All entries for Saturday 28 May 2011

May 28, 2011

Maintenance Classifications

literature classifies maintenance approaches to Preventive (PM), predictive (PDM), total productive (TPM), reliability-Centred (RCM), and others. however, careful reading leads to a conclusion that many of them are integrated. researchers say that PM is part of PDM. they also say that to have a good TPM you should be applying PM and PDM in the first place. this can sometimes create confusion for managers that are not interested in academic research.

my personal conclusion of this is that there is one maintenance approach which is the latest that approves success. other maintenance approaches should become practices that are included in the latest approach. what is the value of having all these classification if the aim is to practice? for example if I am fully applying PM, someone can just suggest that I am 50% applying TPM. and this can be true for other approaches too.

I think that the most important thing in maintenance is practice rather than having theories. one approach is enough if it is annually updated to include all the practices that prove beneficial. 


Intangible and Tangible Assets

the main areas in intangible assets are people and the knowledge they produce. while some writings study both separately, others refer that both are becoming interdependent or even integrated.

while EFQM does not refer to this relation in its model, I think that this integration is the significant issue of assets management. all assets now are connected to technology and depend on information and data that is entered in. accordingly, the separation of the two assets management will not be valid in the near future.



EFQM and Competitive Advantage

it is intersting that EFQM does not refer/ recognise clearly knowledge as an asset. while manageing knowledge and informatin is mentioned under resources in section 4, this managemnt was focused on sharing information and gave a big focus on innovation. 

recent writings about knowledge consider it as an asset that must not only be managed but effecintly collected. implicit knowledge is the most source of information which cannot be formally collected. implicit lnowledge is also what really builds the competitve advantage of a company. I think that collecting implicit knowledge is the key for knwledge management taking into consideratin that implicit knowldge becomes explicit after it is collected and documented.

arguably, all new organisations are knowledge based and their competitive advantage is knowledge. while many recognise knowledge and try to manage it, the majority cannot collect and manage implicit knowledge which creates the competitve advantage.


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