Horse meat or beef? (2) A Evans, EAMS, 21/3/13

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The second speaker for our session on Business Intelligence dashboards was Andy Evans, Enterprise Asset Management Systems, who explained how performance reporting has improved reliability and reduced costs at Tube Lines

Presentation also available on YouTube https://www.youtube.com/watch?v=JwVfjVp5t9k

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Horse meat or beef? (2) A Evans, EAMS, 21/3/13

  1. 1. Business Intelligence Dashboards –Horse meat or beef?BCS Data Management Specialist Group - 21st March 2013
  2. 2. 02Business Intelligence for Competitive AdvantageAndrew Evans – Enterprise Asset Management Solutions
  3. 3. JOURNEY TO WORLD CLASS ASSET & SAFETY MANAGEMENTBUSINESS INTELLIGENCE FOR COMPETITIVE ADVANTAGE
  4. 4. INTRODUCTIONS AMIP: ASSET MANAGEMENT IMPROVEMENT PROGRAMME ANDY EVANS: AMIP PROGRAMME MANAGER (DIRECTOR OF ENTERPRISE ASSET MANAGEMENT GROUP)
  5. 5. CONTENTS SECTION ONE: TUBE LINES  Transport for London – London Underground  Responsibility  Performance Comparison SECTION TWO: BUSINESS INTELLIGENCE FOR COMPETITIVE ADVANTAGE  AMIP Programme – „the journey to world class asset and safety management  Strategy  Business transformation  „Metro‟ Maximo  Optimised Decision Making/Business Intelligence  Safety Management  GIS  Next Steps SUMMARY/Q&A
  6. 6. SECTION ONE: TUBE LINES - JNP AP
  7. 7. TUBE LINES
  8. 8. VISION Working together to deliver an outstanding Tube for London Over 500 million passenger journeys per year Providing a World Class transport service for our customers 1.1 billion passenger journeys per year
  9. 9. RESPONSIBLE FOR……… FleetJubilee, Northern & Piccadilly Lines41% of London Underground‟s Assets13 Asset Classes 255 passenger trains Transplant -Non passenger fleet of engineering trains -Electric battery and diesel locomotives and other specialist on track machines -Tamping machines, rail mounted cranes, rail and sleeper delivery trains, tunnel cleaning train, track recording vehicle, etc ERU Provide services to all of LU and Londons emergency services
  10. 10. RESPONSIBLE FOR……… InfrastructureJubilee, Northern & Piccadilly Lines41% of London Underground‟s Assets13 Asset Classes 385km of Track 745 Points and Crossings Bridges and Structures - 4,314 Deep Tube Tunnels - 203km Earth Structures - 81km Pipes and Drainage Split into: - Pipes - 650 - Catch pits - 4,313 - Track Drainage Pipes - 118km - Station Drainage System - 100 Signals: 110,192
  11. 11. RESPONSIBLE FOR……… StationsJubilee, Northern & Piccadilly Lines41% of London Underground‟s Assets13 Asset Classes 100 Stations 340 Non-Station Premises M&E Fire Comms 110 Lifts, 231 Escalators Power: 17,000
  12. 12. RESPONSIBLE FOR………Delivering a £5.4 billion investment programme to improve ournetwork over an eight year period.Upgrades: Jubilee Lines and Northern Line TBTC Signals Upgrade
  13. 13. PERFORMANCE COMPARISON  26% cheaper v London Underground (IIPAG)  30% more reliable v London Underground Maintenance Compliance to Standard: unknown – 60-90% now 99.8% average Asset (Line) Performance: Zero Delay Days increase by 40 % in last 24 months 7 times safer for workers over the last 5 years
  14. 14. FLEET: TUBE LINES V LONDON UNDERGROUND Line Fleet Year No of Trains No of Cars Normalised cost to maintain MDBF per car Piccadilly 1973 86 519 £25,455 45,000 (Tube Lines) Bakerloo 1972 36 252 £48,060 11,591 LUL JUBILEE LINE FLEET CASE STUDY Was SAP (Alstom) Moved into Tube Lines („Metro‟ Maximo) Performance Improvement: 10,000 km MDBF – now 20,000 MDBF (100%)  8 weeks implementation timeframe - continuous improvement/benchmarking
  15. 15. POST OLYMPICS THE LONDON MAYOR‟S CHALLENGE Boris Johnson 30% reliability improvements YESTERDAY‟S EXCELLENCE is TODAYS STANDARD and TOMORROW‟S MEDIOCRITY
  16. 16. SECTION TWOBUSINESS INTELLIGENCE FOR COMPETITIVE ADVANTAGE
  17. 17. TUBE LINES PRIOR TO AMIP - THE TRADITIONAL ORGANISATION 3rd party Apps app Apps In-house app Apps Apps Apps 3rd party app
