The section aims to guide the reader on the logic of the framework and the business process diagrams.
Logical section numbering
Number indicating the framework business process element step
In figure4.2 the number on the far left is the document section number while the number on the far right is the number indicating the framework
business process element, or the number indicating the framework
business process element step. The numbers on the far right are used within the framework and all business process diagrams as reference and not the section numbering on the far left. In the example the section refers to step 1.1.1 (Scope of the Asset Management System) of the business process element 1.1 (Context of the organisation) of phase 1 (Asset Management Framework). The numbering pattern can also be seen in figure 4.3.
Figure 4.3 orientates that reader regarding the overall framework. The phaserepresents each of the four phases within the framework. Each of phases is represented by business process that contains key process elements and each process consists of a number of steps in the process. The arrows in- dicate that the user can continue to the next phase/process/step, with feedback loops indicating that there are interdependencies between all the phases of the process.
Planning and Preparation - 2.1 Follow Up Tasks - 2.5 Scope - 2.2 COFCATs - 2.3 Standard Jobs - 2.4 Maintenance Planning - 3.1
Work Order Process - 3.4 Weekly Maintenance Scheduling - 3.2 Daily Maintenance Scheduling - 3.3 Competency Management - 4.1
Asset Care Plan and Asset Management System Improvement - 4.2 Scope of the Asset Management System
- 1.1.1
Organisational Context and Stakeholders Requirements - 1.1.2 Context of the Organisation - 1.1
Organisational Strategic Plan and AM Maturity - 1.2 Organisational Strategic Plan
- 1.2.1
Asset Management Maturity - 1.2.2
Leadership and Planning - Phase 1.3 Asset Management Policy
- 1.3.1
Strategic Asset Management Plan - 1.3.2
Asset Management Plan - 1.3.3
2.1.1 to 2.1.3 2.2.1 to 2.2.6 2.3.1 to 2.3.14 2.4.1 to 2.4.6 2.5.1 to 2.5.7
3.1.1 to 3.1.6 3.2.1 to 3.2.3 3.3.1 to 3.3.4 3.4.1 to 3.4.3
4.1.1 to 4.1.2
Key business process within phase
Step within key business process Feed ba ck / Feed -f o rw ard Phase Key business process element Step in the business process element Continue to next phase/process/ step Feedback Feed-forward loops Figure 4.3: CMF guidance
The business processes navigation is also explained in figure4.4. There is a clear indication of the start of the phase and business process as well as the start of the step in the business process. The start of the next step in the business process is also indicated. In the example in figure4.4 phase 4, the Competency Management and Continuous Improvement phase is started. Furthermore, the key process element Competency Management – 4.1 also starts here and immediately moves into step 4.1.1 which is Organisational
Culture – 4.1.1 that is then followed by the next step in the process, Team competency- – 4.1.2.
Asset Management team that manages anything within the scope of the
AMS
Define business objectives
Develop and achieve competency objectives Correct staff to develop
overall PM plans using RCM, etc.
Correct staff to develop solar technology PM plans
Correct staff to develop wind technology PM plans
Organisational Culture Organisational culture embedded? Evaluations performed against competency requirements? Develop competency framework for individuals and the organisation (AMS) Yes
No
No Yes
Gap analysis and results related to personal and organisational design and
AMS competency Organisational
Culture - 4.1.1
Start Phase 4:
Competency Management and Continuous Improvement
Start Business Process Element:
Competency Management - 4.1 Team competency - 4.1.2 Start of step in business process
Start phase and the business
process
Start of next step in business
process
Figure 4.4: CMF process step guidance
The context of the proposed solution is one where a centralised headquarters is responsible for the overall strategic management of a distributed portfolio of multi-technologyREpower plants, as seen in figure4.5. The centralised nature is selected as the assumption is that organisational functions encapsulated in the four phases of the CMF can be optimised by leveraging shared resources, knowledge and systems.
The HQ has core teams which would consist of top and senior management, an engineering team as well as the Remote Monitoring Center (RMC). The
RMCis a team which monitors and reports on plant performance and also per- forms maintenance planning and scheduling using the centralCMMS. The HQ team has access to high-speed communication networks with all the modern communication mediums such as telephones, mobile phones, tablet computers, internet and video conferencing facilities. Strategic, policy making and core engineering functions are retained at HQ level.
Wind Farm Distributed Solar PV Plant Distributed Engineering Team On-site Maintenance Team
Central Head Quaters Management Team
Remote Monitoring Center
Central Database Server Central CMMS Server On-site Maintenance Team Wide Area Network
CMMS Terminal
VOIP Telephony Mobile Phones Video Conference Tablet Computers
Wi-Fi
CMMS Terminal
VOIP Telephony Mobile Phones Video Conference Tablet Computers
Wi-Fi CMMS Terminal
VOIP Telephony Mobile Phones Video Conference Tablet Computers
Wi-Fi
Figure 4.5: Central headquarters with distributed assets under management
The REPPs are distributed and connected to the HQ via high-speed com- munication links and also staff who have access to modern communication mediums such as telephones, mobile phones, tablet computers, internet, video conferencing facilities and the centralised CMMS. The OSMTsare responsible for performing the maintenance and interacting with HQ teams.
The framework and business processes have been drawn in Microsoft Visio 2013 using the standard flow chart symbols and rule set. The complete frame- work and business processes are divided into the respective steps for illustrative purposes within the text of this chapter. The complete diagrams can be found
in appendix C. However, the text in these diagrams is too small to read and they are purely to illustrate what the process would look like should all the steps be joined in a single process diagram.