Water Supply Management, Watershed Management, Wastewater Management, Solid Waste Management

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1 Water Supply Management, Watershed Management, Wastewater Management, Solid Waste Management Asset Management: Saving Your System, Saving Your Money Abstract Water and wastewater utilities are constantly faced with breaks, leaks and repairs to equipment, pipelines, and fittings under emergency conditions. Infrastructure installed today is tomorrow s rehabilitation and repair (R&R) project. Once installation is complete, what useful lifespan can be expected? What is the routine maintenance schedule? What is a necessary budget for upgrades/replacement? Who tracks these items, prepares for replacement, and assigns work orders to Utility staff? Is asset management the answer to these questions concerning and haunting utility owners who are unsure of the next rupture or unexpected failure? When is the next domino going to drop? Aging infrastructure has utilities constantly repairing equipment on an emergency timeline. Emergency repairs often cost utility providers more time and inefficiencies by a factor of three times planned construction efforts. To prevent the excessive costs and overdue staff stress, utilities seek to engage an asset management program or system to track, monitor and predict these critical R&R assignments on key infrastructure and equipment. However, purchasing the software or committing to the program does not assure success and restful nights. Proper implementation and critical planning is key to a successful integration of asset management. This paper will identify and address implementing five critical components to ensure the foundation for your asset management program is rooted in sound principles guiding the program s success. Efficient planning of program framework and architecture set the course for easy operation and system functionality. Operation involvement in interface development, ease of use, and data acquisition for existing and new infrastructure allows utility assets to be categorized and integrated daily for full integration and staff support. With full identification and understanding of these critical components, utilities embarking on a new asset management system, or those needing a refresher, will see a solid approach to asset management success. Authors: Lance R. Littrell, P.E. Reiss Engineering, Inc., 1451 W. Cypress Creek Rd., Suite 300, Fort Lauderdale, Florida, USA. Matt S. Grewe. Reiss Engineering, Inc., 1016 Spring Villas Pt., Winter Springs, Florida, USA.

2 Water Supply Management, Watershed Management, Wastewater Management, Solid Waste Management Asset Management: Saving Your System, Saving Your Money What is Asset Management? Asset management is a common term used in utilities today. While it is often discussed, rarely is it defined. Generally, asset management is defined as follows by the United States Environmental Protection Agency: Asset management is maintaining a desired level of service for what you want your assets to provide at the lowest life-cycle cost. Lowest life-cycle cost refers to the best appropriate cost for rehabilitating, repairing or replacing an asset. Asset management is a framework being widely adopted as a means to pursue and achieve sustainable infrastructure. It is the practice of managing infrastructure capital assets to minimize the total cost of owning and operating them while delivering the desired service levels. Several companies have generated their own software capable of performing this task to varying degrees. Software s such as Maximo, Oracle, Nextgen AM and others continue to build their platforms to suit the needs of their customers. So how does this affect the average utility? Asset management configured properly provides significant benefits to users including: timely replacement or repair; staff allocation and work planning; financial accounting of physical assets; the budgeting process, and more specifically, the proactive side of the budgeting process, ultimately providing a tool focused on providing the optimum service from the utility through an automated system. Understanding the benefits of the asset management systems, many municipalities have employed asset management to assist utility operations through monitoring and tracking of distribution and collection infrastructure. Understanding when and where to anticipate failures and repairs opens up the utility to proactively address failures prior to their occurrence. Further, fully integrated and developed systems provide detailed information to accurately develop budgets for upcoming fiscal periods. Quite frequently, the asset management program outputs can support 80-90% of a utility s rehabilitation and replacement budget for the coming fiscal year. Utilities are not alone in realizing the value of asset management systems. Similar to water and wastewater utilities, industrial facilities use asset management for tracking of their infrastructure and equipment assets with an added component of inventory tracking for supply and production chains. Automated systems, with human oversight, place orders when inventory is diminishing and reduce orders when stockpiles are accumulating to stabilize their operations and supply chains. Seeing success and following the trend, hospitals and medical corporations are quickly adopting asset management systems to streamline their facility operations and customer satisfaction. As you can imagine these three vastly different users require significantly different data to be computed.

