Guidebook for Advanced Computerized Maintenance Management System Integration at Airports (2018)

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Glossary 89 Stakeholders. All persons or groups who have an interest in an organization’s performance, success, or the impact of its activities. We are all stakeholders, and we may experience our stakeholder status in one or more ways (e.g., as members of the general public, on-site and off-site employees, travelers, and/or bystanders affected by the activities around us). Strategic plan. A plan containing the long-term goals and strategies of an organization. Strate- gic plans have a strong external focus, cover major portions of the organization, and identify major targets, actions and resource allocations relating to the long-term survival, value, and growth of the organization. Supervisory control and data acquisition (SCADA). A computerized system often used to collect real-time maintenance information for monitoring and control of assets. Suppliers. Construction providers, which may include designers, consultants, building contrac- tors, and manufacturers of components. T Triple bottom line accounting. An expansion of the traditional account reporting framework to take into account ecological and social factors in addition to financial factors. U UNIFORMAT II Code. A format for classifying building elements and related site work. Ele- ments of the code are major building components that perform a given function, regardless of the design specification, construction method, or materials used. Uptime. The time during which an asset is providing a service. V Value. The final output value that results from a business process such as manufacturing a product or delivering a service, or from a personal activity such as running a home. Value has three essential characteristics: (1) it can only be defined by the ultimate customer or user; (2) it is created by the provider; and (3) its creation is why providers exist (from the customer’s point of view). W Warehouse. A storage facility where materials and spare parts are stocked. Work order. An instruction with the accompanying details and information needed to perform a defined scope of work.

A-1 A P P E N D I X A Case Studies Airports Port Authority of New York and New Jersey About PANYNJ’s Aviation The Aviation Department of the Port Authority of New York and New Jersey (PANYNJ) is considered a regional powerhouse that generates in excess of $2.5 billion per year. It employs 1,257 full-time and 259 temporary staff positions. Its Aviation Department helps safely, securely, and efficiently connect nearly 125 million domestic and international passengers to their work locales, leisure destinations, and families each year. PANYNJ is an authority that is co-managed by the states of New York and New Jersey. PANYNJ’s Aviation Department includes six airports: John F. Kennedy International Airport (JFK), Newark Liberty International Airport (EWR), LaGuardia Airport (LGA), Stewart International Airport (SWF), Teterboro Airport (TEB), and Atlantic City International Airport (ACY). Figure A-1 presents the Aviation Department’s organization chart. Figure A-1. PANYNJ Aviation Department organizational chart.

A-2 Guidebook for Advanced Computerized Maintenance Management System Integration at Airports JFK serves as the region’s chief international gateway to the world (60 million passengers in 2016), whereas LGA serves as the premier short haul-facility (30 million passengers in 2016). SWF was the first major transportation facility to be newly acquired by PANYNJ in more than a generation. Unlike PANYNJ’s other airports, which face significant growth constraints, SWF offers the potential to increase capacity and augment service already offered by the major airports in the New York–New Jersey region. EWR serves lucrative national and international markets (40 million passengers in 2016), whereas TEB serves general aviation clients and is a highly valued reliever airport to the three commercial facilities. In 2013, PANYNJ entered into a management services agreement with the South Jersey Transportation Authority to assist it in managing ACY. The Aviation Department’s 2017–2019 business goals and strategic initiatives are closely aligned with PANYNJ’s strategic priorities and aim to deliver safe, secure, and efficient facilities while enhancing its competitiveness, investing in world-class infrastructure, and improving customer experience and business partner satisfaction, among other goals. Its strategic initiatives are designed to improve airport safety, develop its workforce, improve maintenance and development of core facility assets, and advance major redevelopment projects. The vision statement for PANYNJ’s Aviation Department is to be a “world-class integrated airport system that meets the demand for air transportation over the next 30 years.” The department’s mission is to: • Ensure the safety, security, and efficiency of our airport system to best serve all our customers • Build infrastructure and provide services to meet the demand for air transportation of people, goods and services • Facilitate job creation and economic growth to enhance the quality of life for those who live, work, and visit the New York/New Jersey region While Aviation’s initiatives are critical to meeting its near-term and long-term objectives, the Aviation Department at PANYNJ is also facing an unprecedented set of risks and challenges from within and beyond PANYNJ. These risks and challenges span the arenas of workforce development, federal aviation regulations, and infrastructure maintenance. Some key issues are described as follows. • By 2019, 33% of represented staff will be eligible to retire and 40% of non-represented staff will be eligible to retire, many of whom currently fill mission-critical positions. • Although the FAA recently lowered EWR from a Level 3, slot-controlled airport to a Level 2 airport, the agency continues to enforce slot restrictions at JFK and LGA, effectively limiting growth at those two airports. • The failure of Congress to raise the Passenger Facility Charge rate above its current ceiling of $4.50 per passenger in the latest FAA reauthorization proceedings limits Aviation’s ability to upgrade and enhance critical infrastructure. • The ability of the airports to expand is very minimal because the properties are landlocked. • Airports, especially in the New York and New Jersey area, face greater security needs in light of terrorist activity within and around major international airports, such as the March 2016 attacks on the Brussels Airport. • Airports need to plan for adoption of a comprehensive Safety Management System to meet future FAA safety regulations. • PANYNJ airports must adapt and respond to technological and business changes in the market for airport ground access, such as the rise of Lyft and Uber car-sharing services, which have led to declining short-term transactions at parking facilities. • A growing list of aging assets will need replacement, and ongoing and increasing predictive and/or preventive maintenance (PM) routines are required to maintain existing assets.

