forest and the trees.
 View from the Top… Why Should Asset Owners Care?
What is the Value Proposition … Benefits and Outcomes? In Search of the
Hidden Plant.
Available

Reliable Maintainable

Brand image Better Asset RONA (Return of Net Assets)

Performance
Financial Performance Greater Sustainable Operations
Stakeholder Improved
Confidence Asset Value
and More Competitive
Business Culture Reputation
Asset
Management

REF: ISO TC 251

Information
Management Reliable Safety
Decision Effectively
Making Managed Risk

Cost Control Lower Business Interruption

Organizational
Optimization Development
Better Planning and
Control

Break Down Silos Efficiency

Alignment

Asset management has a strong value proposition. The benefits statement is loaded. In
search of the hidden plant. 2 plants at 50%

At the very, very top are measures such as: market cap, earnings per share, shareholder
value, P/E ratio, long-term prosperity.
Tiered down from this are such things as: Better Asset Performance (go clockwise around)
…
Reliability: Utilization, uptime,
Control: Proactive, aspiration driven
Capacity: work done, through put, speed of performance
Efficiency: teambuilding, rowing together, non waste,

Business purpose justification,

Asset management minimizes variability in use of assets

The asset management gameplan based on international standards (ICML 55.01, ISO
55001) provides an engineering specification for asset management excellence and
lubrication excellence. It is a global expert consensus of what defines excellence. It
creates believers out of doubters.
 The Ground is always Shifting … So must Asset
Management
Industrial
State of Internet Of
Knowhow Things Asset Failure
Economy Modes
Technologies (IIOT) Portfolio

Continuous
Production Improvement Tools
Needs Aging Tasks
Machine
Management
of Change
Materials Staff
Turnover
Loads
Risks Speeds
Procedures Suppliers Throughput

Dynamic, efficient real-time response to change. Change management. Continuous

improvement while also steadying the ship. Changing environment. Global economy
shifts. Swinging economic pendulum.
Technology obsoletes aging assets. Environmental pressure..
 LIFE IS THE SUM OF
OUR CHOICES
What specific choices are needed to achieve world-class asset
management? Do we need an advisor? Master plan? What are the
benchmarks?

Paint by the numbers or just blindly charge ahead?

Do we need a guide/advisor for asset management? Someone who knows the way?
Maybe a travel guide?
 Getting to a State of Unconscious Competence
Structured and Planned Approach to Change and Asset Management

A
B

Current World Class

State Asset
Management
C

A: Attention-Deficit (successive scrubbed missions)

B: Ready Fire Aim (we can just wing it!)
C: Ready Aim Fire (plan and control approach)

Attention-deficit: boomerang efforts

It’s easy to think you know how to fix things. Lots of people have tried. Crossing the chasm
seems easy but it’s not.

A. This is the most common; successive scrubbed missions

B. Ready fire aim. Going by the seat of your pants. No preparation, no structure, no plan.
Just winging it
C. Plan and control. An engineered approach.
 Missing Words from PAS 55-1* and ISO 55001
How frequently do the
following words appear in
these documents?

*Withdrawn standard
These standards describe big-picture requirements and codification of asset
management. They don’t provide a prescriptive game-plan to achieve the Optimal
Reference State or specific benchmarks needed for compliance of lubricated mechanical
assets. Asset management must be enabled.

How do we paint by the numbers to achieve the stated goals of reliability, etc. Note, the
new and revised ISO 55002 brings ISO 55001 closer to PAS 55 for physical assets.
In 2017 the International Council for Machinery
Lubrication (ICML) Began the Construction of a New
Consensus Standard for Lubricated Mechanical Assets

The ICML Board Solicited Help

• 43 Subject Matter Experts in
Lubrication, Reliability and Asset
Management
• 8 ICML Boards Members and
Executive Director
• 32 Trainers & Consultants
• 9 Book Authors
• 39 Separate Organizations
• 15 Countries
List of Authors and Contributors of ICML 55
Reviewer Affiliation Country Reviewer Affiliation Country
1. Drew Troyer Sigma Reliability USA 23. Mary Jo Cherney General Electric USA

24. Gerardo Trujillo Noria Latin Mexico

2. Jim Fitch Noria USA America
3. Leslie Fish ICML USA 25. Mike Johnson AMMRI USA
4. Rendela Wenzel Eli Lilly USA 26. Mark Barnes Des-Case USA
5. Bryan Johnson APS USA 27. Martin Williamson KEW Engineering UK
6. Rich Wurzbach MRG Labs USA
28. Kevin Slater KJ Slater & Assoc. Canada
7. David Lange AAPG USA
8. Yuegang Zhao Spectro USA 29. Wes Cash Noria USA
9. Alec Meinke Blue Buffalo USA 30. Jeremy Wright ATS USA
10. Alessandro Paccagnini MecOil Italy 31. Wayne Dearness Oil & Toil Australia

