Asset Management: The Public GoodDocument Transcript
MWRA’S FACILITY ASSET MANAGEMENT PROGRAM:
A CASE STUDY
John Fortin, Program Manager
MWRA Facilities Asset Management Program
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.
1996-1999—Built senior management support and conceptualized the multi-phased
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.
Brown and Caldwell’s
Asset Management page
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:
New Maintenance Procedures
Reliability Centered Maintenance (RCM) Implementation
Condition Monitoring Design & Installation (Temperature & Vibration Contract)
Condition Monitoring Program Development
Computerized Maintenance Management System (MAXIMO).
Task team “charters” define scope, schedule, and deliverables.
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
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
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.
Initiated as an O&M effort, the asset management initiative focused on key components
A maintenance strategy (RCM)
A computerized maintenance management system (CMMS, in our case MAXIMO)
A regular Communication Plan.
Brown and Caldwell’s
-2- Asset Management page
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
Development and use of criticality and risk analysis methodologies to prioritize programs
Enhanced communication and teamwork between management and workforce.
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.
Brown and Caldwell’s
-3- Asset Management page
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 www.mt-online.com 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:
Brown and Caldwell’s
-4- Asset Management page
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)