Defining EAM
Enterprise Asset Management systems (EAM) continue to point the way into the future for capital intensive industries. The combination of functionalities, asset focussed business intelligence and advanced management consulting have allowed some vendors to provide consistently high results to those industries whose operating model involves the management of large numbers of physical assets.
This specifically refers to industries in the areas of Mining, Oil and Gas, Defense, Utilities and Transport although it does also offer positive benefits for companies in some areas of manufacturing.
The Gartner Group defines EAM as the following:
"EAM consists of asset management, materials management, HRMS and financials"
Figure 1: Complimentary Effects between Managerial Functions in Capital Intensive Industries
The focus and structure of an EAM system recognises the strategic importance of asset management and provides a structure and depth of functionality dedicated to providing clear strategic advantages in these areas. It is for this reason that it is directed at the central role played by maintenance and includes the three additional functional areas in capital intensive industries that have a synergistic relationship with asset management. They have truly evolved into solutions for enterprise performance management in this industry sector.
It represents a key strategy to increase plant capacity, using information technology in lieu of new construction in large, asset-intensive enterprises. It integrates key plant control systems (PCS) and ERP with maintenance activities and functions to reduce downtime and minimize maintenance spending
Confusion in E.A.M
The emergence of EAM as the solution for this style of industry has at times been confused both by clients, as well as by vendors.
Myth 1: EAM are only transactional Systems
While there are lower standard systems that offer only transactional functionality, a true EAM system builds on this data by providing advanced functions in critical areas affecting asset management. For example:
* Risk management and reliability engineering (Including predictive maintenance management)
* RCM
* Root Cause Analysis
* Advanced Workforce and Human Capital management
* Advanced Inventory Management
It is the inclusion of these ranges of functions that EAM systems are able to provide strategic advantages in asset management. Advantages that can separate industry leaders from their competitors.
Myth 2: Misunderstanding of the Areas of EAM
A common ploy by vendors of lower quality systems is to attempt to include other functions as a part of the core functionality of these systems. This effort of re-branding by specific vendors is not only misleading but affects the overall goals of asset management in industry. For example:
1. Addition of CRM (Customer / Client Relationship Management)
2. Addition of SCM (Supply Chain Management)
While these two system functionalities are important parts of managing enterprises., they are not vital parts of asset focussed industries. In fact the use of these systems, functions, in lieu of basic EAM functionalities, can substantially reduce benefits from the overall asset-centric solution. (Note: Basic CRM is considered to be a part of EAM)
An EAM provides a means of generating strategic advantages through the management of physical assets. And uses the issues of Asset Management as key drivers for achieving these advantages.
Recognised Benefits of E.A.M
In Q4 of 2001, the analyst organization ARC stated:
"Fast ROI and Hard Savings Keep the EAM/CMMS Software Market Healthy...The recent success of Enterprise Asset Management (EAM)/ Computerized Maintenance Management System (CMMS) solutions is directly related to strong corporate concentration on profitability. EAM/CMMS solutions are the only ones where a substantial and quick ROI can be realized."
This underscores the ability of these style systems to produce rapid results through advanced physical asset management functionality. The strategic importance of this, in terms of financial and non-financial returns on investment, cannot be overlooked by companies with large asset bases.
The Changing Asset Management Environment
For a corporation to understand the potential impact of EAM it first needs to understand the strategic importance of asset management. The management of physical assets offers a vast area of potential strategic advantage for many companies. A thorough and accurate approach in this area can bring benefits in the areas of:
* Productivity
* Risk Management
* Asset utilization
* Quality of product and of client service
When combined with the added benefits available in applying EAM systems this adds potential areas of strategic advantage in:
* Utilization and development of human resources
* Financial optimization of the maintenance function
* Reduced inventory holdings
* Better vendor selection and management
* Human Capital Management
This requires a truly proactive approach to asset management. An approach that involve looking forward to take decisions instead of looking back. Proactivity, when expressed in terms of EAM, means:
* Use of "what if scenarios" and forecasting. This is a vastly under used area of all implementations. The ability of a company to be able to forecast differing scenarios when analysing the asset management function can add substantial value to a company.
* Accommodation of RCM style analyses
* Extensive use of Business Intelligence as a strategic asset for managers
* Providing for the creation of asset specific decision support information tools
* Allowing for asset policy decisions, in terms of redesign, changes to policies, identification of root cause analysis opportunities
* Inventory reduction, or increased efficiency decision support information
* Future workforce planning
It does not merely mean reacting to analysis. This practice, although recommended, is a reactive practice and focuses on what has happened. The key to proactivity is in focussing on what could happen in the future and planning accordingly.
Non Financial ROI
An understanding of the strategic importance of asset management requires an appreciation of the non-financial benefits and responsibilities of physical asset management. These are primarily in the areas of risk management associated with safety and reducing the risk of damaging the environment.
Changes to industrial legislation and community expectations have made these areas some of the more critically important to directors of companies. At this point in time the government of England and the United Kingdom is discussing efforts to bring in legislation regarding "Corporate Killing" via negligence in asset management. These trends are set to continue throughout the world.