32. Matt Spurlock Allied Reliability USA

11. Esteban Lantos Laboratorio Dr. Lantos Argentina
33. Brian Ramatally CASL Group Trinidad
12. Jian Ding LubroSoft China/ Australia Tobago
34. Juan Lee Center for Philippines
13. Jesus Terradillos Tekniker Spain Reliability Exc.
14. Rudiger Krethe OilDoc/ Germany 35. Bennett Fitch Noria USA
OelCheck 36. Jerry Putt Consultant/ Trainer USA
15. Giuseppe Adriani MecOIl Italy
16. Bruce Hawkins Emerson USA 37. Kenneth Bannister EngTech Industries Canada
17. Torbjorn Idhammer IDCON USA
38. Mattieu Berlinguette Laurintide Canada
18. Ian McKinnon Reliability Solutions USA
39. Michael Hooper Consultant/ Trainer New Zea-land

19. Jason Trantor Mobius Australia

40. Bob Scott Lube Works Canada
20. Graham Fogel Gauseng So. Africa 41. Udey Dhir VAS Tribology India
21. Art Durnan XRT Consultants USA
42. Brian Schmidt Chevron USA
22. Ben Staats West Frazer Canada 43. Lance Besinger Allied Reliability USA

Ref: ISO 55000

 Introducing ICML 55…

Stratosphere of Asset ISO 55000 Upper Stratum

Management (All Assets)
• Helicopter view
• Goal sheet
• Game plan

Physical Assets Intangible Financial Center Stratum

Etc.
(PAS 55*) Assets Assets
• Asset categories
• Which assets?

Activities:
Industries: Asset Types:
ICML 55 • Nuclear • Mechanical
•
•
Condition Monitoring
Outage Lower Stratum
Lubricated • Transportation • Electronic Management
• Tactical asset
Mechanical • Food • Infrastructure • Asset Design &
Processing • Rotating
Manufacturing management
Assets • Service Providers
• Government Equipment
• Inspection
• Enablers
• Lifestyle changes

*Withdrawn standard
Many cross-sectional views of the enablers in the Lower Stratum

ISO 55000 is your North Star. ICML 55 commands the ship that gets you there.

Upper stratum: what we need to do and why

Lower stratum: how we do it, block and tackle, lifecycle focus, high granularity.
Deployment of lessons learned

ICML is in draft form. It is a work in progress. Targeting Q4 rollout.

Other similar standards are being written along the lower stratum. These include: (read
what’s in the blue blocks}

ISO 55000 is your North Star. ICML 55 commands the ship that gets you there.
 Coverage of Standards for Mechanical
Asset Management
Role of ICML 55 in the
Holistic
Asset Management Space

*Withdrawn standard
ISO 55001
• ICML 55.1 does not
replace, complete and
technically conflict with
PAS 55-1* ISO 55001
• Instead, it is an enabling
standard
Strategic • Each clause of ICML 55.1
aligns and supports one
or more specific clauses
ICML 55.1 of ISO 55001
• ICML 55.1 delivers a high
degree of specificity
(detail) at a tactical level
for lubricated mechanical
assets
Tactical
Low Degree of Specificity High

ISO 55001 focuses on the organization and a holistic state of asset management. It
provides no specificity for individual asset types.

PAS-1 is also holistic but also provides strategic elements related to physical assets. It
provides no specificity related to reliability, maintenance, condition monitoring, lubrication,
etc.

ICML 55.01 is a companion standard to ISO 55001. It doesn’t repeat the holistic
requirements adequately address in that standard. Instead it provides specificity on
maintenance and lubrication, etc.
 ISO 55001: Requirements Overview

8.2 Management of Change

9.1 Monitoring, Measurement, 4.1 Understanding the Organization
Analysis and Its Context
and Evaluation 4.2 Understanding the Needs and
9.2 Internal Audit Expectations of the Stakeholders
9.3 Management Review 5.1 Leadership and Commitment
10 Improvement 5.3 Organizational Roles,
Responsibilities and Authority

4.3 Determining the Scope of the

Asset Management System
6.2.1 Asset Management Objectives
8.1 Operational Planning and
Control
8.3 Outsourcing (control)
Management of Change
7.1 Resources
7.2 Competence
7.3 Awareness 4.4 Asset Management System
7.4 Communications 6.1 Actions to address Risks and Opportunities for
7.5 Information Requirements the Asset Management System
7.6 Documented Information

