Enterprise Asset Management
Maintenance scheduling, asset lifecycle management, and energy management.
Workflow
- 01Asset Tracking
- 02Preventive Maintenance Scheduling
- 03Work Order Management
- 04Asset Performance Monitoring
- 05Replacement Planning
Why it matters
In an asset-intensive organisation the asset register is not a finance artefact; it is the operating model. The decision to maintain, refurbish or replace is made against condition and criticality, and it is made every day.
- It holds most of the spend: Maintenance labour, materials and contractors dominate operating cost.
- It carries safety and regulatory obligation: Inspection regimes for pressure, electrical, lifting and water assets are legal requirements with evidence attached.
- It is where finance and operations disagree: The financial register and the physical register describe the same assets differently, and reconciling them is real work.
The workflow
- 01
Asset tracking
The register maintained against what physically exists, with location, criticality and condition.
- 02
Preventive maintenance scheduling
Work planned from time, usage or condition, against the regime each asset requires.
- 03
Work order management
Work raised, scheduled, resourced, executed and closed with actuals captured.
- 04
Asset performance monitoring
Failures, downtime and cost tracked against the asset, not just the cost centre.
- 05
Replacement planning
Renewal decided on condition, criticality and whole-of-life cost rather than age alone.
The financial asset register and the maintenance asset register are almost never the same list. Decide deliberately which is the master for which attribute, and reconcile on a cycle — otherwise depreciation runs on assets that were scrapped two years ago.
What you need in place
- A hierarchy that matches how work is done: Functional location and asset, so history stays with the location when the asset is swapped.
- Criticality assessment: What fails, how badly, and how quickly it must be restored.
- Maintenance strategy per asset class: Run-to-failure is a legitimate strategy when chosen, not when defaulted to.
- Work order actuals: Labour, materials and downtime captured, or cost per asset is fiction.
- A link to finance: Capitalisation of renewal work, and the depreciation consequence.
- Mobile capability: Technicians record in the field or they record later, which means approximately.
Questions to ask
01Registers
Do the financial and maintenance registers agree?
They usually do not, and the difference is worth quantifying before a replacement.
02Criticality
Which assets would stop the service if they failed?
This drives maintenance strategy and spares holding.
03Actuals
Do work orders capture real labour and materials?
Without it, whole-of-life cost cannot be calculated.
04Planned ratio
What share of maintenance is planned rather than reactive?
It is the single clearest measure of maturity.
05Compliance
Which inspections are legally mandated, and where is the evidence?
Regulators ask for the record, not the intention.
06Capitalisation
When does maintenance become renewal?
The boundary should be a written rule, not a judgement call per job.
Metrics and KPIs to track
Planned maintenance ratio
Planned work as a share of total maintenance hours.
Schedule compliance
Planned work completed in its window.
Mean time between failures
By asset class and criticality.
Asset availability
Uptime for critical assets against target.
Maintenance cost per asset
Against replacement value, trended.
Register reconciliation
Variance between financial and maintenance registers.
Compliance inspection currency
Mandated inspections completed on time.
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