En relación a las ventajas y complejidad del material biográfico

From the problem statement in chapter 1 it is evident that there is a need for an improvement in the management of the wheel-sets. Asset management as described by Rose et al. (2013) covers a broad spectrum for the management of any asset from the day of procurement until its disposal. The core management of an asset by PRASA-Rail is to ensure that a cost-effective, safe and reliable service is given to all commuters. From the data shown under the problem statement, it is evident that there needs to be a process guideline to improve such services.

Luke and Manley (2014) stressed that all the activities of an organisation should add value for operational efficiency and if these results are not obtained then it will be a problem to minimise different risks. The solution is that there needs to be a clearly defined process for the management of the asset. It is only through research that most of the solutions are obtained to improve a system for any asset.

Nemmers (2004) emphasises that in the future, transportation agencies need to fully use their asset management in both short-term and long-term decision making in planning, budgeting and operations.

An IRIS standard deals with the quality processes in the railway industry and was developed from the ISO 9001 standard. This standard complements ISO 55001 to ensure that quality is obtained for the management of various processes within the management standards where there are specific requirements.

Most railway companies still need to improve their systems to ISO 55001 and to be certified, especially those that were PAS 55-1 (which was replaced by ISO 55001) certified for the management of their assets. The ISO 55001 standard is aligned with other major management system specifications and this makes the integration of other management systems easier. These other management systems include ISO 9001 for quality management (Van den Honert et al., 2013).

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2.6 ASSET MANAGEMENT STRATEGY

The asset management benefits need to be acknowledged to improve the life of an asset. Such improvement has the value of reducing operational and financial risk, by improving the quality of service and performance of assets.

Reduction of financial risk is achieved by improving the return on investment by improving the management of the asset. This is achievable through making informed decisions for the management of the asset, through effective cost balancing and seeking opportunities to improve the life of the asset. When the risk is managed, financial losses can be reduced and this includes liabilities such as insurance premiums or fines from any regulatory body. This will result in improved services that will meet the customers’ and the stakeholders’ needs.

Compliance with safety and health standards has a positive effect on any legal and regulatory requirements, which are in line ISO 55001. Compliance to ISO 55001 ensures that improved operational efficiencies are obtained by improving processes, procedures and asset performance for operational objectives.

Asset management does not focus on the asset itself but on how much value the asset can provide to the customer and organisation. The improvement of the asset’s life depends upon organisational objectives used for the improvement of any technical and financial decisions through proper planning for maintenance activities.

There are four important factors that are important for the achievement of the organisational objectives when ISO 55001 is adhered to and they are as follows:

 Alignment

 Leadership

 Assurance

 Value

Alignment involves proper planning which requires good decision making for maintenance activities. This decision is backed up by the integration of the asset management processes such as the functional management processes undertaken by the financial, human resources and information technology department.

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Leadership involves understanding the different levels on which people think during the execution of maintenance, in order to change the culture within the workplace by clearly defining their roles and responsibilities. This allows employees to be competent and empowered regarding asset management and all the processes involved.

Assurance is based on the results of all the output of the maintenance activities undertaken by the employees. The results have to be presented so that all employees are aware of the results of their hard work and capabilities for monitoring and continuous improvement. This also involves making all necessary resources available so that competent personnel are able to ensure that all asset management requirements during maintenance are undertaken for operational efficiency.

Value is obtained from the effort made to ensure that an asset functions as required.

This is to ensure that all the asset management objectives are within the organisational objectives. This requires good decision making in line with ISO 55001 in order to attain value for operational efficiency.

2.7 IMPLEMENTATION OF ISO 55001

In order to implement ISO 55001 one needs to understand the background of ISO 9001 since all audits use ISO 9001 for quality assurance. These processes have overlapping requirements but ISO 55001 covers all the aspects involved with the management of the asset rather than compliance with required processes, which are based on quality management, which is covered in the IRIS standard. The ISO 55001 standard uses a framework that entails a process cycle for the entire management systems standard for the management of the asset. Such a system falls within the PDCA process.

