Collaborative Asset Lifecycle Management Vision and Strategies

By Sid Snitkin, ARC CALM Team
ARC STRATEGIES
APRIL 2003
Collaborative Asset Lifecycle Management
Vision and Strategies
Executive Overview ......................................................................3
Capital Asset Management Is Important..........................................4
Capital Assets Present Unique Challenges and Opportunities..............5
ARC CALM Vision..........................................................................9
CALM Maximizes Asset Lifecycle Value .......................................... 11
CALM Strategy Development Guide .............................................. 13
Stakeholders Drive CALM Success ................................................ 19
CALM Complements Other ARC Concepts ...................................... 20
Recommendations...................................................................... 22
THOUGHT LEADERS FOR MANUFACTURING & SUPPLY CHAIN

ARC Strategies • April 2003
2 • Copyright © ARC Advisory Group • ARCweb.com
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Retire
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Capital Asset Lifecycles Are Complex
SCM
OpX
SRM
PLM
Capital
Assets
Audit/Retire
Design/Plan
Acquire/Install
Maintain/Operate
SCMSCM
OpXOpX
SRMSRM
PLM
Capital
Assets
Audit/Retire
Design/Plan
Acquire/Install
Maintain/Operate
ARC Model for Collaborative Asset Lifecycle Management (CALM)

Copyright © ARC Advisory Group • ARCweb.com • 3
Postponing asset purchases and dumping
non-critical assets dominate executive
agendas, but lack of information makes
any decision a gamble.
A capital asset management strategy
that helps executives make rapid
structural changes with confidence is no
longer optional.
Executive Overview
Capital asset management is once again becoming a key managerial con-
cern. Organizations that have been focusing on developing new products,
expanding services, and making supply chains super-efficient are now fac-
ing challenging markets and expensive overcapacity. Survival demands
that they reduce their cost basis and capital assets, one of their largest ex-
penses, which are becoming the target for these efforts.
Discussions about postponing asset purchases and eliminating non-critical
assets are dominating many executive agendas. But lack of information
makes any decision a gamble. The importance of an effective capital asset
management strategy that minimizes the need for such discussions and
enables executives to confidently make necessary
decisions is becoming painfully clear.
Manufacturers are used to market swings and fre-
quently adjust their product inventories to match
reduced demand forecasts. The rapidity of this
“inventory alignment” for the current situation is
clear testament to the effectiveness of new supply
chain management technology. But the persis-
tence of this slowdown is forcing all organizations
to consider the more complex issue of “structural alignment,” or matching
all resources to lower, long-term forecasts.
Structural alignment affects the entire enterprise and has long term effects.
While human resources may be rapidly reduced, it can be excruciating to
rebuild teams with the proper expertise and focus. Capital assets like pro-
duction equipment, buildings, IT equipment, and fleets have significant
impact on both the balance sheet and income statement, but take consider-
able time and cost to adjust.
Extreme care is required in making any cost reduction decision regarding a
capital asset. Postponing acquisition of new assets to preserve cash can in-
crease operating and maintenance costs and limit organizational agility.
Extending the lifetime of an asset in favor of replacement may commit lim-
ited resources on the wrong asset base and cripple the organization for the
market recovery. Targeting assets for disposal to generate cash requires

In the ideal world, structural
alignment would be as straightforward
and rapid as inventory alignment…and
companies would get the most out of
the assets they retain…
CALM enables companies to reap the
maximum value from assets
throughout their lifetime and maintain
continuous structural alignment.
extreme confidence in understanding future organizational needs and the
full costs of replacing the asset if needs change.
In the ideal world, structural alignment would be as straightforward and
rapid as inventory alignment. Companies would have a deep understand-
ing of all of their capital assets and their “Optimum Performance
Capabilities” for a variety of product mixes and production levels. Like-
wise, they would understand the upgrade potential of each asset, what it
takes to acquire new assets, and what opportunities exist for asset disposal.
And this information would be available on-demand
in a form that supports all stakeholders.
In the ideal world, structural alignment would also
not be viewed as a unique, distasteful event. Organi-
zations would recognize the need to continuously
reduce their cost basis and their marginal asset re-
quirements. They would be focused on achieving the
most effective mix of availability, utilization, lifetime,
and operating costs from all assets.
This report discusses ARC’s vision for Collaborative Asset Lifecycle Man-
agement (CALM), a capital asset management strategy that considers all
classes of capital assets, recognizes the needs of all stakeholders, and sup-
ports best practices for all lifecycle stages. CALM enables companies to
reap the maximum value from assets throughout their lifetime and main-
tain continuous structural alignment.
Capital Asset Management Is Important
Investments in capital assets are staggering. Manufacturers in process in-
dustries such as petrochemicals, chemicals, metals, and pulp paper have
billions of dollars invested in each of hundreds of plants around the world.
While the nature of the assets may differ, discrete manufacturers of auto-
mobiles, semiconductors, food & beverage, aerospace, semiconductors, and
electronics can be equally asset intensive. Over 65 percent of these manu-
facturing investments are in production facilities that directly affect their
ability to generate revenue. Acquiring, maintaining, and disposing of these
assets are very serious business. A few percent of improvement in per-
formance can be worth billions annually across all manufacturers.

