08.00 World Trends in PAM - Adriaan Scheeres

What does the future hold
Presented by: Adriaan Scheeres

for
MayPhysical
2009 Asset Management ?
PAM Definition
Physical Asset Management

systematic and coordinated activities and
practices through which an organization
optimally manages its assets and asset
systems, their associated performance,
risks and expenditures over their lifecycle
for the purpose of achieving its
organizational strategic plan
What is PAS 55?
PAS 55 is the British Standards Institution's "Publicly Available Specification" for the optimised management of physical assets and
infrastructure - it provides clear definitions and a 21-point requirements specification for joined-up, optimised and whole-life asset
management systems
Asset lifecycle
PAM Lifecycle
5 – 40 years
Importance of PAM
Richard Branson Trevor Manual

• “My engineers and their actions are most • “We must build infrastructure , but above
important in our company (Virgin airline). all we need to maintain and manage it, for
There actions ensure an safe travelling our country to be competitive”
environments for all our customers. “
The PAM challenge
Information & tools that will assist a company to make good asset management optimisation decisions
PAM Standards & Systems
What is PAS 55?
PAS 55 is the British Standards Institution's "Publicly Available Specification" for the optimised management of physical assets and
infrastructure - it provides clear definitions and a 21-point requirements specification for joined-up, optimised and whole-life asset
management systems
Performance guidelines
Target/
Units of
KPI Name Freq Range Formula
measure
Short term
Number of Component Number of Component recommendations created

1M Count
recommendations created
Number of component Number of component recommendations reviewed
1M Count
recommendations reviewed
Overall Equipment Effectiveness (OEE) 1M % Varies Availability X Performance Rate X Quality Rate
Availability 1M % Varies [Required Uptime - Downtime] / Required Uptime.
Performance Rate 1M % Varies Actual Performance / Design Performance.
Quality Rate 1M % Varies Saleable Production / Total Production.
Maintenance cost / Plant Turnover 1M % 4% Maintenance cost / Plant Turnover

Maintenance cost / Plant replacement 3% Maintenance cost / Plant replacement value
1M %
value
Contractor cost / maintenance cost 1M % Contractor cost / maintenance cost
Overall Maintenance Cost (Total direct cost for period) + (Cost of lost production due
1M %
Effectiveness to breakdowns for period) / Investment value
Stores Investment / Plant replacement Stores Investment / Plant replacement value
1M %
value
Training man hours / maintenance man Training man hours / maintenance man hours
1M ManHours
hours
Preventative maintenance cost / Total Preventative maintenance cost / Total maintenance cost
1M %
maintenance cost
Preventative maintenance man hours / Preventative maintenance man hours / Total maintenance
1M %
Total maintenance man hours man hours
No reliable asset information available
Pictures, the ultimate evidence

Mainly reactive maintenance

Limited SHE focus at lowest levels

Limited standardisation

the Good, Bad & Ugly
Good housekeeping

Planning boards – excellent visual management tools

Spares management

Tools management?

Tools management

Which tools are better controlled?

Identification
Breather & colour coding

Lubrication Management

Safety!

Store or workshop?

Everything in its place

Visual Controls

Identification

No planning: Incorrect base plate

Pump not anchored

No active and formal walkabouts

Termination
Bad alignment and workmanship

Missing Nozzle

Workmanship standards

V-belt used as sling

Missing V-belts (only effective for 50% load transfer)

Leaks

Tensioning device

Spares?

Good practice

Identification

Poor Workmanship standards

Missing breather

Wrong tools

No oil! Root cause?
Extra store room

Critical surfaces protected

Bearings well covered and protected

Bearings well covered

Protected against dust

Spares delivered to work areas according to BOM and packaging standards

Good practice: Housekeeping on flamables

Clear bin locations, spare numbering & practices

Information available

Good communication

Good housekeeping

Spares & Materials

Special Tools

Everything in its place?

Missing special tools

Missing V-belts

Workmanship acceptable?

Lubrication at this point required equipment to be shut due to access

Home gym
No breather, no quick level indication

Rubber products storage (rotation & dark room)

Special Tools

Oil leaks
V-belts used for slings

Roof leak above control panel
Safety hazard

Quick
Morefixes
quicknot
fixes
followed
evident
up

Different tension on V-belts

Bearing storage

Protected against dirt & dust, but uncontrolled

Rotation of V-belts
Inadequate bund design

Inadequate bund design

Housekeeping

Cooling path almost completely blocked

Pin-hole leak (Internal condition of the pipework?)

