The second speaker for our session on Business Intelligence dashboards was Andy Evans, Enterprise Asset Management Systems, who explained how performance reporting has improved reliability and reduced costs at Tube Lines Presentation also available on YouTube https://www.youtube.com/watch?v=JwVfjVp5t9k

1. Business Intelligence Dashboards –
Horse meat or beef?
BCS Data Management Specialist Group - 21st March 2013

2. Business Intelligence for Competitive Advantage
02
Andrew Evans – Enterprise Asset Management Solutions

3. BUSINESS INTELLIGENCE FOR COMPETITIVE ADVANTAGE
JOURNEY TO WORLD CLASS ASSET & SAFETY MANAGEMENT

4. ANDY EVANS: AMIP PROGRAMME MANAGER
(DIRECTOR OF ENTERPRISE ASSET MANAGEMENT GROUP)
AMIP: ASSET MANAGEMENT IMPROVEMENT PROGRAMME
INTRODUCTIONS

5. CONTENTS
SECTION ONE: TUBE LINES
 Transport for London – London Underground
 Responsibility
 Performance Comparison
SECTION TWO: BUSINESS INTELLIGENCE FOR COMPETITIVE ADVANTAGE
 AMIP Programme – ‘the journey to world class asset and safety management
 Strategy
 Business transformation
 ‘Metro’ Maximo
 Optimised Decision Making/Business Intelligence
 Safety Management
 GIS
 Next Steps
SUMMARY/Q&A

6. SECTION ONE: TUBE LINES - JNP AP

7. TUBE LINES

8. VISION
Working together to deliver an outstanding Tube for London
Over 500 million passenger journeys per year
Providing a World Class transport service for our customers
1.1 billion passenger journeys per year

9. RESPONSIBLE FOR……… Fleet
255 passenger trains
Transplant
-Non passenger fleet of engineering trains
-Electric battery and diesel locomotives and other specialist on track machines
-Tamping machines, rail mounted cranes, rail and sleeper delivery trains, tunnel
cleaning train, track recording vehicle, etc
ERU
Provide services to all of LU and London's
emergency services
Jubilee, Northern & Piccadilly Lines
41% of London Underground’s Assets
13 Asset Classes

10. RESPONSIBLE FOR……… Infrastructure
Bridges and Structures - 4,314
Deep Tube Tunnels - 203km
Earth Structures - 81km
Pipes and Drainage Split into:
- Pipes - 650
- Catch pits - 4,313
- Track Drainage Pipes - 118km
- Station Drainage System - 100
385km of Track
745 Points and Crossings
Signals: 110,192
Jubilee, Northern & Piccadilly Lines
41% of London Underground’s Assets
13 Asset Classes

11. Jubilee, Northern & Piccadilly Lines
41% of London Underground’s Assets
13 Asset Classes
RESPONSIBLE FOR……… Stations
100 Stations
340 Non-Station Premises
M&E
Fire
Comms
110 Lifts, 231 Escalators
Power: 17,000

12. Delivering a £5.4 billion investment programme to improve our
network over an eight year period.
Upgrades: Jubilee Lines and Northern Line TBTC Signals Upgrade
RESPONSIBLE FOR………

14. PERFORMANCE COMPARISON
 26% cheaper v London Underground (IIPAG)
 30% more reliable v London Underground
 Maintenance Compliance to Standard: unknown – 60-90% now 99.8%
average
 Asset (Line) Performance: Zero Delay Days increase by 40 % in last 24
months
 7 times safer for workers over the last 5 years

15. FLEET: TUBE LINES V LONDON UNDERGROUND
Line Fleet Year No of Trains No of Cars Normalised cost to maintain
per car
MDBF
Piccadilly
(Tube Lines)
1973 86 519 £25,455 45,000
Bakerloo
LUL
1972 36 252 £48,060 11,591
JUBILEE LINE FLEET CASE STUDY
Was SAP (Alstom)
Moved into Tube Lines (‘Metro’ Maximo)
Performance Improvement: 10,000 km MDBF – now 20,000 MDBF (100%)
 8 weeks implementation timeframe - continuous improvement/benchmarking

16. Boris Johnson
30% reliability improvements
YESTERDAY’S EXCELLENCE is TODAY'S STANDARD and
TOMORROW’S MEDIOCRITY
POST OLYMPICS THE LONDON MAYOR’S CHALLENGE