3 Accordingly, most software providers have grown to accommodate a customized approach to each application in order to deliver the specific needs of each end user. Who benefits from Asset Management? Asset management is a top to bottom system that benefits all levels and departments of an organization when utilized properly. As a centralized system providing the appropriate reports and customized information needed to support the function within each level of the organization. These systems can support the backbone of automating a plethora of routine activities utilities encounter. Starting with the operations arm of a utility organization, asset management enables for proactive maintenance, calibration, repair and replacement of all tracked equipment. For instance, operators are commonly asked to workaround a control valve with worn seals or a mal-functioning instrument putting both their safety and potentially the public health at risk. Using a fully functional asset management system, failing equipment can be predicted and repaired or replaced ahead of time resulting in a functional system that minimizes operational improvising. Eighty to ninety percent of all repairs can be predicted and addressed under a scheduled shutdown rather than a reactive repair during an emergency or outside working hours. Having a facility full of functioning equipment typically has resulted in more steady operations and performance of water and wastewater treatment plants that have successfully integrated asset management into their day-to-day activities. Similar to operations personnel, maintenance staff are able to perform their work within normal working hours eliminating overtime pay as well as improving the technicians quality of life. Often under emergency conditions, parts aren t readily available and repairs take more time to acquire the correct part or improvise the installation of a similar part. Management staff tend to benefit from the reduced overtime, emergency calls, and completing interviews on the 6 o clock news. As such, utility staffing costs are reduced resulting in financial stability among many other benefits. What s important and why is it important about implementation? Framework Selection. For utilities considering an asset management system, several early questions need to be addressed to identify the most successful application for the Utility. Identifying the system or software that meets your end goals. Items for consideration include the software architecture and the ability to customize features like data entry, output reports, and asset tracking information. Selecting an architecture that fits your organizational structure prevents end user (field staff) frustration and long-term failure of the software. The framework of the software affects the efficiency and effectiveness of data entry, summary reporting and staffs flexibility in using the system. For example, a system developed and installed to support an information technology (IT) group will most likely differ dramatically from a maintenance technician s logic and need for the data entered. As such, each system needs to be geared to the users that will most frequently be involved with the system. When engaging with an owner on a new asset management architecture, the logical perspective for the host department should be the focus on the asset management customization.

4 In close connection with the structure of the asset management system, the end user of the system and typically the funding department of the purchase plays an important role within the asset management system development strategy. Traditionally, software and electronic equipment are left to IT departments to implement. These programs are implemented in the perfect logical perspective for a computer engineer or technician. More often, that perspective does not match the conceptual map a maintenance technician s perspective and user confusion creates an inoperable asset management program. With the ability to customize reports, it is advised to customize the outputs to present the necessary data. Customized reports serve to multiple related departments; such as finance and accounting, maintenance, information technology, and construction departments as well as water, wastewater and stormwater divisions of a utility while meeting the needs for each user. Complete Commitment and Buy-In. Another consideration for utilities is the buy-in from all levels of the organization. Embarking on an asset management system is a long road from data entry through the complete reports and actual usage from the asset management system. Of course as the size of the utility grows, the data entry and asset logging becomes a larger task. Many utilities take several years to enter the data for the entire system. Some focus on the plants first to establish a benchmark, then engage the distribution and collection system. Others bring in outside forces to completely catalogue the entire utility. Whether it be a long, drawn-out plan or a shortterm, intensive burst, accurate data entry and asset tagging is critical to long term success. As you can imagine, the asset management system is a constantly learning cycle that frequently touches each piece of equipment. Therefore, as the inventory is tagged and continuous operational data is logged, the system evolves to a more accurate predictor of problematic events. In short, the system iteratively improves its predictive ability with the increase in data and events logged. As success is defined by the long-term results of a utility s asset management system, top to bottom buy-in is imperative to ensure continual commitment to the data collection and continuous effort to sustain the asset management system s continuous improvement. What are the 5-Key elements to implementation? After careful consideration and identification that asset management is the path forward for a utility, the utility leaders must consider the key aspects of implementation. To assist utilities in pressing forward into software selection and boots on the ground implementation, the following five components will help guide your efforts. Simple Architecture. First, identify a simple architecture for your system to follow. Consider this the logical file system for all of your assets. Traditional systems have been divided up in geographic regions, process groups, department assets, equipment function, etc. There is no one-size fits all, right or wrong approach to establishing system architecture. A simple architecture is a simple function of what fits for the utility and the utility staff. It is strongly encouraged to use a system that will not change. Instances where departments within a utility get combined or split based on the current

5 management philosophy create a level of tagging that becomes useless when as departments merge or split. Geographical assignments of equipment provides stability for hard assets however; this method of classification often causes confusion for the appropriate location of mobile equipment and tools. The key to making the system usable for all those integral to its success revolves around user accessibility and ease of use. Simple, easy to follow structures enable more input and quality of input from staff rendering better results for all staff within the utility that depend on the system outputs. The key approach to this concept includes involving and developing the system (typically maintenance and operations staff) around the main users of the system while customizing the valuable asset reports utilized by utility leaders. User Interface. Second, consider the user interface for technicians using the system and develop a system for data input that supports mobile data collection and updates. The software s user interface closely tracks with the first key of simple architecture, but extends beyond the internal structure of the software to the external data collection and user input. User interfaces can range from computer input at a desktop location to web interface on mobile tablets or phone apps connected via internet. For utilities that can afford mobile devices which are minimal to the costs of asset management software, it is recommended to streamline data input and transmission through the use of mobile devices. Entering data fresh from the field offers the most cost effective data collection and input as well as the quick confirmation of data accuracy while in front of the equipment. Additionally, undocumented equipment can be quickly keyed into the system without manual notation of the equipment details and later translation necessary for a desktop input. One of the negatives of mobile data collection is data verification and security. Often as the users of critical utility data, there is a desire to control, check and monitor each input into any records keeping system. With asset management and the plethora of data required for startup as well as the continuous input needed to iteratively improve, it is nearly impossible to have multiple levels of checks and balances with data entry. Furthermore, over time the errant data will be corrected as the particular piece of equipment gets serviced by another technician. As such, it is suggested that all data input staff be educated and accountable to the accuracy of the data collected. Provided the staff is accountable for their data accuracy and understand the benefits resulting from the accuracy, the utility can have a high confidence level regarding the resulting reports from the software. It is suggested that the all staff be trained on data entry. Further it is recommended that the data be randomly checked by a technician to confirm the accuracy and recommend tweaks to remedy any problematic entries or recommend additional training for a particular technician. For web-connected devices, control functions can also be engaged to enable functions at geographic locations. As such, a maintenance technician can only input up to 5 components within a geographic radius of the service. All in all, the user interface and staff flexibility can dramatically improve the data accuracy and expedite data entry concurrently.

