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  • SIMPLE - How to Subscribe
    to Subscribe WERF If you are interested in subscribing to WERF visit the Join WERF link on our home page where you can find detailed information on types of subscribers and the benefits of a WERF subscription On the types of subscribers page you will find the 2012 rate sheet as well as a summary of benefits for utilities like yours If you decide to join WERF you may return

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  • SIMPLE - Overview
    services it is essential to manage this expenditure more effectively by using Best Appropriate Practice BAP in portfolio asset management This will ensure that customers and stakeholders are getting the level of service required at the lowest sustainable life cycle cost or best value What will SIMPLE achieve The objective of SIMPLE is to provide a web based asset management learning environment that will assist organizations to implement best appropriate practice life cycle asset management programs These programs will assist in addressing the various external drivers for change including but not limited to Increasing regulatory requirements Population growth Aging assets requiring substantial maintenance and renewal attention A more technically sophisticated asset base Increasingly limited resources and budgets Climate change Security By changing the way we think about how to manage assets to provide cost effective sustainable service delivery we can achieve a significant difference in the way in which we invest in operations maintenance and use of capital By providing staff with best appropriate practice tools like SIMPLE we can derive significant benefits in the way in which businesses operate and more importantly the way organizational units will work together as a total enterprise How will this project benefit the Asset Management Industry SIMPLE is intended to drive a broad range of benefits to the industry by Providing a systematic rationalization for determining where the most cost effective investment acquisition maintenance renewal in the asset portfolio is over the life cycle of the asset portfolio that is directing limited dollars toward the optimal application in any given budget cycle Extending the life of existing assets through optimal maintenance practices and optimal rehabilitation interventions thereby deferring major capital expenditure Improving the analysis of asset investments to ensure we are acquiring new or rehabilitating old assets by identifying and understanding the whole

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  • SIMPLE - Vision
    Business drivers or goals of the organization Life cycle asset management functions Individual actions associated with them and how these key linkages impact on the business s value chain All these issues should be openly discussed and a sound understanding be developed across the entire organization to clearly show How this relationship works The method in which BAP in life cycle asset management will support business drivers value chain objectives and goals Supporting AM Policies A paradigm shift towards a more advanced asset management approach needs to be introduced and retained in the long term Adopting advanced life cycle asset management policies within an organization s governance structure can establish and capture competitive sustainability This approach may result in some cultural change in the workplace and the effects of this need consideration For best practice competent managers control activities via policies and standards within a quality assurance mechanism Soundly based life cycle asset management policies could significantly assist in the long term sustainability of vital infrastructure service delivery for the community Asset Management Quality Framework Quality frameworks and guidelines establish the method in which an agency proposes to complete and monitor its asset management activities The Quality Framework should be included in a project charter and signed off by all parties who are implementing the asset management program This could include Philosophy logic and policies Life cycle asset management processes practices and strategies Reporting requirements Performance monitoring Driving continuous improvement Organizational Linkages Best Appropriate Practice in asset management means there should be links between an organization s business goals and its investments and ultimately to action plans for programs These links are shown in the following diagram Service Levels Future levels of service are a major factor contributing to strategic planning for assets Regulatory factors impacting on service levels include Environmental discharge controls Public health Building regulation changes Occupational health and safety standards Water resource restrictions Non regulatory factors include Public information Disruption of service Emergency maintenance response times Life Cycle Asset Management Life cycle asset management involves a complex set of quality elements which are described in Level 3 of SIMPLE The key quality elements include Processes and Practices of the Asset Portfolio Life Cycle Asset Information Support Systems Data and Knowledge Data Availability Quality Service Delivery Internal Resouces Contracted Service Provision Organizational Issues People Issues Total Asset Management Plans It is vital for all asset owners especially owners with large complex portfolios to be able to paint a clear picture of their business performance They need to be able to identify what they can produce and at what cost The organizations that can do this are the ones that have developed BAP in all of the key quality elements They have reached a level of sophistication where they know how the complexities of asset management are matched together to form high quality outputs against triple bottom line reporting of environmental social and economic impacts This life cycle asset management planning approach is shown in the following figure This

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  • SIMPLE - Benefits
    failure reduces the agency s risk profile The benefits of productivity and effectiveness improvements can be realized immediately These benefits can be highly significant as they allow greater value to be obtained from existing budgets They can represent efficiency productivity gains of up to 20 on the existing operating and maintenance budgets and can be realized within the first few months of implementing a new asset management program Overall the benefits of advanced asset management fall into two major areas Better focusing of existing budgets and long term cost reduction opportunities around 80 Improved system and organizational performance that deliver improved service delivery for equivalent expenditures around 20 Other lesser benefits come from operating an advanced asset management system They include capacity and reliability modelling or computerized network analysis for facilities The following two diagrams provide a breakdown of these estimated benefits Potential Internal benefits for agency Other internal benefits may include Knowledge capture and training of new employees Establishing a collaborative culture and continuous improvement Potential External benefits for agency Other external benefits may include Better customer service Better public acceptance of desired changes Benefits for Industry An advanced asset management system that is fully implemented offers the following benefits Extending the life of existing assets cost effectively Optimal maintenance and operational practices Mitigation of any causes of unwarranted decay failure Intervene with cost effective rehabilitation strategies Identifying and understanding the whole business risk exposure Reducing business risk exposure e g operational risks unexpected asset failures and associated emergency response plans This can involve operational and long term strategic planning risks Life cycle investment risks e g rehabilitating or refurbishing assets thereby extending life at a lower cost before they need total replacement Natural events such as earthquakes cyclones floods and associated emergency response plans Vandalism or terrorism risks Optimizing maintenance planning and practices Using Reliability Centered Maintenance RCM or Failure Modes Events Criticality Analysis FMECA techniques to develop logical and justified maintenance plans which will Improve system reliability Mean Time Between Failure MTBF Reduce the Mean Time to Repair MTTR or failure response times Assessing and optimizing back up or redundancy assets to economically justifiable levels Balancing capital and maintenance by making due allowances for the opportunity costs of capital and recognizing the spent costs or Written Down Replacement Value WDRV of the existing assets Improving the analysis on asset investments Capital Investment Validation techniques Constructing or rehabilitating assets at the right time Completing the most appropriate option or solution by Not overbuilding or gold plating Only including warranted or economically justified redundancy or back up Considering non asset solutions Choosing what is to be done today with confidence that it will meet the future strategic needs or strategies for the parent and grandparent assets Understanding the full life cycle costs and not just considering capital then choosing the most appropriate combination to suit the organization Taking into account likely or possible changes in new technology and their associated benefits e g predictive maintenance tools etc Improving Operational

