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Publication history

First published July 2018

Foreword

This PAS (Publicly Available Specification) was sponsored by Innovate UK. Its development was facilitated by BSI Standards Limited and it was published under licence from The British Standards Institution. It came into effect on 31 July 2018.

Acknowledgement is given to Cranfield University for providing the technical author, and to the following organizations that were involved in the development of this PAS as members of the steering group:

Aerospace Technology Institute (ATI)
Babcock
BAE Systems
Cambridge Service Alliance
Co-opted member
Cranfield University
High Value Manufacturing Catapult (HVMC)
Innovate UK
Ministry of Defence
Rolls Royce
Si2 Partners

Acknowledgement is also given to the members of a wider review panel who were consulted in the development of this PAS.

The British Standards Institution retains ownership and copyright of this PAS. BSI Standards Limited as the publisher of the PAS reserves the right to withdraw or amend this PAS on receipt of authoritative advice that it is appropriate to do so. This PAS will be reviewed at intervals not exceeding two years, and any amendments arising from the review will be published as an amended PAS and publicized in Update Standards.

This PAS is not to be regarded as a British Standard. It will be withdrawn upon publication of its content in, or as, a British Standard.

The PAS process enables a guide to be rapidly developed in order to fulfil an immediate need in industry. A PAS can be considered for further development as a British Standard, or constitute part of the UK input into the development of a European or International Standard.

Relationship with other publications

UK Ministry of Defence © Crown Copyright 2018. Data is reproduced with permission of the Controller, Her Majesty’s Stationery Office.

Assessed capability. Users of this PAS are advised to consider the desirability of quality system assessment and registration against the appropriate standard in the BS EN ISO 9000 series by an accredited third-party certification body.

Use of this document

As a guide, this PAS takes the form of guidance and recommendations. It should not be quoted as if it were a specification or a code of practice and claims of compliance cannot be made to it.

Presentational conventions

The guidance in this standard is presented in roman (i.e. upright) type. Any recommendations are expressed in sentences in which the principal auxiliary verb is “should”.

Commentary, explanation and general informative material is presented in smaller italic type, and does not constitute a normative element.

Where words have alternative spellings, the preferred spelling of the Shorter Oxford English Dictionary is used (e.g. “organization” rather than “organisation”).

Contractual and legal considerations

This publication does not purport to include all the necessary provisions of a contract. Users are responsible for its correct application.

Compliance with a PAS cannot confer immunity from legal obligations.

0 Introduction

0.1 What was the motivation for PAS 280?

Through-life engineering services (TES) are a set of capabilities, techniques, business thinking and network behaviours that, when applied to major assets, optimizes their value and cost (e.g. keeping major assets working better, for longer, more economically). Major assets are generally understood to comprise complex engineered products, systems or systems-of-systems with an overall life measured in decades (e.g. 10 - 100+ years) and a need for significant in-use support investment.

The motivation for publishing this PAS is to develop the opportunities for using TES within the UK to improve the capability and productivity of the UK industry base relative to international competition. In some sectors, UK manufacturers have already achieved global leadership by showing that replacing the major asset ownership model with a service-based model allows the link between profi and major asset up-time, reliability, and longevity to be explicit. This in turn drives productivity and exports.

The PAS also offers guidance to leaders in UK industry that may enable manufacturing and solution providers in all sectors to win business, gain market share, generate revenue, and earn profits from the application of TES. Given that research has demonstrated the benefits that TES derives from supply chain co-ordination, this guidance is offered to leaders of companies on every scale from multinational to small and medium-sized enterprises (SME).

The PAS does not, however, seek to duplicate or restructure existing standards. Its purpose is to capture the experience of TES in diverse sectors of industry, together with recent academic research, to establish a common vocabulary and framework for the application of TES.

Examples of sectors that are reliant on the availability of major assets include energy (e.g. nuclear, oil & gas, hydro), transport (e.g. air, auto, rail, sea, and space), manufacturing, the built environment and national infrastructure.

TES offers several benefits including value to major asset owners and users, delivering more value output per unit of cost input, whilst offering TES providers additional and differentiating revenue opportunities.

Optimized value may be measured in terms of the functionality, performance, reliability and availability of the major asset. Optimized cost may be measured in terms of expenditure necessary to sustain useful output, for example as may be required to operate, maintain, and repair the major asset.

Other benefits of TES are better responsiveness to changing operational needs, improved major asset management efficiency, and the opportunity to exploit evolving capabilities in digitally-enabled services. TES could be particularly useful for those major assets where lack of availability has a high impact, or the costs of keeping them available are high relative to the initial acquisition cost.

0.2 Scale of the economic opportunity

At the UK national level the scale of the opportunity for TES in terms of gross value added (GVA) is indicated from analysis done by the EPSRC TES Centre in 2016.¹⁾ The research draws on the list of sectors used by the UK Technology Strategy Board in their review of the 2012 high value manufacturing landscape including energy, transport and the built environment.²⁾

This list of sectors was divided into two groups and predictions for the GVA to the UK economy resulting from the diffusion of TES across the UK economy by 2025 are given in Table 1. The estimate of the potential economic contribution of TES to the UK economy is significant even if the lowest bounded estimates (£31.4 billion) are taken.

