Ways to Measure Your
Asset Health Management
Maturity Matrix
Elements
uses the asset list from accounting. No
Functional Hierarchy understanding of the difference between
System Definition
Redundancy Definition
ASSET CATALOG
No component configuration list exists
Component
and no parent-child relationships are
Configuration
Component Attribute
Library
Natural Equipment
Grouping
Drawings (P&ID, PFD, Only original construction drawings exist
RBD, etc.)
System Level Analysis
Machine Level Analysis
No categories were used in the analysis;
Category Definition and
Weighting
Adequate Resolution
Cross Functional Only a few maintenance people worked
Analysis Team
No methods exist for testing the quality of
QA/QC of Results
Defined Usage of
organization how the criticality ranking
Results
No Failure Modes Analysis (FMA) has
Asset Health Matrix
Reliability Centered
Maintenance (RCM) No RCM analysis has been performed.
Analysis
EQUIPMENT MAINTENANCE PLAN
Bad Actor Analysis No bad actor analysis is being performed.
Preventive Maintenance
Program
No PdM is in use or only low tech tools
Predictive Maintenance
Program
Root Cause Analysis
(RCA)
Defect Elimination
No defect elimination program in place.
Program
Equipment Maintenance
Plan (EMP) Details
World Headquarters
4200 Faber Place Drive
Charleston, SC 29405
o. 888.335.8276
f. 843.414.5779
LEVEL
LEVEL 11
NOT
NOT ENGAGED
ENGAGED
No functional hierarchy exists. Plant
asset and equipment.
No system definitions exist.
No redundancy definition exists.
documented.
No component attribute library exists.
No route maps exist.
and are no longer accurate.
No system level analysis has been
performed; no value seen in it.
No machine level analysis has been
performed.
if they were used, no weighting was
considered.
This topic was not considered.
together to complete the analysis.
the results.
No document exists that shows the
index is to be used.
been performed.
Legacy PM program based on OEM
recommendations exists.
such as overall vibe pens or free oil
analysis are used in a few areas.
Informal RCAs ocur.
EMP is an unknown term.
North America • Europe • Latin America • Middle East • Asia-Pacific
LEVEL
LEVEL 22
EXPERIMENTING
EXPERIMENTING
Plant utilizes a CMMS identification
number for hierarchy purposes.
Machines, components, and parts exist
on the same indenture levels.
Some of the system definitions exist, but
only for a few critical systems.
Redundancy definition exists for a few
pieces of critical equipment.
Component configuration and parent-child
relationships exist for a few pieces of
critical equipment, but are not consistent
on like pieces of equipment.
Some component attributes are recorded
for a few pieces of critical equipment.
Route maps exist only for the machines
on a PdM route.
Only the electrical 1-line drawings are
up-to-date.
A few critical systems have been
analyzed.
A few pieces of equipment within the
designated critical systems have been
analyzed.
Only a single category was used for the
analysis, such as Production Impact.
Some weighting was used in the
calculation.
Many categories contained Yes/No
questions, creating an A-B-C style
analysis.
A representative from production and
maintenance worked together to complete
the analysis.
QA/QC consisted of a review to ensure
that all machines answered all questions.
Use of the criticality analysis results are
mentioned in training classes, but no
official expectations of use on a daily
basis.
FMA performed on selected critical
equipment, mostly after costly failure
events.
A few RCM analyses have been
performed after costly failure events, but
action items from the analyses were not
completed.
Only equipment that fails more than once
within a given month is flagged for RCA.
Legacy PM program has been cleaned of
tasks that do not address a known failure
mode. PM is still more of a task list than
an executable procedure.
A single technology is in use (vibration
analysis, oil analysis, infrared
thermography, ultrasound, or motor circuit
analysis).
Investigations rarely happen and are not
documented.
Identified defects are a subject of
discussion for the top 2-3 critical
machines in the plant. No proactive use
of the information though, only used to
optimize the run-to-failure strategy.
EMPs exist for a few machines, but the
details are known only to the engineer
and planner who developed it.
www.gpallied.com
LEVEL 3
ENLIGHTENED
Plant has a hierarchy down to the system
level. Some machines exist on their own
indenture level. No real consistency; list
not accurate.
