Asset management Maturity assessment - Bubble graph

AM maturity assessment bubble graph

Bubble located at the upper - right coner is one ideal maturity level. Bubble located at the upper - left coner is one level with none sustainable one. Bubble located at the lower - left coner is one level with poor result without proper measures. Bubble located at the lower - right coner is one level with practices which seems good without suppoting good KPIs. Bigger bubbles stand for better correlationship between KPIs and BPs.

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How to link KPI, KBI and BP to score the maturity

1. Strategy Management
Best Practices
Best Practice	Score
AM Steering Committee	2
AM Policy	2
AM Strategy	1
AM Improvement Targets	2
AM Master Plan	2
Strategy Communi-cation	1
Progress Management	2
AM Maturity Assessment	1


KPIs
KPIs	Score
Asset Effectiveness (eg OEE)	3
Operational Cost per Unit	2
Overall Asset Utilisation	2




2. Information Management
Best Practices
Best Practice	Score
Information Requirements	2
Information Systems	2
Data Quality and Accuracy	2
Data Velocity	2
Data Mining Capability	1
Reporting	2




KPIs
KPIs	Score
Maintenance Data Velocity	3
Financial Data Velocity	3
Material Data Velocity	1
Asset Data Velocity	1
Project Data Velocity	3


3. Technical Information
Best Practices
Best Practice	Score
Technical Information Standards	2
Processes and Procedures	1
Asset Register	2
Technical Library	2
Change Control	1
Knowledge Management	2
Access to Information	2



KPIs
KPIs	Score
Technical Information Availability	2
Technical Information Accuracy	2





4. Organisation and Development
Best Practices
Best Practice	Score
AM Organisational Structure	2
Roles and Responsibilities	2
Recruitment	2
Induction Training	2
Competency Development	2
Performance Management	2
Reward and Recognition	1
Career Development	2
Ownership and Accountability	2

KPIs
KPIs	Score
% Technical Vacancies	3
Technical Overtime	3
Technical Staff Turnover	1
Technical Staff Absenteeism	4



5. Contractor Management
Best Practices
Best Practice	Score
Contracting Policy and Procedures	2
Contractor Selection	2
Contractual Agreement	2
Work Management	2
Performance and Quality Management	2
Contract Admin.	2
Contractor EHS Management	2



KPIs
KPIs	Score
Contractor SLA Scores	2
Contractor Cost Variance	3
Contractor Lost Time Incident Frequency Rate	3




6. Financial Management
Best Practices
Best Practice	Score
Financial Management Policy	3
Asset Valuation and Depreciation	3
Capex Budgeting	3
Capex Control	3
Operational Expense Budgeting	3
Operational Expense Control	3
Financial Information System	2



KPIs
KPIs	Score
Capital Budget Attainment	3
Maintenance Budget Variance	3
IFRS Compliance	5




7. Risk Management
Best Practices
Best Practice	Score
Risk Policy	2
Methodologies	1
Risk Assessments	1
Mitigation and Control	2
Legal and Statutory Requirements	2
Change Control	1




KPIs
KPIs	Score
Insurance Risk Rating	1






8. Environment, Health & Safety
Best Practices
Best Practice	Score
EHS Programme Management	2
Inspections and Records	2
Physical Asset Safeguarding	2
Emergency Response	2
Driven Machinery and Vehicles	1
Incidents and Accidents	3
Employee Health	2
Energy Reduction	2
Environmental Safety	2
EHS Culture	2
KPIs
KPIs	Score
Safety Compliance	5
Lost Time Incident Frequency Rate	4
Environmental Compliance	1
Year on Year Energy Reduction	2



9. Asset Care Plans
Best Practices
Best Practice	Score
ACP Development Process	2
Criticality Analysis	1
Tactical Task Definition	1
Tactical Task Implementation	1
Long Term Work Plan	2
ACP Optimisation	1




KPIs
KPIs	Score
% Tactical Work	1
Asset Condition	3
Engineering Availability	2




10. Work Planning and Control
Best Practices
Best Practice	Score
Non-Tactical Work Identification	2
Tactical Work Identification	2
Work Planning	2
Work Scheduling	2
Work Allocation and Control	2
Quality Control	2
Feedback on Work	2
Feedback Review	2
Rotable Tracking	1

KPIs
KPIs	Score
Maintenance Backlog	1
Weekly Schedule Attainment	1
Labour Utilisation	2
Technical Overtime	3



11. Operator Asset Care
Best Practices
Best Practice	Score
Operator Asset Care Policy	1
Correct Operation	2
5S and Equipment Cleaning	1
Maintenance Simplification	3
Inspections	2
Adjustments and Minor Repairs	2
Visual Management	2
Operator Knowledge and Skills	2
Engineering Partnership	2
	#N/A
KPIs
KPIs	Score
5S in Operational Areas	4
Tactical Maintenance Done By Operators	1
Engineering Availability	2
% Tactical Work	1



12. Material Management
Best Practices
Best Practice	Score
Material Management Policy	2
Material Master	3
Purchasing	2
Receiving	2
Warehouse Facilities	2
Protection and Care	2
Inventory Control	2
Issuing	3
Rotable Management	1
Inventory Optimisation	1
KPIs
KPIs	Score
MRO Stock Accuracy	4
Stores Service Level	3
Purchasing Service Level	3
5S/Safety in Warehouses	3
Stock Turns (excluding insurance spares)	2


13. Support Facilities and Tools
Best Practices
Best Practice	Score
Tool Management	2
Workshop Facilities	2
Roads, Yards and Buildings	4
Services	3
Lubrication Management	2
Support Vehicles	2
Condition Monitoring Management	2



KPIs
KPIs	Score
5S in Workshops and Support Facilities	4
Support Facilities Condition	3
Average Services Availability	4




14. Life Cycle Management
Best Practices
Best Practice	Score
Whole Life Costing	1
Need Identification	1
Feasibility and Approval	2
Specification and Design	2
Acquisition	2
Installation and Commissioning	2
Decommissioning	2



KPIs
KPIs	Score
Maintenance Cost as % of Asset Replacement Value	4
Vertical Start-Up	2
Operational Cost per Unit	2




15. Project and Shutdown Management
Best Practices
Best Practice	Score
Scope Definition	2
Project Planning	3
Risk Management	2
Progress Review	3
Communication	3
Project Handover	2
Post Project Review	1