Investments in capital assets
are staggering….
Process manufacturers, discrete
manufacturers, and service
providers like airlines, hospitals, and
utilities have invested trillions of
dollars in capital assets and spend
an equal amount each year for
maintenance and replacement….
A few percent of improvement in
performance can be worth billions
on an annual basis.
Asset operators like airlines, railroads, ship lines,
trucking companies, construction companies, tele-
communication providers, utilities, governmental
agencies, the military, hospitals, educational institu-
tions, and real estate managers have equally immense
investments in capital assets that enable them to pro-
vide their services. The cost for maintenance and
replacement of these capital assets represents a major
share of their operating costs and limits their ability to
compete. In many cases, service rates are regulated
and their very survival depends upon efficient man-
agement of capital assets.
The potential for savings from proper management of
capital assets is immense. And these savings go straight to an organiza-
tion’s bottom line. In manufacturing, where the contribution margin is only
a small percentage of revenues, sales increases of 10 to 20 times these values
would be required to achieve the same financial performance improvement.
Similar relationships hold when savings are compared to inventory reduc-
tion programs, whose one-time cash flow benefits may be dramatic, but
ongoing benefits are primarily interest savings.
Capital Assets Present Unique
Challenges and Opportunities
Enterprises have a broad range of assets and each type deserves attention.
Intangible assets, like designs, formulas, and processes, are critical to sur-
vival and profitability. Patents, trademarks, and licensing agreements are
proven methods for protecting this intellectual property, and many Product
Lifecycle Management (PLM) systems incorporate IP management as a key
feature. Cash, inventories, receivables, and securities are tangible assets,
but relatively short-lived. Management of these liquid assets is focused on
proper transaction accounting and portfolio optimization. Financial sys-
tems generally support these requirements.
Fixed assets include Capital Assets, long-term investments, land, and other
items than are not readily marketable. Capital Assets like buildings and
facilities, office equipment, IT equipment, production equipment, and fleets

have a unique set of characteristics that dictate the need for a separate strat-
egy.
Cash
Management,
Portfolio
Management
Licensing,
Protection
Capital Assets
The Focus of
CALM
Fixed
Buildings &
Infrastructure
Office Equipment
IT Equipment
Production &
Service
Equipment
Fleets
Other
Liquid
Cash
A/R
Inventory
Short Term
Securities
Other
Patents
Trademarks
Designs
Formulas
Processes
Other IP
Intangible
Assets
Tangible
Asset Classes and Management Strategies
Capital assets are expensive and demand constant accountability and care
to extend their useful lifetime. They are complex and have lifecycles that
must be managed through best practice methodologies and business proc-
esses. Their impact on the organization is broad and involves many
stakeholders who require visibility into asset information. Multiple stake-
holders also introduce the need for synchronization between capital asset
management activities and other processes like production management
and sales. Finally, capital assets are expected to provide value over an ex-
Capital Asset
Characteristic
CALM Requirements
Expensive Constant Accountability – location, status, who uses, who
controls, etc. Appropriate care of asset needed to get the
most effective lifetime
Complex Process management across all significant lifecycle stages.
Use of advanced capital asset management methodologies
and technologies
Broad Impact
on Enterprise
Comprehensive view of asset information. Effective visibil-
ity of asset information by multiple stakeholders.
Synchronization of ALM with other enterprise processes.
Extended
Lifetime
Asset and CALM performance management. Continuous
improvement process
Capital Asset Characteristics and Management Requirements

