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Technical Series:
Reliability, Maintenance and Asset Management
Whitepaper # II:
INTEGRATION OF A MAINTENANCE
MANAGEMENT MODEL (MMM) INTO AN
ASSET MANAGEMENT PROCESS
Authors:
PhD. Carlos Parra Márquez
PhD. Adolfo Crespo Márquez
Dept. Industrial Management. University of Seville
School of Engineering, University of Seville, Spain
**Email: parrac@ingecon.net.in
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Edited by:
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October, 2019
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II.1. INTEGRATION OF A MAINTENANCE MANAGEMENT MODEL (MMM)
INTO AN ASSET MANAGEMENT PROCESS
While execution of the activities of the processes of maintenance and reliability are
basically technical actions, management of these processes are actions associated to
administrative decisions, oriented to maximize the profitability of the asset, with the
purpose of preserving and/or restoring the teams of production to conditions that allow
them to meet with a function required during certain periods of time (Crespo, 2006,
Parra and Crespo, 2015, Crespo et al., 2018).
Approximately 3 decades ago, organizations became aware that in order to manage
maintenance and reliability properly it was necessary to include them in the general
scheme of the organization and manage them in interaction with the other functions
(Pintelon and Gelders, 1992). The challenge then consisted of integrating maintenance
within the system of management of the company's assets. The desired picture was that,
once reached such integration, the processes of maintenance and reliability received
well-deserved importance and would be developed as one function of the Organization:
generating 'products' to satisfy internal customers, yielding useful data and information
and contributing to the fulfilment of the objectives of the organization. Thus the concept
of "maintenance management system" was born in the 1980s and reliability, whose
activities were aimed to benefit from business, rather than focus on them as in the past:
as a cost center (Prasad et al., 2006).
Unlike the approach of the traditional management process of maintenance that has as
an object of study the team only during their operational life, the model of optimization
of management of asset, known as: "Asset Management", is a discipline that emerged at
the end of the 1990´s and focuses on decision-making of all the life cycle of the
physical asset from its creation or acquisition, use, maintenance and renewal or disposal
(Crespo. 2006). For this, the management of asset links concepts and techniques of
different fields, such as finance, engineering, technology, operations, etc.
II.2. GENERAL ASPECTS AND HISTORY OF ASSET MANAGEMENT
Obviously the efforts of organizations to improve the performance of their assets goes
beyond the development of systems for the management of maintenance and reliability,
it is also about optimizing different aspects that have to do with the life cycle of assets.
However, the vision that incorporates the asset management process during its life cycle
is extremely beneficial for optimize the maintenance of the assets. The activities of
prevention and correction of failures for the improvement of the security of operation of
the equipment is greatly influenced by a management linked to the design, construction,
mounting, operation, maintenance and replacement of the equipment (Lopez et al., 2011
and Parra and Crespo 2015).
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The enterprise asset management has been recognized as a discipline since the mid
1990´s, it brings together concepts and techniques from different fields, such as finance,
engineering, technology, operations, etc.; and focuses on decision making throughout
the full life cycle of physical assets, optimizing aspects of different natures on every
occasion, but with a integrating vision throughout the life cycle.
The Institute of Asset Management (IAM), an independent and non-for-profit
organization has been one of the main promoting bodies of this "crusade". IAM defines
asset management as "the art and science of making the right decisions and optimizing
the processes of selection, maintenance, inspection and renewal of assets" (IAM, 2010).
It mentions also that a common goal is to minimize the cost of the total life of the asset,
and also possibly enabling other critical factors such as risk or the continuity of the
business, which must be considered objectively for decision-making.
