2012 emerging tech, data management and systems integration – the key to a successful asset...
DESCRIPTION
The enormity of America's aging infrastructure continues to plague many infrastructure managers today. With Federal, State, Local budgets stretched to capacity with an ever-increasing disparity between income and expenditure, the only true solution lies in achieving a fiscally sustainable model; one that satisfies both operational and improvements costs using the best tools available. While the term Asset Management is by no means a new concept, establishing proper data management concepts, defining or redefining work flow processes and integrating existing and new systems are all critical to the overall success of any Asset Management program. This presentation will: 1. Explore how Southgate is redefining its processes and integrating its systems to leverage data in support of Asset Management (GIS, CMMS, CCTV, Document Management and IOT) 2. Explore how Management is utilizing IO Tool for fiscal forecasting 3. Explore how Engineers can configure and utilize a weighted system to determine Probability of Failure (PoF) and Consequence of Failure (CoF) to improve his/her decision-making with respect to rehabilitation and replacement selection for Capital Improvement Projects (CIP) 4. Explore how Operators can analyze and utilize data to prioritize O&M activities After this presentation, participants will be better able to: 1. Obtain an overview of Asset Management at work at Southgate 2. Illustrate the importance of good data for decision-making 3. Establish best practices before embarking on the long journey of Asset ManagementTRANSCRIPT
Data Management and Systems Integration: The Key to a Successful Asset Management
Program
Presented by: Elthron Anderson and Kirk McClurkin
Key Goals
• Provide an overview of Asset Management at work at Southgate
• Illustrate the importance of
– Having the right data for decision-making
– Establishing your best practices before embarking on the long journey of Asset Management
Agenda: To Explore
• How Southgate is redefining its processes and integrating its systems to leverage data in support of Asset Management (GIS, CMMS, CCTV, Document Management and IO)
• How Management is utilizing IO Tool for fiscal forecasting
• How Engineers can configure and utilize a weighted system to determine asset ‘Risk’ to improve decision-making with respect Rehabilitation and Replacement CIP)
• How Operators can analyze and utilize data to prioritize O&M activities
OVERVIEW OF ASSET MANAGEMENT AT WORK AT SOUTHGATE
Our Changing Environment!
2013 2009 2011 2012 2007-2008 2010
- Geodatabase - Design/Data
Migration From AutoDesk to Esri
Platform
- GIS Training and Maintenance
Plan
- Cityworks Implementation
CMMS
- GraniteXP
CCTV
- ESRI ArcGIS Server
Application ‘RAVIN”
- Systems Analysis and
CMMS Selection
- Flowlink
(Flow Monitoring)
- Advanced Asset Management
IO Toolset (CIP/R&R)
- Oracle to SQL Server Upgrade
- InfoSewer(Modeling)
- Cityworks Server 2012 Upgrade
- Network Tracing Plug-in
- Attach Document Plug-in
- IO Upgrade
- Workflow
- Reporting
Advanced Asset Management 6
CMMS Data
CCTV / Monitoring
Data
GIS Data
?
GIS
Modeling CCTV
CMMS
Solution…
Flow Monitoring
2013 2009 2011 2012 2007-2008 2010
What is IO?
• Designed for use by Engineers and Operators • GIS based toolset for:
– Configurable Framework for asset risk assessment and management
– Baseline Replacement Costs – Scenario based planning (Renewal and maintenance)
• Can be used for any type of asset • Most importantly – leverages asset management best
practices and related DATA!
In the context of asset management, risk can be defined as the [probability of failure multiplied by the consequence of failure] divided by redundancy and is often used as a measure of ‘criticality’. The preferred term used for this is ‘Business Risk Exposure’ (BRE).