6 Identify the Paramount Function. Third, identify the paramount function of the asset management system and utilize that function as the basis for all decision making. Additional packages and features can be added on as needed, but the core function and decision making principles for the asset management system need to be rooted within every aspect of add-ons and complementary software. For example, if the core need for asset management is for the utility to improve predictive maintenance and repair of infrastructure to prevent downtime and public utility outages, each decision should result in an improvement in this functionality of the software. If the utility desires to integrate the budgeting process within the asset management system, the primary function of the budgeting feature should be based on improving predictability and serve as a tool for the utility department to properly allocate funding toward repair and replacement without overstepping the paramount function. In general, utilities may get overwhelmed by the ancillary capabilities of asset management software, the reach that it extends through other departments and lose focus of the original needs. The peripheral benefits typically provide solutions for high level managers within an organization and can detract from the paramount function of asset management: a longterm solution to facilitate steady operation of the utility. Utilities are encouraged to keep the paramount function in focus and drive decisions accordingly. Responsible Entity. Fourth, identify the champion and primary responsible entity for the asset management system. It is recommended that this be a group comprised of different levels within the organization and a common understanding of asset management system s purpose within the utility. This group should be responsible for addressing implementation strategies, maintaining the focus of the system, and managing the ancillary components requested for the asset management system. It should be this group s responsibility to evaluate the architecture to ensure it meets the core mission of the asset management endeavor; address challenges and sort out solutions that surface with conflicting opinions; consider peripheral applications to be connected or integrated with the asset management software; and address all other concerns that may compromise the core function of the asset management vision. The establishment of this entity is to promote and protect the integrity of the asset management system. Long-Term, Top-to-Bottom Commitment. Lastly, the fifth key to implementing asset management resides in the long-term, top-to-bottom commitment by the utility to upkeep and utilize the asset management system. Each level of the organization from the top management through the newest staff trainee must share the same commitment to participating and utilizing the system. Asset management systems are an iterative program and continue to improve through processing data input, tracking and performance monitoring. Whether it is human resources, equipment failure predictability, capital planning functionality, or CMMS focused, the system software can only produce results respective to the data that is entered over years of operation. The utility s long-term, top-to-bottom commitment and focus within the asset management system is imperative to the effectiveness of the resulting outputs from the software. Once neglected, diminished returns on the capital and labor investment will follow.

7 Is asset management applicable to your utility? Utilities that face reoccurring questions about failure, repairs or interruptions in service may have a number of obstacles to overcome in order to establish steady operations. In many cases, these questions can become daunting and consume staff s useful operation hours. Efficiencies for operations staff under these scenarios are minimal at best since they are routinely devoting a significant percentage of their time to addressing routine failures and repairs. With the proper understanding, approach and implementation, asset management is a tool that can answer these questions systematically and effectively for any utility that commits to its use. From streamlined operations, eliminated downtime and reduced emergency repairs, utilities and industries alike are benefiting from their integration and committed support to asset management. Considering and utilizing the five key aspects of asset management, utilities can successfully embark on an asset management system. Authors: Lance R. Littrell, P.E., Reiss Engineering, Inc., 1451 W. Cypress Creek Rd., Suite 300, Fort Lauderdale, Florida 33309, T: , lrlittrell@reisseng.com Bio: Mr. Littrell Serves in multiple roles within project delivery and management at Reiss Engineering, Inc. including conventional and advanced water and wastewater projects for municipal clients. In these roles, he has led project designs, startups, and operator training of membrane treatment projects throughout the US, Caribbean, and abroad. Through his perspective of bringing practical knowledge, construction experience, and operational understanding, he leads engineering efforts to integrate design, planning, and operational assistance for municipal clients. Lance has a Bachelor of Science in Mechanical Engineering, a Masters in Business Administration, and is a Licensed Professional Engineer in multiple states. In giving back to the industry, he serves within a number of organizations including AWWA, SEDA, AMTA, FW&PCOA, FWEA. Currently, Lance is serving as the President of the Southeast Desalting Association. Matt S. Grewe, Reiss Engineering, Inc., 1016 Spring Villas Pt., Winter Springs, Florida 32708, T: , msgrewe@reisseng.com