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Determining operational need Asset Management of civil infrastructural works. Melchert Rijks. Introduction. „Determining operational need for long term Asset Management policy of civil infrastructural works” Asset Management Control International Masters School Supervisors: Michel Kuijer - PowerPoint PPT Presentation
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103 april 2012
Determining operational need Asset Management of civil infrastructural works
Melchert Rijks
203 april 2012
Introduction• „Determining operational need for long term
Asset Management policy of civil infrastructural works”
• Asset Management Control
• International Masters School
• Supervisors: Michel KuijerGerard Schouten
AgendaDissertation Presentation
Public Defense Assessment by the Examining Panel Presentation of Results and Diploma Reception Closing
303 april 2012
Research
403 april 2012
Research• How can operational need be determined so that
a long term asset management policy for a civil infrastructural work can be developed with the aim of achieving cost effectiveness during its life cycle?
• asset management policy• operational need• cost effectiveness • influence on organisation
503 april 2012
Policy on civil infrastructure
603 april 2012
Operational need
703 april 2012
Operational need
• Operational need is a statement of required capability, reliability and availability.
803 april 2012
Operational need• formulation of the problem• formulation of a concept policy• evaluation of the concept policy from the point of
view from the stakeholders• iteration• repeat evaluation
903 april 2012
Operational need• Determination of requirements
1003 april 2012
Cost effectiveness
1103 april 2012
Cost effectivenessExpert Analysis Markov analysis
Failure mode, effect and criticality analysis
Parts Count Analysis Hazard and operability study
Reliability Block Diagram Human Reliability Analysis
Fault tree analysis Event Tree Analysis
Task Oriented Probability of Abnormalities Analysis for Software
LCC-analysis
1203 april 2012
Cost effectiveness
1303 april 2012
System functionality
Operational (sub) functions
Technical (sub)functions
Basic functions
Cost effectiveness
1403 april 2012
Influence of operational needOrganization Sober performance High performance
Size (no. of
employees)
Decreases, expected is that in this
scenario intervals of certain tasks will be
larger. This will put a smaller strain on
the organization (less tasks per shift).
The organization can do with less
employees.
Decreases, the organization will be
smaller, because a high level of skills is
necessary for tasks. Outsourcing is
therefore unavoidable
No. of tasks Decreases, because of the lower
ambitions, certain tasks (cleaning,
replacement of lamps, non mandatory
checks) will have a lower frequency.
Equal, the number of tasks is expected
to be equally. Improvement in scheduling
of tasks (clustering), in efficiency of
tasks (for example by better tools and
methods) is necessary to increase
performance (more reliability and
availability)
Education Equal, although the number of tasks
decreases due to larger intervals, the
type of tasks will be the same.
Employees with the same type of skills
(mostly technical) will be necessary.
Shift in education, there will be a shift
from technical orientated employees to
management orientated employees,
because outsourcing and better
scheduling demands good management
skills.
1503 april 2012
Conclusion & recommendations• Literature
• what is expected from the policy executing organisation;
• the ability of the organisation to execute the policy;
• willingness of the organisation to execute the policy.
1603 april 2012
Conclusion & recommendations• Current practice
• ambiguous goals
• no functional requirements
1703 april 2012
Conclusion & recommendations• Operational need
• Iteration
• Systems Engineering
• NEN 2767-4
1803 april 2012
Conclusion & recommendations• Cost effectiveness
• LCM-model
• Change in operational need leads to change in asset managing organisations
1903 april 2012
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Conclusion & recommendations
2003 april 2012
2103 april 2012tel 0570 69 79 11fax 0570 69 73 44www.witteveenbos.nl
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