17. SECTION TWO
BUSINESS INTELLIGENCE FOR COMPETITIVE ADVANTAGE

18. TUBE LINES PRIOR TO AMIP - THE TRADITIONAL ORGANISATION
Apps
3rdparty
app
In-house
app
Apps
Apps
Apps
3rdparty
app
Apps

19. 1. Competent Asset Management
2. Advanced Asset Management
3. World Class Asset Management
People, Process and System
Building the vision, strategies, programme, organisation, capabilities, tools & BUSINESS
INTELLIGENCE to facilitate the journey to enable business transformation and
performance improvement
ASSET MGMT MATURITY SCALE
Competent
Aware/developing
Advanced
Embedded
World Class
Integrated /Optimal

20. AMIP
OBJECTIVES
(Support the requirement for) The development of standard optimised asset management processes across the business
(Support the processes for) Effective maintenance and renewal regime optimisation over the life of the assets.
(Support) The development of whole life cost models by the provision of timely, integral and accurate asset, condition,
performance and cost information
DELIVERABLES
•Develop and standardise asset management (Maximo) processes across the asset groups
•Implement/Optimise Maximo in all asset areas that it is currently not being utilised to the specified level within the asset specific
implementation plan and the overall strategy
• Provide standard output Reporting/KPIs at all levels within the organisation
•Ensure data integrity
•Put in place a supportive organisational structure to ensure that individual, team competence and behaviours are systematically
developed to ensure both compliance to processes and ongoing improvement of asset management supported by a Maximo/Asset
Management – Competency Community
•To deliver the programme within a phased approach to ensure process standardisation and optimisation, learnt behaviours are
shared and consistency is maintained throughout the AMIP programme.

21. AMIP
Tube Lines
Asset Management
Company
Assets
Process
People
Maximo
(information
systems)
Information
Technology
Data Reporting
Decision Makers
Corporate Objectives
provides
Invests in
maintained &
renewed by
following supported, enforced
& optimised by
capturing enabling
to
achieving
Implementation/Improvement boundary
- Corporate Objective (Aligned Shared Vision)
- Report to Executive & Board
Strategy and Governance

22. ASSET MANAGEMENT: PAS55/ISO55000
‘METRO’ MAXIMO

23. ENTERPRISE ASSET MANAGEMENT (EAM)
What information do we need?
What does the programme look like?
Diagnostic – maturity model
 Data Quality
 Information Quality
 Outcome Quality
 Decision Quality

24. ‘METRO’ MAXIMO ASSET & SAFETY MANAGEMENT SYSTEM
ITS ALL ABOUT THE ASSET IN A SINGLE EAM
 Asset Registration
 Work & Safety Management
 Inventory, Stores Management and Procurement
 Railway & Underground Specific Applications
It allows Tube Lines to plan and schedule work, track equipment status, manage
inventory and resources, analyse asset condition, performance and cost.
A part of the AMIP programme is to configure/customise Maximo to support London
Undergrounds business rules for each of the 13 asset classes to enable Tube Lines
to move towards World Class Asset Management and meet the Strategic Objectives
of the organisation
Supports business processes
Technical enforcement of business rules: different for each asset group
Provides a standard approach by asset
Security group and role definitions driven by the system

25. PROCESS - PRODUCTIVITY
1. Integrate: Standardisation : duplication removal
2. Assemble: New processes (business objectives)
3. Optimise: (performance indicators/metrics – CSFs/business objectives)
Process
Productivity
- Business Visibility
- Management Control
- Continuous Improvement
- Effectiveness & Efficiency
- Business Agility
- Empowerment
- Competitiveness
- Operational Flexibility
- Common Business View
- Optimised Processes
- Uniform Metrics
- Uniform Reporting
Strategic/Business Objectives
Critical Success Factors
Its all about Process: Standardised E&E

26. AMIP ASSET MANAGEMENT MODEL
LEVEL TWO
AMIP Asset Management Model
Level 2
AMIP pervades all areas of Tube Lines Business

27. AMIP DELIVERY
‘Competent Asset Management’
 Controlled asset register
 Work plans and work execution managed within Maximo
 Basic planning and compliance reporting
To deliver E&E improvements Tube Lines will become more dependent on advanced business
process, exacting data, greater cost control and productivity visibility supported by ‘Metro’
Maximo and increased business intelligence
‘Advanced – World Class Asset Management
Predictive modelling, risk management and optimised decision making techniques using
detailed data on asset asset condition, performance and cost.
Integrated Materials Stores Management
Optimised planning and scheduling
Predictive Maintenance – Condition Monitoring
Equipment based maintenance and RCM opportunities
 Activity Based Costing/ Standard Costing
 Productivity Analysis (Asset v Line v Crew & including 3rd Party Maintainers)
 Advanced Reporting and Analysis
 Embedded GIS
 Integration: Operating systems, SCADA and remote monitoring systems

