Developing Amtrak s Asset Management Capability Jill Angelone, Snr. Manager Business Improvement, Amtrak Dr Christian Roberts, SVP Asset Management &

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1 Jill Angelone, Snr. Manager Business Improvement, Amtrak Dr Christian Roberts, SVP Asset Management & Business Advisory, WSP

2 Agenda Background Amtrak Engineering, our challenges and our journey so far Roadmap Development Understanding our capability and defining a path forward Asset Management Planning Improving the way we plan resources. Next steps Continuing to develop our capabilities and introduce new technologies Page 2

3 Amtrak Engineering managing 2,473 track miles of infrastructure Run the nation s only high-speed rail system operating at speeds up to 150mph Greater than 3 times passengers between Washington DC and New York City than all of the airlines combined Fiscal year 2017 more than $420m of SOGR renewal work Page 3

4 While we achieve safe operation each day the infrastructure needs investment Our SOGR backlog is $36.7 billion and growing Major projects required to sustain services and create capacity for growth New technologies enable safer more reliable services e.g. PTC Page 4

5 We face broader challenges than just Engineering We have major challenges with track access and need common goals to ensure we can deliver infrastructure maintenance Our success depends on us streamlining how we manage assets not just Engineering but organization wide to more effectively and efficiently invest in and deliver a reliable infrastructure To better position ourselves for the investments needed in the infrastructure we need to improve our asset management planning The recent FAST Act now requires us to have Asset Management Plans in place for all infrastructure and to establish processes and practices for managing assets Page 5

6 Engineering s Asset Management Journey so far Maximo CMMS Selected and implemented IBM Maximo as a work and asset management software system Test & Insptns Use of Maximo developed further to manage asset testing and inspections Captured As Is Completed exercise to capture the current asset management processes and practices. Inventory Completed the update of the Asset Registry tool and captured all asset inventory Time Entry 2008 Use of Maximo developed further to support time-entry Link Failures 2016 Link infrastructure failures to assets enabling root cause analysis AM Roadmap 2017 Based on best practice gap assessment and developed an asset management improvement program AM Plan 2017 Developed our first FAST Act compliant Asset Management Plan 10 months ahead of the rest of the USA rail industry Page 6

7 Understanding our capability and defining a path forward. ROADMAP DEVELOPMENT Page 7

8 Gap Analysis WSP asset management capability assessment model Assess, measure, evaluate and benchmark: Defined broadly by Global Forum for Maintenance and Asset Management Aligned to ISO and other best practice standards (e.g. ISO31000 & ISO22301) Delivers an implementation strategy and improvement roadmap for asset management Page 8

9 Priorities for Improvement Establishing Direction Improve organizational alignment a common plan and set of objectives Performance management establish common measures and ability to drill down Controls for Managing Assets Establish the Management System control asset management activities, delivering consistent work Put in place enterprise wide risk management support local priorities, and justify project investments Establish a quality assurance capability consistent maintenance and consistent processes Having a Plan In Place Improve asset data and knowledge improve decision quality Develop an Infrastructure Asset Management Plan needed to satisfy FAST Act Establish Engineering AM Planning maintenance and renewal asset strategies Define Preventive Maintenance Strategies moving away from the mostly find and fix approach Managing Delivery Improve Work Orders improve management control, reporting and justifying additional track access, resources and investment Review Workforce Need for training workforce with less than 5years, need for succession planning, need for work planning to support improved labor/ workforce planning and management Maturity scale Page 9

10 Roadmap defines a plan asset management improvement Program aligned to achieving key milestones Grouped into the eight pathways to success Recognizes need for workforce engagement Page 10

11 Communications Wide stakeholder engagement including workforce, management and industry stakeholders FRA and NECC Page 11

12 Improving the way we plan our resources. ASSET MANAGEMENT PLANNING Page 12

13 Developing our Asset Management Planning capability to meet two FAST Act Requirements FAST Act NEC Asset Management Plan Develop an asset management system and asset management plan that is: Consistent with the FTA requirements and includes An inventory of all NEC capital assets An assessment of asset condition A description of the resources and processes necessary to bring or maintain assets in a state of good repair, including decision-support tools and investment prioritization methods; and A description of changes in asset condition since the previous version of the plan FAST Act Amtrak Asset Plans (national infrastructure) Summary of Amtrak s 5-year strategic plan for each asset category, including goals, objectives, any relevant performance metrics and statutory or regulatory actions Inventory of all national capital assets Prioritized and categorized list of proposed capital investments Describe the business outcome (benefits etc.) for each capital investment Annual forecasts for each asset category Identify the Amtrak responsible official for each asset class DEADLINE: December 4 th 2017 DEADLINE: February 15 th 2019 Page 13

