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Pursuing Excellence in Asset Management
“Taking it to the next level”
Greg Ramon, Assistant General ManagerMaintenance Administration
June 5, 2014
Asset Management
History
• 1985 to 2003: Reactive Maintenance
Reactive “fix it when it breaks”
• 2003 to 2012: Maintenance Excellence
Proactive “fix it before it breaks”
• 2013 and beyond: Reliability Excellence
Risk Based “fix critical assets before they break
Agenda Number 4.
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14 Pump Plants, 1 Pump Generating Plant Picacho Pumping Plant
Waddell Pump/Generating PlantWaddell Dam & Lake Pleasant
Mark Wilmer Pumping Plant
109 Pumps (2000 HP to 66,000 HP)
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Electric Power Facilities
39 Check Structures, 35 Turnouts
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6 Communication and Control Facilities
Reactive Maintenance
1985 to 2003
• Start-up and operate the system
• Deliver Arizona’s full Colorado River allocation
• Reactive Maintenance “fix it when it breaks”
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Improve Asset Management Program
Objective
• Reduce accidents and injuries
• Proactive process “fix it before it breaks”
• Organization gains control of the assets
• Increase Operational Availability (capacity)
• Manage the Maintenance Budget
Maintenance Excellence 2003
• Maintenance Philosophy used in manufacturing/industry
• Spectrum of business processes, practices, and procedures
• Manage the life cycle cost, and performance of infrastructure assets
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Maintenance Excellence
Implementation:
• Perform baseline audit
• Develop a 5 year Master Plan
• Design workflow processes, roles, and responsibilities
• Reorganize to support the new processes
• Evolve the workforce “What’s in it for me?"
• Develop metrics to measure performance
• Perform follow-up assessments to gauge progress
Maintenance Excellence
AGMMaintenance
Planner
ElectricianMechanicMaint. Wkr
Team Lead
ElectricianMechanicMaint. Wkr
Team Leader
4 Electrician6 Mechanic4 Maint. Wkr
Team Leader
Supervisor
Planner
4 Electrician3 Mechanic2 Maint. Wkr
Team Leader
ElectricianMechanicMaint. Wkr
Team Leader
ElectricianMechanicMaint. Wkr
Team Leader
Supervisor
Planner
2 Electrician2 MechanicMaint. Wkr
Team Leader
3 Electrician3 Mechanic2 Maint. Wkr
Team Leader
4 Electrician2 MechanicMaint. Wkr
Team Leader
Supervisor
MaintenanceManager
MaintenanceManager
MaintenanceManager
MaintenanceManager
GeneralManager2003 Reactive Organization Structure
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Maintenance Excellence
AGMMaintenance
4 Electrician6 Mechanic2 Maint. Wkr
Area Supv
4 Electrician3 Mechanic2 Maint. Wkr
Area Supv
Asset OwnerWest Manager
3 Electrician3 Mechanic1 Maint. Wkr
Area Supv
2 Electrician3 Mechanic2 Maint. Wkr
Area Suprv
Asset OwnerSouth Manager
Heavy Overhaul
Heavy Overhaul
Heavy Overhaul
HVAC
Fire Systems
Electrical I&C
Protective Coating
CentralizedSupport Mgr.
Maint. Engineering
Planning
CMMS Support
Maint. ControlManager
GeneralManager2013 Proactive Organization Structure
Maintenance Excellence Assessments
Evaluating Performance
• First external assessment completed March 2003 (baseline)
• Three internal assessments, 2004, 2007 and 2009
• Last assessment (external) in 2011 by CH2M Hill
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2011 CH2M Hill Assessment
Objective a. Benchmark CAP’s maintenance program
b. Perform an organizational review
c. Validate CAP’s internal assessment process
Assessment Processa. Question based survey and employee interviews
b. Risk assessment of each audit category
c. Risk assessment of 7 CAP facilities
Maintenance Excellence
2011 Audit Category Scores
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
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Maintenance Excellence
42%
60% 65%
81% 82%
2003Life Cycle
2004Internal
2007Internal
2009Internal
2011CH2M HILL
Reactive
Emerging
Proactive
Excellence
World Class
Assessment History
2011 CH2M Hill Assessment
Water Services Association of AustraliaUsed to compare maintenance practices of water utilities
• Water utility assessment – Water utilities from North America (13)
– Global water utilities (27)
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CAP VS North America Water Utilities
The United States
Seattle Public Utilities Washington
Tacoma Water Washington
Tacoma Public Works Washington
Portland Water Bureau Oregon
Portland BES Oregon
Anchorage W/WW Alaska
Philadelphia Water Dept Pennsylvania
Cincinnati MSD Ohio
Toho Water Authority Florida
Los Angeles Water & Power California
Canada
Region of York Ontario
Region of Peel Ontario
City of Toronto Ontario
Water Services Association of Australia
CAP VS Global Water Utilities
Australia
Sydney Catchment Authority NSWSydney Water NSWHunter Water NSWGold Coast Water QueenslandSEQ Water QueenslandBrisbane City Council QueenslandGladstone Area Water QueenslandCentral Highlands Water VictoriaCity West Water VictoriaSouth East Water VictoriaMelbourne Water VictoriaColiban Water VictoriaGoulburn Valley Water Victoria Wannon Water VictoriaHobart Water TasmaniaWater Corporation Western AustraliaSA Water South Australia
New Zealand
Manukau WaterMetrowaterNorth Shore City CouncilChristchurch City CouncilDunedin City CouncilWatercare New Zealand
Hong Kong
Hong Kong Water Supplies Department
The United Arab Emirates
Abu Dhabi Distribution Company
Abu Dhabi Sewerage Services Company
Sultanate of Oman
Oman Wastewater Services Company
Water Services Association of Australia
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Maintenance Excellence
Water Services Association of Australia
2011 CH2M Hill Results
CAP Score = 72%
Global Water Utility Group
North America Group
$27.1 $27.1 $27.6
$28.8 $28.8
$26.8
$25.4 $25.0 $24.7 $25.5
$24.9
$10.0
$12.0
$14.0
$16.0
$18.0
$20.0
$22.0
$24.0
$26.0
$28.0
$30.0
2008 2009 2010 2011 2012 2013
General Fund General Fund (Adjusted for CPI)
Maintenance Costs (Actual vs. Adjusted for CPI)
Co
sts
in M
illio
ns
of
$
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Maintenance Excellence
Reliability Excellence
Fundamentals necessary for success
• Risk based approach
• Performance measurements
• Condition Based Monitoring (CBM)
• Sharing information
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Reliability Excellence 2013 to 2016
Objectives:
• Optimize maintenance effort (continuous improvement)
• Establish asset criticality relative to Safety and Operations
• Apply Reliability Centered Maintenance (RCM) process
• Continue to implement Condition Based Monitoring technologies
• Risk based process “fix or replace just before it breaks”
“prevent failure of critical assets and allow some non-critical assets to run to fail”
Reliability Excellence
Condition Based Monitoring
• Install technology to collect asset data
• Organize data and provide remote display
• Trend critical asset performance data
• Automate intrusive manual inspections
• Facilitate Predictive Maintenance (Pdm)
• Facilitate “Run to Failure” decisions
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Thoughts / Questions?
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