Johnson County Wastewater Gravity Sewer Asset Management Program – A Road Map for Continuous Improvement

2015 ◽  
Vol 2015 (6) ◽  
pp. 1540-1561
Author(s):  
Ryan Eisele ◽  
Joe Barnes ◽  
Dan Ott ◽  
Dave Spencer ◽  
Peter Moody
Keyword(s):  
Continuous Improvement ◽  
Asset Management ◽  
Management Program ◽  
Road Map ◽  
Johnson County ◽  
Gravity Sewer

Integration of a Maintenance Management Model (MMM) Into an Asset Management Process

2022 ◽  
pp. 1-29
Author(s):  
Carlos A. Parra ◽  
Adolfo Crespo Márquez ◽  
Vicente González-Prida ◽  
Antonio Sola Rosique ◽  
Juan F. Gómez ◽  
...  
Keyword(s):  
Life Cycle ◽  
Continuous Improvement ◽  
Asset Management ◽  
Maintenance Management ◽  
Management Model ◽  
Management Process ◽  
Planning And Scheduling ◽  
The Cost ◽  
And Control ◽  
The Relationship

The chapter explains in detail the maintenance management model (MMM) taken as a reference for the development of the book. The chapter is based on the eight phases of the MMM. The first three blocks determine the effectiveness of the management; the following blocks assure the same efficiency and continuous improvement in the following way: Blocks 4 and 5 include actions for the planning and scheduling of maintenance, including, of course, the capacity of planning of department of maintenance. Blocks 6 and 7 are dedicated to the evaluation and control of the maintenance and the cost of assets throughout their life cycle. This chapter of introduction briefly summarizes the process and the reference frame necessary for the implementation of the MMM. This chapter also presents the relationship between the eight phases of the maintenance management model proposed and the general requirements of the asset management standard ISO 55000 to show how the gradual implementation of the MMM largely covers the requirements of the standard ISO 55000.

Steam Generator Asset Management Program

2010 ◽  
Author(s):  
Padmanabha J. Prabhu ◽  
Damian A. Testa
Keyword(s):  
United States ◽  
Steam Generator ◽  
Asset Management ◽  
Strategic Plan ◽  
The United States ◽  
Management Program ◽  
Diagnostic Tools ◽  
Steam Generators ◽  
Pressurized Water

The Steam Generator Asset Management Program (SGAMP) is a long term program designed to maximize the performance and reliability of the steam generators. The SGAMP focuses on plant specific conditions and hence is applicable to the original or the replacement steam generators. It is recommended that the utility and the vendor form a joint steam generator management team (SGMT) to develop, monitor and implement a long-term plan to address steam generator operation, maintenance and life extension goals. The SGMT will consist of representatives from operations, chemistry, maintenance and engineering functions and will be responsible for making decisions related to the steam generators. The charter of the SGMT is to develop a steam generator strategic plan that will cost-effectively manage steam generator options. The strategic plan is consistent with the Steam Generator Program Guidelines (NEI 97-06 in the United States). The strategic plan is a living document and is revised periodically to incorporate inspection results, new technology developments, lessons learned and industry experience. Cost-benefit analyses of strategies may be performed to prolong steam generator operability through steam generator performance modeling (tube degradation, fouling, etc.), diagnostic tools, regulatory strategy, condition monitoring and operational assessment strategy, and maintenance strategy. The SGMT will provide input regarding potential maintenance of the steam generators with schedule and cost impacts for each outage. It will also recommend engineering evaluations to be performed in support of program goals and will develop short- and long-term recommendations. These recommendations will address action plans, performance measures and results. Secondary side inspection and cleaning strategy should be developed (techniques and frequency) to maximize performance cost-effectively. This paper is based on Westinghouse experience gained by working with several pressurized water reactor (PWR) plant operators in the United States (US).

Creating a Quality Management Program

2016 ◽  
Author(s):  
Richard P. Dutton
Keyword(s):  
Quality Improvement ◽  
Continuous Improvement ◽  
Healthcare Providers ◽  
Management Program ◽  
Adverse Outcomes ◽  
Culture Of Safety ◽  
Anesthesia Practice ◽  
Reference Guide ◽  
Or Practice ◽  
High Level

This chapter provides an overview of how to create a quality improvement (QI) program. It is intended as a high-level reference guide for a department, division or practice quality improvement officer. It covers the topics of recruiting allies; finding, aggregating and creating data; basic analytic techniques; mechanisms for feedback of QI data to healthcare providers; implementing cyclical QI activities; managing individual adverse events and complications; and benchmarking to outside data sources. A template quality capture form for an anesthesia practice is included, and examples of reporting graphics and strategies are included. Woven throughout the chapter are specific thoughts on how the QI officer can create a “culture of safety” within the group, such that practitioners feel safe in reporting adverse outcomes and expect to see continuous improvement efforts within their systems.

THE IMPORTANCE OF ISO 55000 IN SMALL AND MEDIUM SIZED ENTERPRISES

2017 ◽  
Vol 4 (1) ◽  
Author(s):  
Desiree Paris ◽  
Manuel Severino
Keyword(s):  
Life Cycle ◽  
Continuous Improvement ◽  
Significant Influence ◽  
Asset Management ◽  
Management Model ◽  
Life Cycle Costs ◽  
Small Companies ◽  
Small Company ◽  
Strategic Decisions ◽  
Competitive Situation

All sectors are facing an increasing competitive situation, therefore economic analyzes are increasing in importance in asset management. The market dynamics tends to a continuous improvement. The objectives of profitability and life cycle costs have a significant influence on the strategy of assets and strategic decisions in the organization, so it is important to analyze capex and opex to be able to define the strategies to take. What happens when we are in a medium or small company? Generally, the answer to this is that asset management only takes place on large companies. In this research, the application of an international standard model, such as ISO 55000 in asset management, for medium and small companies, becomes relevant. This standard covers a whole concept of control, monitoring and improvement, which explains what should be done. The application of a management model based on the standard allows meeting specific requirements and characteristics. Our conclusion is that any entity, regardless of its size should establish a strategy in its asset management and ISO 55000 could help them in developing that strategy.

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