KPIs
KPIs	Score
Project/Shut Duration Compliance	1
Project/Shut Task Compliance	1
Project/Shut Budget Compliance	1




16. Performance Measurement
Best Practices
Best Practice	Score
AM KPI Definition	3
KPI Deployment	2
Performance Targets	3
Communication	3
Usage	2





KPIs
KPIs	Score
KPI Performance	4
KPI Measurement	4





17. Focused Improvement
Best Practices
Best Practice	Score
Improvement Focus Areas	2
Daily Management System	2
Improvement Projects	2
Use of Data	2
Root Cause Analysis	2
Improvement Actions	2
Results and Benefits	3



KPIs
KPIs	Score
Savings from Improvement Projects	1
Improvement Project Success	1

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Link 9 KPIs and 40 KBIs with 127 BPs relevant to ISO 55001

17 modules	9KPIs + 40KBIs
Support Facilities and Tools	5S in Workshops and Support Facilities
Support Facilities and Tools	Support Facilities Condition
Support Facilities and Tools	Average Services Availability
Asset Care Plans	% Tactical Work
Asset Care Plans	Asset Condition
Asset Care Plans	Engineering Availability
Work Planning and Control	Maintenance Backlog
Work Planning and Control	Weekly Schedule Attainment
Work Planning and Control	Labour Utilisation
Work Planning and Control	Technical Overtime
Technical Information	Technical Information Availability
Technical Information	Technical Information Accuracy
Material Management	MRO Stock Accuracy
Material Management	Stores Service Level
Material Management	Purchasing Service Level
Material Management	5S/Safety in Warehouses
Material Management	Stock Turns (excluding insurance spares)
Contractor Management	Contractor SLA Scores
Contractor Management	Contractor Cost Variance
Contractor Management	Contractor Lost Time Incident Frequency Rate
Operator Asset Care	5S in Operational Areas
Operator Asset Care	Tactical Maintenance Done By Operators
Operator Asset Care	Engineering Availability
Operator Asset Care	% Tactical Work
Focused Improvement	Savings from Improvement Projects
Focused Improvement	Improvement Project Success
Performance Measurement	KPI Performance
Performance Measurement	KPI Measurement
Organisation and Development	% Technical Vacancies
Organisation and Development	Technical Overtime
Organisation and Development	Technical Staff Turnover
Organisation and Development	Technical Staff Absenteeism
Project and Shutdown Management	Project/Shut Duration Compliance
Project and Shutdown Management	Project/Shut Task Compliance
Project and Shutdown Management	Project/Shut Budget Compliance
Life Cycle Management	Maintenance Cost as % of Asset Replacement Value
Life Cycle Management	Vertical Start-Up
Life Cycle Management	Operational Cost per Unit
Risk Management	Insurance Risk Rating
Information Management	Maintenance Data Velocity
Information Management	Financial Data Velocity
Information Management	Material Data Velocity
Information Management	Asset Data Velocity
Information Management	Project Data Velocity
Financial Management	Capital Budget Attainment
Financial Management	Maintenance Budget Variance
Financial Management	IFRS Compliance
Environment, Health & Safety	Safety Compliance
Environment, Health & Safety	Lost Time Incident Frequency Rate
Environment, Health & Safety	Environmental Compliance
Environment, Health & Safety	Year on Year Energy Reduction
Strategy Management	Asset Effectiveness (eg OEE)
Strategy Management	Operational Cost per Unit
Strategy Management	Overall Asset Utilisation

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Module 01: Strategy Management

