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Asset Management - Business Process Self Assessment Questionnaire                                                                                                                                                                                                                                                                                                                                                                               Score
Management & Organisation		1      2      3      4
1	Specific Asset (Reliability and Integrity) Management policies support reliability strategy and plans.
2	The Asset Management organisation (maintenance, inspection & reliability) is structured with the specific aim of delivering the required level of asset integrity and reliability, with clear understanding of individual and team roles.
3	Competence is defined and managed with a structured, comprehensive competence assurance process. Business-critical competencies are identified and managed.
4	HSE is managed with real management commitment, using a structured hazard identification system (e.g. HSE Case) and recognised process safety management principles. A documented plan is used for managing HSE in Asset Management and performance is measured and communicated.
5	An incident and equipment failure reporting & investigation process/system is in place (using structured RCA techniques).
6	Comprehensive systems monitor and report integrity & reliability performance. Performance is benchmarked and best practices (internal and external) are captured and applied across the organisation.
Maintain & Inspect the Assets
7	Tactical options for equipment maintenance & inspection (sometimes called maintenance strategies) are developed for each piece, group or type of equipment based on equipment criticality, failure modes, consequences and probability of failure, historical records and statutory requirements.
8	A structured and disciplined maintenance work process, integrated with the CMMS, maximises planned work through collaborative processes and shared ownership between operations and maintenance.
9	A comprehensive set of maintenance systems supports process integrity and reliability: - CMMS - equipment criticality - operating windows - unit safeguarding systems - calibration and testing programmes - radio and other remote control/communications systems - design and engineering standards - design verification - plant change management or management of change (MOC) - asset HSE and integrity reviews - asset reference planning (future asset cost profile)
10	An inspection strategy has been developed and inspection plans, taking into consideration all of the potential damage mechanisms, are avalilable for all units and equipment.
11	The inspection resources, skills and tools are available to fulfil these inspection plans. Inspection records are maintained and used to update the inspection plans.
12	Sound and constructive interface between maintenance and operations processes and systems: - Equipment operating procedures - Operator routine practices (equipment monitoring and maintenance by operators) - Maintenance work order priorisation & approval - Equipment handover & Safety Work Permit (SWP) or Permit to work system (PTW) - Operating windows
Manage Turnarounds
13	Turnaround / shutdown policy & high-level procedure are driven by safety, integrity and reliability. The policy and procedure documents and explains the critical processes and some of the (best) practices. A detailed, long-term turnaround plan (5-10 years) targets industry best practice turnaround intervals and durations, with the aim of limiting the size and scope of turnarounds.
14	The turnaround worklist is identified and frozen early (6-9 months before), is aggressively and independently challenged and strict discipline is applied to additional work.
15	Disciplined project planning processes are applied to the planning and scheduling of turnarounds and shutdowns, including contracting strategies, comprehensive work-packs and dedicated resources (operations, inspection & maintenance). Turnaround specific HSE strategies & plans are prepared to help manage all potential HSE risks.
16	Leadership for the turnaround is clear and attention to detail applied to the management of the decommissioning, execution and recommissioning phases of the turnaround. Detailed decommissioning and commissioning operational procedures, integrated with comprehensive operational plans, are used. Turnaround execution performance is actively managed with monitoring and communication systems, contingency plans and procedures for emergent work.
17	A structured and timely (within 1 month) review of individual turnaround / shutdown performance and an annual review of the long-term turnaround plan.
Develop Assets
18	An asset masterplan for all key process units, using information on technology developments, asset reference plans and technical reviews.
19	Robust project feasibility, evaluation and design processes are in place.
20	Project execution processes and systems are efficient and effective, delivering projects on time and on budget.
21	Project post-implementation reviews capture learning points and assess actual returns against those predicted.
Manage Asset Support Services
22	Robust procurement and warehousing processes and systems, (integrated with finance and accounting) and inventory is optimised on the basis of business risk and cost.
23	Carefully determined contractor management strategy and processes, take into account specific, local conditions and constraints.
24	Technical information is managed electronically and discipline applied to maintaining critical documents such as P&IDs to ensure plant integrity - linked to the management of change processes.
25	Specific technical skills and services are managed effectively to support integrity and reliability? - instrumentation & electrical - process control - mechanical / rotating equipment - civil and general facilities - transport