Deighton User Group Conference Bowmanville, 10-14 July, 2000


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  • Purpose of this slide and the next slide is simply to give the audience an understanding of the nature of our network
  • Purpose of this slide and the next slide is simply to give the audience an understanding of the nature of our network
  • Purpose of this slide and the next slide is simply to give the audience an understanding of the nature of our network
  • Deighton User Group Conference Bowmanville, 10-14 July, 2000

    1. 1. Deighton User Group Conference Bowmanville, 10-14 July, 2000 New Zealand National Implementation of dTIMS Our Approach and Experiences Gordon Hart Maintenance Engineer Transit New Zealand, NAPIER
    2. 2. Coverage <ul><li>Background </li></ul><ul><li>Integrated Business Systems </li></ul><ul><li>Project Objectives </li></ul><ul><li>Project Development </li></ul><ul><li>Project Management </li></ul><ul><li>Implementation </li></ul><ul><li>Project Deliverables </li></ul><ul><li>Where we are up to </li></ul><ul><li>Some things we have learned </li></ul><ul><li>Some things we need </li></ul>
    3. 3. Background
    4. 4. New Zealand ? All of the graphic files removed to make the presentation small enough to email
    5. 5. Unique Asset Management Challenges
    6. 6. New Zealand Roading Assets The public road network in New Zealand would wrap around the world 2 ¼ times We are dealing with a substantial network
    7. 7. An issue of scale Many roads Small population Leads to Thinly distributed income Population 3,581,000 Land Area 610 sq km Population 3,702,000 Land Area 268,670 sq km
    8. 8. New Zealand is <ul><li>Geologically VERY young </li></ul><ul><ul><li>Many difficult soils </li></ul></ul><ul><li>Geologically VERY variable </li></ul><ul><ul><li>Many different subgrade conditions </li></ul></ul><ul><ul><li>Many different construction materials </li></ul></ul><ul><li>Environmentally variable </li></ul><ul><ul><li>Many different climatic zones </li></ul></ul>A modelling nightmare challenge
    9. 9. New Zealand Roads <ul><li>Lightweight, low strength pavements </li></ul><ul><li>Lightly trafficked </li></ul><ul><li>Crushed rock chip sealed pavements that are very sensitive to moisture content </li></ul><ul><li>Timely and regular maintenance is required to avoid the need for disproportionate future expenditure </li></ul>
    10. 10. Roading Administration in New Zealand
    11. 11. State Highway Management Structure Responsible for road funding Responsible for management of State Highways One of 74 RCA’s
    12. 12. RCA Development Cooperative <ul><li>State Highways </li></ul><ul><li>Transit New Zealand </li></ul><ul><li>Local Roads </li></ul><ul><li>74 Road Controlling Authorities </li></ul><ul><li>RIMS Group </li></ul><ul><li>Roading Information Management Systems Best Practice Group </li></ul>Asset Management Systems and best practice Appointed Representatives
    13. 13. Delivery (Acquisition) <ul><li>Traditional </li></ul><ul><li>PSMC </li></ul><ul><li>Predictive modelling used to: </li></ul><ul><li>manage the client risk </li></ul><ul><li>determine investment strategy </li></ul><ul><li>Predictive modelling used to: </li></ul><ul><li>assess the contractual risks </li></ul><ul><li>compare merits of bids </li></ul>
    14. 14. Some ingrained NZ Asset Management Principles (that we have had to comply with)
    15. 15. Economic Imperatives <ul><li>Economics rules </li></ul><ul><li>Economics rules </li></ul><ul><li>Economics rules </li></ul>
