Asset Management is a tool for any company can Allows you to save money and improve productivity
For most businesses, the efficient monitoring of their installed base of equipment or services, and the management of their stocks of spare parts are key factors in determining the prospects of internal productivity and profitability of customer service. However, many organizations still do not use a monitoring and global wealth management process to ensure the availability of quality data that can be used to generate business intelligence which can ultimately save money and improve efficiency. This is unfortunate, because the tools are readily available - it's just a matter of making a priority.
What is Asset Management?
There are many definitions of "asset management", although as much especially with financial considerations. Some are based on evolution of maintenance management systems; a little 'for the factory equipment configuration management; and a little 'for the purposes of monitoring network equipment or even railway wagon and container positions. However, regardless of what the situation or application your business offers with the basic definition remains constant; asset management is "a systematic process for identifying, cataloging, monitoring, maintenance, management, renovation and replacement of physical assets of the business on a basis of cost-effectiveness."
To be truly effective, the asset management process must be built on a foundation of widely accepted accounting principles, and supported by the right mix of sound business practices and financial acumen. And 'able to provide management with an effective tool that can be used to derive a best short and long term planning decisions. As such, it is something that every company should consider adopting - and embracing.
After years of study and supporting information technology (IT) needs and the needs of customers in all major business sectors, we prefer to define asset management more dynamically, which includes each of the following four components key:
- tool able to generate and maintain the critical management data for internal use by the company, as well as with its respective customers and suppliers (such as installed base entitlements or maintenance data) .
- a global process to acquire, validate and assimilate data in corporate information systems.
- A flexible system that allows both for manual acquisition and / or electronic capture and reconciliation of data.
- A program with precise and intelligent reporting of critical business and operational information.
Asset Management is not only the identification and inventory of IT and related equipment; is the process of making the goods that you have more productive work - and profitably - for the business. Moreover, it is not a system, you can buy; but it is, instead, a business discipline enabled by people, processes, data and technology.
What are the signs, symptoms and effects Poor Asset Management?
poor asset management leads to poor data quality - and the poor quality of the data may adversely affect the business over time. In fact, experience shows that there are a number of common causes that can lead to a bad asset management, including the lack of management controls for managing and / or updating the asset data; the lack of property for the quality of asset data; and an investment out-of-balance in people, processes, data and technology. In addition, some companies may not consider asset management to be a critical function, focusing only on checks; while others may not consider the activity data to be an important component of the intellectual property of the business.
The main symptoms of poor asset management are also fairly ubiquitous, and can include anything from several issues of compliance and security, uncontrollable capital and / or budget, excessive downtime of the network and poor performance, over-activity or under-used, non-compatible software applications, the increase in operating costs and organic, and data asset mismatched derivatives by different organizations and / or business systems.
In addition, poor asset management practices can affect a business in the course degrading the delivery of services to the customer, polluting the existing installed base of data and a distraction sales resources with problems related to customer data for example, the delivery service may be impaired by incorrect thrift store creating problems of customers claim of ownership, increasing escalation of upper management and lowering customer satisfaction. An uncertain installed base stretches the renewal of the cycle-time contract, limits the opportunities for gain and inhibits planning to upgrade technology. The result of poor asset management can ultimately be devastating to a business, often leading to one or more of the following negative effects:
- The rising cost of total assets owned ( TCO)
- productivity decreased workforce
- Increasing problems of non-compliance (ie, SOx)
- customer satisfaction Decrease
- Lower Return-on -Investment (ROI) on capital investment
- network Decrease / business performance
- Increased internal and external audit number
the causes of poor asset management may be many; the pervasive symptoms; and devastating results. However, the good news is that there are specific solutions available that can help any organization to avoid these traps.
The Trial PETRO Asset Management
simply "chasing data" is a poor substitute for a formal asset management program and can be a daunting task, expensive and extremely rewarding. In order to realize the advantages of a savings management program, the first order of business is to move a paradigm shift away from the large reclamation projects, reactive and generally ineffective mass that typically perform little or nothing; and focus instead on the creation of a set of prescribed processes, which are eminently proactive collaboration with the customer, partner or service provider. you need something more; and that something more is a formal asset management process.
as an asset management tool that is ultimately chosen for use by the organization should be one that meets its specific - and sometimes unique - needs. This is clearly a case of "one size does not fit all." If the situation so requires only an improvement made to an existing tool, a re-engineered process or revised, or a completely new approach, the needs of each organization must be carefully assessed and evaluated, and a tailored solution must be designed and manufactured to obtain the best results.
