1. .info
Data, Asset Management,
and the MTA
Building Data Architecture through Asset
Management for Mass Transit
Samuel Wong
Data Scientist / Business Analyst
Enterprise Asset Management
Office of the President
MTA New York City Transit
samuel.wong@nyct.com
@samjwong / @nyctsubway
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2. 2
Agenda
‣ MTA, MTA NYCT Assets
‣ The Need for Asset Management
‣ Data Definition
‣ Asset Management Benefits
Metropolitan Transportation Authority
State of New York
3. 3
New York City Transit
MTA Bus Company
Long Island Rail Road
Metro-North Railroad
Bridges and Tunnels
Capital Construction
e quality of life and economic health of the region it serves through cost-efficient provision of safe, on-time, reliab
7. …and requires lots of labor…
Track, Third Rail, and Signals Divisions during Fastrack
8. …leading to inherent risks to the agency.
8
Clockwise:
• Weather
• Equipment issues
• Climate Change
• Failures
9. 9
Example: Congestion Predictability and Adjustments
Track 21 43
4
5
5
5
4
5 4
5
4
4
5
4
6
6
6
6
6
5
14th St - Union Sq
Brooklyn Bridge - City Hall
Boro Hall
South Ferry Inner Loop
Southbound
Lexington Ave
4 5 6
6
Not to scale : Schematic Track Diagram
•So what should the
dispatchers/towers do?
•How can we ensure wait assessment
is on par with customer
expectations?
•Twitter? Co-Monitoring?
10. The gap between our needs and capital funding is growing
10
$16.90
$20.80
$19.80
$21.40
$24.70
$13.50 $13.90
$15.90
$13.60
$11.60
$0.00
$6.50
$13.00
$19.50
$26.00
1987 - 1991 1992 - 1996 2000 - 2004 2005 - 2009 2010 - 2014
Billion(in$2012)
Program Year
Needs
Funding for
Capital
Programs
11. 11
Agenda
‣ MTA, MTA NYCT Assets
‣ The Need for Asset Management
‣ Data Definition
‣ Asset Management Benefits
12. Our Mandate
“Enterprise Asset Management (EAM) supports this goal, ensuring that the MTA
makes informed decisions that balance operating and capital investments,
asset performance, and the operational risk inherent in managing our assets.”
12
Implementation of whole-life investment programs to maintain asset performance
Development of a decision-making framework to assess asset life performance
and costs
Utilization of technologies and information to manage assets more effectively
Creation of a performance measurement system for strategies and objectives
Thomas F.
Prendergast
Chairman & CEO,
MTA
Our vision:
Recognized as a world leader in asset management by 2020
13. What does work class asset management look like?
Systematic and coordinated activities and
practices through which an organization
optimally and sustainably manages its
physical assets, and their associated
performance, risks and expenditures over
their life cycle for the purpose of achieving its
organizational strategic plan
13
14. An Asset Management System is an organization’s policy, strategy, objectives and
plans and the activities, processes, systems and organization necessary for their
development, implementation and continual improvement
14
Source: IAM, PAS 55:2008, http://en.wikipedia.org/wiki/PAS_55
15. Asset knowledge and information systems are the foundation of the
NYCT Asset Management System Concept of Operations (ConOps)
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MTA Corporate Direction
NYCT Strategic Direction
MeasurePerformance
GoalsandObjectives
Leadership,
People, &
Organization
Planning &
Decision Making
Business Planning
Network Planning
Asset Class Planning
Operational
Excellence
Procure / Design Build Operate / Maintain Dispose
Asset Knowledge and Information Systems
Asset Knowledge and Information Systems
Asset Information Strategy
Asset Information Management
Asset Management Information
Asset Information Systems
17. Current asset information and what we’re targeting
17
Bus Planning Asset Condition,
Age, Needs Info
External requirements, MTA priorities, NYCT Strategy
data in multiple forms from spreadsheets to CMMS and not easily sharable
Operations
Planning
Information
