How ISO 55000 and Asset Management are Changing the Definition of Lubrication Excellence

Introducing ICML 55

Jim C. FitchInternational Council for Machinery Lubrication (ICML)Noria Corporation

By now most people in maintenance and reliability have heard about ISO 55000 and asset management. When I first heard about ISO 55000 I was apathetic, cautious and very much unconvinced. But I kept thinking about it. I thought about the fact that there was a missing element in what I’ve been doing the past 40 years, i.e., teaching people about methods, tools, philosophies of lubrication and maintenance.

The missing element was the purpose, the structure and the glue that binds it all together. It was that special something that makes sure people, in the care of machines, do the right things right, the first time and every time. It’s the glue that brings it all together into a single cohesive purposeful system. The glue brings it together and holds it together.

After all, poor machine reliability when driven to the root causes can be associated with many factors that fall outside the domain of operations and maintenance. How does maintenance and reliability address root causes that are outside the addressable bounds of their jobs?How do we achieve real progress and then sustain that progress? Not allowing a relapse to the old business as usual?This awareness has brought things to the current state of asset management; the subject of my paper today.Many of you are perhaps at that stage today.

ISO 55000 puts reliability, maintenance and lubrication on a much bigger stageIs a proper and definable framework for these activities. A critical framework.

Asset Management can best be described by what it looks like when it is absent …

Before Asset Management• Confused Priorities• Organizational Disharmony• Fiefdoms and Activity Silos• Dysfunctional Business Culture• Chaos• Flavor-of-the-Month Initiatives• Disjointed/Fragmented Activities• Poor Communication• Pet Projects• High Management Turnover• Blame Game• Tribal Knowledge-based Work

Impact on Assets/Organization• Wasted Resources (People,

Energies, Materials, and Products)• Low OEE (Overall Equipment

Effectiveness)• High Operating and Repair Costs• Short Machine Service Life

(Life Cycle)• High Cost of Ownership• Low Return-of -

Net-Assets (RONA)• Hidden Plant

(Under Utilized Capacity)• Commodity Hell

(Low Margins)

Common Bad Apples: Leadership and Business Culture

Of course everything on this list is not caused by poor asset management, but there is snowballing and collateral damage.Bad applies spoil other applesMuch of this is the product of bad leadership and business cultureSome organization have excellent asset management but haven’t assigned that name to what they do instinctivelyOthers need to have it taught or spoon fed to them. They know what they want they just don’t know how to get it.What they want is the opposite of what is listed on both sidesOne begets the otherWhat’s on the left (at a moderate degree or a high degree) causes what is on the right (at a moderate degree or a high degree)Let’s define the meaning of a couple terms …

The cause of so many failures originate at the top:

• Business culture• Human capital issues• Turnover• Buying cheap• Cutting maintenance budgets to the

bone (staff, tools, equipment)• Cutting training budgets• Communication issues (objectives,

plan, roles, etc.)• Documentation issues• Planning issues• Short-term focus• Conflicting goals/agendas• General management ignorance

What has Root Cause Analysis (RCA) Taught us?

Failure is a great teacher. But we have to be a good student and apply why we learn. Because the cause of so many machine failures originate at the top this is a good place for asset management to begin. An overarching organizational asset management system gives focus to asset management at all levels. The forest and the trees.

We may be looking for a root cause in the bottom tier to find something or someone to blame. However, the real problem hides at the top. It radiates its influence downward causing systemic, chronic problems below.

For instance, if the apparent cause of a gearbox failure is the use of cheap, dirty oil that didn’t get changed on time. How is that corrected is management doesn’t provide the budget for better oil, better filters, and training on the importance of changing the oil and filter on time.

Definition of Key Terms

Ref: ISO 55000, PAS 55

Asset Management Image

AssetAn item, thing or entity that has potential (future), or actual, value to an organization…and can be tangible or intangible, financial or non-financial.

Asset ManagementInvolves the balancing of costs, opportunities and risks against the desired performance of assets, to achieve the organizational objectives.

Asset Management SystemA system which provides a structured approach for the development, coordination and control of activities undertaken on assets by the organization over different life cycle stages, and for aligning these activities with its organizational objectives.

