Asset management

Cover of Continual Improvement Processes for Asset Management: Background Research
Continual Improvement Processes for Asset Management: Background Research
  • Publication no: AP-R572-18
  • ISBN: 978-1-925671-58-2
  • Published: 28 May 2018

This report aims to provide asset management practitioners, in both small and large organisations, with an understanding of the methodology utilised in creating a framework for successful continual improvement implementation.

The findings from the literature review, stakeholder engagement process and case studies are discussed within this report. The identified key issues surrounding enabling and sustaining continual improvement related to leadership, organisational culture and a need to create a framework tailored to the specific needs of road agencies. The proposed approaches are outlined, resulting in a five-step framework for the enablement and successful implementation of continual improvement.

The report concludes with recommendations on the subsequent steps to be taken. Supporting information and tools are detailed in the appendices.

  • Preface
  • Summary
  • 1. Introduction
    • 1.1 Project background and context
    • 1.2 Purpose of this research report
    • 1.3 Structure of this Research Report
  • 2. What is Continual Improvement
  • 3. Literature Review
    • 3.1 Continual improvement approaches
      • 3.1.1 Plan, Do, Check, Act
      • 3.1.2 Total Quality Management
      • 3.1.3 Australian Business Excellence Framework
      • 3.1.4 Baldrige Excellence Framework
      • 3.1.5 Six Sigma – Define, Measure, Analyse, Improve, Control
      • 3.1.6 Lean management
      • 3.1.7 Lean Six Sigma
      • 3.1.8 Business Process Reengineering
      • 3.1.9 Just-in Time
      • 3.1.10 Theory of Constraints
      • 3.1.11 Continual improvement classification
    • 3.2 Existing guidelines and manuals
    • 3.3 Continual improvement tools
    • 3.4 Disruptive innovation
    • 3.5 Findings and recommendations
  • 4. Stakeholder Engagement
    • 4.1 Engagement process
    • 4.2 Survey findings
    • 4.3 Roundtable findings
    • 4.4 Challenges facing the asset managers in continual improvement
  • 5. Case Studies
  • 6. Approach and Justification
    • 6.1 Continual improvement and asset management
      • 6.1.1 Implementing continual improvement
      • 6.1.2 Continual improvement process within the asset management system
      • 6.1.3 Linkage with other Austroads asset management guidelines and projects
    • 6.2 Justifying continual improvement
      • 6.2.1 The benefit of continual improvement in asset management
      • 6.2.2 Writing the continual improvement business case considerations
      • 6.2.3 Case Studies
    • 6.3 Incorporating continual improvement into existing management processes
    • 6.4 Framework for continual improvement
      • 6.4.1 Creating the environment for continual improvement
      • 6.4.2 Identify continual improvement opportunities Improvement Register
      • 6.4.3 Evaluate and prioritise improvement proposals
      • 6.4.4 Implement continual improvement initiatives
      • 6.4.5 Monitor the results of the initiative
      • 6.4.6 Document the continual improvement process
    • 6.5 Techniques for Continual Improvement
  • 7. Project Recommendations
  • References
  • Appendix A Literature – Continual Improvement Approaches
    • A.1 Plan, Do, Check, Act
    • A.2 Total Quality Management
    • A.3 Australian Business Excellence Framework
    • A.4 Baldrige Excellence Framework
    • A.5 Six Sigma – Define, Measure, Analyse, Improve, Control
    • A.6 Lean management
    • A.7 Lean Six Sigma
    • A.8 Business Process Reengineering
    • A.9 Just-in Time
    • A.10 Theory of Constraints
    • A.11 Asset Management and Continual Improvement frameworks
  • Appendix B Comparison of Literature Against DMAIC Cycle
  • Appendix C Supporting Tools
    • C.1 Continual improvement techniques
    • C.2 Supporting continual improvement tools
  • Appendix D Case Studies/Round Table Information and Suggestions
    • D.1 Benchmarking
    • D.2 Collaboration
    • D.3 Customers
    • D.4 Decision framework
    • D.5 Governance
    • D.6 Information
    • D.7 Lessons learnt
    • D.8 Process
    • D.9 Value
  • Appendix E Case Studies – Literature Review
    • E.1 Case Study – Systems thinking approach to highways maintenance (Atkinson, 2015)
      • E.1.1 Overview
      • E.1.2 Improvement/Benefit
    • E.2 Case Study – Establishing a change management innovation unit (Atkinson, 2015)
      • E.2.1 Overview
      • E.2.2 Improvement/Benefit
    • E.3 Case Study – Road drainage improvements (Atkinson, 2015)
      • E.3.1 Overview
      • E.3.2 Improvement/Benefit
    • E.4 Case Study – Transit Authority Lean Management System Implementation (PriceWaterhouseCoopers,2015)
      • E.4.1 Overview
      • E.4.2 Improvement/Benefit
    • E.5 Case Study – Government of Saskatchewan – first government in Canada to implement Lean government-wide (PriceWaterhouseCoopers, 2015)
      • E.5.1 Overview
      • E.5.2 Improvement/Benefit
    • E.6 Case Study – Building and using skills at Leighton Contractors NSW/ACT & NZ (Skill Australia, 2012)
      • E.6.1 Overview
      • E.6.2 Improvement/Benefit
    • E.7 Case Study – Continuous improvement at two companies (Schaar, 2011)
      • E.7.1 Overview
      • E.7.2 Improvement/Benefit
    • E.8 Case Study – Kmart – Lean logistics yields exceptional outcomes (Vative, 2013)
      • E.8.1 Overview
      • E.8.2 Improvement/Benefit
    • E.9 Case Study – Central Steel Build – "The best thing we ever did for the business" (Vative, 2014)
      • E.9.1 Overview
      • E.9.2 Improvement/Benefit
    • E.10 Case Study – Healthcare Facilities Management (PriceWaterhouseCoopers, 2015)
      • E.10.1 Overview
      • E.10.2 Improvement/Benefit
    • E.11 Driving change through the asset management programme – Seattle Public Utilities (IPWEA, 2015)
      • E.11.1 Overview
      • E.11.2 Improvement/Benefit
      • E.12 Management of Continual Improvement for Facilities and Activities: A structured approach (IAEA, 2006)
      • E.13 TEPCO – Japan (IAEA, 2006)
      • E.14 British Energy – United Kingdom (IAEA, 2006)
      • E.15 British Nuclear Fuels plc. – United Kingdom (IAEA, 2006)
      • E.16 Entergy Corporation – United States of America (IAEA, 2006)
      • E.17 Continual Improvement Framework 2012 – A resource of the Victorian Service Coordination Practic Manual (Primary Care Partnerships, 2012)
      • E.18 Local Government Asset Management – Better Practice Guide (Local Government Victoria, 2015)
      • E.19 Continuous Improvement Framework (Department of Premier and Cabinet (Tasmania), 2015)
      • E.20 Continuous Improvement Board – Burnie City Council
  • Appendix F Sample Business Case