28. BUILDING BLOCKS OF SUCCESS:
BUSINESS TRANSFORMATION

29. BUILDING BLOCKS OF SUCCESS
Strategic /Business
Objectives
Financial Mgmt
Asset/Performance
Management
Assurance
Compliance
Work Management
Materials Mgmt
Asset Registration
Process
Data
Maximo
Outputs: Reporting
Decision Making
& Behaviours
Achieving
‘Tube Lines being recognised as a place of
excellence for engineering, innovation, partnership
and delivery

30. OPTIMISED DECISION MAKING: BUSINESS INTELLIGENCE
Pre AMIP
 Cottage Industry
 Smiley faces - now hard facts, supported by detailed empirical information
AMIP
 Definition of Reporting Strategy
 Development of a Reporting Framework
Common look and feel across all Asset Groups
Reports can be scheduled and/or ran on an ad hoc basis
 Report Tracking Application captures performance metrics – who, when, how long
 Over 2 million automated reports run since July 09
 Encourage cross asset/line/zone comparison
 Assists with the identification of best practice
Driving improved business behaviour/performance
 Support optimised decision making
 Support on-going performance improvement/initiatives and organisational change
requirement
J

31. REPORT METHODOLOGY
 FRONT LINE STAFF
SPC
L 1
L 2
L 3
L 4
 EXECUTIVE
 OPS/PROJECTS DIRECTORS
 GENERAL MANAGERS
 SENIOR MGMT
 MANAGEMENT
 PLANNERS
Metrics
KPIs
Reports

32. REPORTING FRAMEWORK
Productivity
Management
Performance/Asset
Management
Assurance/
Compliance/
Exception
Operational/Work
Management/
Materials
Management
Actuate
Reports
E -
Spreadsheet
GIS Reports
KPI Manager

33. REPORT MAILBOXES +
 All Mailboxes across
Tube Lines set up
the same for
reporting
 Reports support all
critical meetings,
decision making and
events

34. SCHEDULED REPORTS
Reports delivered directly into inbox at predetermined
timeframes
Reports support all critical meetings, decision making and
events.
Site Staff to Directors/Executive
Crosses functional/asset boundaries (Assurance/Projects
Operations/LU, and other organisations)
 No excuses for not knowing
 Staff see who is receiving report so enforces good practice
against defined processes.
 Information within reports provides detail of what needs to be
done if compliance is not 100%
 Back up by Report Tracking – total visibility
 Email describes what the report demonstrates
+

35. JOURNEY TO WORLD CLASS: PYRAMIDS
 Not all assets are at the same level
 Assets that are further up the pyramid are performing better
 All Assets can improve further
 Structured approach for improvement, internal benchmarking
 Detail is managed through day to day optimised processes that are owned and can
be measured
Embedded DST/BI &
Visualization

36. ASSET REGISTRATION TO DECOMMISSIONING
Pre AMIP
 Process Directorate specific – lack of definition & ownership
 Historical handover / acceptance of asset information poor
 Required asset breakdown hierarchy not defined
 Unknown / out of date asset registers
Asset Management without an Asset Register
AMIP
 Tube Lines Process P-492 Tube Lines Asset Registration Process
 Ownership and accountability – Asset Data forms key deliverables in
the gated process
 Asset breakdown hierarchies defined – forms (TLF-447)
 Asset Information Group (AIG) – facilitation
 Reports / Measures defined – assured Asset Registers
Lifecycle
Delivery
Acquire
/Install
Maintain
Decom/
Dispose
Plan

37. Maintenance
RoutineChange
OPEX
Costs
Modifications
Procurement
CAPEX
Costs
Engineering
Handover
P:492
Construction
LIFECYCLE DELIVERY
PROJECTS
OPERATIONS
Report Northern Line Asset Registration Report

38. COMPLIANCE: INSTRUCTION DOCUMENTS
All Asset Reports/Compliance/Period Compliance .pdf
L&E Reports/Compliance/L&E.pdf
Signals: Reports/Compliance/Compliance Signals.pdf
Compliance Reporting Process
Asset Managers/
Maintenance Managers
- Daily
- Asset/Line/Maintainer specific
Senior Management
- Weekly
- Asset specific
Operations Pre Executive
HSE/Assurance
- Period view
- Weekly view
- All Assets
- All work types
- Senior Managers present at Pre
Executive Meeting
Board
- Period
- All Assets
- Planned work only
- Part of Board Report
a