	firefighting	stablizing	preventing	optimizing	Excellence
AM Steering Committee	No formal management committee exists to lead asset management activities in the company.	An engineering or technical management team meets at least once a month to discuss maintenance or asset management related issues: • Asset management is a specific agenda item. • There is limited participation from departments outside Engineering. • The focus is on short to medium term AM activities.	Formal AM Committees coordinate all AM activities: • A Steering Committee of senior managers meets at least quarterly. • The Steering Committee is responsible for the AM Policy, Strategy and KPIs • An operational Technical Committee meets monthly to manage progress. • Meetings focus on Maintenance and Engineering issues.	The AM Committees include all AM functions and aspects: • Material management. • Decisions about asset replacement and capital projects. • Compliance with financial, safety and environmental regulations. • Alignment and coordination of AM activities between departments. • Regular monthly and quarterly meetings take place as planned	AM Committee meetings are proactive: • Meetings are integrated with normal management meeting structures. • All major AM decisions are based on return on capital investment. • Risk management is proactive and asset-related. • The focus is also on the environmental impact of assets.
AM Policy	No formal long term vision or policy exists for asset management.	The long term goals for some AM elements have been defined: • Asset management or maintenance has been defined as a priority area by top management. • Asset management is mentioned in the organisations policy statements. • The goals of the maintenance function are clearly defined. • Most AM goals are informal and not necessarily endorsed.	A formal AM Policy has been developed and documented: • It is signed by senior management to show their commitment to AM. • It defines the AM scope and specific improvement goals. • It includes all legal requirements. • It defines the vision for key elements of an asset management system. • It supports the organisations overall business strategy.	The AM Policy covers all elements of Asset Management: • There is a clear line of sight with the organisations business strategy. • It clearly defines the desired vision for each AM element. • It quantifies the benefits of achieving the vision. • It is actively used to guide all asset management activities.	The AM Policy is reviewed regularly to ensure relevance and alignment with the organisations business strategy: • It covers changes in the organisational structure and responsibilities. • It addresses the organisations policy for environmental issues. • It is based on a risk assessment. • It is fully aligned with PAS 55.
AM Strategy	No long term strategic plans for asset management exist, only short term activities.	Some ad hoc AM strategies and long term plans have been documented: • Long term plans for maintenance are specified. • Engineering Management was involved in a planning workshop. • These long term plans guide some of the short term AM activities.	A formal AM Strategy has been developed and documented: • It is based on an assessment of the current AM maturity. • It defines the priorities and focus areas for AM improvements. • It defines the activities, time frames and responsibilities to achieve the key elements of the AM Policy. • Considers the life cycle and condition of the critical assets.	The AM Strategy has been reviewed to include all AM related activities: • It is fully aligned with the AM Policy. • It covers all AM system elements, e.g. capital projects, facilities, material. • It is fully aligned with the organisations strategic plans and risk assessment. • It considers progress made with AM improvements. • It considers the life cycle and condition of all the physical assets.	The AM Strategy specifies the initiatives required to become leaders in asset management: • It is based on external benchmarks of best proven practice. • It considers the use of technology and advanced AM practices. • It is pro-active and risk-aware. • It is fully compliant with the principles of PAS 55.
AM Improvement Targets	The AM Strategy is not linked to what is measured. The success of asset management is judged subjectively on emotional factors such as the amount of breakdown downtime and the time required to respond to emergencies.	Some AM KPIs are monitored by senior management: • These KPIs are included in the monthly management reports. • Maintenance costs are compared against budgets. • Asset availability or downtime per department/area is measured. • Safety is monitored.	A comprehensive AM scorecard of high level AM KPIs has been established: • These KPIs measure achievement of the AM Strategy. • They focus mainly on maintenance. • All KPIs have specific improvement targets and timescales. • The AM Steering Committee developed the AM scorecard for their own use.	The KPIs have been expanded to include all aspects of the AM Strategy: • These KPIs measure all elements of the AM Policy and Strategy. • The improvement targets reflect the AM priorities and business goals. • These KPIs are balanced to address costs, risks and asset performance. • The AM KPIs have been deployed to everyone involved in AM.	The AM Scorecard has been updated in line with industry benchmarks: • The scorecard is reviewed regularly to reflect the latest AM Strategy. • The KPI targets are in line with industry benchmarks. • Frontline staff participated in the development of the AM Scorecard.
AM Master Plan	No structured plans exist to implement an asset management system or improve the performance of assets.	Some ad hoc plans exist to implement AM improvement activities: • Plans are fragmented or independent. • Plans focus largely on maintenance activities. • Plans have deadlines and responsible persons.	A formal AM Master Plan has been derived from the AM Strategy: • It addresses the key elements of the AM Strategy. • It has a one year horizon. • Each activity has specific milestones, responsibilities and detailed action steps. • The Master Plan is used to manage the AM improvement programme.	The updated and expanded AM Master Plan includes all AM improvement activities: • It addresses all elements of the AM Strategy. • It includes a budget and resource requirements for these activities. • It is in sufficient detail and correct format for effective project management	The AM Master Plan is used to optimise and coordinate all AM activities: • It shows cross-departmental activities and defines their interdependencies. • It shows the resource loading and is used to balance resources. • It prioritises activities based on their impact on risk and performance.
Strategy Communi-cation	The AM vision and action plans are not communicated to or understood by the employees and other stakeholders.	The AM focus areas and improvement plans are discussed informally with people directly involved in AM: • These discussions are informal, ad hoc and mostly top-down. • Understanding of the AM focus areas and plans is limited. • People outside Engineering and Maintenance are not aware of the plans.	The AM Policy, objectives and plans are discussed with employees: • Engineering and Maintenance staff understand the AM focus areas and improvement plans. • They know how the plans affect them and their role in them. • They understand the selected KPIs and improvement targets. • They have opportunity to ask questions and make comments about the plans.	The AM Policy, Scorecard and progress with implementation are communicated to all AM stakeholders: • All AM stakeholders are included, e.g. service providers and other functions. • Various mediums are used for communication, e.g. work sessions, notice boards and newsletters. • All AM departments understand the plans and engage in regular 2-way communication about it.	The AM Communication Sessions have expanded to AM Discussion Forums: • Progress and improvements are discussed during team meetings, with subsequent feedback to management. • Interesting AM topics are discussed regularly to increase AM knowledge. • Successes and achievements are shared during regular internal AM conferences.
Progress Management	AM objectives and action plans are not followed up or reviewed.	Monthly Engineering Management meetings are used to monitor progress: • Progress against the plans is discussed. • Corrective actions are recorded in the minutes.	The AM Steering/Technical Committees monitor progress of the AM Master Plan: • The Master Plan progress review is a formal agenda item. • The responsible persons formally present progress against the plan. • Obstacles are discussed and resolved using specific action plans.	The progress review at the AM Committees is streamlined: • Presentations include progress reviews, contingency plans and success stories. • The effect of actions on the AM KPIs is discussed. • Progress reviews are professional and interactive. • The Master Plan and AM KPI targets are updated if required.	The progress reviews focus more on analysis and future plans, than reporting past activities: • Reports include risks and countermeasures. • Reports include an analysis of progress, identifying the key success factors. • Focus is on KPI trends and predictions.
AM Maturity Assessment	No formal external AM maturity assessment has been done during the past 3 years.	A formal AM Maturity Assessment has been done by AM experts during the past 3 years: • The assessment used a template of best practices for key AM elements. • The report with results and recommendations is available. • Some recommendations to improve the AM system have been implemented.	A formal AM Maturity Assessment was done during the past year: • The assessment was done by external or corporate AM consultants/experts. • All the elements of an AM system were assessed. • Gaps and recommended improvement actions were identified. • The assessment forms the basis for the AM Strategy and Master Plan.	AM Maturity Assessments are conducted annually: • The AM SteerCom commissions these assessments. • Most AM staff participates in these assessments. • Feedback is used to update the AM Strategy and Master Plans. • They form part of the Engineering Managements personal objectives. • Everyone involved in AM receives feedback about the assessment.	The external AM Assessments are supplemented by internal progress reviews and associated assessments: • An internal team conducts regular AM assessments (at least twice a year). • The AM maturity assessment results form part of all AM managers personal objectives and performance contracts. • Other assessments (e.g. ISO, EHS, Insurance Risks) are integrated and aligned with the AM Assessment.