    16. 16. Investment Criteria <ul><li>Benefit-Cost Ratio </li></ul><ul><ul><li>Differential in user costs </li></ul></ul><ul><ul><li>Divided by </li></ul></ul><ul><ul><li>Differential in capital costs </li></ul></ul><ul><ul><ul><li>Offset by maintenance cost differential </li></ul></ul></ul><ul><li>Net Present Value </li></ul><ul><ul><li>Not targeting user benefits </li></ul></ul><ul><ul><li>BUT </li></ul></ul><ul><ul><li>Agency costs would be reduced by the application of investment </li></ul></ul>More than 70% of the national State Highway programme is subject to some form of benefit cost analysis
    17. 17. Competing Initiatives <ul><li>Service Level </li></ul><ul><li>Maximise condition </li></ul><ul><li>Minimise user costs </li></ul><ul><li>Cost Effective Life Cycle </li></ul><ul><li>Minimise agency costs </li></ul><ul><li>Minimising the total ownership costs accrued over the life of the asset </li></ul>We were lucky! Ideally suited to TTC analysis
    18. 18. Routine Maintenance <ul><li>Do nothing is NEVER an option </li></ul><ul><li>In international terms, New Zealand employs a very high standard of routine maintenance intervention </li></ul><ul><ul><li>If it breaks, we fix it </li></ul></ul><ul><ul><li>Deterioration is disguised </li></ul></ul><ul><li>Do minimum is the least cost option required to maintain the service level </li></ul>
    19. 19. Treatments, Triggers and Resets ASSET CONDITION EXCELLENT POOR TIME Minimum Acceptable Standard (TRIGGER) Decay in Condition (DETERIORATION) Treatment Applied Condition Improvement (RESET)
    21. 21. Existing Inventory (about 12 years old)
    22. 22. Existing Inventory - RAMM <ul><li>Assets </li></ul><ul><li>Pavement Structure </li></ul><ul><li>Surfacings </li></ul><ul><li>Shoulders & SWC </li></ul><ul><li>Signs </li></ul><ul><li>Culverts </li></ul><ul><li>Minor Structures </li></ul><ul><li>Markings </li></ul><ul><li>Railings </li></ul><ul><li>Traffic Facilities </li></ul><ul><li>Features </li></ul><ul><li>Demand </li></ul><ul><li>Traffic </li></ul><ul><li>Loading </li></ul><ul><li>(Environmental) </li></ul><ul><li>Condition </li></ul><ul><li>Roughness </li></ul><ul><li>Rutting </li></ul><ul><li>Shoving </li></ul><ul><li>Texture </li></ul><ul><li>Scabbing </li></ul><ul><li>Cracking </li></ul><ul><li>Skid </li></ul><ul><li>(Deflection) </li></ul><ul><li>Work </li></ul><ul><li>Rehabilitation </li></ul><ul><li>Maintenance Work </li></ul>
    23. 23. Models and KPI’s <ul><li>Complex Indices </li></ul><ul><li>Surface Integrity Index </li></ul><ul><li>Maintenance Cost Index </li></ul><ul><li>Models </li></ul><ul><li>Roughness </li></ul><ul><li>Rutting </li></ul><ul><li>Texture </li></ul><ul><li>Cracking </li></ul><ul><li>Potholes </li></ul><ul><li>Ravelling </li></ul><ul><li>Performance Indices </li></ul><ul><li>Remaining Seal Life </li></ul><ul><li>Remaining Service Life </li></ul><ul><li>(These are utilised principally to control asset consumption in PSMC situations.) </li></ul>
    24. 24. Location Reference <ul><li>Longitudinal SH - RS - Displacement </li></ul><ul><li>e.g. 2 / 244 / 1.45 </li></ul>
    25. 25. Treatment Length <ul><li>The unit at which work will be executed (intervention applied) </li></ul><ul><li>“ A uniformly performing section of pavement that is performing differently to the sections either side” </li></ul>
    26. 26. Integrated Business Systems
    27. 27. Asset Management Plan Fund Allocation Model Business Practice Model Project Management Funding Management Asset Management Performance Management Financial Management Inventory of Assets and the Condition of them Treatment Intelligence Deterministic Probabilistic Project Ranking Project Justification (Year 1) Contracted Performance Achievement Condition Achievement Trend Analysis Forward Work Programme Annual Plan Project Management System Maintenance Intervention Strategy
    28. 28. Computer tools are only one input We are not trying to replace expert knowledge Inventory and Condition Data Optimised Work Programme Field Inspection….. Computer Analysis….
