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Professor Robyn Keast, Executive Officer, Australian Asset Management Collaborative Group, Fellow, International Society of Engineering Asset Management delivered this presentation at the Asset Management and Maintenance Conference. This conference addressed the effective maintenance strategies for a variety of private and public assets. Find out more at http://www. Informa.com.au/assetmgmt2013
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Integrated Asset Management Asset Management & Maintenance Conference -‐ 4 December 2013
Professor Robyn Keast Southern Cross Business School
Chair: CollaboraDve Research Network: Policy & Planning for Regional Sustainability
Introduc1on
• EsDmated 600B$+ built assets – Geographically dispersed & populaDon sparse
– Crucial for the naDon to funcDon – Replacement is expensive & major undertaking – Exacerbated by extreme climaDc condiDons – Not widely planned or budgeted for
• Strategic management required – Demands integraDon!
Other challenges & issues • Asset service organisa1ons deal with
– Resource scarcity – Degrading environments – Climate change adaptaDon – Sustainability requirements – More stringent regulaDons – A greater reliance on a mulD-‐agency delivery model – Internally dispersed units & processes
• Other factors – More sophisDcated ciDzens – Changing demographics – Government budgets increasingly restrained – Technological advances – human errors!
• Calls for internal & external organisa1onal /systems integra1on
Integra1on
• Refers to the combinaDon of parts so that they work together or form a whole
• BUT :
– Different levels – Different types – Different foci – Different approaches
Integra1on: Big Picture
Integrated Framework
AM NetworX: Network Analysis The processes of the ISAM framework are presented here as a network map • Each node represents a coordinator for each of the
funcDons of asset management
• The Des between the nodes are the relaDonships that must exist for efficient service delivery
• The network map provides a blueprint for an ‘ideal’ model for organisaDons to use in strategic asset management
• The aim is to structure organisaDonal charts and and processes in the most efficient manner possible for service delivery
Diagnos1c -‐ Incomplete networks • Asset management is an
extended process that covers the life of the asset.
• OrganisaDons with assets in t h e e a r l y s t a g e s o f development may not have idenDfied all of the necessary people responsible for later funcDons.
• In this instance the strategic p l ann ing f uncDons a re undefined, as are the service del ivery and evaluaDon funcDons.
Diagnos1c -‐ Missing links • Those networks that are
not fully integrated, where the different funcDons are not connected, will be missing the links between them.
• The links between “AcquisiDons Planning” and both “OperaDons Planning” and “Maintenance” in the top right hand corner are missing.
• The lack of these connecDons make it harder for these funcDons to co-‐ordinate or share informaDon.
Asset Governance & Management through the ISAM Guide
Integrated Strategic Asset Management: One Guide
Environmental Factors
• Environment affects assets, their funcDons and their safety
• Risk management provides adequate responses
• Sustainable management reduces the ecological footprint
Community Needs and ExpectaDons
• A key to understand the needs for assets and services
• CriDcal acDvity: stakeholder management
Framework Components
Whole-‐of-‐Government Policy Framework
§ Whole-‐of-‐Government Policy • Use government resources to make decisions and prioriDse services to meet community needs and expectaDons
§ Whole-‐of-‐Government Model
• Provides overall direcDon for Asset Management
• Gives effect to government policy decisions
• Improves consistency and control • Provides cost effecDve and
efficient service delivery
OrganisaDonal Strategic Management
§ Gives effect to whole-‐of-‐government policy
§ Involves an understanding of governance, corporate policy and corporate objecDves
Framework Components
Service Delivery Strategic Planning
• Provides high value service delivery outcomes
• Considers sustainability principles
• Is guided by asset management policy and objecDves
• Is implemented through asset management strategy
Service Delivery TacDcal and OperaDonal Planning
• ImplementaDon of an organisaDon’s asset management strategy
• AcquisiDon, OperaDons, Maintenance and Disposal plans
Framework Components
Service Delivery • CreaDon, maintenance,
renewal, upgrade and disposal of the assets
• Clear assignment of responsibility and accountability
EvaluaDon
• Measuring asset performance • ReporDng • Reviewing • AudiDng
Framework Components
• Knowledge Management § Underpins the capacity to develop
new ways of creaDve responses § Improves decision making § Increases producDvity § Knowledge management tools:
• Asset Register • Asset Data
OrganisaDonal Management
§ OpDmises service and asset management outcomes through: • Leadership • Change management • OrganisaDonal competencies
and skills • Asset management culture
Framework Components
So – integrated – or not?
Keast, June 2012
Capability Maturity Model
• It is important to understand Asset Management cultures to improve performance
• The output is a diagram of the compeDng demands within asset management organisaDons
Asset Management Cultures
AM NetworX: Network Analysis The processes of the ISAM framework are presented here as a network map • Each node represents a coordinator for each of the
funcDons of asset management
• The Des between the nodes are the relaDonships that must exist for efficient service delivery
• The network map provides a blueprint for an ‘ideal’ model for organisaDons to use in strategic asset management
• The aim is to structure organisaDonal charts and and processes in the most efficient manner possible for service delivery
Why internal integra1on?
• IntegraDng experDse with an holisDc approach to maximize value for the life of your assets.
• Asset (& other personnel) work concurrently to idenDfy and resolve conflicts that could add cost or impair producDvity.
• Enables the exploitaDon of synergies that add efficiency, boost output, and extend the economic life of the asset.
• With integrated models, you have access to informaDon that reduces cross-‐disciplinary uncertainDes and miDgates the need for correcDve reacDons.�
• A well designed integrated asset management system will contribute significantly to business profitability.
• Costs of creaDng & maintaining an integrated approach is typically less than potenDal losses
Why na1onal?
• Vast naDon – geographically dispersed assets & populaDons
• To sustain & genuinely advance producDvity, growth &
well-‐being – Harness & leverage all resources , including those geographically dispersed & populaDon sparse
– Limit
Going forward
• CondiDons in contemporary society call for integraDon of assets
• All levels – especially within organisaDons / service systems
• Strategic & deliberate – Does not happen by magic & requires
• New approaches, tools and processes • Dexterous management & dispersed leadership