Asset Management: The Public Good


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Asset Management: The Public Good

  1. 1. MWRA’S FACILITY ASSET MANAGEMENT PROGRAM: A CASE STUDY John Fortin, Program Manager MWRA Facilities Asset Management Program MWRA OVERVIEW The Massachusetts Water Resources Authority (MWRA) is responsible for providing wholesale water and sewerage services, in whole or in part, to sixty-one communities and 2.6 million people. In addition to its operating responsibilities, MWRA is responsible for rehabilitating, repairing, and maintaining the regional water and sewerage systems. Since its assumption of the ownership and operations of these systems in 1985, MWRA has undertaken an ambitious program of water and wastewater capital improvements with estimated expenditures for fiscal years 1986 through 2009 of over $7 billion. Under one massive construction effort, the Boston Harbor Project, the MWRA assumed maintenance responsibility of the $3.8 billion dollar Deer Island Treatment Plant (DITP). The second largest wastewater treatment facility in the nation, it is designed to treat 1.2 billion gallons per day. In addition, the Agency has embarked on several other large capital projects that will require similar asset care, including a new water filtration plant. Given the significant value and critical nature of MWRA assets, maintenance is of paramount importance. In 1996 the Facilities Asset Management Program (FAMP) initiative was created as a comprehensive agency-wide effort to most efficiently and effectively manage the region’s water and sewer infrastructure. GETTING STARTED 1996-1999—Built senior management support and conceptualized the multi-phased FAMP program 2000—Issued Request for Proposals (RFP) for initial consultant support. Consultant support was designed to be temporary and jump-start the effort. In-house staff is being trained and take control of the FAMP efforts. 1999/2000—Assigned two full-time positions to the program: A Program Manager position to oversee consultant efforts and develop and oversee future program phases; and an Asset Manager position to focus on implementation and sustainment of new business practices identified by the FAMP consultant. Published on Brown and Caldwell’s Asset Management page
  2. 2. Informal benchmarking/site visits conducted (similar to a gap analysis) and the phased program updated to include investigation and adoption of additional business practices. Phased program currently scheduled from 2000 to 2008 (see the FAMP Model, the last page of this document). Currently there are eleven in-house task teams helping to implement new practices. Today they include: Asset Replacement Metrics New Maintenance Procedures Warehouse Interceptor Renewal Reliability Centered Maintenance (RCM) Implementation Criticality Lubrication Condition Monitoring Design & Installation (Temperature & Vibration Contract) Condition Monitoring Program Development Computerized Maintenance Management System (MAXIMO). Task team “charters” define scope, schedule, and deliverables. ULTIMATE GOALS MWRA created its FAMP initiative for its water and wastewater facilities to plan, manage, and coordinate the engineering, maintenance, operation, and financing required to maintain these facilities to regulatory requirements. FAMP can be further described as having two objectives: 1. Cost effectively replace the less durable capital components of the facilities at the appropriate time to ensure reliable plant operation and preserve the value of the original investment. 2. Prolong the equipment life and control the rate of replacement (i.e., avoid large spending spikes for consolidated retrofit or rehabilitation projects). The Authority initiated this project to develop the most efficient strategy to integrate maintenance, operations, and engineering activities to support the FAMP objectives. PROGRAM ELEMENTS Initiated as an O&M effort, the asset management initiative focused on key components including: A maintenance strategy (RCM) A computerized maintenance management system (CMMS, in our case MAXIMO) Condition Monitoring Materials Management A regular Communication Plan. Published on Brown and Caldwell’s -2- Asset Management page
