maintenance management maintenance of historic structures · 2017. 3. 14. · lorenzo fedele pagina...

Maintenance Management Maintenance of Historic Structures

Lorenzo Fedele Dipartimento di Ingegneria Meccanica e Aerospaziale Area Impianti Industriali [email protected] http://lorenzofedele.site.uniroma1.it/ https://lorenzofedele.wordpress.com/

Lorenzo Fedele Pagina 2

Agenda • Maintenance and its evolution • Organization of Maintenance • Design of maintenance • Total Productive Maintenance • Examples • Two case studies

– Improvements in a pharmaceutical industry – Bridge Management System in Ferrovie dello Stato (IT)

• Maintenance of historic structures • Risk map and Cova • Rome: door to East

https://engineering.purdue.edu/IE/ImpactMagazine/ie-impact-magazine2/Purdue_IE Impact Magazine_Fall 2013.pdf


Maintenance and its evolution

• Maintenance is in the middle of a strategic crossroad:

Environment

Safety

Society

Economy Maintenance

Crisis? What crisis?


Maintenance and its evolution: some definitions

• It 's the business function that has as its purpose the efficient maintenance of machinery and equipment (Resolution OECD, 1963).

• Combination of all technical, administrative and management actions during the life cycle of an item intended to retain it in, or restore it to, a state it can perform the required function (EN 13306, 2001).

Today:

Maintenance has gone from support service to support production and for the repair or removal of decay in buildings, systems and structures…

…to…

… all that is directed to the preservation of systems, also complex, both with

regard to their consistency and to their efficiency.

http://www.google.it/url?sa=i&rct=j&q=&esrc=s&frm=1&source=images&cd=&cad=rja&docid=UnC_1XZdCgqQ8M&tbnid=nBhXttgPrVm_-M:&ved=0CAUQjRw&url=http://hot-183175.blogspot.com/2012/05/nel-de-architectura.html&ei=BzU3UZnIOMjdsgaZjYHABQ&bvm=bv.43287494,d.bGE&psig=AFQjCNEwJMK2FtKoCPYAgUfo5pI7AdwHmw&ust=1362658935308187

http://www.google.it/url?sa=i&rct=j&q=&esrc=s&frm=1&source=images&cd=&cad=rja&docid=qKg-S8mgZgQ4RM&tbnid=-ZXe2WY6rjnuTM:&ved=0CAUQjRw&url=http://www.dartmouth.edu/~matc/math5.geometry/unit7/unit7.html&ei=KjU3Ue7pDsjZtQbEyoH4Cg&bvm=bv.43287494,d.bGE&psig=AFQjCNEwJMK2FtKoCPYAgUfo5pI7AdwHmw&ust=1362658935308187


Maintenance and its evolution

• The market for maintenance services is growing (Global Service, Facility Management, etc..) for the increasing of a trend to outsourcing that allows significant economies of scale and a better degree of utilization of personnel.

• Maintenance of systems increasingly tends to extend its boundaries and becoming management and remote management of systems themselves, thanks to the adoption of technologies and procedures more and more sophisticated.

• Challenges for maintenance projects include: – a) methodologies, techniques and tools; – b) management criteria – c) contracts – d) the qualification of organizations, services and employees.


Maintenance and its evolution: Italian peculiarities

• Ordinary maintenance. It is: – preventive (before the fault) – periodic (constant or variable) – does not increase the value of the item – maintains constant the degree of aging of the item – the user is responsible for the ordinary maintenance

• Extraordinary maintenance: - it is an after failure/accident maintenance - it increases the value of the good - it restores the operation of the item - it is not periodic - the owner is responsible for the extraordinary maintenance.