The proposal of standard PAS 55 was a public specification aimed at optimizing the
management of physical assets and infrastructure. The efforts to conceive it started in
1995 when a Committee of Managers, members of the Institute of management of
assets and which integrated a variety of representatives of industry, Government and
British regulatory bodies, gathered for the first time to define the direction that this
standard would take. Their works, revision and publication, conducted through the
British Standards Institute (BSI) took 9 years (BSI, 2010). First published in April 2004,
it is to date, the main background of standard ISO 55000 (Reyes-Picknell, 2007). From
2006, the proposed standard PAS 55 gained recognition and spread its use in the
industry when the Regulatory Bureau of Gas and Electric Power in the United Kingdom
(UK Office of Gas and Electric Markets) strongly recommended its use in public
companies that make up its network of operations. By 2008 most public enterprises of
gas and electricity of United Kingdom met the requirements of the proposed standard
PAS 55. Subsequently this trend also came to the areas of transport, management of
public companies, food, pharmaceuticals, and chemicals, among others. And of course,
also outside of the United Kingdom several companies took as a reference the proposed
standard PAS 55 have increasingly appeared (Reyes-Picknell, 2007). In terms of its
relevance and applicability, it is even possible to make the following analogy: PAS 55 is
to asset management what ISO 9001 is to quality management or what ISO 14000 is to
environmental management (Reyes-Picknell, 2007).
The proposal of PAS 55 standard defines asset management as " controlled and
systematic practices and activities through which an organization optimally manages
their assets, their associated performance, risks and expenses through their life cycle, in
order to meet the strategic plan of the Organization" (PAS 22-1, 2004). PAS 55 can be
applied to any sector of business that manages physical infrastructure and is
independent of the function or type of asset. Some examples of companies where it has
been applied successfully include roads, airports, trains and petrochemical complexes.
Based on Deming's cycle of planning, doing, checking and acting, this standard can be
used also for various purposes: self-evaluations, benchmarking, and improvements in
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planning, independent audits, certification, selection of contractors, demonstration of
competence, etc. Organizations that have adopted the standard 55 PAS proposal
reported significant improvements in cost and performance/service issues. PAS 55
provides a clear evidence of a proper management of asset to customers, investors,
regulators and other interested parties.
Later in 2009, ISO Organization proposes the development of an asset management
standard (initially based on the proposed standard PAS 55), known today as asset
management standards of the series: ISO 55000, 55001 and 55002 (standards adopted
from 2014 and whose certifiable standard is ISO 55001), these standards have become
the international reference in the area of asset management (López et al, 2011). The
design and implementation of a system of management of asset, in line with the 24
requirements of ISO 55001, is a very broad matter of discussion. This chapter describes
in general the model developed by ISO 55001 and proposes a process of integration
between the MMM (maintenance management model, proposed in Whitepaper I, see
Figure 2.1) with the asset management model proposed by ISO 55000 (López et al,
2011).
II.3. GENERAL DESCRIPTION OF STANDARD OF MANAGEMENT OF
ASSETS ISO 55000
This international standard provides a general vision of the systems of management of
asset (i.e., systems of management for the handling of asset). It includes standards ISO
55000, 55001 and 55002. The target audience of this standard are those (ISO 55000):
─ Who are considering improving the chain of value of their organizations starting from
their bases of asset?
─ Who are involved in the establishment, implementation, maintenance and
improvement of a system of management of assets?
─ Who are involved in the planning, design, implementation and review of the activities
of asset management, together with service providers?
The adoption of this set of international standards will enable an organization to achieve
its objectives through the efficient and effective management of its assets. The
implementation of an asset management system ensures that the achievement of those
objectives is consistent and sustainable over time.
Standard ISO 55000 defines asset in the following way:
"An asset is an element, thing or entity which has a real or potential value to an
organization. The value will vary for different organizations and their shareholders,
and may be tangible or intangible, financial or non-financial"
The period that goes from the creation of an asset to the end of its life is called useful
life of the asset. Useful life of the asset does not necessarily coincide with the period in
which any organization maintains responsibility on it; rather, along its life useful, an
asset can provide a real or potential value to one or more organizations, and the value of
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the asset with regard to the organization can change throughout the useful life of the
asset. Asset management allows an organization to recognize the need for and examine
the performance of the assets and systems of assets at different levels. Likewise, it
allows the application of analytical approaches to the management of an asset
throughout the different stages of its cycle of life (which can start with the concept of
the need for the asset until its elimination, including the handling of potential
responsibilities subsequent to the elimination) (IS0 55000).
