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Asset Maturity Assessment

Benvenuti nel sondaggio che ci aiuterà a definire il livello di maturità della gestione dei Vostri asset.

Il sondaggio si articola su 5 sezioni con relative domande verso le quali dovrà essere espresso il livello di accordo/disaccordo con le affermazioni riportate.

Le 5 aree di valutazione sono:

1 - Strategy & Planning

2 - Lifecycle Delivery & Management

3 - Organisation & People

4 - Asset Information

5 - Risk and Review

Protetto
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AMA - Asset Maturity Assesment
1

Asset Strategy (Strategy Asset Management Plan) - Our organisation analyses its strategic environment to understand potential Asset Management implications and risks

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2

Asset Strategy (Strategy Asset Management Plan) - Our organization ensures that its asset management strategy is consistent with other appropriate organizational policies and strategies, and the needs of stakeholder

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3

Asset Strategy (Strategy Asset Management Plan) - Our organization's asset management strategy takes in account the lifecycle of the assets, asset types and asset systems - over which the organization has ownership

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4

Asset Specific Maintenance Strategies - Our organisation develops, documents and communicates its maintenance Strategy for each asset type

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5

Asset Specific Maintenance Strategies - Our organization incorporates levels of service/KPI criteria into decision making

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6

Asset Specific Maintenance Strategies - Our organization effectively defines the Asset Management System and link organisational and Asset Manaagement objectives

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7

Demand Planning Analysis - Our organization designates and documents responsibilities for delivery of asset plan actions

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8

Demand Planning Analysis - Our organization has a plan to identify and respond to incidents and emergency situations and to ensure continuity of critical asset management activities

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9

Demand Planning Analysis - Our organizaton plans and manages its operations and maintenance activity to keep assets in service and meet Asset Management objectives

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10

Life Cycle Cost and Value Optimisation (long term) - Our organization revalue its assets and consider depreciation in its funding strategy

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11

Life Cycle Cost and Value Optimisation (long term) - Our organization documents process(es) and/or procedure(s) for the identification and assessment of asset and asset management related risks throughout the asset life cycle

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12

Life Cycle Cost and Value Optimisation (long term) - Our organization process(es) and/or procedure(s) for the implementation of asset management plan(s) and control of activities during maintenance (and inspection) of assets are consistent with asset management strategy and control cost, risk and performance

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AMA - Asset Maturity Assesment
13

Asset Configuration Management - Our organisation defines those processes responsible for ensuring that the assets required to deliver services are properly controlled. (Utility, Function and Availability). That accurate and reliable information about those assets is available when and where it is needed - helping you make informed decisions on requirements and services.

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14

Asset Configuration Management - In our organisation configuration items are highly controlled resources, whether physical or virtual - assets can be and often are configuration items. Changes made to those resources are well-defined, documented and managed, and tightly coupled to the service, function and availability that they provide.

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15

Asset Configuration Management - In our organisation assets have owners. This helps to enforce the RACI model, which stipulates that every key asset has a person or group that is responsible, accountable, consulted and informed. Doing so ensures that the appropriate people know what's going on and are involved in the change management process when it pertains to assets under their ownership and these people are able to approve or deny the changes.

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16

Maintenance Planning & Scheduling - Our organization has established and documented its asset management plan(s) across the life cycle activities of its assets and asset systems.

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17

Maintenance Planning & Scheduling - In our organisation maintenance requirements have been reviewed against good practice and are in place, including consideration of critical spares requirements. Trends in planned and unplanned maintenance activities are analysed and trade-offs considered in determining optimal maintenance and renewal frequencies.

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18

Maintenance Planning & Scheduling - Asset management planning and scheduling consistently defines and documents the responsibilities for the delivery of maintenance actions and there is adequate detail to enable delivery of actions. Designated responsibility and authority for the achievement of asset plan actions is appropriate.

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19

Maintenance delivery - Our organisations asset maintenance policy supports the delivery of sustained value with a deliberate focus on balancing cost, performance, and risk.

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20

Maintenance delivery - Our organisation can provide evidence that managers/supervisors with responsibility for the delivery of asset maintenance policy, strategy, objectives and plan(s) have been appointed and have assumed their responsibilities. Evidence may include the organization's documents relating to its asset management system, organizational charts, job descriptions of post-holders, annual targets/objectives and personal development plan(s) of post-holders as appropriate.

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21

Maintenance delivery - In our organization we instigate (initiate) appropriate corrective and/or preventive actions to eliminate or prevent the causes of identified poor performance and non conformance.

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22

Resource Management & Operational Planning (short-medium term) - In our organisation are operating plans are available for critical operational areas or all operational areas? Operational scheduling is largely based on historic practices with adjustments to planned and unplanned maintenance frequencies based on experienced staff and contractor knowledge. Operations organisational structure in place and roles assigned.