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Module 02: Information Management

Items	Firefighting	Stablising	Preventing	Optimising	Excellence
Information Requirements	Asset management information needs and relevant data sets have not been identified.	Information requirements are based on intuition and what is available: • Reports are generic and standard, with little customisation. • Reports requirements are based on day to day operational activities. • Reports and source data are often duplicated.	Information requirements are based on a formal needs analysis: • These requirements are linked to the AM Scorecard of selected KPIs. • Input data and sources are defined. • The report format, target audience, frequency, responsibilities and development needs have been defined. • The main focus is on measurement and reporting.	Information requirements have been refined and optimised: • The information flow is mapped and streamlined to increase data velocity. • Aligned with AM KPIs on all levels (strategic, tactical and operational). • Cross-departmental interfaces in information flow are identified. • The main focus is on analysis and problem solving.	Information requirements have been projected for the next 2 - 3 years: • AM Strategy determines future information requirements. • All stakeholders are involved in the requirement analysis. • Software and hardware purchases are aligned with the AM Strategy. • The main focus is on real-time information
Information Systems	No structured asset management information systems are in place. Information is fragmented and processed manually, limiting its value to individuals.	Information systems are informal and spread across different platforms: • Some managers use spreadsheets for analysis or control. • The ERP or accounting system is used for financial reporting. • Manual systems are used for work planning and control. • Plans exist to implement an EAMS.	A formal CMMS or partial EAMS is used, but it is a stand-alone system: • It controls maintenance work. • Maintenance, financial and material management information is available. • Systems are not integrated and some reports are difficult to generate. • Access is limited to a few users. • Users are very dependent on the IT Department for support.	A full EAMS is used, with partial integration with other systems: • All information needs are satisfied. • A large % of the system functionality is being used, according to needs. • Data duplication is eliminated. • Most people involved in AM have access to the EAMS. • System security and database back-ups are in place.	The EAMS is streamlined and fully integrated with relevant systems: • Database structures are optimised for single point data entry. • Operational staff can develop their own report queries. • The EAMS is used during daily AM tasks. • SCADA provides asset performance or condition data directly to the EAMS. • Cross-system reporting is possible.
Data Quality and Accuracy	Data quality is generally very poor, cannot be measured, and is open to interpretation and debate.	The accuracy and quality of data vary depending on individuals: • There are pockets of excellence. • Data accuracy is only assessed on request, e.g. during external audits. • Some over inspections are used to check the quality of work feedback and operational data.	Data quality and accuracy are measured and managed reactively: • Managers do spot checks to emphasise the importance of data quality. • Evidence exists that data quality and accuracy problem areas are addressed. • Data quality is still suspect as the systems are new and skill levels are low.	A formal process is in place to ensure data accuracy and quality: • Statistical samples of data are used to verify and calculate data quality. • The results are recorded as a KPI and discussed during team meetings. • The engagement of front line workers results in more accurate source data.	The EAMS ensures data quality and accuracy pro-actively: • Data accuracy is checked at data entry (where possible). • Data capturing is automated (e.g. Barcode scanners) to avoid human error. • Data and information verification tests are built into the EAMS.
Data Velocity	Data is not processed electronically. People use manual records for decision making regarding assets.	Data is processed in stand-alone systems (e.g. spreadsheets): • Data processing requires heavy user involvement with little automation. • Data is only processed when it is required for meetings or at month-end. • Data velocity is slow and information is out of date.	The CMMS or partial EAMS has improved data velocity: • Some data processing is automated and less dependent on user interaction. • A data processing procedure is in place. • Users have been trained to use the system effectively. • Data is captured and processed at least once a week.	Information is available from the EAMS directly after data is captured: • Artisans enter Work Order feedback directly into the EAMS. • Material management transactions are captured online. • Data is processed within 24 hours or in line with requirements.	The EAMS uses technology to provide real-time information: • The EAMS is integrated with asset performance and/or condition monitoring systems to import data automatically. • Technology (e.g. barcode scanners) are used to reduce data capturing time. • Workflow tools are used to automate information flow.
Data Mining Capability	Data mining is not possible with the existing information systems.	Data mining is difficult and time consuming: • Information systems are fragmented with separate databases. • Data is largely used for record keeping and limited reporting. • High computer literacy is required for data mining. • Data is captured with limited detail.	The CMMS or partial EAMS enables some data mining, but it is not used often: • Data mining is difficult because of the use of different systems. • Only a few experts have the required reporting and analytical skills. • Pareto analysis and different trend graphs are mostly used for analysis. • The focus is on reporting, not analysis.	The integrated EAMS allows more rigorous data mining: • Drill down reports can access data from different information systems. • Key users are trained to mine data and/or develop user-defined reports. • Database structures are visible for drill down or user-defined reports. • The focus is on root cause analysis and problem solving.	Data mining is a standard practice in asset management: • Data mining is used to investigate what-if scenarios. • Data mining is partially automated via a parameter selection on reports. • Most EAMS users can use the data mining functionality. • Data mining is being expanded according to user requirements.
Reporting	Asset management reports are totally inadequate compared to the stated information requirements.	Reporting functionality is limited and there is no analytical capability. • A few fixed standard reports exist. • Custom reports can only be generated on request by IT experts.	A reporting capability exists for trended graphs with limited analysis: • Reports show general trends and events accurately, but they are limited in depth. • The system has standard reports and greater flexibility for generating custom reports.	An effective reporting capability exists to satisfy all AM information needs: • All staff can use the system for data processing and reporting. • Reports can access data from different systems. • Reports can be customised as needed.	Web-based dashboards provide real-time information: • Key information is displayed in the workplace. • Reports can be customised by front line users.

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Module 03: Technical Information