For standard ISO 55000, key factors that influence an organization to achieve its goals,
are cited below:
─ Nature and purpose of the organization.
─ Its operational context.
─ Its financial restrictions and regulatory requirements.
─ The needs and expectations of the Organization and interested parties (stakeholders).
The organizations must keep an effective control and efficient policies of asset to
generate value through the management of risks and opportunities, to achieve the
balance of costs desired, the reduction of risks and the performance. The management
of asset translates the objectives of the Organization into activities, plans and decisions
related to the asset, using an approach based on risks (ISO 55000).
II.3.1. REQUIREMENTS OF THE ASSET MANAGEMENT MODEL BASED
ON THE STANDARD ISO 55000
The standard ISO 55000 proposes a model of asset management based on 24 certifiable
requirements. Below, the certifiable standard ISO 55000 requirements are quoted:
4. Context of the Organization
4.1. Understanding the Organization and its context
4.2. Understanding the needs and expectations of interested parties
4.3. Determining the extent of the asset management system
4.4. System of management of assets
5. Leadership
5.1. Leadership and commitment
5.2. Policies
5.3. Roles, organizational responsibilities and authorities
6. Planning
6.1. Actions to address the risks and opportunities in management system asset
6.2. Objectives for the management of assets and planning to achieve them
7. Support
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7.1. Resources
7.2. Competencies
7.3. Awareness
7.4. Communication
7.5. Requirements of information
7.6. Documented information
8. Operation
8.1. Planning and operational control
8.2. Change management
8.3. Outsourcing
9. Performance evaluation
9.1. Monitoring, measurement, analysis and evaluation
9.2. Internal audit
9.3. Revision of the management
10 Improvement
10.1. Non-compliance and corrective action
10.2. Preventive action
10.3. Continuous improvement
In the entire version of the standard ISO 55000 proposal there are 24 requirements,
which keep a logical order of elements in accordance with the common framework for
quality processes: plan-do-check-act.
II.4. INTEGRATION OF THE MAINTENANCE MANAGEMENT MODEL
(MMM) WITH THE ASSET MANAGEMENT STANDARD ISO 55000
Although there are no simple formulas for the implementation of an integral model of
management of asset, nor fixed or immutable rules with validity and applicability for all
the assets of production, the 24 requirements needed by the proposal of standard ISO
55000 can be covered by the integral Maintenance Management Model (MMM)
proposed in the Figure 2.1. In the MMM, composed of eight phases, specific actions are
described to follow in different steps of the process of management of maintenance that
are integrated in a direct form within a process of management of assets (Parra and
Crespo, 2015). As we have explained in chapter 1, the MMM offers a dynamic,
sequential process and in a closed loop that tries to accurately characterize the course of
actions to be carried out to ensure the efficiency, effectiveness and continuous
improvement of the management of assets from the use and integration of techniques of
engineering and maintenance management and reliability.
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Figure 2.1. Maintenance Management Model (MMM) (Parra and Crespo, 2015)
In particular, below is shown (table 2.1), a basic relationship is made between the 8
phases of the model proposed and the general points of the standard ISO 55000, so that
the gradual implementation of the generic model progressively covering the
requirements of the standard ISO 55000 may be looked at. According to table 2.1, the
activities to be developed within the 8 stages of the MMM can help organizations, to
meet with the 24 requirements demanded by the standard ISO 55000 (taking as
reference the standard UNE 16646: Maintenance within physical asset management, see
Figure 2.2). The following describes in more detail the relationship between the phases
of the MMM and the requirements of ISO 55000.
