Towards an integrated perspective on fleet asset management: engineering and governance considerations

The traditional engineering perspective on asset management concentrates on the operational performance the assets. This perspective aims at managing assets through their life-cycle, from technical specification, to acquisition, operation including maintenance, and disposal. However, the engineering perspective often takes for granted organizational-level factors. For example, a focus on performance at the asset level may lead to ignore performance measures at the business unit level. The governance perspective on asset management usually concentrates on organizational factors, and measures performance in financial terms. In doing so, the governance perspective tends to ignore the engineering considerations required for optimal asset performance. These two perspectives often take each other for granted. However experience demonstrates that an exclusive focus on one or the other may lead to sub-optimal performance. For example, the two perspectives have different time frames: engineering considers the long term asset life-cycle whereas the organizational time frame is based on a yearly financial calendar. Asset fleets provide a relevant and important context to investigate the interaction between engineering and governance views on asset management as fleets have distributed system characteristics. In this project we investigate how engineering and governance perspectives can be reconciled and integrated to enable optimal asset and organizational performance in the context of asset fleets

Proposing Circular Economy Ecosystem for Chinese SMEs:A Systematic Review

Circular Economy (CE) has attracted so much attention around the world as it can contribute to the balance between economic development and environmental sustainability, to address the increasing critical resources scarcity and environmental issues. Small and medium-sized enterprises (SMEs) in China are a major driving force in the economy with 43 million SMEs in 2020. Most of them maintain the traditional economic development method of "take–use", without considering the environment. This has caused great harm to the environment and resource availability. Therefore, Chinese SMEs must adopt CE in their business to address this issue. The current study aims to explore the key barriers (lack of time, lack of human resources and finance) and enablers (e.g., network, innovation, and reputation) for Chinese SMEs CE adoption. The current study employs a systematic review approach with thematic analysis to identify the internal and external barriers and enablers of CE adoption among SMEs. Moreover, a CE ecosystem has been proposed for identifying the key actors in the CE system, which will be beneficial for policy-makers to take into account when drafting and adjusting CE laws and regulations.</p

Stakeholders' perceptions of data utility in the context of ERP outcomes

A substantial body of literature exists identifying factors contributing to under-performing Enterprise Resource Planning systems (ERPs), including poor communication, lack of executive support and user dissatisfaction (Calisir et al., 2009). Of particular interest is Momoh et al.’s (2010) recent review identifying poor data quality (DQ) as one of nine critical factors associated with ERP failure. DQ is central to ERP operating processes, ERP facilitated decision-making and inter-organizational cooperation (Batini et al., 2009). Crucial in ERP contexts is that the integrated, automated, process driven nature of ERP data flows can amplify DQ issues, compounding minor errors as they flow through the system (Haug et al., 2009; Xu et al., 2002). However, the growing appreciation of the importance of DQ in determining ERP success lacks research addressing the relationship between stakeholders’ requirements and perceptions of ERP DQ, perceived data utility and the impact of users’ treatment of data on ERP outcomes

BIM: enabling sustainability and asset management through knowledge management

Building Information Modeling (BIM) is the use of virtual building information models to develop building design solutions and design documentation and to analyse construction processes. Recent advances in IT have enabled advanced knowledge management, which in turn facilitates sustainability and improves asset management in the civil construction industry. There are several important qualifiers and some disadvantages of the current suite of technologies. This paper outlines the benefits, enablers, and barriers associated with BIM and makes suggestions about how these issues may be addressed. The paper highlights the advantages of BIM, particularly the increased utility and speed, enhanced fault finding in all construction phases, and enhanced collaborations and visualisation of data. The paper additionally identifies a range of issues concerning the implementation of BIM as follows: IP, liability, risks, and contracts and the authenticity of users. Implementing BIM requires investment in new technology, skills training, and development of new ways of collaboration and Trade Practices concerns. However, when these challenges are overcome, BIM as a new information technology promises a new level of collaborative engineering knowledge management, designed to facilitate sustainability and asset management issues in design, construction, asset management practices, and eventually decommissioning for the civil engineering industry

