Phil Caffyn shares his key areas for small organisations to begin a journey towards a more Strategic AM setup. In this case, we are looking at small electrical distribution companies, serving 12,000 to 15,000 customers. 

Too often, people from small companies say "implementing ISO 55000 or AM best practices, that's only for the really large corporations, not for us". Well, Phil from New Zealand is here to tell you otherwise, and he can give you specific tips on how to get started!

Phil is one of our very experienced consultants at OHROS Group. Based in New Zealand, he works primarily in the New Zealand and Australian electric power industry, but also supports OHROS globally with asset strategy, regulatory strategy and best practices analysis. 

If your organization has assets that need maintenance, it is fairly certain you have some sort of CMMS (Computerized Maintenance Management System). Different types of data come together to do efficient maintenance, have the right spare parts, and ultimately to help management make informed decisions.

What are then the key questions for implementing a CMMS that truly adds value to the organization?

Johan Jansen van Rensburg, Reliability Expert from South Africa shares his experiences from a long career in the food production and manufacturing sectors.
 

Procurement, Purchasing, Sourcing, Supply Chain, Contract Management...there are many terms for it. How do they fit into the Strategic Asset Management landscape?

Swedish Procurement expert John Murray, with a long track record working in the utility sector, explains how procurement needs to be organized and connected to the AM organization in order to enable more value creation.

Digitalization is the biggest change driver of our time. In this episode, OHROS Consultant Melina Schoen explains findings from her global survey on how asset-intensive companies deal with digitalization and gives many concrete tips on how to become an effective change manager in your organization.

Melina is, among other things, in charge of developing OHROS services within the digitalization domain and is working with many multinational companies with AM and digitalization implementation.

If you want to implement AM in your organization, unless you have a green field facility, this would mean splicing AM into an existing organization. Therefore, AM Governance also needs to be spliced into the Governance System of the organization.  But how can this be achieved?

Suzane Greeman, Principal Asset Management Advisor at Greeman Asset Management Solutions and author of the “Risk-based Asset Criticality Assessment Handbook” joins our podcast to share her ideas on Asset Management Governance and how she is leveraging her vast experience in numerous industries.

Suzane's LinkedIn profile

Asset-intensive organizations have to manage vast amounts of data to manage their assets and base their strategic, tactical, and operational decisions on.

The Finnish TSO (Transmission System Operator) Fingrid has been on a journey to develop a digitalized way of working with their assets for many years now. In the global TSO benchmark ITAMS, it can be seen that Fingrid is consistently one of the best performers in that sector. Marcus Stenstrand, Digitalisation Manager and also one of the main responsible for implementing ISO 55000, explains that the starting point is actually that the organization has to make a formal decision to manage its information in the same way it manages its physical assets. Listen to his experiences on obstacles, common myths, and practical steps regarding information as an asset.

ITAMS: https://ohrosgroup.com/what-we-do/learning-collaborative/itams/

Marcus’ profile: https://www.linkedin.com/in/stenstrand/

How should an organization regard Asset Information Systems within its Asset Management?

When considering asset management, many organizations work from the IT solution back, rather than from the business requirements forward. They don’t realize that the principles that define AM should be designed into existing business processes and that this should be done before implementing a new asset registry or management system. 

Listen to Francis McDowell, Managing Director of Innovative Thinking (IT), as he shares insights from many years of experience in "design to delivery" implementation of ICT systems for health, transportation, nuclear sciences, telecommunications, and water companies that are on an AM journey.

Francis' profile: https://www.linkedin.com/in/innovativethinkingit/

"Setting Strategic Objectives is one of the key roles of the Board. For objectives to be achieved they need to be operationalised. Converting corporate objectives into asset management objectives is one of the ways this is done. I have too often been into companies who proudly show me their strategic plan, then I ask to see their monthly reports and there is no connection between the two."

