The two scientific reasoning methods discussed in the literature are inductive discovery and deductive proof. Induction begins with fragmented details and moves towards a connected view of a specific situation; in contrast, deduc- tion starts with a view of a situation and then moves back to the particulars (Gray, 2004, 6). According to Bryman et al. (2014, 9) deduction is where the researcher formulates a hypothesis regarding what is known within a spe- cific domain (theory and practice) and then has to subject the hypothesis to empirical scrutiny. Induction is when generalisable inferences are drawn from observations and data.
Mutual exclusivity, however, does not exist within the inductive and deduc- tive process (Gray 2004, 6; Bryman et al. 2014, 9).
The introduction uses inductive reasoning to derive the research problem and questions. The first two phases of the research also use inductive reasoning to develop an initial proposed framework based on the premises found in the literature review.
A deductive process is followed in the third phase as the framework is pre- sented before conducting semi-structured interviews which are used to make inferences regarding the wider population of practitioners involved with main- tenance and AM within the RE sector. The findings are then used to deduc- tively validate the CMF.
3.4
Chapter Summary
This chapter contributes towards the fifth research objective stated in section
1.3:
• Devise a well-founded research methodology.
This chapter discusses the research approach, design, methodologies and methods of scientific reasoning during this thesis. The literature study, com- bined with relevant information obtained from practice, provides sufficient in- formation to propose a framework and supporting business processes and meet the research objectives. The next chapter discusses the CMF and supporting business process development.
Chapter 4
Central Management Framework
for Asset Care Plan Development
The whole difference between construction and creation is exactly this: that a thing constructed can only be loved after it is con- structed; but a thing created is loved before it exists. – Charles Dickens Chapter 1 Introduction Chapter 6 Conclusions and Recommendations Chapter 5
Refinement and Validation Chapter 4
Framework Definition Chapter 2
Literature Review
Chapter 3 Research Design and Methodology Introduction and Research Problem Conclusions and Recommendations Validated CMF Face and User
Validation of CMF Literature Review Proposed Solution
CMF
Design and Methodologies
Research Problem Evidence
Design
Conclusions
The literature analysis consists of Chapter 2, which discusses theAMdiscipline and maintenance management landscape, and reviews key challenges in the
SA RE sector. Together with practical experience a platform is established in
this chapter to propose an ISO 55000-compliant CMF that could be used to manage ACPs within a multi-technology portfolio of RE assets in SA. First, an overview of the CMF development is provided. Thereafter, each phase of the CMF is discussed in detail.
4.1
Overview
The literature analysis in Chapter 2 clearly indicates that the field ofAM and more specifically maintenance management is large and diverse. The novelty of the ISO 55000 series of standards and formalisedAMdiscipline, combined with the non-prescriptive requirements of the ISO 55000 series of standards, create a daunting challenge in developing operational or maintenance frameworks that are compliant to ISO 55000.
Asset Managers, owners and operators of REPPs in SA require structured
guidance on how to apply the ISO 55000 series of standards when developing the strategy and planning requirements, and developing a maintenance man- agement framework. The study provides an ISO 55000 series-aligned CMF
with key features that are expressed using supporting business processes that can be used to centrally manage ACPs.
This study provides detailed business processes that cover the AM frame- work establishment,Asset Care Plandevelopment, work planning and control, and competency management and continuous improvement.
The framework and supporting business processes are based on a thorough and broad literature base presented in Chapters 1 and 2. The Asset Manage- ment Framework phase is based on the GFMAM Strategy and Planning AM
subject group and in support of developing anOSP,AMpolicy,AMobjectives,
AM strategies, andAMPs while considering the requirements of stakeholders and the context of the organisation. Existing frameworks within the main- tenance field are modified for the Asset Care Plans Development phase to account for best practices in literature to ensure the ACPs are developed us- ing modern techniques and tools such asRCM and a CMMSwhile accounting for key issues faced within the RE industry in SA such as the lack of com- petency and access to information. Furthermore, detailed business processes are presented for the Work Planning and Control phase that are critical in planning, scheduling and executingACPs. The Competency Management and Continuous Improvement phase is also presented and takes into account the ongoing feedback required to improve the AMS, ACPsand the ongoing effort to build and retain organisational culture and competency.
The framework and supporting business processes are practical, provide a structured guideline and give a holistic approach to the problem and could be used to supportAsset Managers, owners and operators of REPPs to implement the framework and features.
This section provides an overview of the development of the framework and the supporting business processes. First the framework is presented and the framework features are discussed. Thereafter, the detailed supporting business
process that relates to each framework feature is discussed in sections 4.4,4.5,
4.6 and 4.7.