Most of the system definitions exist, but
do not necessarily match the equipment
hierarchy and are not utilized on a daily
basis.
Redundancy definition exists for all critical
equipment. Data can be modified by
anyone.
Component configuration and parent-
child relationships exist for all critical
equipment. Data is consistent only on
like equipment. Data can be modified by
anyone.
Component attribute data is recorded
for all critical equipment. Data can be
modified by anyone.
Detailed route maps exist for all machines
on both PdM and PM inspection routes.
Most of the P&ID drawings are accurate.
RBDs exist for only a few systems.
All of the critical systems have been
analyzed.
All equipment within the designated
critical systems have been analyzed.
Two categories were used for the
analysis, such as Safety Impact and
Production Impact .
Less than 10 questions with 2-3 answers
each were used for the analysis. Analysis
results were numerical, but only contained
two significant digits.
A representative from production,
maintenance, and at least one other
functional area of the plant completed the
analysis together.
Review ensures that at least one
machine selected any given answer.
Review occurred after all questions were
answered. Some equipment assumptions
were used during the analysis.
Usage is called out in company
standards, but no evidence of daily use
is found.
FMA exists for all critical equipment, with
some mapping to the appropriate PM/
PdM techniques
RCM analyses done proactively on the
top 5% of the equipment and action item
lists are +80% complete within 60 days of
the analysis.
Top 5% of the bad actors are analyzed
every six months for failure patterns;
action items are assigned, but not
managed tightly. This is a formal process.
PM program for top 10% of equipment
based on FMA. PM is actually an
executable procedure instead of a simple
task list. Balance of plant PM program is
still the legacy style.
A minimum of three technologies are in
use with some integration of the PdM
data into the maintenance work flow
processes.
Some formal RCAs occur based on high
cost failures; limited number of employees
are formally trained in RCA.
Identified defects are monitored for all
critical equipment. The elimination of
these defects is still an optional call for
the asset owner.
EMPs exist for most critical equipment.
Details are published, but not integrated
with the CMMS for execution.
LEVEL
LEVEL 44
GOOD
GOOD PRACTICE
PRACTICE
Plant has a hierarchy down to the
machine level. Some components exist
on their own indenture level. List is fairly
consistent and at least 70% accurate.
Most systems have definitions and they
match the equipment hierarchy.
Redundancy definition exists for almost
all of the equipment in the facility. Data is
validated on an as-needed basis.
Component configuration and parent-child
relationships exist for almost all of the
equipment in the facility. Data is validated
on an as-needed basis.
All component attributes are databased.
Records can only be changed by Planner.
Data is validated on an as-needed basis.
Detailed location maps exist for all
machines. Drawings can be edited by
anyone.
P&ID drawings are accurate. PFDs exist
for most areas. RBDs exist for most
areas, but do not always match the
hierarchy.
+80% of the systems in the plant have
been analyzed.
+80% of the machines in the plant have
been analyzed. Scores are entered into
the CMMS and occasionally used for
planning.
All stakeholder categories were used, but
no category weighting was used, or all
categories had the same weighting factor.
More than 10 questions with 2-3 answers
each were used, producing a numerical
result with three significant digits.
A stakeholder from production,
maintenance, and at least two other
functional areas of the plant were present
during the analysis.
Answer distribution utilized after
completing analysis on a few machines
to identify questions/answers that need
modifying, but not reviewed again until the
end of the process. Analysis assumptions
listed, documented, and used during the
process.
Formal document exists that details the
daily usage. Evidence of daily usage.
FMA exists for top 50% of equipment in
plant, with healthy balance between PM
and PdM techniques.
RCM analyses are complete for the top
10% of the equipment and action item
lists are +90% complete within 60 days of
the analysis.
Top 10% of the bad actors are analyzed
every three months for failure patterns;
+60% of the action items are completed
within two months.
Failure mode driven PM program exists
for 50% of the equipment. PM is a
well-defined procedure with quantifiable
inspections and repeatable task steps.
A minimum of five technologies are fully
utilized (e.g. electrical and mechanical
infrared) and integrated into the
maintenance work flow processes.