ASSETMANAGEMENT

Accountants define assets as anything that is owned today that has future value. In order for that future value to be realized it most be managed and cared for today. This is includes the protection of critical assets by operations and the proactive and reactive care of our assets by maintainers (inspection and preventive maintenance). Assets are the bedrock of all organizations. Asset management is about a plan of action to insure assets have future value. How can this be done at the lowest life-cycle cost?It’s all about:• What we do but shouldn’t do• What we don’t do but should do

Asset management is about optimization, the balancing of activities and decisions of an organization related to assets. And, achieving the desired results confidently and sustainably. It’s also about developing an asset management plan.

The asset management system executes the asset management plan. This is how asset management is enabled.

A Crisis of Unconscious Incompetence

What are the enemies of lubrication excellence and asset management?The false belief that “all is well”. Ignorance is bliss. Living in a state of delusion or denial.AM achieves sustainabilityUnconscious Competence is a state of sustainability. As does training and certificationAs does documentationAs does reassessments done periodicallyAM steady’s the ship after change. Prevents a relapse of incompetency

This diagram is basically a view of the steps of asset management. Unconscious incompetence is the start. Someone gives us a standard that identifies our shortcomings and incompetence. We follow the standard. It’s like paint by the numbers. We customize it to our organization. We now have Conscious Competence. We aren’t done. We are highly at risk of relapsing to the oil business-as-usual. We need sustainability. The concept of sustainability is the true gift of asset management. It achieves unconscious competence.

Enter ISO 55000 -- 1 Book; 3 Standards

(43 Clauses)ISO 55000

Principles and TermsISO 55001

Requirements for Certification

ISO 55002Narrative on How to Achieve Compliance

ISO 55000; sets a foundation. Defines critical terms. Establishes purpose and philosophy

ISO 55001 are the requirements that need compliance. It’s like an engineering specification for asset management; but it reads like tax code or a book of regulations. It’s a hard read and lacks example and specificity. It is structured after ISO 9001 and other similar standards. It is the unchanging rule book. The pinnacle standard.

ISO 55002 is a guidelines book. It reads in more plain English and explains in more practical terms what organizations need to do to comply with the requirements. It is something like ISO 55000 for dummies.

PAS 55* is the Predecessor to ISO 55000 for Physical Assets

PAS 55-1 Specification for the Optimization of Physical Assets

PAS 55-2 Guidelines for the Application of PAS 55-1

Structurally Derived from ISO 9001

Condensed

Organizational Objective and Plan

Asset Management Policy and Objective

Asset Management Plan

Implementation of the Asset Management Plan

*Physical assets include mechanical machines, electronic devices, facilities and urban infrastructure

*PAS 55:2008 is withdrawn standard published by the British Standards Institute (BSI)

We started in the middle (PAS 55); we jumped to the top (ISO 55000); I’m going to finish by bringing us back to basics (ICML 55)

PAS 55-1 shares an almost identical structure to ISO 55001 for requirementsLikewise PAS 55-2 roughly mirrors ISO 55002 (recently revised and expanded)These standards do not address the all-important life cycle details of the last stage in this block diagramThey talk about life cycle but don’t address it. No specificityPAS 55 was withdrawn so as not to compete with ISO 55000, BSI is a national standards body. PAS 55 was not withdrawn because it was a defective standard. It is still the preferred asset management standard by many in the reliability community.The words in the boxes are in the vernacular of BSI/ISO standards. The words on the right more simply stated.

Defining and Benchmarking Cross-Functional Organizational Excellence

ISO 31000

ISO 55011

ISO 14000

ISO 21469ISO 22000

ISO 41000ISO 45000

ISO 9001

ISO 55000

Companion Standards

Management of Government Assets

Quality

Risk Management

Facilities Management

Environmental Management

Occupational Health and

Safety

Food Safety

Asset Management

ISO Seeks to Harmonize Structure and Objectives of Companion Standards for Organizations … No Bad Apples …

they Propagate

An organization that embraces compliance to all these standards protects against the risk of bad applies corrupting the business and its culture. It achieves sustainability. How does it make sense to not have a cohesive organizational program across: safety, quality, asset management, environment, etc. Bad applies propagate. Bad culture propagates. Bad management propagates.