T1 T1 T2 T2 T3 T3

MTTR

t

Reliability

Value,

Aging


Organization of Maintenance

• The "classical" functional location of Maintenance is as follows: – Management

• Production • Logistics

• Main activities within the maintenance division are as in the following:

Maintenance

MAINTENANCE MAINTENANCE ENGINEERING

TECHNOLOGIES

MANAGEMENT

PURCHIASING AND PROCUREMENT

WAREHOUSES

SAFETY AND ENVIRONMENT

ACCOUNTING


Organization of Maintenance

• An example of organization of maintenance:

Manager Technical Services Production Manager

MTC engineering

technical office

operative MTC workshops

PLANT MANAGER

Staff


Organization of Maintenance • An example of organization of maintenance:

Maintenance engineering

Staff

Predictive/Preventive maintenance

Reliability

Information technology Costs control

Reporting

- Diagnostics - Ndc - Systems analysis - Assessment efficiency - Planning interventions, - Operational Mtc

-Operational availability monitoring - Analysis of issues, - Specifications of interventions - Executive supervision

Management Information System

Activ

ities


Organization of Maintenance • Roles, Responsibilities and Objectives

– The evolution of maintenance has an impact on skills:

New skills

Outsourcing

Global Service / Facility

Management

Hw and Sw

systems

Analytical techniques, simulation and soft

computing, ...


Organization of Maintenance • Roles, Responsibilities and Objectives

– The evolution of maintenance has an impact on skills:

Level A

Level B

Level C

European Maintenance Engineer (Level A) “person with approved engineering background and sufficient theoretical knowledge to perform and co-ordinate maintenance”

European Maintenance Technician (Level B) “person with at least two years of practical experience in maintenance and sufficient theoretical knowledge to independently perform and co-ordinate maintenance projects (responsible for medium term decisions)”

European Maintenance Specialist (Level C) “craft person with at least two years of practical experience in maintenance and sufficient theoretical knowledge to independently perform and co-ordinate maintenance activities (responsible for short term decisions and communication)”

[EN 15628 “Qualification of Maintenance Personnel]

Design of Maintenance • Design of Maintenance involves elements of uncertainty in addition to the

more usual and structural design of material objects.

• You need: - methods of analysis (qualitative and quantitative); - analytical techniques; - simulation techniques; - soft-computing techniques.

• In general:

"Design the maintenance means determining the mix of maintenance policies that maximize plant availability in a context of global costs containment"

preventive maintenance frequency

maintenance total cost

preventive maintenance

cost

failure maintenance

cost


Design of Maintenance


Strategies

Policies

Maintenance Proactive maintenance

Improving maintenance

Predictive maintenance

Unplanned maintenance

Planned maintenance

Improving maintenance

TPM

RCM

• A guasto • Preventive • On condition

•Predictive •Proactive

•Prognostics

TPM = Total Productive Maintenance

RCM = Reliability Centered Maintenance

Design of Maintenance



Design of Maintenance • Maintenance is managed by processes, taking as a basis the maintenance

budget, and using as a guide the maintenance indexes (general, effectiveness, efficiency and governing the organization):

Management processes

Design Planning Programming

OPERATIONS

Execution Summarizing. Control

Third parties (purchase performance and job control)

Engineering Materials (supply and management)

Computer System Maintenance

Scheduling


Total Productive Maintenance • Total Productive Maintenance (TPM) is a comprehensive, pervasive and

synergic approach to production problems, with the aim of improving performance through the commitment of all employees and the use of small groups of assets.

• TPM approach aims to reduce the so-called "six big losses“: – loss of time

• troubleshooting and preventive maintenance • set-up and adjustments

– speed losses • minor stops (reversals, cleaning, ...) • speed reduction

– defects • losses in yield, in particular at start-ups • losses due to non-compliance

http://www.google.it/url?sa=i&rct=j&q=Gung+Ho&source=images&cd=&cad=rja&docid=0II0W0GamW49LM&tbnid=ht4ayOlqW-svlM:&ved=0CAUQjRw&url=http://moinul.wordpress.com/tag/gung-ho/&ei=5lIeUf3cI4Sm4ASg4IHIDQ&bvm=bv.42553238,d.bGE&psig=AFQjCNEXVvaC5kU53MKhXOsF5oeMwanJlw&ust=1361028166274704


