Practical Steps Towards Mature Asset Management. Blake Langland

Transcription

1 Practical Steps Towards Mature Asset Management Blake Langland

2 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)

3 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

4 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

5 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?

6 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.

7 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

8 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

9 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

10 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

11 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, handheld 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

12 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 Outcomes

13 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

14 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

15 Key Step - Lifecycle and Warehousing Activities Addition of Cradle-To-Grave analytics for some or all equipment Ability to add metrics such as utilization, uptime 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

16 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

17 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 Metric 2 Years Ago 1 Year Ago YTD Avg. In-Flash Response Time 6 hours 2 hours 1 hour Total Accidents Avg. Travel Time from A to B 50 mins 45 mins 35 mins

18 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 longterm

19 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?

20 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

21 Contact Information Blake Langland Design Information Technology Phone: