P5.4.1 General requirements
There is no complete PAS 55 AM system present at Twence although some parts are in place such as, management system Twence (MST), asset portfolio, legal and other requirements, tools facilities and equipment, investigation of asset-related failures, incidents and nonconformities.
Twence does understand the need and sees the benefits of an AM system for direction and control of AM activities.
5.4.2 Asset Management policy
An AM policy is not present although some parts of an AM policy are present, figures for costs and availability, applicable legislation, regulatory and statutory requirements, environmental, health and safety.
5.4.3 Asset Management strategy, objectives and plans
AM strategy
There is no organizational long-term AM strategy that has been derived from, and is consistent with, the organization’s AM policy and the organizational strategic plan. The need to take account of the assets lifecycle, asset types and asset systems is recognized and understood. Criticality analysis of the assets is present; risk management is taken into account. The present state function, performance and condition of its assets is present, the future state not. AM roles and responsibilities are not clear. Figures for costs and availability are present but not compleet. Communication about “AM strategy” to stakeholders and service providers is very poor. There is lack of reviewing documents to look if the “AM strategy” is consistent with the organizational strategic plan and other policies and strategies.
AM objectives
A view AM objectives are set:
• Availability;
• Costs;
• Quality;
• Organization.
The objectives are short term related, mostly based on historical data and are not related to the lifecycle of assets. A few key performance indicators (KPI) are implemented, costs and availability. The available AM objectives do not mention any asset related risks. Twence is reviewing legal, regulatory, statutory, business requirements but reviewing stakeholders in relation to AM objectives and communication can better. At this moment there are no AM objectives that challenge continues improvement. The present AM objectives are reviewed on ad-hoc basis.
AM plan
There are some AM plans present but they are short term related. These plans are not aligned with the AM objectives and strategy and they do not consider all related asset lifecycle activities. The criticality of the different assets is determined. There is a lack of communication to all relevant parties including service providers. All the tasks and activities are recorded in maintenance plans for further use. The roles and responsibility for delivering the AM plans are not always clear. The organization has determined an appropriate approach for optimizing and prioritizing its AM plan(s) but this has not been fully implemented. The plans are realistic, feasible and have been merged where necessary. Twence knows and is aware of the fact that AM plans need to be reviewed, unfortunately this is not always the case.
5.4.4 Asset Management enablers and control
Contingency planning
A company emergency plan is present by Twence whereby risk management is not included. Relevant persons are competent and trained on regular basis. The plans are periodically tested and the lessons learnt are consistently captured and fed into the review process. There is an evaluation of the emergency management plan. An overall contingency plan is not present.
Structure, authority and responsibilities
The MT has appointed a Director Operation who is partly responsible for the strategic and corporate objectives thus also for AM strategy and objectives. Due to this the MT is on the way to demonstrate commitment. Communication about structure, authority and responsibilities with the stakeholders is identified, but there is no process for converting these into timely actions. The need to ensure consistency with the organizations strategic plan is present but there is also no process in place to ensure this is the case.
Twence is using an overall resource plan wherein all needed resources are mentioned. At this moment there is no consistency with the organizational plan and not all resources are available for AM. Communicating the importance of an (asset) management system is understood, but is not always done. The need for the development of risk processes and a risk management framework is understood and ongoing.
Outsourcing of AM activities
Twence is outsourcing activities to different kind of service providers and suppliers. Contracts and tender documents are often the base for the controlling of outsourcing activities. But not all aspects of the organizational strategic plan are covered, gaps exist. Twence has documented most of its controls over outsourced activities, examples are orders, tender documents and control plans. Because of the corporation with service providers there is a substantial degree of knowledge and information sharing between the organizations but this is not always done in a coordinated way. A strategic approach is not always present, is missing or incomplete.
Training, awareness and competence
Twence has recognized the need to assess its human resources requirements and to develop plans for it. Some plans are present; Human resource planning, performance appraisals, appraisal interviews, personal education plan, Competences of employees and job descriptions. Also a general education plan for operators is present. There is limited recognition of the need to align these with the development and implementation of its AM system.
Competences are identified and recorded in the job description. There is poor awareness of the training necessary to achieve these competences. The employees who are undertaking AM related activities are not always managed or assessed in a structured way, this does not apply for legal requirements, compliance and safety management.
