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A Model for Optimizing the Life Cycle of Physical Assets based on a Circular Economy Approach

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Abstract

In the past years, Asset Management (AM) was normally described as maintenance management; their focus was on programs, procedures, and other tasks to optimize the organization’s assets uptime. Nowadays, when considering asset management, an active life cycle management of the major assets must be taken in consideration and components considered from the cradle to the grave. On the other side, some other points must be taken into consideration when performing asset management. In the past, only a few assets were considered to be managed; this old approach brings a few weaknesses. A new approach must consider all the assets as part of the organization. Even if their role after analyses is not pivotal, it is important to know them, and plans must be made for those assets, even if they are not complex or detailed. When considering AM, there is a need to apply a Life Cycle Assessment (LCA). While doing so, many factors must be taken into consideration, focusing on reducing expenses and increasing sustainability in several aspects. Equipment with less environmental impact must always be considered and developed, while improving sustainability broadly. The principal function of asset management is to realize value from assets, but where to start? To obtain their major value, the ISO 55001 presents a set of plans. One of them is the Strategic Asset Management Plan (SAMP), which details the asset management objectives and explains their relationship with the organizational objectives and the framework required to achieve the asset management objectives. The SAMP needs to have a set of processes to realize the expected value. Asset management deals with different areas. It must have a clear way to communicate inside and outside the organization because every sector plays a vital role in the whole. On the other hand, the SAMP must provide tools to manage physical assets' life cycle. Those tools need to be quantitative to be easily measured. On the other side, the SAMP must be aligned with the organization's objectives. This alignment is communicated to ensure that external and internal stakeholders, at all levels of the organization, understand why asset life cycle activities and asset management activities are implemented. While building a SAMP, it is fundamental that it can be measured with the use of tools such as Balanced Scorecard (BSC) with adequate Key Performance Indicators (KPIs) that can bring a quantitative approach that can easily measure the quality of the SAMP. While using BSC there are four perspectives: Financial, Customer, Internal Process, and Learning and Growth, which perfectly fit the SAMP requirements.
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Thesis
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ISO 55001 defines a set of requirements that when implemented and maintained guarantee the good performance of an organization's asset management, responding to stakeholders needs and expectations and ensuring value creation and maintenance as well as a global vision of assets in a circular economy. Organizations where physical asset management is of major importance include all those that involves: facilities, machinery, buildings, roads and bridges, utilities, transportation industries; oil and gas extraction and processing; mining and mining processing; chemicals, manufacturing, distribution, aeronautics and defence. However, since ISO 55001 is a new standard in the global market, because it is intrinsically difficult to implement, a diagnostic model on the state of organizations can greatly help on the implementation. Before beginning to implement the ISO 55001 standard, it is necessary to verify whether the organization is ready to begin this task. It is usually necessary to fine-tune many aspects before starting a great task like this. But where to start? What aspects do I need to correct before starting the default implementation? This thesis proposes a diagnostic model to evaluate the state of organizations in relation to their potential to implement the ISO 55001. The diagnosis allows to identify the aspects of the organization that are ready to receive the new standard, the critical, the fragile and the weak points of the company that must be corrected. The diagnostic model is based on surveys, with several questions and with five possible answers. Each possibility of response has a quantification and a critical classification. The final result is a global positioning of the company with the identification of the various aspects to be corrected in order to be possible to implement ISO 55001. A radar chart provides a global "radiography" of the company diagnosis. The diagnostic template has been validated and the results are presented in the document.
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