#220317TM5.Asset Management & HS Code Material Kursi dan Manfaatnya

Chapter 2

The Asset Management Function

Chapter Aim: To describe the aim, structure and activities of asset management.

To indicate the competencies needed by people who work in asset management.

Chapter Outcomes: After reading this chapter you will know:

• Why asset management is needed and what it’s main activities are
• How the asset management function should be structured
• The need for personnel working in particular technical asset areas
• The need for financial, legal and engineering support
• The basic knowledge required by asset managers
• The personnel roles required in asset management and the competencies required

for those roles

• What is meant by asset management policy
• What is meant by asset management strategy

Chapter Topics:

• The asset management function
• Structure
• Asset management groups
• Knowledge required for effective asset management
• Asset management activities
• Asset management policy
• Policy statement
• Asset strategy factors and model
• Personnel roles
• Personnel competencies
• Personnel development

2.1 The Asset Management Function

Asset management activities permeate to many levels of an organization, and are not confined to a central group. For this reason we shall use the term Asset Management Function as a flexible descriptor for the activities involved, and apply the term Asset Manager to those involved significantly, but not necessarily exclusively, in asset management activities. The purpose of the Asset Management Function is to provide resources and expertise to support the acquisition, in-service support and disposal of the physical assets required by the organization.

2.2 Structure

Asset management activities and responsibilities impact on a wide range of roles within an organization are not confined to a specific department. However, in a large organization, effective asset management will benefit from the existence of recognized asset management personnel with expertise in specific areas. These may be formed into distinct groups, the title of which will depend on company historyand structure.  An example in defence is the Defence Materiel Organization, which has divisions managing land, sea and air assets. Within each division are asset management groups referred to as System Program Offices (SPOs). 

2.2.1 Asset Management Groups Example Asset management groups are based around the various major equipment areas operated by the company. Figure 2.2 shows an example of the asset management groups for an electricity transmission company. The company installs and operates transmission lines and substations. There are asset management groups for ‘substations’ and ‘field’ with sub-groups for switchgear, transformers, transmission lines and so on. Each group is headed by an asset group manager, supported by technical, logistics, financial and commercial staff with competence in the particular field.

2.3 Asset Knowledge The management of assets is dependent on knowledge about the organization’s assets, in terms of both current equipment, business role of the assets and future prospects. Asset managers need to have a practical working knowledge of the major assets at a management level so as to be able to make sound business decisions. They need to be aware of the assets which constitute elements in any given capability, that is, the array of subsidiary items which are necessary to support particular prime equipment. 

the lead time for acquisition of replacements, so that we can plan our replacement strategy sufficiently far in advance. This knowledge, combined with an assessment of the future requirements of the business, and of developments in the types of vehicles available from manufacturers, will enable us to make sound and timely decisions within the constraints of business risk. A summary of points of knowledge which an asset manager may need to have is shown in Table 2.1.

2.3.1 Asset Management Activities

The asset management function has a role to play in relation to a substantial numberof activities, as shown in Table 2.2 Asset management activities.

2.4 Asset Management Policy

A policy statement is a statement of the overall aims or principles adopted by an organization. A classic policy statement from history was made by a senator in ancient Rome: “Carthage must be destroyed”. PAS-55, the Asset Management specification, calls for an organization to have an asset management policy. Some suggested general points to be covered in the asset management policy statement are shown in Fig.  

2.5 Asset Management Strategy

A strategy is a broad level plan set by senior management as a guide to how and organization intends to achieve its aims. Figure 2.4 illustrates an overall life cycle model and related asset strategy factors. Under this heading, we set out the procedures, or refer to existing documents which specify procedures to be followed in managing assets. The asset strategy2.5.1 Capital Items

Asset replacement plans are to be created and to be reviewed annually.

2.5.2 In-Service Support

A systematic approach to the support of in-service assets is to be established and operated in accordance with the following requirements. Actions: Acquire, Retain, Replace, Dispose Acquisition: Life Cycle Cost, Commonality, Maintenance strategy: e.g. Outsource or not, Through Life Logistic Support, Training Operations: Physical plan, Performance, Profit, Return On Investment Maintenance tactical detail: Quality, Reliability, Maintainability, Availability.

2.5 Asset Management Strategy 21

Asset maintenance plans, which may include outsourcing, are to be established and to be documented in the organization’s maintenance management computer system. Plans will be created and maintained, to deliver the required level of service of assets. Asset maintenance plans are to minimize life cycle costs consistent with achieving the outcomes specified. Risk analysis of asset operations is to be undertaken in accordance with specified procedures. Risk management and mitigation strategies are to be implemented as indicated by the analysis. The specified information management system is to be used for recording plans, procedures and work management. 

2.5.3 Business Strategy and Asset Strategy

The asset strategy must be responsive to and interact with the business strategy. Issues deriving from the business situation which will impact on asset management strategy include the following.

• Changes in demand for product or service.
• Changes in revenue and costs.
• Technological developments.
• New business developments
• Acquisitions
• Divestment, sale or phasing out;
• Redeployment;
• Changed operating practices;
• Equipment replacement/Leasing;
• Outsourcing or In-sourcing of services.

Other factors are the extent to which we plan for long term growth or to just do enough to meet short term requirements; degree of commitment to in-house repair and logistic support as opposed to use of outsourced support facilities; the use of redundancy to achieve system reliability, rather than seeking high reliability of individual items; the degree of co-ordination between related parts of a supply chain,e. g. electricity generation, transmission, and distribution; maintenance and replacement strategy in regard to run-to-failure, age-based, condition-based, spend-limit based replacement decisions.

2.6 Personnel Roles in Asset Management

The asset management function requires persons with business, technical, operations or service experience, who can work effectively with finance, contract and engineering specialists. The following are key personnel roles in asset management. The assignment of persons to these roles will depend on the size and structure of the organization, and the existence of a role does not necessarily imply that that role constitutes a full time job. 

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