Key Principles and Attributes of Asset Management

Ref: ISO 55000

integrated

sustainable systematic

holistic

optimal systemic

risk-based

Holistic: Looking at the whole picture. Top down. Alignment to organizational objectives.

Systematic: A documented, programmatic approach of consistent, repeatable and auditable decisions and actions. Steadies the ship influenced by change.

Systemic: Viewing assets as a system working together to achieve organizational goals and objectives.

Risk-based: Asset management is risk management. Focuses on understanding risks and applying resources and activities to manage and control risks.

Optimal: Establishing the best value compromise between competing factors, such as performance, cost and risk, associated with the assets over their life cycles.

Sustainable: Sustainability must be enabled: standardized work, change management, audits and re-assessments, measurement, culture

Integrated: Transcending the principles of asset management throughout the organization. Cross functional. Forest andtrees.

Holistic: top down. Aligned with organizational goals/objectives. All inclusiveSystematic: A consistent and effective method to achieve the desired asset management. Programmatic. Documented. It steadies the ship that is influenced by change. Systemic: Viewing assets as a system and interactively deployed to achieve and sustain organizational goals. All assets that work together cohesively as a system.Risk-based: Examining and measuring risks including the probability of failure (how slippery is the slope) and the consequences of failure (how far the fall). Fully understood risk creates a foundation achieving optimized risk and cost control. Asset management is risk management.Optimal. Not maximizing reliability but optimizing. Not doing asset management at the lowest cost but rather cost balanced with risk and achieving organizational objectives.Sustainable. Proactive, not reactive. Aspirational; aspiration-driven, not crisis-driven. Planning based. Investing in the future. Nurturing. Training and certification enables sustainability. Periodic assessments confirms sustainability. No drift back to old ways. Documentation, certification (of asset management) and auditing (to verify compliance) enables sustainability. Not dependent on tribal knowledge.Integrated. Asset management is everyone’s responsibility. Reliability is everyone’s responsibility. Cross-functional. Forest and the trees.

View from the Top… Why Should Asset Owners Care? What is the Value Proposition … Benefits and Outcomes? In Search of the Hidden Plant.

RE

F: I

SO

TC

251

Asset Management

Better Asset Performance

Improved Asset Value

Effectively Managed Risk

Organizational Development

Greater Stakeholder Confidence

and Reputation

Reliable Decision Making

Safety

Lower Business Interruption

Better Planning and Control

RONA (Return of Net Assets)

Sustainable Operations

More Competitive

MaintainableReliable

Available

Information Management

Cost Control

Optimization

Brand image

Financial Performance

Business Culture

EfficiencyBreak Down SilosAlignment

Asset management has a strong value proposition. The benefits statement is loaded. In search of the hidden plant. 2 plants at 50%

At the very, very top are measures such as: market cap, earnings per share, shareholder value, P/E ratio, long-term prosperity.Tiered down from this are such things as: Better Asset Performance (go clockwise around) …Reliability: Utilization, uptime, Control: Proactive, aspiration drivenCapacity: work done, through put, speed of performanceEfficiency: teambuilding, rowing together, non waste,

Business purpose justification,

Asset management minimizes variability in use of assets

The asset management gameplan based on international standards (ICML 55.01, ISO 55001) provides an engineering specification for asset management excellence and lubrication excellence. It is a global expert consensus of what defines excellence. It

creates believers out of doubters.

The Ground is always Shifting … So must Asset Management

State of Economy

Production Needs

TechnologiesAsset

Portfolio

AgingMachine

Management of Change

RisksLoads

SpeedsThroughput

Failure Modes

Tasks

Continuous Improvement

IndustrialInternet Of

Things (IIOT)

Procedures

Tools

Knowhow

Materials

Suppliers

Staff Turnover

Dynamic, efficient real-time response to change. Change management. Continuous improvement while also steadying the ship. Changing environment. Global economy shifts. Swinging economic pendulum. Technology obsoletes aging assets. Environmental pressure..

LIFE IS THE SUM OF OUR CHOICESWhat specific choices are needed to achieve world-class asset management? Do we need an advisor? Master plan? What are the benchmarks?

