archive-org.com » ORG » W » WERF.ORG

Total: 295

Choose link from "Titles, links and description words view":

Or switch to "Titles and links view".
  • SIMPLE - User Feedback
    Asset Management for Small Utilities Interactive Training Practitioner Contents GASB 34 The 10 Steps to Asset Management Asset Management Guidelines Develop an Improvement Plan Reports Case Studies SAM Practitioner Tools Contents How to use SIMPLE User Feedback The How to Use SIMPLE section shows some basic pointers for using this site If you still have trouble with the SIMPLE site after reading these pages please contact ghdamsupport ghd com au

    Original URL path: http://simple.werf.org/CMSPages/PortalTemplate.aspx?aliaspath=%2fBooks%2fContents%2fHow-to-use-SIMPLE%2fUser-Feedback (2016-05-01)
    Open archived version from archive


  • SIMPLE - What is Asset Management?
    and constant revision of an asset management plan which is a dynamic strategic framework similar to the agency s budget The Total Asset Management Plan in turn drives two things Specific projects with declared objectives resources and timelines that are intended to change or strengthen organizational processes or to solve asset related problems The annual CIP and operating budget This framework is shown below 3 A Five Core Management Questions View Successful management can be said to start with asking the right questions Only by starting with the right questions can we efficiently find good answers Asset management s tool bag is comprised of literally hundreds of techniques This view poses five core questions that all managers of assets should be constantly confronting with their management teams The questions help impose order on the extensive tool bag of techniques assisting the manager to select the relevant processes and practices that help manage the assets The five core questions and their associated techniques are shown below This view is developed extensively in a wastewater module in Interactive Training Core Questions Associated Technique Output 1 What is the current state of my assets What do I own Where is it What condition is it in What is its remaining useful life What is its economic value Asset registry inventory Data standards asset hierarchy System maps Delphi approach to locating other sources of data Process diagrams Handover procedures Condition analysis Condition rating Valuation techniques Optimized renewal replacement cost tables 2 What is my required sustained Level of Service What is the demand for my services from my stakeholders What do regulators require What is my actual performance Customer demand analysis Regulatory requirements analysis Level of service statements LOS roll up hierarchy Balanced scorecard Asset functionality statements AM Charter 3 Which of my assets are critical for sustained performance How do my assets fail How can they fail What is the likelihood of failure What does it cost to repair What are the consequences of failure Failure analysis root cause analysis failure mode effects and criticality analysis reliability centered analysis Risk consequence analysis Asset list by criticality code Failure codes Probability of failure Business risk exposure Asset functionality statements Asset decay curves Asset unit level management plans and guidelines Asset knowledge 4 What are my best minimum lifecycle cost CIP and O M strategies What alternative management options are there Which are most feasible for my organization Optimized renewal decision making Life cycle costing CIP development and validation Condition based monitoring plans and deployment Failure response plans Capital cost compression strategies Operating cost compression strategies 5 Given the above what is my best long term funding strategy Over arching financial impact analysis Optimized financial strategy Total Asset Management Plan Telling the story with confidence 4 A Core Processes and Practices View Finally asset management can be viewed as a set of systematic steps that lead to specific deliverables the most fundamental deliverable being the Total Asset Management Plan Certain best practice processes and techniques

    Original URL path: http://simple.werf.org/CMSPages/PortalTemplate.aspx?aliaspath=%2fBooks%2fContents%2fGetting-Started-%282%29%2fWhat-is-Asset-Management- (2016-05-01)
    Open archived version from archive

