Asset Management Plan Development: Extensive experience in the development and implementation of Asset Management Plans (AMP) for administering an Asset Management Program. An AMP is a decision framework, an overview perspective and set of strategies driving both day-to-day maintenance and capital budgeting and programming, including renewal budgeting and programming. The AMP includes development of an asset register; information regarding asset condition, establishing appropriate levels of service; assigning asset criticality and valuation; identifying practical management strategies for asset classes; and processing calculations and models to predict the best long-term financing strategy. The AMP models provide a 100-year projection allowing the organization to budget for renewals and replacements well into the future.
Asset Management Process Benchmarking Project: Lead Assessor – Conducted assessments for the International Water Association, Water Services Association of Australia for the North American utilities. Participated in industry workshops as a contributor and facilitator for the 2008 Asset Management Process Benchmarking Project.
Asset Management Needs Assessment: Performed asset management organization assessments and developed improvement programs. The assessments involved a review of core asset management quality elements of processes and practices, information systems, data and knowledge, organization and people, commercial tactics, and asset management plan. Evaluating the organization against a set of best appropriate practices, combined with the organization’s business drivers, the assessment formed the basis for development of prioritized improvement projects.
Asset Hierarchy and Data Standards: Developed asset criteria, asset hierarchy, and data standards and naming conventions. Developed and utilized asset inventory checklists to assist in the inventory of major wastewater and water system facilities. Developed an asset inventory list and conducted inventory for pump stations, reservoirs, and treatment plants. Prepared data collection framework and procedures manual for populating asset registers with pertinent data for asset management purposes.
Condition Assessment Protocols: Developed condition assessment methodologies and protocols to efficiently perform condition assessment. The methodology utilizes a risk-based multi-stepped approach. The methodology focuses on using available data to optimize the condition assessment process and to only apply more sophisticated techniques when cost effective. The purpose for developing a Condition Assessment Protocol is to assist staff with a process for ongoing determination of the physical condition of its infrastructure assets.
Asset Failure Codes: Asset failure codes developed by asset type to assist in determining when to intervene with appropriate levels of maintenance or rehabilitations. A failure code is a code that illustrates why an asset failed or the reason that the asset failed. Failure codes are applied to identify all minor faults, undesirable conditions or degraded states, which may eventually progress into actual failures. The failure code is applied to a work order and indicates an instance of a failure behavior. The application of codes in the CMMS ensures a consistent way of documenting the key aspects of the failure event according to pre-defined categories.
Level of Service, Developed and documented, processes and procedures for current and future Levels of Service. These projects provided the organizations with the ability to measure their performance against the levels of service identified.
Business Risk Assessment: Performed risk assessments to identify high risk assets and help prioritize work activities for more efficient use of limited staff resources and funds. Business risk methodology not only evaluates the timing of failure but also the impact of a failure. Risk mitigation strategies were also developed to identify the minimum acceptable risk and establish management strategies at all risk levels.
Capital Improvement Program (CIP) Validation: Reviewed and revised the capital improvement program evaluation and approval process by bringing it into line with advanced asset management practices being used world-wide. Developed the validation and prioritization models for analysis and recommendation on current projects list using a risk-based approach. Provided training for key staff on the validation process.
Inventory Management Strategy: Assisted organization’s in developing an Inventory Management strategy, Policies and Procedures Manual, and an Implementation Plan for inclusion into their CMMS. The primary objective of developing an Inventory Management Program is to provide Operations and Maintenance crews with parts and supplies required so assets are regularly maintained in a timely and cost-effective manner. Proper planning and control of spare parts inventory is a critical component of an effective asset management program. If the right parts are not on hand when needed for routine maintenance or repairs, downtime is prolonged. Ultimately, this will preserve the condition of the asset portfolio enabling them to deliver the required level of service throughout their effective lives.
Maintenance Practice Audits: Conducted strategic reviews of current maintenance practices as compared to best appropriate practices. The maintenance practice audits identify inefficiencies and opportunities for improvements. The audits define improvements or alternative procedures, techniques and technologies, which improve the control of maintenance, minimize maintenance costs, and maximize plant condition, performance and availability. Failure Mode Effects Analysis (FMEA) and Maintenance Engineering Analysis (MEA) were developed to optimize maintenance practices and costs using logical analysis techniques. These processes were aimed at high budget maintenance activities.
Maintenance Program Optimization: Reviewed relevant materials from the current maintenance management programs that incorporated the evaluation of asset condition and failure modes. The review process looked at the preventive and predictive work activities and the frequencies at which they were undertaken. Where best appropriate practices suggest that current practices are not preventing or predicting failures, made recommendations as to what preventive and/or predictive maintenance tasks should be adopted for those assets. Reviewed activities to examine where too much or too little maintenance may be occurring, or where business processes could be optimized to save staff time and resources. Developed new maintenance tasks and optimized existing maintenance tasks for facility equipment with instructions and documents. Examples of the new tasks included the tracking of consequence of failure or criticality, condition assessment, remaining useful life determination, and rehabilitation or replacement cost estimating.
Reliability Centered Maintenance: The seven areas which form the basis of an RCM process were presented and reviewed. This process separated the analysis work into two distinct phases. The initial step was to perform a Failure Modes and Effects Analysis (FMEA). This accounted for the first four or five areas of the RCM process. The second step focused on the determination of the maintenance polices that were to be applied according to the consequences of each failure mode. The analysis process focused first at the level of functional failures, then at the level of failure modes and the maintenance tasks that were chosen to mitigate or prevent the failure mode. Failure modes were identified at the level of action that made it possible to identify an appropriate failure management policy.
Business Process Mapping: Provided a framework for the organizations to continue with the development and improvement of business processes for the overall efficiency and safe operation of the utility system. Developed and adopted a plan for implementing the improved performance-based management processes. The implementation plan included a process for ongoing performance monitoring for continually refining and improving the performance management process over time based on experience.
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