Extracting Knowledge from your Asset Management System
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The document discusses the integration and validation of asset management data within a Computerized Maintenance Management System (CMMS), emphasizing its importance for decision-making and organizational agility. It highlights the roles of a core team in refining processes, tracking issues, and supporting performance measures. Additionally, it addresses the distinction between a plain database and a knowledge platform, underscoring the necessity of leveraging data for continuous improvement.
Extracting Knowledge from your Asset Management System
- 2. CMMS Asset Management is the Knowledge Extracted from the Asset Management System Contains actionable, validated data Validated by error checks BA process audits & surveys Stakeholders identified key outputs Outputs are linked to inputs Core Team designed/built output reports Analytical reports facilitate decisions Supports Advanced Processes Core team tracks issues & enhancements Foundation data verified complete • Risk-based asset criticality • Item master SMD Recognized source for all asset data Supports Goals; facilitates KPI measures Integrated to other core systems On-going refinement • RCM Failure Mode & tactic • PM-job-safety-plan library • Asset life-cycle Costing DATABASE TABLE CHILD TABLE ROW DATA FIELD What’s the difference between a plain database and a platform for knowledge? Why is this important? Business agility refers to the ability of an organization to quickly respond to change, planned or unplanned, by leveraging data in core systems. K e y w o r d : A g i l i t y A platform for knowledge Work Order Feedback
- 3. Acquire Knowledge Discover Learn Perceive with Practice, Research, Training, or Experiences to obtain Theoretical or Practical Understanding Benchmarking Activities which becomes Facts Insights Skills Continuous Refinement Apply Knowledge Advice, Insights, Trial CULTURE a Desire to Improve Perform Improvement Activities Manage Wisely Manage by Exception Theory of Constraints Pareto Analysis from a CMMS Perspective 1. Align Goals 2. Develop Process 3. Leverage CMMS Chronic Failure Analysis Extracting Knowledge Communicate Strategy
Editor's Notes
- #3: Without effective asset information goverance, data is likely to remain disparate, inaccessible, and of inadequate quality for analysis. And without a clear understanding of output requirements (analytical reports), you may not even be capturing the right data to begin with.
- #4: Asset Management – an organization process to maximize value from an asset during its life; the management of the life to achieve the lowest lifecycle cost with the maximum availability, performance efficiency and highest quality. Asset Management Knowledge – Asset management knowledge is an organization’s collective understanding about its asset management system and assets. This asset management knowledge is managed by people, not systems. Data are unfiltered facts, numbers, images, sounds and words that may change over time. Information is derived from data where context is applied to it. Collecting sets of data together allows for its evaluation or analysis for a particular purpose, which is the first step toward knowledge. Knowledge is derived from information, with the application of your values, experiences, reasoning and judgment. 10 Requirements for an Asset Management Information Strategy Key decisions needed to meet asset management objectives are identified. A roadmap exists showing improvement initiatives and CMMS post go-live activities. These initiatives are listed with prerequisites and have criticality, risk and benefit applied; the roadmap is converted to a Long Term Plan. The Executive Sponsor, who is familiar with asset management concepts, authorizes new projects (business improvement initiatives, budget and integration to other core systems. The CMMS is recognized as the official repository for all asset related data. Conversely, standalone data repositories not connected to the CMMS will be discouraged. Key data elements have been identified where essential to analytical output. An example is risk-based, criticality of assets. A plan for remedying missing foundation data is outlined in the LRP. Data accountability is outlined using RACI charts and CMMS security update rules. Integration to other core systems is implemented where beneficial. The Asset Management Core Team is responsible for the managing/auditing process, roles, software and data. The Core Team maintains a definitions library, business rules, KPIs, and SOPs. “What defines an Asset” would be in the definitions library. The Core Team also manages advanced processes contained within the roadmap and Long Range Plan. Lastly, the Core Team is responsible for benchmarking activities and system audits. The Reliability Team meets on regular basis to focus on worst offenders and determine cause; manage defect elimination; manage RCM analysis efforts; manage RCA projects; and overall asset performance. The Reliability Team performs chronic failure analysis.,