The Dynamism of Stakeholder Engagement:A Case Study of the Aviation Industry

Large infrastructure projects generally involve multiple stakeholders such as government parties, local communities, and private organizations. New projects can create tensions between different stakeholder groups because different groups naturally have different interests and opinions. This book offers a view of how stakeholders are able to influence the project management’s decision‐making process as the project proceeds from the investment preparation phase, to the project execution phase, and on to the operations phase through various methods such as protests, legal battles, and even illegal activities. This book provides multiple case studies in aviation industry reflecting how large projects create dynamic contexts for stakeholder management and stakeholder behaviour as the project moves through different phases of its lifecycle

BIM-Implications for government (Case Study No. 5 [2004-032-A+ Case study no. 5])

BIM as a suite of technologies has been enabled by the significant improvements in IT infrastructure, the capabilities of computer hardware and software, the increasing adoption of BIM, and the development of Industry Foundation Classes (IFC) which facilitate the sharing of information between firms. The report highlights the advantages of BIM, particularly the increased utility and speed, better data quality and enhanced fault finding in all construction phases. Additionally BIM promotes enhanced collaborations and visualisation of data mainly in the design and construction phase. There are a number of barriers to the effective implementation of BIM. These include, somewhat paradoxically, a single detailed model (which precludes scenarios and development of detailed alternative designs); the need for three different interoperability standards for effective implementation; added work for the designer which needs to be recognised and remunerated; the size and complexity of BIM, which requires significant investment in human capital to enable the realisation of its full potential. There are also a number of challenges to implementing BIM. The report has identified these as a range of issues concerning: IP, liability, risks and contracts, and the authenticity of users. Additionally, implementing BIM requires investment in new technology, skills training and development of news ways of collaboration. Finally, there are likely to be Trade Practices concerns as requiring certain technology owned by relatively few firms may limi

Finding a balance: Leadership in a time of chaos

"They control everything, how fast you work, when you work, even when you go to the bathroom, everything.” This quote from Huw Beynon’s Working for Ford (1975) comes from an exploration into leadership within the automotive industry. The reality of life in a car factory at this time was a leadership style that stressed one-way communication and an approach that placed all power firmly with those at the top of the hierarchy. Those working below the level of manager had one job and that was to follow orders; deviations or any form of freethinking was not permitted; instead, micro-management stopped anybody deviating from the overall plan. Managing in challenging times Leading others during a period of instability and ever-changing parameters demands a more dynamic and heterogenic style of leadership. There is a requirement to have an element of control to steer the direction of the organisation in line with guidelines set by external agencies. Yet, on the other hand, staff need the space and flexibility to cope with the pace of change without additional pressure and stress from “the top”. To empower and engage staff, there needs to be a culture of trust and delegated responsibility. In the current, turbulent environment that the education sector finds itself in, the search for a form of leadership that meets these challenges is of vital importance. Despite the rise of a compliance culture ethos in education and the omnipresence of metrics within the sector, few academics would argue that Beynon’s described leadership is either present, or even possible, in most of higher education, despite any benefits it might bring in terms of consistency of approach. The deeply established concept of professional judgment means that individuals are empowered to challenge things they disagree with and whilst there has been some evidence that universities have increased the use of mechanisms to ensure consistency and more overt checking of academics, few would argue that leadership techniques are similar to those described by Beynon

“Sorry about the mess” – vulnerability and authenticity in an online world

https://www.belmas.org.uk/Latest-News/sorry-about-the-mess-vulnerability-and-authenticity-in-an-online-worldThe past twelve months have seen a wide variety of new words enter the lexicon of educational speak. The verb ‘to Zoom’ has become as commonplace as ‘to email.’ Every single one of us has heard the words ‘you’re on mute’ after delivering a well-argued point. And a cornucopia of terms such as ‘breakout rooms’, ‘asynchronous teaching’ and ‘onboarding of digital learners’ have replaced more traditional pedagogical phrases in staff meetings. From an educational leadership point of view, things have changed rapidly in a very short space of time and as we pass the first anniversary of the rush towards online learning, it seems apt to reflect on how this has impacted on educational leadership