Pavan’s Services:

In addition to its personnel expertise, Pavan is equipped with a network of selected, engineered, and efficient national and international staff to provide its customers with the highest level of services on consultation, implementation, and establishment of processes and practices related to physical asset management. Some of these services are as follow:

Managing the value chain organizations’ physical assets
Strategic planning and implementation of lifecycle-management related projects
Risk assessment and management
Assessment and management of the cost of assets
Process review and organizational structure reform
Information systems and physical asset management systems
Implementation and assessment of integration systems and strength of specific assets
Managing the value chain organizations’ physical assets

A major part of the losses in unprofitable organizations and also a large proportion of the profits an organization can achieve depend on how the organization’s value of capital assets is managed. Through proper management of physical assets, like the links in a chain, the value can be multiplied and transferred from a process or product to the others.

Managing the value chain is the management of a set of processes and activities that are done in a consecutive, related, and chain-like manner to create and increase the value. Products pass through the links of this chain and in each link, a value is added to the final product. Each business should have a value chain, that is, various companies (in terms of business) and their nature create this chain. Pavan Company helps companies not to have a value chain based on wrong activity-based costing, and also to determine various factors affecting this chain and the extent of their effect, for instance, the effect of information technology on the value chain in knowledge-enterprise companies.

Pavan tells you how you can achieve the maximum value from each physical asset, physical asset management, and portfolio of main or critical assets.

Strategic planning and implementation of lifecycle-management related projects

One of the functional models in terms of organizational position analysis is determining the lifecycle of organizations. According to this model, each product, industry, or business has a lifecycle. In other words, each physical asset is born, introduced, developed, and matured at some point, and then gets to saturation, and finally to aging and deterioration. Thus, after each organization’s position is identified, planning must be done so that the organization always stays in growth and maturity because after that, if improper guidance and planning are done, the organization ages and finally deteriorates.

The lifecycle of physical assets includes at least such stages as needs assessment and acquisition, operation and use of assets, repair and maintenance, and a scrap of these assets. Optimizing and transcending each of these stages in any organization requires strategic planning and plans specific to that organization that can be regulated and implemented by Pavan tailored for situation assessment and gap analysis in each stage of the asset lifecycle.

Risk assessment and management

Risk assessment is a technique for identification, description, quantification, and assessment of casualties in an event. The optimal fulfilment of each stage in the asset lifecycle has its own risks and dangers. Neglecting the recognition, assessment, control, and management of risks in each stage results in huge losses or even may stop the other stages of the asset lifecycle. For instance, maintenance planning based on risk analysis and assessment significantly reduces the likelihood of system error and its consequences (including safety, economic, and environmental consequences).

Risk analysis and assessment also help the management in proper decision-making on investment in different sections of the organization including physical assets. This, in turn, improves the processes of proper operation and use of assets and capital in the organization.

In Pavan Company, thanks to our expert staff and the network of experienced international partners and related software, we guarantee that you can have your risk analysis and assessment in each stage of the physical asset lifecycle in the most accurate and profitable way.

Assessment and management of the cost of assets

It is often seen that companies still allocate funds for equipment or assets that lead to the loss. LCC models and cost accounting through the analysis of life cycle costs of assets (including acquisition, design and production, repair and maintenance, and so on) provide valuable information for management decision-making, and also account for methods for reduction of total costs of physical assets through report analysis and the ways in which things are done.

Pavan shows you the proper and lucrative process of budgeting and costing for your physical asset. It helps you to realize how much you have thus far spent on your physical assets and how efficient it will be for you to fund and invest in that equipment.

Process review and organizational structure reform

Physical asset management considers balance and then transcendence of productivity, cost, and risk management in all stages of lifecycle assets. In traditional organizations and organizations without physical asset management system, these three important factors are generally less anticipated. Revision of processes is the reflection on fundamental processes to achieve remarkable progress on critical criteria such as quality and pace of services. In reengineering the processes, it is believed that reengineering cannot be done by taking small and cautious steps. This is the very zero or one case. In other words, a change should not be done, or if done, it must be a fundamental change.

Pavan shows you in what areas and how to change processes and structure of your organization through minimum changes in your organization’s known methods to achieve the maximum value in your physical assets.

Information systems and physical asset management systems

One of the factors that can significantly affect increased productivity is the optimal use of information technology. Nowadays, computer support systems play a significant role in companies and organizations and are considered crucial tools for businesses. The most significant function of these systems lies in their pace, precision, and accuracy in works so that with the expanded scope of operations of organizations, expanded communication channels, and accelerated accurate data processing have become more significant. For instance, if used efficiently in equipment maintenance, these systems can increase maintenance service efficiency and shorter communication channels accelerate access to information, providing the managers with necessary communications in a more tangible and simpler way. As a result, decisions will be made wisely and productivity will be boosted.

Using strong and internationally-tested software systems, Pavan enables you to know the status of your physical assets regardless of their lifecycle stages. Thanks to this knowledge, your managers can make more accurate, prospective, and profitable decisions.

Implementation and assessment of integration systems and strength of specific assets

Some physical assets have particular importance in some organizations, therefore, it is necessary to give particular importance to their structural integration and well-being in order to perform the assigned tasks. For instance, an organization’s most important asset may be its product transmission pipeline. Thus, implementing the PIMS system for this organization is very valuable. Depending on the extent of tasks and equipment in organizations, various systems might be adopted to maintain the integration and well-being of their specific assets. For instance, PIMS, WIMS, SIMS, and AIMS-related systems such as FFS, RBI, and so on.

Thanks to its expertise and the help of experienced and professional international staff, Pavan enables you to implement any of these systems. Additionally, Pavan integrates these various systems and your organizational goals. Consequently, these systems will not have conflict and contradiction with one another in the real implementation on the one hand, and there will be no need to parallel and repeated systems on the other.

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