  • SIMPLE - Step By Step Approach
    s to the investment decisions we need to make including Capital investments for renewal of existing assets Capital investments for new or augmented assets and services Maintenance plans and strategies Critical repair replace decisions It is important to have a basic understanding of the two main philosophies that underpin this approach namely The CLR is assessed on all major investment decisions and on asset management plans and strategies This requires a sound understanding of the different levels of quality in processes and practices and the data that has been used in those processes The organization s business value chain BVC and the TEAMQF secondary and tertiary quality elements in the CLR process add value to the final decisions made The step by step process integrates the key elements of a life cycle asset management process and practice improvements with a data collection program which is often the most costly part of AMP s By understanding the CLR and the BVC of each of the key investment strategies operations maintenance and capital new assets or life extensions renewals we can clearly identify where our scarce resources can most appropriately match our highest business risk exposures or future cost reduction opportunities This initial gap analysis is included with the basic asset management plan AMP 1 We can now see our critical assets their failure modes and our business risk exposure Now we have a clear roadmap for our future asset management improvement program This approach allows us to Clearly understand which process and practice improvements will offer the best benefit cost or return on our investment in the improvement program Clearly understand the data that is needed to improve our confidence level ratings and on which assets this data should be collected first and which can be deferred Drive our training and other organizational and people issues to suit the expected benefits in a cost effective way Now it is time to return to the initial needs analysis and rearrange our improvement projects to suit the actual needs of the organization and its assets and services We do this by using the improved information that is revealed in our first AMP1 In some cases we will have set our priorities using good value judgments and these may prove to be very valid with little change needed However the discovery process that comes through developing our AMP1 completing the initial business risk exposure BRE1 and CLR1 assessments means that we will need to significantly re prioritize our draft asset management improvement program AMIP as shown below This AMP1 process has the additional benefits Provides proof of the benefits from real projects These can then be reported to the board and or elected members and other key stakeholders Provides the staff and management with on the job training in the new processes and practices Allows us to more easily prioritize our data capture requirements based on the real needs of our assets and our decision making processes Because the AMP1 has a clear time

    Original URL path: http://simple.werf.org/Books/Contents/Getting-Started-%282%29/Options-for-Getting-Started/Step-By-Step-Approach (2016-05-01)
    Open archived version from archive

  • SIMPLE - Full Needs Analysis Approach
    practice Compare our current status with other similar organizations Determine the best appropriate practice targets that will derive the most cost effective benefits from advanced asset management Assess the gap between the current status and the best appropriate practice targets Understand the value of closing this gap to our overall performance in infrastructure service delivery using our unique Business Value Chain BVC Identify the benefits and costs of closing these gaps Develop an asset management improvement program containing the improvement projects that are necessary to close the gap Determine a suitable timeframe over which these improvements should be achieved The key benefits of this approach are The organization gets a clear roadmap that identifies all the likely projects we will need to lift ourselves to a best appropriate practice level It encourages a healthy debate as to what are the benefits of closing these gaps It develops a clear budget for the entire program rather than just one year or one part of the program and thereby allows our elected members and policy makers to gain a better understanding of the program It allows us to identify quick wins and projects that will represent the greatest benefit cost It shows us the quick start type projects that although they take a long time represent the key foundations to long term successful and sustainable asset management The weaknesses in this approach are It can be difficult for staff to understand advanced asset management and what it means in real terms what we will be doing differently This problem can be overcome if we do some detailed awareness raising and training programs which clearly present what best appropriate practice means in other organizations and what benefits those organizations have achieved in making this transition We must accept that although we may rate

    Original URL path: http://simple.werf.org/Books/Contents/Getting-Started-%282%29/Options-for-Getting-Started/Full-Needs-Analysis-Approach (2016-05-01)
    Open archived version from archive

  • SIMPLE - Modifed Gap Analysis Approach
    Approach Case Studies Matching Inputs and Outputs Pathways to Asset Management Critical Success Factors Alternative Routes to Implementation Effective Implementation Asset Management for Small Utilities Interactive Training Practitioner Contents GASB 34 The 10 Steps to Asset Management Asset Management Guidelines Develop an Improvement Plan Reports Case Studies SAM Practitioner Tools Contents Getting Started Options for Getting Started Modifed Gap Analysis Approach This technique uses a staged gap analysis approach with either a basic Level 1 or an intermediate Level 2 gap analysis based on the size of the organization The modified gap analysis identifies the primary gaps or key weaknesses for the organization and can easily identify the top ten quick wins projects Instead of proceeding as in the full gap analysis approach to identify the value chain and the benefit cost of closing the gap the organization starts on the quick win project or batch of projects immediately This is shown below If we choose the right quick win we can see How these advanced processes better data improved information systems and the associated organizational and people issues can deliver benefits to our whole organization The skills transfer and training that will be needed The cultural change that is

