1、Designation: E2452 12Standard Practice forEquipment Management Process Maturity (EMPM) Model1This standard is issued under the fixed designation E2452; the number immediately following the designation indicates the year oforiginal adoption or, in the case of revision, the year of last revision. A nu
2、mber in parentheses indicates the year of last reapproval. Asuperscript epsilon () indicates an editorial change since the last revision or reapproval.INTRODUCTIONLife-cycle equipment management has a great impact on business operations of almost all entities.In fact, the success or failure on an en
3、tity may hinge on how effectively and efficiently an entityperforms in the equipment management life-cycle. Entities that sustain high maturity levels willgenerally be more effective or competitive or both than entities with lower maturity levels in that theseentities will more efficiently and effec
4、tively acquire what is needed, use and control equipment better,and dispose of equipment when no longer sufficiently suitable for operations.1. Scope1.1 This practice covers a process for the assessment andreporting of an entitys overall equipment management processmaturity (EMPM).1.2 The highest va
5、lue is placed on continuous improvementas reflected in measured increases in maturity over time.1.3 The EMPM model is designed to be applicable andappropriate for all equipment-holding entities, however, theEMPM may not be the only acceptable assessment modelavailable.1.4 It includes all aspects of
6、equipment management.1.5 In addition to applicability to equipment and equipmentmanagement as defined in this practice, this practice may inwhole or in part be effectively applied to intangible property,real property, and material.1.6 There is great variation across organizations regardingthe intern
7、al departments that accomplish the various aspects ofequipment management. Thus, all criteria are not applicable toall entities.1.7 This standard does not purport to address all of thesafety concerns, if any, associated with its use. It is theresponsibility of the user of this standard to establish
8、appro-priate safety and health practices and determine the applica-bility of regulatory limitations prior to use.2. Referenced Documents2.1 ASTM Standards:2E2131 Practice forAddressing and Reporting Loss, Damage,or Destruction of Tangible PropertyE2132 Practice for Inventory Verification: Electronic
9、 andPhysical Inventory of AssetsE2135 Terminology for Property and Asset ManagementE2219 Practice for Valuation and Management of Moveable,Durable Property (Withdrawn 2009)3E2220 Practice for Establishing the Full Valuation of theLoss/Overage Population Identified During the Inventoryof Moveable, Du
10、rable Property (Withdrawn 2009)3E2221 Practice for Administrative Control of Property(Withdrawn 2011)3E2279 Practice for Establishing the Guiding Principles ofProperty Management3. Terminology3.1 Definitions:3.1.1 entity, nagency, company, organization, or institu-tion.3.1.2 equipment, nnon-expendab
11、le, tangible, moveableproperty needed for the performance of a task or useful ineffecting an obligation. E21353.1.3 equipment management, nsystematic planning andcontrol of equipment to optimize its service delivery potentialand the management of associated risks and costs throughoutits life-cycle i
12、n support of organizational objectives. This1This practice is under the jurisdiction of ASTM Committee E53 on PropertyManagement Systems and is the direct responsibility of Subcommittee E53.06 onTerminology.Current edition approved Sept. 15, 2012. Published October 2012. Originallyapproved in 2005.
13、Last previous edition approved in 2010 as E2452 10. DOI:10.1520/E2452-12.2For referenced ASTM standards, visit the ASTM website, www.astm.org, orcontact ASTM Customer Service at serviceastm.org. For Annual Book of ASTMStandards volume information, refer to the standards Document Summary page onthe A
14、STM website.3The last approved version of this historical standard is referenced onwww.astm.org.Copyright ASTM International, 100 Barr Harbor Drive, PO Box C700, West Conshohocken, PA 19428-2959. United States1includes the process management and operations of acquisitionor construction of the equipm
15、ent; its operation, maintenance,and modification while in use; and its disposal when no longerrequired.3.1.4 operations, nexercise of the tasks that constituteequipment management.3.1.5 practice, na definitive set of instructions for per-forming one or more specific operations that does not producea
16、 test result. Form and Style43.1.5.1 DiscussionOf the several types of standards listedin the Form and Style forASTM Standards guide, this standardis of the type designated as a practice.3.2 Acronyms:3.2.1 CIPconstruction in progress3.2.2 EMPMequipment management process maturity4. Summary of Practi
17、ce4.1 The EMPM model provides insight into the effective-ness of an entity as it acquires, uses, and disposes of theequipment necessary to the functioning of the entity. It enablesa holistic approach and vision for achieving cost-effective,responsive equipment acquisition, use, and disposition. Itcl
