Utilities Manager – Asset Management Group...Water (future AWWA M77) Mains Leak detection program...
Transcript of Utilities Manager – Asset Management Group...Water (future AWWA M77) Mains Leak detection program...
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Robert Secrest, P.E.Registered Professional Civil Engineer
Utilities Manager – Asset Management Group
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20 years experience in asset management and civil engineering
Master of Business Administration, MBA
Registered Professional Civil Engineer, P.E.
Project Management Professional, PMP
Leadership in Energy and Environmental Design Accredited Professional, LEED A.P.
Qualified SWPPP Developer, QSD
Certified Cost Engineer, CCE
Chartered Financial Analyst Level 1 Candidate, CFA
Certified Lean Six Sigma Black Belt, LSSBB
Speaker Bio
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Outline
Asset Management
Purpose, benefits
Process lifecycle
Maturity models
Leverage Technology3
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“Campus Main Break” NBC News July 2014
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What happened?Facts:
10 Million gallons lost
3.5 hours to isolate
Damages - millions
Why 3.5 hours to isolate
Leverage GIS – RFID
Condition assessment
Manage risk
“Buried No Longer: Confronting America’s Water Infrastructure Challenge” – AWWA Publications 5
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Asset Management
Definition
Purpose
Benefits
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What is Asset Management?
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Asset Management”Asset management is a systematic process of maintaining, upgrading,
and operating physical assets cost-effectively. It combines engineering
principles with sound business practices and economic theory, and it
provides tools to facilitate a more organized, logical approach to
decision-making. Thus, asset management provides a framework for
handling both short- and long-range planning.”
Asset Management: Advancing the State of the Art Into the 21st Century Through Public-PrivateDialogue, FHWA and AASHTO, 1996
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PurposeAsset Management programs are defined as asset management services
designed to reduce the total cost of ownership through objective-based
condition assessment and financial analysis, using a standardized
methodology and software.
Manage risk
Improves transparency
Communicate requirements
Maintain level of service
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FinancialRehab prior to failure
Helps prioritize
Justify financial plans
Extends useful life
Systematic decision-making
Service LevelShare information
Improve condition
Minimize outages
Reactive to preventative
Benefits
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Systems Overview Carlsbad
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Asset Management Program Development
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Organizational ChartAsset Manager(MBA, PE, GIS, Database, Risk
Manager)
3. Utilities Inspector (Recommended)
4. IT Manager (Recommended)
8. Construction Attorney
(Recommended)
5. Right-of-Way Agent(Recommended)
Administrative Services Professional
(Recommended)
CMMS Planner/Scheduler
Warehouse Technician
1. Project Manager (Reg. Civil Engineer)
(Recommended)
6. Condition Assessor
(Recommended)
2. GIS Technician (Projected)
7. Environmental Planner
(Recommended)
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Process Steps1. Inventory and
Assess
2. Determine Residual Value
3. Determine Replacement Cost and Replacement
Date
4. Set Target Level of Service (LOS) MB/100/Yr #SSO
5. Perform Criticality Analysis
6. Generate Decision Trees
Result: WO or CIP
7. Calculate Risk (BRE) Rating
8. Determine Appropriate Maintenance Frequencies
9. Prioritize and Place in CIP
Program
10. Establish Budgets and Acquisition Strategies
11. Establish Asset Replacement
Programs
12. Perform Lessons Learned
Analysis (Sharpen the Saw) 14
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Key ComponentsInventory
Risk Assessment
Condition Assessment
Data Analysis
Action
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Inventory
What do I own
What is the value
How long is it designed to last
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Risk AssessmentPurpose
Identify assets that present the greatest risk
Identify and prioritize assets for condition assessment
ResultsPrioritize projects to optimize use of limited resources
Provides systematic risk-based mitigation strategies
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Consequence of Failure (CoF)Scores
Scale: 1 – 10 10 = highest impact
Based uponTriple bottom line impacts
Environmental
Economic
Social/Community18
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EnvironmentalSpill/flood/OdorPermit Compliance
EconomicFinancialEconomic
Social/CommunityLoss of ServiceSafetyAgency Image
Triple Bottom Line
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Condition Assessment
Repeatable
Verifiable
Auditable
Trainable
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Condition Assessment Water Assets
Valves
Mains
Tanks
Facilities
Wastewater Assets
Gravity mains
Access holes
Force mains
Lift stations21
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Condition Assessment
WaterValve Maintenance (AWWA M44)
Description Frequency
Critical Valves 12 months
Transmission Mains 48 months
