The Asset Journal, Volume 13, Issue 3
The Media and Industrial fora are full of discussions and praises for Digital Asset Management. Senior Management in Government Organisations as well as in Private Industry are looking towards future proofing their Organisations and Businesses to cope with the Digital Age, where all things are getting connected and interconnected. Not only does this put strain on the investment in hardware, cloud space, securing data and connections, it is a far larger challenge that faces all managers and those that manage and support Assets: The change in culture from a largely people oriented one to a largely software augmented and supported work environment.
Existing Organisation structures and work processes will need to change and the way we create, manage and handle data to make sense of the oceans of data we create hourly. Many will face the question if this Digital Asset Management System, or that system praised by others, or a completely new idea someone favours is the right one to choose. The IT Systems Architects have field days in developing and interconnecting processes and software. A fundamental question remains – if the digital systems are to work as expected, they require data input and use of data. No matter how good visualisation and analytics applications are, the data quality and veracity must be assured to create value.
On the other hand, Computerised Maintenance Management Systems are offering digitisation of almost every aspect of the Reliability and Maintenance processes and promise “true integration” across all parts of a business. Augmented and Virtual Reality concepts and methodologies improve the Maintainer’s future work day. Looking at the Asset Management principles that can be applied to answer most of the arising questions, Systems Engineering could be applied. Specifically the agreement processes defining where the organisation needs to go, which risks of one or the other solution may create or eliminate and how will the digital system chosen fulfil the Organisational and Business or Service requirements. Applying the Requirements Management process can provide the guidance to achieve the benefits and transformation that is aimed for.
In my view, it is not only about the selection of BIM, Industry 4.0 (or 5.0), digital replication (or “twinning”), an Asset Performance Management Platform or which Virtual Reality Platform should be selected, it is about the clarity if direction and understanding of the steps needed to achieve the desired transformation. My observation is that most of all the changes in Organisational Culture require ‘Digital Resolution’ as everyone’s work scope and competency requirements will change. And the ever elusive Interconnectivity of data and systems will require substantial improvements to realise the benefits that are promised by digital solutions. Perhaps some of the experiences shared in this edition of The Journal can provide stimuli to approach the digital transformation and implementation of new systems in effective ways. We encourage your further discussion and feedback as always.
Editor in Chief