Transit Asset Management BART - MTA NYC Transit Peer to Peer Exchange

Transit Asset Management
BART - MTA NYC Transit
Peer to Peer Exchange
US DOT ITS T3 Webinar
January 24th, 2013
T3 Webinars are brought to you by the ITS Professional
Capacity Building Program (ITS PCB) at the U.S.
Department of Transportation's (USDOT) ITS Joint
Program Office, Research and Innovative Technology
Administration (RITA).

Printed12/2/20177:21PM
Hans Point Du Jour, Senior Regional Engineer/Transit Intelligent Transportation
Systems (ITS) Specialist, Federal Transit Administration (FTA), Region 2 Office (New
York, NY)
Michael Salvato, Program Manager, MTA NYC Transit, Enterprise Asset Management
(New York, NY). He is responsible for the asset management improvement program
including the coordination of strategies, processes, organizational, and IT systems
improvements, their interdependencies, and risks.
Timothy Forker, Senior Director, MTA NYC Transit, Subways, Capital Program (New
York, NY). He is responsible for coordinating the department's medium and long range
capital investment programming for all subway system asset categories.
Frank Ruffa, Group Manager, San Francisco Bay Area Rapid Transit (BART) District,
Maintenance and Engineering, Capital Projects Administration (Oakland, CA). He is
responsible for development and implementation of the BART District's Asset
Management program.
John McCormick, District Group Manager, San Francisco Bay Area Rapid Transit
(BART) District, Rail Vehicle Maintenance Planning (Oakland, CA), he brings nearly
20 years of experience in the transit vehicle procurement, commissioning, operations,
and maintenance.
Host
January 24, 2013 ITS Professional Capacity Building Program 2
Presenters

• BART and MTA-NYCT are undertaking asset management improvement programs. BART is at the
implementation stage. MTA-NYCT is at the planning stage.
• Both agencies manage a great number of assets to deliver service with a limited amount of resources.
Meeting safety, reliability and performance goals requires making optimal and informed decisions to
reduce asset life cycle cost.
• Asset Management provides a holistic framework to optimally and sustainably manage physical assets
over their life cycle while achieving business objectives.
• The implementation of an asset management program is a challenging journey that transforms asset
management from functional-focused to a holistic approach that integrates strategy, processes,
people, information and technology.
• The ITS Peer to Peer Exchange demonstrated that the philosophy of asset management and
approach to implementation can be shared and transferred between agencies both large and small
Overview

BACKGROUND

Providing public transit is an asset-intensive activity
…And We Have Many Years of Experience Managing Our Assets…

• Given limited resources, how do
we make the optimal choices for
asset maintenance, renewal and
replacement?
• How do we reduce the total life
cycle cost of our assets to the
lowest possible level while
achieving our goals for safety,
performance and reliability?
• How do we make the best
decisions based on quality
information and analysis?
NYCT has over $750B in assets…
…yet never has enough resources
Structures, $396B
Station and ADA,
$227B
Signal systems,
$33B
Mechanical systems,
$26B
Subway cars, $21B
Track and Switches,
$21B
Subway Shops and
yard, $20B
Power systems,
$18B
Bus shops and
depots, $8B
Buses including
paratransit, $3B
Communication
Systems, $3B
Facilities, $2B
Fare Collection
systems, $1B
Estimated Replacement
Costs ($2011)

While many assets are in or close to a state of good repair
… a backlog remains
0 10 20 30 40 50 60 70 80 90 100
Ventilation Plants
Maintenance Facilities
Power Substations
Communications
Tunnel Lighting (miles)
Passenger Stations
Signals
Pumps/Deep Wells
Elevators & Escalators
Passenger Rail Car Fleet
Mainline Track (miles)
Mainline Switches
In Good Repair
Backlogged
% Percent in good repair
NYCT Department of Subways
State of Good Repair Status (Investments through 2014)

The needs are greater than available capital funds
$16.9
$20.8
$19.8
$21.4
$24.7
$13.5 $13.9
$15.9
$13.6
$11.6
$-
$5.0
$10.0
$15.0
$20.0
$25.0
$30.0
1987 - 1991 1992 - 1996 2000 - 2004 2005 - 2009 2010 - 2014
Billion(in$2012)
Program year
NYCT Department of Subways