  18. 18. People, Process and SystemBuilding the vision, strategies, programme, organisation, capabilities, tools & BUSINESSINTELLIGENCE to facilitate the journey to enable business transformation andperformance improvement1. Competent Asset Management2. Advanced Asset Management3. World Class Asset Management Competent Advanced World ClassASSET MGMT MATURITY SCALE Aware/developing Embedded Integrated /Optimal
  19. 19. AMIPOBJECTIVES(Support the requirement for) The development of standard optimised asset management processes across the business(Support the processes for) Effective maintenance and renewal regime optimisation over the life of the assets.(Support) The development of whole life cost models by the provision of timely, integral and accurate asset, condition,performance and cost informationDELIVERABLES•Develop and standardise asset management (Maximo) processes across the asset groups•Implement/Optimise Maximo in all asset areas that it is currently not being utilised to the specified level within the asset specificimplementation plan and the overall strategy• Provide standard output Reporting/KPIs at all levels within the organisation•Ensure data integrity•Put in place a supportive organisational structure to ensure that individual, team competence and behaviours are systematicallydeveloped to ensure both compliance to processes and ongoing improvement of asset management supported by a Maximo/AssetManagement – Competency Community•To deliver the programme within a phased approach to ensure process standardisation and optimisation, learnt behaviours areshared and consistency is maintained throughout the AMIP programme.
  20. 20. AMIP Tube Lines Asset Management Corporate Objectives Company Invests in achieving Assets Decision Makers maintained & Strategy and Governance to renewed by following supported, enforced capturing enabling & optimised by Maximo People Process (information Data Reporting systems) provides Information Technology Implementation/Improvement boundary - Corporate Objective (Aligned Shared Vision) - Report to Executive & Board
  21. 21. ASSET MANAGEMENT: PAS55/ISO55000 ‘METRO’ MAXIMO
  22. 22. ENTERPRISE ASSET MANAGEMENT (EAM) Diagnostic – maturity model Data Quality Information Quality What information do we need? Outcome Quality Decision Quality What does the programme look like?
  23. 23. „METRO‟ MAXIMO ASSET & SAFETY MANAGEMENT SYSTEM ITS ALL ABOUT THE ASSET IN A SINGLE EAM Asset Registration Work & Safety Management Inventory, Stores Management and Procurement Railway & Underground Specific ApplicationsIt allows Tube Lines to plan and schedule work, track equipment status, manageinventory and resources, analyse asset condition, performance and cost.A part of the AMIP programme is to configure/customise Maximo to support LondonUndergrounds business rules for each of the 13 asset classes to enable Tube Linesto move towards World Class Asset Management and meet the Strategic Objectivesof the organisationSupports business processesTechnical enforcement of business rules: different for each asset groupProvides a standard approach by assetSecurity group and role definitions driven by the system
  24. 24. PROCESS - PRODUCTIVITY Its all about Process: Standardised E&E Strategic/Business Objectives - Business Visibility - Management Control - Common Business View - Continuous Improvement - Optimised Processes Process - Effectiveness & Efficiency - Uniform Metrics Productivity - Business Agility - Uniform Reporting - Empowerment - Competitiveness - Operational Flexibility Critical Success Factors 1. Integrate: Standardisation : duplication removal 2. Assemble: New processes (business objectives) 3. Optimise: (performance indicators/metrics – CSFs/business objectives)
  25. 25. AMIP Asset Management Model AMIP ASSET MANAGEMENT MODELLevel 2AMIP pervades all areas of Tube Lines Business LEVEL TWO
