Enterprise Asset Management

Transcription

1 Enterprise Asset Management Asset Management Strategy April 29, 2014 Craig Stewart, Senior Director Capital Program Metropolitan Transportation Authority

2 Providing public transit is asset-intensive 5/15/2014 2

3 Requiring a wide range of assets Our rolling stock includes 8,850 rail and subway cars and 7,700 buses requiring 74 shops yards and depots for storage and servicing We have over 2,000 miles of track, 736 stations, 350 power substations 1,320 miles of 3rd rail, and 291 pump rooms, etc We operating and maintain 7 major bridges and 2 tunnel Our infrastructure include complex systems such as signaling, fare collection, and EZ- Pass 5/15/2014 3

4 and has inherent risks 5/15/2014 4

5 is capital intensive And we invest over $5 billion in capital funds each year to renew, enhance and extend our system 5/15/2014 5

6 and requires lots of labor 5/15/2014 6

7 MTA has a long history of managing assets 5/15/2014 7

8 Our focus has evolved from rebuilding the system to Whole Life Asset Management 1970s Decades of deferred maintenance 1980s Rebuild / Restore 1990s State of Good Repair for many key assets 2000s System Improvements (Customer Info, Metrocard, RCC) 2010s System Expansions (2nd Ave. Line, East Side Access) 2015 and beyond Whole Life Asset Management 5/15/2014 8

9 Billion (in $2012) While the gap between our needs and capital funding is growing $30 NYC Subways $25 $25 $20 $21 $20 $21 $15 $17 $14 $14 $16 $14 $12 $10 $5 $ Program year 5/15/2014 9

10 Our Chairman 5/15/

11 2020s The MTA Whole vision Life is to Asset be recognized Management as a world leader in asset management 5/15/

12 5/15/

13 The MTA is developing asset management strategies and implementation plans MTA Strategy and Objectives MTA Asset Management Policy MTA Asset Management Strategy Strategic Asset Management Plans Program Governance Gap Assessment and Implementation Plans Individual Asset Management Plans Performance Management 5/15/

14 A concept of operations for planning and decisions was developed in 2102/13 5/15/

15 New decision support tools are being introduced at the strategic, network and asset levels Strategic Decisions Network Decisions Utilizing new software tools to optimize the capital program Developing models for more optimal combinations of the capital and maintenance investments Outcome priorities, decision criteria and risk tolerance System risk, cross asset optimization given constraints Asset Class Decisions Introducing tools for discrete decisions such as repair, refurbish or life extension, changing operating and maintenance procedures Asset risk, models and planning optimization 5/15/

16 Our culture is evolving with our vision of world class asset management People must: Be empowered to implement agreed strategies and plans; Be fully involved and participation valued in decision making; Be clear on the direction which the organization is going; and Share a common mental model of the means to achieve that direction. 5/15/

17 Our Vision (for Asset Information) is a single EAM information system to support One MTA. Completed a High Level Asset Information Strategy Asset Information Requirements Asset Information Management Asset Level Process Model Asset registration, taxonomy and hierarchies Developing Asset Information Systems High Level System Requirements Complete High Level System Architecture Complete Working on system requirements and implementation roadmap 5/15/

18 Improved asset maintenance and reliability are central to achieve better business outcomes MTA Business Strategy Enterprise Asset Management Whole Life Asset Management and Reliability Maintenance Planning and Management 5/15/

19 MTA Bus Operations is using a FTA grant to support the development of new reliability-base maintenance practices Develop new policies, strategies, and plans Improve business processes Develop organizational capacity and training Modify information systems 5/15/

20 The Department of Subway is introducing standardized maintenance planning process across four assets A Proof of Concept (POC) was established on 14 mile of the Concourse line to introduce new planning people, processes and tools What will be different during the POC? Planned Maintenance using new dedicated planners New types of maintenance GOs will be tested Improved JSI processes will be tested New technologies for maintenance will be tested 5/15/

21 Asset management is expected to generate wide ranging benefits for the organization Potential Benefits PERFORMANCE Improved performance Improved customer satisfaction Increase in revenue/output COST RISK TRANSPARENCY SUSTAINABILITY Optimization of whole life cost of ownership Risk reduction Shared Knowledge and Information Financial Environmental, Social 5/15/

22 Program leadership comes from each of the MTA operating agencies MTA HQ EAM Program Coordination Subways EAM Program Buses EAM Program Paratransit EAM Program LIRR EAM Program MNR EAM Program B&T EAM Program Capital Construct. EAM Program 5/15/

23 Milestones in our Journey to World Class Asset Management NYCT Asset Management Program Mandate October 2011 MTA All Agency Coordinating Committee May 2012 MTA Asset Management Policy March 2013 MTA All Agency Kick-off September 2013 Complete Gap Assessments and Implementation Plans 2014/15 Compliance with International Standard ISO A World Class Asset Management System /15/

24 Enterprise Asset Management Craig Stewart, Senior Director Capital Program Metropolitan Transportation Authority