18、arifies and illuminates functional responsibilities and associ-ated functional areas.4.2 The functional responsibilities chart in Table 1 presentsthe distribution of duties as a hypothetical entity embarking onan EMPM assessment.4.3 The equipment life-cycle as addressed in this practiceencompasses t
19、hree fundamental life-cycle phases: acquisition,use, and disposition.4.4 This practice addresses two fundamental levels ofequipment management activity within the entity: processmanagement and operations.4.5 This practice recognizes five maturity levels (see Table2).5. Significance and Use5.1 Intern
20、alThe EMPM provides assessment results thatare easy to understand and communicate. Areas requiringadditional resources become apparent, and thus, can be morereadily addressed. Improvement can be tracked in meaningfulways. Assessment detail allows attention to be drawn toprocesses of exceptional matu
21、rity and areas in which changesor additional resources, or both, are required to achieve processimprovements.5.2 ExternalMeaningful comparisons to external require-ments are enabled. Comparisons of equipment managementbetween entities in different operational or business environ-ments become meaning
22、ful and provide insight previouslyunavailable.6. Applicability6.1 This practice may be applied to the entirety of the legalentity or a clearly defined, designated constituent part.6.2 An entitys equipment holdings may encompass equip-ment acquired by all legal means:6.2.1 Company owned equipment,6.2
23、.2 Leased equipment,6.2.3 Licenses,6.2.4 Customer-provided equipment,6.2.5 Seized equipment,6.2.6 Bailed equipment,6.2.7 Borrowed equipment, and6.2.8 Loaned equipment.6.3 This practice may be applied to the entirety of theentitys equipment holdings or a clearly identified subset. Thisdesignation con
24、stitutes the assessment universe for the desig-nated entity.6.4 To the extent this practice is applied to a limitedequipment universe or is limited to a portion of the entity, theselimitations should be prominently noted when presentingresults of the assessment.6.5 This practice should be applied to
25、 the designated equip-ment universe regardless of the internal organization acquiring,using, or disposing the equipment.7. Levels of Equipment Management Activity7.1 There are two fundamental levels of equipment man-agement activity within the entity: process management andoperations.7.2 Process man
26、agement encompasses criteria for thepeople, processes, and systems involved in equipment manage-ment for each life-cycle phase.7.2.1 Leadership:7.2.1.1 Outcome/Process OrientationManagement andcontrol systems are based on specific desired outcomes orprocess-oriented metrics that encourage improved p
27、erformanceand effective management. (See Practice E2279.)7.2.1.2 Best Value ProductsManagement systems are de-signed to deliver on a timely basis the “best value” product tothe organization and its customers, while preserving theconfidence of internal and external stakeholders. (See PracticeE2279.)7
28、.2.1.3 Personal InitiativePractitioners exercise personalinitiative and sound business judgment in providing the “bestvalue” services to meet the organizations needs. (See PracticeE2279.)7.2.1.4 Lines of Authority/AccountabilityManagementand control systems have clear, direct lines of authority ando
29、rganizational accountability for performance and custodialcare. (See Practice E2279.)7.2.1.5 Best-in-Class ManagementBest-in-class manage-ment practices and integrated management systems arerecognized, identified, and adopted. (See Practice E2279.)7.2.1.6 External InterfaceEffective partnerships wit
30、h ex-ternal customers are established, and effective service isprovided.4From the Form and Style for ASTM Standards guide, available from ASTMInternational Headquarters.E2452 122TABLE 1 Functional ResponsibilitiesEquipment Management Process Maturity (EMPM) ModelResponsibilities (O = Operations, M =
31、 Process management)InternalResponsibilitiesin the SubjectOrganization(Example)AssetManage-mentFunct-ionalOrgani-zationProcure-ment Logistics ContractsImport/ExportSeniorManage-menReceiv-ingWare-house Quality FinanceMaterialManage-menConfig-urationManage-menProgramControlIT AssetManage-menCalib-rati
32、onToolingManage-men TBD1.0 Acquisitioncriteria1.1 Processmanagement1.2 Operations2.0 Use criteria2.1 Processmanagement2.2 Operations3.0 Dispositioncriteria3.1 Processmanagement3.2 OperationsE24521237.2.2 Planning:7.2.2.1 Strategic PlanEntity has developed and imple-mented an ongoing equipment manage
33、ment strategic planningprocess leading to a strategic plan with clear goals, objectives,and programs that is consistent with entity plans and objec-tives.7.2.2.2 MetricsStandard and entity specific measures havebeen identified and implemented. Examples of metrics thatmay be used include: (1) average