The organization has identified requirements to make staff aware of hazards and personal performance requirements, examples are work permits, safety plans and task risk analysis. Overall we can say that a gap exists. A management system is present; this does not mean that everyone is working against the established procedures.
Communication, participation and consultation
A lot of AM information is communicated to employees and stakeholders by means of balance score card, internet, intranet, annual reports, sustainability report, team meetings, contract meetings and management team reports. The roles and responsibilities are not always clear. Appropriate consultation about the Twence strategy with its stakeholders is in place as well as incident investigation. Consultation about the AM strategy, objectives, plans, risks assessment and controls can be optimized. Ongoing is the consultation with respect to processes and/or procedures which will be implemented in the overall Management System Twence (MST). Continual improvement is one of the attention points.
AM system documentation
Twence is in the process of documenting its management system as a future part of the AM system. Not all documents are present yet. The available documents that describes the main elements of the AMS are giving direction to related documents. Twence is aware of the need to identify the documented procedures and operating criteria it requires and has a limited number of the elements in place.
Information management
Twence has a few systems with AM related information, SAP, Corsa, PermitCliq and MAKE. A structured process is developed and implemented about the information the system should contain to support the AMS. Twence has developed controls for requisite quality, accuracy, consistency and implementation. The information systems relevant to its needs, gaps have been identified and action is being taken for closing them. Internal audits should be held to control the value of the held system information. Relevant asset information is available for employees and stakeholders but is difficult to access. Further arrangements have to been made for service providers. Al retained information for legal or knowledge information is accessible as far as present in the system. Al the information is digital available and is backed up on daily base.
5.4.5 Risk management
Risk management process
At this moment Twence is developing a risk management process and is documenting all relevant processes and documentation for the identification and implementation of risk control measures. Twence is aware of the need to document the management of asset related risks across the remaining lifetime.
Risk management methodology
Twence is developing a step by step approach to its risks management methodology and therefore uses a strategic risk matrix. Twence is aware of the fact that operational risks should be considered and therefore a methodology should be developed how operating experience and control capabilities may influence their risk management methodologies. Twence is also aware of the fact that risks can change with time and usage. Asset related risks need to be classified and matched to criticality and controls. Some formal linkages to AM objectives and plans are in place.
Risk identification and assessment
Twence is using its own developed strategic risk classification process. Risks related to operational and maintenance activities are covered at the moment. Some guidance is in place. Data needed for the risk assessment is often in the head of the employees and not written down in procedures and work instructions. Twence is aware of the different types and sources of risks but these are generally considered on ad-hoc basis. The organization is preparing a plan where in all risk types during assessments are considered.
Use and maintenance of asset risk information
Because Twence is busy developing the risk management process there is no input into the AM strategy, objectives, plans and overall risk management framework, but Twence does understand the need. Twence understands also the fact that results of risk assessments are input into the identification of adequate resources, training and competences needs and that risk identification, assessments and determined controls must kept up to date and documented.
Legals and other requirements
Organizations legal, regulatory, statutory and parts of other AM requirements are identified, present and kept up to date. All relevant information on the before mentioned requirements is communicated due different systems and is kept up to date and documented in systems and present documentation. There are procedures present but these are not always controlled due audits.
Management of change
Twence does have a management of change procedure but the risks to AM activities aren’t considered. This also applies to organizational structure, roles and responsibilities. Not all risks associated with the introduction of new assets, asset systems, technology, contractors or suppliers are properly managed and understood.
5.4.6 Implementation of Asset Management plans
Life cycle activities
Twence is aware of the need to have processes and procedures in place to manage and control its life cycle activities. For some parts of the life cycle activities are processes and procedures present but not always complete. AM plans and control of activities during maintenance are implemented, also with specified conditions, but not always consistent with the “AM policy, strategy and objectives”. For modifications and disposal of assets and/or assets parts a procedure of change is present. Overall by the life cycle activities Twence is in the process of ensuring functional policies, standards, processes and/or procedures, resources and enabling support throughout the organization. These are utilized for the efficient and cost effective delivery of the AM plan(s) functional policies. Not all elements are fully in place, and it may not be optimally efficient.
