By Dimitris Kiritsis, Cooperative Research Centre for Infrastructure and Engineering Asset Management (Australia)
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Example text
Good management of the key elements above can be viewed as a necessary condition of moving towards a true value net in the particular industrial area considered in the survey. It is obvious that this transition takes a lot of time and commitment of the managers of the companies in question. The remainder of the paper is organised as follows: In section 1 the different roles in a value net are defined and some demarcations are made for presenting a framework supporting value judgments on alternative service networks, presented in section 2.
The remainder of the paper is organised as follows: In section 1 the different roles in a value net are defined and some demarcations are made for presenting a framework supporting value judgments on alternative service networks, presented in section 2. Section 3 presents a value measurement framework based on value-tree analysis that is a key feature in the generic assessment process presented in section 4. The paper is concluded by a discussion of directions for future research in section 5. 2 ROLES IN A VALUE NET REGULATOR OWNER SERVICE PROVIDERS PHYSICAL ASSET END-USER SYSTEM SUPPLIER OTHER STAKEHOLDERS OPERATOR In principle, the network leader has several governance choices for a value net servicing a physical asset.
Maintenance policy is supposed to aim at satisfying the needs of production departments in order to ensure efficient and effective production. DEVELOPING STEPS FOR CAPABILITY MATURITY As is the case in quality management and software engineering, the evaluation of individual criteria is based on a CMM. Such models can be employed to systemise and structure varying processes. They initiate a stable long term process of optimisation, by pointing out the course for future developments. The progress of development is quantified and can be checked at regular intervals.