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PDT- Awareness 55001 v2 1


Content
• Introduction of asset, asset management asset
management system
• ISO 55000 standard series
• ISO 55001:2014
• How to implement

PDT- Awareness 55001 v2 2


1 Introduction

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What is asset
Item, thing or entity that has potential or actual
value to an organization
• Value can be tangible or intangible, financial or non-financial,
and includes consideration of risks and liabilities. It can be
positive or negative at different stages of the asset life
• Physical assets usually refer to equipment, inventory and
properties owned by the organization.
• Physical assets are the opposite of intangible assets, which
are non-physical assets such as leases, brands, digital assets,
use rights, licences, intellectual property rights, reputation or
agreements.
• A grouping of assets referred to as an asset system could also
be considered as an asset

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What is asset
The period from the creation of an asset to the end of
its life is the asset life
An asset’s life does not necessarily coincide with the
period over which any one organization holds
responsibility for it; instead, an asset can provide
potential or actual value to one or more organizations
over its asset life, and the value of the asset to an
organization can change over its asset life.

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Asset management
Asset management : Coordinated activity of an
organization to realize value from assets
• Realization of value will normally involve a
balancing of costs, risks, opportunities and
performance benefits.
• Activity can also refer to the application of the
elements of the asset management system.
• The term “activity” has a broad meaning and can
include, for example, the approach, the planning,
the plans and their implementation.

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Asset management
The factors which influence the type of assets that an
organization requires to achieve its objectives, and
how the assets are managed, include the following:
— the nature and purpose of the organization;
— its operating context;
— its financial constraints and regulatory
requirements;
— the needs and expectations of the organization and
its stakeholders.
These influencing factors need to be considered when
establishing, implementing, maintaining and
continually improving asset management. 7
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Asset management
Effective control and governance of assets by
organizations is essential to realize value through
managing risk and opportunity, in order to achieve the
desired balance of cost, risk and performance
Asset management translates the organization’s
objectives into asset-related decisions, plans and
activities, using a risk based approach
Asset management involves the balancing of costs,
opportunities and risks against the desired
performance of assets, to achieve the organizational
objectives.

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Asset management
Asset management enables an organization to
examine the need for, and performance of, assets and
asset systems at different levels.
Additionally, it enables the application of analytical
approaches towards managing an asset over the
different stages of its life cycle (which can start with the
conception of the need for the asset, through to its
disposal, and includes the managing of any potential
post disposal liabilities).

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The benefits of asset management
improved financial performance : improving the return on
investments and reducing costs can be achieved, while
preserving asset value and without sacrificing the short or long-
term realization of organizational objectives
informed asset investment decisions: enabling the
organization to improve its decision making and effectively
balance costs, risks, opportunities and performance
managed risk: reducing financial losses, improving health and
safety, good will and reputation, minimizing environmental and
social impact, can result in reduced liabilities such as insurance
premiums, fines and penalties
improved services and outputs: assuring the performance of
assets can lead to improved services or products that consistently
meet or exceed the expectations of customers and stakeholders

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The benefits of asset management
demonstrated social responsibility: improving the
organization’s ability to, for example, reduce emissions, conserve
resources and adapt to climate change, enables it to demonstrate
socially responsible and ethical business practices and
stewardship;
demonstrated compliance: transparently conforming with legal,
statutory and regulatory requirements, as well as adhering to
asset management standards, policies and processes, can
enable demonstration of compliance
enhanced reputation: through improved customer satisfaction,
stakeholder awareness and confidence
improved organizational sustainability: effectively managing
short and long-term effects, expenditures and performance, can
improve the sustainability of operations and the organization

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The benefits of asset management
improved efficiency and effectiveness: reviewing and
improving processes, procedures and asset performance can
improve efficiency and effectiveness, and the achievement of
organizational objectives.

