Asset Management and Design for Maintainability and Reliability

Running Head: TEROTECHNOLOGY AND LIFE CYCLE COSTS 1
Asset Management and Design for Maintainability and Reliability
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Asset Management and Design for Maintainability and Reliability 2
Asset Management and Design for Maintainability and Reliability
Part 1
The purpose and nature of an organization and the external and internal environment
within which it operates depend on the type of assets the company requires, and the capability of
asset management; this is vital to delivering its objectives. These influencing factors need to be
taken into account when evaluating the goals and outputs of asset management, and the system.
As such, the business should examine and understand the influencing factors such as its
stakeholders, its mission and vision, and the regulatory, legal and crucial requirements that it
needs to comply with. Maintenance and operation play a centralized role in asset management,
and determine the structures and programs used.
Expectations and Needs of Stakeholders from Maintenance of Particular Assets
According to Hastings (2015), the systems of asset management should identify the
competency requirements for individuals involved in the management. As such, the competency
requirements influence the training, promotion, and recruitment of skilled employees in the asset
management field. Therefore, the stakeholders expect the asset managers selected to be
equipment knowledgeable in their respective areas, and that they are aware of the business
processes and requirements. Furthermore, equipment knowledge will assist the asset managers to
identify developments in their respective fields, and assess their business value. As such,
stakeholders need the asset managers to recognize and provide accurate responses from
customers and technology utilized.
Moreover, the stakeholders expect every person to understand their roles as it depends on
the structure and size of the organization. For instance, the CAM plays a vital role in asset-

Asset Management and Design for Maintainability and Reliability 3
associated activities and decisions. Thus, stakeholders expect the CAM to participate in
development plans of the business, which ensures that the asset implication of an organization’s
policies and objectives are considered by senior management. Nevertheless, the stakeholder
requires the CAM to be responsible for numerous activities which assets need, especially in an
asset-intensive organization. On the other hand, stakeholders expect asset managers to engage in
particular assets. For example, Hastings (2015, p.48) notes:
In an electricity transmission organization, there are asset managers for Switchgear,
Transformers, and Secondary Systems within the substation asset group. Asset managers
require knowledge of relevant technologies and their operational context. They provide
management and leadership for the group, and also provide input into business
development about their technical area.
The scope of the Maintenance Organization to Meet Stakeholder’s Expectations
It is essential that the organization understands its stakeholders who affect the
organization’s activities and outcomes (Harvard Business Review Staff, 2016). Furthermore, the
organization needs to understand who will contribute resources such as space, capital and tools,
and who may benefit from the outputs of the business. As such, the workload influences the
shape and size of the maintenance organization, that is, the resource structure, administrative
structure, and systems. The resource structure aims to achieve the most suitable resource utilized
for effective responses and work quality (Kelly, 2006). Alternatively, As such, the following
influence the maintenance and engineering roles:
Maintenance Manager
The person in a maintenance manager’s position is responsible for the general performance
activities of the maintenance department, and budgetary control.

Asset Management and Design for Maintainability and Reliability 4
Maintenance Superintendent
There is a need for maintenance superintendents for several sections, and for different
trades such as electrical and mechanical. As such, it is their responsibility to manage, direct, and
review various maintenance activities; the organization’s turnarounds and shutdowns (Hastings,
2015). Moreover, they direct and manage suppliers contracted to tackle maintenance activities.
Documented System Level for Maintenance Department
Figure 1 illustrates some documentation system forms; interrogation, collection, storage,
reporting, and analysis of information, which enable the operation of all maintenance
management elements. Alternatively, figure 2 indicates the possible connection between systems
of document maintenance, and other organization data systems. Kelly (2006) utters that some of
the documentation systems give an audit of the maintenance costs to financial management,
work planning to condition monitoring, and spare parts list to stores management.
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