Triggers are in place (e.g. cost, number
of failures, operational involvement);
RCAs are documented and published.
Identified defects and the rate at which
they are being produced is a subject at all
backlog meetings. Defect elimination is a
KPI for the maintenance manager.
EMPs exist for most equipment. Details
are integrated into the CMMS for
execution. Some tasks are skipped due to
cost or equipment availability.
GPAllied EMEA
Guldensporenpark 21-Blok C
B-9820 Merelbeke, Belgium
o. +32(0)9.210.17.20
f. +32(0)9.210.17.28
LEVEL
LEVEL 55
BEST
BEST PRACTICE
PRACTICE
Hierarchy exists down to the component
level. List is very consistent across
different areas and +95% accurate. Data
is validated at a frequent and regular
interval.
All systems have definitions and match
the equipment hierarchy. Data is under
document control.
Redundancy definition exists for all of the
equipment in the facility. Data is under
document control and validated at a
regular and frequent interval.
Component configuration and parent-child
relationships exist for all of the equipment
in the facility. Data is under document
control and validated at a regular and
frequent interval.
All component attributes are databased.
Records are under document control and
data is validated at regular and frequent
intervals.
Detailed location maps exist for all
machines and are under document
control.
All P&ID and PFD drawings exist and are
up-to-date. RBDs exist and match the
system designations in the hierarchy.
All systems have criticality scores
recorded in the CMMS. Scores are used
for downtime planning and resource
allocation.
All machines have their own score.
Scores are in the CMMS and used for
backlog sorting, labor allocation, spares
inventory, etc.
Categories for all stakeholders in the
plant were used in the analysis. Weighting
assigned to all categories based on
corporate values.
Total number of questions and answers
equals the square root of the number of
equipment in the plant. Analysis produced
a numerical result with four significant
digits.
Each stakeholder area of the plants had a
representative on the analysis team.
Statistical analysis of the results shows
a No Mode distribution; the entire range
was used and there are no gaps in the
range. Answer distribution checked
periodically throughout the analysis to
improve initial equipment assumptions.
Formal document exists that details the
usage for maintenance, operations, and
stores. Document managed and updated
regularly.
FMA exists for top 80% of equipment,
with EMP optimized for correct PM/PdM
balance.
RCM analyses are complete for the top
20% of the equipment and action item
lists are +95% complete within 60 days of
the analysis.
Top 20% of the bad actors are analyzed
every month for failure patterns; +80%
of the action items are completed within
a month.
Failure mode driven PM program exists
for +80% of the equipment. PM is a
well-defined procedure with quantifiable
inspections and repeatable task steps.
A minimum of five technologies are fully
utilized with integrated NDT program,
maintenance work flow processes, and
production planning.
Triggers are refined; many employees,
including operations, are trained in RCA.
Metrics are in place to measure results,
willingness to incorporate OEM experts.
Formal elimination strategy exists for all
identified defects on a monthly basis.
Defect elimination rate and defect
ingression rate are KPIs for operations
and maintenance managers.
EMP labor and downtime requirements
are integrated into the maintenance
budgeting and production planning
processes.
Continued on back...
 Ways to Measure Your
Asset Health Management
Maturity Matrix
Elements
Personnel Qualifications
Minimum Certifications
Body of Knowledge
(BOK)
EXECUTION STANDARDS
Data Collection Methods
Data Collection
Specifications
Standardized Alarm
Limits
Asset Health Metric
ASSET HEALTH REPORTING
Integrated Reporting
Linked to Failure Data
CMMS Integration
Automatic Scorecard
Goals and Objectives
MATURITY PROGRESSION
Continuous
Improvement
Triggers
Duration
Action Plans for Missed
Triggers
World Headquarters
4200 Faber Place Drive
Charleston, SC 29405
o. 888.335.8276
f. 843.414.5779
LEVEL
LEVEL 11
NOT
NOT ENGAGED
ENGAGED
Personnel qualifications do not exist for
PdM analysts or technicians, or they are
identical to that of the craftsmen.
Technical certifications are not promoted
or present.
A BOK does not exist for any PdM
technologies.
No clear process, procedure, or definition
in place for data collection methods.
No clear process, procedure, or definition
in place for data collection specifications.