    Original URL path: http://simple.werf.org/Books/Contents/Getting-Started-%282%29/Options-for-Getting-Started/Modifed-Gap-Analysis-Approach (2016-05-01)
    Open archived version from archive

  • SIMPLE - CIP Validation Approach
    organizations will have a capital improvement program CIP for the next several years Some CIPs will be significant with hundreds of millions of dollars in capital works while for some agencies the CIP may be much smaller For an average asset portfolio the renewal program should be 1 2 per annum of the current replacement value for assets with 50 100 year lives The CIP will be roughly proportional to an organization s size and served population Significant growth will be reflected in an enlarged CIP program In all organizations there will be certain projects in the CIP budgets which seem inadequately justified A quick way to start the asset management improvement program is to expose these projects to a thorough review and validation process and to use this approach to raise the awareness across the organization of the potential benefits that can be derived from the implementation of advanced asset management If we choose the right project then the case study will expose our organization to the key life cycle asset management processes and practices Demand analysis Condition assessment Reliability performance assessment Levels of service Business risk exposure Quality of data Optimized renewal decision making Life cycle cost analysis Triple bottom line reporting Functionality of information systems required to complete the analysis Organizational implications Cultural change and training requirements Failure mode analysis These case study projects can take considerable time and effort to complete especially when the advanced asset management training is provided as part of the study Many organizations cannot afford those resources in the early stages of their program A single project that is related to an asset that is causing a problem for the organization may be more appropriate To get the best out of this approach we should review a set of projects that represent

    Original URL path: http://simple.werf.org/Books/Contents/Getting-Started-%282%29/Options-for-Getting-Started/CIP-Validation-Approach (2016-05-01)
    Open archived version from archive

  • SIMPLE - Asset/System Approach
    Management Guidelines Develop an Improvement Plan Reports Case Studies SAM Practitioner Tools Contents Getting Started Options for Getting Started Asset System Approach This approach involves applying advanced asset management techniques to solve an existing asset or system problem Note SIMPLE s training program focuses on one example the John Street Pump Station failures which are part of the wastewater module in Interactive Training In this training example we have chosen

    Original URL path: http://simple.werf.org/Books/Contents/Getting-Started-%282%29/Options-for-Getting-Started/Asset-System-Approach (2016-05-01)
    Open archived version from archive

  • SIMPLE - Existing Process and Practice Approach
    Gap Analysis Approach CIP Validation Approach Asset System Approach Existing Process and Practice Approach Information Systems Approach Case Studies Matching Inputs and Outputs Pathways to Asset Management Critical Success Factors Alternative Routes to Implementation Effective Implementation Asset Management for Small Utilities Interactive Training Practitioner Contents GASB 34 The 10 Steps to Asset Management Asset Management Guidelines Develop an Improvement Plan Reports Case Studies SAM Practitioner Tools Contents Getting Started Options for Getting Started Existing Process and Practice Approach The organization may have concerns about one of its major life cycle asset management processes It could use advanced asset management techniques to case study its improvement in this area Examples include Risk assessment processes Optimized Maintenance planning Setting appropriate maintenance practices and budgets Capital Investment Validation processes Automation of operational activities Data standards data flows roles and responsibilities Optimized data collection programs Optimized renewal decision making Condition assessment programs step practices Once the initial gap analysis has identified the weakness and the organization decides that this is the most appropriate quick win then a consultant or advisor can Help them look at a best appropriate practice approach to this activity Supply training and case studies that will enable them to improve

    Original URL path: http://simple.werf.org/Books/Contents/Getting-Started-%282%29/Options-for-Getting-Started/Existing-Process-and-Practice-Approach (2016-05-01)
    Open archived version from archive



  •