• Establish an even more effective management system that supports informed
decision making
• Demonstrate to our customers, employees, funders and critics that we are doing
the right thing with our budget, fares and subsidies
Transit needs a robust asset management system to manage the
increasing complexity of our operating and capital needs
Asset Management can help Transit

ASSET MANAGEMENT

What is Asset Management and an Asset Management System?
Source: BS PAS 55:2008
Asset Management
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
Asset Management System
Organization’s policy, strategy, objectives and plans and the
activities, processes, systems and organization necessary for
their development, implementation and continual improvement

Standards like PAS 55 (for the optimized management of physical
assets) provide a holistic approach to achieve Transit objectives
Source: IAM, PAS 55:2008, http://en.wikipedia.org/wiki/PAS_55

An asset management system is based on a set of coordinated
documents and processes for managing the asset life cycle
Source: An Anatomy of Asset Management, Issue 1, IAM, Dec 2011

MAP-21* requires transit
agencies to have asset
management plans
January 24, 2013 ITS Professional Capacity Building Program
* Moving Ahead for Progress in the 21st Century
14

ASSET MANAGEMENT OBJECTIVES AND BENEFITS

• Provide a clear vision, aligned goals and an effective
management system to bring NYCT to next level
• Provide the governance, support and change
management
• Create an approach, processes and tools that support
whole-life decision making
• Integrate end to end activities throughout the
organization
• Implement IT strategically as a tool to improve
decision making, knowledge management and
accountability
Five theme have emerged to drive breakthrough improvements
in asset management at NYC Transit

Functional Asset
Management
Integrated Asset
Management Processes
Advanced Asset Management
Strategy
Strategies are functional or
focused on capacity, and
not lined to business
Line of Sight between
organizational objectives
and day-to-day activities
Shared understanding of
drivers behind reliability,
utilization and cost
Processes
Inconsistent processes
with lack of transparency in
decision-making
Integrated end to end
processes established
Clear roles and responsibilities
for process owners, managers
and participants
People
Functional silos supporting
planned and reactive
maintenance
Cross-functional teams
working to prevent and
predict failure based on
criticality and risk
System-approach to optimizing
total cost of ownership based
on engineering analysis
Information
&
Technology
Home grown information
systems and performance
indicators
Integration of Asset
Management Information
systems across enterprise
Integration of enterprise asset
management, resources
planning and operation
systems
Changing the way we do business will not be easy
… and can take several years
17

Moving to asset management is expected to help improve
reliability, utilization and cost of assets
NETWORK RAIL reports improved
performance by 30% while reducing the cost
of maintaining, renewing and operating
infrastructure by 27%
TUBE LINES reports being 30% cheaper
and 7x safer than rest of London Underground
after implementing an asset management
improvement program
MTR rolling stock reliability has improved
from 1,000,000 car km/failure to 3,500,000 car
km/ failure
Reliability Utilization
Unit Cost
Sources: IET/IAM Asset Management Conference Presentation by MTR.
November 2010, http://theiam.org/es/magazine/march-2011/staying-right-track,
CSX Presentation at IBM Pulse Conference March 2012

Asset management can be very powerful and capable of generating
wide ranging benefits for the organization
Potential Benefits
PERFORMANCE
Improved performance
Improved customer satisfaction
Increase in revenue/output
COST Optimization of whole life cost of ownership
RISK Risk reduction
TRANSPARENCY Shared Knowledge and Information
SUSTAINABILITY
Financial
Environmental, Social

ASSET MANAGEMENT PROGRAM AT BART

At 40 years old, BART assets are nearing end of life
• Success = Making the most of a bad situation
– Oldest fleet in the US, and in an international peer group
– Very high service level and reliability, with a very low spares ratio
• Our Mission is clear
– Preserve the service level and reliability of the existing system
– On-board the new fleet, new shops, and new extensions
– Set the course for renewing asset condition
• Risks
– Ability to meet rising demand; Ridership is creeping toward 500,000 passengers
per day
– Funding to support New Cars and other major initiatives
Asset Management offers the structure and tools to achieve our Mission