  26. 26. AMIP DELIVERY „Competent Asset Management‟  Controlled asset register  Work plans and work execution managed within Maximo  Basic planning and compliance reporting To deliver E&E improvements Tube Lines will become more dependent on advanced business process, exacting data, greater cost control and productivity visibility supported by „Metro‟ Maximo and increased business intelligence „Advanced – World Class Asset Management Predictive modelling, risk management and optimised decision making techniques using detailed data on asset asset condition, performance and cost. Integrated Materials Stores Management Optimised planning and scheduling Predictive Maintenance – Condition Monitoring Equipment based maintenance and RCM opportunities  Activity Based Costing/ Standard Costing  Productivity Analysis (Asset v Line v Crew & including 3rd Party Maintainers)  Advanced Reporting and Analysis  Embedded GIS  Integration: Operating systems, SCADA and remote monitoring systems
  27. 27. BUILDING BLOCKS OF SUCCESS:BUSINESS TRANSFORMATION
  28. 28. BUILDING BLOCKS OF SUCCESS„Tube Lines being recognised as a place ofexcellence for engineering, innovation, partnershipand delivery ess sin /Bu s gic ctive a te e Str Obj t M gm ial nc na ce Fi an rm t Achieving r fo /Pe emen set g As Mana e nc s ura nce As plia Decision Making m en t Co & Behaviours em t g m na Ma ls Mg Outputs: Reporting rk a Wo ateri on M tr a ti e gis Data se tR As Maximo Process
  29. 29. OPTIMISED DECISION MAKING: BUSINESS INTELLIGENCE Pre AMIP  Cottage Industry J  Smiley faces - now hard facts, supported by detailed empirical information AMIP  Definition of Reporting Strategy  Development of a Reporting Framework Common look and feel across all Asset Groups Reports can be scheduled and/or ran on an ad hoc basis  Report Tracking Application captures performance metrics – who, when, how long  Over 2 million automated reports run since July 09  Encourage cross asset/line/zone comparison  Assists with the identification of best practice Driving improved business behaviour/performance  Support optimised decision making  Support on-going performance improvement/initiatives and organisational change requirement
  30. 30. REPORT METHODOLOGY Reports KPIs Metrics SPC L1  FRONT LINE STAFF  PLANNERS L2  MANAGEMENT  SENIOR MGMT L3  GENERAL MANAGERS  OPS/PROJECTS DIRECTORS L4  EXECUTIVE
  31. 31. REPORTING FRAMEWORK Productivity Management Assurance/ Performance/Asset Compliance/ Management Exception Operational/Work Management/ Materials Management Actuate E- KPI Manager GIS Reports Reports Spreadsheet
  32. 32. +REPORT MAILBOXES  All Mailboxes across Tube Lines set up the same for reporting  Reports support all critical meetings, decision making and events
  33. 33. SCHEDULED REPORTS +Reports delivered directly into inbox at predeterminedtimeframesReports support all critical meetings, decision making andevents.Site Staff to Directors/ExecutiveCrosses functional/asset boundaries (Assurance/ProjectsOperations/LU, and other organisations) No excuses for not knowing Staff see who is receiving report so enforces good practiceagainst defined processes. Information within reports provides detail of what needs to bedone if compliance is not 100% Back up by Report Tracking – total visibility Email describes what the report demonstrates
  34. 34. JOURNEY TO WORLD CLASS: PYRAMIDS Embedded DST/BI & Visualization Not all assets are at the same level Assets that are further up the pyramid are performing better All Assets can improve further Structured approach for improvement, internal benchmarking Detail is managed through day to day optimised processes that are owned and can be measured
  35. 35. ASSET REGISTRATION TO DECOMMISSIONINGPre AMIP Acquire /Install Process Directorate specific – lack of definition & ownership Historical handover / acceptance of asset information poor Required asset breakdown hierarchy not defined Lifecycle Plan Maintain Delivery Unknown / out of date asset registers Asset Management without an Asset Register Decom/AMIP Dispose Tube Lines Process P-492 Tube Lines Asset Registration Process Ownership and accountability – Asset Data forms key deliverables in the gated process Asset breakdown hierarchies defined – forms (TLF-447) Asset Information Group (AIG) – facilitation Reports / Measures defined – assured Asset Registers
