Upload
dangdieu
View
213
Download
0
Embed Size (px)
Citation preview
What is Transportation Asset
Management?
“Transportation Asset Management is a strategic and systematic process of
operating, maintaining, upgrading, and expanding physical assets effectively
throughout their lifecycle. It focuses on business and engineering practices for
resource allocation and utilization, with the objective of better decision
making based upon quality information and well defined objectives.”
NCHRP Report 632 (National Cooperative Highway Research Program, 2009)
Practical Steps Towards Mature Asset Management
Why is Asset Management Important?
We need to meet a certain required level of service for the public, while balancing this against costs and available resources
We need to justify and demonstrate the value of the operations and maintenance budget to the organization, decision makers, politicians, and general public
Organizations face increasing pressure to reduce operational expenditures
Supports informed operation and maintenance decisions
Ability to help make improvements with regard to efficiency, safety, and reliability
Required by funding agencies and prudent for legal reasons
Justify and improve competiveness for limited funds
Provides greater accountability in the effective use of federal, state and local funds
Enables planning for future growth, forecasting, and budgeting
Practical Steps Towards Mature Asset Management
TAM Maturity Scale Initial – No effective support from strategy,
processes, or tools. There can be lack of motivation
to improve. E.g. Mandated data are collected but
not used for internal management or for
communication with stakeholders.
Awakening – Recognition of a need and basic data
collection. There is often reliance on heroic effort
of individuals. E.g. Off-the-shelf asset management
software may be in use. Data collection beyond
that which is mandated is only for purposes of
answering narrowly-defined management
questions.
Structured – Shared understanding, motivation, and
coordination. Development of processes and tools.
E.g. Information helps to form a nucleus of
cooperative activity. Decision makers are aware of
performance expectations and receive basic
information about performance. Data are
processed into performance measures for upward
communication and objectives flow downward.
Best Practice – Asset management strategies,
processes and tools are routinely evaluated and
improved. E.g. Performance information is used to
regulate ongoing activities, especially for resource
allocation and cost control. Predictive modeling is
used to forecast the outcomes of alternative
courses of action. Forecasts and performance
measures are communicated with stakeholders as a
means of obtaining funding.
US Department of Transportation
Federal Highway Administration
Key Step - Setting Goals and Objectives Where are we as an organization now? Can we answer these questions?
What assets do we own? How many of which type?
Where are these assets located?
What does it cost us to maintain and operate these assets?
How much will we need to invest over time to replace aging critical assets?
How responsive are we as an organization in closing trouble tickets and responding to customer complaints?
Where do we want to be?
Ability to track assets, know their current condition, determine useful lifetimes of asset types, etc.
Ability to make informed decisions about purchases, repairs, replacements, etc.
Ability to estimate budgets and conduct forecasting
Move from reactive management to planned management to precise management
Tactical and Operational Plans
What do we need to do in the short-term to start moving forward?
What is the order in which we need to accomplish the tasks and what personnel do we need?
What are the longer-term plans and processes necessary in order to accomplish the goals and objectives?
Practical Steps Towards Mature Asset Management
Outcomes Organization has established a set of goals and objectives
and has buy-in from stakeholders and employees
Organization has a general understanding of where it is and has an actionable plan to take the organization to where it needs to be
Organizations may choose to adopt or prioritize certain aspects of an asset management system over others – especially true when starting out
Identified any low hanging fruit
Understand where improvements can be quickly made and which ones will have a big impact or will likely provide a significant return on investment
Identified targets for levels of service sought, etc.
The level of maturity sought by each organization for their asset management system will vary between organizations and likely will change over time for an organization
Dependent on knowledge and skill sets, team experience, political environment, available resources, etc.
Practical Steps Towards Mature Asset Management
Key Step – It’s all about the Assets
Regardless of the feature set
or level of maturity required,
the underlying asset
management system should
focus on the asset as the
foundation
This critical phase builds the
foundation upon which you will
capitalize and legitimize your
asset management program
Practical Steps Towards Mature Asset Management
Key Step – It’s all about the Assets
What data do we need to capture?