Maintaining an Aging Fleet
San Francisco Bay Area Rapid Transit District
Vehicle Train Control BoardsC-Car HVAC Units
C-Car Propulsion System Wheel/Axel Press

State of Good Repair Challenges:
Wayside, Facilities & Systems
Corroded Rail Rail Pad Replacement
Bridge Bearings Cabling and Junction Boxes
23

BART Embarked on an Asset Management Journey
• July 2012: BART started the development of its Asset Management process based
on current best practices and aligned with MAP-21 objectives and requirements
• By December 2012: (156 days!) we put together a preliminary, viable, repeatable
and MAP-21 compliant Asset Management Program
– Preliminary results with low data confidence
– Risks are identified and related to investments and performance measures
– Initial data largely based on “expert judgment”
– Preliminary conclusions are evidence-based, hence credible
– We chose to develop internal capacity to “embed AM into the organization’s DNA
…”

• Asset data was harder to gather than we expected
• Subject Matter Experts (SME) knowledge is a treasure trove; however, day-to-day
workload makes it a challenge to get the attention of field staff
• Data structure, format, and process discipline was essential to avoid becoming
overwhelmed
• Developing an organizational model for managing the AM process is a careful balance of
centralized coordination and local ownership; still under construction at BART
• The AM process showed us that the Capital and Operating funding strategies were not
always well-aligned
Just six months into the process,
we’ve already learned many lessons
Asset Management becomes the “Voice of the Infrastructure”

Run to Failure vs. retaining State of Good Repair
Time / Usage
Cost
Asset Decay Curve
Service Functionality

Time / Usage
O&M Costs
End of Economic Life
Asset Decay Curve
Cost

Time / Usage
Asset Decay Curve
O&M Costs
End of Economic Life
Cost
This is the point when we
spend money to renew or
rehabilitate as asset

Time / Usage
Cost
Extending economic life requires effective O&M strategy for each asset.
BART Strategic Maintenance Program (SMP) uses this philosophy
Targeted maintenance strategy extends useful life; SOGR!

Operations role in Asset Management is key
BART’s existing operating strategy is compatible with
the Asset Management initiative
• Planned maintenance and regular mini-overhauls
– Efficient preventative maintenance, not reacting to crises; fix it before it breaks
– Introduction of modern industry, “lean” efficiencies.
– Rolling 5-year overhaul replaces the major mid-life overhaul model.
• Investment decisions based upon greatest reliability impact (data driven)
– Targeted investment to reduce in-service failures.
– Staying in front of equipment degradation to extend useful life.
• Culture of ownership and responsibility at all levels of the organization
– Own the product, do the job right the first time.
– Integrated goals and objectives
– Identify opportunities for continuous improvement.

Business Fundamentals play a large role in Asset Management
• Control work scope; Develop industry best practice processes
• Consistent work; Implement redesigned training programs
• Apply the right skills; Reorganize Org structure, introducing many jobs with new
planning capabilities
• Implement metrics; Integrate and expand KPIs and dashboards
• Invest in tools; Leverage CMMS, especially for planning and scheduling
• Manage knowledge; Develop and implement smart documentation

CONCLUSIONS

Asset Management and ITS
• Why is Asset Management relevant to ITS?
– Developing Asset Management Policies, Strategies and Plans is all well and
good; however,
– AM must be supported by a well structured Knowledge Management process
• Knowledge Management is NOT just computers, networks, software and
databases
• Knowledge Management IS:
– Knowledge Management provides the systems, processes and information to
understand and communicate the cumulative consequences of decisions
– The ITS Architecture should account for information interfaces into an
organization’s internal systems which, in turn, supports the assessment and
changing conditions of assets as they are use in production
33

Lessons Learned
• Big and smaller transit agencies a common and consistent understanding of the
importance Asset Management has from a strategic and tactical perspective
• As a result of this exchange MTA NYCT has put together a task force modeled after
BART to look into maintenance planning as a component of asset management.
• BART is now looking to Asset Management from a more strategic standpoint
• BART and MTA NYCT are both committed to continuing this collaboration
34

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