39.  Company standard per asset : Quantify level of risk
 System enforced: failure codes
 Forecast and budget – standard costs
Failure Codes :
Track Standard Faults Reports/Failure Codes/Track Standard Faults.pdf
Signals TBTC Reports/Failure Codes/TBTC_Failure_Codes_Guide_A5_Version1.2.pdf
 Fleet Period: Reports/Work Banks/Fleet - All Lines .pdf
Signals Zone Reports/Work Banks/Signals.pdf
Work Bank Management: Size and Composition & New and Completed
Operations Pre Executive
HSE/Assurance
- Period view
- Weekly view
- Senior Managers present at Pre
Executive Meeting
Senior Management
- Period view
- Weekly view
- Asset specific
Asset Managers/
Maintenance Managers
- Weekly view
- Asset/Line/Maintainer specific

40. WORK ORDER EXCEPTION REPORT KPI: DATA INTEGRITY
 The accuracy of data within the work order ensures that all output reporting is accurate
 80% of the business rules are managed from within Maximo
 20% of detailed rules managed from the Exception Report
 Rule sets different for each asset
 To do things right or wrong takes the same amount of time
 Ownership at different levels
Track Report: Track

41. RELIABILITY ENGINEERING
Pre AMIP
All assets have done various degrees of Reliability Engineering with
difference level of success and different degrees of need
AMIP
Standard Approach – methodology/Process
More exacting information available – performance and cost to improved
levels of granularity
Ownership and Accountability
Easier representation (‘Metro’ Maximo scheduled reports)
Sustainable processes that are part of DNA of Tube Lines

42. RELIABILITY ENGINEERING
Add links to the detailed Failure Analysis reports with Cost
TLES:Reports/Failure Analysis/TLES Failure.pdf
MTBF: Reports/Failure Analysis/MTBF.pdf
REPEAT FAILURES: Reports/Failure
Analysis/Fleet Repeat.pdf
MORNING: Reports/Failure
Analysis/Morning.pdf

43. RELIABILITY PROCESS MANAGEMENT

44. PRODUCTIVITY & UTILISATION
Page
 Fleet Detailed report
 Measure and improve levels of productivity of staff
 Assist with improved planning & scheduling
 Enables Asset v Line v Maintainer view/comparisons
 Part of Activity Based Costing/Standard Costing
 Part of Asset Management optimised decision making
 Budgeting and Forecasting
Fleet TOT: F:1. LUProductivityProductivity Report - Piccadilly Fleet.pdf
Fleet Labour Profile: F:1. LUProductivityTime On Task Labour Profile - Piccadilly Fleet.pdf
LABOUR PROFILE: LABOUR PROFILE
TOT:Reports/Productivity/TOT.pdf
ALL ASSETS: Reports/Productivity/ToT All Assets.pdf

45.  WebGIS rolled out across business
 Real time spatial view of ‘Metro’
Maximo
 Used by Planning Teams to co-
ordinate across Asset Groups and
between Operations & Projects
GIS AND MAXIMO
“GIS is integrated with
‘Metro’ Maximo and is an
integral part of Tube Lines
Asset Management
Processes”
Geometry
Oracle Spatial DB
Maximo
•Asset Data
•Open Faults
•Closed Faults
•Planned Work

46. To find a bridge
SEARCH FOR ASSETS ON GIS

47. Go to Bing view of
Bridge
Select Bridge for
details
DRILL DOWN TO ASSET DATA & PHOTOGRAPHS

48. Draw circle around place of interest
Details of faults from Maximo
REAL-TIME FAULT ANALYSIS VIA GIS
Cable theft Cable

49. SAFETY MANAGEMENT: PRE AMIP
 Lack of structure/governance
 Poor processes (paper based)
 Lack of ownership
 Lack of HSE guidelines
 Lack of visibility for external and internal workforces/companies
 Lack of standardised reporting
 Suboptimal improvement culture
‘Improving Safety Performance/Management for Tube Lines’

50. SAFETY MANAGEMENT: AMIP
 Optimal governance/ownership
 Used by all Maintainers/Contractors both within Projects and Operations
 Promotes closer working relationships : Transparency and consistency
 Standard approach/optimised process management
 Balanced Scoring Process
 Standardised Reporting/Intelligence
 Continuous Improvement Culture
‘Improving Safety Performance/Management for Tube Lines’
Report: HSE Inspection
7 times safer