Technical Information Standards	Standards for Technical Information do not exist and different people use different formats. There is clear evidence of varying levels of master data completeness. As a result it is difficult to find the correct asset information in the organisation.	Informal standards exist for Technical Information: • Asset codes and descriptions are defined in a uniform manner. • Asset types are standardised. • Trades, departments and financial cost centres are standard • Drawing standards are in place.	A Standards Manual has been developed and approved, but compliance is limited: • The essential master data for the CMMS is defined. • The classification of documents in the technical library has been standardised. • A format exists for internal processes and procedures.	The Standards Manual has been refined and is fully complied with: • The Standards Manual includes all EAMS-related data. • Standards have been defined for the asset knowledge portal. • The Standards Manual is updated when new standards are introduced.	The Standards Manual incorporates asset management best practices: • Compliance to the Standards Manual is enforced by the EAMS via drop down menus and mandatory fields. • The Standards Manual is accessible and used by all people involved with asset management.
Processes and Procedures	Asset-related processes and procedures are not documented. Operating and engineering personnel use their instincts or experience to perform AM activities. The lack of consistency leads to delays, equipment problems, waste and frustration.	Some processes and procedures have been defined: • Some AM procedures have been documented for control or compliance. • Most AM procedures are filed in managers offices, with some being displayed in the work areas. • The processes and procedures are not very visual or user friendly.	Critical AM processes and procedures are documented and formalised: • Work Planning & Control processes are defined in flowchart format. • Standard Operating Procedures (SOPs) and equipment settings are displayed in the workplace. • Material Management processes are defined in flowchart format.	All AM processes and procedures are documented and formalised: • Focused improvement, change control, cost control and project management processes are documented. • Fault-finding and diagnostic procedures are displayed in the workplace. • All processes and procedures are kept up to date.	AM processes and procedures have been automated: • AM processes have been built into the EAMS workflow. • Equipment procedures and settings are available electronically in work areas. • Frontline employees participate in streamlining processes and procedures.
Asset Register	No official record of physical assets exists in an engineering and/or financial asset register. Assets are not consistently labelled or identified, and asset movements are not controlled.	Most physical assets are recorded in a stand-alone asset register: • Financial and engineering asset registers are independent of each other. • Limited technical and financial attributes are recorded. • Physical assets are marked with unique codes. • The existence of many assets in the asset register has not been verified.	Most operational physical assets are formally configured in the EAMS: • Engineering and financial asset registers are linked and cross-referenced. • The asset register complies with the agreed standards. • All physical assets are marked according to a defined standard. • The existence of some assets in the asset register has not been verified.	All operational assets and some key non-operational assets are configured and controlled via the EAMS: • Financial and engineering asset registers are synchronised manually. • Attributes have been expanded according to the defined standard. • Asset verification and condition assessment is done annually. • All asset-related information is linked to the asset register.	All physical assets are configured in the EAMS: • Non-operational assets (e.g. furniture, vehicles) are included and up-to-date. • Financial and engineering asset registers synchronise automatically. • Technology such as an Asset Register Information System or Radio Frequency Identification track asset movements. • Verification and change control ensure the accuracy of the asset register.
Technical Library	No formal mechanism to store or control asset related documents exists. Documents are scattered in offices and cupboards, making it difficult to access or use them.	Most asset drawings, catalogues and manuals stored in managers offices: • The manuals and drawings are stored neatly in a dedicated area. • Access is limited to certain individuals in the organisation. • Information is generally out of date and incomplete. • The indexing system is not very logical.	Asset documents are kept in a central technical library or similar facility: • The library has drawings, manuals, catalogues, specifications, standards. • It is secure and neatly organised according to a formal index. • A formal document management system is in place. • It is managed by an nominated person, in addition to his other duties. • The updating of drawings lags the modifications to equipment.	The technical library is formalised: • A formal system is in place to check-out/check-in asset related documents. • Most documents are available in an understandable language. • The required documentation is supplied with new assets. • Most documents are in a digital format. • The technical library is managed by a dedicated person. • All documents have back-up copies.	Document control is fully compliant with ISO 9001 standards: • All documents are formal numbered, with revision and distribution controls. • All documents and drawings are stored electronically (if applicable). • An indexing and search facility ensures quick and easy retrieval. • The document management system is fully integrated with the EAMS.
Change Control	No change control system exists to update technical information changes. Physical asset modifications are not reflected in drawings, manuals and/or specifications. As a result, a large number of documents are outdated or obsolete.	An informal change control system exists, but is not very effective: • A procedure to update drawings and master data exists, but is not enforced. • There is no custodian to keep technical information updated; change control is viewed as everyones role. • Some individuals keep their own records of asset modifications.	A formal change control system exists for technical information: • A formal system are in place and being enforced by management. • A specific person is responsible for change control. • Drawings and manuals are updated to reflect most of the asset modifications. • A formal Master Data Change Request Form is in use.	The change control system is entrenched and used proactively: • All proposed asset modifications are reviewed first to consider the impact on safety, quality, performance and cost. • All associated documentation updates are identified and followed up. • Full version control and modification history exist for all documents. • Everyone has been trained in the system and compliance is high.	The change control system is mature and effective: • The system is integrated with other processes to make it a way of life. • Changes are identified via the source system (e.g. financial system, drawing office, EAMS) and follow-up actions are triggered automatically. • There are no discrepancies between asset configuration and documentation.
Knowledge Management	A knowledge management system does not exist, resulting in closely guarded pockets of wisdom. Knowledge is seen as a powerful tool and is not shared with others. As a result, people repeatedly make the same mistakes and experience the same problems over and over.	Knowledge is shared in an informal and ad hoc basis: • Some experienced managers or artisans coach new employees. • Some operating procedures, standard settings, and fault-finding guides exist. • Documents are stored in informal paper and electronic files. • Some engineering or industry periodicals are circulated to managers.	Knowledge management is formalised, although it is still immature: • Critical technical procedures and standards are identified. • This information is documented in a specific standard format by the experts. • A knowledge portal is in place to store relevant asset-related information. • AM information and relevant articles are circulated to applicable people.	Knowledge management is mature and effective: • A specific person is responsible for asset-related knowledge management. • Asset-related best practices (such as settings or diagnostics?) exist for critical assets and are available to employees. • The knowledge portal has articles and information, with a clear index. • Solutions to problems are documented for future use.	Knowledge management is a way of life in the organisation: • Employees regularly develop one point lessons or other procedures. • The knowledge portal has information from external sources, e.g. suppliers, sister companies, internet sites, etc. • Employees partake in user groups or industry networks to share knowledge. • AM is discussed during regular internal workshops or conferences.
Access to Information	Existing asset management information is not easily accessible - it is stored in offices, managers drawers and peoples heads.	Access to AM information has improved, but it is still ad hoc and limited: • Some key people have access to information, e.g. in supervisors offices. • AM information retrieval is inefficient and slow due to poor indexing. • People keep documents outside the designated locations for emergencies, e.g. manuals/drawings at work stations.	Formal systems ensure accessibility: • The EAMS gives users access the asset register and asset information. • The technical library is used frequently and people find documents fairly easily. • Drawings are kept in a separate cupboard, organised by asset code. • Managers have access to the asset knowledge portal. • A procedure is in place for access to the technical library after hours.	Technical information is accessible to all employees involved in AM: • Operational employees can access the EAMS via distributed work stations. • The technical library has 24x7 access. • Documents in a digital format can be accessed electronically. • Key employees have access to the asset knowledge portal. • The indexing system makes document retrieval easy.	Information accessibility is optimised: • Operational employees have access to drawings, specifications and standards via work stations at their work stations. • Most documents are in digital format and can be accessed electronically. • Employees have access to the internet and intranet, including the asset knowledge portal.

