The Seven Habits of Highly Effective Transit Asset Management Organizations Herbert Higginbotham

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1 The Seven Habits of Highly Effective Transit Asset Management Organizations Herbert Higginbotham Accenture, Regional Transportation Lead Los Angeles, CA

2 The Accenture Transit Asset Management Survey Survey of over 100 asset managers Medium to large transit properties worldwide 35 questions across 4 categories Program & Vision People & Organization Planning & Maintenance Tools & Technology

3 Key Findings from the Transit Asset Management Survey Safety, Reliability and Compliance are driving TAM programs Vision and key processes for TAM are defined, but not understood across the organization SGR costs are not sustainable, yet organizations are not investing in TAM resources to contain them Technology does not play a key role in TAM programs, but managers identify technology tools as most important needs for future success

4 What Makes a Highly Effective TAM Organization? We segmented the survey group based on reported asset condition, asset performance, and maintenance backlog. Low Performing Organizations High backlog Poor asset condition Significant asset performance concerns Most Organizations The Great Middle Mixed responses for backlog, asset condition, and asset performance concerns High Performing Organizations Low backlog Good asset condition Minimal asset performance concerns What are the Most Effective Organizations Doing Differently than the Rest?

5 Habit #1: Executive Mandate High performing organizations are driven by an executive philosophy that places asset management at the core of business decisions. Asset management is Not important to our business Important, among other things Core to our business

6 Habit #2: Industry Standards High performing organizations are primarily guided by asset management industry frameworks rather than government standards. Guided by industry frameworks (ISO 55000, PAS55, IIMM, etc) No Yes Guided by federal, state, or local standards No Yes

7 Habit #3: Process Oriented High performing organizations update asset inventories and asset management plans more frequently. We update our asset inventories Not at all Occasionally Frequently We update our asset management plans Not at all Occasionally Frequently

8 Habit #4: Centralized Technology High performing organizations use a single centralized system to maintain and manage all assets. We use a single centralized enterprise asset management (EAM) system No Yes

9 Habit #5: Performance Metrics High performing organizations use performance metrics broadly and effectively to make decisions. Performance metrics in our organization Are not used or effective Are somewhat used and effective Are widely used and effective

10 Habit #6: TAM Investment High performing organizations invest more in the people and tools to support TAM than other organizations. Our organization s annual investment in TAM people and tools is Less than $500,000 $1 Million to $5 Million More than $10 Million

11 Habit #7: Preventative Maintenance High performing organizations use preventative maintenance programs consistently to keep their assets in good repair Incorporate preventative maintenance into our maintenance program No Yes and are less likely to use predictive maintenance programs. Incorporate predictive maintenance into our maintenance program No Yes

12 What Do High and Low Performing Organizations Have in Common? Organizations across the spectrum reported similarities in how they do business, often in surprising ways. Comprehensive Vision Maintenance Scheduling Integrated Operations Planning Centralized/ Decentralized Management Transit Asset Management Employees

13 The Seven Habits Highly effective transit asset management organizations bring an organization-wide commitment to TAM that they live and grow every day. Executive Mandate Industry Framework Performance Metrics Process Oriented Centralized Technology Preventative Maintenance TAM Investment

14 Are You a Highly Effective TAM Organization? Take the TAM industry survey and compare your results! Herbert Higginbotham Transit Asset Management Lead, North America herbert.higginbotham@accenture.com