ASTM E2452-2010 Standard Practice for Equipment Management Process Maturity (EMPM) Model《设备管理过程成熟度(EMPM)模型的标准操作规程》.pdf

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1、Designation: E2452 10Standard Practice forEquipment Management Process Maturity (EMPM) Model1This standard is issued under the fixed designation E2452; the number immediately following the designation indicates the year oforiginal adoption or, in the case of revision, the year of last revision. A nu

2、mber in parentheses indicates the year of last reapproval. Asuperscript epsilon () indicates an editorial change since the last revision or reapproval.INTRODUCTIONLife-cycle equipment management has a great impact on business operations of almost all entities.In fact, the success or failure on an en

3、tity may hinge on how effectively and efficiently an entityperforms in the equipment management life-cycle. Entities that sustain high maturity levels willgenerally be more effective or competitive or both than entities with lower maturity levels in that theseentities will more efficiently and effec

4、tively acquire what is needed, use and control equipment better,and dispose of equipment when no longer sufficiently suitable for operations.1. Scope1.1 This practice covers a process for the assessment andreporting of an entitys overall equipment management processmaturity (EMPM).1.2 The highest va

5、lue is placed on continuous improvementas reflected in measured increases in maturity over time.1.3 The EMPM model is designed to be applicable andappropriate for all equipment-holding entities, however, theEMPM may not be the only acceptable assessment modelavailable.1.4 It includes all aspects of

6、equipment management.1.5 In addition to applicability to equipment and equipmentmanagement as defined in this practice, this practice may inwhole or in part be effectively applied to intangible property,real property, and material.1.6 There is great variation across organizations regardingthe intern

7、al departments that accomplish the various aspects ofequipment management. Thus, all criteria are not applicable toall entities.1.7 This standard does not purport to address all of thesafety concerns, if any, associated with its use. It is theresponsibility of the user of this standard to establish

8、appro-priate safety and health practices and determine the applica-bility of regulatory limitations prior to use.2. Referenced Documents2.1 ASTM Standards:2E2131 Practice for Addressing and Reporting Loss, Dam-age, or Destruction of Tangible PropertyE2132 Practice for Physical Inventory of Durable,

9、Move-able PropertyE2135 Terminology for Property and Asset ManagementE2219 Practice for Valuation and Management of Move-able, Durable Property3E2220 Practice for Establishing the Full Valuation of theLoss/Overage Population Identified During the Inventoryof Moveable, Durable Property3E2221 Practice

10、 for Administrative Control of PropertyE2279 Practice for Establishing the Guiding Principles ofProperty Management3. Terminology3.1 Definitions:3.1.1 entity, nagency, company, organization, or institu-tion.3.1.2 equipment, nnon-expendable, tangible, moveableproperty needed for the performance of a

11、task or useful ineffecting an obligation. E21351This practice is under the jurisdiction of ASTM Committee E53 on PropertyManagement Systems and is the direct responsibility of Subcommittee E53.05 onProperty Management Maturity.Current edition approved July 1, 2010. Published October 2010. Originally

12、approved in 2005. Last previous edition approved in 2005 as E2452 051. DOI:10.1520/E2452-10.2For referenced ASTM standards, visit the ASTM website, www.astm.org, orcontact ASTM Customer Service at serviceastm.org. For Annual Book of ASTMStandards volume information, refer to the standards Document S

13、ummary page onthe ASTM website.3Withdrawn. The last approved version of this historical standard is referencedon www.astm.org.1Copyright ASTM International, 100 Barr Harbor Drive, PO Box C700, West Conshohocken, PA 19428-2959, United States.3.1.3 equipment management, nsystematic planning andcontrol

14、 of equipment to optimize its service delivery potentialand the management of associated risks and costs throughoutits life-cycle in support of organizational objectives. Thisincludes the process management and operations of acquisitionor construction of the equipment; its operation, maintenance,and

15、 modification while in use; and its disposal when no longerrequired.3.1.4 operations, nexercise of the tasks that constituteequipment management.3.1.5 practice, na definitive set of instructions for per-forming one or more specific operations that does not producea test result. Form and Style43.1.5.

16、1 DiscussionOf the several types of standards listedin the Form and Style forASTM Standards guide, this standardis of the type designated as a practice.3.1.6 process management, nplanning and administeringthe activities necessary to achieve a high level of performancein a process and identifying opp

17、ortunities for improvingquality, operational performance, and ultimately, customersatisfaction. It involves design, control, and improvement ofkey business processes. Evans and Lindsay, 199953.2 Acronyms:3.2.1 CIPconstruction in progress3.2.2 EMPMequipment management process maturity4. Summary of Pr

18、actice4.1 The EMPM model provides insight into the effective-ness of an entity as it acquires, uses, and disposes of theequipment necessary to the functioning of the entity. It enablesa holistic approach and vision for achieving cost-effective,responsive equipment acquisition, use, and disposition.