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Module 04: Organisation and Development

AM Organisational Structure	Responsibility for asset management is fragmented throughout the organisation, which is functioning in silos. The Maintenance Department is totally divorced from the Operations Department, and other AM functions are often performed by Maintenance as add-on tasks.	Most of the AM functions exist, but are still isolated: • The Engineering Manager is not part of senior management. • Maintenance is coordinated centrally and operates across all areas with no specialisation or ownership. • Maintenance foremen are in place. • Legal EHS appointments are in place. •A specific Projects Department exists.	A formal AM structure has been defined and partially implemented: • A member of top management is responsible for AM goals and activities. • Some maintenance is decentralised for ownership, with rotation for training. • The responsibility for AM systems, standards and projects is centralised. • The structure provides for maintenance planning and administration. • Resource requirements are based on historical information.	The AM organisation is effective and efficient: • Single point of responsibility for all AM. • 1st line maintenance is integrated with Operations and managed by an Engineer. • A central maintenance team provides support and performs complex work. • Planners: Artisans in a 1:20 ratio. • Resource requirements are based on the long term strategy and planning. • Contractors are used for peak loads and non-core or specialist tasks.	The AM organisation is mature and flexible: • Employees are empowered without unnecessary layers of management. • Cross-functional first line teams focus on improving asset performance. • A cross-functional middle management team optimises AM systems. • People on all levels act as champions for specific AM initiatives. • The structure is reviewed regularly according to the strategy and priorities.
Roles and Responsibilities	Asset management roles and responsibilities are unclear, resulting in the allocation of blame and counter-productive arguments. Duplicated responsibilities lead to frustration and under utilisation of peoples skills.	AM responsibilities have been defined by HR in job descriptions: • Job descriptions exist but do not always reflect the real situation. • Many different job categories exist. • Job demarcations restrict the utilisation of peoples skills. • The role of supervisors and managers is to command and control.	Roles and responsibilities are reviewed according to the AM Policy and Strategy: • Job descriptions have been reviewed inclusively and accepted by employees. • Supervisors and managers focus on planning and training. • Relaxation of strict trade and job demarcations allows flexibility. • Knowledge and skill requirements of critical AM positions have been defined.	Roles and responsibilities are designed for the ideal AM organisation: • Responsibilities allocated for all elements of the AM Policy and Strategy. • Interfaces between functions are clear. • The focus is on multi-tasking and teamwork, with some cross-skilling. • Supervisors and managers focus on coaching and leadership. • A detailed competency framework is in place for all AM positions.	Responsibilities are flexible according to team goals and roles: • People are cross-skilled and able to perform a variety of functions. • Specific roles in the team context are defined according to team objectives. • Flexibility is high and people adapt to new roles. • Future roles and competencies are defined as part of strategic planning.
Recruitment	No formal system exists to plan for or recruit AM employees. Turnover is high, many vacancies exist and it is common to find wrong placements, leading to frustration and inefficiency.	A system is in place to recruit people according to job requirements: • Job descriptions and qualification requirements exist for all AM positions. • HR recruits and appoints people based on the specified criteria.	Recruitment is in line with the AM Policy and AM Strategy: • Recruitment is driven by the new AM strategy, reviewed job descriptions and associated AM organisational structure. • A basic work load analysis exists. • Line management participates actively in the recruitment process. • Most positions have been filled.	Recruitment is scientific: • Resource needs are based on a detailed work load analysis. • Recruitment is based on a formal competency requirements analysis. • Scientific psychometric tests and skill evaluation methods are used. • All positions have been filled.	Recruitment is used to ensure future competitiveness: • Future competency needs have been defined and are reviewed frequently. • Potential employees with the right competencies are identified proactively. • The organisation is viewed as a preferred employer in its industry.
Induction Training	New employees do not receive formal induction training beyond the normal 2-hour safety briefing and overview of general policies and procedures. Employees learn how to operate and maintain the equipment through trial and error.	Induction training is informal and limited in scope and content: • A basic induction programme is used to train new recruits. • It covers the organisations structure, physical layout, policies and procedures. • Specialists provide ad hoc equipment training. • Detailed equipment knowledge is picked up from other employees.	Formal induction training has been introduced, but is not mature: • The induction programme includes elements of asset management. • The AM Policy, Strategy and Master Plan are explained to new employees. • Key AM procedures are covered. • Key employees get job-specific equipment training when recruited. • Progress is reviewed after 3 months.	The AM induction programme is mature and effective: • The induction programme is aligned with the AM job requirements. • All applicable AM procedures are explained to new employees. • All AM employees get job-specific equipment training. • New employees have regular reviews and a formal assessment after 3 months.	Employees participate in the induction programme: • Employees help to develop material for the induction programme. • Experienced employees help to get new employees up to speed. • Employees who are transferred or promoted receive induction training.