SOURCE:
http://www.technologyevaluation.com/research/articles/the-total-eam-vision-strategic-advantages-in-asset-management-16994/
Enterprise Asset Management systems (EAM) continue to point the way into the future for capital intensive industries. The combination of functionalities, asset focussed business intelligence and advanced management consulting have allowed some vendors to provide consistently high results to those industries whose operating model involves the management of large numbers of physical assets.
This specifically refers to industries in the areas of Mining, Oil and Gas, Defense, Utilities and Transport although it does also offer positive benefits for companies in some areas of manufacturing.
The Gartner Group defines EAM as the following:
"EAM consists of asset management, materials management, HRMS and financials"
Figure 1: Complimentary Effects between Managerial Functions in Capital Intensive Industries
The focus and structure of an EAM system recognises the strategic importance of asset management and provides a structure and depth of functionality dedicated to providing clear strategic advantages in these areas. It is for this reason that it is directed at the central role played by maintenance and includes the three additional functional areas in capital intensive industries that have a synergistic relationship with asset management. They have truly evolved into solutions for enterprise performance management in this industry sector.
It represents a key strategy to increase plant capacity, using information technology in lieu of new construction in large, asset-intensive enterprises. It integrates key plant control systems (PCS) and ERP with maintenance activities and functions to reduce downtime and minimize maintenance spending
Confusion in E.A.M
The emergence of EAM as the solution for this style of industry has at times been confused both by clients, as well as by vendors.
Myth 1: EAM are only transactional Systems
While there are lower standard systems that offer only transactional functionality, a true EAM system builds on this data by providing advanced functions in critical areas affecting asset management. For example:
* Risk management and reliability engineering (Including predictive maintenance management)
* RCM
* Root Cause Analysis
* Advanced Workforce and Human Capital management
* Advanced Inventory Management
It is the inclusion of these ranges of functions that EAM systems are able to provide strategic advantages in asset management. Advantages that can separate industry leaders from their competitors.
Myth 2: Misunderstanding of the Areas of EAM
A common ploy by vendors of lower quality systems is to attempt to include other functions as a part of the core functionality of these systems. This effort of re-branding by specific vendors is not only misleading but affects the overall goals of asset management in industry. For example:
1. Addition of CRM (Customer / Client Relationship Management)
2. Addition of SCM (Supply Chain Management)
While these two system functionalities are important parts of managing enterprises., they are not vital parts of asset focussed industries. In fact the use of these systems, functions, in lieu of basic EAM functionalities, can substantially reduce benefits from the overall asset-centric solution. (Note: Basic CRM is considered to be a part of EAM)
An EAM provides a means of generating strategic advantages through the management of physical assets. And uses the issues of Asset Management as key drivers for achieving these advantages.
Recognised Benefits of E.A.M
In Q4 of 2001, the analyst organization ARC stated:
"Fast ROI and Hard Savings Keep the EAM/CMMS Software Market Healthy...The recent success of Enterprise Asset Management (EAM)/ Computerized Maintenance Management System (CMMS) solutions is directly related to strong corporate concentration on profitability. EAM/CMMS solutions are the only ones where a substantial and quick ROI can be realized."
This underscores the ability of these style systems to produce rapid results through advanced physical asset management functionality. The strategic importance of this, in terms of financial and non-financial returns on investment, cannot be overlooked by companies with large asset bases.
The Changing Asset Management Environment
For a corporation to understand the potential impact of EAM it first needs to understand the strategic importance of asset management. The management of physical assets offers a vast area of potential strategic advantage for many companies. A thorough and accurate approach in this area can bring benefits in the areas of:
* Productivity
* Risk Management
* Asset utilization
* Quality of product and of client service
When combined with the added benefits available in applying EAM systems this adds potential areas of strategic advantage in:
* Utilization and development of human resources
* Financial optimization of the maintenance function
* Reduced inventory holdings
* Better vendor selection and management
* Human Capital Management
This requires a truly proactive approach to asset management. An approach that involve looking forward to take decisions instead of looking back. Proactivity, when expressed in terms of EAM, means:
* Use of "what if scenarios" and forecasting. This is a vastly under used area of all implementations. The ability of a company to be able to forecast differing scenarios when analysing the asset management function can add substantial value to a company.
* Accommodation of RCM style analyses
* Extensive use of Business Intelligence as a strategic asset for managers
* Providing for the creation of asset specific decision support information tools
* Allowing for asset policy decisions, in terms of redesign, changes to policies, identification of root cause analysis opportunities
* Inventory reduction, or increased efficiency decision support information
* Future workforce planning
It does not merely mean reacting to analysis. This practice, although recommended, is a reactive practice and focuses on what has happened. The key to proactivity is in focussing on what could happen in the future and planning accordingly.
Non Financial ROI
An understanding of the strategic importance of asset management requires an appreciation of the non-financial benefits and responsibilities of physical asset management. These are primarily in the areas of risk management associated with safety and reducing the risk of damaging the environment.
Changes to industrial legislation and community expectations have made these areas some of the more critically important to directors of companies. At this point in time the government of England and the United Kingdom is discussing efforts to bring in legislation regarding "Corporate Killing" via negligence in asset management. These trends are set to continue throughout the world.
SOURCE:
http://www.technologyevaluation.com/research/articles/the-total-eam-vision-strategic-advantages-in-asset-management-16994/
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