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Figure 2.2. Interaction between organizational context, asset management system and
maintenance management system (Standard UNE-16646)
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ISO 55000
REQUIREMENTS
INTEGRATION OF THE PHASES OF THE MMM PROPOSED WITH
STANDARD ISO 55000
4. context of the
Organization
4.1. understanding the
Organization and its
context
4.2. understanding the
needs and expectations
of interested parties
4.3. determining the
extent of the asset
management system
4.4. system of
management of assets
5. leadership
5.1. leadership and
commitment
5.2. policies
5.3. roles, organizational
responsibilities and
authorities
Phase 1. Proposes the use of the scorecard (Balanced Scorecard – BSC), proposed by
Kaplan and Norton, model that translates the mission of a business unit into its strategy
in a set of objectives and quantifiable measures. By implementing the BSC,
organizations get to:
1.Formulate policies and strategies for the operation and performance of the
maintenance of assets throughout their lifecycle
2. Put into practice the strategies of maintenance and operation, which is translated into
objectives at short, medium and long term.
3. Develop the plans of action. These are the means to get to the purposes stipulated in
the objectives set out in step (2)
4. Establish leadership in the different processes to improve in all areas of the
Organization
5. Review and periodically audit the performance of implemented strategies.
Monitoring will be made and the casual relations between the measures will be
investigated what will be validated at intervals previously established and plans of
contingency will be defined
Additionally in phase 1, the MMM model proposes that an cohesive organization is
designed which supports the process of asset management and is able to implement a
holistic process optimization based on the application of techniques of reliability and
maintenance, with the assignment of roles, responsibilities, and definition of the
leadership of all the activities to be developed during the lifecycle of the asset.
Phase 2. Proposes the use of models of prioritization, which must comply and align with
the expectations of stakeholders (interested parties) and at the same time, cover the legal
requirements demanded by the environment of the asset
6. planning
6.1. actions to address
the risks and the
opportunities in the
system of management
of assets
6.2. objectives for the
management of assets
and planning to achieve
them
7 support
7.1. resources
7.2. competencies
7.3. awareness
7.4. communication
7.5. requirements of
information
7.6. documented
information
Phase 2. Proposes at the beginning of a process of improvement, the development and
the application of basic models of prioritization of assets based on the analysis of the
risk factor (example: qualitative and technical matrix of risks AHP: Analytics
Hierarchy, Process, etc.)
Phase 3. Proposes the use of the methodology of root cause analysis (RCA) to assess the
failures of major impact events, taking as a basis for the definition of solutions, the level
of risk caused by failure events to be analyzed
Phase 4. Proposes the use of methodology of reliability-centered maintenance (RCM) to
optimize maintenance and operation depending on the level of risk plans that generate
failures within the context of the operational modes
Phase 5. Proposes the use of methods of optimization to be used in the programming
and allocation of resources for maintenance and operations. Within the selected
methods are the techniques related to processes such as risk analysis: theory of queues,
Monte Carlo simulation and probabilistic techniques of point of order from inventory
Additionally, at this stage, using continuous improvement methods is proposed in the
programming, planning and allocation of resources for maintenance and operations, risk
management-based.
Phase 8. Proposes the use of the systems of information support (ERP, EAM, software
of reliability, etc.), to manage and disclose all the documentation and information to be
generated by the different assets in their processes of operation and maintenance. The
information systems for the management of assets are key tools for their ability to
support and facilitate their management, thanks to the transmission and processing of
information at high speeds and quantities exceeding the organizations´ own borders and
strengthening the convergence among sectors. The need for a correct implementation of
the support for the management of information systems is the basis for the development
of programs to improve reliability, maintenance and operations
Table 2.1. Relationship between the phases of the maintenance management model
(MMM) proposed and the requirements of ISO 55000 (Parra and Crespo, 2015) (1/2)
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ISO 55000
REQUIREMENTS
INTEGRATION OF THE PHASES OF THE MMM WITH THE
STANDARD ISO 55000
8. operation
8.1. operational
planning and control
8.2. change
management
8.3. Outsourcing
9. evaluation of
performance
9.1. monitoring,
measurement, analysis
and evaluation
9.2. internal audit
9.3. revision of the
management
Phase 1. Proposes the use of the Balanced Scorecard-BSC table to measure and review the
indicators of economic performance of the Organization and subsequently, integrate them
with the technical indicators of operation and maintenance (technical indicators that are
developed in phase 6). Additionally, in this phase 1, the use of audits of control and
continuous improvement was proposed among which is found: MES (Maintenance
Effectiveness Survey), QMEM (Qualitative Matrix of Excellent in Maintenance), etc.
