NCAWWA-WEA Annual Conference

Transcription

1 NCAWWA-WEA Annual Conference : A Process for aligning technology and resources in evolving utilities 2014 SCEC Confernece

2 Jeremy L. Brashears, PE Project Manager WK Dickson & Co, Inc. (c): UTILITY OPERATIONS TECHNOLOGY ASSET MANAGEMENT DATBASE

3 What info do we store? Who has access to info? Who stored info and when? Where do we store info? UTILITY OPERATIONS Ongoing Field Data Collection How do I access past work done? How do we store info? When do I store info? Why should I store info regularly?

4 How do I access asset info? What does asset mean? How do I update it? How is it prioritized vs. others? ASSET MANAGEMENT DATABASE Updated Information for Each Unique Asset What does it tell me? What Level of Service is acceptable? When do we replace it? What does it cost to replace it?

5 TECHNOLOGY

6 TECHNOLOGY CONSIDERATIONS Specific to Utility Functions Appropriate for Staff Clear Management Guidance UTILITY OPERATIONS TECHNOLOGY Inventory / Information Mgmt. GIS Mapping Maintenance Mgmt. (CMMS) Mobile Data Collection Devices Customer Service Billing Software ASSET MANAGEMENT DATABASE

7 FIND THE GAPS CURRENT OPERATIONS GAP FUTURE STRATEGIC GOALS Staffing Levels / Capabilities Data Recording / Access Procedures Asset Inventory / Identities Mapping Abilities No Standard Specifications No Submittal Standards Regulatory MOM Programs Billing Procedures Work Order Flow Departmental Divisions Present Asset Level of Service (LOS) Replacement Costs / Depreciation GAP Hire / Train Staff Update Collection & Access Procedures All Assets in Database w/ UID Upgrade GIS Develop Standard Specifications Formal Submittal Standards Documented MOM Programs Integrated Billing Procedures Asset Specific Work Orders Integrate Division Data Clearly Defined Acceptable LOS Fully Developed 10 Year CIP

8 FIND THE GAPS WHERE ARE WE NOW AN EXAMPLE GAP ANALYSIS PROCEEDURE I. Kick-off workshop with all managers, superintendents and lead operators Create a comfortable atmosphere this process is meant to fix the problems, use this meeting so that they can be articulated and recorded first Identify typical procedures on daily job tasks Clarify present flow of data (work order > closeout) Identify data storage procedures Identify what tools are presently used Identify present operational standards, forms, regularity and documentation Identify formal programs and staff understanding of them Define billing procedures, software, and data flow Define present LOS work until failure or predictive maintenance Identify differences in procedures across departments Etc. (utility specific)

9 FIND THE GAPS YOU ARE IN THIS HANDBASKET (DEAL WITH IT!) II. Memorialize Findings from Kick-Off Workshop Distribute Technical Memo for all to read and consider. Allow time to digest for management. III. Hold a Second Workshop Management and Department Heads Create a less comfortable atmosphere discuss the findings of the Kick-off meeting. Note any items that were lacking due to perception or reality. Discuss tools and procedures that staff is using, are the adequate? Discuss limitations staff, financial, political, etc. Discuss procedures that other utilities are using. Identify current regulatory trends. Identify procedures and tools management may like to use. Identify organizational structure upgrades that management may consider. Etc. (utility specific)

10 FIND THE GAPS WHERE DO WE WANT TO GO? IV. Memorialize Findings from Management Workshop Roughly Define Management s Strategic Goals. Distribute Technical Memo for all to read and consider. Allow time to digest. V. Formalize Strategic Goals Review memorandum and apparent goals. Discuss intended direction. Formalize list of strategic goals, get buy in and agreement on direction.

11 FIND THE GAPS HOW DO WE GET THERE V. Define Steps on the Path Forward Get management on the same page, and behind the changes. Perform in depth analysis on and upgrade your technical backbone. Analyze and upgrade your process documents. Analyze and upgrade your billing system / work order management system. Add tools for efficient operations and management interaction with asset data. Grow your staff, train your staff to grow the asset knowledge base. Identify acceptable levels of service that are asset specific. Complete asset inventory. Financially analyze the condition of the assets based on findings. Develop prioritization procedure based on criticality the likelihood and consequence of failure. Develop prioritized list of project needs using the above process on an ongoing system-wide basis.

12 EXAMPLE - ASSET BASED OPERATIONS, MAINTENANCE AND FINANCIAL PROCESS FLOW

13 What is an Asset Knowledge Dataset? ASSET INFO (Size, Material, Install Date) ASSET UNIQUE ID ASSET AS-BUILT DWGS ASSET LOCATION (Coordinates) Asset Knowledge Dataset ASSET INSPECTION INFO ASSET MAINTENANCE RECORDS ASSET CUSTOMER ID (ie. Meter) ASSET MOM PROGRAM INFO It is all data that is specific to an asset.

14 How do Operations Relate to the Asset Knowledge Dataset? REGULAR O & M FIELD DATA COLLECTION Regular O & M Activities Work Orders Valve Maintenance Flow Testing Tank Inspections Pump Station Inspections SSOs Odor Complaints Line Repairs FOG Compliance Inspections Manhole Inspections Line Inspections Sewer Line Cleaning Smoking / Dye Testing New asset installation Shutoff / re-connect TIED TO ASSETS Data for Collection Work Orders Photos Videos Handheld sub-meter GPS locations to improve mapping Mobile access devices for direct input of formatted field data Tailored Applications for FOG / SSO compliance

15 How does Management Interact with the Asset Knowledge Dataset? Operational Reporting How many linear feet of sewer line did we clean between September 31 and December 31 of last year? Query the database, print a report. How many point repairs did we make last year, what materials did we use and how much did it cost? Query the database, print a report. Which assets will reach the end of their useful life in the next 5 years and how much will it cost to replace them? Query the database, print a report. Prioritize assets listed based on criticality, review prioritized 5 year list of needs.

16 Utility Operations Financial Planning & the Asset Knowledge Dataset ASSET LEVEL OF SERVICE EVALUATION ASSET LEVEL OF SERVICE Utility Defined Defined Per Asset Class Uses operations data for updates to assets in dataset Regularly Assessed Failure triggers next step DETERMINE CRITICALITY DETERMINE CRITICALITY Utility Defined Matrix Likelihood of Failure Consequence of Failure Prioritized Output of Assets FINANCIAL PLANNING CONTINUALLY UPDATED CIP Continual LOS evaluation pushes failing assets into CIP prioritization Financial planning allocates funds accordingly Proactive upgrading of assets prior to failure CONTINUALLY UPDATED CIP FINANCIAL PLANNING Available funds? Overhead base needs? Overhead growth needs? Asset rehab needs? Asset growth needs? Available funds? Prioritized list of project needs. Evaluate Rates? Pursue funding?

17 TECHNOLOGY SEVERAL POINTS FOR CONSIDERATION IN TECHNOLOGY IMPLEMENTATION Who is involved? What are they getting from it? Explore all options, pay less attention to price and more to organizational fit. Change is hard. Build from the bottom up, your database planning efforts will pay off. Examine and update your procedures to take advantage of your investment. Train staff to use the technology. Re-train staff to use the technology. Managers must lead and support the effort. Technology changes about the time you get used to it, plan ahead. CMMS, GIS, ASSET MANAGEMENT, MOBILE APPS, INFORMATION MANAGEMENT all just scary words plan, implement, relax

18 Thank You Presented by: Jeremy L. Brashears, PE Project Manager WK Dickson & Co, Inc. (c):