Total Productive Maintenance

http://www.google.it/url?sa=i&rct=j&q=total+productive+maintenance&source=images&cd=&cad=rja&docid=qtrIV5m8EXrrSM&tbnid=ILI5vOQfKxXXBM:&ved=0CAUQjRw&url=http://www.tpslean.com/leantools/tpm.htm&ei=KFMeUcLGI8K0tAb3n4HQBg&bvm=bv.42553238,d.Yms&psig=AFQjCNHzMJmttSIFqJ_wV8FhiGd4zIEIKg&ust=1361028259928146

http://www.google.it/url?sa=i&rct=j&q=total+productive+maintenance&source=images&cd=&cad=rja&docid=P1BfAHb6j_eYXM&tbnid=XeF3wXdblvTKjM:&ved=0CAUQjRw&url=http://www.qualitycoach.net/land/gbmp.htm&ei=jlMeUZOBKIbGtAaH8oDgCg&bvm=bv.42553238,d.Yms&psig=AFQjCNHzMJmttSIFqJ_wV8FhiGd4zIEIKg&ust=1361028259928146


Examples

OEE - Overall Equipment Effectiveness

= Availability Performance level

Quality level in production X X

Losses due to breakage / failure

Losses for adjustement and set-up

Minor stops and no-load operation losses

Losses due to reduced speed

Losses due to defects in quality and manufacturing

Losses due to instability in the process

OEE


Examples

19

What is the contribution to profit due to an increase of 1% of A, P o Q (OEE)?

Total Time (220 x 24h) = 5280 h Maximum capacity of production = 25 t/h Profit margin = 300 E/t

OEE (A x P x Q) Present = 0,9 x 0,9 x 0,9 = 0,729 Improvement of OEE = 0,91 x 0,9 x 0,9 = 0,737

Profit improvement:

(0,737–0,729)x5280x25x300 = 316.800 E


Examples


Case study: improvements in a pharmaceutical industry

• Improvement of maintenance and increase of productivity in a chemicals- pharmaceuticals company in Latina.

Blister machine

Cases machine

Tray machine

Shrinkwrapper

Boxes machine



Monitoring system for PRS data (Production Reporting System)


The number of bridge structure entering the last period of their service life is increasing in Europe (Italy)

Large demand by European Regional (Italian) Public Administration of tools and techniques useful for bridge decision support

This process generates

Different Italian Agencies that manage a bridge network are interested in developing automatic procedure for inspections and bridge safety assessment

Case study: the management of a railway infrastructure DOMUS Project


[1] B. Godart and P.R. Vassie, “Bridge management systems: extended review of existing systems and outline framework for a European systems”, BRIME PL97-2220 - Project funded by European Commision, Deliverable D13, (1999).

[2] R. Kaschener, C. Cremona and D. Cullington, “Review of current procedure for assessing load carrying capacity”, BRIME PL97-2220 – Project funded by European Commision, Deliverable D1, (1999).

[3] E. Small, “Review of current BMS in USA: Bridgit and Pontis Private Comunication (2002).

[1] K. Bergmeister, “Assessment procedures and safety evaluation of concrete bridges”, CEB Bulletin 239, (1997). [2] J. Žnidarič and I. Peruš, “Condition rating methods for concrete structures”, CEB Bulletin No. 243: Strategies for Testing and Assessment of Concrete Structures, Appendix A, (1998). [3] L. Bevc, B. Mahut and K. Grefstad “Review of current practice for assessment of structural condition and classification of defects”, BRIME PL97-2220 – Project funded by European Commision, Deliverable D2, (1999).

Bridge Management Systems - BMS

Priority Ranking Procedures



Objectives

Demands on BMS - Bridge Management Systems

Automatized Bridge Inventory Enhancement of Procedure for Inspection generally at the Visual Level Assesment of Level of Service within Safety Margin Prediction of Needs and Costs Optimization

Management of a variety of bridges designed and constructed in a wide interval of time, therefore heterogeneous in:

structural tipology, used materials, construction procedures, etc.