19、Itclarifies and illuminates functional responsibilities and associ-ated functional areas.4.2 The functional responsibilities chart in Table 1 presentsthe distribution of duties as a hypothetical entity embarking onan EMPM assessment.4.3 The equipment life-cycle as addressed in this practiceencompass

20、es three fundamental life-cycle phases: acquisition,use, and disposition.4.4 This practice addresses two fundamental levels ofequipment management activity within the entity: processmanagement and operations.4.5 This practice recognizes five maturity levels (see Table2).5. Significance and Use5.1 In

21、ternalThe EMPM provides assessment results thatare easy to understand and communicate. Areas requiringadditional resources become apparent, and thus, can be morereadily addressed. Improvement can be tracked in meaningfulways. Assessment detail allows attention to be drawn toprocesses of exceptional

22、maturity and areas in which changesor additional resources, or both, are required to achieve processimprovements.5.2 ExternalMeaningful comparisons to external require-ments are enabled. Comparisons of equipment managementbetween entities in different operational or business environ-ments become mea

23、ningful and provide insight previouslyunavailable.6. Applicability6.1 This practice may be applied to the entirety of the legalentity or a clearly defined, designated constituent part.6.2 An entitys equipment holdings may encompass equip-ment acquired by all legal means:6.2.1 Company owned equipment

24、,6.2.2 Leased equipment,6.2.3 Licenses,6.2.4 Customer-provided equipment,6.2.5 Seized equipment,6.2.6 Bailed equipment,6.2.7 Borrowed equipment, and6.2.8 Loaned equipment.6.3 This practice may be applied to the entirety of theentitys equipment holdings or a clearly identified subset. Thisdesignation

25、 constitutes the assessment universe for the desig-nated entity.6.4 To the extent this practice is applied to a limitedequipment universe or is limited to a portion of the entity, theselimitations should be prominently noted when presentingresults of the assessment.6.5 This practice should be applie

26、d to the designated equip-ment universe regardless of the internal organization acquiring,using, or disposing the equipment.7. Levels of Equipment Management Activity7.1 There are two fundamental levels of equipment man-agement activity within the entity: process management andoperations.7.2 Process

27、 management encompasses criteria for thepeople, processes, and systems involved in equipment manage-ment for each life-cycle phase.7.2.1 Leadership:7.2.1.1 Outcome/Process OrientationManagement andcontrol systems are based on specific desired outcomes orprocess-oriented metrics that encourage improv

28、ed performanceand effective management. (See Practice E2279.)7.2.1.2 Best Value ProductsManagement systems are de-signed to deliver on a timely basis the “best value” product tothe organization and its customers, while preserving theconfidence of internal and external stakeholders. (See PracticeE227

29、9.)7.2.1.3 Personal InitiativePractitioners exercise personalinitiative and sound business judgment in providing the “bestvalue” services to meet the organizations needs. (See PracticeE2279.)7.2.1.4 Lines of Authority/AccountabilityManagementand control systems have clear, direct lines of authority

30、andorganizational accountability for performance and custodialcare. (See Practice E2279.)4From the Form and Style for ASTM Standards guide, available from ASTMInternational Headquarters.5Evans, J., and Lindsay, W., The Management and Control of Quality, 1999, p.340.E2452 102TABLE 1 Functional Respon

31、sibilitiesEquipment Management Process Maturity (EMPM) ModelResponsibilities (O = Operations, M = Process management)InternalResponsibilitiesin the SubjectOrganization(Example)AssetManage-mentFunct-ionalOrgani-zationProcure-ment Logistics ContractsImport/ExportSeniorManage-menReceiv-ingWare-house Qu

32、ality FinanceMaterialManage-menConfig-urationManage-menProgramControlIT AssetManage-menCalib-rationToolingManage-men TBD1.0 Acquisitioncriteria1.1 Processmanagement1.2 Operations2.0 Use criteria2.1 Processmanagement2.2 Operations3.0 Dispositioncriteria3.1 Processmanagement3.2 OperationsE24521037.2.1

33、.5 Best-in-Class ManagementBest-in-class manage-ment practices and integrated management systems are recog-nized, identified, and adopted. (See Practice E2279.)7.2.1.6 External InterfaceEffective partnerships with ex-ternal customers are established, and effective service isprovided.7.2.2 Planning:7