Ties back to goals and objectives that were
established in first step
Do you understand what data is necessary for the
decision making processes?
Thought needs to be given to metadata and typing
system
At a minimum we need information such as
location/GIS, quantity, type, condition, and
installation date
Thought should be given to this step, but don’t let
this to lead to “analysis paralysis”
Over time, the types of information captured will
likely grow. Ideally, asset systems should be
flexible and extensible to grow with changing
organization and changing technology
Practical Steps Towards Mature Asset Management
Key Step – It’s all about the Assets Are there ancillary documents that could
be useful to tie to locations and/or
equipment
Signal plans
Studies
Right-of-Way documents
Timing Documents
Counts
Maintenance agreements
Images of intersection approaches or
equipment
Practical Steps Towards Mature Asset Management
Asset Data Collection Approaches
Are there high-value assets that
should be barcoded at this time? Are
there serial numbers for certain
devices that should be captured?
Importing data from existing sources
Data quality issues. What is the
quality of the data you have?
Is the data captured electronically? If
so it may be possible to use ETL tools
to quickly populate an asset
management system.
Do you have consistency of data and is
it validated? Does it need to be
scrubbed?
Possibly need to translate data from
old formats to new format
Practical Steps Towards Mature Asset Management
Asset Data Collection Approaches
Do you already have GIS data
for your assets?
If not how will you get this
data (reverse geocoding,
approximations from publicly
available mapping tools, hand-
held GPS units, etc.
Gathering some or all data in
the field
Utilize existing staff over a
period of time, possibly years
Utilize Summer interns or
temporary staffing
Contracting to service
providers
Practical Steps Towards Mature Asset Management
Outcomes There is a plan in place to
periodically audit, update, and
possibly add to the asset data
over time
By assigning costs and estimated
lifetimes to equipment, budget
estimates and forecasts can be
created for the replacement of
aged and critical equipment
Because asset condition and
location has been captured work
orders and preventative
maintenance inspections can be
prioritized to make the best use
of resources and money
Practical Steps Towards Mature Asset Management
Key Step – Incorporation of Operations
and Maintenance Regularly planned preventative maintenance
increases the longevity of assets, reducing overall costs, and maximizing the value obtained from the asset over the life of the asset
Establish organization-wide standard work practices by consensus around one usable system
Maintenance activities are recorded by organization in a consistent way
Preventative maintenance inspections are regularly scheduled and completed
A process for reporting and correcting deficiencies has been implemented
Activities related to the operations of systems are recorded
Time and materials utilized for completing work are recorded
Organization wide training to support the transition to the new system and reinforced use of new standard work practices has been completed
Practical Steps Towards Mature Asset Management
Outcomes
Work order processes are handled electronically and can be scheduled improving efficiency and reducing processing errors
The ability to tie time and costs to specific repairs and actions provides the true cost of ownership
Recorded maintenance activities can be mined and used to forecast resource needs as well as justify the need for additional personnel and or capital investments
Management has increased visibility into maintenance and operations and can study what work is being performed and why
Practical Steps Towards Mature Asset Management
Key Step - Lifecycle and Warehousing Activities Addition of Cradle-To-Grave analytics for
some or all equipment
Ability to add metrics such as utilization, up-time and down-time, more accurately project costs and prevent theft
Enable tracking of individual pieces of equipment and their current operational state
Available – purchased, stored in warehouse
Reserved – available but set aside for a specific project
In transit - on vehicle or truck
In-Operation – functioning at location
Repair – returned to manufacturer
Disposal – salvaged, destroyed, exceeded useful life
Enable the user to view historical data and maintenance records from the perspective of the asset
Asset may have been deployed to a series of locations, warehouses, service trucks, etc. during its lifetime
Enable the user to view historical data, maintenance, repairs, etc. from the location’s perspective
Practical Steps Towards Mature Asset Management
Outcomes
Ability to track specific assets reveals the actual lifecycle of equipment by type and manufacturer
Improves financial planning by accurately forecasting when you will have to repair or replace critical assets
Accurately predict MTBF by category, type, or specific piece of equipment
Ability to determine when its best to dispose and replace equipment vs. repair