tended period. Performance of the asset and the capital asset management
program must be periodically assessed, responsibly managed and continu-
ously improved to reap maximum value.
Lifecycle Is a Key Issue for Capital Assets
The lifecycle for a typical capital asset involves several interdependent
stages. Coordinating these processes is vital to effective capital asset man-
agement.
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Capital Asset Lifecycle Stages
The cost and complexity of capital assets demands considerable planning to
identify appropriate solutions and evaluate alternative investment oppor-
tunities. These same characteristics are reflected in the need for an
extended acquisition process, a comprehensive request for proposal (RFP),
and an equally comprehensive purchase agreement that addresses guaran-
tees and warranties. Installation and placing in service of capital assets is
also complex and requires a proper set of processes to manage contractors.
Operation and maintenance is the longest lifecycle stage. Capital assets
generate value during this stage and demand care to maintain their per-
formance. This has been the dominant focus of solutions like
Computerized Maintenance Management Systems (CMMS) and Enterprise
Asset Management (EAM). This lifecycle stage involves management of
asset information as well as the health and performance of the physical as-
set. Doing this efficiently requires considerable attention to labor and parts
inventories. The need for collaboration among organizational processes
affected by asset performance also peaks during this period.

Retire is the final lifecycle stage and involves equipment decommissioning
and disposal. Even when capital assets are retired, they often require man-
agement for safety and environmental compliance. Disposal of capital
assets involves identification and evaluation of sales opportunities and
management of physical removal and site restoration activities.
Audit is a key activity that is associated with capital assets throughout their
operating and retired lifetime. Audits evaluate the asset’s current capabili-
ties relative to the organization’s needs. Outputs of the audit process
include recommendations for asset improvements to extend lifetime and
capabilities, redeployment, or final disposal. Value extracted from effective
lifetime extension, asset redeployment, and disposal can be significant, is
often overlooked, and is a key benefit of formalized audit processes.
Audits provide the basis for maintaining structural alignment between the
organization’s needs and capital asset structure. The more frequent the au-
dit process is performed, the more responsive the company’s structural
alignment is to major market changes. Relying upon end of life as the only
impetus for an audit is simply letting the tail wag the dog.
Plan Acquire Install
Operate /
Maintain Audit
Management √√ √ √ Evaluate √√
Finance & Accounting √ √√ √√ Evaluate √
Purchasing √√ √√ √ MRO
Product Design √√ √ Incorporate √
Plant Engineering √√√ √√√ √√√ Support √√√
Maintenance √√ √ √√ Maintain √√
IT (for IT Assets) √√√ √√√ √√√ Maintain √√√
Operations √√ √√ √√ Operate √√√
Sales √ Sell Output √√
Compliance Office √√ √ Monitor √√
OEM & 3PS √ √√ √√ Support √√
Typical ALM Stakeholder Involvement
√√√-Primary, √√-Secondary, √-Support/Interest

Capital Assets Have Many Stakeholders
Focusing only on the needs of personnel involved in asset maintenance se-
verely restricts the value that capital asset management can bring to the
organization. Supporting the needs of other stakeholders like management,
finance & accounting, purchasing, product design, plant engineering, op-
erations, sales, compliance, OEMs, and external service providers, has
synergistic benefits that amplify the impact of all capital asset management
activities.
ARC CALM Vision
ARC believes that every organization should have an active, effective capi-
tal asset management program. Achieving this requires the organization to
develop a capital asset management vision that includes the following ele-
ments:
• Beliefs regarding the importance of capital asset management
• Goals for the program
• Basic principles to be used in evaluating different strategies
• Specific strategies to be used in achieving the goals
• An implementation program for each strategy
Visions need not be complex. The primary requirement is that it matches
the needs of the specific organization and is sufficiently comprehensive to
ensure that the program is executed properly and that goals are achieved.
Individual strategies will vary according to asset class, how the asset is
used, asset criticality, etc. It is also appropriate to have different strategies
to meet the unique needs of different asset groups and different organiza-
tional contexts. But every strategy should be consistent with the overall
vision.
ARC Advisory Group has developed a vision for capital asset management
that can be applied by any organization in developing an appropriate capi-
tal asset management program. Collaborative Asset Lifecycle Management,
or CALM, replaces restrictive, asset-specific, maintenance-centric views of
capital asset management with a comprehensive vision that addresses all
capital asset classes, all lifecycle stages, and all stakeholders.

