Asset Management Excellence - AMCL
AssetManagementExcellenceUtilising the AMCL Asset ManagementExcellence Model (AMEM) to achieve worldclass Asset Management.
What isAssetManagementExcellence?Asset Management is theculmination of a long history ofdevelopment in the management ofphysical assets. It is about asset intensivebusinesses achieving a level of service, riskprofile and funding requirement that is acceptable tostakeholders for the life of the assets. Asset Managementinvolves making decisions about the interventions to physicalassets required to achieve this, and can often involve a trade-offbetween short-term and long-term benefits.Customers and other stakeholdersoften concern themselves primarily withcurrent levels of service and cost, as thatis the output they are experiencing inthe immediate term. However, ensuringthat these outputs are being deliveredin an economic and sustainable mannerrequires a more in-depth understandingof the decisions, information andprocesses that an organisation is usingfor the lifecycle management ofits assets.Delivery CostThis is an organisation’s AssetManagement capability and thedevelopment of this capability canbe described in terms of developingmaturity. An organisation thatdevelops appropriate levels ofmaturity in its Asset Managementcapability will achieve sustainableand economic outputs. We refer tothis as Asset Management Excellence,this does not necessarily mean theorganisation is world class in allaspects of Asset Management but thatit has developed its Asset Managementcapabilities to appropriate levels ofmaturity based on its priorities andbusiness objectives.Performing butUnsustainablePerformingSustainably &EconomicallyUnderPerformingPromisingAsset Management Capability
The AMCLAssetManagementExcellence Model The AMCL Asset ManagementExcellence Model (AMEM) is oneof the world’s leading AssetManagement assessment methodologies,and incorporates Asset Management guidelinesfrom around the globe, including ISO 55001, BSI PAS 55,and the International Infrastructure Management Manual(IIMM). It is based around 39 core Subjects of Asset Managementas defined by the Global Forum on Maintenance and AssetManagement (GFMAM) in their ‘Asset Management Landscape’ documentas follows:Risk &ReviewOrganization& PeopleAssetInformationStrategy& iveryStrategy & PlanningAsset InformationAsset ManagementDecision-MakingOrganization & PeopleLifecycle DeliveryRisk & ReviewAsset Management PolicyAsset Management Strategy & ObjectivesDemand AnalysisStrategic PlanningAsset Management PlanningCapital Investment Decision-MakingOperations & Maintenance Decision-MakingLifecycle Value RealizationResourcing StrategyShutdowns & Outage StrategyTechnical Standards & LegislationAsset Creation & AcquisitionSystems EngineeringConfiguration ManagementMaintenance DeliveryReliability EngineeringAsset OperationsResource ManagementShutdown & Outage ManagementFault & Incident ResponseAsset Decommissioning & DisposalOrganisations are assessed against eachof the 39 AMEM Subjects using a range ofassessment criteria and questions. Thescores are presented against the AMCLmaturity scale, and results are used toidentify and prioritise improvementsbased on where an organisation sitsrelative to world’s best practice.Asset Information StrategyAsset Information StandardsAsset Information SystemsData & Information ManagementProcurement & Supply Chain ManagementAsset Management LeadershipOrganizational StructureOrganizational CultureCompetence ManagementRisk Assessment & ManagementContingency Planning & Resilience AnalysisSustainable DevelopmentManagement of ChangeAssets Performance & Health MonitoringAsset Management System MonitoringManagement Review, Audit & AssuranceAsset Costing & ValuationStakeholder EngagementImmediate benefits of applyingthe AMEM assessmentmethodology include:A clear view of organisationalbest practice and areasfor improvement;Improvement actions are identified basedon the criticality of each activity to theorganisation, the current scores for theassessment criteria that make up eachactivity and the targets an organisationand its stakeholders wish to setthemselves for each activity.The AMEM is used to undertake thirdparty independant assessments or can belicensed by organisations to undertakeinternal assessmentsIdentification of internal areasof excellence;The AMEM is also underpinned by afrequently updated best practice bodyof knowledge which is also available toclients under license.Tangible evidence to supportdecisions for enhancingorganisational systems,processes and procedures.Identification of applicableexternal best practices;A prioritised list of activitiesrequiring improvement; and
A completeAsset ManagementimprovementprogrammeAMCL’s Asset Managementimprovement programme solutionsrange from Asset Management trainingthrough to ISO 55001 certification andimprovement programmes ‘beyond ISO derstand the basicprocesses needed. UseBSI PAS 55 as a guide tohelp structure yourorganisation’s AssetManagement System.Undertake aninitial ISO 55001Gap fectiveExcellentDevelop yourorganisations AssetManagementsystem to meet therequirements ofISO 55001Focus on the areas of most beneficial improvement toidentify, develop and monitor a risk-based AssetManagement improvement programme. Use theAMCL best practice database for appropriateexamples, ‘roadmaps’, solutions and support to planhow to move ‘beyond ISO 55001’.UndertakeISO 55001improvementplanning andcertificationUndertake ‘beyond ISO 55001’Asset Management MaturityAssessmentUndertake an organisation-wide Asset Management development and trainingprogramme using AMCL’s Primer, Principles and Practitioner coursesTo ensure a consistent and coordinated approach we use the AMEM tostructure all our training, assessment and certification products and services.These include initial gap analyses, ISO 55001 certification, ‘beyond ISO 55001’assessment, ‘roadmapping’, training, coaching and further support.TrainingAMCL offers three levels of training,which are all aligned to the Instituteof Asset Management’s (IAM’s)Competence Framework. ThePrimer Course provides a basic AssetManagement appreciation whichacts as an introduction to AssetManagement theory and best practice.The Principles Course is a more thoroughwalk-through covering the applicationof Asset Management theory and bestpractice and comprises six modules.Practitioner Courses are detailedmodules which provide those who wishto learn some of the intricacies of goodAsset Management with some valuabletools and techniques.ISO 55001 Certificationand improvement‘beyond ISO 55001’AMCL offers a range of assessmentand audit services related to ISO55001 including full certificationwhich is an important waypoint onthe Asset Management journey. Theseassessment and audit services buildan organisation’s awareness of assetmanagement, how ISO 55001 can helpbuild a firm foundation for it, and whatcan be done to take the organisation’scapabilities beyond the requirementsof ISO 55001, including benchmarkingagainst world best practice and otherorganisations and sectors.
