Management Systems (Single or Integrated?)
The world and ISO – International Organization for Standardization, in particular, move to a standard structure of Management System, Structured Change can strategically and tactically assist organizations to move to an Integrated Management System (IMS). By doing so achieve outcomes with the least amount of effort, lower cost and realized value (See Course Here)
Integration isn’t always the end goal. Some organizations strategically stay with an interfaced model because it allows for flexibility should they wish to divest part of an organization. The key to an Integrated Management System is to understand why an organization has elected to go down this path. Selling it as a cost saving is one way to get people on board, but selling an IMS as an opportunity to reduce complexity and confusion will tend to be embraced by the wider workforce and they will pull it along. Shifting from a compliance-driven IMS to a value focussed IMS fits with the principles of Asset Management and will form a foundation for an Asset Management System. (ie Section 10.3 Continual Improvement). Furthermore, an improvement in an IMS is usually a visible, tangible gain in value for the workforce, organization and external stakeholders.
Safety Systems – Considering the requirements of Work Health and Safety (WHS) and product safety assurance, safety needs to be embedded within processes and not remain external with a simple compliance focus. In mid-2018 ISO will release ISO45001:2018 Occupational Health and Safety which will replace the current industry standard AS / NZS 4801. This is an opportunity for organizations to raise the bar on safety, leverage Asset Management and converge their compliance efforts. There is data to support a strong correlation between Safety and Reliability. Perhaps getting home safely is equivalent to a piece of equipment not breaking down?
Quality System – ISO9001:2015 now has the same structure as ISO55001:2014. This is a great opportunity for organizations to converge existing knowledge with minimal effort and enable future gains in Asset Management System assurance. ISO55001:2014 – Section 4 is a great example of how the alignment between standards is saving effort and maximizing value. ISO9001 is the most widespread ISO standard. It is the expectation of auditors that an organization is in a position to explain how it intends to transition from ISO9001:2008 to ISO9001:2015. This is where Structured Change can assist. Don’t duplicate your efforts, leverage them.
Human Capital Management – The inception, design, management, and sustainability of people within an organization is often assumed and/or overlooked. From basic skills through to the leadership style of competencies, Structured Change has experience bringing human capital to the forefront for organizations (see ISO55001:2014 – Section 7.2). The world has embraced the need for standards around Human Capital. ISO/DIS 30414 Human resource management – Guidelines for human capital reporting for internal and external stakeholders is an example of a standard that will help Human Resource departments globally. Imagine in the not so distant future be able to truly have a portable, scalable, global workforce that is measured the same way. this makes it easier for organizations as well as providing employees an contractors certainty in their respective career paths.
Environment – The Environmental standard considers (harm and sustainability) to the environment and is very much understood and accepted around the world and across industries. Structured Change has experience in factoring Environment requirements into Asset Management support processes. ISO14001 complements ISO55001 and ISO9001 with their mirrored structures. Further to this Environmental Management places a key part in support analysis. Considering the environment in the early stages of sourcing is critical to not only the environment but also the bottom line of the organization.
Asset Management – The assessment and construction of roadmaps to pragmatically adopt ISO5500x while not impairing a business in the process. ISO5500x truly underpins the sustained delivery of value for organizations. With ISO5501 as the lead standard, the other standards merely need to articulate the delta of Safety, Environment, and Quality. (ie the other Life Cycles).
Asset Management (Finance & Accounting) – ISO55010 Guidance on Alignment of Asset Management, Finance and Accounting is a working draft (via TC251) and is in the early stages of development. This is an important standard because it will answer the question “Is Asset Management for Technical people or is it to do with the investment in Assets?”. When this standard is released it will be a capstone in Asset Management. It will enable Top Management (C and E Suite) to understand, acknowledge and support what the heart of the organization is trying to achieve. It will also enable Top Management to challenge the requests of shareholders against the desired balance of Cost, Risk, and Performance.
Organizational Data – ISO8000 is the global standard for Data Quality and Enterprise Master Data. This standard is not yet mainstream but it lays at the core for organizations being able to use data as the very foundation of decision making. Data is the evidence of a transaction, but in understanding what data is available, what data could be used creates a framework for reporting (information) “Reporting should be a byproduct of good processes, not a process in its own right!”
Risk Management – ISO31000 Risk Management is a standard that sits silently in the background compared to the other standards. The interesting thing is that most of the models used in Asset Management leverage ISO31000. The Capability Delivery Model (courtesy of the Asset Management Council) is an example of how Risk Management sits across a life cycle. Demand, through Requirements, Design, Delivery, Support, Operations, and Maintenance.
See our eLearning Course on How to Implement a Management System