CALM Beliefs, Goals, and Guiding Principles
CALM is based upon the belief that capital assets are some of the organiza-
tion’s most important resources and that the processes associated with all
lifecycle stages must be carefully managed to ensure organizational sur-
vival and effectiveness. CALM has the same organizational importance as
associated programs like Supply
Chain Management (SCM), Product
Lifecycle Management (PLM), Sup-
plier Relationship Management
(SRM) and Operational Excellence
(OpX), and these programs must be
fully integrated to exploit the inher-
ent synergy of the underlying
processes.
CALM uses maximization of “Asset
Lifecycle Value” as the overall goal
of capital asset ownership. Recog-
nizing all benefits and costs is vital
to getting the most out of these re-
sources and to establishing an
appropriate program for structural
alignment.
CALM incorporates the following principles as guidelines for development
of specific asset management strategies:
• All classes of capital assets, all asset lifecycle stages, and the needs of all
stakeholders must be recognized.
• Integrating and synchronizing CALM activities with other organiza-
tional processes is critical to achieving maximum Asset Lifecycle Value.
Collaboration, as represented in ARC’s CMM model, is the Best Practice
for achieving integration and synchronization among stakeholders and
complimentary systems.
• Formalized business processes provide the means for ensuring proper
execution of a strategy. Best Practices provide the basis for developing
the most appropriate business processes.
ARC’s CALM Model
SCM
OpX
SRM
PLM
Capital
Assets
Audit/Retire
Design/Plan
Acquire/Install
Maintain/Operate
SCMSCM
OpXOpX
SRMSRM
PLM
Capital
Assets
Audit/Retire
Design/Plan
Acquire/Install
Maintain/Operate

• Technology enables Best Practices, but does not replace the need for
appropriate business processes. Technology should be selected based
upon its ability to enable the most appropriate Best Practice, interop-
erability with existing infrastructures, standards, and open principles
• Use of software solutions and standards that promote efficiency and
cost effectiveness is implicitly assumed for all processes.
• The impact of CALM is too broad to be the sole responsibility of a sin-
gle enterprise department like Technical Services. All stakeholders
must be educated with regard to the impact of their actions and their
role and take responsibility for supporting CALM within the organiza-
tion.
• Assignment of specific responsibility for each CALM process is the ba-
sis for effective implementation. Outsourcing is one option that should
be considered for each process.
• Continuous improvement underlies all CALM processes. This ad-
dresses both asset performance and the performance of processes.
Operational Excellence (OpX) and Real-Time Performance Management
(RPM) are the Best Practices for continuous improvement.
CALM Strategies and Implementation Program
CALM supports strategy development by identifying the key processes that
must be supported and how these processes work together to create an ef-
fective program. These processes encompass all of the activities that should
be managed for each lifecycle stage and the technologies and Best Practices
that should be considered.
CALM supports program implementation by identifying Best Practices for
responsibility assignment and external relationship management.
CALM Maximizes Asset Lifecycle Value
The goal of CALM is to maximize Asset Lifecycle Value for each capital as-
set while respecting appropriate constraints related to Safety, Security,
Public Health, Environment and acceptable business practices. Asset Life-

Asset Lifecycle Value is
determined by three factors:
• The benefits derived from use of
the asset.
• The length of time that the asset
provides useful benefits.
• The costs incurred in acquiring,
maintaining, and disposing of the
asset.
The Goal of CALM - to maximize the
Asset Lifecycle Value derived from the
acquisition, operation, and disposal of
assets while respecting appropriate
constraints related to Safety,
Security, Public Health, Environment,
and acceptable business practices.
cycle Value equals the difference between Benefits and Costs across all life-
cycle stages. Recognizing all benefits and costs is challenging, but vital to
developing an effective CALM program.
Benefits Come in Many Forms
Benefits of capital asset management come in many forms such as revenue
generation, expense reduction, regulatory compliance, more efficient proc-
esses, better operation of other assets, etc. The ability of organizations to
use capital asset management as a competitive ad-
vantage is another key benefit that must be
considered. Rapid structural alignment and “Lean
Enterprise” operation are two benefits that can pro-
vide competitive advantage.
Methodologies for measuring benefits vary according
to the asset’s role within the organization. Is it used
internally for production? Is it leased to others who use the asset’s capabili-
ties for their own purposes? Is it part of the infrastructure that supports
certain organizational functions?
When assets are used for internal operations, their benefits depend upon
how effectively they are applied by operating departments (Operations, IT,
Logistics, etc.). Benefits reflect utilization levels and the value of products
produced. Likewise, benefits generated from assets that are leased to oth-
ers depend upon occupancy or use level and rental rates. Infrastructure
assets, like IT and facilities, derive their value through enabling of other
benefit-generating activities. Allocation of benefits is
always a challenge for infrastructure assets.
The lifetime of an asset naturally affects the benefits
that can be derived. Assets that are continuously op-
erated at maximum capacity may generate strong
revenue streams, but only for a short time. Interrupt-
ing use for maintenance may reduce current revenues,
but increase overall benefits through an extended use-
ful lifetime. Balancing benefit generation with lifetime
is one of the most challenging issues in maintenance of capital assets and
demands close collaboration between operating and capital asset manage-
ment organizations.

