Knar Learning
Industrial Asset Management
From ISO 55000 to Business Value
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What are the benefits for attendees?
Learning to approach an Industrial Asset from the perspective of business value, enabled or restricted by the alignment or misalignment of decision and actions, throughout its life-cycle.
Asset Management (as a body of knowledge) and the associated set of standards ISO-5500X propose a standard-based management system, very much aligned to that we already saw from the ISO-900X, but now aimed to the value, risk and performance of (Physical) Asset Intensive Business. What is Asset Management? Why should we care when managing industrial plants?, What are the elements proposed by the ISO-5500X for the creation of an Asset Management System? and, most importantly. Is such proposed approach consistent and realistic enough, for us to take the effort to implement it?
The approach:
Asset Management is not about equipment, pieces and parts. It's about us, people, aligning our thinking and work, for those things to produce and protect business value.
Training starts challenging a common fact. Industrial organizations have hundreds or event thousands of equipments for processing mass and energy, but lack of the most basic elements for enabling precise, timely and correct decision-making processes apt to manage demands imposed by market and general business dynamics.
The training explains how to develop and use such infrastructure to generate business value.
Industrial asset management. From ISO 55000 to Business Value
- Assets, Value and Industrial Assets.
- Do we know what value is?
- Why an Asset is an Asset.
- Impact Dimensions: Risk, Profit, Performance and some other.
- Enabling value throughout the life cycle of an asset.
- How business value is lost.
- Evidence on value losses and cycles of assessment.
- Ad-hoc actions vs management systems.
- Standard-based management systems.
- PAS-55 and ISO 55000.
- ISO 55000 in the context of ISO 9000: Elements of a Management System by ISO
- Aligning thinking: Asset Management Concepts and Philosophy
- Deliverables of an Asset Management System
- Elements proposed by ISO 55000 to develop and sustain an Asset Management System.
- Integration with business strategy and different flavours of asset management planning.
- Risk Management Integration.
- Aligning Execution: Business Process, Process Modeling and Working on Processes
- Executors and enabling resources
- Life-Cycle costing, value and asset management performance assessment.
- Methods proposed to measure current performance and Maturity on Asset Management.
- Integration and other challenges when deploying an Asset Management System.
- Writing documents vs enabling corporate competencies.
- Continuous improvement
- Restrictions when deploying Asset Management Systems.
- A recommended roadmap for Asset Management Conceptualization, Development and Deployment
Interested?...Reach us using the left pane, and let's talk on how to develop the competencies of your team on 21st century decision making tools
In the search of new business value, out of existing Industrial Assets,
Knar helps you to find it, unlock it, assuret and track it!
Find it....
What is business value and where is more to get? Tools that allows you truly see your asset and improve analysis and decision-making.
Unlock it....
What prevent us to achieve better value and How to define working approaches to solve it!
Assure it....
Gain consistent execution capacity on what is required, and measuring execution effectiveness.
Track it....
Let's don't fool ourselves! Showing the numbers, and their causality, allow us to rise new value challenges.
Industrial Asset Value Generation Assessment
- Industrial Business value drivers and Business Strategy Analysis.
- Industrial Asset realized vs lost value analysis.
- Industrial Asset A7 Interaction and Integration mapping.
- Industrial Asset Value Generation Capability and Maturity Analysis.
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Industrial Asset Value-Based Decision Making Digitalization
- IBA Context and Influence Modeling
- IBA Technical Performance Modeling
- IBA Value Computation Modeling
- IBA Value Based Decision Making Support Modeling
- IBA Uncertainty and Variability Analysis
- IBA VBDM Continuous Tuning
Industrial Asset New Value Sizing and Aiming
- IBA Lost Value and Value Restriction Causality Mapping
- Value-Sized points of Intervention
- New Value Requirements Development.
- Value Requirement Management.
Value to Technical Scoping
- Causality and Non-recurrence analysis.
- Risk, reliability, condition and continuity Analysis.
- Low-lever asset modeling and tracking.
- Technical scoping of New value requirements.
IBA Intervention Planning
- Tech alternatives survey.
- Intervention selection and planning base on value forecasting.
- T+V Assurance Plan and associated requirements.
- Technical Requirements Management.
Teamwork Alignment
- Value challenge to KPI and all performance measurement instruments.
- Survey and Assessment on Coordination and decision-making behaviors, customs and habits.
- Cooperative Value dynamics development program.
- Skills and Competency Assessment and development roadmap.
- Team Requirements Management.
Technology and Decision-Making alignment
- Life-cycle knowledge survey and data sources mapping.
- Digitized Industrial Asset Management roadmap.
- Value-Based Decision-Making Model (schedule for levels of deployment)
- IT Requirement Management.
Execution and Effectiveness Assurance (E&EA)
- E&EA Level V: Correctness in translating Business Vision & Strategy into Industrial Business Asset (IBA) Value-based strategy.
- E&EA Level IV: Individual asset - IBA strategy alignment, Value-restriction analysis, Learning Assurance and required IBA Intervention definition.
- E&EA Level III: IBA intervention planning and total resource orchestration.
- E&EA Level II: Life Cycle IBA Re-definition/ Field IBA Intervention on Assets.
- E&EA Level I: Asset Identification, Visibility and Tracking.
Value Tracking
-Value Requirement Tracking.
-Value A7 Performance Indicators.
-Business Value Causality Challenge.
-Gained & Lost Value Allocation.
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