Paint by the numbers or just blindly charge ahead?Do we need a guide/advisor for asset management? Someone who knows the way? Maybe a travel guide?

Getting to a State of Unconscious CompetenceStructured and Planned Approach to Change and Asset Management

Current State

World Class Asset

Management

AB

C

A: Attention-Deficit (successive scrubbed missions)B: Ready Fire Aim (we can just wing it!)C: Ready Aim Fire (plan and control approach)

Attention-deficit: boomerang effortsIt’s easy to think you know how to fix things. Lots of people have tried. Crossing the chasm seems easy but it’s not.

A. This is the most common; successive scrubbed missionsB. Ready fire aim. Going by the seat of your pants. No preparation, no structure, no plan.

Just winging itC. Plan and control. An engineered approach.

Missing Words from PAS 55-1* and ISO 55001

These standards describe big-picture requirements and codification of asset management. They don’t provide a prescriptive game-plan to achieve the Optimal

Reference State or specific benchmarks needed for compliance of lubricated mechanical assets. Asset management must be enabled.

How frequently do the following words appear in these documents?

*With

dra

wn

sta

nd

ard

How do we paint by the numbers to achieve the stated goals of reliability, etc. Note, the new and revised ISO 55002 brings ISO 55001 closer to PAS 55 for physical assets.

In 2017 the International Council for Machinery Lubrication (ICML) Began the Construction of a New Consensus Standard for Lubricated Mechanical Assets

The ICML Board Solicited Help• 43 Subject Matter Experts in

Lubrication, Reliability and Asset Management

• 8 ICML Boards Members and Executive Director

• 32 Trainers & Consultants• 9 Book Authors• 39 Separate Organizations• 15 Countries

List of Authors and Contributors of ICML 55

Ref: ISO 55000

Reviewer Affiliation Country1. Drew Troyer Sigma Reliability USA

2. Jim Fitch Noria USA3. Leslie Fish ICML USA4. Rendela Wenzel Eli Lilly USA5. Bryan Johnson APS USA6. Rich Wurzbach MRG Labs USA7. David Lange AAPG USA8. Yuegang Zhao Spectro USA9. Alec Meinke Blue Buffalo USA10. Alessandro Paccagnini MecOil Italy

11. Esteban Lantos Laboratorio Dr. Lantos Argentina

12. Jian Ding LubroSoft China/ Australia

13. Jesus Terradillos Tekniker Spain14. Rudiger Krethe OilDoc/

OelCheckGermany

15. Giuseppe Adriani MecOIl Italy16. Bruce Hawkins Emerson USA17. Torbjorn Idhammer IDCON USA

18. Ian McKinnon Reliability Solutions USA

19. Jason Trantor Mobius Australia20. Graham Fogel Gauseng So. Africa21. Art Durnan XRT Consultants USA

22. Ben Staats West Frazer Canada

Reviewer Affiliation Country23. Mary Jo Cherney General Electric USA

24. Gerardo Trujillo Noria Latin America

Mexico

25. Mike Johnson AMMRI USA26. Mark Barnes Des-Case USA27. Martin Williamson KEW Engineering UK

28. Kevin Slater KJ Slater & Assoc. Canada

29. Wes Cash Noria USA30. Jeremy Wright ATS USA31. Wayne Dearness Oil & Toil Australia

32. Matt Spurlock Allied Reliability USA

33. Brian Ramatally CASL Group Trinidad Tobago

34. Juan Lee Center for Reliability Exc.

Philippines

35. Bennett Fitch Noria USA36. Jerry Putt Consultant/ Trainer USA

37. Kenneth Bannister EngTech Industries Canada

38. Mattieu Berlinguette Laurintide Canada

39. Michael Hooper Consultant/ Trainer New Zea-land

40. Bob Scott Lube Works Canada41. Udey Dhir VAS Tribology India

42. Brian Schmidt Chevron USA43. Lance Besinger Allied Reliability USA

Stratosphere of Asset Management

ICML 55LubricatedMechanical

Assets

ISO 55000(All Assets)

• Helicopter view• Goal sheet• Game plan

• Asset categories• Which assets?