Management of different data acquired in different level of reliability Fusion of Data and Information within a common basis Serching of Optimal Solutions, generally not unique




2015


Structure of a BMS Top down approach

Logical Data Flow

Def.: BMS are any system or series of engineering and management functions which, when taken togheter, comprises the actions necessary to manage a bridge program

Bridge Inventory Priority Ranking Procedure Standard Procedure for Visual Inspection Assesment of Level of Service Deterioration Prediction Model Prediction of Load Capacity and Load Capacity deterioration

Prediction of Needs and Costs Optimization

Budgets Standards

Policies

Projects

Budgets

Standards

Policies

Projects

Bottom up approach



MATERIALS

Steel Concrete

covered steel beam

Mixed Steel /

Concrete

Reinforced concrete

Pre-stressed concrete Masonry variation

A1 S1 C1 V1

Ope

n Se

ctio

n

A2 I2 S2 C2 P2 V2

Sezi

one

scat

olar

e

A3 S3 C3 P3 V3

A4 C4 V4

Ope

n Se

ctio

n

A5 I5 C5 M5 V5

Sezi

one

scat

olar

e

A6 C6 M6 V6

A7 S7 C7 V7

Ope

n Se

ctio

n

A8 S8 C8 P8 V8

Clo

sed

sect

ion

A9 S9 C9 P9 V9

A10 C10 M10 V10

C11 V11

STR

UC

TUR

AL

SYST

EMS

Trus

s B

eam

Bea

ms

Bea

ms

Trus

s B

eam

s Tr

uss

Bea

m

Bea

msAR

CH

SD

ECK

SSU

SPEN

DED

AN

D S

TAYE

D

BEA

MS

TUB

ES

Circ

ular

Se

ctio

nR

etta

ngul

ar

Sect

ion

Bridge Inventory – Definition of Bridges Groups

Prevalent Material

Structural Scheme of the Main Span



Data Groups:

Profile 14 Bridge Railway Network Interaction 19 Design and Construction Process 12 Geometry, Structural Systems and Materials 323 General (10), Materials (82), Horizontal Structures and Components (80+117), Vertical Structures (25), Joints and Bearings (10)

Enviroment 17 Bridge History 15 Maintenance and Inspection 17 Total Number of data type 417

Number of Data :

Bridge Inventory – Definition of Significant Data



Priority Ranking Index

Priority Ranking Procedure

Modified version of: Wicke 87, Bergmeister 97, Znidirac and Perus 98

VD damage or defect level for the type component c (average or maximum) Bi potential effect of the damage type "i", (range value 1 to 4); K1i component's effect (range value 0.5-1-1.5-2); K2i intensity of the damage type "i". (range value 0.5-1-1.5-2); K3i extent and expected propagation of the damage type "i" (range value 0.5-1-1.5-2); K4i urgency and needs of intervention . (range value 1 to 5);

100max

100 ×=×==∑

∑c D

c D

rc V

VRRRI

iiiidi iD KKKKBV 4321..1××××= ∑ =

where


iiiidi iD KKKKBV 4321..1××××= ∑ =

100Vmax

V100

RRRI

c D

c D

rc ×=×==

∑∑

i4i3i2i1d..1i iD KKKKBV ××××= ∑ =


Groups:

Defects on Supported components 2 Defects on Substructures 6 Defects on elements and components in reinforced and pre-stressed concrete 28 Defects on elements and components in steel 15 Defects on elements and components in masonry 9 Defects on Joints and Bearings 18 Total number of defect and damage type 78

Number :

Priority Ranking Procedure – defect importance B, K2 ,K3

Definition of damage and defects



Relative Importance of elements and components :

Priority Ranking Procedure – components importance K1 Elementi strutturali Componenti strutturali K1i Σ

1 Pile 0,22 Fondazioni o pulvino 0,33 Spalle 0,44 Muri 0,15 Muri d'ala 0,2 1,26 Travi 0,67 Soletta 0,48 Trasversi di estremità 0,29 Trasversi 0,3 1,5

10 Travi maestre, travi gemelle o longherine 0,611 Soletta o calastrello 0,412 Trasversi 0,213 Controventi orizzontali 0,114 Controventi verticali e/o mensole 0,1 1,4