Competency Development	Little or no formal training is done in the organisation, except to comply with legislation (e.g. general safety awareness). No written training material exists and competency assessments are not done. The result is low skill levels and frequent errors and delays during AM activities.	Training is informal and unstructured: • Formal external training is coordinated by the HR Department. • Training is opportunistic and reactive, instead of being planned proactively. • Experts present some ad hoc in-house training about equipment. • Management has acknowledged the need to formalise training.	A formal training and development programme has been introduced: • Training is a priority item in the AM Strategy. • Skills matrices and training plans are in place for key AM employees. • All AM employees have been trained in the core AM procedures. • Applicable training material and external courses are available.	The formal competency development programme is in place and effective: • Skills matrices and training plans exist for all AM employees. • They are aligned with job descriptions and competency frameworks. • Engineering and Operations staff have good technical and equipment skills. • Some cross-skilling among trades. • A formal competency assessment system is in place for all training.	Skills development is a way of life: • In-house trainers have been developed. • Team members help to develop training material. • Leadership and interpersonal skills are trained at all levels in the company. • Opportunities exist to acquire ancillary skills, e.g. maths, computer literacy. • Cross-skilling is widespread. • On-the-job and peer assessments are used frequently.
Performance Management	There is no formal review of the performance of individuals or teams. The only feedback people get is when things go wrong.	Performance management is informal and ad hoc: • It is driven by the HR Department • An annual appraisal is done for senior employees to define salary increases • These sessions are viewed negatively by most people • Performance against KPIs are discussed sometimes on an ad hoc basis.	The formal performance management system is aligned with the AM Strategy: • It is covers the AM objectives and reviewed job descriptions. • Managers understand its importance. • The outcome is a personal development plan for employees. • Employees are more positive about it. • There are regular informal discussions with employees about their performance.	Performance management is mature: • It includes all AM employees. • It is aligned with the competency framework and deployed KPIs. • The link to personal development and performance improvement is understood. • It is done formally every 6 months for individuals and monthly for teams • It is linked to performance contracts and incentive schemes	Performance measurement is part of the culture of continuous improvement: • It is done quarterly for individuals and teams. • It covers both performance and behavioural aspects. • Improvement plans are monitored and updated frequently. • It includes peer appraisals and 360° appraisals for managers.
Reward and Recognition	No formal system exists to reward or incentivise good performance. Salaries are perceived to be unfair. As a result people are demotivated and underperforming.	The reward system is generic and not linked to performance: • Salaries are generally perceived to be fair and industry-related. • There is a company-wide bonus system (e.g. a 13th cheque). • Management has agreed to investigate a performance based incentive system.	The rewards system is linked to achievement of the AM objectives: • An industry survey has confirmed that salaries are competitive. • Salaries are determined by individual performance appraisals. • A simple bonus system is based on achievement of the AM objectives. • There is some recognition for performance improvement activities.	Rewards are team-based and recognition is widespread. • An incentive scheme is in place, based on team performance against KPIs. • Salaries are performance based. • There is wide recognition of exceptional performance. • Managers at all levels use praise and recognition to motivate employees.	Personal rewards and recognition are also performance based: • Personal remuneration consists of a basic salary and a performance bonus. • The incentive scheme is transparent and fair. • The organisation uses innovative ways to recognise the exceptional performance of teams and individuals.
Career Development	Career development does not exist in the organisation. Most employees are stuck in the same position for years, or leave to better their positions.	Career development is informal and limited: • Key employees have been earmarked for promotion and development. • When someone is promoted, a possible successor is identified. • The process is short-term and not transparent.	Career development is recognised as a key success factor: • Managers are aware of the principles and benefits of career development. • The process is driven primarily by HR with input from line management. • Career development is discussed briefly during performance appraisals. • Succession plans exist for key AM positions.	Career development is formal and pro-active: • Possible career paths in asset management have been defined. • All employees discuss potential career paths with their supervisor/manager. • Career development is driven by line management. • Succession plans exist for most positions in Asset Management.	Career development forms a crucial part of the long term AM Strategy: • Most employees see a clear future for themselves in the organisation. • Succession planning and career development are reviewed as part of the annual AM Strategy. • Recruitment, training and career development processes are integrated.
Ownership and Accountability	An autocratic command and control culture exists in the organisation. Employees are not trusted or given any responsibility for major decisions. There is no accountability, resulting in demotivated and disengaged employees.	Ad hoc pockets of ownership and accountability exist in the organisation: • Some managers are giving certain employees more responsibility. • Examples exist of employees going beyond the call of duty. • Some examples of effective work teams exist in the workplace. • The organisations culture is still largely focused on control.	Ownership and accountability are key focus areas for management: • Management understands how empowerment, accountability and performance are linked. • The organisational structure makes provision for greater empowerment. • Some examples exist of progress with employee empowerment.	Empowerment has lead to greater ownership and accountability: • The AM Policy spells out the end state vision for empowering employees. • Responsibilities allow for decision making at lower organisational levels. • Employees are encouraged to suggest possible ways to improve performance. • Teams have taken ownership of their physical work areas and performance.	Empowered teams drive the day to day performance improvements: • Ownership and accountability are central themes in the AM Strategy. • Front line teams are playing a leading role in performance improvement. • Surveys show that most employees are very motivated and engaged. • Managers/Supervisors play a coaching and supporting role.