• Tactical asset management

• Enablers• Lifestyle changes

Industries:• Nuclear• Transportation• Food

Processing• Government

Asset Types:• Mechanical• Electronic• Infrastructure• Rotating

Equipment

Activities:• Condition Monitoring• Outage

Management• Asset Design &

Manufacturing• Service Providers• Inspection

Physical Assets (PAS 55*)

Intangible Assets

FinancialAssets

Etc.

Upper Stratum

Center Stratum

Lower Stratum

Many cross-sectional views of the enablers in the Lower Stratum

Introducing ICML 55…

*Withdrawn standard

ISO 55000 is your North Star. ICML 55 commands the ship that gets you there.

Upper stratum: what we need to do and whyLower stratum: how we do it, block and tackle, lifecycle focus, high granularity. Deployment of lessons learned

ICML is in draft form. It is a work in progress. Targeting Q4 rollout.

Other similar standards are being written along the lower stratum. These include: (read what’s in the blue blocks}

ISO 55000 is your North Star. ICML 55 commands the ship that gets you there.

Coverage of Standards for Mechanical Asset Management

PAS 55-1*

ISO 55001

ICML 55.1

Tactical

Strategic

Holistic

Degree of Specificity Low High

• ICML 55.1 does not replace, complete and technically conflict with ISO 55001

• Instead, it is an enabling standard

• Each clause of ICML 55.1 aligns and supports one or more specific clauses of ISO 55001

• ICML 55.1 delivers a high degree of specificity (detail) at a tactical level for lubricated mechanical assets

Role of ICML 55 in the Asset Management Space

*With

dra

wn

sta

nd

ard

ISO 55001 focuses on the organization and a holistic state of asset management. It provides no specificity for individual asset types.

PAS-1 is also holistic but also provides strategic elements related to physical assets. It provides no specificity related to reliability, maintenance, condition monitoring, lubrication, etc.

ICML 55.01 is a companion standard to ISO 55001. It doesn’t repeat the holistic requirements adequately address in that standard. Instead it provides specificity on maintenance and lubrication, etc.

8.2 Management of Change9.1 Monitoring, Measurement, Analysis

and Evaluation9.2 Internal Audit9.3 Management Review10 Improvement

8.1 Operational Planning and Control

8.3 Outsourcing (control)Management of Change

7.1 Resources7.2 Competence7.3 Awareness7.4 Communications7.5 Information Requirements7.6 Documented Information

4.3 Determining the Scope of the Asset Management System

6.2.1 Asset Management Objectives

4.1 Understanding the Organization and Its Context

4.2 Understanding the Needs and Expectations of the Stakeholders

5.1 Leadership and Commitment5.3 Organizational Roles,

Responsibilities and Authority

ISO 55001: Requirements Overview

4.4 Asset Management System6.1 Actions to address Risks and Opportunities for

the Asset Management System

Start with the green circle and go clockwiseClauses of the requirements standard on periphery

4.6 Performance Assessmentand Improvement

4.6.1 Performance and Condition Monitoring

4.6.2 Investigation of asset-related failures, incidents and nonconformities

4.6.3 Evaluation of Compliance4.6.4 Audit4.6.5 Improvement Actions4.6.6 Records

4.5 Implementation of AssetManagement Plan(s)

4.5.1 Life Cycle Activities4.5.2 Tools, Facilities and

Equipment

4.3 Asset Management Strategy Objectives

4.3.1 Asset Management Strategy4.3.2 Asset Management Objectives

4.2 Asset Management policy

PAS 55-1*: REQUIREMENTS OVERVIEW

4.4 Asset Management Enablers and Controls

4.4.1 Structure, Authority and Responsibilities

4.4.2 Outsourcing of AssetManagement Activities

4.4.3 Training, Awareness & Competence4.4.4 Communication, Participation

& Consultation4.4.5 Asset Management System

& Documentation4.4.6 Information Management4.4.7 Risk Management4.4.8 Legal and other requirements4.4.9 Management of Change

ICML 55.1: REQUIREMENTS OVERVIEW

7.0 Performance & Assessment Review7.1 Condition Monitoring7.2 Failure Investigation7.3 Audit7.4 Improvement Actions8.0 Management Review

