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|ISO 55000, 55001, 55002
|A standard for the development of an Asset Management System (AMS). It serves as a best practice for asset intensive organizations.
Since 2014 it has replaced PAS 55,
Purpose of the Standard
The objectives of the standard
Scope of the Standard
The standard includes three separate sub-components, as follows:
ISO 55000 - Overview, Principles and Terminology
Listed below is the draft table of contents of ISO 55000:
2 Overview and principles
2.1 The asset management family of standards
2.2 An introduction to asset management
2.3 The principles of asset management
2.4 Application of the asset management principles
2.4.1 Enablers for good asset management
2.4.2 Decision making in asset management
2.4.3 Asset-related risks
2.4.5 Asset management challenges
2.4.6 Types of assets
2.4.7 The asset management system
2.5 The Plan-Do-Check-Act (PDCA) methodology ..
3 Terms and definitions
ISO 55001 - Management Systems: Requirements
Listed below is the draft table of contents of ISO 55001.
2 Normative References
3 Terms and Definitions
4 Context of the Organization
4.1 Understanding of the Organization
4.2 The Needs and Expectations of Stakeholders
4.3 Determining the scope of the Management System
4.4 Asset Management System
5.2 Management Commitment
5.4 Organizational Roles, responsibilities and authorities
6.1 Actions to Address Risks and Opportunitites
6.2 Asset Management Objectives and Plans
7.2 Outsourcing of Asset Management Activities
7.3 Tools, Facilities and Equipment
7.4 Information Management
7.5 Training, Awareness and Competence
7.6 Documented Informaton
8.1 Operational Planning and Control
9. Performance Evaluation
9.1 Monitoring, Measurement, Analysis and Evaluation
9.2 Internal Audit
9.3 Management Review
10.1 Nonconformity and Corrective Action
10.2 Continual Improvement
ISO 55002 - Management Systems: Guidelines for Application
Listed below is the draft table of contents of ISO 55002.
2 Normative references
3 Terms and definitions
4 Asset management system requirements
4.1 General requirements
4.1.1 Asset management system
4.1.2 Review against ISO ....
4.2 Asset management policy
4.3 Asset management strategy, objectives and plans.
4.3.1 Asset management strategy
4.3.2 Asset management objectives.
4.3.3 Asset management plan(s)
4.3.4 Contingency planning
4.4 Asset management enablers and controls
4.4.1 Structure, authority and responsibilities
4.4.2 Outsourcing of asset management activities.
4.4.3 Training, awareness and competence
4.4.4 Communication, participation and consultation.
4.4.5 Asset management system documentation
4.4.6 Information management
4.4.7 Risk management
4.4.8 Legal and other requirements.
4.4.9 Management of change
4.5 Implementation of asset management plan(s) .
4.5.1 Life cycle activities
4.5.2 Tools, facilities and equipment
4.6 Performance assessment and improvement.
4.6.1 Performance and condition monitoring.
4.6.2 Failures, incidents and nonconformities .
4.6.3 Evaluation of compliance
4.6.5 Improvement actions
4.7 Management review
Fig. The three parts to ISO 55000, 55001 and 55002 - the international standard for asset managment.
Fig. Analyzing the approximate 27,0000 words inside ISO 55000/55001 to reveal patterns in the requirements.
Fig. There are many benefits to implementing an asset management system in accordance with the requirements of ISO 55001.
Fig. It all starts with people.
Fig. Every stakeholder has a perspective. ISO 55000 (ISO 55001) helps to align these with corporate and asset management objectives.
Fig. People + Planet + Profit is the triple bottom line of sustainability.
Fig. The maturity spectrum of asset management where conformity to ISO 55001 is approximately mid-way along that spectrum.
Fig. The seven chapters of ISO 55000, including leadership, planning, support and operations
Fig. As we dig deeper into ISO 55001 we find the rich fabric of concepts woven into the seven chapters. This is where the nuances and complexities of asset management start to reveal themselves.
Fig. The hierarchy of plans in ISO 55001 from OCP to SAMP to AMPs. The most important attribute of each plan is that they are aligned with the other plans.
Fig. ISO 55001 exposes the cultural layers of an organization in order to effect change.
Fig. An Asset Management Plan (AMP) will optimize value by making appropriate trade-offs between risk, cost and performance.
Fig. Each organization must find its optimal resource mix, which is the appropriate balance between internal competency development of its staff and contracting with external 3rd parties.
Fig. All sectors of the economy are contemplating ISO 55001 conformity: primary sector (extraction), secondary sector (production), tertiary sector (service-based) and perhaps also the quaternary sector (knowledge-based).
Fig. The relationship between Asset Management (AM) and the Asset Management System (AMS) within the organization is not always clearly articulated.
Fig. Every organization is influenced by a multi-faceted context. These facets should be recognized as landmarks that will orient the organization ast it navigates a path along the asset management journey.
Fig. ISO 55001 interlocks with other ISO management standards (such as 9001, 14001, etc.)
Fig. Alignment of the four different types of maintenance strategies across the asset portfolio on decisions that are risk-based and consider the whole-life of assets will result in a maintenance mix that is in conformity with ISO 55001 standards.
Fig. From "Gap Analysis" to ISO 55001 conformity certificate for the asset management system (AMS).