16 Elementi orizzontali estradosso o archi laterali 0,417 Elementi orizzontali intradosso o arco inferiore 0,318 Anime o rinfianchi 0,319 Trasversi 0,2 1,220 Travi maestre o principali 0,521 Travi trasversali 0,222 Longherine 0,323 Controventi orizzontali e/o mensole 0,124 Controventi verticali 0,125 Aste controventamento longherine 0,2 1,426 Marciapiedi / Tavolato 0,127 Piazzola di rifugio / Soletta portata 0,228 Parapetti 0,1 0,4

SV Sottostrutture: PILE e SPALLE

SO1Strutture

orizzontali tipo I TRAVI

SO2Strutture

orizzontali tipo II LONGHERINE

SO3 Strutture orizzontali tipo III 15 Solettoni 1,2 1,2

SO4Strutture

orizzontali tipo IV CASSONI ARCHI

SO5 Strutture orizzontali tipo V

SP Componenti portati

MC Meccanismi di collegamento 29 Meccanismi di collegamento 0,8 0,8


Elementi strutturali Componenti strutturali K1i Σ

1 Pile 0,22 Fondazioni o pulvino 0,33 Spalle 0,44 Muri 0,15 Muri d'ala 0,2 1,26 Travi 0,67 Soletta 0,48 Trasversi di estremità 0,29 Trasversi 0,3 1,5

10 Travi maestre, travi gemelle o longherine 0,611 Soletta o calastrello 0,412 Trasversi 0,213 Controventi orizzontali 0,114 Controventi verticali e/o mensole 0,1 1,4

16 Elementi orizzontali estradosso o archi laterali 0,417 Elementi orizzontali intradosso o arco inferiore 0,318 Anime o rinfianchi 0,319 Trasversi 0,2 1,220 Travi maestre o principali 0,521 Travi trasversali 0,222 Longherine 0,323 Controventi orizzontali e/o mensole 0,124 Controventi verticali 0,125 Aste controventamento longherine 0,2 1,426 Marciapiedi / Tavolato 0,127 Piazzola di rifugio / Soletta portata 0,228 Parapetti 0,1 0,4

SV Sottostrutture: PILE e SPALLE

SO1Strutture

orizzontali tipo I TRAVI

SO2Strutture

orizzontali tipo II LONGHERINE

SO3 Strutture orizzontali tipo III 15 Solettoni 1,2 1,2

SO4Strutture

orizzontali tipo IV CASSONI ARCHI

SO5 Strutture orizzontali tipo V

SP Componenti portati

MC Meccanismi di collegamento 29 Meccanismi di collegamento 0,8 0,8


Evaluation of the reference value Rr

Priority Ranking Procedure – Evaluation Rr

I1 ( PD ) Add all defined damages for all defined components

I2 ( Z ) Add all defined damages for all components belonging a bridge group

I3 ( PM ) Add all damages for all components belonging a bridge group

I4 ( D1 ) Add all inspected damages for all defined components

I5 ( D2 ) Add the rms value of all defined damages for all defined components

∑ = di DiV..1

2)(max

100max

100 ×=×==∑

∑c D

c D

rc V

VRRRI

Different measures for I

11

1

)()(

α=ZI

PDI2

1

1

)()(

α=ZI

PMI



Groups:

Substructures 6 Structures 20 Supported Elements 3 Joints and Bearings 18 Total number of format for visual inspection 51

Number :

Standard Procedure for Visual Inspection Definition of a format for visual inspection of each component type



Index values in components

Results from Visual Inspection

0%10%

20%30%

40%50%

60%70%

Piers

Found

ation

Retaini

ng w

alls

Backw

alls

Wing w

alls

Main gi

rders

Transve

rse gi

rders

Stringe

rs

Horizo

ntal c

ross-b

racings

Vertica

l cros

s-brac

ings

Stringe

r croo

s-brac

ings

Sidewalk

s

Barrier

s

Parape

ts

Median

sCurb

s

Dam

age

Inde

x

I1

I2

I3

I4

I5



Identification of a Probabilistic model Through Montecarlo Simulation

Probabilistic characterization of the Priority Ranking Index

0.16 0.18 0.2 0.22I1

0

0.2

0.4

0.6

0.8

1

F(x

) = P

DF

= N

occ

Nto

t

0.14 0.16 0.18 0.2 0.22 0.24I0

0.02

0.04

0.06

0.08

0.1

p(I)

