Inadmisibilidad de la acción directa de inconstitucionalidad

The proposed solution to the problem is an ISO 55000-aligned guidance frame- work supported by business processes that can be used to manageACPswithin a multi-technology portfolio of REPPs. The CMF is developed through an it- erative process and influenced by literature study fields of AM, maintenance management and the REindustry.

The proposed CMF, shown in figure 4.1, has four key phases that are rep- resented by business processes and their associated steps. The following four phases are integral to the CMF:

• Asset Management Framework – Phase 1

• Asset Care Plan Development – Phase 2

• Work Planning and Control – Phase 3

• Competency Management and Continuous Improvement – Phase 4 Each of the four framework phases are supported by a set of key elements of the business processes that are constructed through various steps as seen in figure 4.1. The grey box represents each of the four phases, the light-blue box represents a key business process element and the dark-blue box represents the steps within the business process element.

Each key element and step of the supporting business process is also num- bered to act as a logical sequential guideline to users when following the frame- work. However, it is important to note that the framework is not bound to a specific sequence and therefore the steps are not linked to one another in the framework. The framework also forms a continuous flow between the phases as these phases could be performed concurrently and influence each other.

The Asset Management Framework phase consists of steps outlined in a business process that relates to the discipline of AM. This phase is based on

the GFMAM Strategy and Planning AM subject group and focuses on AM

maturity of the organisation, scope of the AMS, developing the OSP, SAMP

(that is the AM objectives and strategies) and AMPs while considering the requirements of stakeholders and the context of the organisation.

The Asset Care Plan Development phase considers the development of de-

tailed ACPs for RE assets. Existing methodologies and tools within the maintenance field, such as RCM, are modified and enhanced while a central

CMMS is leveraged to account for best practices in literature and address key issues faced within the RE industry in SA such as the shortage of local

skill/competency, inadequacy of applied maintenance philosophies and limited access to information. Planning and Preparation - 2.1 Follow Up Tasks - 2.5 Scope - 2.2 COFCATs - 2.3 Standard Jobs - 2.4 Maintenance Planning - 3.1

Work Order Process - 3.4 Weekly Maintenance Scheduling - 3.2 Daily Maintenance Scheduling - 3.3 Competency Management - 4.1

Asset Care Plan and Asset Management System Improvement - 4.2 Scope of the Asset Management System

- 1.1.1

Organisational Context and Stakeholders Requirements - 1.1.2

Context of the Organisation - 1.1

Organisational Strategic Plan and AM Maturity - 1.2 Organisational Strategic Plan

- 1.2.1

Asset Management Maturity - 1.2.2

Leadership and Planning - Phase 1.3 Asset Management Policy

- 1.3.1

Strategic Asset Management Plan - 1.3.2

Asset Management Plan - 1.3.3

2.1.1 to 2.1.3 2.2.1 to 2.2.6 2.3.1 to 2.3.14 2.4.1 to 2.4.6 2.5.1 to 2.5.7

3.1.1 to 3.1.6 3.2.1 to 3.2.3 3.3.1 to 3.3.4 3.4.1 to 3.4.3

4.1.1 to 4.1.2

Key business process within phase

Step within key business process Fee d ba ck / Fee d -fo rw ar d 4.2.1 to 4.1.2

This phase reinforces the Line-of-Sightbetween the OSP andAM activities by creating a link to the previous phase by considering the AM objectives and strategies and incorporating them into theACP development process and between the maintenance activities and the overall organisational objectives.

The Work Planning and Control phase forms a key part of theACPmanage- ment as it is critical in planning, scheduling and executingACPs. The previous phase considers developing the detailed ACPs (or maintenance plans). How- ever the Work Planning and Control phase ensures that the plans are executed to ensure that organisational and AMobjectives are achieved. This phase also has a key input into the following phase as a feedback loop. Furthermore, the centralisation of the work planning and control function could deliver signifi- cant value within a multi-technology portfolio of RE assets.