No clear process, procedure, or definition
in place for alarm limits.
No such metric is utilized.
Integrated reporting does not occur.
Separate reports for each testing method.
Anomalies are not linked to specific
failures.
CMMS integration does not exist.
Scorecard does not exist.
No goals or objectives have been
established for the process.
No process steps defined for continuous
improvement.
"When the boss thinks it is okay to take
the next step, we will."
No program duration defined. "We might
change our mind on this if we find it
doesn't work."
"We will evaluate missed triggers on an
as-needed basis and determine if they are
a big deal at that time."
North America • Europe • Latin America • Middle East • Asia-Pacific
LEVEL
LEVEL 22
EXPERIMENTING
EXPERIMENTING
Personnel qualifications exist, but they do
not provide granularity for varying levels
of technical expertise.
Technical certifications exist, but through
vendor-specific training and certification
processes.
A BOK exists for 1 or 2 PdM technologies,
but is generally basic in detail.
Ad-hoc data collection practices and
frequencies are utilized. Data is collected
when opportunities arise or problems are
suspected.
General collection specifications have
been established for technology data
acquisition requirements.
Alarm limits based on discretion of
technician or analyst.
Asset health metric exists, but is based on
perceived equipment status and assigned
to limited asset base.
Ad-hoc integration of reporting through
the use of word processor-type reporting.
Anomalies are linked to failure modes,
but are generic in nature and not
standardized.
CMMS integration is performed manually
by single individual. Integration only
includes test data results.
Scorecard is generated manually.
Goal: Improve asset health on critical
equipment in the facility.
Process steps defined as "as much as we
can afford, as quickly as we can afford it."
"When +90% Asset Health is achieved,
we will discuss taking the next step."
"It takes as long as it takes. We are not
going to change our current methods or
systems too quickly."
"We will evaluate missed triggers on an
as-needed basis and determine if they are
a big deal at that time."
www.gpallied.com
LEVEL 3
ENLIGHTENED
Personnel qualifications exist with
varying levels of technical expertise, but
are developed and maintained by the
company without regard or consideration
to third party certification standards such
as ASNT.
Technical certifications are encouraged
for all analysts with multiple levels of
certification for 1 or 2 PdM technologies.
A BOK exists for 3 or 4 of the core
PdM technologies and are generally
descriptive.
Personnel are fully qualified for data
collection. Collection frequencies and
procedures have been established.
Activities typically occur on schedule,
but resources may be pulled or activity
may be missed due to other pressing
maintenance activities.
Collection specifications have been
developed for each technology in
accordance with recognized industry
standards.
General alarm limits based on
technician's or analyst's experience.
Asset health metric has been developed
with FMA being the primary method
of applied maintenance initiative
assignment.
Integrated reporting of 2-3 PdM
technologies.
Anomalies are directly linked to specific
failure modes utilizing a standardized
library of failure modes.
CMMS integration is performed manually
by multiple individuals. Integration
includes test data results and work
execution tracking.
Scorecard is automatically populated
from the site CMMS/EAM system and/or
condition monitoring software.
Goal: +95% Asset Health on +50% of the
mechanical and electrical equipment in
the plant.
Initial Step: Top 10% of equipment.
Follow-on: 10%, 10%, 10%, 10%
"When +90% Asset Health is achieved,
we will immediately take the next step."
5-year plan. "Some steps will take longer
than others to achieve."
Certain KPIs specific to developed
triggers have been developed. These
are evaluated on a consistent basis by
responsible personnel.
LEVEL
LEVEL 44
GOOD
GOOD PRACTICE
PRACTICE
Personnel qualifications exist with varying
levels of technical expertise and are
developed and maintained (every 2-3
years) by the company with input and
oversight of technical expertise. Third
party certification standards such as
ASNT are utilized and referenced where
applicable.
Technical certifications are administered
through a recognized third party
certification process and exist for all
analysts with varying levels of certification
for 2-3 PdM technologies.
A BOK exists for all five of the core PdM
technologies and are generally detailed.
Collection practices and policies are in
place for dedicated personnel. Condition
monitoring data collection activities occur
on schedule and are considered priority
work.
