I first met Ron Moore in the early 1990s. He is known as an icon in the reliability community and is the author of an excellent book entitled What Tool? When? This book tackles a delicate subject that is both difficult and controversial.

Moore examines and contrasts the world’s most notorious and respected philosophies in the field of maintenance and reliability. These include lean manufacturing, kaizen, total productive maintenance (TPM), Six Sigma, reliability-centered maintenance (RCM), root cause analysis (RCA), predictive maintenance (PdM) and others.

Which of these philosophies does a user organization really need? Is there a priority order or logical sequence to their use? Which produces the greater benefit or return for the lowest risk or investment? How sustainable are they? These are all great questions that require an answer, especially for those seeking a major transformation in their maintenance and reliability programs.

For those of you in the reliability field, this book is a must read. Lectures and interviews with Moore can also be found on YouTube and in the “Rooted in Reliability” podcasts for an abridged understanding of his main themes.

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This past year I’ve been spending a lot of time studying the possibilities of ISO 55000, especially its long-term impact on the lubrication field. I was a bit skeptical at first. Now I view it as a game-changer to machinery asset management and the field of reliability in general. If you haven’t heard of ISO 55000, this might be a great time to get acquainted – very acquainted.

ISO 55000 is an international standard published by the International Organization for Standardization (ISO), created and approved by representatives from 10 countries, 50 organizations and 15 different industries. The foundational elements of ISO 55000 originate from the British Standards Institution (BSI) standard PAS 55. It provides an overarching framework for using modern principles of asset management to achieve a wide range of precisely defined organizational objectives.

An asset, by definition, is anything that has future value. Plant machinery and equipment are most commonly referred to as assets. However, people are assets too, as is software, intellectual property (e.g., patents and trademarks), knowledge/skills, goodwill and so much more. In a nutshell, asset management can probably be best summed up by the following sentences excerpted from ISO 55000. Certain words are italicized to emphasize concepts and themes that I will further develop in this and future columns.

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