Those familiar with the IAM Maturity levels will recognize the ‘Bow-tie’ model (shown below) where “Competence” (e.g. ISO 55001 certification) is shown at level 3. Many organizations have reached this and now want to know how to go further, and how far, in the pursuit of “Excellence”.
John Woodhouse explains “The existing IAM Maturity model for asset management recognizes that there are big differences between the convergent phase to establish competence and higher levels that personalize and optimize the value opportunities. On the left side, the initial priority is to join things up in a cohesive and integrated way. This is where the IAM 6-box model offers useful coverage and structure. However, once these basics are all in place and working together, how far can we, and should we, then take it? How can we recognize and demonstrate that we are reaching the limits of what’s possible and worthwhile? This is especially tricky as such “Excellence” is highly context-dependent and continually changing. We need to ask questions that do not neatly fit into the 6 boxes. This is why the new 10-box model has been introduced – to force a wider and more holistic consideration of context-specific capabilities and performance.”
John explains the updates and changes made. “In the Life Cycle Delivery area, we simply recognize the overlapping and interdependent nature of the life cycle phases with some subtle re-formatting. Most significantly, however, we have made an explicit area of attention for recognizing the importance of organizational Context. This directs attention to how well the organization is shaped by and is able to influence, its evolving internal and external environment. Similarly, the Governance and Leadership requirements, including the integration of various management systems, are recognized to deserve specific consideration. Locating Leadership with Governance helps to get top-level management attention and recognition.”
He continues “Risk Management has been split away from Review and Continual improvement. This was an artificial bundling in the original 6-box model and handling them separately allows for greater clarity and focus.
Finally, and perhaps the most important area of all, is Value and Outcomes. This is the section where we can focus on results and evident effectiveness of asset management. It recognizes that an Excellent asset management organization needs to be able to demonstrate that it is achieving the performance it set out to deliver and the added value that is being realized.
The new 10-box model has been specifically designed to support the targeting, assessment, and recognition of excellence in asset management. All the directional arrows suggesting internal flows have been removed, however, the new layout does reinforce some underlying process views with a flow from left to right, from resources and planning to delivery processes and on to results with the feedback loops of continual improvement.”
The new 10-box model has been designed to support the targeting, assessment, and recognition of Excellence in asset management.”
We can help you and your organization reach asset management Excellence – including how to recognize what this actually means in your particular circumstances and the business case (or value opportunity) for delivering it. Contact us for more information.
Images ©Institute of Asset Management
Our asset management training, education and consulting services have been in rapidly growing demand, worldwide, and we have been seeking the best way of scaling up while maintaining our unrivaled standards, culture and collaborative style of working.
…Sir David Attenborough has said so (along with worldwide scientific consensus). The next 10 years have been described as the “Decisive Decade”. What we choose to do, or not do, in the next few years will have global consequences for centuries or millennia to come.
Susan Steyn is a seasoned expert with over 30 years of experience in Management, Operations, Business Development, and Supply Chain across diverse industries. Her core focus lies in spare parts management and inventory optimization. Throughout her career, Susan has held key leadership roles in multinational companies such as GE, Dow, Roche, Bayer, Lloyds Register, and Woodhouse Partnership.
With a strong background in strategic leadership, P&L management, and lean manufacturing, Susan has consistently driven business turnarounds and growth. She excels in international global business management and has a proven track record of expanding market presence and building strong client relationships.
As a Six Sigma Black Belt and PMP certified professional, Susan is adept at implementing process improvements and managing complex projects. Her expertise in data analysis, project management, and ERP systems ensures effective spare part management and optimal inventory levels.
Susan’s contributions to various companies include revenue growth, cost reduction, successful software launches, and the establishment of strategic alliances. Her commitment to diversity and inclusion, coupled with her leadership in team building and mentorship, have created a culture of excellence in every organization she has worked with.
Overall, Susan Steyn is a results-oriented leader with a passion for leveraging data-driven decision-making and innovative strategies to optimize spare parts management, reduce downtime risks, and enhance profitability in any business environment.
José Luis cuenta con una experiencia exitosa en multi-industrias públicas y privadas, donde desempeñó cargos gerenciales, líder de aplicación técnica especializada, puestos operativos y en mantenimiento, así como en áreas de consultoría sustentando nivel operativo, táctico y estratégico.