Ability to track utilization of equipment (up-time vs. down-time)
Ability to understand and accurately project required inventory-on-hand by equipment type
Practical Steps Towards Mature Asset Management
Key Step - Analysis and Reporting Capabilities
Goals or objectives need to have quantified performance measures
We must be able to measure progress and performance in order to determine if we have achieved the objectives and goals
Measure response time to incidents and for repairs
Track number and severity of accidents
Track vehicle throughput and travel time
Need ability to allow key stakeholders and upper management to view data and trends against key performance indicators
Ability to visualize what type of work is being performed and where it is being performed
Incorporate predictive analytics – knowing what is going to fail and how to mitigate that risk
If the collected data is not used internally then the quality of data will be suspect – Users should understand why we are collecting this data and we must have a closed feedback loop
Practical Steps Towards Mature Asset Management
Metric 2 Years Ago 1 Year Ago YTD
Avg. In-Flash
Response Time 6 hours 2 hours 1 hour
Total Accidents 623 405 387
Avg. Travel Time
from A to B 50 mins 45 mins 35 mins
Outcomes Stakeholders can readily correlate the amount of federal,
state, or local funding with performance metrics such as:
Reduced traffic congestion and travel time
Increased system efficiency and reduced outage reports
Increased safety through reductions in accidents
Allows performance to be regularly monitored so managers can adjust tactics to adapt to changing circumstances
Ability to defend budgeting requirements and justify costs to improve performance of the system (maintenance and operation costs vs performance)
Reduce the time necessary to collect vital information for award submissions
Permits the compilation of relevant business data that supports strategic decision making
Management can perform Analysis of Alternatives such as cost of replacing equipment vs maintenance costs to repair
Provides a framework for an organization to continuously learn and improve processes and tactics over the long-term
Practical Steps Towards Mature Asset Management
Systems and Software Architecture Concerns
A mature enterprise-wide asset management system, can and will likely include a heterogeneous suite of tools which are populated with data specific to their domain.
Identify what data sources are already available within your organization that may be utilized
Do you have instrumentation deployed in the field that provides useful information?
Do you have financial systems in-house, or other data sources that might provide additional information?
Software Integration is key – closed software solutions that cannot readily exchange information and data with other systems are of limited use. Data that cannot be accessed programmatically is of limited use.
SOA - helps create a more agile and responsive enterprise by utilizing the latest strategic technology to promote platform independent and data agnostic software service solutions
Are mobile in-the-field solutions important to your organization?
Do you need to permit third party contractors and service providers access to the system?
Practical Steps Towards Mature Asset Management
A Mature Asset Management System A mature asset management system can deliver significant benefits to your organization
Better understand the condition of your assets and improve the integrity of your asset data
It takes a holistic, organization-wide, multi-discipline view of all assets (stakeholders, dispatchers, planners and schedulers, engineers, field crews, etc.)
Builds stronger maintenance strategies and practices
Improves process efficiency, workflows, practices, and services
Develops performance measures that promote continuous improvement
Focuses on strategic asset management allowing the organization to move from a reactive, to a planned, to a precise asset management program, making sound, data-driven business decisions
Reactive Domain - wait until something breaks to repair it, patch and continue maintenance strategies, can be costly, stressful, inefficient, and prevent long-term strategic planning
Planned Domain – ability to anticipate repairs and therefore schedule inspections and maintenance before critical equipment breaks, improved usage of available resources and infrastructure, strategic planning
Precision Domain – Ability to analyze and find the root causes of the outages or downtime and eliminate the problem, improved credibility and accountability for decisions and necessary expenditures
Develops growth and forecasting strategies based on reliable work, asset, and performance data
Communicates with stakeholders by providing them with a comprehensive view into the assets of the organization and providing justification for current or future budget requests
Practical Steps Towards Mature Asset Management
Contact Information
Blake Langland
Design Information Technology
www.designinfotech.com
Email: [email protected]
Phone: 803-748-1243
Practical Steps Towards Mature Asset Management