ISO 55001 emphasises the identification and the controlling of risk internally and externally by an organisation. This involves ISO 9001 for quality assurance by documenting and preventing risks. All decisions made should take into account how risk will be managed and controlled. All need to be documented and registered in order to keep a record of any threat that might compromise operations.

For asset management planning this is important and all technical requirements are important as an output of ISO 55001. This standard is built in order to ensure that the asset management objectives are achieved throughout the life cycle of an asset.

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The asset management process has five elements that should be adopted by organisations. PRASA-Rail is aligning itself to those elements that are covered by a combination of IRIS and ISO 55001 (Poland 2013):

 Organisational strategic plan: Establishing a plan for asset management with clear objectives that are measurable, monitored and communicated, with all the risk factors considered.

 Asset management policy: Aligning the asset management plan to the business processes by developing an asset management policy for continuous improvement.

 Asset management strategy: Ensuring the competency level of the personnel conducting their work and ensuring that information is made available by providing necessary support and resources.

 Asset management objectives: Ensuring that there is process control and monitoring in all the activities undertaken internally and in outsourced activities.

 Performance standards: Assuring that the processes monitored are measured and evaluated through internal audits, and that there are management reviews of the outcome.

 Process improvement: Recording non-conformance, which must be closed by having corrective and preventive actions for continuous improvement.

Three factors important in asset management (Dieter 2013) are:

 Must add value.

 Must have clear visibility.

 Must create new opportunities for asset improvement.

2.6 IRIS BUSINESS PROCESS

The roles and duties of the business process owners (according to the IRIS standard) are to ensure that the following factors are covered (Heinzmann 2013)

:

 Processes are developed fully in compliance with the IRIS standard

 The process owners are trained and the processes documented and implemented.

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 Internal audits are conducted on a regular basis and those auditors must be IRIS certified to monitor that employees adhere to the required processes.

 Root-cause-failure analysis is performed following corrective and preventive actions for process improvement.

 There are indicators which are clearly defined, carried out and reported for process performance measurement.

 More opportunities are created for continuous improvement.

The reason for adopting the IRIS standard is that it does not focus only on asset management (compared to ISO 55001) but on the entire railway business processes (Figure 3 & Figure 4). IRIS covers the following three core processes of the business:

 Governance processes

 Processes for service delivery

 Supporting processes

Some of these processes spelt out in the IRIS standard cover SANS 3000 (South African National Standards, National Railway Safety Regulator Act), OHSAS 18001 (Occupational Health and Safety Management Systems) and ISO 14001 (Environmental Management System)

.

PRASA-Rail will adopt the IRIS standard/requirements for different business and technical processes. Other standards will be used as reference documents on processes where they complement one another. (Refer to Appendix A.)

The IRIS standard covers all processes, except for the following that are covered by ISO 55001(Refer to Appendix A).

 Asset management system

 Asset management system documentation

 Asset life cycle activities

 Assessment of strategic assets

 Asset renewal decision

 Operation and maintaining of assets

 Total performance of the asset

 Participation and consultation

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 PDCA of asset management

 Management of operational asset

 Asset register

 Asset categorisation and classification

 Outsourcing of asset management

The points listed above will be fully covered by ISO 55001 since the IRIS standard does not fully cover them. As part of the certification, ISO 55001 and other standards that are listed on Appendix A, they need to be utilised and must form part of the processes that will be developed in line with IRIS recommendations and requirements.

2.7 OPERATIONAL RELIABILITY AND ASSET MANAGEMENT

The core function of PRASA-Rail is to transport commuters from one place to another.

That function requires an engineering intervention in order to deliver a reliable service to commuters. It all starts at a project management level, where a specific design is made for a certain purpose and that purpose serves a particular function to achieve a certain goal and performance. For that asset to be reliable there is a need to apply the principles of asset management in line with ISO 55001 (Refer Figure 10) which is the PDCA for asset management.