Probability Distribution Function

0.12 0.16 0.2 0.24 0.28I0

0.02

0.04

0.06

0.08

0.1

p(I)

Probability Density Function vs Normal Distribution ( Gaussian )

Priority Ranking Index I1 for the Bridge Groups C2 - P2 (SO2 ) Reinforced and Prestressed Concrete Decks – Closed Section

Probability Density Function vs LogNormal Distribution

Ns = 1000



Dependence on number of simulation

Probabilistic characterization of the Priority Ranking Index

0.14 0.16 0.18 0.2 0.22 0.24I0

0.04

0.08

0.12

p(I)

NORMALNs = 1000DI = 0.0025m = 0.1906 s = 0.0121

0.14 0.16 0.18 0.2 0.22 0.24 I 0

0.04

0.08

0.12

p ( I )

N O R M A L

N s = 5 0 0 0 D I = 0 . 0 0 2 5 m = 0 . 1 9 0 3 s = 0 . 0 1 2 0

0.14 0.16 0.18 0.2 0.22 0.24I0

0.04

0.08

0.12

p(I)NORMALNs = 10000DI = 0.0025m = 0.1901 s = 0.0120

0.14 0.16 0.18 0.2 0.22 0.24I0

0.02

0.04

0.06

0.08

0.1

p(I)

LOGNORMALNs = 1000DI = 0.025m = -1.6421 slnY = 0.0647

0.14 0.16 0.18 0.2 0.22 0.240

0.02

0.04

0.06

0.08

0.1


0.14 0.16 0.18 0.2 0.22 0.240

0.02

0.04

0.06

0.08

0.1


a) b) c)

d) e) f)

Ns = 1000

Ns = 5000

Ns = 10000


Case study: the management of a railway infrastructure

Development of any Bridge Management System is a long term research project The number of types of bridges in the management system makes the problem complicated even at the level of determining a priority ranking procedures Assessment Procedures and Safety Evaluation are under study

Deterioration Prediction Model Prediction of Load Capacity and Load Capacity deterioration




Decadimentodei materiali

AmbienteAggressivo

Aspetti Geologici

AspettiGeotecnici

Anno di costruzioneCondizioni di

utilizzo nel tempo

Sismicità dellaZona

Difetti diprogettazione

o di esecuzione

Modifichenon idonee

Opera d’ArteFerroviaria

InformazioniIdentificative

Condizioni diutilizzo nel tempo

Materiale di costruzionee modo di funzionamento

InformazioniProgettuali-Fondazioni

MACROFAMIGLIEE FAMIGLIE

ANAGRAFICAInformazionidi carattere

fisico/ambientaleAltro

Catalogodifetti

Schedaispezioni

Catalogodifetti

Schedaispezioni

Catalogodifetti

Schedaispezioni

Catalogodifetti

Schedaispezioni

Catalogodifetti

Schedaispezioni

Catalogodifetti

Schedaispezioni

Catalogodifetti

Schedaispezioni

Catalogodifetti

Schedaispezioni



ANAGRAFICAGENERALE

DOMUS

ponte xxxElementi CostruttiviORIZZONTALI

ponte aaaponte bbbponte ccc

ponte xxx

ponte xxxElementi CostruttiviVERTICALI

ponte xxxAltri Elementi CostruttiviMeccanismi d’appoggio ecc.

Pila/spalla n

Pila/spalla 2

Pila/spalla 1 TipologiaMateriale

TipologiaMateriale

TipologiaMateriale

Campata n

Campata 2

Campata 1 TipologiaMateriale

TipologiaMateriale

TipologiaMateriale

Identificazione e Caratterizzazione di tutti gliELEMENTI COSTRUTTIVI

ponte xxxDati ferroviari, geotecnicitraffico, progettuali ecc.