14 Work Plans and Budget Forecasts Main Document: Sets out committed work plans and forecasts work banks based on funding levels authorized (pursuant to 49 U.S.C (Amtrak 5 year asset plan) 2018 CONSTRAINED Plan includes Track Production Plan and Capital Program 2019 onwards CONSTRAINED work volumes and budgets based on 2018 budget and capital program forecasts Appendix: Sets out forecast work plans and budget based on forecast need (estimated through assessment of SOGR/ULB establishes steady state plan) MAIN Document refers to difference Inventory captured assessment of SOGR based on age for each asset Useful Life Benchmarks and rehab/replacement strategies as part of steady state Forecast Steady State Maintenance requirement and estimate of SOGR Page 14

15 Development of asset life-cycle strategies for each class of asset Developed with each DCE and reviewed as part of a Amtrak senior management steady state exercise Represents a step change from current practice of repairing at risk assets Useful life benchmarks developed with each DCE and consistent with international practices compared with other rail agencies Implementation rules consider equipment type, track class, access opportunities and other factors to determine appropriate intervention options Page 15

16 Utilizing technology to forecast steady state or normalized capital maintenance Page 16

17 Amtrak GIS and Geo-schematic Decision Support Tool integrated with Maximo Page 17

18 Addressing SOGR and moving towards Steady State of Normalized Replacement Steady State estimated at $1.4billion annually 65% increase over FY2018 budget To maintain infrastructure at steady state requires addressing backlog SOGR Backlog estimated at $36.7billion There is an additional $12.2billion identified in network improvement needs identified over FY2018 to FY2022 Page 18

19 Five Year Forecast Capital Program FY2018 to 2022 $ Millions 6,000 5,000 4,000 3,000 2,000 1, Track B&B ET C&S $15.8billion capital program 80% allocated to urgent bridge and structure capital replacement Page 19

20 Continuing to develop our capabilities, and introduce new technologies. NEXT STEPS Page 20

21 Condition Assessment Framework being introduced in 2018 Developed through WSP jointly with California High-Speed Rail Authority Establishing a condition assessment framework based on global best practice Framework considers five condition factors Rolling out through 2018 Asset Condition Index CF1: Age (or cumulative use) CF2: Visual Condition Assessment CF3: Reliability (assets ability to meet LoS requirements) CF4: Measured Condition CF5: Maintenance Condition (Backlog) ability to maintain condition using PMIs

22 Introduction of Data Governance and Asset Information Standards Current Practices Review Digital Asset Strategy Data Governance Framework Reviewing existing information management practices to resolve issues identified during I-AMP2017 Review organization capabilities Identify information needs Common Data Model Establish technology requirements Common Data Environment Asset Information Standards Asset Definition and Data Dictionary Document (AD4) Establishes how information will be managed moving forward Page 22

23 Developing more comprehensive production plans for the On-Corridor Assets New Jersey High speed rail improvement demonstrated value in production planning Better use of labor resources Better use of track outages More effective use of equipment More reliable infrastructure as a project output

24 Our goal: Create alignment top down requirement and bottom up need Amtrak Strategic Plan to define infrastructure requirements Amtrak Risk Management policy translated into infrastructure risk management criteria Engineering Deputy Chiefs establish asset performance standards and maintenance procedures All assets and attributes are in Maximo Economic life of the asset is established and replacement costs for the asset defined Create and close corrective and preventive maintenance work orders. Test and inspections translated to asset condition Engineering Deputy Chiefs establish capital investment priority process Establish reporting requirements to support maintenance and capital decision making Establish a process by which all work will be planned and implemented Establish failure root cause processes Engineering and Transportation develop shared reliability and OTP goals Establish quality assurance requirements for oversight of asset management plans Page 24

25 Take away messages Requires buy in from the highest level to the guy in the field Not just an engineering initiative requires cross organization support May require educating will definitely require change management Recognition of need to constantly evolve improving the plan, processes, technologies and organization Even when you are dealing with a culture resistant to change - IT THE RIGHT THING TO DO! Page 25

26 Jill Angelone Snr. Manager, Business Improvement. Amtrak Dr Christian Roberts SVP Asset Management & Business Advisory WSP

27 April 29 May 2, 2018 Baltimore Marriott Waterfront