1. Assess what you know: Conduct a gap analysis of your current asset data, systems and maintenance practices. 2. Define criticality: Identify which assets have the biggest impact on operations, safety or compliance. Where are the Single Points of Failure (SPoF)? 3. Align your goals: Link your asset strategy to broader objectives - such as reducing energy use, increasing uptime, or preparing for ESG audits. 4. Consolidate data: Where possible, centralise asset information into one system - even if it starts with spreadsheets. Clean data is the foundation. 5. Start small, scale fast: Begin with one site or asset type and demonstrate early value to secure wider buy-in. Making the case for investment Alongside cultural change (a separate albeit related subject), one of the most common barriers to change is cost. However, the return on investment of smart asset management is measurable and often quick to materialise. Avoiding downtime alone can prevent tens or even hundreds of thousands of pounds in lost production. Optimising asset performance leads to significant energy savings, particularly when high-consumption equipment is replaced or operated more efficiently. Maintenance spend also becomes more targeted and predictable, reducing unplanned interventions and increasing team efficiency. And from a compliance perspective, having auditable, standardised reports in place supports regulatory requirements and reduces the risk of fines or reputational damage. When combined, these benefits can outweigh the cost of system implementation. Smart doesn’t have to mean new There’s a common misconception that becoming “smart” means starting from scratch with new systems and equipment. In fact, many of the most successful transformations we’ve supported have involved a review of maintenance delivery strategies following points one to five above. The analysis of asset and maintenance strategies often identify excessive or overlapping maintenance regimes which, for non-business critical assets, provides the opportunity to adjust discretionary maintenance activities, saving time and money and allowing the more effective deployment of technical resource elsewhere within the business. Other examples involved retrofitting sensors to existing infrastructure or integrating legacy CAFM or BMS platforms into a single data environment. This approach allows organisations to modernise at their own pace, protect past investments, and prove value early - without disruption. Adopting a smart strategy is just as much about people as it is about technology. To succeed, it needs support from across the organisation. Finance teams want clear forecasts and evidence of cost savings. Operations teams need confidence that service levels will be maintained or improved. Sustainability teams are looking for better visibility of carbon and energy performance. And IT and data teams need assurance that platforms meet cyber security and integration standards. By partnering with a provider that understands both engineering context and enterprise demands, businesses can build lasting strategies that work in practice - not just in theory. From reactive to future-ready The time for smart asset management is now. Whether you’re maintaining HVAC systems, managing high-value production equipment or planning for net zero, the ability to track, predict and optimise asset performance is essential. By embracing a smart, data-driven model, engineering leaders can move from reactive work to future-ready - unlocking reliability, cost efficiency and sustainability all at once. For further information please visit: https://www.emcoruk.com www.hpmag.co.uk HYDRAULICS & PNEUMATICS April/May 2025 43
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