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Module 05: Contractor Management

Contracting Policy and Procedures	No formal contractor policy or procedures exist. Everyone manages contractors differently, or applies the same approach to all contracts.	A number of contracting procedures exist to ensure compliance and control: • Procedures are primarily driven by financial requirements. • Compliance with health and safety regulations is covered in detail. • There is a general understanding that different contracting types exist. • Contractors are largely managed based on instinct.	A formal contracting policy ,with supporting procedures, exists: • Contractor categories are defined based on work criticality, costs and risks. • The policy defines criteria for deciding when work should be contracted out. • The policy specifies how different contractors should be managed. • Detailed contracting procedures with steps and responsibilities exist and are accepted by all role players.	The contracting policy and procedures have been expanded and refined: • The current policy and procedures have been implemented and evaluated. • The performance management process for contractors is defined. • The policy and procedures provide sustainable development guidelines. • The contractor development focus is defined, e.g. develop locals, reduce dependency, or improve performance.	The policy is reviewed regularly in line with the AM Strategy: • Changes in legislation and/or working conditions are addressed. • Changes in operational conditions or the AM Strategy are addressed. • All contract incidents or problems have been analysed and addressed. • Contractors from all categories are included in the review process.
Contractor Selection	There is no guideline or process for selecting a contractor. Everyone uses his own judgement, which is normally based on price or some ulterior motive.	The policy specifies that contractors are selected based on the lowest price: • A procedure defines the format and number of quotations to be obtained. • Extensive motivation is required to accept a higher quotation. • A list of approved contractors is available for a small amount of generic outsourced work.	Contractor selection criteria are category specific: • Selection criteria have been defined for each of the 4 contractor categories. • These criteria include price, technical competence and EHS track record. • A formal selection procedure defines the steps and responsibilities involved. • A list of approved contractors exists for all significant outsourced work.	Contractor selection is based on more advanced criteria: • Previous performance is considered. • EHS compliance is considered. • Additional value-adding services are considered. • Affirmative action and economic empowerment are considered. • The list of approved contractors is kept up-to-date.	The selection process is dynamic: • The criteria are updated in line with the organisations strategy and circumstances. • The selection process supports the sustainable development policy. • It considers the contractors own continuous improvement programme (e.g. ISO 9001 or 14001).
Contractual Agreement	No formal contracting agreements are documented. The contractors quotation is the only form of agreement available.	A generic contractor agreement template is available for contract work: • The agreement is updated for each new contract, but only contains the agreed price and high level deliverables. • EHS requirements are specified. • Formal acceptance is acknowledged by the contractors signature.	The format of the contractual agreement and the process have been formalised: • A standard agreement template exists for each contractor category. • The contractual agreement covers all aspects defined in the contracting policy. • Specific deliverables and responsibilities are listed in an SLA. • The payment process enforces compliance with the agreement. • The standard guidelines facilitate fast negotiations between parties.	Formal agreements are in place according to a standards: • All categories of contracts have signed agreements. • Agreements cover all aspects of contractor management, including payment, EHS, performance and roles. • Forward purchase agreements are in place for regular non-critical contracts. • Formal recognised contract negotiation practices are used to define the deliverables and price.	The EAMS is used to manage the agreements with contractors: • Contractors are aware of their role in implementing the AM Strategy. • The EAMS can facilitate full contractor management and quality assurance (QA). • Performance targets are benchmarked to ensure that they are realistic. • Contract negotiations focus on developing a win-win agreement for both company and contractor.
Work Management	The work performed by contractors is managed in an ad hoc way. Instructions are normally verbal, leading to poor control and misalignment with the internal asset management systems.	Contract owners manage contractors informally with different levels of success: • Field releases or purchase orders are used for instructions to contractors. • The use of the internal safety procedures (e.g. permits) is enforced. • Safe working procedures are available to contractors but not always used. • Contract owners have not had any training in contractor management.	Contractors are managed via internal work orders from the CMMS/EAMS: • All contracted work is issued via WOs. • Completed WOs are returned and captured as history in the CMMS/EAMS. • The return and completeness of WOs is a pre-requisite for payment. • Safe working procedures are referenced on the WOs. • Persons responsible for contractors had training in contractor management.	Contractors are managed via the Work Planning and Control system: • All contract work is formally planned and scheduled. • EHS requirements such as permits and risk assessments are included on the WO. • Contractors participate in weekly scheduling meetings to align with maintenance and operational activities. • No contractor is allowed to work on assets without a formal WO. • KPIs such as schedule compliance and backlog are applied to contractors.	The EAMS enables real time management of contractors: • Contractors record work progress and feedback on-line (via a PDA or tablet.) • WO status is tracked on-line. • Response times are monitored in real time for critical SLA elements. • Problem areas are automatically escalated to the appropriate authority. • Contractors participate in problem solving and improvement initiatives.
Performance and Quality Management	The quality of contract work is not checked via a formal process. This leads to frequent rework, repetitive failures and allocation of blame between the organisation and the contractor.	Performance management is limited to an informal review of work quality: • Ad hoc checks are performed by supervisors during walk-abouts. • Completed work is checked for sign-off before payment. • Extra quality checks are done when using a contractor for the first time. • Some disputes occur because the scope of work and standards are unclear.	Performance management is formalised: • A formal procedure with clear roles exists for over-inspections and QA. • More effort is spent to manage critical contractors. • Less critical contracts are frequently not managed closely. • Most contract KPIs are generic and not always objective. • Contract work is reviewed at least once during execution, with a final review after completion.	The performance management process has been streamlined: • The process is category-specific and focuses on significant contracts. • Specific and objective KPIs are used, with predefined incentives and penalties. • The performance of all contractors is regularly reviewed against their SLAs. • Over-inspection results are managed and recorded via the EAMS. • Results are used for future contractor selection.	The EAMS facilitates the performance management of significant contracts: • The EAMS is used to measure contract deliverables against the SLA. • WOs make provision for detailed quality assurance steps. • Contractors use the EAMS to view their performance and drive improvements. • Response times for critical SLA items are monitored electronically and problems are escalated automatically.
Contract Admin.	Contract administration is done in an informal and ad hoc manner, since it is not recognised as a specialist function. As a result, there are conflicts and confusion, and time is wasted in processing transactions that involve contractors.	Contract administration is more structured but still informal: • Standard procurement rules apply to contracts and contractors. • Contractors are paid on receipt of formal invoices. • Meetings and interactions with contractors happen on an ad-hoc basis.	A formal contract administration process is in place: • A detailed procedure exists with clear responsibilities and support documents. • People responsible for contract administration had formal training. • A system exists to store and access contractor records and documents. • Interaction with contractors happens according to clear guidelines.	Contract administration is a streamlined specialist function: • Forward purchasing agreements are in place for frequent low value contracts to facilitate automated payment. • Payment of penalties and incentives are integrated with these FPAs. • Contract agreements are reviewed at set intervals. • Disputes are managed formally.	Contract administration effectiveness is measured and automated: • Contract administration staff are measured on contract performance. • Contract close-out reports cover lessons learnt and contractor performance. • Closeout reports are stored and used for future contractor selection. • FPAs are used extensively across all contractor categories.
Contractor EHS Management	Contractors are expected to perform the work with minimum effort and expense. The contractor is also entirely responsible for all EHS problems on the contract. As a result, there are frequent EHS incidents on contracts.	EHS performance on contracts is treated with varying levels of importance: • Contractors have to meet initial EHS pre-qualification requirements. • The focus on EHS frequently decreases during the contract execution. • Standards are frequently lowered when contractors do not meet them. • Contractors have to use their own resources to achieve EHS standards.	EHS is a key focus area during contract allocation and execution: • Contractor pre-qualification requires proof of a working EHS management system conforming to minimum criteria. • EHS induction programs are developed for each contractor category. • The organisation and contractors run joint EHS initiatives. • EHS conformance is a key element of the performance and quality review.	The organisation invests in contractor EHS capability to ensure full compliance: • All the standard internal EHS practices apply in full to all contractors. • Contractors are rewarded for reaching the organisations EHS targets. • EHS training is provided to contractors. • Formal EHS risk assessments are done jointly before contract commencement. • Safety checks are implemented prior to all contracted work.	There is a joint zero tolerance approach to contractor EHS practices: • EHS problems are solved jointly and proactively with contractors. • Both parties expect and accept that work will be postponed until EHS standards are met. • Evidence proves that the contractors EHS performance is world class.

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Module 06: Financial Management