The right work, on the right asset, at the right interval. Executed to standard.
Maintenance, reliability, MRO, asset availability, wrench time, RCM, spare parts strategy, planning and scheduling. The function pages an Asset Management leader recognizes.
Asset Management is where capital cost meets operating reality. The asset is on the books at investment value; the asset is in the operating reality at availability and reliability the operation actually realizes. The gap between book value and operating value is held by the discipline of the maintenance function: the right work, on the right asset, at the right interval, executed to standard. Proudfoot has installed at depth in maintenance and reliability operations across mining, aerospace, oil and gas, manufacturing, and utilities for 80 years.
Where the asset value lives, and where it leaks.
Asset Management is the operating function that converts capital into availability. The mining fleet, the process plant, the airframe, the line of equipment, the network, the building. Each carries an asset register, a maintenance plan, a reliability profile, and an operating reality. The leak points are consistent across sectors.
Planned versus unplanned ratios out of balance, where the operation runs reactive maintenance because the planning loop did not catch the deterioration in time. Wrench time on tools well below the reachable standard, where the maintainer spends more time on travel and procurement than on the work. Spare parts strategy held against the wrong stocking policy, where the operation pays carrying cost on the wrong items and stocks out on the right ones. Reliability-centred maintenance designed but not installed, where the asset register lists the work but the operating cadence does not run the work. The supervisor of the maintenance organization is the lever in each.
Proudfoot's work in asset management lands at the interface between the maintainer, the planner, the supervisor, and the operating cadence. The methodology installs the planning and execution disciplines; the supervisor displays the eight Active Management Behaviours; the asset register translates into operating availability the operation actually realizes.
What asset management covers.
Planned maintenance execution
Right work, right asset, right interval, executed to standard. Time-based, condition-based, predictive maintenance disciplines sized to the asset and to the operation.
Reliability-centred maintenance (RCM)
Asset criticality, failure modes, maintenance strategy, the discipline that picks the right intervention for the right failure mechanism.
Wrench time and maintainer productivity
The discipline that closes the gap between time available and time on tools.
Spare parts strategy and inventory
Stocking policy, criticality categorisation, supplier strategy, working capital deployed against operational risk.
Planning and scheduling
The cadence that turns the asset register and the failure data into a weekly plan the maintenance organisation can execute against.
Asset availability and uptime
Planned versus unplanned ratios, MTBF, MTTR, equipment effectiveness on the asset register's most critical units.
MRO operations
The Maintenance, Repair, and Overhaul discipline at depth, including aerospace and defence MRO where certification, regulatory, and operating availability all run together.
Turnaround execution
Planned shutdowns, brownfield overhauls, capital-project-grade execution on the asset.
The function is industry-blind; the operating reality is industry-deep.
Four capabilities Asset Management carries.
Asset management engagements pull from the operations capability surface. Four capabilities sit closest to the function.
- Improve Productivity: Maintenance execution at standard, planning and scheduling discipline, frontline supervisory cadence on the maintenance shift.
- Improve Asset Utilization: Asset availability against nameplate, planned versus unplanned ratios, fleet utilization, asset rationalisation after productivity gains.
- Increase Throughput: Reliability-centred maintenance and uptime as the throughput lever on continuous-process operations.
- Optimize Inventory: Spare parts inventory, critical-spares strategy, working capital deployed against operating risk.
The remaining capabilities surface where the engagement pulls that way; depth lives on each capability page.
Where asset discipline runs.
The Asset Management function runs across every industry on the firm surface. Most visible in:
Mining
fleet maintenance, planned shutdown discipline on processing plants, reliability-centred maintenance on the value chain.
Aerospace and Defence
MRO operations on commercial and defense platforms, certification-bound trades, program reliability.
Oil and Gas
refinery turnaround discipline, upstream uptime, midstream reliability.
Energy and Utilities
generation fleet reliability, transmission and distribution maintenance, capital project overhauls.
Manufacturing
process-plant maintenance, line reliability, planned versus unplanned discipline on multi-shift operations.
Cement and Building Materials
kiln overhaul, finish mill maintenance, fleet utilization.
The methodology backbone.
The Proudfoot System runs the engagement across 5 phases and 86 steps. The Proudfoot MOS (the 6+4 Element Framework) is the operating discipline; the 8 Active Management Behaviours (8AMBs) are the supervisory behaviors that make the discipline stick at the maintenance shift level. Aerial Mapping structures the executive interview at engagement entry; MOS Critic scores the maintenance operating system in flight; People Solutions profiles the maintenance supervisor population.
The full methodology lives on the methodology page.
What it looks like when it lands.
Wrench time uplift on commercial aircraft heavy maintenance.
Planning and scheduling discipline rebuilt; spare parts strategy aligned to certification-bound criticality; supervisor coaching against the 8AMBs profile across multi-shift operations.
Planned versus unplanned maintenance ratio improved across the concentrator and the SAG mill.
Reliability-centred maintenance installed on the critical-asset register; planned shutdown discipline carried into the operating cadence.
Turnaround execution recovered against schedule and cost.
Operating discipline installed on the project site: short interval control daily, contractor coordination tightened against the schedule, frontline supervision lifted to the operating standard.
Combined-cycle gas turbine fleet availability lifted through planned maintenance discipline.
Reliability-centred maintenance installed on the critical units; spare parts strategy revised against criticality and supplier reality.
Talk to our asset management team.
Proudfoot operates as a flat partnership. Asset management engagements draw on the partners closest to the work; clients work with a team rather than a single function head.
Heavy industry and mining asset management.
Energy and process asset management.
Five days on the asset.
Two senior Proudfoot operators on a priority site for five working days. Proudfoot AI reading the operating data and the corpus first, remotely. Walkthrough on the maintenance shift, executive interviews, MOS Critic on the asset operating system, supervisory behavior profile across maintenance leadership, and a quantified opportunity hypothesis prioritized by asset.