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Fundamentals of asset management
Value: Assets exist to provide value to the organization and its
stakeholders.
Asset management does not focus on the asset itself, but on the
value that the asset can provide to the organization. The value
(which can be tangible or intangible, financial or non-financial) will
be determined by the organization and its stakeholders, in
accordance with the organizational objectives.
This includes:
1) a clear statement of how the asset management objectives
align with the organizational objectives;
2) the use of a life cycle management approach to realize value
from assets;
3) the establishment of decision-making processes that reflect
stakeholder need and define value

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Fundamentals of asset management
Alignment: Asset management translates the organizational
objectives into technical and financial decisions, plans and activities.
Asset management decisions (technical, financial and operational)
collectively enable the achievement of the organizational objectives.
This includes:
1) the implementation of risk-based, information-driven, planning and
decision-making processes and activities that transform
organizational objectives into asset management plans;
2) the integration of the asset management processes with the
functional management processes of the organization, such as
finance, human resources, information systems, logistics and
operations;
3) the specification, design and implementation of a supporting asset
management system.

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Fundamentals of asset management
Leadership: Leadership and workplace culture are determinants of
realization of value.
Leadership and commitment from all managerial levels is essential
for successfully establishing, operating and improving asset
management within the organization.
This includes:
1) clearly defined roles, responsibilities and authorities;
2) ensuring that employees are aware, competent, and empowered;
3) consultation with employees and stakeholders regarding asset
management.

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Fundamentals of asset management
Assurance: Asset management gives assurance that assets will
fulfil their required purpose.
The need for assurance arises from the need to effectively govern
an organization. Assurance applies to assets, asset management
and the asset management system.
This includes:
1) developing and implementing processes that connect the required
purposes and performance of the assets to the organizational
objectives;
2) implementing processes for assurance of capability across all life
cycle stages;
3) implementing processes for monitoring and continual
improvement;
4) providing the necessary resources and competent personnel for
demonstration of assurance, by undertaking asset management
activities and operating the asset management system
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Asset management plan
Documented information that specifies the
activities, resources and timescales required for
an individual asset or a grouping of assets, to
achieve the organization’s asset management
objectives
• The grouping of assets may be by asset type asset
class, asset system or asset portfolio.
• An asset management plan is derived from the
strategic asset management plan.
• An asset management plan may be contained in, or
may be a subsidiary plan of, the strategic asset
management plan.

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Asset management system
Management system Set of interrelated or interacting
elements of an organization to establish policies and
objectives and processes to achieve those objectives
• A management system can address a single
discipline or several disciplines.
• The system elements include the organization’s
structure, roles and responsibilities, planning,
operation, etc.
• The scope of a management system may include
the whole of the organization, specific and identified
functions of the organization, specific and identified
sections of the organization, or one or more
functions across a group of organizations.
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Asset management system
Asset management system:
• management system for asset management whose
function is to establish the asset management policy and
asset management objectives
The asset management system is a subset of asset management.

• a set of interrelated and interacting elements of an


organization, whose function is to establish the asset
management policy and asset management objectives,
and the processes, needed to achieve those objectives
(In this context, the elements of the asset management system should
be viewed as a set of tools, including policies, plans, business
processes and information systems, which are integrated to give
assurance that the asset management activities will be delivered.)

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Asset management system
The assets themselves can also support more than one
function and more than one functional unit within the
organization. The asset management system provides a
means for coordinating contributions from and interaction
between these functional units within an organization
The establishment of an asset management system is an
important strategic decision for an organization.

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The benefits of an asset management system
An asset management system
• provides a structured approach for the development, coordination
and control of activities undertaken on assets by the organization
over different life cycle stages, and for aligning these activities
with its organizational objectives.
• can provide improved risk control and gives assurance that the
asset management objectives will be achieved on a consistent
basis.
However, not all asset management activities can be formalized
through an asset management system. For example, aspects such
as leadership, culture, motivation, behaviour, which can have a
significant influence on the achievement of asset management
objectives, may be managed by the organization using arrangements
outside the asset management system.