The Competency Management and Continuous Improvement phase consid- ers the ongoing feedback from the various business functions required to im- prove the AMS and embed organisational culture. This phase considers con- tinuous improvement of employee and organisational competency to ensure that AM is practised effectively. Secondly this phase also considers feedback from the other phases to improve ACPs and also improve the overall AMS

and plant performance to ensure that organisational and AM objectives are achieved. This further reinforces the Line-of-Sight between the organisational activities and the overall organisational objectives.

All the phases and business processes within the framework influence each other and work together to develop an ISO 55000-compliant management framework for ACPs. Although the steps are not explicitly linked it is key to understand the interaction that exists between the different steps. The framework could be viewed as an interconnected web of activities which is also indicated by the feedback and feed-forward loops indicated 4.1.

Each phase and step of the supporting business processes are discussed in detail within this chapter. The discussion will follow the logical structure of the presented framework and steps within each of the supporting business processes.

Distinctive features of the framework is the Asset Management Framework phase which focuses on getting the core requirements of ISO 55000 series of standards in place. This phase lays the foundation for articulating the OSP,

AMobjectives andAMstrategies, via the SAMPand AMPsthat feed into the

ACPs and creates the Line-of-Sight between the strategic planning and work planning and control. Furthermore, the framework also considers continuous improvement of the organisational competency and factors that influence the performance of the maintenance system and asset performance. The frame-

work creates a foundation for a holistic maintenance management framework, as discussed in section 2.2.4, and in addition offers a ACP management plat- form.

Key features of the framework related to the Asset Management Framework phase are:

• Converts the ISO 55001 requirements for the core strategy and planning elements into a business process.

• Identifies stakeholder requirements and AM objectives that are relevant to the SA REsector.

• Adds the AM maturity assessments as part of the core strategy and planning requirements.

• Creates core inputs into theAsset Care Plan Development (ACPD)pro- cess.

Key features of the framework related to theAsset Care Plan Development phase are:

• Provides an improved RCM compliant process.

• Integrates creating the Line-of-Sight between the SAMP and the main- tenance tasks.

• Does not require the definition of system boundaries and input output functions.

• ConsidersRCM analysis at component level.

• The Consequence of Failure, Cause Analysis and Task Selection (COF-

CATs)process identifies components as critical, potentially critical, com-

mitment, and economic components and determines whether the occur- rence of the failure is evident or not.

• TheCOFCATsprocess also includes the decision process for determining the consequence of failure based on the asset reliability criteria or AM

objectives.

• The COFCATs process thus constitutes a simplified and self-contained, all-inclusive RCM logic analysis, that is much more straightforward and comprehensive than the FMEA.

• Considers the required competency and skills to complete the analysis. • Develops theSJs to facilitate the work planning and control process. • Requires that key maintenance procedures, operating procedures, risk

assessments and other technical documentation be reviewed or created as these are often not shared by the OEM.

• Considers practical quantitative method (DTMM) to optimise PM fre- quency.

• ConsidersALCA to determine economically feasible PMoptions. • ConsidersALCA to mitigate the consequences of obsolescence. • Can be applied to multiple technologies or asset types.

Key features of the framework related to the Work Planning and Control phase:

• Has a centralised view on managing work planning and control. • Uses pre-developed ACPs.

• Maintains the Line-of-Sightbetween tasks and SAMP. • Creates core inputs into theACPD process.

• Can be applied to multiple RE technologies.

Key features of the framework related to the Competency Management and Continuous Improvement phase:

• Creates the process for addressing the competency/skills from a staff and organisation perspective in light of the SA REskills shortage.

• Creates continuous improvement loop with the ACPs and AMS. • Uses focused improvement initiatives.

• Facilitates the Line-of-Sight. • Considers organisational culture.

The framework also has the following overall features:

• Practical – It should be possible to apply the framework in practice. • Holistic – The framework should provide an integrated, holistic approach

to the problem that incorporates multiple disciplines.

• Structured – The steps in the framework should be logical and guide a structured decision-making process.

• Facilitates the Line-of-Sight. • RCM compliant.