No line of sight, misaligned CapEx & OpEx planning processes, separate systems
Weak direction, conflicting priorities, unfunded mandates, poor risk management
Operating Budget
and Information
Capital Planning,
Budget, and
Information
Materials, HR, IT
Planning and
Information
Disconnected planning and
budgeting, low levels of
sharing of information, no
tradeoffs of analysis, no
activity based costing
Subway Planning Asset
Condition, Age, Needs Info
Capital
Engineering Data
Operating
Engineering Data
Asset
Silo
Asset
Silo
Asset
Silo
Asset
Silo
Asset
Silo
Asset
Silo
Information is not integrated, poor
interfaces, no root cause analysis,
data quality issues
Current state Target Concept Towards Success
Customer
Service
Guidelines
Funding
Levels$$
Business Planning
Medium term planning to achieve
organizational goals and objectives
Network Planning
Optimized plans to achieve the required
system performance
Asset Class Planning
Optimized plans for an asset class to
achieve the required asset performance
NewYorkCityTransit
AssetInformation
Project
Planning
Maintenance
& Resilience
Planning
Operations
Planning
• Asset hierarchy and
registry
• Standard business
process
• Technology integration
for reports and decision
making
• Deployment of asset
management system
• Organizational
competencies for asset
management,
maintenance
management, and data
analytics
Our vision:
Common processes and a single EAM information system towards “One MTA”
18. 18
Agenda
‣ MTA, MTA NYCT Assets
‣ The Need for Asset Management
‣ Data Definition
‣ Asset Management Benefits
19. A standardized and reusable common core of asset information
through a single unit of truth for better decision making
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Data vision
Agile environments for proof of concepts/prototypes
with repeatable processes
21. Integrated asset information requires a structure to
train the business toward good data and processes
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Organization
Data Definition
& Mgmt
Analysis,
Reporting, &
BI
System
Management
Process DevGovernance
Assurance
Centralized data stewardship for
consistency and management
• Laws, policies, privacy, quality, processes
• Asset & Asset Info Data Understanding
• Asset hierarchy to the lowest maintainable unit for each class
• Data dictionary across NYCT
• Master data management governance
Work order lifecycle
Reporting strategy, current and future, for decision making
IT governance and support
22. Work order generation and root cause analysis for
reliability-based maintenance require good information
Elements for proper maintenance planning
• Asset registration
• Asset Lifecycle Planning and Management
• Decision Support
- Condition Monitoring, Predictive Models, Investment
Models and Risk Assessment
• Safety management
• Work management
- Preventive, Corrective and Emergency Maintenance
- Planning and scheduling,
- Work execution,
- Work Completion
- Compliance,
• Reliability and Failure Analysis
• Material Management
• Financial Management
• Performance management
22
MTA / NYCT
Subways Buses
Business Planning
Location / Usage 1
Location / Usage N
Network Planning
Asset System
Asset Subsystem
Asset Component
Maintainable Managed Level
Asset Planning
Equipment Data
Preventive
Maintenance
Condition
Monitoring
Inspection
Testing
Malfunction
Corrective
Maintenance
Event Data
GISPartsAnalysis
Built on reliability, resilience, and maintenance data for ISO 14224
and FTA AM recommendations
23. 23
Agenda
‣ MTA, MTA NYCT Assets
‣ The Need for Asset Management
‣ Data Definition
‣ Asset Management Benefits
24. Our focus has evolved from the State of Good Repair to
World Class Asset Management and industry compliance
• 1970s - Decades of deferred maintenance
• 1980s - Rebuild/restore
• 1990s - State of Good Repair for many key assets
• 2000s - Systems Improvements (Customer Info, AFC, RCC)
• 2010s - System Expansions (Second Av Subway, East Side
Access, Hudson Yards)
24
Images captured through Google Glass by the author.