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Managing the
organization

Asset
management

The relationship
between key asset
management terms
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23

Process
Procedures
(specified way to carry out an activity or a
process- can be documented or not)

Inputs Outputs
PROCESS

Resources

Monitoring, measurement, analysis, evaluation


(before, during and after processes )

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Process approach
Process
network

Require
Defined ments
require are met
ments

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Benefits of Process Approach

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Process Approach
1 2 3 4

KPI
KPI

KPI

KPI

KPI KPI KPI


Management
Traditional by process
management

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ISO introduction

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The current situation of
management systems
integration efforts

29
Copyright © 2013 BSI. All rights reserved.

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Need for Alignment of
management system standards!
ISO Joint Technical Coordination Group (“JTCG”):
• Joint vision for management system standards
• High level structure for all ISO management systems
standards
• Identical sub-clause titles under the high level structure
• Generic core vocabulary for management system
standards
• Aim is to make life easier for those who wish to have a
“single management system”

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Annex SL – Appendix 2
General requirements of MSS are mentioned in Consolidated
ISO Supplement to the ISO Directives, Part 1 (Procedures
specific to ISO), Annex SL (normative) Proposals for
Management System Standards, SL.8 Guidance on the
development process and structure of an MSS plus
Appendices 2-4 (from now called “Annex SL”)

ISO 55001.2015\Annex-SL-Whitepaper.pdf

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ISO Directives Part 1:2012 “Annex SL”

• Incorporates the recommendations of the JTCG work


• Defines the common structure and format for all new ISO
management system standards and revisions to existing
standards
• Common text (approx 30% or more of each standard will
be identical text)

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General requirements in“Annex SL”

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“Annex SL” High Level Structure

• Incorporates the recommendations of the JTCG work


• Defines the common structure and format for all new ISO
management system standards and revisions to existing
standards
• Common text (approx 30% or more of each standard will
be identical text)
• Significant impact on future revisions of ISO 55001 and
ISO 14001

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Introduction

ISO 55001: 2014

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Structure of ISO 55001:2014
9
4 5 6 7 8
Performance Improvement
Context Leadership. Planning Support Operation evaluation
Monitoring,
Monitoring,
Understanding Actions to Operational measurement, Nonconformity
Leadership and measurement,
the organization address risks Resourcesc planning and analysis and corrective
commitment
control analysis and
and action
and its context and evaluationgiá
evaluation
opportunities
Understanding Asset Management of
Internal Preventive
the needs and Policy management Competence change Internal audit
audit
action
expectations of objectives and
stakeholders planning
Organizational Outsourcing Management
Management
roles, Awareness Continual
Determining the review
review
responsibilities improvement
scope
and authorities
4.4 Communicatio
Asset n
management
system
Information
requirements

Documented
information

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Purpose
Specifies the requirements for the establishment,
implementation, maintenance and improvement of a
management system for asset management, referred
to as an “asset management system”.

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Scope of application
Can be used by any organization. The organization determines
to which of its assets this International Standard applies.
Is primarily intended for use by:
— those involved in the establishment, implementation,
maintenance and improvement of an asset management
system;
— those involved in delivering asset management activities and
service providers;
— internal and external parties to assess the organization’s
ability to meet legal, regulatory and contractual requirements
and the organization’s own requirements.

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4 Context of the organization
This clause sets out the requirements for an organization to
take a high level overview of the business, considering the key
internal and external factors which impact it, and how it should
respond in the form of a deined management system:
• Understanding the organization and its context
• Understanding the needs and expectations of interested parties
• Determining the scope of the quality management system
• Quality management system and its processes......