On a global level the UK has particular opportunities in specific sectors where a leading TES position has already been established, e.g. aerospace, defence, rail and information and communications technologies (ICT).¹⁾

NOTE The terms “maker” and “user” sector groups are defined within the Technology Strategy Board research from which Table 1 is derived but these terms are not otherwise used in the PAS.

0.3 Key drivers and challenges for TES

TES is still a new concept in many industries, and particularly with SMEs. There is a need to build awareness throughout the supply chain of TES solutions, a common language and the benefits these solutions can offer organizations and their stakeholders. TES requires a shift in thought leadership and business approach if industry is to respond to the changing needs of their customers.

The UK civil aerospace sector is one example of an industrial sector that has responded successfully to the TES opportunity. This leading position has evolved from the product-service thinking of the 1990s into cutting-edge business models that deliver customer value throughout the product lifecycle in an integrated and holistic manner. These new business models contract for “outcome” not “activity”, for example where users pay fixed costs per hour of use rather than variable and unpredictable costs for specific maintenance and support activities when they are required (see Table 2).³⁾

Research has shown however, that some other UK industry sectors are missing this long term view of TES benefits, e.g. healthcare, renewable energy, industrial infrastructure and biotechnology, as well as emerging sectors such as bio renewables.¹⁾ Some of the specific challenges for adopting TES have been identified by the ATI³⁾ and are shown in Table 3; these generally apply across all industry sectors. This research has helped form the approach to the scope and content for this PAS.

0.4 Application and implementation

The purpose of this PAS is to help the stakeholders in the manufacture and through-life support of a major asset to maximize value, minimize cost, and achieve an optimized product and support solution which has predictable technical, financial, operational and business outcomes. Stakeholder groups may include the:

manufacturer of the major asset (including partners and wider supply chain);
support services provider (including partners and wider supply chain);
owner of the major asset; and
end users of the major asset.

NOTE 1 The support services provider may comprise either the manufacturer of the major asset or a third party company. The owner of the major asset and/or end users might achieve the best outcome by inviting proposals from the widest possible range of providers. The choice of provider involves consideration of a number of technical, financial and business trade-offs and, for a long-life major asset the choice of provider may be re-visited at intervals.

NOTE 2 The supply chains identified above may comprise companies of all sizes down to SMEs. For a long-life major asset the constituency of the supply chains change over time as a result of; proactive changes to improve value and cost, and reactive changes to external events (e.g. mergers and acquisitions, resolution of obsolescence). The terms “manufacturer” and “provider” in this PAS embody the partners and wider supply chain of these actors.

NOTE 3 The term “customer” in this PAS includes the owner and end users of the major asset.

0.5 Intended audience

The PAS is focused on the leadership community within UK industrial companies participating in the stakeholder groups listed in 0.4. This includes companies at all levels of the supply chain from multinational companies through to SMEs.

In particular, the leadership community in the participating companies is in a position to influence UK national prosperity by advocating and sponsoring an improved capability in TES. This PAS provides guidelines to enable and support this objective expressed in terms of a framework and vocabulary.

0.6 Other relevant standards

Table 4 outlines key standards that support this PAS and the delivery of a TES solution, this list is not meant to be exhaustive.

1 Scope

The PAS outlines the activities and capabilities necessary to maximize value for all stakeholders over a major asset’s lifecycle.

It gives guidance on a common framework for through-life engineering services (TES). It includes planning for the full lifecycle of a major asset in order to meet the customer requirements. This PAS addresses TES for a major asset across the full supply, operate and support chain (whole-life from concept to disposal) and across the system (end-to-end from customers or service users through tier one suppliers to SMEs, considering products and services offered).

The framework is designed to enable collaboration through a common vocabulary across the system to deliver the customer requirements of major assets.

This PAS is for use by both providers and users of major assets, with particular emphasis on thought-leaders who might influence UK national prosperity.

NOTE 1 This PAS may be read in conjunction with BS ISO 55000:2014 and other relevant standards which provide guidance on the business case and lifecycle management of long-life major assets at the level of the business unit. PAS 280 is intended to consider the integration of the business case and business and engineering operations at the level of the enterprise or consortium to the benefit of all participants.

NOTE 2 This PAS encourages collaboration between multiple organizations with a mutual interest in TES. It is assumed that each organization respects the intellectual property rights of others, and that each enters into appropriate agreements where data, information or knowledge needs to be exchanged.

2 Terms, definitions and abbreviations

2.1 Terms and definitions

2.2 Abbreviations

3 Common framework for TES

4 TES organizational capabilities

4.1 Planning activities

4.2 Business context and policies

4.3 Organizational readiness

4.4 Enabling capabilities

5 TES value streams

5.1 General

5.2 Convert

5.3 Avoid

5.4 Contain

5.5 Recover

6 TES execution processes

6.1 General

6.2 Develop

6.3 Prepare

6.4 Utilize

6.5 Retire

Bibliography

PAS 280:2018

Through-life engineering services. Adding business value through a common framework. Guide

Current

Published:

31 Jul 2018