From the boots on the ground at the plant to the executive suite, asset management means different things to different people. All definitions of asset management, however, boil down to this core function: Converting raw data and observations (sensors, operator rounds, etc) about equipment and components into information and knowledge that is then used, propagated, shared, and deployed by the human resources and digital components to manage the asset. Asset management, which also can be thought of as knowledge management, involves I&C, automation, condition monitoring, reliability centered maintenance, inventory and stock, training, and myriad plant monitoring, diagnostic, and performance software functions.

Nuclear plants, of course, have special needs, given the level of safety and reliability necessary and relentless regulatory requirements. In this paper, the authors articulate an asset management strategy for new nuclear plants that seeks to integrate, at least conceptually, the knowledge needs of all the stakeholders for a nuclear plant – plant operations and maintenance staff, centralized fleet management, corporate engineering, owner/operator executives, regulators, and applicable industry asset management standards.

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Brains vs Brawn: Towards a Comprehensive Asset Management

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