Читать книгу Asset Management Insights - Celso de Azevedo - Страница 8
ОглавлениеThe Structural Approach to the Book
The Matrix of Methodological Elements Associated with the Life Cycle Segments of Assets
| Elements of Asset Capability I’ve taken the liberty of color-coding the elements of Asset Management as three different segments: light gray for pre-op, dark gray for operational, and white for the end-of-life, which could serve as “chapters” in which to divide up the book. | |||||||||
| Design and Conception | Evaluation | Specification | Procurement | Installation | Commissioning | Operational | Maintenance and Modification | Replacement vs. Disposal | |
| Value to • Stakeholders • Corporate • Employees • Public • Etc. | The finality and specific nature of the assets must be the driving element of the value-to-extract | Taking into account more that strictly the economico-financiary technics in the definition of values | Need to the interests of stakeholders/ alignment of value | Taking into account of values far beyond purchase price | Optimizing profit from this run-in period by also verifying chances and real values to be extracted | Having an active consciousness of the fact that everyday we can optimize the extraction of value | Realizing that “parts replacement” and “value extraction” are not necessarily compatible | The values of an organization are so many drives for end-of-life arbitration | |
| Constituents of Asset Capability | |||||||||
| People • Engagement/ commitment • Behaviors and values • Competency • Etc. | Anticipation of the life-cycle | Taking into account future needs in terms of competencies linked to the value-to-extract | Raise awareness regarding life-cycle timely for commitment | Impact of BIM on competencies profile | The worst and best moment for understanding competencies required | Adequation between competencies and evolution of the needs, between level of commitment and values alignment | “Loving care” behavior and emotional attachment | “Loving care”/ rise of a need for an aging management structure and roles | |
| Finance • Accounting • Budgeting • GAAP tools • Technology | Life-cycle analysis vs. design-to-cost/ monetization of the risk factor (including technology) | Alignment between asset register and asset costing | Life-cycle cost process | Alignment between asset costing/as set register | Budgetary differentiation between commissionning and operational phase | How asset costing feeds the decision-making process | How asset costing feeds the decision making process | How depreciation rules and provision policies can impact on the timely replacement | |
| Management Systems and Processes • Decisions • Technology • Types of Processes • PDCA • Etc. | Alignment of corporate objectives | Milestone for key elements in the AMS (configuration management) | Alignment of corporate strategies | Theory of signals: Necessity of an aging manager to assess the asset’s end-of-life status/ineffectiveness of practices such as “modification redesign” | Theory of signals: Necessity of an aging manager to assess the asset’s end-of-life status | ||||
| Asset Capabilities | The historical decline of life-cycle costing techniques The importance of FEED approaches which take into account risks and costs in project phase | Success and failure factors of the insertion of the LCC in specification Demystifying untenable counterarguments | The clear and obvious need for LCC in buying processes | Reliability, redundancies | To comprehend this phase as a hiatus from the guiding trade-offs | The importance of operators in the examining of trade-offs The necessary distinction between assets in service life and assets in mature life | The necessary and daily usage of trade-offs and other optimization tools | Mastering the mature life and the trade-offs specific to the asset’s end-of-life | |
| Risk and Decision-Making • Stakeholders • Corporate • Asset • Deterministic vs. Probabilistic vs. Legal • Technology | Demystification about the interdependency between different factors (stakeholders/ corporate/regulation) | Impact of the error reproduction on new asset portfolios: “avoiding copy-paste projects” | Status about the trade-off between corporate desires and technological prices | Status about the trade-off between corporate desires and construction prices | Avoid allowing the difficulties on the commissioning phase become the drive for the life-cycle | Maintain alignment with prior objectives and commitments | How to make “luxury piece-replacements operators” evolve into real business engineers (linked with “People”) | Curve of total impact/accepting the asset’s end-of-life and the interest of timely replacement | |
| Trade-Offs and AM Objectives Desired trade of: • Cost • Risk • Performance | Trade-offs CAPEX/OPEX Construction of technological scenarios based on FEED simulations (RAMS studies and costs against stakeholders values) | Trade-offs CAPEX/OPEX Definition and selection of scenarios based on the company’s short-term and long-term values | Trade-offs CAPEX/OPEX Definition and selection of scenarios based on the company’s short-term and long-term values | Reliability, capabilities (measurement of the maintainability, etc.) | Confrontation between levels of reliability (inherent vs. operational vs. real) Future contractual specifications in asset management | Daily usage of trade-off techniques and the construction of decision-making scenarios | Exploitation and maintenance, “same battle” Daily usage of trade-off techniques and the construction of decisionmaking scenarios | Huge deficiencies and need for a mastering of the concepts and techniques of arbitration regarding assets in end-of-life phase | |
| Metrics and Measurements • AM objectives (levels) • Use of KPIs • Etc. | Translation of the values into coherent METRICS ahead of the asset project | How to make the values-to-extract self-explicit in the case of functional and material specifications | The convergence of operational purchasing measures (tied with specifications) with AMS rules linked with the extraction of value | Metrics eminently tied with project monitoring | Be aware of the difference between KPI measures in this phase and those which come next | Learning to create indicators and metrics specifically tied with the values to extract in each organization | Learning to create indicators and metrics specifically tied with the values to extract in each organization | Create handy milestones of useful and mature life so as to optimize the extraction of value in end-of-life phase |