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  • SIMPLE - Quality Framework
    ensure it was done across the enterprise We recorded our processes and ensured that we followed them However it tended to be focused on the enterprise s internal processes and not on world best practices Then input or process benchmarking was developed to allow organizations to compare their input processes or the quality with which they manage their business TQM allowed us to really improve the performance of our specialist areas especially from an efficiency perspective It enabled us to drive improvement in the divisions or silos of our businesses However it was perceived as not suited to the public sector and especially the management of large infrastructure portfolios What was wrong with this was that TQM Was focused on the private sector in which there were many variables not present in the public sector Didn t recognize that the prime role of any infrastructure service delivery is the management of the life cycle of these complex assets portfolios as it was primarily developed to serve manufacturing industries It is noted that over 85 cents in every dollar spent in service delivery is spent on life cycle asset management activities related to the infrastructure Therefore the focus needs to be on the way we manage this life cycle The acronym TEAM was developed to recognize The importance of working as a team in an asset centric organization The emphasis required for asset management to recognize That these assets have extremely long lives That we are managing them for present and future generations That they require a long term vision to ensure they are sustainably managed TEAMQF was developed to overcome these weaknesses by making the organization work better as a team with an asset service delivery focus rather than a silo efficiency mentality It allows the organization to address the key issue of the effectiveness of our life cycle asset management decisions The TEAM aspect also recognizes that over 50 of the benefits that can be achieved through advanced asset management are delivered through the success of the cultural change aspect or the People Issues and the Organizational Issues both described in Level 3 of SIMPLE In other words the benefits depend on the way in which these new approaches are bedded down into the normal day to day culture of the organization The TEAMQF quality framework combines TQM and plans for improving our performance where it is justified The core components of a quality system are effective processes which must be clearly and precisely described and available to all staff This feedback loop leading to the modification of ideas and activities and to active sharing and dissemination of good practice is central to the proper operation of quality assurance systems The TEAMQF quality system encourages a double positive attitude we are doing well but can do better TEAMQF is the Total Enterprise Asset Management Quality Framework tool which is used to improve the efficiency and effectiveness of asset management practices to achieve the organization s overall goals and objectives

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  • SIMPLE - What is SIMPLE?
    How to Subscribe How Can Asset Management Help Me Project Background How to use SIMPLE What is SIMPLE Overview Vision Benefits Quality Framework Getting Started Pathways to Asset Management 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 What is SIMPLE This topic covers the following

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  • SIMPLE - Legal & Privacy
    Copyrighted Works GHD Legal Notice and Disclaimer The information text material graphics and software Content on www werf org Site is provided by GHD Pty Ltd The information provided is not intended to replace or serve as a substitute for any professional advice consultation or service If you require such advice you should consult with a GHD professional in the respective professional area for which you require information GHD does not guarantee or warrant the Site will be error free omission free or free of viruses or that its use will be uninterrupted or without delay Therefore subject to law the Content is provided without warranties of any kind express or implied including as to accuracy timeliness and completeness In no event subject to law shall GHD its directors employees agents or its related corporate entities be liable for any direct indirect incidental special exemplary punitive consequential or other damages whatsoever including but not limited to liability for loss of use data or profits without regard to the form of any action including but not limited to contract statute negligence or other tortious actions arising out of or in connection with the Site any Content on or accessed by use of the Site or any copying display or other use of any of them Content is copyright 2005 GHD Pty Ltd The Content is protected by Australian and international copyright and trademark laws with a product patent pending and you must not modify copy reproduce republish or distribute this Content You may download view and print one copy of the Content for your personal non commercial use or if you are an Internet service and or access provider supply the Content to your subscriber Should a user download the materials on the Site for personal or non commercial use the

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  • SIMPLE - Disclaimer
    the Water Research Foundation WRF SIMPLE 1 1 is a knowledge management system that enables asset managers of varying degrees of awareness to develop skills in advanced asset management around a quality framework process WERF in conjunction with international professional services company GHD has developed this program in response to a subscriber survey which established that asset management was a priority issue for wastewater utilities The objective of SIMPLE 1 1 was then to research and develop asset management strategic planning and implementation guidelines for American wastewater infrastructure This knowledge management system s main purpose is to assist an intelligent but uninformed person to develop an understanding of the principles of asset management at the highest level by providing sufficient detail and enough how to do it information to begin a program The program is built around a quality framework process to drive improvements and assess performance against a known practice eg world s best practice with similar organizations If organizations can demonstrate they are using this effectively it will assist them in the process of showing capability of achieving ISO 9000 accreditation SIMPLE 1 1is protected by copyright owned by WERF It is a violation of copyright law to

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