INFRASTRUCTURAL TRANSPORT NETWORKS VALUE ASSET MANAGEMENT

Transcription

1 INFRASTRUCTURAL TRANSPORT NETWORKS VALUE ASSET MANAGEMENT A.R.M. Wolfert (1), E.A.B. Koenders (2) (1) VOLKER INFRA ASSET MNGT. (VIAM) Vianen, the Netherlands (2) DELFT UNIVERSITY OF TECHNOLOGY Delft, the Netherlands Abstract Lately, among the Dutch Inframanagers the so-called market unless strategy has been introduced. This implies that a large portion of the Inframanagers activities are to be outsourced towards the subcontractors, such as design, finance, maintain and operate activities of their infrastructural networks. In these public-private-partnerships (PPP) the contractual format is a so-called integral Design Build Finance Maintain and Operate (DBFMO) contract where the duration regularly lasts for years. In this case the traditional project controlled (sub-)contractor becomes a long-time services company that not only has to keep the assets available from a technical viewpoint, but also value added services management have to be delivered. All of this has to ensure that functional impediment resulting from services affecting disruptions will be minimized, users will experience an easy, safe and pleasant journey and capital investments will be optimized both from a contractor and a public money viewpoint. The growing demand for robust, sustainable and flexible network solutions that will accommodate for future developments and fast changing operational demands should also be dealt with. In this paper, an holistic value asset management scheme is introduced to accommodate for both the user values added services and the economic value drivers. 1209

2 1. INTRODUCTION Traditionally, Dutch Inframanagers manage the infrastructural network assets on their own supported by local sub-contractors that provide for a mix of build and repair activities. Most of these works were sub-contracted on a case by case and ad-hoc basis. In that model, the associated contracts were all project-like contracts based on defined work-packages. In the last one-and-half decade, some of the Dutch inframanagers have shifted from these so-called effort and demand maintenance and repair contracts towards contracts targeted on performances output (PGO 1 ), see Figure 1 below. In other words, where at the beginning the sub-contractor only had to react on certain problems and the Inframanager was fully responsible for the asset utilization and management, in the PGO contracts the risk model has become a shared one. Therefore the sub-contractor has to effectively plan the asset maintenance activities within a fixed budget focusing on maximizing the availability of the technical systems individually. In case of renewal and or expansions within the network, the design will be based on Life-cycle cost and RAMS considerations, see Phase 4 in Figure 1.. Growth Value Asset Mngt. Phase 4 Asset mgt. Focused on availability, output of systems Phase 5 Value Asset mngt. Focused on value operator, user, stakeholder and environment Contract type Integral contract (DBFMO) Outsourcing Overall optimization Innovation Performance contract (PGO) Risk share Innovation Themes License, policy Integral design NPV, LifeCycleValue Functional value Integral MRO concepts Performance monitoring Requirements Budget RAMS, LifeCycleCosts Asset eng., data monitoring Object maintenance concepts Maintenance & Repair Phase 3 Maint. mngt. Focused on effectiveness of maintenance Result contract Internal optimization Economies of scale Life cycle knowledge Documentation Improvement proposals Phase 2 Maint. execution Focused on planned maintenance Effort contract Efficiency Competition Planning & Preparation Inspection & Materials Supervision Phase 1 Repair Focused on reactive problem solving Time Demand contract Lowering fixed costs Scale effects Repair execution Inspection Figure 1: Development of contracts and asset management for the sub-contractor With the introduction of the so-called DBFMO (Design Build Finance Maintain and Operate) contracts, which are long-term concessions, the sub-contractor becomes a services operator for a complete infrastructural network composed of different objects and systems. Actually, the service contractor has to operate the infrastructural network from both the user values added viewpoint and from the asset owners economic value viewpoint. So, the contractor has not only to serve the principal, but also the traveller values are to be handled with as services impediment experience, traffic flow and environmental experience. Since the contracts will last for years, the network solutions should be robust and flexible to accommodate for future developments and unforeseen operational circumstances. Finally the contractor also has to finance the building works and thereby investment values as 1 In Dutch this is the acronym for "Prestatiegericht Onderhoud" which is Performance based Maintenance. 1210

3 NetPresentValue (NPV) and ReturnOnInvestments (ROI) etc. have been introduced, see Phase 5 in Figure 1. Moreover, contractors are not being paid on a scope of work basis, but they receive regular payments based on availability levels and other qualitative performances (GAP and NAP). From this, it may be clear that for the service life design of an infrastructural transport network within a DBFMO concession, it will not be sufficient to base this simply on a technical RAMS 2 approach (see e.g. [1]), as is commonly done in Phase 4 in Figure 1. Therefore in this paper an integral and holistic value asset management scheme is presented. This will include a top down method for optimizing planned (maintenance) works, which will be described in the following section. 2. THE 3C-METHOD In order to be able to manage the assets of an infrastructural transport network (e.g., highway, railway) so-called Possessions are needed to execute maintenance, renewal and expansions activities. The infrastructure has to be (partly) out of service, no travelling or driving at an adjusted speed is only permitted. Therefore, the planned works activities will be primarily executed at nighttimes both to provide less disruption of the regular transport services and to minimize the impediment impact by these works: e.g. reduced traffic flow, increasing noise levels etc. So the services contractors will have to reduce both the number of these night-possessions and the service impact per night-possession during the course of the contract. Since these contracts generally will last for longer periods, it becomes more and more important to have an optimized integral night-possessions concept over the entire contract duration period. The set-up of this integral concept starts with the prediction of the need for all planned maintenance for the assets, to meet the technical specifications and other requirements. In the usual way, life cycle management will be part of the determination of the timing of the maintenance activities. The result is a long list of maintenance activities for each sub-system of the infrastructure separately. The first step is to Combine and Cluster as many as possible activities in one single Possession. So for example, at the same time maintenance activities on road, equipment in tunnels and on bridges will be executed. The second step is to Centralize all the maintenance activities around night-possessions with the highest impact (e.g. renewals) and/or to centralize around unavoidable regularly returning activities. The third step will be possible when a long term planning could be set up. A planning of all maintenance activities is always the best guess forecast based on the combined experience of the asset manager, the system suppliers and the services contractors. This forecast leads also to a number of night-possessions due to unforeseen circumstances. Due to increasing certainty on the conditional state of the assets by professional inspections, a number of activities might be shifted and combined to another night-possession than initially was foreseen. A probabilistic calculation over the entire contract period or life time will optimize the required number of night-possessions 3. This calculation will lead to a balanced number of total night- Possessions necessary that ensures: 2 Even the RAMSSHEEP concept, see [2], is not fully covering the required values. 3 In most of the DBFMO contracts, the Principal of the concession requires a forecast of planned and necessary night-possessions. 1211