Tools, facilities and equipment
Essential equipment and tools are maintained and calibrated at appropriate frequencies consistent with the “AM plan”. Calibration reports are present and maintenance is registered in the maintenance system.
5.4.7 Performance assessment and improvement
Performance and condition monitoring
Asset performance and condition monitoring systems are present and are linked to asset objectives. The performance and condition of the AM system is in development. The measurements by assets are mostly proactive and by the AM system reactive. Data collection during operations and maintenance activities do have an incomplete strategic approach.
Investigation of asset-related failures, incidents and non-conformities.
The risk of failure is not always understood. Twence has started to implement some controls to investigate asset-related failures, incidents and non-conformities. The management of these controls is often in an ad-hoc or reactive manner. Twence understands the requirements and is in the process of determining how to define them. The AM roles and responsibilities are not always clear, this means that Twence is in the process of defining them and is closing the gaps. There is a process present about the dealing with more critical and higher incidents. Twence recognizes the need of a good communication system but this isn’t in place. Communication is ad-hoc and randomly.
Evaluation of compliance
Twence can demonstrate complete compliance according the Deming circle. Twence has all requirements, processes and procedures in place and can demonstrate this.
Audit
Twence is developing a program for AM audits and is aware of the need to link it with its risks assessment and the results of previous audits. The present audit programs are ad-hoc or inadequate. Process descriptions are present in the MST but not specific for AM, this also applies to the effectiveness of the audits and the covering of the “whole” AM system. External audit results are communicated to the management, internal audit results on ad-hoc base and when action points are not always solved. The need for appropriate individuals for undertaking audits is seen.
Corrective and preventative action
Al corrective and preventive actions are recorded in maintenance concepts within SAP, this as a result of the performed RCM criticality assessments. Root causes are addressed to preventive and corrective actions. After performing maintenance tasks are reviewed and parts of the AM system are updated. Twence has procedures for corrective and preventive maintenance actions, process failures are not always assessed on risks and its consequences. Communication of corrective and preventive actions is incomplete or inconsistent. It does not include external stakeholders, especially service providers. Procedure for maintenance concepts and evaluation are present and corrective and preventive tasks have been assigned to those who are responsible.
Continual improvement
Continual improvement processes are set out whereby costs, risk, performance and condition of the assets are considered. Continual improvement is based on the short term and not on the whole life cycle. Continual improvement is the base of our MST system, the work on this system is still in progress and at the moment incomplete. Gathering benchmark and participation knowledge, both internal and external, are aspects which can be optimized.
Records
Records of the different assets are present and implemented in the AM system. These are described in broad outlines but not in detail.
5.4.8 Management review.
The MT is aware of the fact that the (asset) management system has to be regularly reviewed and must be a part of the MST to ensure its continuing suitability, adequacy and effectiveness. Twence has identified input requirements but has not fully put them in place. Twence is aware of the fact that decisions and actions coming out of the management review must be defined in such a way that they can be input for the (asset) management system. The keeping of management review records is defined, communicating these records is done on a regular and consistent basis to all relevant parties and stakeholders.
With regards to PAS55 the following can be derived out of the AS-IS situation:
1 There is no clear AM policy and strategy with clear objectives and plans.
2 There is no, AM system is in place with all relevant processes and procedures;
3 No balance between the PAS55 elements which are present;
4 AM roles and responsibilities are not always present or clear;
5 Most PAS 55 clauses need improvement.
Organization
In chapter 1.4 the current Twence organization has already been discussed. In Figure 24 the departments are visualized who have an important role in the future AM organization.
With regards to the organization the following can be derived out of the PAS55 clauses AS-IS situation:
• The roles, competences and responsibilities are not always clear;
• The different roles as described in the AM methodology are divided over several departments whereby an A Mgr. is missing;
• The different AM roles are not divided according the Deming circle;
• The different organizational levels, strategic, tactical and operational, are not always clear;
• The culture can be improved by showing good leadership at all levels;
• There is silo thinking.
All these points result in lack of synergy, communication, clearness, responsibility and corporation.
5.6 Overall conclusion AS-IS situation
Looking at the AS-IS situation we can conclude the following:
• The assets shows us that there are improvements possible in the field of reliability, performance, availability, risks and cost.