Costs and Performance Are Equally Complex to Evaluate
Like benefits, costs involved in Asset Lifecycle Management also appear in
many forms, including monetary, regulatory violations, customer com-
plaints, limitations on process performance, limitations on other asset
performance, etc. The opportunity cost of retaining assets beyond their
useful lifetime or prematurely replacing assets whose life could be ex-
tended is difficult to assess, but no less important.
Value from Asset Lifecycle Management
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PeriodBenefits/Costs
(M$)
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CumulativeValue(M$)
Benefits Costs Value
Considering the complexity of benefits and costs, difficulty in evaluating
the performance of an Asset Lifecycle Management programming is not
surprising. Performance is multi-dimensional and requires “dollarizing” of
qualitative factors and use of Balanced Scorecard techniques. Likewise, the
limited role of the Asset Lifecycle Management program in generating
benefits must be considered. While technical staffs may have control of life-
time and maintenance costs, they cannot be held directly accountable for
under-utilization of available assets.
CALM Strategy Development Guide
CALM views capital asset management as a set of well defined processes
for Information Management, Lifecycle Management, Asset Performance
Audit, and CALM Performance Management. Best Practices underlie each
of these processes. Technology is a key enabler for Best Practices in Lifecy-

cle Management and is recognized in the CALM model as circles around
each Lifecycle Management process.
Collaboration with other organizational programs and stakeholders is sup-
ported in CALM through information visibility and shared business
processes. The most important collaborative relationships are captured in
the overall CALM model as intersections with specific organizational proc-
esses (PLM, SRM, SCM, and RPM). Similar collaborative interfaces are
intended for other organizational programs and stakeholders, but are not
shown to preserve model simplicity.
Capital
Assets
Information
Management
CALM
Performance
Management
Lifecycle
Management
Processes
Enabling
Technology
Asset
Performance
Audit
Other
Processes
(PLM, SCM,
RPM)
Collaboration
with other
Processes
Capital
Assets
Information
Management
CALM
Performance
Management
Lifecycle
Management
Processes
Enabling
Technology
Asset
Performance
Audit
Other
Processes
(PLM, SCM,
RPM)
Collaboration
with other
Processes
CALM Processes
Information Management
Information Management in CALM supports all forms of asset and process
information. This information is centralized to facilitate visibility and col-
laboration with all stakeholders.
CALM Information Management comprises far more than just database
management. Best Practices considered in this arena include integration
with Geographic Information Systems (GIS), Web-Access and Role-based
Portals for Stakeholders, Mobile Devices, Wireless Devices, and Advanced
Methods for delivering Service-centric Information.
Traditional solutions like CMMS and EAM provide a natural basis for In-
formation Management in CALM. They do a very good job of supporting
the needs of Operate/Maintain processes and stakeholders and should be

extended to recognize the needs of other lifecycle stages and the broader
CALM audience.
Lifecycle Management Processes
CALM Lifecycle Management Processes address all of the activities in-
volved in identifying alternatives, evaluating options, making rational
decisions, executing on those decisions, and efficiently managing resources.
Lifecycle Management Processes include:
• Plan - all activities involved in technical and financial analysis, justifica-
tion, and planning for acquisition of new capital assets.
• Acquire – all activities involved in managing the acquisition of assets.
• Install - all activities associated with the installation, testing, and com-
missioning of new and reapplied capital assets.
• Operate/Maintain - all activities involved in most effectively maintain-
ing asset availability (health), longevity, and capability (quality,
performance).
• Retire - all activities involved in managing assets that are still owned,
but no longer being used, including decommissioning, protection, and
disposal.
Information about these processes and associated Best Practices and tech-
nologies will be the subject of subsequent ARC reports.
Operate/Maintain
Being the longest and most complex lifecycle stage, Operate/Maintain de-
serves additional attention. CALM addresses this by including four sub-
processes for this lifecycle stage: Asset Maintenance Planning, Asset Status
and Condition Monitoring, Workforce Management and Resource Man-
agement. These sub-processes reflect the significant differences in issues,
Best Practices, and technologies that occur in maintenance management.
This structure also promotes flexibility in the use of outsourcing for indi-
vidual Operate/Maintain activities.
Asset Maintenance Planning
Asset Maintenance Planning addresses the long- and short-term planning
requirements in maintenance management. Long-term planning requires

