Asset Integrity Management System (AIMS) For The Reduction of Industrial Risks
Asset Integrity Management System (AIMS) For The Reduction of Industrial Risks
Asset Integrity Management System (AIMS) For The Reduction of Industrial Risks
From these analyses, it may result that Critical Assets are associated with accidental scenarios caused by
their loss of integrity, or are themselves preventive or protective barriers against an accidental scenario.
The effort and the resources for this third stage will depend on the level of detail and on the available
information and studies. The result will be a report of all the Critical Assets for each production line, including
supporting evidence to guarantee the transparency and traceability of the whole process.
2.4 Definition of TIMS Activities
The fourth step of the process is the definition of methodologies for the most suitable TIMS activities (Testing,
Inspection, Maintenance and Substitution) for the list of Critical Assets.
Standards, guidelines and best practices are available and are combined with company personnel’s
knowledge and experience. It will be particularly important to: provide a clear definition of the department in
charge, the timeframe and the technicalities of the activities to execute; plan support for communication and
training; establish clear personnel roles, in order to avoid gaps or overlaps of responsibilities; define asset
performance indicators.
Due to the fact that this kind of activity typically involves various departments of the Company’s Organization
(e.g. Operations, Risk Management, Procurement), two key issues must be tackled:
create synergies between different departments, thus limiting the organizational silo mentality;
effectively integrate AIMS into the existing Organization, thus avoiding that it is perceived as an additional
formalism.
2.5 Development and Implementation of an AIMS
The fifth stage of the process is the development of the Asset Integrity Management System. The ultimate
goal is to review and develop a ready-for-action AIMS, with a scale-up approach in the implementation
process: first on a single production line or unit (a “pilot” unit), afterwards on the entire company network.
The AIMS should be in line with the company organisation and processes, to value the existing practices
(Figure 3). It should be interfaced with other Management Systems or Programmes, such as Operation
Management System, Risk Management System and HSE Management System.
Three activities are required for this stage:
1. The definition of an AIMS architecture, including:
- Asset Integrity strategies to be followed;
- Elements of the AI system (e.g. policies, strategies, goals, resources, roles and responsibilities);
- Relations among several elements in the AIMS (e.g. definition of goals based on the policies);
- The structural actions to ensure the AIMS’ success.
It is important to determine the stakeholders’ expectations (headquarters and production unit personnel
that are directly or indirectly involved in the TIMS activities). On-site visits will help reach two main goals:
to maximise the value of existing documentation and practices, especially their application, and to
integrate the new system with the existing programmes (HSE, Process Safety, etc.) to avoid overlaps
and unnecessary paperwork. The final product of this activity is the Operating Manual to formalise the
AIMS;
2. The communication and training to personnel: this is necessary to enable the development of a
company-wide culture that can adopt the AIMS and the subsequent changes. All the communication and
training activities will be part of the Management of Change programme and will be spread over time to
fulfil the different requirements at different stages of the implementation. Two training sessions are
suggested, first to top management and to operations unit management involved in the “pilot” phase,
then to internal staff in charge of training, to favour awareness in the whole company.
3. The implementation of the AIMS, based on the application of the principles defined above and on a
periodical supervision process. A typical PDCA (Plan – Do – Check – Act) management cycle,
analogous to the existing systems, will be the basis of the review process. Such a structured approach
helps identify competencies and gaps, underlining the need for training.
Figure 3: The AIMS Development Process and the main questions to ask during its development.
4. Conclusion
This paper has introduced the Arthur D. Little’s framework for the design and implementation of an Asset
Integrity Management System.
Even if Asset Integrity processes were firstly developed in industries with reduced or volatile margins (e.g.
refining, petrochemical), nowadays other sectors (e.g. power generation and distribution, district heating,
dams, water treatment, aqueducts, travel and transportation networks) can benefit from their effective
implementation.
Indeed, a structured AIMS can help Companies in reducing their industrial risks, which could typically have
huge impacts on Companies’ reputation, business continuity and efficiency and in optimizing the management
of ageing assets, an issue which is becoming more and more important in many old industrial complexes.
Several benefits of such framework have been described and assessed in this paper.
First of all, an effective AIMS turns out in a reduction of dangerous events that could affects safety,
environment and business continuity: all of that is directly linked to Companies’ reputation and to the constant
effort spent to protect and improve it.
Secondly, the positive impact that the AIMS has on the Test, Inspection, Maintenance and Substitution
activities, helping Companies in switching from a poor fault based maintenance to a preventive and predictive
one. Several more benefits stem from this change in mentality are: more consistency in maintenance
activities, which will be focused on assets that really require them, to save money and time over unplanned
maintenance; an optimisation in the management of stock and spare parts; an improvement in the
performances of external maintenance contractors, which will operate according to a clear TIMS activity plan.
Last but not least, the establishment of the proposed framework supports the Companies in successfully
optimizing internal organizational processes (breaking down the common silo mentality) and in improving
asset investments. Analysing, implementing and monitoring an AIMS are all parts of the broad sphere of “Risk
Management”, a practice that an increasing number of international standards push towards, being the
ultimate goal of any company who aspires to protect its business.
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