INFORMATION Looking after planes, trains,


clean energy and human health In the second of a two-part series, Dr Michael Provost (pictured), Director of Michael Provost Consulting, shares lessons learned over four decades of modelling, simulation, analysis, condition monitoring and management of physical assets.


• It’s what an asset does, not what it is, that is important


• Asset management is a business issue - not just another IT problem


• Without senior management support, asset management goes nowhere


• A deep understanding of your assets is more important than knowledge of IT, databases and analysis methods


• Asset management needs to be incorporated at the start, not brought in later as an ‘add-on gimmick’ - don’t let the need for low first cost destroy the greater need to create lifetime value


• Break down silos and look for what your customers really need. Bringing measurements and analysis into one ‘single source of truth’ can produce savings and value-creating synergies


• Share to gain - partnerships between all interested parties create ‘win-win’ situations that ensure success


• Never underestimate the persuading you will have to do or the power of 'heroes' who feel threatened by new ways of doing things


• Beware of people who just ask for data and/or confuse data with information - help them articulate what they really need


• Asset management is a chain, from sensor to business action. If any link breaks the whole process collapses


• Don't put the data cart before the business horse. Business needs drive analysis requirements, which in turn drive data gathering - only measure what creates value


• Keep it simple. The smartest analysis or visualisation is useless if nobody else understands and trusts it


• A physics-based asset model is a powerful business and technical tool


• If possible, compare your asset measurements to a baseline, which takes account of all known external drivers of the recorded values


• A good measurement and/or analysis visualisation, tailored to the person you are talking to, will make all the difference


• The appropriateness of the analysis is more important than the 'bigness' of the data


• Cost is not value. The £1 component that generates costs of £1,000,000 when it goes wrong is worth monitoring


• Inadequate asset configuration knowledge and/or asset configuration control makes meaningful asset management impossible


• Some people just don’t ‘get it’. Either re-educate or remove them. If necessary, spin off asset management into a separate organisation to allow it to grow


• Don't assume anything


• Know the limits of what you know and appreciate the contributions everyone at all levels can make


• Push, but be patient. Success breeds success and interest and enthusiasm will grow


The material in this article was first published by SAE International in a book entitled Integrated vehicle health management: implementation and lessons learned, edited by Professor Ian Jennions.


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business network July/August 2019 89


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