• AM shows us that there are improvements possible in almost all chapters of PAS55. Overall the most important fields are policy, strategy, plans, processes, procedures and continuous improvement;
• The organization shows us that there are improvements possible in the field of roles, responsibilities, levels, open culture, communication and structure.
In the next chapter we will describe the TO-BE situation whereby all outcomes of the AS-IS situation will be incorporated.
5.7 TO-BE situation Assets and Asset Management
Now we have a good overview of the AS-IS situation we can improve this situation to the desired level. To determine the best strategy for making improvements, it is important to choose a direction for the future situation. The next paragraphs show the TO-BE situation for the assets, AM and organization. Successively the outcomes are being discussed. The conclusions from the different research parts must reinforce each other. The TO-BE-situation should at least comply with the Twence AM strategy and goals:
1. PAS55 clauses at maturity level 3;
2. Clear direction in AM roles, responsibilities and organizational levels;
3. Balance between risks, performance and costs;
4. Lifecycle approach;
5. Performance of the WTE plants on a higher level;
6. Continues improvement embedded in the organization.
5.8 Assets
The goal of assets optimizations is to increase the reliability and availability and reduce risks, costs and planned / unplanned downtime by choosing the right operational- and maintenance strategy’s. Because the production of energy and raw material is going on 24 hours a day 365 days a year the assets must be in optimal condition and have to deliver the agreed output. The life cycles of the different assets, according to the Twence strategy is for at least another 15 years.
The analysis of the TO-BE situation is also weighed against the impact on the Twence goals, see for more information Table 2.
For a detailed asset analysis see appendix B
With regards to the assets present at Twence the following can be derived out of the TO-BE situation:
1 The reliability and performance of critical assets or parts of assets is improved to the desired level as mentioned in Figure 25;
2 Increased shutdown intervals, line 1 and 2 from 1,5 to 2 years and line 3 from 2 to 2,5 years;
3 Risk improvements by elimination risks of critical assets, grate and superheaters;
4 CBM programs are in place, camera for online inspection and corrosion probe;
5 Improved effectivity and efficiency by turning reactive maintenance into planned / proactive maintenance;
6 Cost improvements, see chapter 10, business case.
5.9 Asset Management TO-BE situation
5.9.1 To-BE situation Asset Management according PAS 55
The goal of Twence is to implement AM at maturity level 3, Figure 26, ready at certifying level. This decision is made by the MT. At maturity level 3 Twence will be a more efficient an effective organization with a coherent overview of the interrelated aspects of AM. It also shows that Twence is having control regarding the asset related Risks, performance and costs. The shareholders will be more satisfied and Twence has more opportunities and advantages by tenders in and outside Holland
5.9.2 General requirements
An AM system is needed to control all the facets of AM. The best way for Twence by introducing an AM system is to establish it around the MST management system. After establishing it needs to be documented, implemented and maintained. Continually improvement of its effectiveness in accordance with the requirements mentioned in PASS 55 is another important aspect. Al aspects of the AM activities need to be taken in account to design a AM system that is appropriate to its needs and feasible for Twence
5.9.3 Asset Management policy
Twence needs an AM policy that is derived from the corporate strategic plan and fully complies with other corporate strategies and policies. It also needs fully supported by the MT. The AM policy needs to be documented, authorized and communicated to its stakeholders, including service providers. The AM policy needs to be fully aligned with the organizations risk management framework with no conflicting requirements between them. An important aspect of the AM policy is a clear statement towards continues improvement of AM processes and periodically reviewing of it on regular base in accordance with the organizational strategic plan.
5.9.4 Asset Management strategy, objectives and plans
AM strategy
The AM strategy needs to be derived from and consistent with, the corporate strategic plan and the AM policy. It must also be consistent with other organizational policies and strategies and the needs of stakeholders. The Lifecycle of assets, asset types and asset systems is a key component of the AM strategy and risks and critical assets must been identified. The AM strategy also reflects the current and future state of the performance and conditions of the current and new critical assets and asset systems consistent with the achievement of the AM policy and organizational objectives. It clearly states the approach and principal methods by which assets and asset systems are being managed, and contains the necessary information, direction, guidance and criteria to enable AM objectives and plan(s) to be produced, optimized and prioritized. The AM strategy has to be communicated to relevant stakeholders, including service providers, so they are aware of their related obligations to the AM strategy. An important aspect of the AM strategy is the periodically reviewing of it on regular base in accordance with the AM policy and organizational strategic plan.
