If you want to sustainably optimize the set of business processes, it is necessary to perform a comprehensive analysis of the value chain, considering both aspects related to the techniques needed for optimizing equipment and processes, as well as the cultural requirements related to human resources and interactions with other processes that influence the management of physical assets.

To achieve this, a study is proposed to establish the gap between the current practices of physical asset management and the requirements included in the ISO 55000 Standard.

To fulfill the objective, the first step is to diagnose (analyze and evaluate) the current state of Physical Asset Management of the client’s facilities, in relation to the best practices promoted by the reference standards.

As a result of the project, the following deliverables are generated:

•Degree of alignment of the leaders.

•Consensus objectives to advance the optimization of the Physical Asset Management System.

•Description and critical analysis of the current physical asset management regarding the recommendations of the ISO 55000 international standards.

Con el conocimiento de los desvíos del estado de situación actual del Sistema de Gestión de Activos Físicos respecto de Normativas de referencia, se procede a la descripción de un Plan de Trabajo que tiene por objetivo reducir las diferencias entre el estado actual y el estado deseado.

Para ello, se determina y propone un plan de trabajo con propuestas específicas, planeación y valoración, para permitir gestionar contando con un Sistema de Gestión de Activos Físicos (SGAF).

Para el Plan de Trabajo se consideran las herramientas técnicas de confiabilidad e ingeniería disponibles en el mercado, así como también la situación actual de los recursos disponibles.

La generación de un Plan de Trabajo acordado con el cliente incluye tiempos de ejecución, recursos necesarios y resultados esperables en el tiempo.

The need to ensure business sustainability in highly competitive and continuously changing markets drives the application of various techniques and methodologies aimed at improving different processes.

This is how methodologies such as JIT (Just in Time), Quality Circles, Work Cells, Continuous Improvement (waste elimination, setup reductions, etc.), Six Sigma, Lean Production, TPM, RCM, MTA, RCS, OIM, CBM, etc., are applied with varying degrees of success.

The indiscriminate and unplanned application of these techniques can lead to contradictions that do not favor the objective that is being pursued.

Without a holistic view of the operation, it may happen that the desired improvement in one of the processes is not reflected in an improvement in the overall operation and, on the contrary, may even worsen the situation.

The guidance of Ellmann y Asociados in the selection of tools will allow the application of improvement techniques only when the expected result is a true comprehensive improvement for the company, aimed at overcoming weaknesses that have been detected throughout the process.”