Ha formado parte de proyectos de mejoramiento de gestión de activos, confiabilidad operacional, integridad y mantenimiento en Latinoamérica en diferentes empresas creando valor al negocio con resultados técnicos y económicos importantes.
Facilitador e instructor acreditado en temas relacionados con la gestión de activos, mejores prácticas, metodologías de administración gerencial y técnicas especializadas.
Mechanical Engineer with 31 years of experience. Specialist in implementation processes of activities
associated with Asset Management under the ISO 55001 approach, Implementation of diagnostic
programs and audits of management systems, Specialist in applying reliability methodologies such as
Reliability-Centered Maintenance, risk-based inspection, Cause Analysis Root, Life Cycle Cost Analysis,
Condition Based Maintenance, Failure Modes and Effects Analysis, Mechanical Integrity among others.
He has been an Equipment Mechanical Integrity Engineer, an experienced user of traditional NonDestructive Testing such as Ultrasound, Infrared Thermography, Superficial Techniques, Industrial
Radiography.
He has led and participated in countless applications in the field of reliability and condition monitoring,
with special emphasis on the generation and execution of policies and maintenance plans aimed at
achieving the “minimum total business impact” guaranteeing Safety, Hygiene and Environment
standards.
Over his 28 plus year span in the industrial sectors with working technical backgrounds in Project & Construction Management, Asset Operations and Maintenance Reliability Management, and being certified in various courses of study; Damien has gained the knowledge and experience and has had proven successes throughout his tenure in the Oil, Gas, Petro-Chemical and Construction sectors. Establishing his-self in the various sectors, Damien’s first experience and success started in the Construction Sector in estimating engineering. This was the stepping stone for Damien and has paved the way for his passion and continued success in supporting People, Process, and Systems in an organization.
Damien has held positions in local, international and multi-national corporations and comes from a working background in the fields of environmental, operations, project and construction management, operations maintenance and reliability management, planning, supervisory management, and has proven his abilities to succeed in each field.
Rich was an Engineer and Project Manager professional at the New York Power Authority for over 30-years. In addition to being the first Project Manager for the Niagara Project Upgrade, Rich rose to be the Vice President of Engineering having started in Operations Engineering decades earlier. Rich went on to be Vice President, Transmission and Substation at AECOM responsible for hundreds of millions of dollars in design and construction. Rich joined Woodhouse Partnership, North America and participates in aligning organization towards ISO 55000 and many reliability studies supporting DST.
Executive in Operational Excellence, Asset Management and Best Practices in Projects, Operations and Maintenance in the Energy and Industrial Sector.
Consultant, Instructor and International Lecturer on issues related to project management (risk management), operational reliability, strategic management of operations, maintenance, Asset Management in the energy sector (ISO 55001) and Applied Data Analytics.
PMP, CMRP, IAM and CAMA certifications, being recognized by the SMRP in 2019 as CMRP of the Year https://smrp.org/2019-CMRP-Winners.
George has over twenty-five years of experience as a consulting engineer providing design, planning, program and project management, and strategic asset management services for asset-intensive organizations in the Americas, Africa, and the Middle East. His primary focus has been in the public infrastructure sector; as a result, he has intimate knowledge of the assets, processes, and resources necessary to deliver and sustain safe, reliable services to the customers of public asset-owning organizations.
George has assisted organizations with the development of PAS 55, ISO 55000, and GFMAM AM Landscape aligned asset management systems (AMS), has performed gap analyses of their AMS against industry standards and best practices, and has guided them through the creation of strategic asset management plans (SAMPs), asset management plans (AMPs), AM policy and supporting documents. He has undertaken asset risk modelling to ascertain organizations’ capability to sustain their desired levels of service. George has performed asset health-informed lifecycle cost modelling and forecasting capital and operational expenditures over near and long-term planning horizons.
With 30 years’ experience in utilities, oil & gas, transport and other sectors, John is one of the most widely known experts in integrated asset management projects for some of the largest companies in the world.
John is a Founder and Life Fellow of the IAM; he has written 4 books, chaired the development of BSI PAS55 and represents the UK on the ISO55000 committee.
He also led the international MACRO and SALVO collaboration projects in optimised asset management decision-making.