Phases 3 and 4. Propose the application of reliability as the RCA and the RCM methods that
allow evaluating modes of failure and determine their causes. These methods help to
determine the incidents and non-conformities, allow to evaluate the consequences that the
failures can cause on safety, the environment and operations and additionally, these
techniques propose procedures that help to define actions of improvement and control:
corrective, preventive, of redesign and by condition
Phases 5. Proposes the application of methods of optimization of maintenance and reliability
engineering, which would help to define the processes of planning, programming,
outsourcing and the level of training necessary to improve the management of assets in their
lifecycle
Phase 6. Offers a comprehensive process of measurement, analysis and evaluation of
indicators of performance and improvement (indicators of probabilistic assessment:
reliability, maintainability, availability, cost and risk)
Phase 8. Proposes to establish a process of continuous improvement which should be able to
register and to adjust to the constant changes related to techniques and emerging
technologies in areas that are considered of high impact as a result of the studies carried out
in the previous 8 phases of the proposed maintenance management model
10 improvement
10.1. non-conformity
and corrective action
10.2. preventive action
10.3. continuous
improvement
Phase 2. Proposes at the beginning of a process of improvement, the development and
application of basic models of prioritization of assets based on the analysis of the risk factor
(example: technical and qualitative risk matrix AHP: Analytics, Hierarchy, Process, etc.)
Phase 3. Proposes the use of the methodology of analysis cause root (RCA: Root Cause
Analysis) to evaluate them events of failures of greater impact, taking as base for the
definition of solutions, the level of risk caused by them events of failures to be analyzed
(processes of not conformity and actions corrective)
Phase 4. Proposes the use of the reliability-centered (RCM) maintenance methodology, to
optimize maintenance and operation depending on the level of risk plans that generate the
modes of failures within the operational context (preventive action)
Phase 5. Proposes the use of methods of optimization to be used in the programming and
allocation of resources for maintenance and operations. Selected methods techniques include
related processes such as risk analysis: theory of queues, Monte Carlo simulation and
probabilistic techniques of point of order from inventory
Phase 6. Proposes a holistic process of probabilistic evaluation of the indicators of:
reliability, maintainability, availability, cost and risk.
Additionally, in this phase a procedure is explained that allows to relate the indicators of
reliability and maintainability, with decisions of optimization in the areas of maintenance
and operation based on techniques of cost risk benefit analysis (continuous improvement)
Phase 7. Proposes a process of cost analysis of life cycle that allows optimizing decision-
making associated with the processes of design, selection, development and replacement of
assets that make up a production system. The process of life cycle begins with the definition
of the different tasks of production for the preliminary design. Then activities are developed
such as: plan of production, layout of plant, selection of equipment, definition of processes
of manufacturing and other similar activities. Subsequently, prior to the design phase
logistics is considered. This phase involves the development of the necessary support for the
design and the different stages of production, the possible user support, maintenance plan
intended for the use of the asset and the process of divestiture of assets (continuous
improvement)
Phase 8. Proposes establishing a process of continuous improvement which must be capable
of reviewing and evaluating the technical and economic performance of the Organization in
a continuous way
Table 2.1. Relationship between the phases of the maintenance management model
(MMM) proposed and the requirements of ISO 55000 (Parra and Crespo, 2015) (2/2)
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According to table 2.1, out of the 24 requirements defined by the standard ISO 55000,
the Maintenance Management Model (MMM) can help to align with the demands of the
requirements expected by this standard. It is important to understand that the
fundamental objective of the MMM is to provide a path that helps to order and optimize
the key processes of maintenance management, not to fall into the error of confusing the
MMM and use it as a guideline for the implementation the ISO 55001 standard (Parra
and Crespo, 2015, Crespo, et al., 2018). Finally, the MMM can help organizations to
improve their technical processes (effectiveness) and maximize the profitability
(efficiency) of assets throughout their useful life cycle.