  36. 36. AcquireLIFECYCLE DELIVERY /Install Lifecycle Maintain Plan Delivery PROJECTS Decom/ Dispose OPERATIONS Procurement Maintenance CAPEX Handover OPEX Costs P:492 Costs Engineering Modifications Construction Routine Change Report Northern Line Asset Registration Report
  37. 37. COMPLIANCE: INSTRUCTION DOCUMENTSCompliance Reporting Process Operations Pre Executive Asset Managers/ Senior Management HSE/Assurance Board Maintenance Managers - Period view - Weekly view - Period - All Assets - All Assets - Daily - Weekly - All work types - Planned work only - Asset/Line/Maintainer specific - Asset specific - Senior Managers present at Pre - Part of Board Report Executive Meeting a All Asset Reports/Compliance/Period Compliance .pdf L&E Reports/Compliance/L&E.pdf Signals: Reports/Compliance/Compliance Signals.pdf
  38. 38. Work Bank Management: Size and Composition & New and Completed Asset Managers/ Senior Management Operations Pre Executive Maintenance Managers HSE/Assurance - Period view - Period view - Weekly view - Weekly view - Weekly view - Senior Managers present at Pre - Asset/Line/Maintainer specific - Asset specific Executive Meeting Company standard per asset : Quantify level of risk Failure Codes : Track Standard Faults Reports/Failure Codes/Track Standard Faults.pdf Signals TBTC Reports/Failure Codes/TBTC_Failure_Codes_Guide_A5_Version1.2.pdf System enforced: failure codes  Fleet Period: Reports/Work Banks/Fleet - All Lines .pdf Forecast and budget – standard costs Signals Zone Reports/Work Banks/Signals.pdf
  39. 39. WORK ORDER EXCEPTION REPORT KPI: DATA INTEGRITY The accuracy of data within the work order ensures that all output reporting is accurate 80% of the business rules are managed from within Maximo 20% of detailed rules managed from the Exception Report Rule sets different for each asset To do things right or wrong takes the same amount of time Ownership at different levels Track Report: Track
  40. 40. RELIABILITY ENGINEERING Pre AMIP All assets have done various degrees of Reliability Engineering with difference level of success and different degrees of need AMIP Standard Approach – methodology/Process More exacting information available – performance and cost to improved levels of granularity Ownership and Accountability Easier representation („Metro‟ Maximo scheduled reports) Sustainable processes that are part of DNA of Tube Lines
  41. 41. RELIABILITY ENGINEERING TLES:Reports/Failure Analysis/TLES Failure.pdf MTBF: Reports/Failure Analysis/MTBF.pdf REPEAT FAILURES: Reports/Failure Analysis/Fleet Repeat.pdf MORNING: Reports/Failure Analysis/Morning.pdf Add links to the detailed Failure Analysis reports with Cost
  42. 42. RELIABILITY PROCESS MANAGEMENT
  43. 43. PRODUCTIVITY & UTILISATION Measure and improve levels of productivity of staff Assist with improved planning & scheduling LABOUR PROFILE: LABOUR PROFILE Enables Asset v Line v Maintainer view/comparisons TOT:Reports/Productivity/TOT.pdf Part of Activity Based Costing/Standard Costing ALL ASSETS: Reports/Productivity/ToT All Assets.pdf Part of Asset Management optimised decision making Budgeting and Forecasting Fleet TOT: F:1. LUProductivityProductivity Report - Piccadilly Fleet.pdf Fleet Labour Profile: F:1. LUProductivityTime On Task Labour Profile - Piccadilly Fleet.pdf  Fleet Detailed report Page
  44. 44. GIS AND MAXIMO  WebGIS rolled out across business  Real time spatial view of „Metro‟ Maximo  Used by Planning Teams to co- ordinate across Asset Groups and between Operations & Projects “GIS is integrated with „Metro‟ Maximo and is an Geometry integral part of Tube Lines Oracle Spatial DB Asset Management Processes” Maximo •Asset Data •Open Faults •Closed Faults •Planned Work
