Portfolio docente

Within the specific step of the CMF, considerations around leadership and planning are addressed, and focus is specifically on the AM policy, SAMP

and the AMPas guidance tools that inherently concern leadership within the organisation. The discussion in sections2.1.3and2.1.4.1support the following key processes within the CMF.

The everyday responsibility of managing and overseeing the AMS can be delegated to anyone in the organisation who is competent and qualified within

the field of AM. However, it is critical that ownership and accountability of

AM remains with top management.

Top management should continue to show their commitment toAMthrough continuously communicatingAMprinciples, aligning theAMSwith other man- agement systems within the organisation, prioritising and allocating resources to realise AM objectives and strategies.

Top management needs to establish the main goals, key success factors and the strategic document set that lay the foundation for AM. Undertaking these tasks is key to the alignment of the organisational objectives and the day-to- day decision making and priorities.

Team leaders could be required to sign a performance contract that sets out personal goals and focused improvement. Top management should also focus on the more systematic work while constantly striving to find smarter solutions. Leaders should rely on their seniority, but always continue to motive and educate themselves.

Developing and establishing the AM policy is one of the fundamental steps of developing an AMSand practising goodAM. TheAM policy should clearly define how the organisation will apply the discipline of AM in pursuit of or- ganisational objectives. The AM policy should create the expectations and guidelines for decision making, activities, and behaviours related to AM that should be followed by all employees. Implied within the AM policy should be the AM objectives and strategies that the AMS will be responsible for achieving.

AM objectives and AM strategies within the SAMP link the OSP to the

AMPs that describe how objectives will be achieved. There are multiple ways of achieving goals stated within theOSP but there should always be a balance between cost, benefit and risk. AM objectives can be of qualitative and quan- titative nature and should beSMART. The strategic planning process and the

SAMP further aligns AM objectives, AM strategies and theOSP.

4.4.3.1 Asset Management Policy – 1.3.1

The process outlined in figure4.10considers the development of theAMpolicy which is discussed in detail in section2.1.3.5 and theAM subject in appendix

AM Policy Requirements

 Appropriate to the purpose of the organisation

 Provide a framework for setting AM objectives

 Include a commitment to satisfying applicable [mandatory and legal] requirements  Include a commitment to continual

improvement of the AMS

 Documented, available and communicated  A requirement for the policy to be reviewed

on a regular basis and updated if required. Asset Management Policy

Has an AM policy been created according to requirements with top management support and communicated

within the organisation?

No

Yes

Continue Phase 1:

AM Framework Establishment

Start Business Process Element:

Leadership and Planning - Phase 1.3

Asset Management Policy - 1.3.1 Strategic Asset Management Plan - 1.3.2 Legend Process managed centrally at head office

level Step in process

Start/ Continuation/

End of phase

Figure 4.10: Asset management policy – 1.3.1

Having alignment between the OSP and the greaterAMS is non-negotiable and links the actions on the ground by employees to the details in the OSP. There is thus an important link between the OSP and the AM policy. The

AM policy also needs to be supported by top management and create a clear

AMdecision-making framework to achieve the required alignment between the

The AM policy needs to have the following requirements: • be appropriate to the purpose of the organisation; • provide a framework for settingAM objectives;

• include a commitment to satisfying applicable (mandatory and legal) requirements;

• include a commitment to continual improvement of theAMS; • be documented, available and communicated;

• commit to providing resources to achieve AM objectives;

• commit to measure and report on the performance of its AM activities and performance; and

• commit to long-term sustainability of AM.

The AM policy also needs to be reviewed on a regular basis and updated if required. The AM policy should be a high-level document with the detail of

AM activities contained within the SAMP, AMP and other related policies, procedures and plans. TheAMpolicy needs to be developed with support from top management and effectively communicated to the rest of the organisation with clarity that the AM policy is the core of AM decision making. The AM

policy can be communicated during inductions, team briefings or at the start of meetings. All members of the organisation need to be fully aware of the implications theAMpolicy has for the decisions they make regarding the assets portfolio that they are engaged with (refer to section 2.1.3.5).