6.0 Implementation of Lubrication Management Plan

6.1 Life Cycle Activates6.2 Tool Facilities & Equipment6.3 Lubrication Support Facilities6.4 Work Tools, Instruments & Consumables

4.5 Lubrication Management Plan4.6 Lubrication Systems Design4.7 Lubricant Selection4.8 Lubricant Supplier Selection4.9 Lubrication Tasks4.10 Health & Safety4.11 Sampling & Analysis4.12 Inspection5.0 Enablers & Controls

4.2 Lubrication Management Policy4.3 Lubrication Management Strategy4.4 Lubrication Management Objectives

ISO 55000 4.1, 4.2, 5.1, 5.3PAS 55 4.2ICML 55 4.1, 4.2, 4.3

UNIFICATION—3 Standards; 1 Objective

HolisticAll Assets

StrategicPhysical Assets

TacticalLubricated

Mechanical Assets

Aligning and Collapsing the Strata to Achieve a Unified Asset Management Objective

All main AM categories align between the standards

Tactical Asset Management Achieved

ICML 55 provides an optimized engineering specification for the optimized management of

lubricated mechanical assets

Implement Manage

Reassess

Best Practices (ORS) Skills Training

•Procedures Deployment •PM Tasks, Work Scheduling, Lube Routes

• Equipment Modification• Lube Selection

and Consolidation

Continuous Improvement

• Supervision and Coaching

Assess

Identify Opportunities

• Field practices• Lubrication

Engineering• Contamination Control• Oil analysis• Training • Cultural Awareness

Design

Best Practices (ORS)

• Machine Review• Equipment Mods.• Lube Selection• Lube Procedures• Contamination Control• Oil Analysis• Storage• Lube Routes• Database• Work Planning

ICML 55 Compliance & Certification Here

ICML 55 7.3 4.0 & 5.0 6.0 7.0 & 8.0

This is the implementation sequence for ICML 55. The ICML 55 clauses are referenced above. Not where the certification occurs if compliant. Not also the need for periodic reassessment to achieve sustainability.

Tactical Asset Management … in the Context of Machine Criticality and Risk

The Overall Machine Criticality (OMC) Matrix illustrates how ICML 55 compliance related to lubricant selection, lubrication methods, contamination control and oil analysis can bring a machine’s risk (OMC) profile down from 40 to 5

Only Addressable by Early Warning and Redundancy

Addressable by the Lubrication Asset Management Plan (ICML 55)

We have little control over the consequences of machine failure, early warning helps as does machine redundancy. How do we move the OMC value to a lower value to reduce risk? This is done from the elements of the Failure Occurrence Factor (FOF). See next slide.

ICML 55 Execution Enables Reliability & Lowers the Likelihood of Machine Failure

* These elements directly affect machine reliability and rise; the Failure Occurrence Factor (FOC)

What’s addressable? Aligning the gameplan for AM with the benefits we seek.

RCA has taught us why machines fail prematurely and with minimal or no warning. These lessons have given us great insight to the addressable and controllable conditions that can sharply reduce the probability of failure (Failure Occurrence Factor). What we can control on the left (ORS attributes). Across the top are the elements that cause premature machine failure (sub elements of the FOF). This relates directly to the previous OMC chart. Note the corresponding ICML 55 clauses on the right.

The Benefits from ICML 55 TransformationRelated to Reliability, Maintenance Costs, Safety, and the Environment

The benefits of the ICML 55/ORS attributes go beyond just machine lifecycle extension. Other benefits include cost of lubricants and consumption, condition monitoring (early warning), safety, waste disposal, environment and energy consumption. Controllable attributes on the left. Benefits across the top. See legend. Corresponding ICML 55 clauses on the right.

Asset Management Journey Time Horizon

Months

10 20 30 40 50 60

Months

ICML 55 Planning

Assessmentof Current

State

Engineering the Optimum

Reference State

Deploy and ExecuteThe Optimal Reference

State

PAS 55-1 Stages

Whole Program ISO 55001

Full Compliance & Certificationof ICML 55.1

Full Compliance & Certificationof PAS 55-1

Full Compliance & Certificationof ISO 55001

Development of other ICML 55 Asset Management

Requirements

Example of how to start and sustain the AM journey. Rome was not built in a day. Slow and steady wins the race.

