Asset Management Process Information Management. Shire Systems Limited
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- Jessie Singleton
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1 Process Information
2 process information model A process is a sequence of activities that transforms inputs to outputs a needed result
3 process information model These are the inputs to the process Labour Parts & Materials Tools Facilities Technical information Standards & Regulations
4 process information model The process delivers this result Plant Availability Equipment Reliability Equipment capability Regulatory compliance Quality compliance Reduced risk
5 process information model 5 types of information can be used to monitor and control process performance Labour Parts & Materials Tools Facilities Technical information Standards & Regulations Plant Availability Equipment Reliability Equipment capability Regulatory compliance Quality compliance Reduced risk
6 process information model 5 types of information can be used to monitor and control process performance or any other process!
7 process information model 5 types of information can be used to monitor and control process performance 1 Operational 2 Exceptions 3 Measures 4 Audits 5 Benchmarks
8 process information model 5 types of information can be used to monitor and control process performance CMMS
9 process information model 1 Operational information
10 process information model 1 Operational information Helping to get things done. It keeps the wheels turning it s transactional
11 process information model For example, Work Orders and Job Cards 1 Operational information Helping to get things done. It keeps the wheels turning it s transactional
12 CMMS began as a transactional information system To administer Work Orders and Job Cards and enable the easy retrieval of information CMMS is driven by transactions in just the same way as a financial accounting system In an accounting system, ALL Invoices are processed and posted correctly. If some Invoices were not tracked and others were incorrectly allocated, the result would be CHAOS - the system would be valueless - a complete waste of time and money The primary transactions driving the maintenance system are the Work Request and Work Order
13 CMMS began as a transactional information system Work Orders should be processed for 100% of the work volume and be properly coded otherwise the full benefits of the maintenance system cannot be realised Users should track 100% of work activity and 100% of spares and materials used in the CMMS to gain the greatest return - enhanced maintenance effectiveness and efficiency Complete and accurate information is essential for control because you can t achieve control in general, only in detail. The devil is always in the detail!
14 The importance of the work request system Without a work request system, the facility s s job backlog can t t be quantified or controlled (orders for the corrective repair of defects) The reliability, and therefore availability, of the facility is proportional to its true job backlog (total number of significant component defects requiring correction) The work request procedure is a filtering process to weed out unwarranted, illicit and duplicate work requests. All requests should be approved by a production authority familiar with the facility Poor information on the work request wastes the maintenance crew s s time and causes delays
15 process information model 1 Operational information this is the core of the information system enabling activities and events to be monitored, tracked & historised. Data can be queried sliced & diced to provide management information
16 process information model 2 1 Exceptions (Incidents) Operational information
17 process information model 2 1 Exceptions (Incidents) Operational information Unacceptable deviations from standard reporting escalates to higher management and relevant Regulatory Authorities
18 process information model 3 2 Performance Measures Exceptions (Incidents) 1 Operational information
19 process information model 3 Performance Measures 2 Exceptions (Incidents) Metrics & KPIs - results are compared against target values and trended 1 Operational information
20 process information model 3 2 Performance Measures Exceptions (Incidents) 1 Operational information 4 Audit
21 process information model 3 2 Performance Measures Exceptions (Incidents) 1 Operational information 4 Audit Compliance monitoring identifies the practices in use, providing an accurate snapshot of what s really going on
22 process information model 3 2 Performance Measures Exceptions (Incidents) 1 Operational information 5 External Benchmarks (Best Practices) 4 Audit
23 process information model 3 Performance Measures 2 Exceptions (Incidents) 1 Operational information 5 External Benchmarks (Best Practices) 4 Audit What s the best known way to do each thing we do?
24 process information model 3 Performance Measures 2 1 Exceptions (Incidents) Operational information The combined information can unequivocally answer the question How well are we doing? 5 External Benchmarks (Best Practices) 4 Audit
25 process information model The 5 information systems enable TOTAL Control Performance Measures Exceptions (Incidents) Operational information How well are we doing? 5 External Benchmarks (Best Practices) 4 Audit
26 process information model The 5 information systems enable TOTAL Control Performance Measures Exceptions (Incidents) Operational information but there s a much better question 5 External Benchmarks (Best Practices) 4 Audit
27 process information model Performance Measures Exceptions (Incidents) Operational information How can we do BETTER? 5 External Benchmarks (Best Practices) 4 Audit
28 Benchmarking Best Practices Benchmarking is the search for and application of best practices that will lead to superior performance the process is forward looking, proactive and continuous! Benchmarking has two aspects practices (methods) and metrics (quantification of the effects achieved as a result of practices) Seek out best practices - wherever they exist - and apply them to operations, modifying them as necessary A benchmark metric of performance can t t be achieved before the prerequisite best practice is implemented Target-setting based on extrapolation of past performance will result in failure because your existing practices are out of date!
29 Benchmarking Best Practices Benchmarking is the search for and application of best practices that will lead to superior performance the process is forward looking, proactive and continuous! Benchmarking has two aspects practices (methods) and metrics (quantification of the effects achieved as a result of practices) Seek out best practices - wherever they exist - and apply them to operations, modifying them as necessary A benchmark metric of performance can t t be achieved before the prerequisite best practice is implemented Target-setting based on extrapolation of past performance will result in failure because your existing practices are out of date!
30 Benchmarking Best Practices BEWARE The tendency is to focus on tracking metrics instead of on the methods that will transform performance paper shuffling takes precedence over hands-on action
31 Benchmarking Best Practices Best practices are constantly being improved and new ones added human creativity & ingenuity drive continuous improvement It s a moving target and you can t stand still!
32 Benchmarking Best Practices Best practices are constantly being improved and new ones added human creativity & ingenuity drive continuous improvement Your business is threatened each time a competitor adopts a maintenance best practice you don t use
33 Benchmarking Best Practices Best practices are constantly being improved and new ones added human creativity & ingenuity drive continuous improvement and CMMS use is a proven Best Practice for asset management
34 CMMS use is a Maintenance Best Practice BECAUSE Creating a Preventive Maintenance culture without CMMS is almost impossible - the move to data management results in mountains of paper with inaccessible and unshareable information
35 CMMS is the effective way, the simplest way, the best way
36 Thank you <End>
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