SCHEDA ISPEZIONECATALOGO DIFETTI

PONTE xxx

Ponte xxxn. ... isp. Data ../../..•Elemento Costruttivo (localizzazione e tipologia)•localizzazione difetto “α” nell’ambito dell’Elemento Costruttivo•tipo difetto “α”/ Valutazione Degrado•fotografie dell’Elemento Costruttivo

Data Base

DATA BASE DOMUS CATALOGO DIFETTI

DATA BASE DOMUSSCHEDE ISPEZIONE

ANAGRAFICAGENERALE

DOMUSponte xxx

PRESELEZIONE schede ispezione

catalogo possibili difetti

Compilazione Schede Ispettive ELEMENTI COSTRUTTIVI ponte xxx basatasull’Identificazione e la Caratterizzazione di tutti gli ELEMENTI COSTRUTTIVIDIFETTI TIPO “α” inclusi in algoritmo DOMUS

ponte xxxElementi CostruttiviVERTICALI

Pila/spalla n

Pila/spalla 2

Pila/spalla 1 TipologiaMateriale

TipologiaMateriale

TipologiaMateriale

ponte xxxElementi CostruttiviORIZZONTALI

Campata n

Campata 2

Campata 1 TipologiaMateriale

TipologiaMateriale

TipologiaMateriale

n.... Data ../.. /...

n.... Data ../.. /...

α

VALOREALGORITMO

LIVELLO DEGRADOINTERMEDIO

INTERVENTO PUNTUALE

“Comitato Tecnico di Gestione FS”

INRETE2000

NORMALE ATTIVITÀDI MONITORAGGIO

AUMENTOFREQUENZA ATTIVITÀ

DI MONITORAGGIO

DEGRADO ALTO LIVELLO

DEGRADO ASSENTE - MINIMO

AUMENTOFREQUENZA ATTIVITÀ

DI MONITORAGGIOATTIVAZIONEOPZIONALE

DOMUS FASE II(anomalie “β”)

AUMENTO FREQUENZA ATTIVITÀDI MONITORAGGIO

ATTIVAZIONE OPZIONALEDOMUS FASE II (anomalie “β”)

emonitoraggio dei singoli Componenti

degli Elementi Costruttivi(DOMUS FASE II)

αααα

αααα

αααα

αααα

αααα

αααα



DIFETTI NELLE SOTTOSTRUTTURE

SS11 MOVIMENTI NEL PIANO ORIZZONTALE

Definizione: movimenti della fondazione su un piano orizzontale.

Modalità ispettive: ispezione visiva e misurazione con metro. Poiché, il difetto è difficilmente rilevabile se ne può individuare la presenza attraverso: apertura o rigonfiamenti del terreno limitrofo alle fondazioni, spostamenti relativi anomali nei giunti, deformazioni dei binari.

Utrasv.

Ulong.



COPPIE DI TRAVI

SEZIONE TRASV. SCHEMATICA VIADOTTO

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Maintenance of historic structures: background

• Why speaking of maintenance in Rome: – The first builders?

• The first stone temple is the Gobekli Tepe (rounded hill) one, in Turkey (9600 bC) • The first stone towers are the so called ziggurat in the area of Mesopotamia (Sumerian, Babylonian and Assyrian) (4000 bC) • The first stone temple un Europe is the Stonhenge, in UK (3000-1600 bC) • The first pyramids and stones are probably in Egypt (2500 bC) • The first one-stone monument is the Sphinx from Egypt (2500 bC) • The first one-stone obelisks (monoliths) are from Egypt (2300 bC) and they are now in Rome (less in London, Paris, etc.)

– The first engineering handbook?

• De Architectura, by Marco Vitruvio Pollione (15 bC)

– The first engineer?

• Leonardo Da Vinci (‘500)

– The most visited historic building?

• The Flavius amphitheatre or Amphiteatrum (Colosseo) (80 AD): 91 Geuro/year

Quamdiu stabit Colyseus stabit et Roma; cum cadet Colyseus cadet et Roma; cum cadet Roma cadet et mundus

As long as the Coloseum, Rome also exist; when the Coloseum falls, Rome will fall; when Rome falls, the world will fall.