AM objectives
The AM objectives need to be derived from and must be consistent with the AM strategy and documented at each relevant function and level. The AM objectives need to be measurable by using an appropriate approach and reported on regular basis. Risks and all legal, regulatory, statutory, stakeholders and business requirements are fully taken in account in a coherent and consistent manner derived from the AM strategy. Relevant information of the AM objectives has to be communicated to relevant stakeholders, including service providers. Periodically reviewing on regular base to see if the AM objectives are consistent with the AM strategy is an important aspect.
AM plans
AM plans are extracted from the AM strategy. They need to be translated into practical plans so they can be implemented and maintained for assets and assets systems. The goal is to achieve the AM strategy and AM objectives across all life cycle phases. The plans have to be communicated to all relevant employees, stakeholders and service providers in such a detail that they can deliver the plans and use them effectively. All the relevant tasks and activities are fully documented to optimize cost, risk and performance of assets and/or asset systems consistent with the AM strategy. Actions to improve the AM system consistent with the organizational strategic plan and deliverables are included. Responsibilities for the plans and the delivery of it must be clear and documented and optimization and prioritizing take place both within and between plan(s). The implementation of the plans must be realistic, looking at resources and timescale requirements, efficient and cost effective. AM plans need to be reviewed periodically against the AM strategy and objectives. Changes in AM strategy and objectives need to be reflected in AM plans.
5.9.5 Asset Management enablers and control
Contingency planning
Plans for identifying and responding to emergency situations must be in place. Critical AM activities are consistent with policies and AM objectives and training / external alignment is in place. All (present) emergency plans and procedures are periodically tested and reviewed for further optimization.
Structure, authority and responsibilities
The MT needs to demonstrate commitment to the ownership of the AM system. Members of the MT are fully responsible for the asset delivery and requirements as mentioned in the AM strategy, objectives and plans and give the necessary authority to achieve this. The MT has to determine what the stakeholder requirements and expectations are so it can be performed. Proper action is taken in regard to the management of the organizations assets and. The MT must also ensure that the AM policy and strategy are consistent with the overall organizational strategic plan. To comply with AM requirements sufficient resources must be available for AM, this includes manpower, materials, funding and service provider support. There must be a check that there are no conflicts between the organizations AM system and other related activities and systems. The MT needs to communicate the importance of meeting its AM requirements to all parts of the organization. Asset related risks are part of the organizations overall risk management framework and need to be controlled. There must be a check on the viability of the AM strategy, objectives, targets and plans.
Outsourcing of AM activities
There must be an appropriate control on the outsourcing of AM activities to ensure the compliant delivery of it’s the organizational strategic plan, AM policy and strategy whereby the controls re integrated in the AM system. The scope and boundaries of the outsourcing AM activities must be documented in such a way that it also takes account of the risks present by activities and interfaces. The documentation is integrated in the AM system. There must be a clear flow of sharing information and knowledge between the organizations and AM plans and objectives must be shared as appropriate to manage risk, resources and efficiency.
Training, awareness and competence
Plans for the human resources required to undertake AM activities must be present. The plans must be effective in matching competences and capabilities to the management system. This must be including a plan for both internal and contracted activities. Plans must be integral reviewed to AM system processes. Competences must be identified, in place and aligned with AM plans. There must be a plan for training necessary for achieving these competences both internal and external aligned to AM requirements. Mechanism for risks and control requirements are communicated in an effective way, are understand and checked. Persons who are working under the organizations control are aware of their roles and responsibilities.
Communication, participation and consultation
Communication of AM information needs to be effective and match with the requirements of the AM strategy, plans and processes. Effective consultation with stakeholders in the development of AM strategy, objectives, plans, policies, processes procedures, risk assessment, determination of controls, incident investigation and improvement of the AM system are identified and input for continuous improvement.