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4.1 Understanding the organization
and its context
This clause requires the organization to consider potential
factors which can impact on the management system, in terms
of its structure, scope, implementation and operation.
Impacting factors can be of internal or external nature, and are wide-
ranging;
• External factors can arise from legal, technological, competitive,
market, cultural, social and economic environments, whether
international, national, regional or local.
• Internal factors may be related to values, culture, knowledge
and performance of the organization.
Asset management objectives, included in the strategic asset
management plan (SAMP), shall be aligned to, and consistent with,
the organizational objectives

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4.2 Understanding the needs and
expectations of interested parties
The organization shall determine
• the interested parties that are relevant to the AMS,
• the related requirements of these interested parties that
are relevant to the AMS”
• the criteria for asset management decision making;
• the stakeholder requirements for recording financial and
non-financial information relevant to asset management,
and for reporting on it both internally and externally

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4.2 Understanding the needs and
expectations of interested parties
Interested parties could include:
• Employees
• Contractors
• Clients/Customers
• Suppliers
• Regulators
• Shareholders
• Neighbours
• Non-Governmental Organizations (NGOs)
• Parent organizations

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4 Context of the organization
What is also clear is that the output from clauses 4.1 and
4.2 is a key input to the assessment and determination of
risks and opportunities required in clause 6.

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4.3 Determining the scope of the AMS
The organization shall determine the boundaries and
applicability of the AMS to establish its scope.
Must consider
• the external and internal issues referred to in 4.1,
• the requirements referred to in 4.2
• the interaction with other management systems, if used.

ISO 55001:2014 includes comments that:


 All requirements are applicable

 If a requirement cannot be applied, it must


• not affect the ability to provide conforming product
• be justified

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4.4 Quality management system and
its processes
• Establish, implement, maintain and continually improve a
quality management system including the processes
needed and their interactions
• Determine the processes needed for the quality
management system and their application throughout
the organization
• How to control of processes
• maintain documented information ;
• retain documented information

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4.4 Quality management system and
its processes

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Documentation structure
Quality policy, objectives

Quality manual
1

Procedures
2
Work instructions, specifications,
3
standards forms, …

4 Records
Quality Manual – potential uses
• To manage the business as a key input to
organizational planning, resource allocation, goal
setting, problem solving, etc.
• The training material for employee orientation,
especially managers!
• A communication tool for external parties (customers,
corporate management, board of directors, regulatory
bodies, etc.)

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5. Leadership
• Leadership and commitment
• Quality Policy
• Organizational roles, responsibilities and authorities

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5.1 Leadership and commitment

Leadership with respect to the AMS


• leadership is not so much about actions but the thinking
that leads to action.
• Demonstrating leadership with respect to the AMS
means adopting a way of thinking about quality and how
requirements for quality are met. It also involves
exhibiting behaviours that influence the actions of its
employees in a non-coercive way towards the
achievement of customer satisfaction

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5.1 Leadership and commitment
“Top management shall demonstrate leadership and commitment with
respect to the quality management system by
– taking accountability of the effectiveness of the AMS;
– ensuring policy and objectives are compatible with strategic direction
– ensuring the quality policy is communicated, understood and applied
– ensuring integration of the AMS requirements into business processes
– promoting awareness of the process approach;
– communicating importance of effective quality management and of
conforming to the AMS requirements;
– ensuring that the system achieves its intended results
– engaging, directing and supporting persons to contribute to the
effectiveness of the AMS;
– promoting continual improvement
– supporting other relevant management roles to demonstrate their
leadership as it applies to their areas of responsibility.”

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5.1 Leadership and commitment
• Top management is also required to ensure that:
– customer requirements and applicable statutory / regulatory
requirements are determined and met;
– the risks and opportunities that can affect conformity of products
and services and the ability to enhance customer satisfaction
are determined and addressed;
– the focus on consistently providing products and services that
meet customer and applicable statutory and regulatory
requirements is maintained;
– the focus on enhancing customer satisfaction is maintained.

