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Line-of-Sight
The link between:
It is often difficult to gain a "line of sight" from the abstractness and imprecision of a long-range strategic plan down to "work on the ground". This is achieved by decomposing the strategic horizon into a shorter tactical horizon and ultimately into an annual operating plan.

The longer the time-to-value (TTV) of an action, such as a specific maintenance taks, the more it may impede its line of sight.



Examples of Lines of Sight
Listed below are some common lines of sight challenges that are present within the field of asset management:

A. From Capex to Opex
B.  From top management to control room to plant floor
C.  Across short, medium and long-range planning horizons
  • Short-term
  • Medium-range
  • Long-range
D.  Across priority categories
  • High Priority
  • Medium priority
  • Low priority
E.  Across the different levels of plans
  • OCP
  • SAMP - Strategic Asset Management Plan
  • AMP - Asset Management Plan
H. Across the different timeframes of plans
F.  Across the different functional plans
F.  Across the fiscal cycle
G.  From MRR
 I.  From insight to foresight to oversight to hindsight.J.  Across the PESTLE Context
K.  Across the Triple Bottom Line (TBL) of sustainability:
  • People (Community)
  • Planet (Environment)
  • Profit  (Finances)
L.  Across the decision criteria
  • Risk
  • Cost
  • Performance
M.  Across the aspirational-transactional hierarchy:
N.  Acros the 10 "W" Questions of Asset Management.
O.  Other considerations of line of sight
  • From maintenance to resale value and marketability
  • From a specific maintenance to the return on asset - the time to value (TTV).
  • From maintenance to return on investment
Line-of-Sight is an understanding of how the four sights interconnect. It is how one acts as a foundation for the other and how they work together as an overall, interconnected framework.

Here are a few examples:
  • It is only with insight that realistic foresight can be developed
  • Foresight helps set up appropriate plans and procedures for oversight
  • The lessons learned from oversight provides hindsight
  • Hindsight leads to new insights and thus completes the full circle

Techniques
Listed below are some techniques to provide a clear an actional line of sight:

  • Convert the plan into a story.
  • Be realistic in the forecasts.
  • Provide a chronology.
The hierarchy of organizational purpose with policy represented as one of the layers
Fig. The Aspirational-Transactional Hierarchy with line of sight through each of the layers.



Alignment between Maintenance, Repairs and Renewals will help the organization find the optimal MRR ratio
Fig. Alignment between Maintenance, Repairs and Renewals will help the organization find the optimal MRR ratio.


Alignment is required between all levels of the organization - such as, from top management to line staff
Fig. Alignment is required between all levels of the organization - such as, from top management to line staff.


Alignment across different decision-making criteria (such as risk, cost and performance) is required for ISO 55000 conformity
Fig. Alignment across different decision-making criteria (such as risk, cost and performance) is required for ISO 55000 conformity.


The relationship and interdependencies between CapEx, OpEx and TotEx
Fig. The relationship and interdependencies between CapEx, OpEx and TotEx.


Goals translated into Customer LOS and then, finally into Technical LOS -- using transit service as an example
Fig. Goals and objectives translated into Customer LOS and then, finally into Technical LOS -- using transit service as an example.


The four core principles of asset management are the foundation of ISO 55001 (ISO 55000)
Fig. The four core principles of asset management are the foundation of ISO 55001, with alignment (line of sight) as of these principles.


The relationship between the long-range strategic plan and the shorter range tactical plan.
Fig. The relationship between the long-range strategic plan and the shorter range tactical plan.


Three planning horizons with future events displayed as purple and green bars on the chart.
Fig. Three planning horizons relative to the base year. Future events are displayed as purple and green bars on the chart
.


Line of sight


SMART goals help the organization reach its target
Fig. SMART goals help the organization reach its target.


I. Care is trying to avert the cascading effect of one problem compounding another in his building
Fig. I. Care is trying to avert the cascading effect of one problem compounding another in his building. He needs a line of sight to the root cause of his problems.


I. Care is trying to select the most efficient course of action to achieve his objectives.
Fig. I. Care needs a line of sight in order to select the most efficient course of action to achieve his objectives.

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The relationshiip between insight, foresight, oversight and hindsight
Fig. The relationship between insight, foresight, oversight and hindsight.


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