Why TEAMQF?

TQM allowed us to really improve the performance of our specialist areas, especially from an efficiency perspective. It enabled us to drive improvement in the divisions or silos of our businesses. However it was perceived as 'not suited' to the public sector and especially the management of large infrastructure portfolios.

What was wrong with this was that TQM:

• Was focused on the private sector in which there were many variables not present in the public sector
• Didn't recognize that the prime role of any infrastructure service delivery is the management of the life cycle of these complex assets portfolios, as it was primarily developed to serve manufacturing industries. It is noted that over 85 cents in every dollar spent in service delivery is spent on life cycle asset management activities related to the infrastructure. Therefore the focus needs to be on the way we manage this life cycle.

The acronym TEAM was developed to recognize:

• The importance of working as a team in an 'asset-centric' organization
• The emphasis required for asset management to recognize:
  • That these assets have extremely long lives
  • That we are managing them for present and future generations
  • That they require a long-term vision to ensure they are sustainably managed.

TEAMQF was developed to overcome these weaknesses, by making the organization work better as a team with an 'asset service delivery' focus rather than a silo efficiency mentality. It allows the organization to address the key issue of the 'effectiveness' of our life cycle asset management decisions.

The TEAM aspect also recognizes that over 50% of the benefits that can be achieved through advanced asset management are delivered through the success of the cultural change aspect, or the People Issues and the Organizational Issues. In other words, the benefits depend on the way in which these new approaches are bedded down into the normal day to day culture of the organization.

The TEAMQF quality framework combines TQM and plans for improving our performance where it is justified. The core components of a quality system are effective processes, which must be clearly and precisely described, and available to all staff.

This feedback loop, leading to the modification of ideas and activities and to active sharing and dissemination of good practice, is central to the proper operation of quality assurance systems.

The TEAMQF quality system encourages a 'double positive' attitude: we are doing well but can do better.

TEAMQF is the Total Enterprise Asset Management Quality Framework tool, which is used to improve the efficiency and effectiveness of asset management practices to achieve the organization's overall goals and objectives.

This Gap Analysis Improvement Strategy will determine how the:

• Required improvements should be identified
• Necessary programs should be implemented to ensure that the vision for best appropriate practice is realized.

An organization that is proposing to deliver Best Appropriate Practice (BAP) in asset management should base their activities on the principles of sustainable best practice asset management.