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5.1 Leadership and commitment

The road to commitment

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5.2 Quality policy

“Top management shall establish a quality policy that:


• is appropriate to the purpose of the organization,
• provides a framework for setting quality objectives;
• includes a commitment to satisfy applicable requirements, and
• includes a commitment to continual improvement of the quality
management system

The quality policy shall


 be available as documented information
 be communicated within the organization
 be available to interested parties, as appropriate

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Policy & Objectives (example)
Policy – Defect free product, on time to the customer at a reasonable
price and continually improving all processes in accordance with the
requirements.
Organizational objective – 98% on time to customer promise date
Process objectives established to meet organizational goal
– Order review processes – all orders processed within 2 days of receipt
– Warehouse process – 100% compliance with FIFO, 18 inventory turns
– Maintenance Process – 97% uptime, no past due scheduled items
– Purchasing process – 95% of tier 1 suppliers on time and within
window
– Production Scheduling – all shop routers completed within 1 day of
receipt and all orders scheduled to be completed 2 days prior to
required ship date

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5.3 Organizational roles, responsibilities
and authorities
• The responsibilities and authorities for relevant
roles are assigned, communicated and understood
• Assign the responsibility and authority for:
– ensuring that the quality management system conforms to the re
quirements of this International Standard;
– ensuring that the processes are delivering their intended outputs;
– reporting on the performance of the quality management system
and on opportunities for improvement to top management;
– ensuring the promotion of customer focus
– ensuring that the integrity of the quality management system is m
aintained when changes to the quality management system .

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6 Planning
• Actions to address risks & opportunities
• Quality objectives and planning to achieve them
• Planning of changes

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6.1 Actions to address risks & opportunities

“determine the risks and opportunities that need to be addressed to


give assurance that the AMS can achieve its intended result(s)
prevent or reduce undesired effects achieve continual improvement.

Plan:
a) actions to address these risks and opportunities, and
b) how to integrate and implement these actions into the AMS
processes evaluate the effectiveness of these actions.”
Actions taken to address risks and opportunities shall be proportionate
to the potential impact on the conformity of products and services.

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6.2 Quality objectives and planning
to achieve them
Establish quality objectives at relevant functions, levels and processes.
The quality objectives shall
 be consistent with the quality policy

 be measurable

 take into account applicable requirements

 be relevant to conformity of products and services and the


enhancement of customer satisfaction;
 be monitored

 be communicated, and

 be updated as appropriate.

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6.2 Quality objectives and planning
to achieve them
When planning how to achieve its quality objectives, the organization
shall determine
•what will be done
•what resources will be required
•who will be responsible
•when it will be completed
•how the results will be evaluated.”

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6.3 Planning of changes

Where there is a need for change to the AMS this must be done in a
planned and systematic manner, considering:
• the purpose of the change and any potential consequences;
• the integrity of the AMS
• the availability of resources;
• allocation or reallocation of responsibilities and authorities.

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7 Support Processes
• Resources
• Competence
• Awareness
• Communication
• Documented information

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7.1 Resources

• The organization shall determine and provide the


resources needed for the establishment,
implementation, maintenance and continual
improvement of the AMS.
• Additional requirements:
– People
– Infrastructure
– Process environment
– Monitoring & measuring resources
– Organizational knowledge

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7.2 Competence
• Determine the necessary competence of person(s) doing work
under its control that affects its quality performance,
• Ensure that these persons are competent on the basis of
appropriate education, training, or experience;
• Where applicable, take actions to acquire the necessary
competence, and evaluate the effectiveness of the actions taken
• Retain appropriate documented information as evidence of
competence.
• NOTE Applicable actions may include, for example: the provision of
training to, the mentoring of, or the re-assignment of currently
employed persons; or the hiring or contracting of competent
persons.”

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7.3 Awareness
Persons doing work under the organization’s control
shall be aware of:
• the quality policy and relevant objectives
• their contribution to the effectiveness of the AMS, including the
benefits of improved quality performance
• the implications of not conforming with the AMS requirements.”