Start with the green circle and go clockwise

Clauses of the requirements standard on periphery
PAS 55-1*: REQUIREMENTS OVERVIEW
4.6 Performance Assessment
and Improvement
4.6.1 Performance and
Condition Monitoring
4.6.2 Investigation of asset-related
failures, incidents and
nonconformities
4.6.3 Evaluation of Compliance
4.6.4 Audit
4.6.5 Improvement Actions
4.6.6 Records
4.5 Implementation of Asset
Management Plan(s)
4.5.1 Life Cycle Activities
4.5.2 Tools, Facilities and
Equipment
4.2 Asset Management policy
4.3 Asset Management Strategy
Objectives
4.3.1 Asset Management Strategy
4.3.2 Asset Management Objectives
4.4 Asset Management Enablers
and Controls
4.4.1 Structure, Authority
and Responsibilities
4.4.2 Outsourcing of Asset
Management Activities
4.4.3 Training, Awareness &
Competence
4.4.4 Communication, Participation
& Consultation
4.4.5 Asset Management System
& Documentation
4.4.6 Information Management
4.4.7 Risk Management
4.4.8 Legal and other requirements
4.4.9 Management of Change
ICML 55.1: REQUIREMENTS OVERVIEW

ISO 55000 4.1, 4.2, 5.1, 5.3

7.0 Performance & Assessment Review PAS 55 4.2
7.1 Condition Monitoring ICML 55 4.1, 4.2, 4.3
7.2 Failure Investigation
7.3 Audit
7.4 Improvement Actions
8.0 Management Review

4.2 Lubrication Management Policy

4.3 Lubrication Management Strategy
4.4 Lubrication Management Objectives

6.0 Implementation of Lubrication

Management Plan
6.1 Life Cycle Activates 4.5 Lubrication Management Plan
6.2 Tool Facilities & Equipment 4.6 Lubrication Systems Design
6.3 Lubrication Support Facilities 4.7 Lubricant Selection
6.4 Work Tools, Instruments & Consumables 4.8 Lubricant Supplier Selection
4.9 Lubrication Tasks
4.10 Health & Safety
4.11 Sampling & Analysis
4.12 Inspection
5.0 Enablers & Controls
 UNIFICATION—3 Standards; 1 Objective

Holistic Aligning and

All Assets
Collapsing the
Strata to
Achieve a
Unified
Asset
Strategic Management
Physical Assets Objective

Tactical
Lubricated
Mechanical
Assets

All main AM categories align between the standards

 Tactical Asset Management Achieved
ICML 55 7.3 4.0 & 5.0 6.0 7.0 & 8.0

Assess Design Implement Manage

Identify Opportunities Best Practices (ORS) Best Practices (ORS) Continuous

Skills Training Improvement
• Field practices • Machine Review
• Lubrication • Equipment Mods. •Procedures Deployment • Supervision and
Engineering • Lube Selection •PM Tasks, Work Coaching
• Contamination Control • Lube Procedures Scheduling, Lube Routes
• Oil analysis • Contamination Control
• Training • Oil Analysis • Equipment Modification
• Cultural Awareness • Storage • Lube Selection
• Lube Routes and Consolidation ICML 55 Compliance &
• Database Certification Here
• Work Planning

Reassess

ICML 55 provides an optimized engineering

specification for the optimized management of
lubricated mechanical assets

This is the implementation sequence for ICML 55. The ICML 55 clauses are referenced
above. Not where the certification occurs if compliant. Not also the need for periodic
reassessment to achieve sustainability.
 Tactical Asset Management …
in the Context of Machine Criticality and Risk

The Overall Machine

Criticality (OMC)
Matrix illustrates how
ICML 55 compliance
related to lubricant
selection, lubrication Addressable
methods, by the
contamination control Lubrication
and oil analysis can Asset
Management
bring a machine’s risk Plan (ICML
(OMC) profile down 55)
from 40 to 5

Only Addressable by Early Warning and Redundancy

We have little control over the consequences of machine failure, early warning helps as
does machine redundancy. How do we move the OMC value to a lower value to reduce
risk? This is done from the elements of the Failure Occurrence Factor (FOF). See next slide.
 ICML 55 Execution Enables Reliability
& Lowers the Likelihood of Machine Failure

* These elements directly affect machine reliability and rise; the Failure Occurrence Factor (FOC)

What’s addressable? Aligning the gameplan for AM with the benefits we seek.

