Practical Self Sustaining Asset Management. Cal Leckington CH2M HILL Corvallis, OR

Transcription

1 Practical Self Sustaining Asset Management Cal Leckington CH2M HILL Corvallis, OR 1

2 What is Asset Management The combination of management, financial, economic, engineering and other practices applied to physical assets with the objective of providing the required level of service in the most cost effective manner. International Infrastructure Management Manual AMWA - Association of Metropolitan Water Agencies NACWA - National Association of Clean Water Agencies WEF - Water Environment Federation International Infrastructure Management Manual - NAMS.ORG Managing Public Infrastructure Assets to Minimize Cost and Maximize Performance Implementing Asset Management: A Practical Guide 2

3 Agenda Making Asset Management Practical Top-Down / Bottom-Up Consequence of Failure Likelihood of Failure Risk-Based Management of Assets Step by Step process to achieve a selfsustainable Condition Assessment (CA) process Tools used for CA Questions 3

4 Top-Down / Bottom-Up Top-Down Facility/System Level 1. Use known data and existing knowledge 2. Evaluate risk through consequence and likelihood of failure 3. Identify gaps and priority needs Refine projections with additional data Focus on assets with highest risk Element Level 3. Populate asset register 2. Perform condition and performance assessments 1. Collect detailed asset information Bottom-Up Refine capital planning and O&M activities 4

5 Classic Risk Equation Risk = ƒ (consequence x likelihood) How severe are the consequences of asset failure? Loss of service Environmental H & S implications Community disruption Damage to property Loss of revenue Regulatory compliance Service agreements Public image How likely is it for the asset to fail? Condition of asset Performance of asset Effectiveness of O&M protocols Available inventory Capacity & utilization Functionality 5

6 Consequence of Failure Matrix Consequence of Failure Determination Water Consequence Category Weight Negligible = 1 Low = 4 Moderate = 7 Critical = 10 Service reliability 0.17 Pressure >45 psi. No unplanned service interruptions. No impact on reserve. Pressure <45psi >30psi. <250 services effected. Possible impact on reserve. Pressure <30 psi. Service interruption affecting services. Definite impact on reserve. Zero pressure. Service interruption >500 services. Fire volume reserve not met. Financial impact on utility 0.15 <09uh hy8000 $f000 to )0,000 $0,da000 to datee >$1dds0,000 Ability to return to service 0.13 Less than 4dhours Compliance with regs and permits Health & Safety of employees and public Disruption to the community / Public Image 0.20 No violations of permits or regulations. No environmental or public health impact No injuries or adverse health effects 0.15 Service restored sto 1s The Consequence of Failure Matrix hours is created, one-time, and represents the organization s view of Criticality, related to its assets. No social or economic impact on the businesses or the community. No disruption to the community. No media coverage. Technical violation but no enforcement action taken, No environmental or public health impact No social or economic impact on the businesses or the community. Minor disruption to the community (e.g., traffic, dust, noise). No media Service restored s to 24 hours Violation of secondary MCL. Possible short-term environmental impact. No public health impact. All assets are measured using the No lost-time injuries or same matrix, medical so attention assets that are necessary physically diverse can be measured against one another, based on this matrix. Lost time injury or injury requires medical attention Short-term economic impact on residential customers and/or a few business. Minor disruption to the community (e.g., traffic Not able to restore service for >ss hrs Violation of primary MCL. Enforcement action likely. Long-term environmental impact likely; Public health impact. Long term disability or death. Long-term or area-wide economic impact on numerous businesses or any "high-priority" customer. Major disruption to the 6

7 Likelihood of Failure Matrix Likelihood of Failure Determination Water Likelihood Category Weight Negligible = 1 Minor = 2 Moderate = 4 Major = 7 Critical = 10 Condition Assessment Overall 0.40 Very good. Only normal maintenance required. (Condition Grade 1) Good. Minor defects only. ~5% needs maintenance. (Condition Grade 2) Fair. Significant maintenance required. ~10 to 20% needs maintenance. (Condition Grade 3) Poor. Significant renewal required. ~20 to 40% needs renewal. (Condition Grade 4) Very poor. >50% requires replacement. Asset unserviceable. Condition Grade 5) Capacity and Utilization 0.28 Effective Operating Protocols 0.12 Reliability 0.16 Inventory Redundancy 0.04 Sized correctly to meet conditions and projected 5 yr growth Optimal 2 or less corrective work order events in 12 mos Add'l spare parts in stock Action plan in place & Meets demands but oversized capacity causing increased O&M cost Satisfactory Spare parts available within Central Florida. Action plan Meets current capacity demands but only some capacity for growth Known improvements identified Meets current capcity needs but only by "skin of our teeth" The Likelihood of Failure Matrix is used to measure the physical condition of each asset, and the other factors that affect its performance. No protocols Asset 3 Condition to 10 is the 10 to key 20 element in Likelihood corrective of work Failure. corrective The asset s work corrective condition work order events in order events in order events in must 12 be months objectively 12 measured months on 12 a periodic months basis to identify the condition decay curve of the asset, to estimate its remaining useful life. Spare parts available in the State. Action plans Unable to meet current capacity demands >30 corrective work order events in 12 months Parts not available or must be fabricated; no 7