decisions on what is the most appropriate strategy for maintenance of each
asset. Short-term planning manages the coordination of specific mainte-
nance activities with other organizational needs.
Use of individual Asset Maintenance Plans is a Best Practice that underlies
all CALM maintenance operations. An Asset Maintenance Plan defines the
strategy that will be used for managing the asset’s health and performance
including assessment, analysis, and restorative/improvement activities.
Responsibility for each step is also a key element of the plan.
Leasing Model
Production
Model
Infrastructure
Model
Land, Buildings RTF, Preventive RTF, Preventive
Production
Equipment
Preventive, Mixed-
Mode
Mixed-Mode
Service Delivery
Equipment
Preventive, Mixed-
Mode
Mixed-Mode
Back-Office
Equipment
RTF RTF
Fleets Preventive, Mixed-
Mode
Mixed-Mode RTF, Preventive
IT RTF, Preventive RTF, Preventive
Typical Asset Maintenance Strategies
Establishing an Asset Maintenance strategy for each asset is a critical step
that directly affects asset availability, lifetime, and maintenance costs. As-
set class, asset criticality, and business model are all issues that must be
considered. Asset class establishes the failure modes; asset criticality estab-
lishes the impact of a failure to the asset operator; and business model
establishes the asset owner’s liability for a given type of failure. Typical
Asset Maintenance strategies include:
• RTF – Run to Failure
• Preventive – minimize asset failures by time/use-based inspection
(detective maintenance)/repair/replacement
• Predictive – minimize asset failures by using actual condi-
tion/performance to predict failures
• Mixed-Mode – applying strategies according to the asset’s impact upon
functional performance (Reliability Centered Maintenance)

Short-term planning in Asset Maintenance Planning involves development
of work orders, gaining approval for the work, coordinating work with
other organizational activities, and tracking that the work is accomplished.
Asset Status and Condition Monitoring
Status and condition monitoring is a basic activity in all maintenance pro-
grams. CALM considers the management of these activities separately to
recognize that they often involve specialized technology and specific exper-
tise in selecting technology, using that technology to perform the necessary
measurements, analyzing the results, diagnosing problems, and making
asset action recommendations.
Status and condition monitoring concerns vary significantly according to
the asset class. Status addresses issues such as physical location, configura-
tion, operating status, etc. Asset condition monitoring addresses issues
such items as equipment health, capability, performance, etc.
Asset Class Status Condition
Production Equipment Operating Status, Tank
Levels, etc.
Vibration, Lubrication,
Temperature, Corrosion,
Loop Performance, etc.
IT Equipment GPS, Software Configura-
tion, Network Status
Server utilization and
duty cycle
Buildings AMR, Tank Levels, etc. Temperatures, Condition
of Rotating Equipment
Fleets GPS, AMR Fuel Use, Operating
Hours
Status and Condition Monitoring Technologies
Integration of CALM with automation systems has particular importance in
manufacturing environments. Automation systems are increasingly using
smart devices with embedded diagnostic capabilities and on-line, loop-level
condition monitoring software that enable increased use of Reliability-
Centered Maintenance (RCM) strategies. Close integration also facilitates
real-time coordination between process operators and maintenance person-
nel. This amplifies the benefits received from strategies like Total
Productive Maintenance (TPM). Real-time integration with Test Labs,
Laboratory Information Systems (LIMS), etc. is also a key issue addressed
by CALM for production assets.
CALM recognizes that standards, like those being developed by the Ma-
chinery Information Management Open Systems Alliance (MIMOSA), are

vital to efficiently exploiting the capabilities of status and condition moni-
toring technology. Use of such standards is considered an underlying Best
Practice for Asset Status and Condition Monitoring.
Asset Workforce Management
Asset Workforce Management includes those activities related to use of
human resources in executing work orders for assessment, restorative or
asset improvement activities. This includes supervision, scheduling, and
training of in-house staffs and management of external service agreements.
Selection of technologies like mobile and wireless devices to improve field
force efficiency is also the responsibility of this component.
Asset Resource Management
Asset Resource Management includes all processes related to management
of spare part inventories and equipment used in asset maintenance. This
includes management of all inventory transactions and selection of tech-
nologies like eMRO and Warehouse Management Systems (WMS) that may
be used to improve efficiency. Development and management of inventory
pooling agreements with other sites, other companies, and OEMs is also
included.
Asset Performance Audit
Asset Performance Audit includes all activities related to evaluating exist-
ing capital assets relative to current and future organizational needs,
identifying opportunities for functional improvements that extend lifetime
or capability, reapplication or profitable disposal.
Asset Performance Audit considers multiple perspectives in assessing asset
performance. Lifecycle Management information enables ongoing assess-
ment of Asset Lifecycle Value. Information obtained through collaboration
with other organizational programs supports evaluation of asset perform-
ance with methodologies like Overall Equipment Effectiveness (OEE) and
Total Effective Equipment Productivity (TEEP). OEE is a measure com-
monly used in manufacturing that combines availability, production rate,
and yield to give a single measure of overall performance for anything from
a single machine to a complete plant. TEEP also provides an overall meas-
ure by comparing actual performance against a theoretical goal and is used
in activities like power generation.