The AssetManagementJourneyCustomers and regulatorstypically see only outputperformance. Delivering long termeconomic and sustainable outputsrequires an organisation to also understand itsAsset Management capabilities. The concept ofAsset Management maturity is a useful way ofunderstanding your organisation’s current capabilities andpotential failures. This will help the understanding of theappropriate level of maturity for your organisation, allow comparisonwith others, and assist in the development of the ‘road map’ to success.AMCL uses a maturity scale to assess an organisation’s asset management capabilitywhich is reproduced below. ISO 55001, the International Standards Organization'sstandard on Asset Management, is a key waypoint on the journey to AssetManagement Excellence, and the maturity scale is aligned with the Instituteof Asset Management's (IAM's) definition of Asset Management Excellence(see dingDevelopingIntegratingCompetentCompliancewith ISO 55001EffectiveOptimisingExcellentBeyond ISO55001 ComplianceLimit of knownAssetManagementBest PracticeThe maturity scale has six maturity states as follows:1InnocentThe organization is not aware of the importanceof the Asset Management activities2AwareThe organization is aware of the importance of the Asset ManagementActivities and has started to apply this knowledge3DevelopingThe organization is developing its Asset ManagementActivities and embedding them4CompetentThe organization’s Asset Management Activities are developed,embedded and are becoming effective5EffectiveThe organization’s Asset Management Activities are fully effective and are beingintegrated throughout the business6ExcellentThe organization’s Asset Management Activities are fully integratedand are being continuously improved to deliver optimal whole life valueProcesses can also be described in termsof their existence, completeness,effectiveness and integration. To be inthe ‘Competent’ band or above, anorganisation must have demonstratedthat processes exist and are complete,whether documented or not.This is broadly the equivalent of ISO55001 (or BSI PAS 55) compliance. Ifthe organisation can demonstrate itsprocesses are also effective andintegrated, it will begin to demonstrate‘Effective’ or ‘Excellent’ maturity.
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standard on Asset Management, is a key waypoint on the journey to Asset Management Excellence, and the maturity scale is aligned with the Institute of Asset Management's (IAM's) de nition of Asset Management Excellence (see www.theiam.org): This is broadly the equivalent of ISO 55001 (or BSI PAS 55) compliance. If the organisation can demonstrate its processes are also e ective and .
Management Structure of NBF NBF's asset management is entrusted to the asset management company. The asset management company conducts asset management of NBF based on the Asset Management Entrustment Agreement concluded with NBF. (i) Organizational Structure for Operation of Duties of the Asset Management Company
Asset Keeper Pro - Fixed Asset Cycle Asset Keeper Pro - Fixed Asset Cycle Page 5. Fixed Asset Cycle: Building your own Fixed Asset Cycle If you would prefer to add your own steps to the Fixed Asset Cycle because you are unsure of the procedure that you currently use, you can use the Add Step button. This provides a very quick method
Excellence in Enterprise Asset Management Manufacturing Enterprise Asset / Plant Management for Power & Utilities, Oil & Gas, Life Sciences and Chemicals . Enterprise Asset Management in SharePoint . The hierarchy of the Workspaces in SharePoint is always in-sync with the SAP PM structure Enterprise Asset Management in SharePoint . Title:
A Practical Guide to SAP . 9.1 Introduction to asset accounting 181 9.2 Structure and methodolgy 183 9.3 Different methods of asset acquisition 184 9.4 Asset master record 185 9.5 Asset acquisitions 190 9.6 Retirements with customer 199 9.7 Asset value adjustments 202 9.8 Reverse asset posting 207 9.9 Asset transfers 208 9.10 Depreciation and closing tasks 211 9.11 Asset drill down and .
HP Asset Manager Financial Management module Align asset investments for improved business value. HP Asset Manager Financial Management captures, monitors and manages all costs associated with an asset, from acquisition through retirement. HP Asset Manager Financial Management makes it easy to track costs associated with every asset at every stage
asset management (AM) building blocks that underpin a well-governed asset management system: An asset management policy An asset management strategy, including a framework An asset management governance structure These AM building blocks help strengthen infrastructure planning and
5.2.2. A process to ensure timely assignment of asset ownership must be implemented, (e.g. ownership must be assigned when the assets are created). 5.2.3. The asset owner must be responsible for the management of an asset over the entire lifecycle of the asset. 5.2.4. An asset owner must be allocated to a role that is accountable for the asset .
analyses of published criminal justice statistics, including data about crime, the courts and prison systems in a number of countries. Secondly, there are reviews of a small selection of recent academic literature on criminal justice subjects, which we looked at in order to provide Committee Members with some insights into the directions being taken in current research. 3 In neither case was .