  45. 45. SEARCH FOR ASSETS ON GIS To find a bridge
  46. 46. DRILL DOWN TO ASSET DATA & PHOTOGRAPHS Select Bridge for details Go to Bing view of Bridge
  47. 47. REAL-TIME FAULT ANALYSIS VIA GIS Draw circle around place of interest Cable theft Cable Details of faults from Maximo
  48. 48. SAFETY MANAGEMENT: PRE AMIP  Lack of structure/governance  Poor processes (paper based)  Lack of ownership  Lack of HSE guidelines  Lack of visibility for external and internal workforces/companies  Lack of standardised reporting  Suboptimal improvement culture „Improving Safety Performance/Management for Tube Lines‟
  49. 49. SAFETY MANAGEMENT: AMIP 7 times safer  Optimal governance/ownership  Used by all Maintainers/Contractors both within Projects and Operations  Promotes closer working relationships : Transparency and consistency  Standard approach/optimised process management  Balanced Scoring Process  Standardised Reporting/Intelligence  Continuous Improvement Culture Report: HSE Inspection „Improving Safety Performance/Management for Tube Lines‟
  50. 50. SAFETY MANAGEMENT: DASHBOARDS Projects HSE Periodic Dashboard - Period 01 - 2012/13 Hours Worked Since Last Days Worked Since Days Worked Since No IRFs /Accidents/ Injuries 2010-2013 Last RIDDOR Last LTI Hours Worked Since Last LTI RIDDOR Last RIDDOR Last LTI 90 250 TOTAL 1,043,218 TOTAL 1,035,603 07 December 2011 Manual 709,232 143 08 December 2011 Manual 704,059 142 80 Non-Manual 333,986 Non-Manual 331,545 Manhours 200 70 HSE Rolling Rates 2010-2013 (k) No of IRFs/Accidents IRFs + MXES analysis by Cause. /Injuries 60 35 250,000 Last 13 periods 150 50 30 200,000 40 100 25 4% 3% 2%1% 2% 2% 0% 28% 4% 6% 30 Rolling Rate 150,000 7% 20 Hours Worked 8% 19% 20 50 14% 15 100,000 10 10 0 0 50,000 P2 P3 P4 P5 P6 P7 P8 P9 P10 P11 P12 P13 P1 P2 P3 P4 P5 P6 P7 P8 P9 P10 P11 P12 P13 P1 Behaviour - 173 Violation of Procedure - 121 2011/12 2012/13 5 Other - 90 Asbestos - 52 No IRFs+MXES+JFI 30 18 19 27 34 45 61 61 39 53 83 66 75 33 48 39 43 38 73 73 43 28 49 63 57 42 No IRFs 30 18 19 27 34 23 20 23 24 30 46 47 25 22 28 30 35 34 35 58 31 24 33 45 42 35 Competence - 45 Inadequate procedures - 35 0 0 MXES Actions 22 41 38 15 23 37 19 50 11 20 9 8 4 19 8 3 0 0 14 12 5 Condition of tools & equipment - 28 Slips, Trips & Falls - 28 P2 P3 P4 P5 P6 P7 P8 P9 P10 P11 P12 P13 P1 P2 P3 P4 P5 P6 P7 P8 P9 P10 P11 P12 P13 P1 MXES JFI 0 19 7 9 4 16 4 3 2 Accidents 15 13 15 20 24 17 10 15 9 16 26 19 13 12 13 10 7 6 3 1 5 3 4 4 0 2 2011/12 2012/13 Quality - 16 Protection - 12 4+ days LTIs 1 1 0 1 0 1 0 0 0 0 0 3rd Party error (Including LU) - 12 Conditions of tools and equipments - 10 Injuries 2 3 5 8 1 4 1 5 4 5 2 1 3 2 2 1 0 2 1 3 2 1 1 Inadequate assurance - 5 Electrical irregularities - 1 1 - 3 days LTIs 1 1 1 0 0 1 1 0 0 0 0 0 IRF Rate Accident Rate Injury Rate All LTIs Rate MXES JFI Rate MXES Actions Rate 4+ days LTI Rate Manhours IRF+MXES+JFI Rate Manhours (K) 232.3189.2147.2175.4167.7172.3163.7165.1125.5166.8137.7136.6116.7114.979.3197.9489.0984.3489.81108.7144.8 109 146.9140.3 164 164 Fatigue - 1 MXES % Compliance (last 13 periods) MXES Actions Raised - Period 01 - 2012/13 PROJECTS TOP ISSUES IRFs (inc MXES/IRFs) by Category - Period 01 - 2012/13Injuries• Operative was using a 10 tonne jack to drop thetrack and due to the wet weather conditions, the jackhandle slipped out of his hand and hit him under the 2%2%2% 2%2% 2% 22% 2% %% 16% 5% 3%3% 2%2 2jaw. 5% 6% 14% 5% 6%Key Issues 5% 8% 9% 5% 19% 8% 8%• Cable Strikes - Draft Process is currently being 8%review for excavating around 11kv cables 5%• Track Hazard School – progressing well, 375 people 5%have now gone through track hazard training 17%• Plant and Equipment D-day – Took place on the 2ndand 3rd May, 30 project sites were visited to ensurecompliance• Million steps to Safety – Senior managers recording ENVIRONMENTAL - 10 FIRST-AID - 9the steps taken on site visits as well as removing and Unsafe condition - 9 Asset damage - 8 Unsafe Act - 7 WORKING-AT-HEIGHT - 6 WELFARE - 5reporting hazards.