Appendix A A-3 To address these challenges and begin taking advantage of potential opportunities, PANYNJ has put a business plan together that included high priority initiatives. Some of these initiatives include: • Identification of current staff able to assume mission-critical positions over the next few years, and ongoing recruitment to fill mission-critical positions from within and outside the agency. • Procurement of a state-of-the-art parking revenue management control system that will provide incremental revenue generation through dynamic pricing models based on both historical and real- time parking usage. • A number of complex, long-term planning and redevelopment efforts aimed at modernizing the airport system, such as: – Development of a long-term strategic technology plan with a principle focus on fiber management, airside and landside networks, and connectivity – LGA redevelopment (development of LGA into a world-class, 21st century airport) – JFK redevelopment 2.0 (investments in infrastructure to accommodate forecasted growth, modernize aging facilities, and enhance security and service) – EWR Terminal A redevelopment (construction of a replacement terminal with room for expansion to meet future air passenger demand) Maintenance Organization Asset management and maintenance across PANYNJ is a major part of the strategic plan. The maintenance business units at each airport are working toward accomplishing the following goals. • Meet current maintenance challenges • Maintain Level A customer service standards • Operate a safe and reliable airport system The main challenges that are facing maintenance are the following: • Finding and retaining qualified labor • Maintaining existing infrastructure and expanding facilities • Ensuring data collection accuracy and retention to assist in work planning and garnering accurate feedback from the field about assets and failure rates • Managing budget constraints to allow for continued maintenance of additional assets without the addition of new staff, and balancing contract services with in-house staff to accomplish workload • Investing in the upkeep of the existing maintenance management information system (MMIS) through training people and maintaining the system • Implementing a succession plan to manage knowledge in the face of pending retirements On the other hand, PANYNJ is actively working toward improving its asset management by: • Involving the Chief Operations Officer (COO) in recognizing that MMIS needs to be changed to a modern system • Initiating implementation of the CMMS for electrical assets serving the airfield • Adhering to all regulatory compliance requirements to become a force of change • Thinking about the future by building a robust CMMS program that would translate into a robust enterprise asset management (EAM) system in the future The maintenance program at PANYNJ can be described as a mixture of proactive and reactive based on the asset class. The program is mainly driven by regulatory requirements. In general, it is divided between 60% PM activities and 40% CM activities.

A-4 Guidebook for Advanced Computerized Maintenance Management System Integration at Airports Asset Management Program at PANYNJ The CMMS at PANYNJ was implemented in the early 1990s. A committee made up of staff from the different line department and business units took part in the evaluation and selection of software. The main drivers behind implementing the CMMS were easy access, analysis, and reporting of data; electronic documentation; standardized electronic management of assets airport-wide; and better management of available resources using schedulers and planners. System Requirements PANYNJ is transitioning their CMMS application. The system requirements discussion in this section covers both the existing and future systems. The chosen CMMS must have the ability to process work orders, manage materials and inventory, support PM, use cost controls, interface with other software, and produce required reports to make informed maintenance decisions. The functional requirements of the CMMS selection criteria include: • Track asset information such as cost center, department, location, etc. • Allow for cost and repair information to be accessed at multiple asset levels • Save work orders to the asset history as one line of information or full detail • Access all information in the asset history by sorting or building ad hoc reports • Provide a bill of materials for each asset • Provide user-defined access screens for storing information relative to asset items/types, which also can be selected and sorted by reports The PM requirements considered in selecting the CMMS include the ability to: • Schedule PM actions (PMs) by calendar • Allow for unlimited numbers of PMs per asset • Schedule PMs for any specific date and/or day of the week • Forecast labor resources, material requirements, or special tools for PMs due for any specific time period • Allow for multiple crafts scheduled on a PM • Combine all PMs that are due for an asset manually • Generate PM work orders a multiple intervals including, but not limited to, daily, weekly, monthly, annually, and at user-defined intervals • Provide system reports identifying overdue PMs, incomplete PMs, or results of PM inspections The work order requirements that were originally considered when selecting the CMMS included the ability to: • Track information at the work order task/step level for planned versus actuals, for labor, materials, and tools • Produce a report of all work orders, which can be sorted by their current status in the work order workflow • Track work order backlog by craft, crew, department, planner, supervisor, or other defined categories • Update work order status either manually or automatically via workflow configurations • Allow user to access stores, personnel, tools, contractors, etc., without leaving the work order module • Create notifications and escalations and send these items to personnel internally or externally The Maintenance, Repair, and Operating Supplies (MRO) inventory and procurement requirements that were originally considered in selecting a CMMS include the ability to: • Integrate inventory system with the PANYNJ’s own purchasing system • Automatically track material and supply costs to the work order