Probability of Failure (POF)
Consequence of Failure
(COF)
Redundancy
(R)
Business RISK Exposure
Risk Management
Decisions Capabilities
• R & R Reports: Cost based scenarios for rehabilitation, repair and maintenance strategies
– Rehabilitation and replacement (R&R) prioritization
– Capital investment versus enhanced maintenance
– Capital investment timing
– Long-term fiscal alternatives
– Short-term packaging for capital projects
Probability of Failure (PoF)
Age
Condition
Material
Operational / Maintenance history
(breakage, leakage, defects)
Structural integrity
Capacity
Design Standards
Physical Location (associated soil
characteristics, climatic conditions,
proximity to construction activity)
Installation information (construction
techniques, installer ratings, bedding
conditions)
Hydraulic performance characteristics
Maintenance practices
Asset reliability and performance
information
Other Factors
Probability or likelihood of failure
Determined based on an asset’s physical characteristics
13
Probability of Failure
Lowest Probability of Failure
Highest Probability of Failure
Walnut Hills
Palos Verdes
Lone Tree
Heritage Hills
Ridgegate
The Preserve
Legend
Sewer Main - POF
0 - 2.50
2.51 - 5.00
5.01 - 7.50
7.51 - 10.00
Probability of Failure Percent consumed (Weight = 2)
Condition (Weight = 8) Soils
Ground Water Level
Under Drained
Hydraulic characteristics
Consequence of Failure (CoF)
Accessibility to Repair Size Depth Environmental Impacts Critical Facilities Served Proximity to Structures
(Roads/Buildings/Lakes/Creeks) Major Expense Safety Concerns Health / Welfare Concerns Social Costs Levels of services (LOS) Regulatory Impacts Public Issues Other Factors
Consequence or impact of failure
Determined based on related asset’s characteristics
15
Consequence of Failure
Highest Consequence of Failure (Interceptor lines)
Legend
Sewer Main - COF
0 - 2.50
2.51 - 5.00
5.01 - 7.50
7.51 - 10.00
Consequence of Failure Pipe Size (Weight = 8) Ground Surface (Weight = 2) Critical Facilities Served Pipe Depth Road Classification Crossing Flood Plain
PoF CoF BRE
Legend
Sewer Main - BRE
0 - 15.00
15.01 - 30.00
30.01 - 45.00
45.01 - 100.00
Legend
Sewer Main - COF
0 - 2.50
2.51 - 5.00
5.01 - 7.50
7.51 - 10.00
Legend
Sewer Main - POF
0 - 2.50
2.51 - 5.00
5.01 - 7.50
7.51 - 10.00
Comparative Analysis
Area of Focus Highest Consequence of Failure (Interceptor lines)
Legend
Sewer Main - COF
0 - 2.50
2.51 - 5.00
5.01 - 7.50
7.51 - 10.00
Sewer Mains Identified for Replacement Within the 50 Year
Forecast
Sanitary Sewer Mains Identified for Replacement in 2012
No Root Issues
Sanitary Sewer Mains
Bad Hydraulics
Low BRE
No Root Issues
Root Issues
No Hydraulic Data
Slightly Higher BRE
Slightly Higher BRE
No Hydraulic Data
Root Issues
Low BRE
Bad Hydraulics
Hydraulic Model IO Tool
ILLUSTRATE THE IMPORTANCE OF GOOD DATA FOR DECISION-MAKING
GIS
Modeling CCTV
CMMS
Changed how we wanted to create and use data
Asset management best practices and IO…
Flow Monitoring
The Board requested Performance Measures by which they could monitor the progress of Asset Management.
2013 2009 2011 2012 2007-2008 2010
Had to rethink our data
GIS, CMMS, Modeling, CCTV and others
• Why do we have?
• How is collected?
• How is used?
• Can it be used?
This was done in the past but the actual data usage was limited – when the time came we missed things
Quality Data For Decision-Making • Spatial Location Data
– Reconcile the Districts Water and Sewer Infrastructure with sub-foot accuracy surveyed data
• Attribute Data
– Manually populate attribute data in GIS that is leveraged by IO for PoF, CoF and BRE
• CMMS Data
– Re-tool Work Orders and Inspection forms to include Maintenance Types (Enhanced Reporting and Monitoring capabilities)
– Leverage the 0-100 condition score derived based on observations in the Inspection form (population of condition at inspection – Water features)
• CCTV Data
– Collect PACP and MACP Compliant data and leverage the overall condition score as derived based on observations during the CCTV Inspection (overall derived score condition at inspection – Sewer features)
Data quality and consistency are of paramount importance to any system (Garbage in, Garbage out).
Hydraulic Modeling, Repair costs calculations (Linear assets only) , IO Scenario-based calculations (Linear assets only) along with Systems Reporting rely heavily on accurate and complete data for optimal results.
Reactive Maintenance
(RM)
Preventive Maintenance
(PM)
Corrective Maintenance
(CM)
Predictive Maintenance
(PdM)
2% 3%
8%
34%
5% 11% 1%
4%
8%
1% 5%
4%
4% 1%
2%
8%
1%
% Service Request by Type
Odor
FireHydrant-Hit
NoWater
Locate
EmergencyLocate
Inspect
MissingLid
SewerBackup
Leak
0 2 4 6 8
10 12 14 16
Monthly Service Request Totals
Number Jan 2012 Number Feb 2012
0
20
40
60
80
100
120
Service Request Totals 2011
Performances measures focused on efficiency and effectiveness will provide information that will improve decision-making.
