Asset Management Improvement Program: The Case for EAM AT NYC Transit
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This document discusses NYC Transit's case for implementing an Enterprise Asset Management (EAM) system. It notes that NYC Transit is the largest public transportation agency in North America, operating 24/7 with 7 million daily riders. It seeks to institute world-class asset management practices and information systems to increase asset productivity while lowering costs. The vision is to connect operational and capital investment decisions using coordinated processes and information systems to optimize asset management and improve operations. Key success factors for implementing EAM include having a full enterprise solution, leadership-driven governance, and an integrated roadmap to realize value.
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Asset Management Improvement Program: The Case for EAM AT NYC Transit
- 1. Asset Management Improvement Program: The Case for EAM AT NYC Transit March 5, 2012 Michael Salvato, Program Manager Asset Management Program Office Office of the President
- 2. NYC Transit is the largest public transportation agency in N. America Background Operations: •24 hours/7 days a week •7 million daily riders Assets: •50,000 employees •6,380 subway cars •5,900 buses •660 miles of track •468 stations Annual budgets: •Operating: $12B •Capital: $3B
- 3. How can NYCT institute world class asset management practices and information systems that increase asset productivity while lowering the total cost of ownership across all asset classes? Problem Statement
- 4. The case for EAM at NYC Transit will present significant benefits… Vision and Strategy 4 Management Requirements •Demonstrates value for money •Aligns tactical decision-making to corporate objectives •Helps manages trade-offs between performance, costs and risks •Delivers timely operations, management and customer information •Provides a view of the total cost of asset ownership •Optimizes capital and operating investment programs •Supports evidence-based analysis and decision making •Standardizes end-to-end business processes •Integrates information systems •Creates consistent performance metrics Our vision of increased resource efficiency and transparency — translates into creating stakeholder value through improved on- time performance, customer satisfaction and safety. Our vision is to connect operating and capital investment decisions using systematic and coordinated processes and information systems that optimize how NYCT manages its assets and asset systems to improve day-to-day operations and customer service Source: Based on Working Group Exercises and Summary Reports
- 5. An asset management system provides “line of sight” from business objectives to asset lifecycle activities 5 Source: PAS55-1:2008 Strategy
- 6. 6Source: PAS55-1:2008 Process A plan-do-check-act management system drives continuous improvement
- 7. 7Source: PAS55-1:2008 Competencies Culture/Competencies External referencing of competencies along the value chain
- 8. 8 Source: PAS55-1:2008 Information and Technology Transit Asset Management must support day to day management and long term planning
- 9. Source: UMS Group NYCT Working Group Presentation October 13, 2011 Maturity Assessment A quick assessment of NYCT relative to PAS55 competency indicates that awareness is only just starting to take place
- 10. Following a stage and gate process, NYC Transit is moving from the case for EAM to develop a concept of operations Vision and Strategy Define Goals, Stakeholder buy-in Define Goals, Stakeholder buy-in Concept of Operations Concept of Operations Assess Gap and Prioritize Roadmap Assess Gap and Prioritize Roadmap Implement Change Program Implement Change Program Test and Validate Changes Test and Validate Changes Launch Completed Program Launch Completed Program Monitor and Re-adjust as required Monitor and Re-adjust as required 20112011 1Q 20121Q 2012 2Q 3Q 20122Q 3Q 2012 20132013 20142014 20152015
- 11. Key success factors were identified while developing the case for EAM Success Factors/Performance Indicators Key Success Factors •Vision includes full enterprise solution •Leadership driven governance •Integrated value realization roadmap •Clearly defined process model •Enterprise Operational Data Model •Integrated business, data and application architecture •Communicate, communicate, communicate
Editor's Notes
- Vision To connect operating and capital investment decisions using systematic and coordinated process and information systems to optimize how NYCT manages its asset and asset systems to improve day-to-day operations, increase customer service and lower costs.
- One of the key principles of Enterprise Asset Management is the line of sight provided to make decisions at all levels of the organization. An understanding of how daily functions impact on strategic organizational goals enables line of sight decision making and a collective progression toward a better railway.
- Plans, procedures and work instructions should be developed to achieve goals set forth by the overall Asset Management Strategy. Part of all processes should be a feedback loop to enable continuous improvement and the ability to adapt to change.
- Culture /Competencies As part of this transformation, a training and education program on the principles of Enterprise Asset Management will need to be implemented to educate those who will act within the system and bring their capabilities to a level where the system will function
- Only when strategy has been set, procedures have been standardized, and optimized, and individuals have achieved required competencies, information resources and technology can be added to the system to produce a smooth running product.
- Preliminary assessment of the MTA’s asset management practices, processes, decision support tools and organization structure and strategy in comparison to PAS 55. Many areas of the asset management system need improvement Many tools exist but are not linked together, resulting in significant data gaps Policy statements are functional or focused on asset capacity and not linked to the strategic plan There is no single consistent asset strategy across the organization Many enablers are missing and therefore cause an inconsistent approach across the organization Asset risk other than safety is not factored into decision making process Decision-support tools to compare goals and risks with investment options are not currently used Line-of-sight architecture is not apparent for connecting senior managers to front line workers Formal Sr. Management reviews of AM Competence or Asset Risk are not in place
- Strategy - An integrated approach with the following objectives: Provide a clear line of sign on organizational priorities and decision making Develop efficient and effective standardized business processes Embed the culture and competencies for advanced asset management practices Deploy asset information strategies, standards and systems to support lifecycle planning, operations and decision making Stages and Gates: Fall 2011 – Increase understanding and acceptance of AM 1Q 2012 – Establish enterprise-level AM Framework 2Q 2012 – Benchmark departments against PAS55 3Q 2012 – Develop a prioritized roadmap for implementation program By 2015 – Achieve a basic level of AM strategies, processes, competencies and tools In 2015 – Begin to look towards more advanced practices and continuous improvement