Rims forum 2013 Business Process Improvement - Adam Bevins Downer
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Business Process Improvement RIMS 2013 Forum Adam Bevins Strategic Asset Manager
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As Asset Managers we use Road Information Management Systems to turn data into information, knowledge and hopefully wisdom, to improve the assets we work on, during which we capture the learnings, continually improve and refine our approach to evidential data-driven decision making. The next step is then applying the same thinking and approach to the decision making process itself, the business process. Understanding business processes are critical for larger organisations to leverage ideas across an enterprise and have a structured approach for process improvement, connecting decisions makers with asset managers so they understand the value proposition that asset management provides. Business process management is about moving our industry from a craftsman individual learning experience and adopting modern learning, sharing and improvement approaches for organisational learning.
Transcript of Rims forum 2013 Business Process Improvement - Adam Bevins Downer
Business Process Improvement
RIMS 2013 Forum
Adam BevinsStrategic Asset Manager
2
Knowledge as an asset
Wisdom
Knowledge
Information
DataIntelligent Systems
People
3
• Systematically managing knowledge as an asset
Business Process Improvement
Deming Cycle
Business ProcessesProject Management Processes (PMO) – Level 1
Core Processes – Level 2
Enterprise Data Model
Asset Management Systems
Asset Register Work flow Field Devices
Support SystemsNeeds
AnalysisSpatial
AnalysisFinance
ManagementResource Planning
HRIMS Health & Safety
Presentation Layer
Dissemination Layer
Why have business process improvement?
Condition Assessment
Traditional area of focus
Foundation
• Standardising terminology
• Business Goal– Behaviour: ‘One Downer Way’ across contracts– Customised to the way we do business
• Features– Standardising commercial framework – Provision of process mapping– Consistent system setups– Consistent data and reporting – Training, documentation held centrally
Business Processes
Business Processes - Approach
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Example
Optimise Routine Maintenance
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Maintenance Management Process – Downer NZ (Transport – Road)
Clie
nt
Cu
sto
mer
M
anag
em
ent
Team
Cu
sto
me
rC
lien
t A
sset
M
anag
em
ent
Team
Do
wn
er
Phase
StartCustomer
CustomerServiceCentre2
Determine appropriate Dept.
Action by appropriate party
Downer related
Non - Downer
StartClient
Optimise funding and long-term asset
need
Document 10-year asset renewal plan
Maintenance Intervention
Strategy
Job Management
System
StartDowner
Asset specific inspection schedule(based on asset risk)
Identify defects on assets
Identify best value solution
Asset renewal recommended
Maintenance All-Faults List
Review Resource Capacity
Maintain 3-month rolling programme
of work5
Execute physical work Process claim
Resource management
system
Capture Customer Feedback1
Review productivity results4
EndClient & Downer
Not Enough Resource
Reprioritise work
Maintenance recommended
EndCustomer
Update Asset Register with As-
Built data
Asset Register3
Landscape Process – High level
Execute Contract – Plan: Optimise Routine Maintenance (monthly for 3 month rolling programme)D
ivis
ion
al
Ma
nage
rfS
yste
ms
Clie
ntE
ngin
eer/
Con
sulta
nt
Ass
et M
gr,
Co
ntra
ct
Eng
inee
r
For
eman
/S
uper
viso
rC
ont
ract
M
anag
er
3-May-12
Review against Contract Strategy
(Contract MIS)
Review faults against FWP
Identify other similar work types
nearby
Extract routine maintenance
faults
Schedule against allowable budget
A
Review faults against FWP
Extract routine maintenance
faults
Identify other similar work types
nearby
Review against Contract Strategy
(Contract MIS)
JMS
C
Page 1 of 4
FWP PRS, Intranet
Execute Contract – Plan: Optimise Routine Maintenance (monthly for 3 month rolling programme)
Sys
tem
sC
lient
Div
isio
nal
Man
ager
Sup
plie
rs/
Sub
-co
ntra
ctor
s
Ass
et M
gr,
Con
trac
t E
ngin
eer
For
eman
/S
uper