    29. 29. Project Objectives
    30. 30. Principal Objectives <ul><li>Single nationally controlled model </li></ul><ul><li>Fully integrated into accepted asset management systems </li></ul><ul><li>Co operative development (pool of resources) </li></ul><ul><li>Upskill the entire industry (Client, Consultant and Contractor) </li></ul><ul><li>Transfer ownership </li></ul><ul><li>Sustainable </li></ul>
    31. 31. Development Principles <ul><li>Coordinated </li></ul><ul><ul><li>principal consultant with key technical responsibility </li></ul></ul><ul><li>Pragmatic </li></ul><ul><ul><li>Progress not perfection </li></ul></ul><ul><li>Simplicity </li></ul><ul><ul><li>Keep it simple </li></ul></ul><ul><ul><li>Sophistication only when timely </li></ul></ul><ul><ul><li>Depth of the ocean not height of the waves </li></ul></ul>
    32. 32. Project Development
    33. 33. Developed in 3 phases <ul><li>Phase I </li></ul><ul><li>Preliminary System </li></ul><ul><li>First cut setup </li></ul><ul><li>Limited calibration </li></ul><ul><li>Sort data issues </li></ul><ul><li>Training </li></ul><ul><li>Motivation </li></ul><ul><li>Custom software </li></ul><ul><li>Pavement strength issues </li></ul><ul><li>Launch for familiarisation </li></ul><ul><li>Extensive documentation </li></ul><ul><li>Phase II </li></ul><ul><li>Refinement </li></ul><ul><li>Refined setup </li></ul><ul><li>Refined models </li></ul><ul><li>More calibration </li></ul><ul><li>Training </li></ul><ul><li>Documentation perfection </li></ul><ul><li>Research needs assessment </li></ul><ul><li>Support (help desk) </li></ul><ul><li>Phase III </li></ul><ul><li>Further refinement </li></ul><ul><li>Capture HDM 4 </li></ul><ul><li>Ongoing support </li></ul><ul><li>Further calibration </li></ul><ul><li>Model control and audit procedures </li></ul><ul><li>Research support </li></ul>
    34. 34. Success Factors <ul><li>Experienced team - drew on appropriate international expertise </li></ul><ul><li>Drove pragmatism very hard </li></ul><ul><li>Maintained simplicity </li></ul><ul><ul><ul><li>e.g. treatment strategies </li></ul></ul></ul><ul><li>Dr. Christopher R. Bennett. </li></ul><ul><li>Mr. Theuns Henning </li></ul><ul><li>Dr. Nabin Pradhan </li></ul><ul><li>Dr Gustav Rhode </li></ul><ul><li>Mr. Mike Riley </li></ul><ul><li>Mr. Doug Wilson </li></ul>
    35. 35. Development Expectation
    36. 36. Project Management
    37. 37. Functional Relationships RIMS Group Project Owner Deighton Ass Software HTC Ltd Implementation Transfund Policy RCA’s Users Contractual Functional License Support Sales
    38. 38. Implementation
    39. 39. Software Setup  1999 RIMS Economic Analysis Period Performance Analysis Period Every treatment on every treatment length is triggered every year Generate only what is needed to achieve standard Performance Analysis Period Trigger anything to satisfy standard Performance Analysis Economic + Performance Analysis Issue We trigger all treatments on need not strategy THEN we optimise the strategies (there are no predefined strategies) 1 5 -10
    40. 40. Typical run times <ul><li>Years 1 to 10 every treatment in every year </li></ul><ul><li>Years 11 to 20 performance based </li></ul><ul><li>700km </li></ul><ul><li>1709 sections </li></ul><ul><li>generating 36 strategies per section </li></ul><ul><li>about 10 functions and resets </li></ul><ul><li>4.5 hours to generate </li></ul><ul><li>20 minutes to optimise </li></ul><ul><li>pentuim III 550mhz 128mb RAMM </li></ul>We find this quite acceptable