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7.5 Documented information
• “Previously known as “documents and records”
• “Documents” need to be “maintained as documented information”
• “Records” need to be “retained as documented information
• How to control
– identification and description (title, date, author, reference number);
– format (language, software version, graphics), media ( paper, electronic);
– review and approval
– distribution, access, retrieval and use;
– storage and preservation,;
– control of changes (e.g. version control);
– retention and disposition

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8 Operation

• Operational planning and control


• Determination of customer requirements
• Design and development of products and services
• Control of external provision of products and services
(Purchasing and outsourcing addressed together)
• Realization and provision of products and services
• Release of products and services
• Control of nonconforming products and services

• (

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8.1 Operational planning and control
“Plan, implement and control the processes needed to meet
requirements for the provision of products and services, and to
implement the actions determined in 6.1 by:
• determining requirements for the products and services
• establishing criteria for the processes and acceptance criteria
• determining the resources needed
• implementing the control of processes
• retaining documented information”
Control planned changes and review the consequences of unintended
changes, taking action to mitigate any adverse effects, as necessary
Outsourced processes are controlled.

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8.2 Determination of requirements for
products and services

8.2.1 Customer communication


Establish the processes for communicating with customers in relation to:
• information relating to products and services;
• enquiries, contracts or order handling, including changes;
• obtaining customer views and perceptions, including customer
complaints;
• handling or treatment of customer property, if applicable;
• specific requirements for contingency actions, when relevant

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8.2 Determination of requirements for
products and services

8.2.2 Determination of requirements.


Process to determine the requirements for the products and services
to be offered to potential customers.
Ensure the organization has the ability to meet the defined
requirements and substantiate the claims for the products and
services it offers.

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8.2.3 Review of the requirements

Ensure that it has the ability to meet the requirements for


products and services to be offered to customers.
Conduct a review before committing to supply products and
services to a customer, to include:
– requirements specified by the customer, including the requirements
for delivery and post- delivery activities;
– requirements not stated by the customer, but necessary for the
specified or intended use;
– requirements specified by the organization;
– statutory and regulatory requirements applicable;
– contract or order requirements differing from those previously
expressed.

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8.3 Design and development of
products and services
• Establish, implement and maintain a design and development process
that is appropriate to ensure the subsequent provision of products and
services
• Design and development planning
• Design and development inputs
• Design and development controls
• Design and development outputs
• Design and development changes

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8.4 Control of externally provided
processes, products and services
8.4.1 General
Ensure that externally provided processes, products and services conform
to requirements.
Controls to be applied to externally provided processes, products and
services when:
a) products and services from external providers are intended for
incorporation into the organization’s own products and services;
b) products and services are provided directly to the customer(s) by
external providers on behalf of the organization;
c) a process, or part of a process, is provided by an external provider as a
result of a decision by the organization.
Determine and apply criteria for the evaluation, selection, monitoring of
performance, and re-evaluation of external providers, based on their ability
to provide processes or products and services in accordance with
requirements
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8.4 Control of externally provided
processes, products and services
8.4.2 Type and extent of control
Ensure that externally provided processes, products and services do not
adversely affect the organization’s ability to consistently deliver conforming
products and services to its customers.
 externally provided processes remain within the control of its quality
management system;
 define the controls to external provider and resulting output;
 take into consideration:
− the potential impact of the externally provided processes, products and services
on the organization’s ability to consistently meet requirements;
− the effectiveness of the controls applied by the external provider;
 ensure that the externally provided processes, products and
services meet requirements

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8.4 Control of externally provided
processes, products and services
8.4.3 Information for external providers
• Ensure the adequacy of requirements prior to their communication
to the external provider.
• Communicate to external providers its requirements for:
a) the processes, products and services to be provided;
b) the approval of:
1) products and services;
2) methods, processes and equipment;
3) the release of products and services;
c) competence, including any required qualification of persons;
d) the external providers’ interactions with the organization;
e) control and monitoring of the external providers’ performance to be
applied by the organization;
f) verification or validation activities performing at the external providers’
premises.