viso
rC
ontr
act
Man
ager
25-Jan-12
A
Schedule based on known
productivity to date
Schedule against available resources
Assign programme month
Analyse forecast margin (3 month)
Schedule against external time constraints (ie
deadline)
Review resource capacity across geographic area
Productivity Reporting System
Schedule against external time constraints (ie
deadline)
B
Schedule based on known
productivity to date
Schedule based on known
productivity to date
Schedule against available resources
Schedule against available resources
JMS
Page 2 of 4
Productivity Reporting System
Execute Contract – Plan: Optimise Routine Maintenance (monthly for 3 month rolling programme)C
ontr
act
Man
ager
, C
ontr
act
Adm
in
Sys
tem
sC
lient
Eng
inee
r/C
onsu
ltant
Sup
p/S
ub-
cont
ract
or,
For
eman
/S
uper
viso
r
Div
isio
nal
Man
ager
Con
trac
t M
anag
er
B Perform resource levelling
Seek approval
Perform resource levelling
Perform resource levelling
Decide approval
Decide approval
one or more
Execute changes in JMS
C
approved
not approved
JMS
25-Jan-12
Page 3 of 4
Regional JMS
Decide approvalAssign resource to
dispatch
Assign resource to dispatch
Update status
JMS
D
Execute Contract – Plan: Optimise Routine Maintenance (monthly for 3 month rolling programme)S
yste
ms
F&
A M
anag
erC
lient
Div
isio
nal
Man
ager
Con
trac
t Man
ager
25-Jan-12
Produce Forecast Margin Report for
F&A Manager
Receive forecast Margin Report
D
Page 4 of 4
Productivity Reporting System
• Standardising roles
• Development of robust job descriptions
• Organisational structure (relevant for larger organisations)
What we learnt on the way
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Building on business processes
Business ProcessesProject Management Processes (PMO) – Level 1
Core Processes – Level 2
Enterprise Data Model
Asset Management Systems
Asset Register Work flow Field Devices
Support SystemsNeeds
AnalysisSpatial
AnalysisFinance
ManagementResource Planning
HRIMS Health & Safety
Presentation Layer
Dissemination Layer
Condition Assessment
Enterprise Data Model
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Standardised Activity Codes: Logical Category levels, naming conventions
Naming conventions
Examples: TM6NZT-10-Coastal Otago-P TM6NZT-10-Coastal Otago-C-CM TM6NZT-10-Coastal Otago-C-DA TM6NZT-10-Coastal Otago-C-CS TM6NZT-10-Coastal Otago-C-CN1 TM6NZT-10-Coastal Otago-C-CN2
• OR:
TM6GOR-12-Gore-P TM6GOR-12-Gore-C-RM
Where: TM = Transportation Maintenance 6 = Area (1-6) NZT = NZTA GOR = Gore 10 = Last two digits of Commencement Year of the
contract (calendar year) Coastal Otago = Short Project Identification (as
appropriate for differentiation purposes) -P = Parent (optional, depending on project setup
structure)
And -C-CM = Child Project: Contract Management -C-DA = Child Project: Dunedin Area -C-CS = Child Project: Chip Seal -C-CN1 = Child Project: Construction 1 -C-RM = Roading Maintenance
Standardising our Financial System
4.52200 Direct Materials2401 Aggregates1 (means rock/bulk fill)2402 Aggregate 2 (means sub base)2403 Aggregate 3 (means base course) 2404 Aggregate 4 (means maintenance metal)2405 Aggregate 5 (means sealing chip)2406 Aggregate 6 (means any other aggregate)2409 Sand (plus dust and ice grit)2701 Asphalt Works2702 Asphalt Third Party2750 Asphalt Rap2800 Bitumen2900 Polymer Bitumen2950 Cement3000 Chemical (means Chemical or Additive)3200 Concrete3300 Emulsion3301 Emulsion 1 (means Polymer Emulsion)
3850 Other Materials (means Minor Materials)
Example:FY 2010/11Other materials = $56MAggregates = $24M
Detailed Data Mapping
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Data Quality through intelligent data Management and people
Business ProcessesProject Management Processes (PMO) – Level 1
Core Processes – Level 2
Enterprise Data Model
Asset Management Systems
Asset Register Work flow Field Devices
Support SystemsNeeds
AnalysisSpatial
AnalysisFinance
ManagementResource Planning
HRIMS Health & Safety
Presentation Layer
Dissemination Layer
Why have business process improvement?
Condition Assessment
Early results
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Implementation process
Hossein Cheraghi et al. (1999: p.3)
Questions?