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23

Resource Management & Operational Planning (short-medium term) - In our organisation an effective process exists for determining the resources needed for asset management and sufficient resources are available. It can be demonstrated that resources are matched to asset management requirements.

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24

Resource Management & Operational Planning (short-medium term) - In our organisation to ensure that assets and asset systems deliver the requirements of the asset management policy, strategy and objectives - responsibilities are allocated to appropriate people who have the necessary authority to fulfil their responsibilities.

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25

Outsourcing of asset management activities - In our organisation, internal service level agreements (SLA) with the primary internal service providers, and contracts for the primary external service providers, are in place. Suitably qualified roles manage contract management processes. Contract management processes are regularly audited and improvements identified.

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26

Outsourcing of asset management activities - Where our organisation has outsourced certain asset management activities, it has ensured that appropriate controls are in place to ensure the compliant delivery of its organisational strategic plan, and its asset management policy and strategy and compliance requirements.

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27

Outsourcing of asset management activities - In our organisation contract performance management processes are in place and regularly reviewed. Risks, benefits and costs of various outsourcing and lease/buy options considered in determining the service delivery approach. Suitably qualified roles manage procurement and contract management processes.

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AMA - Asset Maturity Assesment
28

Technology Enablement - Our organisation established to describe the main elements of its asset management system and interactions between them

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29

Technology Enablement - Our organization consider the whole information lifecycle when designing applications

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30

Technology Enablement - Our organization leverage open standards, virtualized platforms and systems automation practices

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31

Planning & Materials Management - Our organization aligns AM processes with those in other ‘Management Systems’

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32

Planning & Materials Management - Our organisation plan and manage its operations and maintenance activity to keep assets in service and meet AM objectives (especially referred to spare parts and similar)

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33

Planning & Materials Management - Our organization considers whole of life cost of asset investments

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34

Procurement & Supply Chain - Our business process are automated end to end ( not duplicated data entry, manual steps, etc…)

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35

Procurement & Supply Chain - Our organization procures assets and asset-related services like maintenance and consumables for different classes of assets

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36

Procurement & Supply Chain - Our organization exercise control over outsourced asset management services

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37

Operator Care - Our organization's top management is aware when sufficient resources are not available for asset management activities

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38

Operator Care - Our organization develops plan(s) for the human resources required to undertake asset management activities - including the development and delivery of asset management strategy, process(es), objectives and plan(s)

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39

Operator Care - Our organization ensure that persons under its direct control undertaking asset management related activities have an appropriate level of competence in terms of education, training or experience

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40

Partnerships & Stakeholder Relations - Our organisation ensure that pertinent asset management information is effectively communicated to and from employees and other stakeholders, including contracted service providers

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41

Partnerships & Stakeholder Relations - Our organisation established to describe the main elements of its asset management system and interactions between them

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42

Partnerships & Stakeholder Relations - Our organization reflects the organisational commitment to asset management in existing organisation structure, responsibilities and resourcing of AM competencies

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AMA - Asset Maturity Assesment
43

Performance Management - Our organisation is developing coherent asset performance monitoring linked to asset management objectives. Reactive and proactive measures are in place. Use is being made of leading indicators and analysis. Gaps and inconsistencies remain.

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44

Analytics - In our organization asset data is accurate, consistent and reliable and is used to inform both short term and long-term decision making. Information on work history type and cost recorded at an appropriate asset or component level to enable analysis.

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45

Continuous Improvement - Our organisation actively engages internally and externally with other asset management practitioners, professional bodies and relevant conferences. Actively investigates and evaluates new practices and evolves its asset management activities using appropriate developments.

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46

Data Integration & Asset Information Management - Our organisation has developed and is implementing a process to ensure its asset management information system is relevant to its needs. Gaps between what the information system provides and the organisations needs have been identified and action is being taken to close them.

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47

Data Integration & Asset Information Management - Our organisation has determined what its asset information system should contain in order to support its asset management system. The requirements relate to the whole life cycle and cover information originating from both internal and external sources.

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48

Data Integration & Asset Information Management - Our organisation recognises the need for consolidating and combining data residing in different sources into consistent forms, unified views, systems, processes. We have technical and non-technical policies and procedures in place to provide access to data and to govern such access.

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49

Warranty Management - Most new, rebuilt, or remanufactured assets will carry some level of warranty against defects or failures - maximizing the benefits of these warranties by either recovering costs your organization has incurred performing warranty repairs or by avoiding incurring the costs by having the vendor or manufacturer perform the repair can be realize significant savings. Warranty coverage that is specific to an asset is defined and accessible within the organisations Asset Management System. Examples: upload warranty documents to your assets \ Evidence that you are following the exact stipulations that are covered by warranty \ Order covered parts or schedule covered repairs.