Figure 10: PDCA Risk-Based Asset Management Model (Poland 2013)

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The asset management plan needs to be aligned or fed back into the design and operation of the asset within the system of asset management. This is attained by using the risk-based model which is combined with business processes (in line with the IRIS standard) to define standard work. The business processes need to be clearly defined and put in place for managing different assets for their life cycle, which will provide the organisation with a visual map which has the required steps that must occur including decision-making points and the interface with other processes or systems within the function of the organisation (Poland 2013).

The PDCA was originally created for quality control, which subsequently falls under the IRIS requirements. The PDCA framework ensures quality in the physical asset management and systems. The integration of ISO 55001 and IRIS standards can be obtained through the PDCA framework. The following factors are required from the PDCA cycle (Van den Honert et al 2013):

 Plan: Leadership and planning for asset management are required.

 Do: This is where responsibilities are provided for the implementation of asset management plans (for maintenance support and operational benefits).

 Control: This is where performance and improvements are achieved through condition monitoring of the assets, which is required for maintenance execution.

 Act: This is where the benefits of asset management reviews are measured for the improvement of asset management.

2.8 DISCUSSION

The asset management strategies or methodologies that are defined in the ISO 55001 have similarities with other asset management models that are define by AASHTO (1997), OECD (2001) and Nemmers’ (2004). The principles such as classifying, analysing, controlling and measuring, which are in line with the PDCA values for operational stability to manage the life of the assets, are covered in all the models that are defined by AASHTO (1997), OECD (2001) and Nemmers’ (2004).

This chapter shows that asset management comprises all systems, methods procedures and tools to optimise costs, operations performance and the risk of the asset as a whole including the management of the railway wheel-set. The improvement of the asset’s life includes building, maintenance, logistics and asset renewal together

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with the machines for maintenance support and material for improving the reliability of the asset (Gradina 2013).

The PDCA framework is a centre where the IRIS and the ISO55001 standard meet as discussed in this chapter. This thesis will proceed based on the questions asked and the framework of the PDCA for the advancement of the management of wheel-sets as defined by Van den Honert et al 2013.

The variables to measure in this thesis are based on the PDCA and are as follows:

a) The wheel-set management process based on the CMMS b) The risk-based analysis

c) The life cycle and maintenance intervals of the wheel-sets

d) The costs incurred based on the TCO for the reduction to prevent over-maintenance and under-over-maintenance

2.9 CONCLUSIONS AND INTRODUCTION TO THE NEXT CHAPTER

The life cycle management of different assets needs to be adopted to ensure that they reach their expected design life. ISO 55001 with the integration of the IRIS norm has all the requirements that are expected from any railway organisation for the management of the asset. The ISO 55001 standard covers the asset management aspect while IRIS covers the asset governance aspect. Compliance to all the required processes will enable the organisation to:

 Manage all their assets and monitor the return on investment (ROI).

 Save operational and maintenance costs.

 Carry out proper strategic planning in line with the business goals.

 Carry out decision making and understanding of the process.

 Understand business capitalisation and operational cost.

 Monitor different asset conditions though a Computerised Maintenance Management System (CMMS).

 Integrate different systems used for maintenance execution.

 Understand the asset management cycle and the expectations required.

 Understand the life cycle costs and increase efficiency through a preventive and predictive maintenance model such as RCM.

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 Improve personnel skills for the maintenance of the asset and communication within the organisation.

Railway companies need to invest in information technology as part of ensuring that maintenance support systems are in place. This is to ensure that accurate diagnosis is done when booking wheel-sets off service. This intervention helps in reducing unscheduled downtime by allowing proper wheel-set schedule for maintenance (Ngigi et al. 2012).