4.4.3.2 Strategic Asset Management Plan – 1.3.2

Once the OSP and the AM policy have been documented the SAMP, which is discussed in detail in section 2.1.3.6 and appendixA section A.1.1.2, needs to be developed. The SAMP should be driven by the greater AM planning process and capture the AMobjectives and link them to the lower-level plans. Furthermore, the SAMPneeds to be part of an iterative planning process that will produce AM objectives, linked to organisational objectives that are in- formed by demand and stakeholder requirements while remaining consistent with the asset portfolio, the AMScapability, condition and performance. The

SAMP should outline the AM objectives and strategies that need to be ad- dressed though the AMactivities undertaken by the organisation. Figure 4.11

outlines the key requirements in the process of developing a SAMP.

The purpose of aSAMPis to document and define the objectives and strate- gies the organisation needs to achieve as a result of itsAMactivities and outline the time frame within which these objectives should be reached while remain- ing aligned with OSP and AM policy and how the AMS should support this process.

AM objectives (examples)

Wind Power Plant 1

Wind turbine Availability (time)(AM objective 1) achieved level of 97% - over 1 year

Cross reference to organisational objective (1 and 8) Electrical balance of plant availability (AM objective 2) achieved level of 98% - over 1 year

Cross reference to organisational objective (10)

Solar Power Plant 1

Performance ratio (AM objective 3) Achieved level of 80% - over 1 year Cross reference to Organisational objective (9)

All Power Plants

HSE incidents (AM Objective 4) Zero incidents - over 1 year

Cross reference to organisational objective (4)

Asset Management System Objectives

 Recruit all AM team members  Document the AMS (AM Objective 5)  Applied to critical asset types - over 1 year

AM strategies (examples)

 Apply RCM to develop maintenance strategies and plans - Cross reference to organisational objective (8)

 Implement a CMMS to support maintenance plans and asset information

 Competency management framework development - cross reference to organisational objective (4)

 Build in-house test and AM capabilities (DGA, Tan- Delta, CPC, pressure testing, IR, ISO 55000) - cross reference to organisational objective (4 and 9)  Centralisations of functions

 Remote control and monitoring center  ALCA to ensure strategies are the most cost

effective options

 Complete centralisation/decentralisation strategy  SCADA system development/modification to

support AM

 Asset criticality methodology Strategic Asset management Plan

(SAMP)

SAMP Requirements

Process needs to consider:

 Organisational objectives and context  AM Policy

 Needs and expectations of stakeholder  Information requirements

 Current and expected asset and AMS performance  Audit findings

 Management review findings

Objectives need to outline the following:

 Concise objective statement

 How success will be measured and what the acceptance criteria will be  Target timeframe for implementation

 Responsibilities for delivery

 Reference to the applicable organisational objectives in order to demonstrate alignment

 The objectives must cover both the assets and the AMS

Does the SAMP cover all the requirements and clearly

specifies AM objectives and strategic initiatives No Strategic Asset Management Plan - 1.3.2 Legend

Process managed centrally at head office level

Step in process Start/ Continuation/ End of phase Asset Management Plan - 1.3.3

Further guidance is provided by ISO 55002 on the implementation of ISO 55001 and comments on the contents and structure of theSAMPas per section

2.1.3.6 noting that it should:

• consider organisational objectives, context, needs and expectations of stakeholders;

• be scaled to match the size and complexity of the organisation;

• consider the AM policy and document the manner in which the AM

policy principles are applied;

• document the framework for achieving AM objectives and the AM ob- jectives’ relationship to the organisational objectives (mapping);

• define the scope of the AMS;

• outline methods, criteria and processes for prioritising, decision making

and ALC management;

• consider information requirements;

• consider current and expected asset andAMS performance; • consider audit findings;

• consider management review findings; and

• define planning and review horizons, schedules and methods. Furthermore, the AM objectives and strategies need to:

• have concise objective statements;

• be clear on how success will be measured and what the acceptance criteria will be;

• have target time-frames for implementation; • indicate responsibilities for delivery;

• reference the applicable organisational objectives in order to demonstrate alignment; and

• have objectives which cover both the assets and the AMS.