Goal by 2020:
World Class Asset Management across all operating agencies
25. Asset management and better information management is
expected to generate wide ranging benefits for the organization
• Performance
• Improved performance
• Improved customer satisfaction
• Increase in output and revenue
• Cost
• Optimization of whole life cost of ownership
• Risk
• Risk reduction
• Transparency
• Shared knowledge and information, external and
internal
• Sustainability
• Financial, Social, Environmental
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26. An iterative process with a common goal on usability helps ensure adoption
and continuous improvement of information for asset management
Evolving culture for adoption
• Be empowered to implement agreed
strategies and plans
• Be fully involved and participate actively
in decision making
• Be clear on the direction which the
organization is going
• Share a common mental model of the
means to achieve the direction
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We’ve seen many conversations about open data from the outward perspective over the last two days. Over the last several years, we’ve placed tremendous efforts to bring our public agencies to the 21st century of digital government, including the White House’s data.gov and Digital Government Strategy. The same applies to the State and City, ranging from executive orders to laws to internal processes to find efficiencies. However, government in the 21st century will not work if human factors and asset management are not aligned.
Today I am going to talk about asset management practices here at the MTA and NYC Transit. I am going to focus on the interrelationship between asset management, asset information, and information systems. Also, just as important, I will briefly cover human factors and change management elements of the program to promote greater information sharing internally and externally. The key thing: If you can’t get your people to come along, you asset management journey and open data movement has no value.
- As a side note, the MTA stands for the Metropolitan Transportation Authority, a public benefit corporation chartered by the State of New York.
The MTA itself is a large agency with several operating agencies within it with slightly different territories and operations.
—> Name the companies
—> Our mission is clear is simple—The enhancement of 15 million lives in the NYC metropolitan area of safe, on-time, reliable and clean transportation services
We are the largest network of its kind in the world with infrastructure in at nearly trillion dollars. (Read from slide)…and every component is important.
This is the picture of our Coney Island maintenance shops - massive industrial facility for overhauls to ensure car reliability. This requires capital intensive equipment such as this lift for subway car as well as inspection of each component. Data is integral to this planning.
Capital is important, but for transit agencies, maintaining transit assets are labor intensive as well. From this photo, three divisions are part of effort to remove and install rails, check switch functions, and ensure the third rail works.
As mentioned earlier, we operate 24/7 but we are subject to risks. Clockwise: Weather, Equipment issues, Climate Change (Sandy), Failures. The last image is from our broken rail derailment on the Queens Boulevard line.
Given highest passenger levels since the Second World War, new technologies and escalating costs and material our capital needs continue to increase.
Where as our funding levels have been decreasing in both relative and absolute terms.
As you can see from the trend line, the NYCT sys received less than half of money fr estimated needs during 10-14 capital program. Looking forward, the capital needs just for our core infrastructure are considerable—an estimated $100 billion over the next twenty years.
Given the reality of higher expectations and diminishing funding, our Chairman and CEO, then Transit’s President challenged us with the need for data and better asset management for decision making.
Our chairman has challenged us to demonstrate that we are managing our asset responsibly with our limited resources. To put into place an asset management system — to help us to do more with less. (point to first bullet and last bullet) All of these require a strong data backbone to inform internal stakeholders as well our users, the riding public, leaders, and developers. Our vision: Implement world class asset management practices MTA-wide, not just for NYC subways, and be recognized as a leader in asset management by 2020.
We asked ourselves: what does good asset management mean for the MTA?
PAS 55 defines it as follows: physical assets over their lifecycle, making trade-offs between performance, costs, and risks, achieving strategic objectives.
This definition made sense to our organization: It’s what we do; It’s what drives our business; it’s some we can excel at. Our conclusion: the MTA can adopt these policies for systemwide efficiency gains.
How is enterprise asset management from other management systems?