    41. 41. Implementation Model Asset Inventory (RAMM) Ad Hoc Data (Specialised) Strength Programme (Assign SN) Interface Programme (Data Conversion) dt2699 File RIMS Standard Setup Locally Calibrated Setup dTIMS Performance & Economic Analysis Reporter Programme Calibration Standards Standardised Outputs
    42. 42. Intellectual <ul><li>Sustainable training programme </li></ul><ul><ul><ul><li>Asset Management </li></ul></ul></ul><ul><ul><ul><li>Software </li></ul></ul></ul><ul><ul><ul><li>Setup </li></ul></ul></ul><ul><ul><ul><li>Data issues </li></ul></ul></ul><ul><li>Three tiered </li></ul><ul><ul><ul><li>Management - Understanding </li></ul></ul></ul><ul><ul><ul><li>Technician - Operation </li></ul></ul></ul><ul><ul><ul><li>Expert - Calibration </li></ul></ul></ul><ul><li>Extensively documented </li></ul>
    43. 43. Data <ul><li>Conversion of existing condition data </li></ul><ul><li>Long term move to more appropriate data </li></ul><ul><ul><ul><li>e.g. Rutting data (length -> depth) </li></ul></ul></ul><ul><li>Provision of flow charts to assess missing data </li></ul><ul><li>Focussed initially on key sensitivities </li></ul>
    44. 44. Strength Determination <ul><li>Horses for courses </li></ul><ul><li>In increasing degrees of sophistication </li></ul><ul><ul><li>Typical Pavement Design Method </li></ul></ul><ul><ul><li>ARRB Method </li></ul></ul><ul><ul><li>Benkleman Beam Method </li></ul></ul><ul><ul><li>CBR Layer Method </li></ul></ul><ul><ul><li>FWD without Layer Thickness Method </li></ul></ul><ul><ul><li>FWD with Layer Thickness Method </li></ul></ul><ul><li>Software developed to ease the pain </li></ul>
    45. 45. Converting Data RAMM Database dT2699 Strength Programme Other Data Interface programme
    46. 46. Project Deliverables
    47. 47. You don’t have to be a rocket scientist 1. We want the tools used as a matter of course by the every day practitioner !
    48. 48. Industry Awareness <ul><li>Develop life cycle asset management expertise </li></ul><ul><li>Application of the principles as a matter of course by the average practitioner </li></ul>
    49. 49. Software dTIMS Interface Software Strength Programme
    50. 50. Calibrated Setup <ul><li>Initially pragmatic </li></ul><ul><li>Ongoing refinement and calibration </li></ul><ul><li>Meeting set requirements </li></ul><ul><ul><li>NZ economic approach </li></ul></ul><ul><ul><li>International state of the art </li></ul></ul><ul><ul><li>flexible (it can grow with us) </li></ul></ul><ul><ul><li>etc </li></ul></ul>
    51. 51. Documentation <ul><li>dTIMS manual </li></ul><ul><li>Three volume domestic manuals </li></ul><ul><ul><li>Technical Reference Manual </li></ul></ul><ul><ul><ul><li>How it all works </li></ul></ul></ul><ul><ul><li>Software users guide </li></ul></ul><ul><ul><ul><li>For the NZ software </li></ul></ul></ul><ul><ul><li>Using the system and tutorials </li></ul></ul><ul><ul><ul><li>dTIMS idiots guide </li></ul></ul></ul><ul><ul><ul><li>Worked examples </li></ul></ul></ul>
    52. 52. Training Package <ul><li>Sustainable </li></ul><ul><li>Develop programme </li></ul><ul><li>Develop delivery capability </li></ul><ul><li>Delivery </li></ul><ul><li>Covers </li></ul><ul><ul><ul><li>Pavement management principles </li></ul></ul></ul><ul><ul><ul><li>dTIMS </li></ul></ul></ul>
    53. 53. Research Coordination <ul><li>Identify needs </li></ul><ul><li>Vet proposals </li></ul><ul><li>Assist with steering projects </li></ul><ul><li>Support academic researchers </li></ul>
    54. 54. Where are we up to