51. SAFETY MANAGEMENT: DASHBOARDS
‘Improving Safety Performance/Management for Tube Lines’
TOTAL
Manual
Non-Manual
Rolling AFR Rate = (Sum of 13 Periods of Accidents/Sum of 13 Periods of Man hours) x 100,000 * LTI Frequency Rate = (No. of LTIs/total hours worked) x 100,000
* Rolling RIDDOR Rate = (Sum of 13 Periods of 4+ day Injuries/Sum of 13 Periods of Man hours) x 100,000 * Injury Frequency Rate = (No. of injuries/total hours worked) x 100,000
Manual and Non Manual hours for the period are estimated as the actual figure is not available until after Period Review
Projects HSE Periodic Dashboard - Period 01 - 2012/13
Hours Worked Since Last
RIDDOR
Days Worked Since
Last RIDDOR
Last LTI Hours Worked Since Last LTI
MXES Actions Raised - Period 01 - 2012/13
07 December 2011
IRFs (inc MXES/IRFs) by Category - Period 01 - 2012/13
PROJECTS TOP ISSUES
331,545
1,043,218
Non-Manual
TOTAL
333,986
Injuries
• Operative was using a 10 tonne jack to drop the
track and due to the wet weather conditions, the jack
handle slipped out of his hand and hit him under the
jaw.
Key Issues
• Cable Strikes - Draft Process is currently being
review for excavating around 11kv cables
• Track Hazard School – progressing well, 375 people
have now gone through track hazard training
• Plant and Equipment D-day – Took place on the 2nd
and 3rd May, 30 project sites were visited to ensure
compliance
• Million steps to Safety – Senior managers recording
the steps taken on site visits as well as removing and
reporting hazards.
• Scrap removal bags and associated Comms being
produced
• All DER and CDM Training sessions have been
completed
• Meeting held with construction to organise Labour
only suppliers event
• Updated access control briefing templates issued
following review
HSE Rolling Rates 2010-2013
No IRFs /Accidents/ Injuries 2010-2013 Last RIDDOR
1,035,603
709,232 143 Manual 704,059
MXES % Compliance (last 13 periods)
08 December 2011
IRFs + MXES analysis by Cause.
Last 13 periods
142
Days Worked Since
Last LTI
22%
19%
17%
5%
5%
5%
5%
5%
5%
2%2%2%2%2%2%
Unsafe condition - 9 Asset damage - 8 Unsafe Act - 7
Protection Irregularities - 2 PPE - 2 MXES Unsafe Condition - 2
Other - 2 Asbestos - 2 MXES Working-at-height - 2
MXES Risk-assessment - 1 MXES Housekeeping - 1 MXES Access - 1
Injury - 1 Road Traffic Accident - 1 Security Issues - 1
16%
14%
9%
8%
8%
8%
8%
6%
6%
5%3%3%
2%
2%
2%
2%
ENVIRONMENTAL - 10 FIRST-AID - 9
WORKING-AT-HEIGHT - 6 WELFARE - 5
RISK-ASSESSMENT - 5 COSHH-ASSESSMENT - 5
ACCESS - 5 FIRE - 4
ELECTRICAL - 4 PPE - 3
HOT-WORKS - 2 MANUAL-HANDLING - 2
VEHICLE-PLANT-OPS - 1 OCCUPATIONAL-NOISE - 1
PERSONAL-CERTIFICATION - 1 LIFTING-OPERATIONS - 1
28%
19%
14%
8%
7%
6%
4%
4% 3%
2%
2%
2%
1%
0%
0%
Behaviour - 173 Violation of Procedure - 121
Other - 90 Asbestos - 52
Competence - 45 Inadequate procedures - 35
Condition of tools & equipment -28 Slips, Trips & Falls - 28
Quality - 16 Protection - 12
3rd Party error (Including LU) - 12 Conditions of tools and equipments -10
Inadequate assurance - 5 Electrical irregularities - 1
Fatigue - 1
P2 P3 P4 P5 P6 P7 P8 P9 P10 P11 P12 P13 P1 P2 P3 P4 P5 P6 P7 P8 P9 P10 P11 P12 P13 P1
2011/12 2012/13
No IRFs+MXES+JFI 30 18 19 27 34 45 61 61 39 53 83 66 75 33 48 39 43 38 73 73 43 28 49 63 57 42
No IRFs 30 18 19 27 34 23 20 23 24 30 46 47 25 22 28 30 35 34 35 58 31 24 33 45 42 35
MXES Actions 22 41 38 15 23 37 19 50 11 20 9 8 4 19 8 3 0 0 14 12 5
MXES JFI 0 19 7 9 4 16 4 3 2
Accidents 15 13 15 20 24 17 10 15 9 16 26 19 13 12 13 10 7 6 3 1 5 3 4 4 0 2
4+ days LTIs 1 1 0 1 0 1 0 0 0 0 0
Injuries 2 3 5 8 1 4 1 5 4 5 2 1 3 2 2 1 0 2 1 3 2 1 1
1 - 3 days LTIs 1 1 1 0 0 1 1 0 0 0 0 0
Manhours (K) 232.3189.2147.2175.4167.7172.3163.7165.1125.5166.8137.7136.6116.7114.979.3197.9489.0984.3489.81108.7144.8 109 146.9140.3 164 164
0
50
100
150
200
250
0
10
20
30
40
50
60
70
80
90
No
of
IRFs/Accidents
/Injuries
Manhours
(k)
0
50,000
100,000
150,000
200,000
250,000
0
5
10
15
20
25
30
35
P2 P3 P4 P5 P6 P7 P8 P9 P10 P11 P12 P13 P1 P2 P3 P4 P5 P6 P7 P8 P9 P10 P11 P12 P13 P1
2011/12 2012/13
Rolling
Rate
IRF Rate Accident Rate Injury Rate All LTIs Rate MXES JFI Rate MXES Actions Rate 4+ days LTI Rate Manhours IRF+MXES+JFI Rate
Hours
Worked