RCA has taught us why machines fail prematurely and with minimal or no warning. These
lessons have given us great insight to the addressable and controllable conditions that can
sharply reduce the probability of failure (Failure Occurrence Factor). What we can control
on the left (ORS attributes). Across the top are the elements that cause premature
machine failure (sub elements of the FOF). This relates directly to the previous OMC chart.
Note the corresponding ICML 55 clauses on the right.
 The Benefits from ICML 55 Transformation
Related to Reliability, Maintenance Costs, Safety, and the Environment

The benefits of the ICML 55/ORS attributes go beyond just machine lifecycle extension.
Other benefits include cost of lubricants and consumption, condition monitoring (early
warning), safety, waste disposal, environment and energy consumption. Controllable
attributes on the left. Benefits across the top. See legend. Corresponding ICML 55 clauses
on the right.
 Asset Management Journey Time Horizon
10 20 30 40 50 60
Months
Months
ICML 55 Development of other ICML
Planning 55 Asset Management
Requirements

Assessment Engineering
of Current the Optimum
State Reference State
Full Compliance & Certification
of ICML 55.1
Deploy and Execute
The Optimal Reference
State
Full Compliance & Certification
of PAS 55-1
PAS 55-1 Stages

Full Compliance & Certification

of ISO 55001
Whole Program ISO 55001

Example of how to start and sustain the AM journey. Rome was not built in a day. Slow
and steady wins the race.
 Maturity Continuum through 12 ICML 55.1
Elements
ICML.55-1
1. Skills. Job/Task Skills,
Training and Competency ICML.55-12 ICML.55-2
2. Machine. Machine Lubrication
and Condition Monitoring
Readiness
3. Lubricant. Lubricant Selection ICML.55-11 State of ICML.55-3
4. Lubrication. Routine and Progress
Periodic Lubrication Tasks
5. Tools. Lubrication Support
Facilities and Tools
6. Inspection. Machine and Start Compliance
ICML.55-10 ICML.55-4
Lubricant Inspection
7. Oil Analysis. Lubricant
Analysis and Condition
Monitoring
8. Troubleshoot. Fault/Failure
Troubleshooting and RCA ICML.55-9 ICML.55-5
9. Waste. Lubricant Waste
Handling and Management
10. Energy. Energy Conservation
and Environment ICML.55-8 ICML.55-6
11. Reclaim. Oil Reclamation and
System Decontamination ICML.55-7
12. Management. Program
Management and Metrics Pre-Assessment 1st Test Assessement Minimum Compliance 100%

Orange line is the minimum required performance to meet compliance (tolerance 10%).
Track maturity from beginning to end. This is your ICML 55 dashboard.
 Compliance and Certification
ISO 55001
Certification Scheme*
American National • National Accreditation Body
Accreditation Board • Accredits Certifying Bodies
(ANAB)

Certifying Bodies ISO 17021

1. Pre-assessment and Gap Analysis (non-profit) (defines certification conformity)
a) Self-assessment
b) Independent assessor
ISO 19011
2. Formal Assessment Assessor/ auditor
(provides an
auditing guideline
a) By a licensed or certified 3rd party auditor service providers**
and defines
b) Auditor must conform to ISO 19011 auditing conformity)
c) Three-year certificate of compliance
• Candidate for
Certification
Asset Owners
• ISO 55001
• PAS 55-1***
• ICML 55.1
* The certification scheme is determined independently in each country by their National
Standards Body (BSI, ANSI, JAAM, etc.). ISO does not certify or police certification activity.
** An assessor is an internal or contract assessor of compliance. An auditor is approved by the
certifying body to determine compliance and certification.
*** Withdrawn standard

Go down No. 1 and No. 2 on the left first

Next follow the cascade down on the right. Note ANSI assigns the National Accreditation
Body, i.e., ANAB.
See the footnotes.
 Let’s Talk about Sustainability
It is not the strongest species that survive, not the most intelligent, but the ones
most responsive to [sustained] change – Charles. Darwin

What does sustainability mean? Why invest in change if you’re not willing to
invest in the sustainability of that change?

Saboteurs of Sustained Change: Agents of Sustainability:

• Work fraught with tribal knowledge
• Stubborn, aging workforce
• Shifting ground issues
• Management revolving door
• Change of ownership
• Dysfunctional business culture
• Misaligned business objectives
• Poor communication
• Poor documentation
• Winging it
• Training and certification testing of crafts
• Standardized work and procedure-based
maintenance
• PM optimization
• Management-of-change
• Audits and re-assessments
• Measurement: KPI, metrics, etc.
• Well-defined goals and objectives
• Well-understood business plans and
policies
• Peer pressure
• Asset management

Ref: ISO 55000

Ever try to break a bad habit or loose weight? It requires change. Ever end up going back
to your old ways? This is what is meant by change without sustainability.
 When is Asset Management Achieved?
A?
B?
A + B?

Asset A?
Management
Where should it ISO 55000 / PAS 55
begin? (the forest)
• Top down?
• Bottom up? Managing Assets
(the trees) B?
ICML 55. What’s Achieved? The machine achieves the desired service life. It is
maintainable. It is reliable. It is available. It is energy efficient. It cost of maintenance is
optimized. Maintainers and operators are competent in performing tasks.

You can’t have a world class quality forest without quality and sustainably nurtured trees.
Answer is A + B. Start at the Top and the Bottom.
Additional Information on Asset Management

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