CALM Performance Management
CALM Performance Management is responsible for continuously evaluat-
ing the performance of all processes within the capital asset management
program. This includes developing and tracking Key Performance Indica-
tors (KPI) for each process, analyzing performance deviations to identify
root causes, and providing CALM performance visibility to all stake-
holders.
Stakeholders Drive CALM Success
Assigning responsibilities is the basis for implementing CALM. All stake-
holders have an impact on program success and must be educated
regarding their specific role and responsibilities.
CALM considers holistic, collaborative approaches as the Best Practice for
assigning responsibilities. These methodologies encourage broad interest
in asset lifecycle management and reap the synergistic benefits of team
problem solving. ARC’s TEAM model and Total Productive Maintenance
(TPM) are two specific methodologies that embody these principles and are
considered Best Practices.
Since organizations acquire capital assets, spare parts, and supplies from
external parties, they are naturally involved in all CALM processes. These
relationships demand particular attention and explicit definition to ensure
that actual performance meets expectations.
Outsourcing Expands Implementation Options
CALM views outsourcing as a responsibility assignment option, not a re-
placement for any of the CALM processes. Outsourcing is a good approach
when a third party is in the best position to execute some CALM activities.
At the same time, the organization must recognize that outsourcing is a risk
management strategy that generally requires benefit sharing.
CALM considers outsourcing as a viable option for all lifecycle stages. En-
gineer, Procure, and Construct companies can play leading roles in Plan,
Acquire, and Install. OEM’s and third party service providers can be strong
candidates for Maintain, particularly when those companies have an ag-
gressive service strategy and are willing to assume asset performance

responsibility. OEMs can also make major contributions in the Audit ac-
tivities if conflict of interest issues can be properly addressed. External
consultants are another good option for Audit activities.
Outsourcing decisions are more complex than partnering and must con-
sider strategic issues such as the need to retain core competence, protecting
intellectual property (IP), flexibility and agility. Management of outsourced
activities also requires a clear definition of KPIs and benefit sharing.
CALM Complements Other ARC Concepts
CALM compliments several other ARC concepts that have been developed
to improve organizational effectiveness in today’s challenging climate.
These concepts are the subject of other ARC strategy reports.
Collaborative Manufacturing Manage-
ment (CMM) is ARC’s model of how
collaboration can be used to integrate and
synchronize the many inter-dependent
processes found in modern organizations.
CMM helps companies control their op-
erations through use of appropriate
collaborative processes, architectures, and
relationships.
CMM is a basic principle of CALM that
keeps activities and resources focused on
the real needs of the organization, not the
parochial views of what is most important. Recognizing that CALM fits
into CMM’s Lifecycle Domain ensures that CALM activities are always co-
ordinated with complimentary activities and that they foster better
organizational performance.
Collaboration is pervasive in CALM and impacts every process. Reflecting
up-to-date market forecasts in the timing of new asset purchases helps
companies avoid buying equipment that prematurely becomes obsolete.
Coordinating installation of product-specific assets with new product re-
leases helps companies fully exploit first-to-market opportunities.
Synchronizing maintenance schedules with operating plans avoids produc-
Lifecycle DomainLifecycle DomainLifecycle DomainLifecycle Domain
Value Chain DomainValue Chain DomainValue Chain DomainValue Chain Domain
Enterprise DomainEnterprise DomainEnterprise DomainEnterprise Domain
Audit,
Reapply,
Dispose
Operate &
Maintain
Business
Operations
Plant/Factory
Operations
Supply-Side
Materials
Management
Customer
Order
Fulfillment
Plan,
Acquire,
Install
Audit,
Reapply,
Dispose
Operate &
Maintain
Business
Operations
Plant/Factory
Operations
Supply-Side
Materials
Management
Customer
Order
Fulfillment
Plan,
Acquire,
InstallPlan,
Acquire,
Install
CALM and CMM