Very importantly, the last point in the list above states that the SAMP

should also consider the objectives and strategies for the AMS and not only the assets.

Asset-intensive organisations often have a challenging time maintaining the alignment between AMstrategies and the AMpolicy. Assistance in maintain- ing the alignment can be achieved by havingAMobjectives and strategies that

are SMART.

Considering figure 4.11, an example of an AM objective within the SA RE

industry could be to obtain wind turbine availability of 97%, measured over a 12-month period. ThisAMobjective could be linked to a single organisational objective or to many. In the example in figure 4.11 the wind turbine avail- ability would become AM objective 1 and could be linked to organisational

objectives 1 and 8, such as return on investment targets and overall power plant availability.

The Line-of-Sight is initiated by the AM policy, AM objectives and AM

strategies. The AM objectives need to be supported by AM strategies that will deliver the AM objectives. These AM strategies need to be sufficiently resourced and delivered with clear time lines and responsibilities. Using the

AM objective example of obtaining 97% wind turbine availability, the asso- ciated AM strategies could be to implement a RCM-based maintenance plan supported by a CMMS to manage the maintenance plans and assist with re- porting the relevantKPIs. There should also be a clear link (mapping) between the AM strategy and the organisational objectives. In the example in figure

4.11 theAM strategy is related toRCMand is mapped back to organisational objective 8 which is overall power plant availability.

The lower-level planning takes direction from the specified AM objectives and strategies defined in the SAMP. Section 2.1.3.6discussed the SAMP and states that the SAMPshould deliver the right information to the right people at the right time. The SAMPis a high-level plan and should be at the core of developing detailed AMPs that will dictate the activities carried out at asset level and should also be SMART.

Any technical standards and legislation should be considered for decision making as noted in section A.1.3.1. For example, in the SA wind industry turbine lifts might need to be inspected once a year as a legal requirement. Asset information has been identified as a key challenge within the SA RE

industry and information is not always shared by the OEMs (refer to section

2.3.3). Establishing a Asset Information Strategy objectives which areSMART

will be critical and addresses the Asset Information Strategy AM subject in appendix A section A.1.4.1. Furthermore, this process considers core AM

activities as per the Strategic Planning AM subject in appendix A section

A.1.1.4.

4.4.3.3 Asset Management Plan – 1.3.3

TheAMP, which is discussed in detail in section2.1.3.7and appendixAsection

A.1.1.5, is the focal point of this step. AM decision making can be assisted

by a framework derived from having a consistent and clear AM policy, AM

strategies and objectives. The AM policy provides the foundation on which the SAMP and AMPs can be developed and enforced with section 4.4.3.2

clearly stating that the SAMP is a high-level plan and should be at the core of developing detailed AMPs.

AMPs, generally derived from theSAMP, need to be documented and main- tained and should clearly define what an organisation intends to do with its

Asset management Plan (AMP) Asset types General Transformers Cables/Collectors Switchgear Substation SCADA system Weather station Auxiliary systems Wind Specific

Drive train module Electrical module Nacelle module Rotor module Support structure Solar Specific PV module Junction box modules Inverter module Tracking system

Level of Service KPI

 Wind Turbine Availability = MTBF /(MTBF + MTTR + PM) Current = 95%, Target = 97% Reliability = MTTF / (MTTF + MTTR) Current = 95%, Target = 97% AM objective (1)  Solar Inverter Availability = MTBF /(MTBF + MTTR + PM) Current = 95%, Target = 97% Reliability = MTTF / (MTTF + MTTR) Current = 95%, Target = 97% AM objective (1) and (3)  All technologies HSE Incidents (Safety)

Current = 1 incident, Target = 0 incidents AM objective (4)

AMP Content

 Asset class information  Owners and stakeholders  Current and desired levels of service  Life limiting factors

 Health, Safety and Environment  Life-cycle strategies

 Budget  Risks  Actions

Does the AMP meet all the requirements?

