From Silos to Integration A Transformation Journey at City of Ottawa

Transcription

1 From Silos to Integration A Transformation Journey at City of Ottawa Devesh Shah, P.Eng. Program Manager, Asset Management Strategy, Environmental Services Department, City of Ottawa June 9, 2014

2 SHNSNBKJSGN Agenda Introduction City of Ottawa Challenge Vision Building integrated solution Successes and benefits Lessons learned

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4 Water & Sewer Infrastructure Over 8000 Km long Watermain, Sanitary & Storm Network 500 million litres per day - Wastewater Treatment Plant 300 million litres per day - Water Purification Plants Over 100 Pump Stations Half million Water Meters and End Points 19,000 Fire Hydrants 42,000 Valves 125,00 Catch basins/ manholes 1.3 million assets valued over $15 billion

5 Background Legacy work management application (ITX) Over 15 years old End of life Replacement required About 300 users across the City Annually over 70,000 work orders and service requests for preventive maintenance and capital work ITX - stand-alone application with numerous database silos

6 Database Silos. Water Meter Database Oracle Records Mgmt. CCTV Application Customer Appointment Booking Tool investment Planning & Reporting Itron AMI Work Management Application (ITX) ESRI GIS AcquaCIS Water Billing Application Multiple Call Mgmt. Apps SAP Material SAP Financial SAP HR/Payroll Fire Flow Application Data Redundancy Handheld Crystal Duplication Application of Reporting Efforts and Inefficiency Data Rich, Information Poor Skills and Certification

7 State of Assets Aging Infrastructure Rising Trend of Failures Maintenance Practices -Mostly Reactive Cost of Services Going Up Funding Challenges Pressure for Efficiency Gains

8 Established Key Objectives (Year ) 1.Integrated Asset Management 2. Business Transformation

9 1. Integrated Asset Management Citizens Geography Processes Resources Knowledge

10 2. Business Transformation Strategic Asset Management Mobility RCM Failure Analysis Material Mgmt. Work Order Prioritization PdM Condition Monitoring Planning & Scheduling Process Integration CMMS/ EAM Basic Preventive Maint

11 Enterprise Asset Management Project Launch Key Goals 1. Replace legacy application (technology replacement) 2. Improve business processes 3. Develop a spatially-enabled solution to efficiently manage geographically distributed assets 4. Replace silo databases with a fully integrated solution 5. Lay a foundation for managing other assets classes

12 Early 2010 Project Charter Key objectives and goals formalized Executive support and funding secured Key Stakeholders identified Water, Wastewater, IT, Finance, Purchase, 311 Call Center, Engineering, Water Billing, Payroll Project Core Team formed

13 Late Business Requirements Gathering (5 months) Over 100 staff members interviewed 1 on 1 and by group What tools, functionality, features required 2. Process Mapping (6 months) Ben Graham Methodology

14 Project Scope 150 Functional Requirements 1. Service Request and Work Order Management 2. Asset Management (life cycle planning, renewal/rehab) 3. Maintenance Planning and Scheduling 4. Reporting (regulatory reports, operational reports) 5. Mobile Application (hydrant, valve inspection and water loss program) 6. Integration with Corporate systems (ESRI GIS, ERP SAP, 311 Systems)

15 Technology Evaluation and Selection Q1, 2011 The only Leader in Gartner Magic Quadrant Utilized by200+ utilities globally Expandable to other assets such as Bridges, Fleet, Roads Mobile Applications Hand held inspections Future mobile work management Work scheduling Meter appointment booking

16 Project Timelines June 2011 Q2-Q Q Q1-Q Q3-Q4,2012 March 2013 Project Kickoff Go Live

17 Transitioned from to an integrated solution

18 New Technology Landscape Water Billing Corporate Records Management GIS Mobile Water Meter Database Work Management Application CCTV Application 311 CRM Fire Flow Application Cathodic Protection Scheduling HR Material

19 Operations and Maintenance Management with Maximo EAM System Asset Inventory and hierarchy created for over 1.3 million assets Activity based maintenance program set up (200+ work classifications) Over 4000 inspection data attributes (specifications) Over 1000 Preventive Maintenance Plans and Job Plans set up

20 Maximo-GIS Integration Challenges with Legacy Application : WMS and GIS Switching back and forth Plotting work management data on map time consuming Time lag - Asset attribute data not always in sync between WMS and GIS Work management issues - critical assets were left out of preventive maintenance plans MaxGIS Sync Make, Model, Sr.No., Install Date.. etc. Improved data integrity Condition, Hydrant Color, Major Deficiency etc. More effective work management

21 Geo-Spatially Enabled Work Management More Efficient Work Planning & Scheduling Easier Search Capabilities

22 Improved Visibility Customer Satisfaction Improving Customer Experience through Integrating Maximo with 311 Call Center 311 Lagan Maximo

23 Maximo s Integration with Corporate Records Management System Improved information access More secured system

24 Mobile Inspection Program Hydrant Inspection Water Leak Detection

25 Leveraging the power of Maximo using automation tools Improved response time through automated escalation of service requests related to water quality Just an idea how great this was today, I was in a meeting and a discoloured water service request came through, I was able to forward to Owen and by the time I was out of the meeting he had already responded and corrected the issues Penny Wilson, Supervisor, Water Quality, City of Ottawa

26 Ensuring Safety and Reducing Sewer Back up Incidents Sewer back ups are ugly personnel and property damage, claims, lawsuits About 2000 municipal addresses require special cleaning with low pressure to avoid sewage back Current process relies on manual checks using spreadsheets, manual printing of prior notices for residents Chances of error Using Maximo s safety flag and hazard functionality System generated caution flag and auto-generated notices

27 Dashboard KPIs and Performance Management 30+ KPIs set up on Start center 500+ Queries and 100+ Reports Turn Data into Intelligence More Insights with Real Time Updates Improved Decision-making

28 Challenges and Lessons Learned

29 Technology Integrations: Complex Corporate systems tend to be less flexible Efforts underestimated Some technology integrations may require business process changes - Allow enough time for it. User Acceptance Testing Allocate enough time for regression testing for integrated projects Resources and Contract Management Project team formation- Secondment from Operations -short term pain for long term gain Empower team members for decision making to avoid time delays Contract Management - Business requirements could be subjective, make them as clear and objective as possible to avoid costly change requests.

30 Business Transformation and Change Management Pulling people along was a significant challenge Change is hard and not always welcome with open arms Change Management Strategy Lot of time we sell route and not destination Communicate, communicate, communicate Demonstrate product in pipeline on regular basis Phased roll out rather than big bang roll out Identify impacts on people and processes in early stage, prepare them for change Resistance to change is natural, stay focused and believe in success

31 Transition Benefits Legacy System Stand -alone Application Integrated System EAM System Improve Visibility Data Integrity Traditional Work Management Calendar Driven Maintenance Strategic Asset Management Performance / Condition Based Maintenance Reduce Life Cycle Cost Higher Reliability Optimize Resources Improve Efficiency Manual Transfer of Inspection Data Real Time Data Transfer Faster Response Enhance Customer Service Unplanned to Planned and Proactive Maintenance Job Plans, Warranty Tracking, Failure Analysis Efficiency Gain Cost Savings

32 Accomplished a lot... And the journey continues...

33 If I had 8 hours to chop down a tree, I would spend 6 sharpening my axe. -Abraham Lincoln

34 Thank you! For more information, contact Devesh Shah, P.Eng., MBA Program Manager, Asset Management City of Ottawa