34、 time taken to tag and insertdata into a property database upon receipt, (2) average timetaken for a property custodian to recognize data accuracy andphysical control upon initial receipt, (3) average annual cost ofan inventory per item, (4) inventory accuracy in accordancewith Practice E2132, and (
35、5) average time taken to dispose ofan item once it is declared excess.7.2.2.3 Financial PlanThe entities need for equipmentresources is viewed holistically, and financially planned.7.2.3 Policy, Procedures, and Internal Controls:7.2.3.1 Exercise of ResponsibilityEquipment managementofficials may ass
36、ume that if a specific strategy, practice, policy,or procedure is in the best interest of the agency, company,institution, and stakeholders and is not addressed in operatingpolicies or a consensus standard nor prohibited by law,executive order, or other regulation, that action, in accordancewith the
37、 strategy, practice, policy, or procedure, is an accept-able exercise of responsibility and authority. (See PracticeE2279.)7.2.3.2 Sound PoliciesEntities have established policiesand management systems for the acquisition of equipment.7.2.3.3 ReutilizationEntity has programs to encourage thereutiliz
38、ation of equipment and facilitate the reassignment ofequipment among organizational elements when such equip-ment is determined to be no longer needed for the currentpurpose. (See Practice E2279.)7.2.3.4 Consensus StandardsEquipment management isperformed in accordance with existing applicable conse
39、nsusstandards.7.2.3.5 Available, Implemented, and EnforcedEntity hasdevised and maintains a system of internal managementcontrols sufficient to provide reasonable assurances that: trans-actions are executed in accordance with managements generalor specific authorization; transactions are recorded as
40、 necessaryin conformity with generally accepted accounting principles;access is limited; and the recorded accountability for equip-ment is compared with existing equipment at reasonableintervals and appropriate action is taken with respect to anydifferences. (See Practice E2279.)7.2.4 Personnel and
41、Staffng:7.2.4.1 Adequate StaffngEquipment management processmanagement and operations roles are adequately staffed toachieve the entitys equipment management goals and complywith applicable external standards, laws, regulations, andapplicable agreements and contractual obligations.7.2.4.2 Requisite
42、SkillsEquipment management processmanagement and operations staffs have the requisite skills tocomplete their jobs effectively. (See Practice E2279.)7.2.4.3 Trained StaffEquipment management processmanagement and operations staffs are adequately trained andhave the opportunity for continuing educati
43、on and advance-ment.7.2.5 Financial Management:7.2.5.1 Funding Mechanism Information ProvidedForpurposes of financial accounting, all equipment purchasedshould be identified as a capital expenditure, held for futureuse, or as an operating expense. (See Practice E2279.)7.2.5.2 Financial AccuracyEquip
44、ment management andaccounting books and records shall be kept in reasonable detailthat affords reasonable assurance that the system accuratelyTABLE 2 Five Maturity LevelsDescription Definition Descriptive Terms1.0 Basic Processes that are chaotic, undocumented, andinconsistent, typically the startin
45、g point of aprocess.Start of process, processes having basic framework,duties are assigned and task performers are identified.2.0 Structured Processes that have been defined and areunderstandable, documented, and capable ofbeing repeated.Defined, documented, capable of being repeated,understandable,
46、 implemented.3.0 Consistent Processes that are prescribed and consistentlyperformed at the organizational level withconsistent results.Established and prescribed, consistently performed,consistent results obtained.4.0 Managed Processes that are systematic, have processperformance established, and ar
47、e predicable.Systematic, calculated, regulated, metrics applied,objectives established, continuous improvement.5.0 Optimizing Processes that are embedded within an organizationand are supported through all levels ofmanagement.Habitual, perpetual, inherent quality, recurrent, culturallyembedded, supp
48、orted throughout all levels of theorganization.E2452 124reflects the transactions and dispositions of the equipment ofthe owner. (See Practice E2279.)7.2.5.3 Balances Costs and RisksThe degree to whichequipment is controlled and the costs of control is commensu-rate with the practical consequences o
49、f a shortage (non-availability of inventory) and the critical nature of an itemsloss, all in accordance with Practice E2221. (See PracticeE2279.)7.2.5.4 Best ValueEntity seeks the best value in the longterm in the use and maintenance of equipment. (See PracticeE2279.)7.2.5.5 Loss/Overage ControlsAdministrative controlshave been established based on inventory results, and theequipment subject to such controls should be reassessed basedon economic values other than acquisition costs, all as de-scribed in Practice E2219. (See Practice E2279.)
