James Reyes-Picknell — Active Contributor

Conventional consulting approaches begin with assessments to determine your current state of affairs, judge what’s good and bad about it, give it a score, provide a long list of recommendations and then build an improvement strategy based on the outcome.

Strategy development is normally carried out by a select leadership team and then the change is rolled out to lower levels in the organization. This approach has served well for a long time and it is at the outset of almost any major consulting engagement. It is useful when comparing sites among each other, but is there some sort of award for being best? Usually not. [Read more…]

Most of my firm’s clients are in the private sector but occasionally we do some public sector work. We usually notice a number of distinct differences in practices and in what motivates those practices. It would be nice to say that one can learn a lot from the other, but in truth, both can learn a lot from each other.

I thought it might be useful to compare and contrast the two sectors (based on personal observations) and then propose an idea for learning from each other. [Read more…]

Good physical asset management is about making sure our physical assets do what we want them to do at optimum operating cost and tolerable levels of risk to safety, our environment and to your business.

Managing physical assets to achieve that in an industrial setting involves much more than simply buying and running a piece of equipment. [Read more…]

When it comes to information, entertainment, finding your way around and communications these days, we more or less literally have it all at our fingertips and available to us just about anywhere. We can even order and pay for coffee to pick up on our way from the commuter train to the office – no line ups for delays. We can book hotels, airlines and rental cars at the touch of our fingers with apps that show us the cheapest options. [Read more…]

This is the second blog in a two-part series that explain how to present Capital Asset Management and Maintenance Improvement programs to the various decision groups who speak different “languages”. Your finance people speak in terms of revenue, costs, return on investments. They see things as figures and financial statements. Somehow they need to translate your operational or functional benefits into dollars in order to truly support your ideas. [Read more…]

Why are business cases so challenging? Improvement programs in Maintenance or Capital Asset Management can be incredibly difficult to “sell” to managers and executives. Even where there is a high level of dependency on physical assets and poor performance, making improvements is a tough sell. [Read more…]

Putting the Framework to work – steps 3 and 4

By James Reyes-Picknell & Uri Wittenberg

3. Planning

It is vital to get Planning right, so it will take some time to execute. This is where some of the philosophies, concepts and tools, conveyed during the Awareness portion in concert with past knowledge and experiences, will help assemble the overall implementation project plan with all its pieces. It should consider cross-functional daily interaction between all areas in the organization vital to the successful operation of all business essentials. [Read more…]

Putting the framework to work – steps 1 and 2

By: James Reyes-Picknell & Uri Wittenberg. The Four Sustainability Stages of the Conscious Asset Framework™ comprise 3 building blocks each. Each of these blocks will be reviewed and customized to fit each individual organization’s unique needs.

Let’s take a closer and more detailed look at each of the four stages and their elements. [Read more…]

Building a successful and sustained asset management program

Putting the Framework to Work

By: James Reyes-Picknell & Uri Wittenberg. In figure 2 below, it should be clear that The Conscious Asset Framework™ is general in nature. It is what we want to achieve but how do we get there?

Few of us are fans of cookie-cutter, one-size-fits-all, approaches and methodologies. They just don’t work without some sort of tailoring. Some consulting firms have rigid approaches and they won’t vary from them. Others claim to have no approach, but in reality most simply haven’t taken the time to articulate one. Most, including many “experts”, do use some guiding methodology or model even if they can’t (or won’t) describe it clearly. [Read more…]

Building a successful and sustained asset management program

Part 1 – setting up the framework

By: James Reyes-Picknell & Uri Wittenberg. Many companies struggle with improvement efforts of all sorts. The ISO standards on Asset Management have sparked a great deal of interest that goes beyond just the maintenance and engineering communities.

CFOs understand the potential benefits of good asset care and good life cycle asset decisions – they want the financial performance, improved revenues from dependable production capacity, reductions in CAPEX and OPEX from higher reliability, increased standardization and design for maintainability as well as operability. [Read more…]

What is added to the capital investment?

Your upfront capital investment must go beyond engineering, procurement and building costs. Additional activities that will need to be done that fit within the 2 – 3 % of capital cost figure are:

RCM analysis on the new design (preferably at both concept and detailed design phases so you can incorporate design change recommendations easily) [Read more…]