Distribution Mains 36 months
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Condition AssessmentWater (future AWWA M77)
MainsLeak detection program
CCTV and other
TanksCCTV – visual
Non - destructive testing
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WastewaterGravity Mains - CCTV
Description of Area Frequency of CCTV
Steep slopes, new infrastructure 36 months
Older areas, new infrastructure 24 months
Older areas, small diameter, relatively low slope 12 months
Older areas, fats, oils, grease (FOG) issues, relatively low slope 12 months
Condition Assessment
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Condition Assessment
WastewaterAccess holes - crews
Force mains - consultants
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Facility AssetsBuildings
Exterior/Roofing
Electrical/Mechanical
Plumbing/Fire protection
Structural/Architectural
Transportation AssetsPavement/Street lights
Goal: Condition Assessment activities deliver condition scores
Condition Assessment
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Condition ScoresCondition Scores
Scale: 1 – 10 10 = failed
Based upon:General assessment- age, condition, visualLevel III: Detailed assessment– quantity and severity of defects
Next: Convert Condition Scores to Probability of Failure (PoF)27
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Element 1 3 5 7 9 10
Technical Performance
Substantiallyexceeds current
requirements
Exceeds current requirements
Meets current requirements but with room for improvement
Obvious concerns; cost/benefit questions
Inefficient; becoming ineffective, obsolete
Failing; not capable of sustaining required
performance
Operational Performance
Negligible attention required
Exceeds current requirements
Meets current requirements but with room for improvement
Obvious concerns;costs/benefits questions
Difficult to sustain performance
Failing; not capable of sustaining required
performance
Reliability As specified by manufacturer
Infrequent breakdown Occasional breakdown Periodic Breakdown Continuous recurrent
breakdown Virtually inoperable
Availability Virtually always operational
Out of service only for very short
periods
Out of service for moderate period;
moderately difficult to return to service
Increasingly difficult to return to service; parts becoming a challenge
Extensive downtimeduration; difficult to return to service; parts difficult
to acquire, rare skills required
Virtually impossible to return to service; parts no longer available trained
personnel
Maintainability
Easily maintained;
OEM maintenance is straightforward
Largely preventive maintenance with some corrective
maintenance beginning to show
up; baseline monitoring
Increasing minor maintenance required;
periodic corrective maintenance including some repair shortening of monitoring intervals
Scheduled maintenance becoming frequent;
more experienced trades people required for
maintenance; frequency of work orders
increasing substantially with short monitoring
Work orders well aboveaverage for type of
asset; recurrent minor repair; close monitoring required; most senior
people required to sustain performance
Maintenance is frequent with recurrent patterns of
failure; asset must be virtually constantly
monitored to sustain performance
% Physical Life Consumed
Almost new; up to 10%
consumed
Up to 30%consumed Up to 50% consumed Up to 70% consumed Up to 90% consumed
Virtually completely consumed, imminent
failureCondition
Score 1 3 5 7 9 10
Probability of Failure 0.1 0.3 0.5 0.7 0.9 0.99
Condition Scores converted to PoF
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Business Risk Exposure
Adjust for:Design StandardConstruction
QualityMaterial qualityOperational historyMaintenance HistoryOperating
environment
Remaining Useful Life
Consider:•Failure Mode•Condition, Reliability
Redundancy FactorConsequence of
Failure (CoF) Risk Score (BRE)Probability of Failure
(PoF)
Consider:•Peak vs. average•Failure mode•Operating environment
Consider:•Safety, health•Environmental Impact
•Process criticality
•Repair cost•Revenue impact
Redundancy Factor
Single 0.7
Multiple 0.5
Zero 1.029
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Analytics
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AnalyticsAnalytics aspects
Risk matrix
Maintenance strategies
Failure modes and effects analysis, FMEA
Life cycle costs – penalty costs
Decision logic trees
Analytics to action31
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Analytics
Automation and optimization Budget and/or staff constrained Multiple what-if scenarios Return on investment Risk assessment
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Consequence of Failure
(CoF)
10 7.0 9.0 9.9
9 8.1 8.9
7 6.9
5 4.9
3
0.3 0.5 0.7 0.9 0.99
Probability of Failure (PoF)
Risk Matrix
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Reactive
Not recommended
Preventative – CMMS
Activities scheduled and carried-out to protect and prevent deterioration
Predictive – SCADA
Activities scheduled after observing signs ofdeterioration or impending failure
Maintenance
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Failure Mode and Effects Analysis (FMEA) Definition Tactical Aspects Management Strategy
Capacity(Operational Failure)
Volume of demand exceeds design or operational capacity Growth, system expansion Redesign
Level of Service (Operational Failure)
Functional requirements exceed design capacity
Codes & permits: NPDES, Breaks/100 miles/year, SSOs, outages, OSHA, noise, odor, life safety, service, etc.