52. SUMMARY: CRITICAL SUCCESS FACTORS
 Board Level commitment/understanding/ownership
 Strategy – it is a single vision for the organization – it is Enterprise including BI
 Ownership across the enterprise – Asset Owners own the asset information
 Enterprise Asset Management is a single system – it is the single source of truth
 It is a journey with different needs for different parts of the organization but a
standard approach and standard outputs and reporting
 Process – process – process/ outputs – outputs – outputs/ business intelligence

53. AND THE JOURNEY CONTINUES…….
 Integrations/Interconnected (intelligent assets)
 Fully Mobile
 Increased Intelligence and Analytics
 People/Organization: Transition continues from Proactive Asset Management to
Predictive Asset Management
CONTINOUS IMPROVEMENT
Safety
Asset availability and reliability
Decreased operational and whole life asset management costs
YESTERDAY’S EXCELLENCE is TODAY'S STANDARD and
TOMORROW’S MEDIOCRITY

54. Process Integration
 Optimise operations and
maintenance
 Whole Life Asset Management
Asset Performance
 Improve quality and reduce
failures and outages
 Optimise service and support
83 percent of CIOs cited analytics
as the primary path to
competitiveness
Organisations that lead in analytics
outperform those that are just
beginning to adopt analytics by 3
times
3x
83%
Source: IBM CIO Study, "The Essential CIO"
Source: IBM Institute for Business Value and MIT Sloan Management Review, “Analytics:
The New Path to Value”
PREDICTIVE ASSET OPTIMIZATION: ANALYTICS & EAM
Analytic solutions enable optimisation of asset performance

55. RAPIDLY INCREASING DATA SOURCES AND INCREASED
DATA VOLUMES
By 2015 the number of networked
devices will be double the entire
global population
Global
Data
Volume
in
Exabytes
9000
8000
7000
6000
5000
4000
3000
2000
1000
0
2005 2010 2015
… with a large percentage of the data being unstructured … and little being used …

56. 1. Collect data from instrumented assets and integrate into existing processes
3. Communicate insights and recommended actions for
immediate decision-making – fix before fail
2. Analyze data for anomalies and outliers and predict failures
Reports,
KPIs, KPPs
Analysis
NEXT STEPS
Aggregate and analyse data from multiple sources to make informed decisions

57. PREDICTIVE ASSET OPTIMISATION ARCHITECTURE
Business Intelligence
(IBM COGNOS BI)
Collect Sensor Data
Telematics, SCADA, remote monitoring systems, Distributed Control Systems
End User Reports,
Dashboards, Drill Downs
EAM System
‘Metro’ Maximo
Analytic Data warehouse
(Pre-built data schema for storing operational data metrics )

59. INTEGRATION OF MAXIMO WITH 3D MODEL: BIM