AM system documentation
Al main elements of the AM system, and the interactions between them, are described in documentation that is kept up to date and gives direction to all other related documentation. Documented procedures are present about operating criteria necessary to achieve its AM policy, AM strategy AM objectives and controls to identify AM risks.
Information management
For supporting the AM information system, Twence has to determine all relevant available information to support the AM system. The information relates to the whole life cycle and covers originating information from both internal and external resources. Controls for ensuring data held is of the required quality, consistent and regularly reviewed and improved. The AM information system must align with the AM requirements. There must be implemented procedures for the maintaining, controls and reviewing of the AM information system and the information must be available to all relevant employees and stakeholders including service providers. Records for legal or knowledge preservation purposes are identified, implemented, retained, secure and can be recovered. A process which includes authorization for obsolete information and assuring of unintended use must be present
5.9.6 Risk management
Risk management process
There is a fully documented process present about asset related risks across the asset lifecycle and is being implemented and applied consistently. This also applies for risk control measures. Twence shall establish and develop a step by step systematic approach to its risk management methodology whereby a significant risk is analyzed, monitored and controlled in more detail than a trivial risk. Operational experiences and existing risk control should be taken into account. The risk management methodology should be proactive instead of reactive. Risks have to be classified to be avoided, eliminated and controlled by AM plans and objectives are identified and applied for all activities.
Risk management methodology
The effectiveness and timeliness of risk management actions included in its methodology has to be monitored and consistently applied.
Risk identification and assessment
During risk identification and assessments appropriate data to support probability and frequency values has to be applied. Credible consequences of an event have to be taken in account when conducting risk assessments. The organization should ensure comprehensive coverage and should have understanding of the various types of risks within its risk assessment.
Use and maintenance of asset risk information
Twence has to ensure that output from risk assessments is input for the AM strategy, AM objectives, plans and controls. Output of risk assessments is used as input to develop resources, training and competency requirements. It is also input to the organizations overall risk management framework and the development of controls. An effective mechanism to document and keep risk identification, assessments and determined controls up to date, has to be put in place.
Legal and other requirements
Twence has to demonstrate that all organizations legal, regulatory, statutory and other AM requirements are identified and kept up to date by a systematic mechanism to identify these requirements. Relevant information about these requirements has to be communicated to employees and other relevant third parties. Accessible systems for relevant staff are in place, understanding is checked and requirements are identified and held up to date. It’s important that Twence can demonstrate compliance with the organizations obligations.
 
Management of change
Every change in the AM system, organizational structure, roles, responsibilities, introduction of new assets, asset systems, technology, contractors or supplies, and the risks that this brings with it, must be fully understood and integrated with risk management in the organization.
5.9.7 Implementation of Asset Management plans
Life cycle activities
Effective processes and procedures for the implementation of AM plans must be in place during activities related to the lifecycle phases. The AM plans need to be consistent with the AM policy, strategy and objectives during creation, acquisition, enhancement, operation, maintenance and decommissioning and/or disposal. All these activities are carried out during each stadium under specified conditions. There must be a balance between asset costs, risks and performance. For the effective implementation of the plans standards, functional policies, processes, procedures and resources are needed.
Tools, facilities and equipment
According to the AM strategy and objectives, essential equipment and tools must be maintained and calibrated at appropriate frequencies. The maintenance and calibration of the equipment for monitoring or measuring purposes must be carried out effectively.
5.9.8 Performance assessment and improvement
Performance and condition monitoring
Procedures to measure the performance and/or condition of assets and assets systems has to be established, implemented and maintained and must be linked to AM objectives. It further sets out requirements for reactive or proactive measurements to provide input to corrective actions and continual improvement. Performance and condition monitoring will provide input to improve AM strategy, objectives and plans. Also procedures to monitor the performance of the AM system must be in place. Requirements are set out for reactive ore proactive measures, leading/lagging indicators monitoring of results and continuous improvement. Measurements can be associated with the delivery of AM plans, objectives, efficiency/effectiveness of processes and can be input for improvement of the AM system. Cost, risks and performance are in balance and consistent with the AM strategy and objectives. To ensure that the information is of good quality and supports the AM processes and objectives, arrangements are in place for controlling and monitoring both assets and the AM system.