tion disruptions as well as inefficient remobilization. Whether the result is
increased benefits or reduced costs the impact of collaboration is the same -
increased Asset Lifecycle Value.
Operational Excellence (OpX) is ARC’s model for continuous improvement.
OpX extends conventional continuous improvement strategies by recogniz-
ing the need to incorporate external factors in defining the “Right things to
Do” and in setting the most appropriate organizational goals.
OpX is incorporated into CALM in two related, but separate ways. First,
OpX is the driving force behind the processes involved in managing indi-
vidual asset performance. Assets are acquired with expectations of
performance and OpX drives the organization to achieve and exceed these
expectations. At the same time, OpX encourages comparison with best-in-
class operation of comparable assets to ensure that the organization is get-
ting all that it can from each asset. Finally, OpX focuses organizational
effort on those assets that are most constraining to current organizational
performance.
Audit
Plan Acquire Install RetireMaintain Sub-
Processes
Information
Management Audit
Plan Acquire Install RetireMaintain Sub-
Processes
Information
Management
OpX for CALM Process Improvement
CALM also uses OpX as the basis for continuous improvement of the capi-
tal asset management processes. This is accomplished through a hierarchy
of embedded OpX processes focused on individual process performance.
Real-Time Performance Management (RPM) embodies ARC’s vision for
optimization of organizational performance through real-time measure-
ment and management. RPM has three key principles:
• Focus on the Optimum Potential, not incremental improvement

• Use operationally-appropriate measures with sufficient granularity for
evaluating performance of individual assets and processes
• Utilize Real-time performance monitoring and rapid reaction to mini-
mize the impact of any deviations
RPM extends the benefits of CALM’s OpX processes by refining the con-
cepts of “Right” and “Well” and by accelerating the continuous
improvement process. RPM is reflected in CALM through use of real-time
collaboration to facilitate integration and synchronization with other organ-
izational processes such as automation systems.
Recommendations
Capital assets represent an enormous investment for organizations. CALM
is a comprehensive vision for capital asset management that addresses all
classes of capital assets, all lifecycle stages and all stakeholder needs.
CALM exploits recognized Best Practices in capital asset management and
concepts like CMM, OpX and RPM to achieve maximum Asset Lifecycle
Value by:
• getting the most out of assets already owned
• minimizing the need for new assets
• continuously aligning capital assets with organizational needs
ARC encourages all organizations to adopt CALM as the basis for capital
asset management.
ARC plans to provide continuing support for CALM through a focused se-
ries of insights and strategy reports that monitor developments in
technologies, methodologies, and Best Practices. These reports will evalu-
ate specific solutions and discuss results of user surveys on a variety of
capital asset management topics.

Analysts: Sid Snitkin, ARC CALM Team
Editor: Ed Bassett
Distribution: All EAS & MAS Clients
Acronym Reference: For a complete list of industry acronyms, refer to our
web page at www.arcweb.com/Community/terms/terms.htm
AHM CALM Asset Health &
Performance Management
ALM Asset Lifecycle Management
AMR Automated Meter Reading
ARM CALM Resources Management
ASM CALM Asset Status Monitoring
AWM CALM Workforce Management
CALM Collaborative Asset Lifecycle
Management
CM Condition Monitoring
CMM Collaborative Manufacturing
Management
CMMSComputerized Maintenance
Management System
CRM Customer Relationship
Management
EAM Enterprise Asset Management
eMROE-Procurement for MRO
ERP Enterprise Resource Planning
GIS Geographic Information System
GPS Global Positioning System
KPI Key Performance Indicator
LIMS Laboratory Information
Management System
MRO Maintenance, Repair & Overhaul
OEM Original Equipment Manufacturer
OLAP On-line Analytical Processing
OpX ARC Operational Excellence
Model
PAS Process Automation System
PLM Product Lifecycle Management
RCM Reliability-centered Maintenance
RFP Request for Proposal
RPM ARC Real-time Performance
Management Model
RTF Run-to-Failure
WMS Warehouse Management System
TPM Total Productive Maintenance
3PP Third Party Parts Provider
3PS Third Party Service Provider
Founded in 1986, ARC Advisory Group has grown to become the Thought
Leader in Manufacturing and Supply Chain solutions. For even your most
complex business issues, our analysts have the expert industry knowledge and
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ARC Strategies is published monthly by ARC. All information in this report is
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