O&M optimization renewal
Mortality (Structural Failure)
Consumption of asset reduces performance below acceptable level.
End of useful life
Physical deterioration due to age, usage, (including operator error), corrosion, environment, or nature
O&M optimization renewal
Financial Efficiency Operations costs exceed that of feasible alternatives Payback period Replace
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5 10 15 20 25
Optimal Time to Invest
$ Benefit $
Less Dollars to Fix
Replacement Threshold
More Dollars to Fix
1
3
5
7
9
10
Con
ditio
nSc
ore
Years18 23
Life Cycle Cost and Penalty Costs
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Capital Projects Decision Logic Network
Perform: Condition
Assessment and
Criticality Analysis
Set Service Level and Risk Level
Benchmarks
Assign Risk Score (BRE)
to assets & projects
Asset Defects Bundled to Generate
Independent Projects
based upon risk scores
Place Project Scopes
into CMMS as open Work
Orders
Perform: Economic Analysis
Passes Economic Analysis
Fails Economic Analysis
Project is shelved or
scope adjusted to
work economically
Perform: Project
Prioritization (Based upon risk score)
Rank Competing Projects Based Upon Risk Score
Project does not meet or exceed the threshold
level of risk
Project has above the threshold risk level. Fund design and construction based upon
prioritization – Assign funding code(s) to project
Project is Funded
and Executed in
CIP
Work order is
closed in CMMS at project
completion
KTR/Consultant
delivers Shape files to GIS Tech entry into
GIS (LGIM)
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Analytics program
Shape files - layersSensitive customers
Soils
Streets moratorium
Main break
Models
Leak logger
Analytics to Action
39Graphics Credit: Innovyze
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Action
Generate scope and cost
Prioritize alternatives
Establish budgets
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Action - WaterLeak detection program (Leak-Logger)
JOC contractors
Pump replacement
Valve replacement
Condition Assessment
Valves, hydrants
Pumps
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Action - WastewaterPump replacement program
Access hole program
CIPP program
Condition assessment
Gravity mains
Access holes
Facilities and roofs
Force Main
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P3M3 Maturity Model
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Forecasting Program Development across several Categories
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1
2
3
4
5
Valve ReplacementProgram Pump Replacement
Program Leak Detection ProgramCIPP Program
Asset ManagementAnalytics
Water District Programs Development
Actual (Now) Goal in 2 years Goal in 5 years
Fully Optimized
Managed Process
Defined Process
Repeatable Process
Awareness of Process
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Forecasting Program Development across several Categories
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1
2
3
4
5
Condition AssessmentWater/Rec Water Condition Assessment
Wastewater - CCTV Condition AssessmentWastewater - Access
HolesCondition Assessment
Wastewater - ForceMain
Condition AssessmentWater and Wastewater -
Facilities
Water District Programs Development
Actual (Now) Goal in 2 years Goal in 5 years
Fully Optimized
Managed Process
Defined Process
Repeatable Process
Awareness of Process
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Forecasting Program Development across several Categories
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1
2
3
4
5
Document ControlCMMS Processesand Procedures CMMS System Use
and Implementation Meter ShopSystems andTechnology
SCADA Water &Wastewater SCADA - CMMS
Interactive Map-enabled Desktop
Water District Programs Development
Actual (Now) Goal in 2 years Goal in 5 years
Fully Optimized
Managed Process
Defined Process
Repeatable Process
Awareness of Process
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How to Leverage Technology
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Global Information System - GISData gapsLayersStandardized database format Scope and cost – escalated
Bringing it all Together
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Supervisory Control And Data Acquisition (SCADA)Master planMonitor and controlReal-time Interactive map desktop
GIS-centric Platforms
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Computerized Maintenance Management System – CMMS
Maintenance frequencies – automatedObtain asset data - as-built submittalsCMMS linked to SCADA
GIS-centric Platforms
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Optimization Drivers
Customers
Rapid response
Regulatory
Increasing requirements
Water qualityLeakage reduction
Business
Demands on producing at lower costsReduce high profile incidents
SCADA linked to CMMS
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DocumentsEPA Check-up Program for Small Systems, EPA - CUPSS
Manual of Practice Condition Assessment of Water Mains (AWWA M77)
{not yet out for distribution}
Distribution Valves: Selection, Installation, Field Testing and Maintenance
(AWWA M44)
EPA Asset Management: A Best Practices Guide (April 2008)
Guide to Water and Wastewater Asset Management Underground Infrastructure
Management (UIM)
Asset Management CoC Standard Specification (coming soon)
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Open Discussion
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