II.5. BIBLIOGRAPHIC REFERENCES
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September 2010].
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Dekker.
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Asset Management. Techniques and Methods for Complex Industrial Systems. Springer
International Publishing. ISBN 978-3-319-58045-6, Germany.
- Crespo Márquez A, 2006. The maintenance management framework. Models and
methods for complex systems maintenance. London. Springer Verlag.
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September 2010].
- Kaplan RS, Norton DP, 1992. The Balanced Scorecard-measures that drive
performance. Harvard Business Review, 70 (1): 71-9.
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Congress of reliability, first edition, Spanish Association for the quality, M-45074-
2011, Vol. 1, No. 8, Zaragoza, Spain.
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Heinemann.
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la Gestión de Activos. Desarrollo y aplicación práctica de un Modelo de Gestión del
Mantenimiento". Segunda Edición. Editado por INGEMAN, Escuela Superior de
Ingenieros Industriales de la Universidad de Sevilla, España.
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Cost Analysis (LCCA). A review of basic models. Safety and Reliability for Managing
Risk. Guedes Soares & Zio (eds.), Taylor & Francis Group, London, ISBN 0-415-
41620-5, p.2203-2214.
- Parra C., 2002. Application of the technique of hierarchical process analysis (HPA) in
the systems of refining and production of the Venezuelan oil industry. PhD Course in
industrial engineering. Modern management of production systems. University of
Seville, Spain.
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- PAS 55-1, 2004. Asset Management. Specification for the optimized management of
physical infrastructure assets. BSI: United Kingdom.
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United Kingdom.
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physical assets. BSI: United Kingdom.
- PAS 55-2, 2008. Asset management. Guidelines for application of PAS 55-1. BSI:
United Kingdom.
- Pintelon, L.M. & Gelders, L.F, 1992. Maintenance management decision making.
European Journal of Operational Research; 58:301-317.
- Prasad Mishra, r., Anand, D. & Kodali, r., 2006. Development of a framework for
world-class maintenance systems. Journal of Advanced Manufacturing Systems; 5 (2):
141-165.
- Kings-Picknell J, 2007. An introduction to PAS 55 - Optimal Management of Physical
Assets. Works Management Tutorial, London.
- Internet: TWPL. The Woodhouse Partnership at http://www.twpl.com/ [view October
of the 2011].
- IF PAS 55, 2008. Publicly Available Specification, London.
- ISO 55000: 2014, Asset management - Overview, principles and terminology
- ISO 55001: 2014, Asset management-Management systems-Requirements
- ISO 55002: 2014, Asset management-Management systems-Guidelines on the
application of ISO 55001
- UNE 16646: 2013, Maintenance within physical asset management
Authors:
PhD. MSc. Eng. Carlos Parra Márquez (Venezuela)**
PhD. MSc. Eng. Adolfo Crespo Márquez (España)
**Email: parrac@ingecon.net.in
www.linkedin.com/in/carlos-parra-6808201b
Gerente General de IngeCon (Asesoría Integral en Ingeniería de
Confiabilidad)
Representante de INGEMAN Latinoamérica
www.confiabilidadoperacional.com
www.ingeman.net
E-mail: parrac@ingecon.net.in
parrac37@gmail.com
www.linkedin.com/in/carlos-parra-6808201b
Grupo de Ingeniería de Confiabilidad Operacional
https://www.linkedin.com/groups/4134220
https://www.youtube.com/c/CarlosParraIngecon
Universidad de Sevilla, Escuela Superior de Ingenieros
Doctorado en Ingeniería de Organización Industrial
www.ingeman.net https://ingeman.net/?op=profesores