Historic structures in Rome: the monoliths



http://viaggiandovaldi.files.wordpress.com/2011/04/p1040443.jpg


SAPIENTIS AEGYPTI INSCVLTAS OBELISCO FIGURAS AB ELEPHANTO BELLVARVM FORTISSIMA GESTARI QVISQVE HIC VIDES DOCVMENTVM INTELLIGE ROBVSTAE MENTIS ESSE SOLIDAM SAPIENTIAM SVSTINERE

Whoever sees here that the symbols of the Egyptian sage, inscribed on the obelisk, are carried by the elephant, the strongest of the beasts: understand that it is a proof of a robust mind to sustain solid wisdom.



Rome and Maintenance of historic structures • The public spending for the maintenance of historic/artistic structures is (2012)

– 53 Meuro – 0,003% of GNP (1500 Geuro) – X% of the value of the historic/artistic structures – For Industry: maintenance is at least the 4% of the value of the goods – For Health sector: maintenance goes from 8% to 19% of the value of the goods.

• What is the value of the Italian monuments (X)? – The brand value of some of the most famous Italian monuments is estimated at nearly 400 billion

euro* (but 2/3 of the archaeological sites are not surveyed). – It is a value that does not affect the tangible heritage but it is linked to the image and visibility of

the brand.

• Then the public spending for maintenance of Italian maintenance should be at least:

– 16 billion euro – 300 times of the present spending.


Risk Map • The "Risk Map" is the geographic information system of scientific and administrative support to the

government agencies responsible for protecting the territorial and cultural heritage.

• For the construction of the risk model was adopted a statistical approach, based on which the individual assets are valued as a "unit" of a "statistical population" of which the aim is to assess the level of vulnerability and risk.

• The Risk factors have been divided into: - Individual Vulnerability (V), ie a function that indicates the level of exposure of a given item to the aggression of environmental and territorial factors

• - Territorial Hazard (P), ie a function that indicates the level of potential aggressiveness of a given geographical area, independently of the presence or not of historic structures.

• The ISO 31000 (2009) (“Principles and Guidelines on Implementation of risk management”)/ISO Guide 73:2002 (“Risk Management - Vocabulary”) definition of risk is the 'effect of uncertainty on objectives'.


Risk Map • The search fields available are all self-explanatory and search clauses are linked by a relationship type

logic AND.


Risk Map • Clicking on the voice Schede (cards) on the side menu you get the list of all cards associated with the

item selected. Such cards can also be selected in turn by clicking on the card identification code.


Risk Map • Through the side menu you can navigate completely card information that are in a hierarchical/tree

structure.


• COVA, is the project by Sapienza University which aims to enhance the minor assets of Italian cultural heritage through virtual models and augmented reality applications.

• The idea is designed to: – create digital reconstructions of monuments to monitor the state of conservation – to return the enjoyment of works otherwise inaccessible to the general public.

• The vital parameters for the preservation of monuments, obtained from wireless sensor networks, are received on tablets and other computing platforms, so to plan actions for protecting the sites and manage emergencies in real time.

• The digital model allows a remote user both a visit in 3d sites in its present state of preservation, and a journey into their history reconstructed.

COVA, Crowd funding for cOnserving and VAlorizing minor monuments


• COVA site visits are enhanced by augmented reality apps that extend and enrich the sensory perception of the visitors with tourist information and culture.

• COVA technology is designed for those monuments that are not part of the main tourist circuits and are often relegated to the margins of cultural consumption.

COVA, Crowd funding for cOnserving and VAlorizing minor monuments


Inside Rome: Rome door to East

• Eastern wind always caressed Rome and it blowed over the Tiber valley well before that within the seven hills was founded a city named Rome (4/21/753 bC).

• Magic and esoteric rituals always lived there, with the ancient babylonic and egyptian cultures.

• The “Devil”? It existed there well before that the Pope established.

• Rome? She was a young, lonely and romantic girl, gentle as a sea flower, but so strong to strike the will of Aenea with whom, together with other Troyans, she escaped from the annihilation of Troy. Rome could use the art of magic, of love and of the other more deep and sacre human feelings. (Stesicoro, VI sec. b.C.).

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Inside Rome: Rome door to East

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maintenance management maintenance of historic structures · 2017. 3. 14. · lorenzo fedele pagina...

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