-focus on outcomes from top to bottom of the organization
-transparent decisions underpinned by assets knowledge
-risk management is used to inform decision making
We are using PAS 55 as our strategy and policy and have defined WCAM based on PAS 55/ISO 55000
We developed a target operating model based on PAS55 and ISO 55000 with input from one hundred stakeholders at all levels of management. This Concept of Ops was endorsed by Executive team in February 2013. Key takeaways: strategic, planning, people, process, and all of this is built upon a SOLID foundation of asset knowledge and information systems. We will focus on these in detail today.
Good asset management practices, quality asset information, and ROBUS asset info sys are CO-DEPENDENT VARIABLES in a COMPLEX SOCIO-TECHNOLOGICAL system (like a Markov system)— a system designed to drive continuous improvement and deriving value from your assets
Like any project, we developed our vision and pushed forward with a gap assessment of the current situation. The situation is that there are lots of information silos across the business. For example, we’ve identified over 55 computer maintenance management systems (CMMS): this, however, does not account engineering, planning and budgeting information systems, none of which are linked up. Our performance management systems are also silo-ed, so information is difficult to compare across assets, drill down to root cause, or roll-up into management report for public and governance consumption.
Our asset information must link performance, unit cost, and risk of individual asset over the entire life of the asset to network level service capabilities to overall business performance, cost, and system risk. Management at all levels within Transit needs to use shared information to optimize their assets, business processes, and people. These elements, information, business process, tech, people are inherently interconnected and drive the implementation of an asset management system enterprise-wide with data as one of the nodes. (Read from last column)
With data as one of the cores, many government agencies are tempted to buy an asset information system to solve their woes. Many would spend millions upon millions to deploy and upgrade systems without realizing the benefits. They did not have in place the right business requirements, basic asset management strategies, and information practices, including data definitions.
Read from slide and explain.
Maturing this data definition covers three units that can take another three hours, but I’ll summarize here. I must emphasize that information management is critical to realize our vision of asset management at NYC Transit.
Our AIS defines six crucial components for good asset management: (list the bubbles)
Org - common data model and info arch. I do, we do, you do (human factor) towards business ownership and centrally maintained
Assurance - Governed, including QA and information security and role based permissions. HOWEVER, the asset manager (such as Track) is the owner of the asset and the asset information!
-Data - building blocks for hierarchy, data dictionary for everyone to understand with context. Asset info = good AM. Reliability maintenance depends on data.
Process - Under how info flows and their uses and how it supports business process allows for optimistization (EX: WO MGMT)
Summarize Analysis and Systems Management
WO for planning, management, reliability, financial and performance = good management information and based on a good hierarchy
This diagram is the hierarchy structure we derive and it seems logical to many. It links asset reliability at the ops level to business outcomes at Transit and MTA levels. The hierarchy is based on ISO 14224 used by the petro industry for asset reliability combined with info from FTA’s Guide for Asset Management. it will be tested on the Proof of Concept of the Concourse line and the 5309 FTA Grant. Tracking component maintenance and failure info is required for modeling asset failure modes. All of these factor into one core goal of designing an agile EAM system, where data can disseminated through multiple channels
So what does EAM bring to the table again? Let’s start with out history.
Highlight goal.
Here are the benefits for the AM program and information strategy is spread across multiple layers to ensure we satisfy the riding public and our leaders. we are stewards of the system developed by our three founding companies back in the early 1900s.
In order to sustain this “CHANGE” (because setting policies and setting compliance measures will create a long lasting effect), we follow an iterative process towards a goal of usability and adoption for CI. EMPOWERED->INVOLVED->CLEAR->COMMON
Building a data centric organization is not an easy task, so we are taking a measured approach to ensure stakeholders and customer adopt new systems.
Asset management is only the first step in setting strategic direction, greater transparency, and capital priorities for the largest transit agency in the U.S. that serves 8.2 million passengers, 15 million network wide, daily. Greater transparency is shared knowledge for analysis and decision making for good of the riding public and keeps MTA sustainable for the next generation of passengers and leaders.