Some organizations may already have the necessary internal skills and experience to build an asset management solution on their own, while others will need to seek professionals who have significant experience in the design and development of specific types of processes and applications that will be required, ranging from the extraction of the data, for data assimilation, for the development and implementation of associated systems. Although many solutions may look good on paper, initially, the "devil is in the details", and the details will play a key role in the prospects for a successful implementation.
Whether designed internally or through a supplement of independent systems, the implementation will need to focus on the specific aspects of analysis, development and reporting in order to ensure for the supply of a complete solution and implementation. Many companies mistakenly believe that they can build an effective asset management tool virtually "out of the box". However, while the concept is quite easy to understand the unique complexity of the IT environment of each organization are such that in most cases, will require external assistance.
To address the myriad complexities that define individual business organizations, we have developed our own asset management process, known as PETRO. Including five key areas of focus, PETRO, using a Six Sigma approach, can serve as the basis for the design and implementation of an effective IT asset management solution, end-to-end. The five key components include:
- P - Pre-Inventory: review and Prep Baseline - review and validation of the company's assets, spare parts, supplies, installed base records and requests reference data; establishment of a framework for conducting the inventory, network control or extraction of data; establishment of a baseline for comparison.
- E - extraction: the data acquisition network customer - Acquisition of data from physical inventories of automated network discovery tools or database records extracted in various formats.
- T - Translation: Data Mapping - Interpret, map and reiterate the data from the capture format to a format that can be combined with data from the Company's reference.
- R - Reconciliation: Correspondence, Conciliation and Editing - validate the results of the inventory / extraction to the baseline; matching and validation of inventory / extraction results to record baseline of the company, and the generation of associated user reports.
- OR - Assimilation Original: Transform, integrate and load - data assimilation into business systems; Conversion of the reconciled data in the data elements identified with attributes and values consistent with the requirements and definitions of the Company's data; the integration of data processed in instances, consolidated, the only identifiable data that meets the requirements for business data; loading of processed, the source data integrated into the Company's records.
The first step of the process PETRO establishes a "clean" record of the baseline to be maintained over time. Since the success of any asset management solution in the long term is directly related to the quality of the current employee data maintenance program, their process interfaces and system must be designed to support ongoing updates and l ' assimilation of data to the database Company via the specific contact points at which the asset data is updated or changed. In other words, the quality of data can not only be ensured during the whole process, but the ability of the solution to maintain the quality of data in time, and through all of the individual contact points, must be protected.
Ongoing Process Asset Management at the contact points
An ongoing solution management savings (also known as move, add, change, delete -MACD-process is a simplified version of PETRO that focuses on control processes. and 'a repeatable, consistent process, owned mutually by the contact point managers ( both inside and outside the organization) and the registration master database. should ensure the quality of data updates through the timely and efficient processing of records update (delta).
in cases which data is transferred between different organizations, care should be taken to develop a collaborative process that is transparent and ensures the quality of the data updates. the depth and complexity of the PETRO process should be proportional to the volume and the frequency of updates, as well as the cleaning of the data in the contact points. Processes can range from Customer Self-Service for Small fully collaborative manageable accounts for large customers with heavy volumes and frequent problems of data quality.
The key components of the Asset Management process in progress
The key driver of the MACD process consist of the following four components:
- a Comprehensive data extraction, translation and reconciliation process - development of both processes and standards for the collection of data updates (electronic or manual). - Performance of an automated or semi-automated process to validate, translate and reconcile the results. - Creating a data MACD manager to store and keep track of intermediate records during PETRO processes under way - Development of automated on-state relations in the whole process transparent to all MACD contact points - Coordinate data updates at outlets contact and / or outside positions (customer).
- process, the development policy and procedure - Conduct the MACD process asset management necessary analyzes and evaluations across all points of contact. - Design and development processes and capabilities to support the implementation PETRO. - Define the policies and procedures required in the asset management process for both the short and long term.
- Requirements / Development Systems - the development of all functional requirements and systems; coordinate and EN engaging in the development of an automated system to analyze, extract, translate, reconcile and assimilate business data. - Development of models and work systems, if necessary, to support the asset management process.
- Data Maintenance - Development of processes to support The resource management process for the long-term implementation, including ongoing maintenance and integrity some data. - Development of meaningful monitoring of asset performance and control processes.
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