Appendix A A-5 Additional system requirements considered for MRO include the ability to: • Generate a spare parts reorder report when the quantity on hand drops below a minimum level • Manage multiple warehouses • Generate a purchase requisition once a reorder point is reached • Notify the planner automatically when a part is received • Automatically track materials and supply costs to the work order on an itemized basis The following management reporting capabilities were originally considered when selecting a CMMS: • Produces reports at a user-defined interval, e.g., daily, weekly, monthly, or yearly • Produces reports – summary reports, lists of information, exception reports, or a combination • Uses a report writer in addition to standard system reports • Designs reports intended for use by system managers, maintenance managers/supervisors, and other maintenance personnel Management reporting requirements that were additionally considered included: • Has a maintenance budget reporting module • Reports and forecasts asset downtime • Tracks asset downtime costs • Tracks asset failures, including mean time between failures Implementation requirements that were considered in selecting the CMMS vendor included: • The vendor performing software implementation, hardware installation, data gathering, data loading, and user training • The vendor having fully documented installation plans • The vendor having software experts, maintenance experts, training experts, and airport operations subject matter experts on staff • The system needed some customization Maintenance software analysis requirements that were additionally considered when selecting the CMMS included the ability to: • Be operated by maintenance personnel • Apply necessary modules to meet the organization's needs (PMs, work orders, inventory, cost tracking, scheduler, etc.) • Provide single, concurrent user capabilities • Closely integrate all system modules • Archive files and retrieve files for reports spanning long time periods, and other legacy system functions • Integrate its functions with: payroll, accounts payable, time keeping, etc. The system components relevant to maintenance must be able to be updated periodically by the vendor, and the system must be able to display analytical information in a graphic format. CMMS Implementation When implementing its CMMS, PANYNJ followed an implementation flow consisting of the following steps: • Establish steering committee for a CMMS • Establish an implementation team

A-6 Guidebook for Advanced Computerized Maintenance Management System Integration at Airports • Establish site project teams for each airport • Promote kick-off meeting for site and project teams • Install the CMMS software (hardware was in-house) • Initialize the CMMS software (create multiple system environments, including development, test, train, and production) • Provide initial training for the site and project teams • Define organizational procedures for the CMMS use • Develop written the CMMS procedures • Restructure the organization/business processes • Use data formats to start the data collection process • Begin data entry process • Begin user training on the CMMS • Begin using work order system • Monitor all usage of the CMMS • Audit the CMMS for 30 days • Continue regulatory and criticality audits As expansion of the implementation of the new system continues, the plan is to establish inventory management for materials and supplies, to expand the asset list to include those other than electrical airfield assets maintained by PANYNJ employees, and to also include assets that are owned by PANYNJ and maintained by others. During the CMMS implementation, the team faced the following challenges: • Properly defining and documenting the system user requirements • Assessing vendor’s qualifications • Software testing • Defining an implementation plan (at the agency level) • Obtaining sufficient training and/or documentation • Correctly estimating time needed to collect and load data Most data entered into the CMMS with the electrical airfield asset implementation was available in MMIS. The CMMS currently tracks labor hours and costs, but in the new system additional data will be collected and input; specifically, PANYNJ assets maintained by others, and, potentially, PANYNJ tenant buildings. The benefits of having a CMMS implemented at PANYNJ include better insight and management of: • Regulatory compliance • Asset criticality • Capital project management • Data quality • Accountability • Troubleshooting and trending • Information granularity (down to the asset level) • Identification of required resources • Implementation of best management practices Aviation utilizes a CMMS 100% of the time to allow the department to charge activities back to the airlines; however, contractors’ staff only utilize the CMMS 30% of the time. The reason for this low percentage is the lack of linkage between the systems. The plan is to break down these silos in a new CMMS and utilize it more.