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50

Warranty Management - In our organisation, evidence of warranty coverage can be defined as full coverage (asset) or component coverage (a specific component of the asset). When planning or executing work and issuing or purchasing materials or services, A process of validation occurs against a asset's warranty coverage. Warranty situations are identified and configurable notifications are provided to the user.

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51

Warranty Management - In our organisation work orders, work tasks, purchase requests, purchase ordes, planned labor, planned materials, planned services, etc. are validated for warranty. If our organization is not authorized to perform the warranty repair, we have the opportunity to engage the vendor or manufacturer to perform the repair and avoid incurring the cost of the repair ourselves or voiding the warranty on the asset.

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52

Asset Performance Monitoring (KPI…) - In our organisation consistent asset performance monitoring linked to asset management objectives is in place and universally used including reactive and proactive measures. Data quality management and review process are appropriate. Evidence of leading indicators and analysis.

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53

Asset Performance Monitoring (KPI…) - Our organisation has defined the appropriate responsibilities and authorities to ensure the proper reporting, investigation and mitigation of asset-related failures, incidents and emergency situations. Non conformances is clear, unambiguous, understood and communicated.

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54

Asset Performance Monitoring (KPI…) - Our organisation can provide evidence that it monitors the physical health of its asset network over time, in order to inform risk, regulatory compliance and investment decisions.

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AMA - Asset Maturity Assesment
55

Weather & Climate - Our organisation has processes and tools in place to manage weather-related events. Weather can significantly affect airport/aircraft operations: low cloud, fog and rain may impede visibility at or around an airport while thunderstorms and lightning can cause serious disruption to flight schedules.

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56

Weather & Climate - Our organisation guarantees the required safety criteria as defined for airport operations. For example higher temperatures affects air density, reducing the lift force on planes' wings; heavier planes are harder to speed up, requiring more runway distance to reach their minimum takeoff speed.

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57

Weather & Climate - Our organization guarantees compatibility with ISO standards (check norms sustainability) and forecasts of extreme events and risk mitigation through predictive analysis.

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58

Environment, Health and Safety (EHS) - Our organisation supports in managing and controlling health and safty risks based on airport operation standards (ICAO, ISO, IATA..) Standards cover the minimum set of requirements for occupational health and safety: - General requirements - Occupationsal health and safety policy - Planning (e.g. hazard identification and risk assessment) - Implementation and operation (e.g. Resources and responsibilities, communication, participation and consultation,documentation) - Checking (e.g. performance measurement, evaluation of compliance, incident investigation, internal audit)

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59

Environment, Health and Safety (EHS) - Our organization applies a regular review of risk assessment and safety model. Risk assessment must be reviewed at least once a year to ensure that it is still valid and when there are significant changes - for istance changes in the following areas: Equipment, Materials, People, Premises, Processes

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60

Environment, Health and Safety (EHS) - Our organization has processes and tools in place to register, document and review accident, incident or a near miss to prevent them from happening again and to ensure that the risk control measures that are in place are adequate.

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61

Design for Maintenance & Reliability - Our organization has guidance on the establish, implement, maintain and improve the EMS (Environment Management system), considering its coordination with other management system (MS). Examples: Environmental management system principles and elements; Commitment and policy; Planning; Implementation and operation; Checking; Management review

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62

Design for Maintenance & Reliability - "Our organization has processes and tools in place to adhere principles sustainability reports verification such as - Positive effect on credibility - Raise of reliability - Improvement of external communication - Allows an independemt and documented verification - Sensitization for sustainable aspects - Improves the quality and efficiency of reporting systems related to sustainable information "

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63

Design for Maintenance & Reliability - Our organization conducts regular inspections and maintenance tasks. This also results in airport functioning at their highest levels; perform operational checks to ensure that failure doesn't occur during operational time.

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64

Management of Change (MOC) - Our organization uses continuously updated procedures on change management. The management of change is based on documented process to identify external and internal change that may have an adverse effect on safety. It should make use of the operator's existing hazard identification, risk assessment and mitigation processes

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65

Management of Change (MOC) - Our organisation use MOC to ensure that the environmental, health, and safety risks are carefully evaluated and controlled prior to implementing significant changes. The MOC process gives employers a chance to identify potential new hazards that could result from these changes.

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66

Management of Change (MOC) - Our organisation garantee a change management process to identify changes within the organization that may affect established procedures, processes, products, or services. Identify what is changing as early as possible, what is different, and what the change will impact. The goal of this process is a reduction in the safety risks resulting from changes made by the organization to the As Low As Reasonably Practical (ALARP) level.

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