Inadequate baseplate

Protected and stored in a controlled environment?

Material & fitting selection not always appropriate for the application

Housekeeping

Housekeeping

Housekeeping in electrical stores

Effective recieval management

Multiple drawing registers

Jobcard information

Documentation control

Planning office adding value?

Where to now????
Influence of the economy on PAM !
Improvements
+ Compliance
_
Reduction
Time
PAM focus areas
LCM
• Life Cycle Management
APM
• Asset Performance Management
OCM
• Operational Cost Management
Business Processes Enablement
Accurate
decision
Enable executable making
Business Processes
with in
Business Process
organisations for
Modeling and
true Agility implementation
ERP MES CMMS

“ we never forget that our engineers and flight crew
are people, and we’d much sooner personalise our
machinery than mechanise our staff”
LCM
• Life Cycle Management
APM
• Asset Performance Management
OCM
• Operational Cost Management
Design and implement business processes

in support of PAM in support of:
1st – Challenge?
Do you know...
your asset strategy and do you

understand the improvement plan?
2nd – Challenge?
Do you know...
what assets you have and where

they are?
3rd – Challenge?
Do you know...
the condition and the latest value

of your assets?
4th – Challenge?
Do you know...
what work must be performed on

the assets?
5th – Challenge?
Do you know...
what human resources are

required to perform this work?
Challenge – No 6?
Do you know...
what special resources and spares are

required to perform work on assets?
Challenge – No 7?
Do you know...
if you are getting optimum

performance from your assets?
Challenge – No 8?
Do you know...
how to plan for and acquire new

assets and dispose of old assets?
“Change your
• Understand your game plan Today”
challenges and
implement business
processes in
support of them !
“F 16”
Questions?
Presented by: Adriaan Scheeres

08.00 World Trends in PAM - Adriaan Scheeres

Uploaded by

Document Information

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

08.00 World Trends in PAM - Adriaan Scheeres

Uploaded by

Copyright:

Available Formats

What does the future hold

Presented by: Adriaan Scheeres

Physical Asset Management

What is PAS 55?

Richard Branson Trevor Manual

What is PAS 55?

Number of Component Number of Component recommendations created

Maintenance cost / Plant Turnover 1M % 4% Maintenance cost / Plant Turnover

Pictures, the ultimate evidence

Pictures, the ultimate evidence

Pictures, the ultimate evidence

Pictures, the ultimate evidence

Pictures, the ultimate evidence

Pictures, the ultimate evidence

Pictures, the ultimate evidence

Pictures, the ultimate evidence

Pictures, the ultimate evidence

Pictures, the ultimate evidence

Breather & colour coding

Pictures, the ultimate evidence

Pictures, the ultimate evidence

Pictures, the ultimate evidence

Pictures, the ultimate evidence

Pictures, the ultimate evidence

Pictures, the ultimate evidence

Pictures, the ultimate evidence

Pictures, the ultimate evidence

Pictures, the ultimate evidence

Pictures, the ultimate evidence

Bad alignment and workmanship

Pictures, the ultimate evidence

Pictures, the ultimate evidence

Pictures, the ultimate evidence

Pictures, the ultimate evidence

Pictures, the ultimate evidence

Pictures, the ultimate evidence

Pictures, the ultimate evidence

Pictures, the ultimate evidence

Pictures, the ultimate evidence

Pictures, the ultimate evidence

Pictures, the ultimate evidence

Pictures, the ultimate evidence

Pictures, the ultimate evidence

Extra store room

Pictures, the ultimate evidence

Pictures, the ultimate evidence

Pictures, the ultimate evidence

Pictures, the ultimate evidence

Pictures, the ultimate evidence

Pictures, the ultimate evidence

Pictures, the ultimate evidence

Pictures, the ultimate evidence

Pictures, the ultimate evidence

Pictures, the ultimate evidence

Pictures, the ultimate evidence

Pictures, the ultimate evidence

Pictures, the ultimate evidence

Pictures, the ultimate evidence

Pictures, the ultimate evidence

Pictures, the ultimate evidence

Pictures, the ultimate evidence

Pictures, the ultimate evidence

No breather, no quick level indication