Collection specifications have been
developed for each technology in
accordance with recognized industry
standards. A machine library has been
developed to allow asset-specific
parameter sets to support unique
equipment attributes.
Alarm limits are well documented and
based on industry-specific values
for given equipment design and
configuration. Other outside standards are
considered and utilized where appropriate
(i.e. Vibe Institute, IEEE, etc).
Asset health metric has been developed
with FMA being the primary method
of applied maintenance initiative
assignment. Multiple condition monitoring,
PM, and operator care tasks are used to
evaluate equipment health.
Integrated reporting of the five core PdM
technologies.
Anomalies are directly linked to specific
failure modes utilizing a standardized
library of failure modes and reasons.
CMMS integration is performed manually
by multiple individuals. Integration
includes test data results, work execution
tracking, and job closing analysis/
comments.
Scorecard is automatically populated
and displayed for all stakeholders. The
metrics are clearly understood, along with
associated goals and targets.
Goal: +95% Asset Health on +70% of the
mechanical and electrical equipment in
the plant.
Initial Step: Top 20% of equipment.
Follow-on: 20%, 15%, 15%
+90% Asset Health that is sustained for at
least 1 month.
3-year plan. "Steps should take 4-6
months to achieve. Some might take
longer, others shorter."
KPIs and action plans are communicated
and understood by all stakeholders.
GPAllied EMEA
Guldensporenpark 21-Blok C
B-9820 Merelbeke, Belgium
o. +32(0)9.210.17.20
f. +32(0)9.210.17.28
LEVEL
LEVEL 55
BEST
BEST PRACTICE
PRACTICE
Personnel qualifications exist with varying
levels of technical expertise and are
developed and maintained on an annual
basis by the company with input and
oversight of technical expertise. Third
party certification standards such as
ASNT are utilized and referenced where
applicable.
Technical certifications are administered
through a recognized third party
certification process and exist for all
analysts and technicians with varying
levels of certification for the five core PdM
technologies.
A comprehensive BOK exists and
methodologies are adhered to on
a consistent basis. There is also a
formal Management of Change (MOC)
process in place for BOK continuous
improvement.
Collection practices and policies are in
place for dedicated personnel. Condition
monitoring data collection activities occur
on schedule and are considered priority
work. Metrics and/or audit processes are
in place and monitored to ensure data
quality/integrity.
Collection specifications have been
developed for each technology in
accordance with recognized industry
standards. A machine library has been
developed to allow asset-specific
parameter sets to support unique
equipment attributes. A formal MOC
process is in place to support continuous
improvement.
Alarm limits are well documented and
based on industry specific values, along
with the application of statistical alarm
bands for given equipment design and
configuration. Other outside standards are
considered and utilized where appropriate
(i.e. Vibe Institute, IEEE, etc). Continuous
improvement of alarming standards is
ongoing.
Asset health metric has been developed
with FMA being the primary method
of applied maintenance initiative
assignment. Multiple condition monitoring,
PM, and operator care tasks are used to
evaluate equipment health, maintenance
strategies are applied with application
standards and procedures to a large
percentage of the asset base.
Integrated reporting of the five core PdM
technologies, along with other recognized
maintenance testing practices (i.e. NDT,
power quality, energy consumption)
integrated with CMMS/EAM system.
Anomalies are directly linked to specific
failure modes utilizing a standardized
library of failure modes and reasons while
linked to specific failure codes.
CMMS integration is automatic with
input provided by multiple individuals.
Integration includes test data results,
work execution tracking, and job closing
analysis/comments.
Scorecard is automatically populated
and displayed for all stakeholders. The
metrics are clearly understood, along with
associated goals and targets. Action items
are developed and followed up on based
on scorecard review.
Goal: +95% Asset Health on +90% of
the mechanical, electrical, and stationary
equipment in the plant.
Initial Step: Top 20% of equipment.
Follow-on: 15%, 15%, 15%, 15%, 10%
+90% Asset Health that is sustained for at
least 3 months.
3-year plan. No individual step can take
longer than 6 months to achieve.
Action plans defined, approved,
documented, filed, and distributed.
Plans are built into the financial budget.
Production budget is keyed off of
improvements in Asset Health.