Investigation of asset-related failures, incidents and non-conformities
Appropriate responsibilities and authorities must be defined for the handling, investigation and migration of asset related failures, incidents, emergency situations and non-conformances. These need to be clear, understood and communicated to relevant people including external stakeholders if appropriate. The processes must be fully documented with clear steps and must have a guidance for following the used method. Developing of preventive actions do have a consistent approach and are in balance with performance, costs and risks and do have a linkage to AM plans. The outcome of the investigation has to be communicated properly to all stakeholders and needs to be reviewed and updated regularly.
Evaluation of compliance
Twence can demonstrate complete compliance with the organizations obligations for legal, regulatory ore absolute requirements due used processes, procedures and used evaluation program.
 
Audit
The audit program should be based on risk assessments and feedback of previous audits and should be appropriately targeted. Audit procedures should cover all the related asset and AM activities, should be of an appropriate level of detail, should be consistently managed and should cover the associated reporting of audit results. The results of the audits of the AM system should be communicated to the top management so any follow up actions can be properly managed by competent personnel or persons. Where possible these persons are independent a do not have direct responsibility for the activity being examined.
Corrective and preventative action
Systematic investigations of corrective and preventive actions are in place. These actions must be implemented to address the root causes of asset related failures, incidents and non-conformances including actions to mitigate the consequences of the actions. The actions taken are identified by investigation, compliance evaluation or audits and risks are assessed so appropriate action can be taken. The records of the actions need to be communicated appropriate and effectively to relevant internal and external stakeholders. Impact to AM system documentation and necessary changes to the AM system need to be managed consistently, are identified and implemented.
.
Continual improvement
Processes for demonstration of continual improvement in optimizing cost risk and performance/condition of assets across the lifecycle are in place and systematically applied. Lessons learned are used to optimize the different components of the AM system such as monitoring and performance indicators, investigation of failures and non-conformities, evaluation of compliance, audit and review. Continual improvement also applies to new things on the market to expand knowledge of all things that affects the AM approach and capabilities. Examples are other AM practitioners, professional bodies and relevant conferences.
Records
A record system is needed to demonstrate conformance with the requirements of the AM system. Records must be legible, identifiable and traceable.
5.9.9 Management review
The MT must regularly review the effectiveness and adequacy of its AM system including the AM policy, strategy, objectives and plans. The management review should include compliance and audit reports, feedback from employees and other stakeholders including external parties; AM system performance, Management of incidents; Changing business or technical environment; Outsourced activities and previous reviews. Results from management reviews are input for the AM system. As a result, the AM system is continuously improved. The results are also available for the MT for possible adjustments of the organization’s strategic plan. The available information has been reviewed assessed and prioritized. All relevant management review information is communicated consistently and effectively to employees, stakeholders and contracted providers.
With regards to PAS55 the following can be derived out of the 2019 TO-BE situation:
1 There is a clear AM policy and strategy with clear objectives and plans;
2 An AM system is in place with all relevant processes and procedures;
3 Balance between the different PAS55 elements;
4 Clear AM roles and responsibilities;
5 Clear balance between risks, performance and costs;
6 AM within the Twence organization is at PAS55 maturity level 3.
 
5.10 Organization
To for fill the AM function within the organization there must be a clear separation between the AM roles and responsibilities according the Deming circle. Good AM organizations have integrated:
• Clear AM roles, AO, AM, SP, AU and responsibilities;
• Clear activity roles according Deming circle, Plan, Do, Check, Act;
• Clear organizational levels, strategical, tactical and operational;
• Clear decision making function, AO;
• Clear think function, long term, AM;
• Clear action function, short term, SP and AU.
This means efficiency is reducing costs and effective decision making, thinking and actions are increasing value and reduce risks.
In chapter 7 different AM organizational scenarios will be analyzed and discussed.
5.11 Overall conclusion TO-BE situation
Looking at the TO-BE situation we can conclude the following:
• The assets show us optimizations in the field of reliability, performance, availability, risks, costs and continuous improvement;
• AM shows us that there is compliance with the PAS 55clauses at maturity level 3. There are clear policies, strategies, plans, processes and procedures;
• The operational organization shows us that there are clear roles, responsibilities, levels and structure.
 
6 GAP analysis
...(download the rest of the essay above)