A while ago a strong player in the world of oil and gas asked our vision and approach for a consulting project regarding the assessment, verification and effective management of corporate assets.
Now as usual, we like to simplify things, instead of making them more complicated. Let us tell you a little about the philosophy behind a project like this. Most importantly, Q management believes, that the (capital) assets of a company, IT, equipment, buildings, stores, vehicles or infrastructure should contribute to the effectiveness of an organization.
Organizations start with trust among its people and the enthusiasm these people have in achieving the objectives of the organization. In the achievement of these objectives, they achieve their personal objectives as well. That is, because the organization is relatively small, familiarity among the people is vast, the realization of the vision, mission and goals of the organization is clear, the trust in the leaders of the organization is great, so that everyone feels intrinsically motivated to achieve the objectives together.
In this phase, people are hired on the basis of this trust. They feel from the inside out, what needs to be done, what may be expected of them, what to do to achieve the individual and organizational objectives, without having to explicitly state, communicate and uphold them.
Upon entering the next phase, it is vitally important, that the unwritten activities and procedures become written ones, because the organization will become too large
to manage them purely on the basis of the still existing trust. That is why in this phase, unwritten asset management needs to be initiated, defined, communicated and upheld, so that the growth of the organization doesn´t lead to ambivalence and confusion about what the organization expects of its assets and how they contribute to the strategy and objectives of the organization.
In these cases, organizations make a conscious decision to move towards defining an AM strategy, structure and system to define a portfolio and an AM system, verify all current assets, and recommend update of processes and train staff accordingly. This will prove to be an effective strategy in an early organizational development stage.
Because of this decision, and the essence of the scope of work, the activities at hand have a logical progression.
So our main questions in a project like this are dealing with processes and procedures lead to finding out, how 'things got this way'. Also, it is vital to build up a database with all assets in and of the organization. This portfolio functions as a checklist to determine the current situation and check all locations of the organization. It will provide us with a gap analysis between the real current situation and the administrative situation. An inventorization step to identify the starting point for achieving a true asset management systematic in the organization. Current asset registration practices need to be inventorized, reviewed and updated to fit the current and future scope of the organization, resulting in a new AM strategy, policy and system.
The processes by which assets enter the organization and are used in them cover almost all, ranging from business management and their strategic and operational decisions, supply chain management, procurement, stores, operations, engineering, maintenance, finance, IT, you name it! Understanding what the true needs and functionalities of these processes are, ultimately leads to reaping the fruit of our labour; both low-hanging fruit, the short term, quick results, that immediately show the benefits of a project, but also the bigger, larger fruit that hangs high in the trees, which provides for sustainable growth and strategic results in the longer term.
Secondly, existing assets need to be inventorized, so that there is a clear picture on the current assets of the organization. The matching of the existing assets in this step with the new AM strategy and policy will thereby create the current portfolio of assets within the new AM system.
Thirdly, in establishing a (preliminary) database, we define requirements for an automated system. We call these the "need-to-haves", "wanna-haves" and "nice-to-haves". Through these requirements, we identify potential software solutions and recommend the most appropriate one(s) for the organization.
Fourthly, we define the change management process to move to the new asset management strategy. Also, the consequent training of staff and the provision of service support for a dedicated period after the implementation date needs to be defined.
Finally, the actual change management results in the physical coding of all current assets on location. A labour-intensive, but essential part of the process in which we fit the current portfolio with what is there... It makes for the final check and update of the asset portfolio.
Most importantly, this organization is receiving Q management's result certification! We certify organizations as QMAM on the basis of ultimate results in those organizations. Want to find out more about QMAM or get your QMAM certification? Drop us an email, leave a message, fill in the form on the website, or give us a call!