Duration: 3 hours
This course lays the foundation for the development of an asset management (AM) scorecard. Over the course of eight topics, it explains performance measurement terms and concepts such as objectives, KPIs, leading and lagging indicators, PDCA, and data vs information. It then provides a framework for a "balanced AM scorecard" and discusses the use of benchmarking for setting targets. Finally, it emphasizes the identification of forums where KPIs can be discussed and action taken in line with the PDCA cycle, providing a template for a measurement plan.
Duration: 2 hours
The starting point for any asset management system is a complete register of all the organisation’s physical assets. This course explains the need for an asset information system and explains the difference between a computerised maintenance management system (CMMS) and an enterprise asset management system (EAMS), with some selection and implementation guidelines. Next is the asset register, with some best practices regarding the asset hierarchy, relevant asset attributes, and asset numbering, and the relationship between the engineering and financial asset registers. It also covers document management and the importance of a document management system and configuration control.
Duration: 2.5 hours
Risk management is an integral part of asset management, and the ISO 31000 standard for risk management is often referred to as ISO 55000’s “sister”. It is therefore important to get a handle on risk and risk management principles, as well as the related concepts of “compliance” and “governance”.
This course is largely structured according to the risk management framework in ISO 31000, covering all its steps as well as related concepts such as the risk register, the hierarchy of risk management, management of change and the three lines of defense against risk. A real-life case study is discussed to illustrate how neglecting risk management resulted in a catastrophe.
Duration: 3 hours
Duration: 1.75 hours
The main purpose of the reliability engineer is to prevent the negative consequences of asset failures, rather than preventing all asset failures. This statement is expanded on and explored in this course, in which we define reliability terminology and principles, explain the importance of the PF curve, and align on the functions of the reliability engineer. We also look at different kinds of failures, various maintenance methodologies, and how the reliability engineer can select the appropriate maintenance strategy by using the so-called FMEA or RCA process.
Duration: 4.5 hours
Duration: 2.5 hours
Duration: 2.5 hours
This course covers the “engine room” of the Maintenance Department – the maintenance work management process, from the triggering of a work request and its validation, to the scoping and planning of the work, its resourcing, scheduling, allocation and execution. It covers the principles and best practices for each step, as well as the responsibilities, possible pitfalls, and the KPIs to measure their success. The course also emphasises the importance of complete and accurate work order feedback, as well as the use of systems and technologies to streamline the process.
Duration: 2.5 hours
Although material management is normally a Supply Chain responsibility (and a source of frustration for Engineering), this course explains the principles and key concepts of material management that engineers need to understand. It also addresses the important role that Engineering plays in the effectiveness of material management, eg long-term resource planning, clear material specifications, spare part criticality analysis, warranty management, and rotables, and explains the negative impact that squirrel stores and “free text purchases” have on the effectiveness of material management. It gives some guidelines on stock optimization, as well as useful KPIs that can be used for material management.
Duration: 2.5 hours
Although shutdown management is just a special case of maintenance planning, resourcing and scheduling, this course covers the phases of a shutdown and the best practices applicable to each phase. Special attention is paid to the management of “emergent work” which only becomes visible during the shutdown and could have scope creep implications. It also covers the governance structures and meetings required for a shutdown’s success. Finally, it discusses KPIs that can be used to monitor all aspects of a shutdown.
Duration: 1.5 hours
This course covers the capital projects to acquire (build or buy) new assets. It is not a project management course, but it does explain the Stage-GateTM process and the typical phases of a capital project. The course focuses mainly on maintenance readiness, which is the “readiness” of a new asset to be maintained and operated at the required level of availability after commissioning. This is achieved by involving the reliability engineers, maintenance managers and maintenance staff during the acquisition project. The course presents a framework of maintenance readiness activities during each project phase, the KPIs to measure its success, and the potential value of an effective maintenance readiness process.
Duration: 3 hours
This course covers the management of a special group of assets that degrade slowly but fail catastrophically, like dams, structures, silos, bridges, etc. Although many of the standard asset management principles apply to these assets too, this course addresses specific best practices and key success factors, such as the engineer of record, design integrity reviews during the acquisition phase, configuration control and management of change, application of the correct maintenance tasks, and regular asset integrity inspections (SIMM). As a case study, you will review the reasons for the levee breaks that caused the Katrina disaster in New Orleans.
Duration: 2 hours
If you want to strengthen your ability to make sound financial decisions in asset management, this course is for you. You will learn how to calculate the lifecycle cost (LCC) and equivalent annual cost (EAC) of assets or projects, factoring in the time value of money. You will discover how to use LCC analysis to guide asset decisions, evaluate the value of improvement initiatives through cost savings, increased revenue, or avoided losses, and build convincing business cases using ROI, NPV, and IRR. These are powerful skills that will boost your credibility and help you influence investment decisions with confidence.
Duration: 4.5 hours
This course provides a comprehensive approach to driving asset-related improvements through effective processes, systems, tools, and responsibilities. You will learn the importance of establishing a robust governance structure to define improvement criteria, focus areas, and track success.
The course delves into how the daily management system supports a three-tier problem-solving approach, and introduces the IDMAIC framework for focused improvement. Additionally, it highlights the significance of monitoring solutions over time to ensure successful interventions.
A key aspect of the course is understanding the distinction between problem-solving and proactive improvements. Through a real-life case study, you will see how focused improvement strategies are applied in practice.
Duration: 4.5 hours
This course covers the principles and practices for managing an asset management function effectively in terms of roles and responsibilities, organisational structure and interdepartmental collaboration. It also explains the process to identify competency requirements for each role, followed by role-specific learning pathways and individual training plans. This is supplemented by on-the-job coaching and mentoring to ensure that people apply their knowledge and skills in practice.
Duration: 2.5 hours
This course deals with the management of service providers and contractors to supplement the permanent work force. It starts with the outsourcing decision, with some guidelines about the type of work to be outsourced and different categories of contracts. It then covers the selection and contracting process, while clarifying important aspects of contracts to be considered. It explains some best practices regarding the management of contractors, both in terms of safety and quality of work. Finally, it covers some KPIs that can be used to manage contractors more effectively.
Duration: 2.5 hours
This course deals with the future of asset management, focusing specifically on the latest trends in technology and information management (eg AI, cloud computing, drones, augmented reality, 3D printing, etc) and its application in AM, especially with asset condition management, safety, and supply chain optimisation. Guidelines are provided to assist senior managers in deciding which technologies are applicable to their organisation to prevent wasting money on fads and gimmicks.
Duration: 2.5 hours
In today’s rapidly changing world, sustainable operations have become essential for preserving both business resilience and environmental integrity. This course explores the role of asset management in advancing sustainability, from reducing resource consumption and pollution to fostering a circular economy. Prepare to gain insights for meeting sustainability goals and securing your organisation’s license to operate responsibly.
Duration: 2.25 hours
This course deals with strategic asset management planning, focusing on decisions and strategies regarding the size and composition of the whole asset portfolio. The first step is to analyse the future demand for the organisation’s products and services. Then, this demand forecast and organisational objectives for profitability and risk reduction are translated into a long-term plan for the asset portfolio (new asset acquisitions, end-of-life asset replacements and mid-life asset upgrades). The course provides guidelines for this process, eg how to consider the performance, condition, age and life cycle plans for each asset class. The outcome is a phased capital budget, called a long-term asset plan (LTAP).
Duration: 2 hours