  3. 3. While the initial phases mainly focused on equipment assets, current and future phases include linear (water and wastewater pipelines) and building asset management. Additionally, given an upcoming CIP funding cap, the Asset Replacement and Interceptor Renewal Task Team efforts are now focusing on new approaches to the Capital Improvement Planning (CIP) process that include project identification, prioritization, and risk analysis. EXAMPLE BENEFITS TO DATE There are many examples to date that have allowed the program to maintain significant momentum, such as: Heightened communication among departments New and standardized procedures Development and adoption of performance improvement metrics Optimization of PM program and documented cost savings Introduction and adoption of predictive maintenance programs and documented cost savings Development and use of criticality and risk analysis methodologies to prioritize programs Enhanced communication and teamwork between management and workforce. OBSTACLES As with any initiative there are potential obstacles to a timely implementation of desired results. Competing projects, early retirement programs and new security interests have diluted some staff involvement, but through a formalized organizational focus the MWRA’s program has steadily moved ahead. The MWRA’s approach included the establishment of a senior level steering committee to offer support and guide the implementation teams around potential obstacles, as well as the two staff positions solely dedicated to the program. PROGRAM AS OF 2004 The FAMP initiative is entering into its fifth year of implementation. Management as well as the various implementation task teams are focused on completing Phase II efforts ensuring that these elements are securely in place. Although Phase III has been conceptually planned, the later part of 2004 will focus on detailing activities with expected consultant support beginning in mid-end of 2005. FUTURE OF PROGRAM Initially focused on equipment assets at DITP, the current and future programs are focused on the linear and building envelope assets, CIP process changes and incorporation of new practices into future design specifications (i.e., acceptance testing, designing for CM programs such as oil, vibration, and infrared analysis). Benchmarking will always play an integral role for continuous improvement. Published on Brown and Caldwell’s -3- Asset Management page
  4. 4. MWRA’s ASSET MANAGEMENT IN THE NEWS MWRA’s program has received local and national attention. In 2002, it received the National Environmental Achievement Award from the Association of Metropolitan Sewerage Agencies (AMSA) and since project initiation has presented several case studies nationally through the Water Environment Federation (WEF) and locally through the New England Water Environment Association (NEWEA). In addition, several articles have been published and can be found on the web. Two articles (Outside Resources Contribute to Culture Change and Establishing a Solid Foundation for an Asset Management Program) can be found on the Maintenance Technology Magazine web site at and one (MWRA Leverages Maximo to Manage $7 Billion Worth of Assets) on MRO’s web site at Interested? Bookmark Ken Harlow’s Asset Management Page: Published on Brown and Caldwell’s -4- Asset Management page
  5. 5. Equipment Replacement Non-Equipment Program (ERP) Replacement Program ERP Examples Architecture Utilities Support Specialties PAINT / COATINGS SEWERS / DRAINS VEHICLES HAZARDOUS WASTE SSPS TRANSFORMERS ROOFS / WINDOWS PIPELINES TOOLS LANDFILL INTEGRITY WINTHROP SWITCHGEAR DOORS / LOCKS VALVES PC / FIS / PICs PRESSURE VESSELS NMPS SUMPS BRICK / CONCRETE TUNNELS SAFETY WATER TANKS CLARIFIER CHAINS CORROSION ROADS / PIERS GENERAL FO / RS HEADWORKS SCREENS SEAWALL C. PROTECTION HEADWORKS HEATING ELECTRICAL / FIRE GAS / FUEL / HEAT Initiation Initiation / Growth Growth Maturity Phase I Phase II Phase III Phase IV 2000 - 2003 2002 - 2007 2003 - 2008 2006 BUSINESS PRACTICES BUSINESS PRACTICES BUSINESS PRACTICES CONTINUOUS IMPROVEMENT Standardize Nomenclature Procedures / Metrics Development Implement Asset Replacement Methods Post-Implementation Audits Equipment Inventory – FOD Asset Replacement Strategy Review Implement RCFA Methodology Develop & Implement Future Phases Condition Assessment - FOD Review Root Cause Failure Methods Business Practices Assessment Productivity Improvement Plan (PIP) MAINTENANCE STRATEGIES RCM Rollout – FOD MAINTENANCE STRATEGIES MAINTENANCE STRATEGIES RCM / Design Integration Assess Options RCM Rollout Spare Parts Optimization Select Strategy – RCM Criticality Methodology Pilot Strategy – Battery A Spare Parts Review CONDITION MONITORING Implement Selected Techniques CONDITION MONITORING CONDITION MONITORING Lubrication Program Pilot – FOD System Design and Installation Review Techniques / Implement SCADA Study Lubrication Program Pilot – DITP MAXIMO CM & SCADA Design / Implementation Expand Functionality MAXIMO Investigate Web-Based Release Post Implementation Audit - DITP MAXIMO Implement Improvement Plan Post Implementation Audit - FOD Lawson – PICs / MAXIMO Facilities Asset Management Program Model (FAMP)