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8.5 Production and service provision
8.5.1 Implement controlled conditions for production and
service provision, including delivery and post-delivery
activities:
– definition of the product and service characteristics (documented);
– activities to be performed and results to be achieved (documented);
– monitoring and measurement activities
– use and control of suitable infrastructure and process environment;
– availability and use of suitable monitoring and measuring resources;
– competence and, where applicable, required qualification of persons;
– validation, and periodic revalidation, of “special processes”;
– formal release of products and services, delivery and post-delivery
activities.

•(

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8.5 Production and service provision

8.5.2 Identification and traceability


8.5.3 Property belonging to customers or external providers
8.5.4 Preservation
8.5.5 Post-delivery activities – Consider:
− risks associated with the products and services;
− nature, use and intended lifetime
− customer feedback;
− statutory and regulatory requirements.
8.5.6 Control of changes review and control unplanned changes essential
for production or service provision to ensure continuing conformity
(

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8.6 Release of products and services

Implement planned arrangements, at appropriate stages, to


verify that the
– product and service requirements have been met.
– the release of products and services to the customer shall not
proceed until the planned arrangements have been completed,
unless otherwise approved by a relevant authority/customer.

• (

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8.7 Control of nonconforming outputs,
• Outputs that do not conform to their requirements are
identified and controlled
• Take appropriate action based on the nature of the
nonconformity and its effect
• Nonconforming products and services detected after
delivery
• Deal with nonconforming outputs
• (

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9 Performance evaluation
• Monitoring, measurement, analysis and evaluation
• Internal Audit
• Management review
• (

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9.1 Monitoring, measurement, analysis
and evaluation
Determine:
• what needs to be monitored and measured
• methods for monitoring, measurement, analysis and
evaluation, as applicable, to ensure valid results
• when the monitoring and measuring shall be performed
• when the results from monitoring and measurement shall
be analysed and evaluated.
Retain appropriate documented information.
Evaluate the quality performance and the effectiveness of
the AMS
• (

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Analysis of Data & Measurement

Food for Thought:


• Consider all the records and data that you collect and
store in your company...
• How are each of these used for analysis, training, and
improvement purposes?
• If you can’t answer this question for nearly every record
you spend time and money collecting then why do you do
it?

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9.2 Internal audit
• Conduct internal audits at planned intervals
• Shall
• plan, establish, implement and maintain an audit programme(s);
• define the audit criteria and scope for each audit;
• select auditors and conduct audits to ensure objectivity and the
impartiality of the audit process;
• ensure that the results of the audits are reported to relevant
management;
• take appropriate correction and corrective actions;
• retain documented information

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9.3 Management review
• Top management review the organization’s quality
management system
• Management review inputs
– the status of actions from previous management reviews
– changes in external and internal issues
– information on the performance and effectiveness of the AMS
– the adequacy of resources;
– the effectiveness of actions taken to address risks and opportunities
– opportunities for improvement
• Management review outputs: decisions and actions related to
– opportunities for improvement;
– any need for changes to the quality management system;
– resource needs.

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10 Improvement
Determine and select opportunities for improvement and
implement any necessary actions
Nonconformity and corrective action
• react to the nonconformity
• evaluate the need for action to eliminate the cause(s) of the
nonconformity
• implement any action needed;
• review the effectiveness of any corrective action taken;
• update risks and opportunities determined during planning,
• make changes to the quality management system,
Continual improvement
• continually improve the suitability, adequacy and effectiveness of
the quality management system.

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AMS Model in ISO 55001:2014

4.1,4.2,4.3 Define 10. Improvement


context, stakeholders
and scope of AMS

Customer 5. Leadership Custo


and mers
stakehold
ers 4.4 AMS and
processes 9. Performance Satis
6. Planning
evaluation faction

Require
Product
ment Input 8. Operation Output &services

7. Support

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