4 the ratio of night-possessions for unforeseen work versus work that certainly can be planned is not too large and within safe bandwidth, over the years reserves will decrease due to a learning organisation (both valid for preventive and corrective works), a balanced residual buffer of not used night-possessions at the end of contract that will be enough to comply with the hand-back requirements, the expected positive effect by future innovations and technological developments will be taken into account, the contractual night-possession forecast rules 4 will be applied optimally. This final step is called Calculate, which is the third C of the 3Cmethod. The 3C-method has schematically been depicted in Figure 2. Although this method leads to a less optimum related to the life cycle per assets, the environmental impact and the service affecting disruptions (SADs) will substantially be reduced resulting in a optimal value for the user and the asset owner. Year x CENTRALISE decisive heavy maintenance CLUSTER other replacements (or heavy maintain) CALCULATE over entire contract duration Months (per year) CENTRALISE time dependent regular maintenance CLUSTER state dependent maintenance (of different rhythms) Contract End = CENTRAL activity = CLUSTER activity Exploitation (years) Figure 2: The 3C (centralize-cluster-calculate) concept This method has been developed by Dr. Wolfert and has been elaborated in more detail in [3]. Scientifically seen, this method is an innovatory approach. In several articles [4,5], it already has been tried to minimize the SADs and at the same time to lower the maintenance costs. However, the 3 C s have never been applied in such an integral manner and moreover these scientific attempts never have been implemented. As relevant examples, the references [6, 7] can be considered for the use of Possessions in case of clustered high-way and railway maintenance. 4 In most of the DBFMO contracts, the forecast of planned night-possessions is part of the total bid. 1212

5 3. THE 3C3P VALUE ASSET MANAGEMENT SCHEME To manage the assets of an infrastructural transport network the authors have developed an integral so-called 3C3P scheme that enables an effective service life design and an optimized integral maintenance execution based on the 3C-method, see Figure 3. Application of this scheme will lead to an optimal network planning and performance, where unpredictable service disruptions will be prevented such that both the user values and the economic values (from the concessionaire and Principal viewpoint) will be optimized dynamically resulting in: an easy, safe and pleasant journey for the traveller an optimal allocation of public money. Service Design Reliability, Availability Maintenance engineering (RAM), Robust and Flexible solutions Performance Maximum USER VALUE Travel service User experience 3C 3P Plan Centralize Combine Calculate Perform Prevent 3C 3P Maximum ECONOMIC VALUE Margin NPV, ROI, IRR Maintenance Maintenance and Repair execution and Operations (MRO), Flexible services support Robust solutions Operations Asset knowledge, failure rates and degradation behavior (objects, systems components and materials) Monitoring and inspectionmethods, systems and tools. Services logistics & spare parts mngt. Training & Skills people. Customer Service & Operations centre Sub contractor mngt. Figure 3: Holistic 3C3P Value Asset Management scheme ACKNOWLEDGEMENTS The authors would like to acknowledge the tender team of the OptimA15 b.v., where the above described scheme has been developed and applied for the first time. 1213

6 REFERENCES [1] Smith D.J. Reliability, Maintainability and Risk - Practical Methods for Engineers including Reliability Centred Maintenance and Safety-Related Systems 7th Edn (Elsevier, new York, 2005) [2] Leidraad RAMS Sturen op prestaties RWS-uitgave (2010). ( %20sturen%20op%20prestaties%20van%20systemen.pdf [3] Dekker, R & van Asperen, E. & Wolfert, A.R.M. Calculatie van de hoeveelheid Nachtelijke Rijstrookafsluitingen ten behoeve van Onderhoudswerkzaamheden in de Exploitatiefase A15 MaVa, als onderdeel van de 3C-methode Rapport Econometrisch Instituut EI (2010), 1-14 (in Dutch). [4] Dekker, R., Applications of maintenance optimization models: a review and analysis, Reliability Engineering and System Safety 51, [5] Dekker, R. & Van Noortwijk, J.M., Beslissingsondersteuning voor civiel onderhoud. Bedrijfskunde 73(2) (2001), 6-17 (in Dutch). [6] Dekker, R., & R. Plasmeijer & J. Swart, On the economic evaluation of the joint-to-joint concept for road maintenance, IMA Journal on Mathematics in Business and Industry, 9 (1998), [7] Budai, G., Huisman, D. & Dekker, R., Scheduling preventive railway maintenance activities, Journ. Oper. Res. Soc. 57(9) (2006),