Purpose-The purpose of this paper is to identify the past and present practices, and the future roles of performance measurement in the Thai public sector. It is part of a transformation effort initiated by the Office of the Public Sector Development Commission (OPDC) on m-government-more mobile, responsive, and flexible government. The paper also aims to identify possible roadblocks from successfully integrating performance measurement into a management process. Design/methodology/approach-In-depth interviews with 12 executives and top administrators from private firms and public agencies, and document reviews are performed. The analysis on the participants' opinions is based on the applications of the grounded theory. The interview's findings are verified with document reviews. The roadblocks are identified and substantiated by two experts. Findings-For past and present practices, performance measurement is part of management tool and responsibility, a quality management system, and a learning organization. Its future viewpoints include a driver towards good governance, transparency, and accountability, and a success factor of performance audit and organizational competency/capability. Four important roadblocks in implementing performance measurement in an organization relate to staff empowerment, budgeting, external knowledge, and linkage with software usages. Practical implications-The findings provide important information into the OPDC's planning process on its m-government transformation initiative. Originality/value-The paper attempts to blend knowledge on performance measurement from both the private and public sectors. It highlights the greater roles and expectations on performance measurement in an organization.

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The current concept of an asset management (AM) system focuses on the lifecycle of engineered assets and little has been done in the literature on its link to organizational strategy. In this paper, the AM system′s position within an organizational structure and its role in competitive strategy has been explored. Two case studies involving AM have been analyzed using a proposed framework which is comprised of a set of planning and control activities maintaining a control mechanism and a relationship with the strategy-making process. It is argued that the AM system structure and the mechanism play a key role in the organizational strategy. The existence of the AM system is hypothesized by this framework which stipulates the asset performance required for strategic success. The use of this framework allows for conclusions to be drawn on the requirements for building an effective connection between AM activities and strategy development. This connection is achieved through planning and control mechanisms acting on the asset-related activities. On one hand, the effect of inadequate or missing elements of the framework has been shown to result in negative impacts on cost, productivity, quality, business outcomes and ultimately strategy achievement. On the other hand, the existence of elements of this framework has been shown to have positive impacts on strategy achievement. The Strategic Role of Engineering Asset Management AbstractThe current concept of an asset management (AM) system focuses on the lifecycle of engineered assets and little has been done in the literature on its link to organizational strategy. In this paper, the AM system's position within an organizational structure and its role in competitive strategy has been explored. Two case studies involving AM have been analysed using a proposed framework which is comprised of a set of planning and control activities maintaining a control mechanism and a relationship with the strategy-making process. It is argued that the AM system structure and the mechanism play a key role in the organizational strategy. The existence of the AM system is hypothesized by this framework which stipulates the asset performance required for strategic success. The use of this framework allows for conclusions to be drawn on the requirements for building an effective connection between AM activities and strategy development. This connection is achieved through planning and control mechanisms acting on the asset-related activities. On one hand, the effect of inadequate or missing elements of the framework has been shown to result in negative impacts on cost, productivity, quality, business outcomes and ultimately strategy achievement. On the other hand, the existence of elements of this framework has been shown to have positive impacts on strategy achievement.

The role of engineering asset management (AM) system as a controlling element within organizations is not well defined or understood. The purpose of this paper is to include the role of AM in the organizational strategy making, an issue that has not received sufficient attention. The focus of the paper is on how such role is maintained by the AM system activities, relationships and mechanisms over the asset-related activities of an organization. Design/methodology/approach -As an approach, a reference framework is required that allows research of this area. By combining a number of possible views of an organizational management system a comprehensive view can be established. A review of literature was used to establish a framework identifying the AM system as an integrated part of the organization's management system. Findings -A framework is established that focuses on planning and controlling asset-related activities by involving a set of activities, relationships between these activities and feedback mechanisms. A system functional model is proposed integrating the established framework as part of the control of the enterprise system. Research limitations/ implications -The framework and system functional model are established on a theoretical basis and practical experience requiring applicability to be proven by further research. Practical implications -Asset managers in capital intensive organizations can utilize the framework and the system functional model in order to study their AM system, its relationships and to consider how it may be improved. AbstractPurpose: The role of Engineering Asset Management (AM) system as a controlling element within organisations is not well defined or understood. This view includes the role of AM in the organizational strategy making, an issue that has not received sufficient attention. The focus of this paper is on how such role is maintained by the AM system activities, relationships and mechanisms over the asset-related activities of an organization.Design/methodology/approach: As an approach, a reference framework is required that allows research of this area. By combining a number of possible views of an organizational management system a comprehensive view can be established. A review of literature was used to establish a framework identifying the AM system as an integrated part of the organization's management system. Findings:A framework is established that focuses on planning and controlling asset-related activities by involving a set of activities, relationships between these activities and feedback mechanisms. A system functional model is proposed integrating the established framework as part of the control of the enterprise system. Research limitations/implications:The framework and system functional model are established on a theoretical basis and practical experience requiring applicability to be proven by further research.Practical implications: Asset managers in capital intensive organizations can utilise the framework and the system functional mo...

Abstract-This paper considers a hybrid maintenance policy for a single component from a heterogeneous population. The component is placed in a socket, and the component and socket together comprise the system. The -population of components consists of two sub-populations with different failure characteristics. By supposing that a component may be in a defective but operating state, so that there exists a delay time between defect arrival and component failure, we consider a novel maintenance policy that is a hybrid of inspection and replacement policies. There are similarities in this approach with the concept of "burn-in" maintenance. The policies are investigated in the context of traction motor bearing failures. Under certain circumstances, particularly when the mixture parameter is large, and the distribution of lifetimes for the two component types are well separated, the hybrid policy has significant cost savings over the standard age-based replacement policy, and over the pure inspection policy. In addition to the cost metric, the mean time between operational failures of the system under the hybrid policy can be used to guide decision-making. This maintenance policy metric is calculated using simulation, and using an approximation which assumes that operational failures occur according to a Poisson process with a rate that can be calculated in a straightforward way. The simulation results show good agreement with the approximation.