No

Yes

End Phase 1:

AM Framework Establishment

End Business Process Element:

Leadership and Planning - Phase 1.3

Asset Management Plan - 1.3.3

Legend

Process managed centrally at head office

level Step in process

Start/ Continuation/

End of phase

Figure 4.12: Asset management plan – 1.3.3

asset portfolio in order to reach the organisational objectives. Furthermore,

AMPsshould clearly define the required resources (human, financial, physical, natural and knowledge resources), time-scales (describing when objectives will be delivered and when the benefits will be achieved) and LCactivities such as acquisition, maintenance, operation and disposal required to reach organisa- tional objectives. It is important that the AMPs remain aligned with the AM

policy and the SAMP (refer to section 2.1.3.7).

In reference to earlier paragraphs, an AMP defines the activities, required resources and time-scales related to an asset or grouping of assets (portfolio). Considering figure 4.12 possible asset types within the RE context could be inverters, wind turbines, PV panels, transformers or control systems.

The assignment of objectives to specific assets types or asset classes is called the required “level of service” of these specified assets or asset groupings. Con-

sidering figure 4.12, an example in the RE industry can be that of a wind turbine asset class or type. The “level of service” of a wind turbine can be the time-based turbine availability and reliability that has existing performance figures and corresponding targets. The intent of the AMP is really to write down the AM activities that need to be done to achieve or deliver the AM

objectives and maintain or improve the “level of service”.

The existing asset class performance or “level of service” can be used as a gap analysis to identify improvement initiatives that need to be acted upon. Improvement projects can span multiple asset classes. During the start of a planning phase of improvement projects resource availability is weighed against the requirements and balanced under each planning iteration. The planning process outputs are tracked and delivered under other frameworks such as budgets, project and risk management.

The planning process illuminates what needs to be completed (requirements) in order to deliver the organisational objectives. TheAMPneeds to communi- cate these requirements, developed by theAsset Managers, to internal employ- ees (responsible for completing tasks), management (responsible for providing the resources), fellow Asset Managers(who need to understand the asset class performance expectations) and other specialists (such as human resources and finance who need to understand what their roles are).

Section2.1.3.7mentions thatAMPsshould be short, visual (tables, graphs) and use references to other documents, data sources and plans. A recom- mended format for an AMP should include the following:

• Asset class information – the scope of theAMPshould be made clear with an indication of the criticality of the assets and what interdepen- dencies exist with other assets.

• Owners and stakeholders – a clear indication of the roles and respon- sibilities that pertain to the specific asset grouping that is relevant to the AMP.

• Current and desired levels of service – a clear mapping of the AM

objectives that are addressed by the specific plan and should include level of services statements that are supported by performance measures and targets (historical performance can be used as a benchmark). • Life limiting factors – a detailed account of all factors that could affect

the lifespan of the asset such as fatigue, cost or obsolescence.

• Health, safety and environment – an outline of any potential HSE

concerns that could have an effect on managing the assets.

• Life-cycle strategies – an explanation of how each LC phase of an asset will be approached as well as the identification of an known issues. Detailed information such as the maintenance program, statement of operating intent or similar information could be included.

• Budget – the detailed budget can be summarised to indicate the re- sources allocated to the AM activities and could be split into categories such as sustaining capital or discretionary capital.

• Risks – a summary of the keyAM risks that are relevant to the specific assets or asset grouping.

• Actions – a detailed list indicating the resources and priorities that will be used to address identified gaps. This should also include a list of acquisitions and disposal, the use of techniques such as RCM to reduce maintenance costs or to improve reliability and the modification of assets for improvement in performance and maintainability.

An AMP conveys the story of the asset and should not be a lengthy doc- ument. The AMP is not intended for the technical experts as they should already understand what the requirements are. It is recommended that the

AMP should be around eight pages long (refer to section 2.1.3.7) per asset class. Depending on the organisational structure and nature AMPscan be per asset grouping or cover the asset portfolio. Irrespective of the structure the

AMP must be effective within the organisation to achieve the AM objectives.

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