34、.2.2.1 Strategic PlanEntity has developed and imple-mented an ongoing equipment management strategic planningprocess leading to a strategic plan with clear goals, objectives,and programs that is consistent with entity plans and objec-tives.7.2.2.2 MetricsStandard and entity specific measureshave bee

35、n identified and implemented. Examples of metricsthat may be used include: (1) average time taken to tag andinsert data into a property database upon receipt, (2) averagetime taken for a property custodian to recognize data accuracyand physical control upon initial receipt, (3) average annualcost of

36、 an inventory per item, (4) inventory accuracy inaccordance with Practice E2132, and (5) average time taken todispose of an item once it is declared excess.7.2.2.3 Financial PlanThe entities need for equipmentresources is viewed holistically, and financially planned.7.2.3 Policy, Procedures, and Int

37、ernal Controls:7.2.3.1 Exercise of ResponsibilityEquipment manage-ment officials may assume that if a specific strategy, practice,policy, or procedure is in the best interest of the agency,company, institution, and stakeholders and is not addressed inoperating policies or a consensus standard nor pr

38、ohibited bylaw, executive order, or other regulation, that action, inaccordance with the strategy, practice, policy, or procedure, isan acceptable exercise of responsibility and authority. (SeePractice E2279.)7.2.3.2 Sound PoliciesEntities have established policiesand management systems for the acqu

39、isition of equipment.7.2.3.3 ReutilizationEntity has programs to encourage thereutilization of equipment and facilitate the reassignment ofequipment among organizational elements when such equip-ment is determined to be no longer needed for the currentpurpose. (See Practice E2279.)7.2.3.4 Consensus

40、StandardsEquipment management isperformed in accordance with existing applicable consensusstandards.7.2.3.5 Available, Implemented, and EnforcedEntity hasdevised and maintains a system of internal managementcontrols sufficient to provide reasonable assurances that: trans-actions are executed in acco

41、rdance with managements generalor specific authorization; transactions are recorded as necessaryin conformity with generally accepted accounting principles;access is limited; and the recorded accountability for equip-ment is compared with existing equipment at reasonableintervals and appropriate act

42、ion is taken with respect to anydifferences. (See Practice E2279.)7.2.4 Personnel and Staffng:7.2.4.1 Adequate StaffngEquipment management processmanagement and operations roles are adequately staffed toachieve the entitys equipment management goals and complywith applicable external standards, laws

43、, regulations, andapplicable agreements and contractual obligations.7.2.4.2 Requisite SkillsEquipment management processmanagement and operations staffs have the requisite skills tocomplete their jobs effectively. (See Practice E2279.)7.2.4.3 Trained StaffEquipment management processmanagement and o

44、perations staffs are adequately trained andhave the opportunity for continuing education and advance-ment.7.2.5 Financial Management:7.2.5.1 Funding Mechanism Information ProvidedForpurposes of financial accounting, all equipment purchasedshould be identified as a capital expenditure, held for futur

45、euse, or as an operating expense. (See Practice E2279.)7.2.5.2 Financial AccuracyEquipment management andaccounting books and records shall be kept in reasonable detailthat affords reasonable assurance that the system accuratelyreflects the transactions and dispositions of the equipment ofthe owner.

46、 (See Practice E2279.)TABLE 2 Five Maturity LevelsDescription Definition Descriptive Terms1.0 Basic Processes that are chaotic, undocumented, and inconsistent,typically the starting point of a process.Start of process, processes having basic framework, duties areassigned and task performers are iden

47、tified.2.0 Structured Processes that have been defined and are understandable,documented, and capable of being repeated.Defined, documented, capable of being repeated, understandable,implemented.3.0 Consistent Processes that are prescribed and consistently performed at theorganizational level with c

48、onsistent results.Established and prescribed, consistently performed, consistentresults obtained.4.0 Managed Processes that are systematic, have process performanceestablished, and are predicable.Systematic, calculated, regulated, metrics applied, objectivesestablished, continuous improvement.5.0 Op

49、timizing Processes that are embedded within an organization and aresupported through all levels of management.Habitual, perpetual, inherent quality, recurrent, culturally embedded,supported throughout all levels of the organization.E2452 1047.2.5.3 Balances Costs and RisksThe degree to whichequipment is controlled and the costs of control is commensu-rate with the practical consequences of a shortage (non-availability of inventory) and the critical nature of an itemsloss, all in accordance with Practice E2221. (See PracticeE2279.)7.2.5.4 B