8 Apply Matrix to Hierarchy of Assets Level 1 System Wastewater Level 2 Subsystem Treatment Plant Level 3 Component Aeration Tank Level 4 Subcomponent Air System Level 5 Element Air piping Level 5 Element Flow meter Level 5 Element Diffusers Level 3 Component Final Clarifier #1 Level 4 Subcomponent Sludge Collector Level 5 Element Drive Motor Level 5 Element Scraper Level 3 Component Final Clarifier #2 Level 4 Subcomponent Sludge Collector Level 5 Element Drive Motor Level 5 Element Scraper 8

9 Step by Step process to achieve sustainable Condition Assessment process Establish Asset Hierarchy/List Develop condition questions and answers for each asset type Assign numeric values and weightings to each condition question response Conduct Asset Inspections Evaluate Condition and Risk Scoring Replace/Rehabilitate/ or modify maintenance schedules based on risk-based priority list of assets. 9

10 Asset Condition Questions and Answers Each asset type should have predefined questions whose answers will describe the current physical condition of the asset. Potential answers to each question should be objective, and measureable (If possible). Subjective answers, or opinions should be avoided. (good-fair-poor ratings are unverifiable opinions, and not useful) Each answer is rated from 1 to 5 with 1 being excellent condition and 5 being un-serviceable. Questions, answers, and rating numbers should be set for each asset type, and reused in subsequent inspections. Inspection observation comments are used to support condition answers 10

11 Inspection for a Centrifugal Pump 11

12 Practical AM Process Flow CMMS PM Tasks CMMS CM Repairs Periodic Reassessment of Asset Condition CMMS Business Processes Condition Assessment Assign Risk Value CMMS Database Risk/Condition Lifecycle Cost Data Asset Management Evaluation Acquire/Identify Assets Consequence Rating Condition Assessment Rehabilitate - Replace - Maintain - Retire Basic Asset Management Process 12

13 Inspection Tools and Methods Based on specific needs, three to six nondestructive tests for condition assessment are normally used. Vibration inches/sec horizontal, vertical and axial Ultrasonic listening for valves, bearings and some electrical, Thermography Insulation Resistance Testing Oil Analysis from records Performance testing 13

14 Vibration This provides a snapshot of the equipment condition. If a high reading (>.15 inches/sec) is observed, it may be wise to call in someone that performs full spectrum analysis. 14

15 Ultrasonic Listening Use the ultrasonic gun to listen for flowing water passed closed valves and bearings typically. You can hear bad bearings. Typically hear high whining or balls sliding. Can also detect flat spots on balls. Best Practice for lubricating high risk/high dollar equipment. Listen while you lubricate. 15

16 Ultrasonic Listening 16

17 Insulation Resistance Testing Can be used on any motor, Typically, we use this for submersible pumps only because of limited amount of non destructive tests available for a submersible pump. 17

18 Thermography Thermography, or thermal imaging, is used to detect heat variances. 18

19 Rusty Examining Control Panel with IR Camera 19

20 Oil Analysis Oil analysis can save your asset and decrease your lifecycle costs. If you test your oil before changing (large gearboxes and transformers) you can reduce your cost on oil replacement. Going by manufacturers recommendations is just not smart with large amounts of oil after warranty period Oil Analysis Chart Iron Chromium Nickel Aluminum Lead Copper Tin Silver Titanium Silicon Boron Sodium Potassium Molybenum Phosphorus Zinc Calcium Barium Magnesium Antmony Vanadium 20

21 Performance Testing Performance testing can be as simple or complex as desired. Typically we use draw down testing on pumps with wet wells to get an basic idea of pump performance. You can take testing further and use motor amperage and voltage readings to get Hp used, etc. 21

22 Examples Control Panel 22

23 Which pump would you be concerned with? 23

24 Ranking Report 24

25 A system-wide risk assessment leads to prioritization Next steps in Asset Management improvements are prioritized in order of risk Likelihood Frequent Likely Occasional Seldom Unlikely Severity Probability Level Severity Level Catastrophic Critical Moderate Negligible

26 Contrary to what you may have heard: Asset management doesn t require an upheaval of a utility s organization Asset management is not packaged software Asset management is a practical, knowledge-based approach for improving what utilities have always done Each utility can proceed at its own pace, with whatever methods and tools are appropriate for its needs and resources Each utility can begin asset management with any part of its infrastructure, anywhere in the system Utility staff can re-assess equipment through CMMS PM schedules by using the established system 26

27 Questions? AMWA - Association of Metropolitan Water Agencies NACWA - National Association of Clean Water Agencies WEF - Water Environment Federation International Infrastructure Management Manual - NAMS.ORG Implementing Asset Management: A Practical Guide Managing Public Infrastructure Assets to Minimize Cost and Maximize Performance 27