Dr Monique Beedles, PhD in Strategic Management, Board Member and author of the book "Asset Management for Directors" shares her unique perspective.
https://www.linkedin.com/in/moniquebeedles/

COVID-19 reshaped how organizations operate and collaborate worldwide. While some shifts will naturally revert as the pandemic fades, others have redefined how societies work, connect, and create value. The real question isn’t what will return to “normal”—but what new norms are here to stay.

What could this mean for Asset Owner & Operator organisations, and the Asset Management principles, processes, and procedures they operate within? And if changes are needed - what are Change Management best practices to implement those?

Paul Hilford of E-Step Ltd shares his views. 
https://www.linkedin.com/in/paul-hilford-crl-cmrp-estepltd/

This episode is based on Paul's article "The Only Constant in Life is Change - and how it applies to Asset Management in a COVID 19 affected world":
https://www.linkedin.com/pulse/only-constant-life-change-paul-hilford-crl-cmrp/

When you say "Asset Management", many people will often first think of "Maintenance". But how do you manage maintenance work in a way that leads to real and sustainable productivity?

Doug Dale and Ford Yeager share their experiences from major transformation projects that led to phenomenal productivity increases. They show how to overcome knowledge and cultural challenges, in all stages of the process leading up to "Game Day" - the day when the maintenance work is executed.

Doug Dale, Senior Executive Consultant: https://www.linkedin.com/in/doug-dale-b352264/
Ford Yeager, Associate: https://www.linkedin.com/in/ford-yeager/

Many - if not all - of you listening to this podcast will be used to dealing with physical assets. But there are also Intangible Assets in an organisation. Is that the same as Intellectual Property? And are Intangible Assets really important for organisations that are dependent primarily on physical assets in their business?

Martin Impgaard ( https://www.linkedin.com/in/martin-impgaard/ ) will share his thoughts and tools to get a better handle on what Intangible Assets your organisation has, and what value those Assets have for the organisation.

Checklist for Mapping Intangible Assets in your Organisation:
https://www.linkedin.com/pulse/intangibles-assets-inventory-knowing-what-you-got-martin-impgaard/

10 Key Questions to better manage a specific Intangible Asset:
https://www.linkedin.com/pulse/intangible-assets-how-get-more-value-martin-impgaard/?trackingId=XU5EpGwPRzOX%2F7Wrby4ttQ%3D%3D

Claas/365Farmnet - example of an Intangible Assets Ecosystem discussed in the episode: 
https://www.365farmnet.com/en/newsroom/smart-farming/

Jörgen Lundmark has served as both project owner and client within Skellefteå Kraft’s operational project business, overseeing expansion, reconstruction, and renovation of power plants. He is responsible for ensuring that Skellefteå Kraft’s asset management operations align with ISO 55000.

In this section, he explains his perspective on ISO 55000 and how this management system should support key questions such as:

• What should we tackle first—what is most important to us, what needs to be put in place first?
• What value do we want from our assets?
• Are we realizing the expected value from our assets?

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Jörgen Lundmark har varit byggherre och beställare inom Skellefteå Kraft operativa projektverksamhet för utbyggnad, ombyggnad av kraftverk och renovering av kraftverk. Han ansvarar för att Skellefteå kraft förvaltningsverksamhet bedrivs i linje med ISO 55000. 

I det här avsnittet förklarar han hur han ser på ISO 55000 och hur det ledningssystemet ska hjälpa till med nyckelfrågor som:

• vad tar vi först, vad är viktigast för oss, vad behöver vi först få på plats? 
• vilket värde vill vi ha från våra tillgångar?
• får vi förväntat värde från våra tillgångar?

Gunnar Norström shares his "Observations on how asset-intensive companies work with AM" from his long career within the electric utility sector. He has been working with complex technical challenges, for example Nuclear reactor fuel and core design. But he has also had many managerial positions, for example as MD for multinational technical consultancy firms supporting a wide spread of needs for asset heavy businesses.