28%
56%
11%
5%
Monthly Work Orders by Category
Reactive Preventative Corrective Predictive
0 5 10 15 20 25 30 35
Hydrant - Maintenance
wMain - Leak Detection (Logger)
BlowOff - Maintenance
Valve - Exercise
AirVac - Inspect
PRV - Inspect
GreaseInterceptor - Inspect
sMain - Jet
sMain - Video
BDCI - Inspect
OdorCntrlStn - Inspect
OdorCntrlStn - Maintenance
Overdue PMs
Not Due
Overdue
0
50000
100000
150000
200000
250000
2009 2010 2011 2012 2013 2014
Yearly Sewer Main CCTV Activities
Goal Footage
Accomplished Footage
At a glance, evaluate what work we are doing and whether we are accomplishing our goals.
$25,000.00
$100,000.00
$7,500.00
$75,000.00
Reactive
Preventative
Corrective
Predictive
Monthly Work Order Cost by Category
Emergency 27%
Planned 73%
Man Hours Spent on Emergencies
Tactical and functional indicators allow the Districts to evaluate how
resources are being expended.
ESTABLISH BEST PRACTICES BEFORE EMBARKING ON THE LONG JOURNEY OF ASSET MANAGEMENT
Asset Management
1. It is NOT a tool.
2. It is a strategic approach to managing and optimizing the life of an asset through the various stages of its life (construction, acquisition, operation, maintenance and ultimately disposal
3. It will require an ever-evolving process predicated on several principles:
a. Investing Wisely
b. Quality Performance
c. Continuous Improvement
d. On-going Training
e. Performance Measures (Reporting)
f. Well Defined Workflows
g. Financial Optimization
4. It will require a concerted and deliberate effort from everyone (employees and the community)
GraniteXP CCTV Inspections
ArcGIS ArcGIS Desktop
ArcGIS Server
Cityworks CMMS
InfoSewer Sewer Modeling
IO Toolset Fiscal Modeling CIP Selection
FlowLink Flow Monitoring
Optimized Decisions
Workflows
Data
Systems
Integration
System-Specific Integrated Workflows
Establish clear and concise workflows (visual and descriptive processes) along with specific roles and instructions
Standard Service Request
Sup
ervi
sor
/ O
per
atio
ns
Ad
min
istr
atio
n
Initiation Process Screening Process
Em
erg
en
cy
Wo
rk
Pro
cess
Init
iati
on
&
Pla
nn
ing
S
che
du
lin
g /
p
roce
ss
Completion Process
Follow-up Process
Pla
nn
ing
/S
che
du
lin
g
Pro
cess
2. CityworksService Request
initiation
3. Review Service Request
Process Complete
12. Field Investigation
Yes
13. Correct Responsibility
14. Onsite Resolution
16. Complete Service request
17. Follow-up Process
Process Start (1a)
External Caller
Process Start (1b)
Internal / Call Taker
4. Is Request Valid
5. Close Request
6. Is Request an Emergency
No
Yes
9. Route/Contact Appropriate
Resource
15. Create Work Order yes
10. Planning and Scheduling Process
Yes
No7. Does request auto-generate
WO
NO
8. Save SR
Yes
11: Is information Complete?
No
No
Yes
No
System-Specific Integrated Workflows
Standard Work Order
GIS
Ad
min
Su
pe
rvis
ors
, F
ield
Su
pe
rvis
ors
, O
pe
rato
rs/
Fie
ldS
up
erv
iso
rR
eq
ue
sto
r
Process Start (A)2. Work order
created
3. Work order is
assigned to
supervisor and
schedule to a
resource/crew
4. Work order is
reviewed by
supervisor or
crew lead
A
6. work order
updated for
rescheduling
Yes
A
No9. Materials
Needed?No
8. Associate to
Parent or
child(ren)
Yes
10: Work is
performed and
completed
No
11: Get
Materials
Yes
5. Reschedule
Work Order?
7. Associated as
another W.O. or
Parent/Child?
12: Requires
GIS/Asset
update
13. Work order
flagged for GIS
update
Yes
14. GIS /
Work Order
update
process
15. Work order
review / updated
NO
16. Work Order
closed
Inspections
1. Service
Request
Automatic
System-wide Integrated Workflows
Contact Information Elthron Anderson: [email protected] Kirk McClurkin: [email protected]
Thank you.