Fig. The organization must identify each of its stakeholder groups and understand their respective requirements. Optimization of stakeholder relations will sometimes include difficult trade-offs, which should be revisited regularly and recalibrated over time to reflect changing circumstances An example of some of the key stakeholders associated with a municipality is used to illustrate.
Fig. Asset replacement policies must align to asset risk profiles in order to achieve optimization and satisfy ISO 55001 requirements.
Fig. A balanced asset replacement mix helps the organization to achieve optimization in conformity with ISO 55001 principles.
Fig. Supply chains are a key upstream factor in organizational success and must therefore be carefully managed. Failure to do so will result in procurement delays, downtime and business interruption.
Fig. 39 subject areas in the asset management body of knowledge and 7 chapters in ISO 55001. All of which rests on 4 core principles.
Fig. Decisions should consider the whole life of assets, including the I-P interval and the P-F interval.
Fig. Asset management is more like chess than like checkers. A chess grandmaster is thinking ahead five moves and carefully leveraging the value of each piece. And thats where the strategic advantage lies in asset management..
Fig. People + Assets = Asset Management (this is the simple view). A more complicated story is People + Planet + Profit = Sustainability.
Fig. Risk-based decision making is at the heart of asset management and this requires mindful consideration of the relationship between the probability of failure (PoF) and the consequences of failure (CoF). The complexities of these correlations can sometimes be captured on a risk matrix.
Fig. Asset management requires the integration of several activities to realize value from assets. ISO 55001 helps with the alignment.
Fig. The nine "W" questions of asset management,starting with the all-powerful why and arranged into three categories.
Fig. Some of the principal asset management associations around the world.
Fig. Clearly defined roles, responsibilities and authorities are one of the signs of good leadership. In accordance with ISO 55000, these must be coupled with appropriate structures and relationships to establish the asset management system (AMS) within the organization.
Fig. Total Cost of Ownership (TCO) distributed by system across the asset portfolio.
Fig. Conceptual models provide a high-level framework for sense-making of the numerous elements of asset management and how these elements interact over asset life cycles. Some insightful models have been developed by learned societies and organizations around the world.
Fig. The principles of ISO 55001 help to ensure that optimization is achieved through mindful balance and measured trade-offs between decision-making criteria.
Fig. The hierarchy of assets as contemplated in the ISO 55001 standard for asset management. The detailed asset classification scheme and granularity is determined by the organization's objectives and nature of the assets.
Fig. The resource mix should reflect the organization's competencies, which will evolve over time with education, training, mentoring and experience of its own forces.
Fig. Workshops help to elicit qualitative data within the organization, such as weightings for decision criteria.
Fig. The "old fashioned" calendar view still represents one of the best tools to visualize work distributions and to manage the many tasks in the Asset Management Plan (AMP).
Fig. Comparing the Maintenance-Repair-Renewal (MRR) trade-offs at different organizations.
Fig. Human physiology as an analogy to illustrate the importance of system interaction.
Fig. Comparison of the L-V-P asset ratios at different organizations.
Fig. A facilitated workshop of asset owners, managers and operators intended to generate critical thinking around asset monitoring, performance and continual improvement.
Fig. The whole life of assets can be divided into life stages - early life, mid-life and late-life, with different maintenance strategies at each life stage.
Fig. Is your department pushing on a rope or caught in a tug of war? Functional silos will defeat the organization. All kinds of rope wars are futile. Once we put the ropes away we can focus on integration, collaboration and alignment are some of the critical success factors. How do you get all your departments to alignt to align to the risk register.
Fig. Asset management is hard work and requires sustenance. Culture and strategy are two essential ingredients of the asset management recipe.
Fig. The hierarchy of organizational purpose with mission following vision.
Fig. SMART goals help the organization reach its target.
Fig. Organizational "knots" (problems) require patience and finesse to untangle them -- or they will get even tighter. Do you know how to untangle the knots in your organization?
Fig. Some examples of political "knots" that trap negative energy in the organization and need to be untangled with finesse.
Fig. Leadership reflecting on the different manifestations of the organization's culture.
Fig. Top management establishes the structure of the organization.
Fig. Making inevitable trade-offs and finding consensus with different stakeholder groups.
Fig. Some of the key statistical elements of an asset survivor curve.
Fig. Subjectivity and bias always play a role when people are involved in decision-making.
Fig. Stakeholder requirements converted into value.
Fig. The four core principles of ISO 55000 (value, alignment, leadership and assurance) in action.
Fig. Alignment is required between all levels of the organization - such as, from top management to line staff
Fig. Alignment between Maintenance, Repairs and Renewals will help the organization find the optimal MRR ratio.
Fig. The journey to asset management maturity may sometimes feel like a maze.
Fig. Asset management requires integration across all the W-Questions.
Fig. Alignment across different decision-making criteria (such as risk, cost and performance) is required for ISO 55000 conformity.
Fig. Word clouds to illustrate the keyword densities in the ISO55000 standard.
Fig. Word cloud to illustrate the action verbs in the ISO 55000 standard.
Fig. Word cloud to illustrate the modal verbs in the ISO 55000 standard.
Fig. The risk spectrum extending along the P-F interval to illustrate the varying strategies before Potential Failure ("P") and Functional Failure ("F") of an assets. For example, a shift from Time-Based Maintenance (TbM) to Condition-Based Maintenance (CbM).
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