Part of the inspection during maintenance includes mandatory inspections such as Magnetic Particle Inspection, Underfloor Wheel Lathe and Ultrasonic Inspection (WM 2012). Most depots in PRASA-Rail do not have a wheel shop where intensive heavy maintenance is conducted. An external accredited company that focuses on heavy maintenance of the wheel-sets carries out such work. The ISO 55001 and IRIS standards will be utilised for accrediting depots and the external service providers who do light or heavy repairs on the wheel-sets. The minimum requirements for the accreditation of external parties will be IRIS and ISO 55001 once PRASA-Rail is certified. ISO 9001 will be considered since the IRIS standard was built using ISO 9001 as a baseline (Figure 3 on page 4). In the future, external service providers need to be IRIS and ISO 55001 certified to do work for PRASA-Rail. Most companies in Europe are IRIS certified and the local companies such as TFR and Gautrain are ISO 9001 certified. Bombardier as a European company is IRIS certified but Gautrain as a local company is not. This certification of Bombardier does not automatically mean Gautrain is IRIS certified. TFR and Gautrain are both not ISO 55001 certified but they need to align their systems and processes to those standards. They might not see the benefits of the standards immediately; however, that will later be seen on their performance indicators.

The accreditation process of the ISO 55001 and IRIS can help with the following points (Railinc 2013):

The wheel shop (Figure 11):

 The processes can help to access higher quality data for wheel-sets that will be refurbished.

 The processes can help to improve resource planning as well as ensuring that all wheel-sets are serialised (for traceability of any manufacturing or

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maintenance history this included the purchase order traceability for payment done).

The Wheel Repair Shops (Figure 11):

 The processes will help with the prioritisation of work to be conducted by improving the maintenance planning.

 The processes will help register and record the work to be done on the wheel-sets.

Equipment Owner (Figure 11):

 The processes will help with the improvement equipment productivity and asset utilisation for the repairs that will be undertaken

 The processes will help validate billing with a more effective scope of work

 The processes will help make more informed technical asset management decisions for the execution of maintenance possible.

Figure 11: Overview of the Wheel shop Asset Management principle in line with ISO 55001 and IRIS

Chapter 3 covers the methodology of how data was collected in line with the mixed method, which is a combination of qualitative and quantitative.

As a summary chapter 3 covers the wheel-set management model where all factors contributing to wheel-set replacement are stated for the improvement of asset management. Different reliability engineering programmes and reviews are discussed and the one adopted by PRASA-Rail is further explained and explored in detail. The maintenance philosophy explains the history of the decisions made previously and to date for the improvement of the wheel-set management system where the RCM of the wheel-set is detailed and the decision-making matrix clarified through the fundamentals for FMECA.

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Different maintenance management systems adopted by Transnet Freight Rail and Gautrain (Bombardier), which were obtained through an interview as part of this research, will be discussed together with the one adopted by PRASA-Rail, to identify gaps for the improvement of the wheel-set management system.

As part of improving the life of the assets, reliability-engineering calculations are completed, with the data taken from PRASA-Rail’s database and Engineering Economics calculations for the improvement of the asset management of the wheel-sets in line with the ISO 55001 and IRIS requirements. Chapter 3 is in line with PDCA risk-based asset management model (Refer Figure 10). This will ensure that the elements of ISO 55001 and IRIS are covered.

Figure 12: Seven ISO 55001 important elements (IPWEA 2014)

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CHAPTER 3: METHODOLOGY

This chapter contains data that has been used as a support for the findings and other information gathered. As explained in chapter 1 the methodology is a combination of both qualitative and quantitative, where data is both measured and observed.

3.1 WHEEL-SET MANAGEMENT MODEL

The replacement of wheel-sets for maintenance depends on a wide range of factors and parameters (Serco Rail Technical Services, 2012). Such parameters are as follows:

 Wheel profile

 Wear rates

 Maintenance

 In-service inspection

 Profiling intervals

 Unit costs

Therefore, the wheel-set management model needs to be introduced as part of managing the wheel-sets maintenance and renewal program or process. The key features that need to be considered as part of managing the wheel-sets are (Serco Rail Technical Services, 2012):

 Asset decision support for planning, in terms of maintenance execution and production for the availability of service by ensuring that the maintenance management system is used for any day-to-day maintenance execution.

 Improvement of resource allocation based on the demands due to the improvement of preventive maintenance principles.

 Balance between maintenance and renewal of wheel-sets by having a decision

 Balance between maintenance and renewal of wheel-sets by having a decision

In document Construcción socio-cultural de la desviación de columna(escoliosis) desde el punto de vista de pacientes (página 99-107)