Maturity Continuum through 12 ICML 55.1 Elements

ICML.55-1

ICML.55-2

ICML.55-3

ICML.55-4

ICML.55-5

ICML.55-6

ICML.55-7

ICML.55-8

ICML.55-9

ICML.55-10

ICML.55-11

ICML.55-12

Pre-Assessment 1st Test Assessement Minimum Compliance 100%

Start

State of Progress

Compliance

1. Skills. Job/Task Skills, Training and Competency

2. Machine. Machine Lubrication and Condition Monitoring Readiness

3. Lubricant. Lubricant Selection4. Lubrication. Routine and

Periodic Lubrication Tasks5. Tools. Lubrication Support

Facilities and Tools6. Inspection. Machine and

Lubricant Inspection7. Oil Analysis. Lubricant

Analysis and Condition Monitoring

8. Troubleshoot. Fault/Failure Troubleshooting and RCA

9. Waste. Lubricant Waste Handling and Management

10. Energy. Energy Conservation and Environment

11. Reclaim. Oil Reclamation and System Decontamination

12. Management. Program Management and Metrics

Orange line is the minimum required performance to meet compliance (tolerance 10%). Track maturity from beginning to end. This is your ICML 55 dashboard.

Asset Owners

Assessor/ auditor service providers**

Certifying Bodies(non-profit)

American National Accreditation Board

(ANAB)

Compliance and Certification

1. Pre-assessment and Gap Analysisa) Self-assessmentb) Independent assessor

2. Formal Assessmenta) By a licensed or certified 3rd party auditorb) Auditor must conform to ISO 19011c) Three-year certificate of compliance

• National Accreditation Body• Accredits Certifying Bodies

ISO 17021(defines certification conformity)

ISO 19011 (provides an auditing guideline and defines auditing conformity)

• Candidate for Certification

• ISO 55001• PAS 55-1***• ICML 55.1

ISO 55001Certification Scheme*

* The certification scheme is determined independently in each country by their National Standards Body (BSI, ANSI, JAAM, etc.). ISO does not certify or police certification activity.

** An assessor is an internal or contract assessor of compliance. An auditor is approved by the certifying body to determine compliance and certification.

*** Withdrawn standard

Go down No. 1 and No. 2 on the left firstNext follow the cascade down on the right. Note ANSI assigns the National Accreditation Body, i.e., ANAB.See the footnotes.

Let’s Talk about Sustainability

Ref: ISO 55000

It is not the strongest species that survive, not the most intelligent, but the ones most responsive to [sustained] change – Charles. Darwin

What does sustainability mean? Why invest in change if you’re not willing to invest in the sustainability of that change?

Saboteurs of Sustained Change:• Work fraught with tribal knowledge• Stubborn, aging workforce• Shifting ground issues• Management revolving door• Change of ownership• Dysfunctional business culture• Misaligned business objectives• Poor communication• Poor documentation• Winging it

Agents of Sustainability:• Training and certification testing of crafts• Standardized work and procedure-based

maintenance• PM optimization• Management-of-change• Audits and re-assessments• Measurement: KPI, metrics, etc.• Well-defined goals and objectives• Well-understood business plans and

policies• Peer pressure• Asset management

Ever try to break a bad habit or loose weight? It requires change. Ever end up going back to your old ways? This is what is meant by change without sustainability.

AssetManagement

ISO 55000 / PAS 55(the forest)

When is Asset Management Achieved?

ICML 55. What’s Achieved? The machine achieves the desired service life. It is maintainable. It is reliable. It is available. It is energy efficient. It cost of maintenance is

optimized. Maintainers and operators are competent in performing tasks.

Managing Assets(the trees)

A?

B?

A?B?A + B?

Where should it begin?• Top down?• Bottom up?

You can’t have a world class quality forest without quality and sustainably nurtured trees. Answer is A + B. Start at the Top and the Bottom.

Additional Information on Asset Management

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