• Scrap removal bags and associated Comms being RISK-ASSESSMENT - 5 COSHH-ASSESSMENT - 5produced Protection Irregularities - 2 PPE - 2 MXES Unsafe Condition - 2• All DER and CDM Training sessions have been ACCESS - 5 FIRE - 4completed• Meeting held with construction to organise Labour Other - 2 Asbestos - 2 MXES Working-at-height - 2 ELECTRICAL - 4 PPE - 3only suppliers event• Updated access control briefing templates issued HOT-WORKS - 2 MANUAL-HANDLING - 2 MXES Risk-assessment - 1 MXES Housekeeping - 1 MXES Access - 1following review VEHICLE-PLANT-OPS - 1 OCCUPATIONAL-NOISE - 1 „Improving Safety Performance/Management for Tube Lines‟ Injury - 1 Road Traffic Accident - 1 Security Issues - 1 PERSONAL-CERTIFICATION - 1 LIFTING-OPERATIONS - 1 Rolling AFR Rate = (Sum of 13 Periods of Accidents/Sum of 13 Periods of Man hours) x 100,000 * LTI Frequency Rate = (No. of LTIs/total hours worked) x 100,000 * Rolling RIDDOR Rate = (Sum of 13 Periods of 4+ day Injuries/Sum of 13 Periods of Man hours) x 100,000 * Injury Frequency Rate = (No. of injuries/total hours worked) x 100,000 Manual and Non Manual hours for the period are estimated as the actual figure is not available until after Period Review
  51. 51. SUMMARY: CRITICAL SUCCESS FACTORS Board Level commitment/understanding/ownership Strategy – it is a single vision for the organization – it is Enterprise including BI Ownership across the enterprise – Asset Owners own the asset information Enterprise Asset Management is a single system – it is the single source of truth It is a journey with different needs for different parts of the organization but astandard approach and standard outputs and reporting Process – process – process/ outputs – outputs – outputs/ business intelligence
  52. 52. AND THE JOURNEY CONTINUES……. Integrations/Interconnected (intelligent assets) Fully Mobile Increased Intelligence and Analytics People/Organization: Transition continues from Proactive Asset Management to Predictive Asset ManagementCONTINOUS IMPROVEMENT Safety Asset availability and reliability Decreased operational and whole life asset management costs YESTERDAY‟S EXCELLENCE is TODAYS STANDARD and TOMORROW‟S MEDIOCRITY
  53. 53. PREDICTIVE ASSET OPTIMIZATION: ANALYTICS & EAM Analytic solutions enable optimisation of asset performance 3x Organisations that lead in analytics 83% outperform those that are just 83 percent of CIOs cited analytics beginning to adopt analytics by 3 as the primary path to times competitiveness Asset Performance Process Integration  Improve quality and reduce  Optimise operations and failures and outages maintenance  Optimise service and support  Whole Life Asset Management Source: IBM Institute for Business Value and MIT Sloan Management Review, “Analytics: Source: IBM CIO Study, "The Essential CIO" The New Path to Value”
  54. 54. RAPIDLY INCREASING DATA SOURCES AND INCREASEDDATA VOLUMES 9000 8000 Global Data Volume in Exabytes 7000 By 2015 the number of networked devices will be double the entire 6000 global population 5000 4000 3000 2000 1000 0 2005 2010 2015 … with a large percentage of the data being unstructured … and little being used …
  55. 55. NEXT STEPSAggregate and analyse data from multiple sources to make informed decisions 1. Collect data from instrumented assets and integrate into existing processes 2. Analyze data for anomalies and outliers and predict failures Analysis Reports, KPIs, KPPs 3. Communicate insights and recommended actions for immediate decision-making – fix before fail
  56. 56. PREDICTIVE ASSET OPTIMISATION ARCHITECTURE End User Reports, Dashboards, Drill Downs Business Intelligence (IBM COGNOS BI) Analytic Data warehouse (Pre-built data schema for storing operational data metrics ) EAM System „Metro‟ Maximo Collect Sensor Data Telematics, SCADA, remote monitoring systems, Distributed Control Systems
  57. 57. INTEGRATION OF MAXIMO WITH 3D MODEL: BIM

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