    55. 55. Status <ul><li>Most RCA’s have brought in </li></ul><ul><li>Phase I delivered June 1999 </li></ul><ul><li>Phase II rolling out now </li></ul><ul><li>Phase III commissioned </li></ul><ul><li>Awareness achieved (extensive training) </li></ul><ul><li>Enthusiasm abounds </li></ul><ul><li>Setup and models proving reasonable </li></ul>
    56. 56. Issues <ul><li>A lot of calibration yet to pass </li></ul><ul><li>Data deficiencies yet to be corrected </li></ul><ul><li>Some knowledge yet to be gained </li></ul><ul><li>We need more days in the year </li></ul>We are not there yet
    57. 57. Some things we've learned
    58. 58. (Key success factors) <ul><li>Recognise the limitations </li></ul><ul><li>Set realistic goals/expectations </li></ul><ul><li>Progress not perfection (pragmatism) </li></ul><ul><li>Keep it simple </li></ul><ul><ul><li>Success if RESURFACING predicted in Y10 </li></ul></ul><ul><li>Its only a tool not an answer </li></ul>Retain Reality Remember - Our profession is more artistic than scientific
    59. 59. Calibration Benchmark Customisation Calibration Research LTPP Reasonableness Checking Calibration Coefficients Setup Change New models & model forms Verify models (long term)
    60. 60. Integration <ul><li>Providing an integrated solution is essential </li></ul><ul><li>MUST ensure that data conversion and assignment of defaults is simplified </li></ul>
    61. 61. Some things we need !
    62. 62. Priority Enhancement Needs <ul><li>Type A </li></ul><ul><li>Option to define which is the base strategy </li></ul><ul><li>Exclude maintenance only strategy </li></ul><ul><li>Optimisation based on IBC and NPV </li></ul><ul><li>Type B </li></ul><ul><li>Exogenous benefits for treatment types </li></ul><ul><li>Budget categories for treatments or road sections </li></ul>
    63. 63. Option to define the base strategy <ul><li>Do nothing is not an option in N.Z. </li></ul><ul><li>Routine maintenance will always be executed </li></ul><ul><li>Does not affect the analysis BUT makes reporting cumbersome </li></ul><ul><li>Using post processing software at present (MESSY) </li></ul>
    64. 64. Exclude Maintenance only strategy <ul><li>Do Nothing and Maintenance and Periodic are the defaults </li></ul><ul><li>M&P is often more than required (low use roads) </li></ul><ul><li>Because it is automatically selected on the efficiency frontier it disguises treatments that may be more economic </li></ul>
    65. 65. Optimisation based on IBC and NPV <ul><li>We cannot currently optimise on NPV </li></ul><ul><li>A network could contain both conditions: </li></ul><ul><ul><li>treatment justified by user benefits (IBC) </li></ul></ul><ul><ul><li>Intervention would optimise agency costs (NPV) </li></ul></ul><ul><li>Requirement - if IBC < limit, check for minimum cost strategy (present value of agency costs) </li></ul>
    66. 66. Exogenous benefits for treatment types <ul><li>Similar to delay cost option </li></ul><ul><li>Need to be able to weight treatments based on benefits not calculated by dTIMS e.g. : </li></ul><ul><ul><li>Traffic safety </li></ul></ul><ul><ul><li>Environmental impacts </li></ul></ul>
    67. 67. Budget categories defined for treatments or road sections <ul><li>Currently different parts of a network with different budget constraints must be treated in separate optimisation runs </li></ul><ul><li>For example, the urban and rural sections separately budgeted </li></ul><ul><li>Need to be able to define budgets for parts of network as well as treatments </li></ul>
    68. 68. Thank You