Appendix A A-7 Maintenance and inventory management is monitored but not managed through a CMMS. The plan is to improve this capability on the system once the new CMMS is in place. Asset Classes in CMMS The asset classes added to the CMMS at PANYNJ were based on the criticality of the assets, regulatory compliance, safety, and ensuring full transparency on each asset. Table A-1 shows the assets that are managed through the CMMS. The future asset classes to be added to the CMMS are presented in Table A-2. Table A-1. Asset classes in CMMS. Asset Class Asset Class Asset Class - Terminal buildings - HVAC - Fleet - Runway lighting - Electric - Airfield signage - Facilities - Plumbing - Utility – Treatment facilities - Hangars - Deicing runway chemicals - Fire protection - Parking garages - Tide gates - Airfield lighting - Pavement (Airfield) - Signage - Environmental Table A-2. Asset classes to be added to CMMS. Asset Class Asset Class Asset Class - Jet bridges - Elevators - Buried piping - Escalators/moving walkways - Baggage handling system - Traffic signals Data Data points are collected based on asset class and stored on a server. In the current system, data is mainly used for labor reporting and asset failure frequency. In the new CMMS, parts availability and planned and scheduled maintenance work orders will be added to the collected data. Data quality assurance is accomplished in several ways. On a quarterly basis, airfield electrical data is reviewed against regulatory requirements as they relate to airport certification by each airport’s certification manager. Fire protection and life safety asset maintenance is completed in accordance with the National Fire Protection Association’s (NFPA) code and is reviewed periodically by the PANYNJ’s Risk Management Department to ensure compliance. Environmental regulatory work is reviewed regularly by each facility’s environmental manager and is frequently inspected by state and federal regulatory agencies. Finally, all non-regulatory data is managed by unit supervisors and maintenance management staff at various frequencies. Currently, minimal data analysis is being conducted. Except for airfield electrical assets, for which work order completion rates are being reported monthly, other asset types have simplistic, non- categorized, quarterly work order completion rates being reported. Once the new CMMS is in place, however, the plan is to employ the system’s capability for more sophisticated, automated analysis for all asset and work order types.

A-8 Guidebook for Advanced Computerized Maintenance Management System Integration at Airports CMMS Integration The CMMS at PANYNJ is only minimally integrated with other systems. As part of implementing the new CMMS, more systems will be integrated within the CMMS. Table A-3 shows the current and future systems integration with the CMMS. PANYNJ chose these particular systems because they were considered of high value. The main operational drivers behind the systems integration are to capture actual cost, increase efficiency, have its CMMS ready for EAM, and promote easy visibility of data. Table A-3. CMMS integration with other systems. Current Future - Resources management - Safety management - Scheduling - Wildlife hazard management plan - Human resources - Pavement management - Airfield lighting - Incident management - Financial software - Fleet management - Time and labor - Property management - Fueling - Storeroom - Geographic Information/GIS - Inspection application (Part 139) - Fire protection The CMMS integration with other systems has proven to have an impact upon the different activities at PANYNJ by providing better planning of projects (capital and operating) and providing reliable data to inform budgets and maintenance decision making. Performance Measures PANYNJ utilizes performance measures to report and manage the condition of assets on behalf of the various business units. Maintenance managers and the Assistant Director for Capital developed the measures. Some of these measures are used internally within Maintenance, some are for regulatory reporting, and others are reported to the COO and Aviation. These measures are reported in a report format on monthly basis for the business unit and on a quarterly basis for the COO. In the new CMMS, however, the data will be available in Star Center and in report format. Some of the measures that are measured and reported utilizing the CMMS data are the following: • PM work order performance • Distribution of hours by work order type • Facility PM work order performance by unit/trade (Figure A-2 illustrates the reporting for this measures in terms of actual PM hours and scheduled PM work orders for electrical, mechanical, structural, and environmental.) • FAR 139 compliance for the applicable asset classifications identified in FAA advisory circular 150/5340-26C “Maintenance of Airport Visual Aid Facilities”

Appendix A A-9 Figure A-2. Facility PM work order performance by unit/trade. Decision Making The CMMS data is not used on regular basis because of the quality and usefulness of existing data. As part of the CMMS upgrade, however, the plan is to fully utilize the generated data and information to make robust and informed maintenance decisions. Additionally, the data will be used to verify progressive return on investment per asset class. The list of reports produced by the CMMS is not extensive. The list of current reports includes: • Work order priority analysis • Supervisor work order workflow performance • Work order cost report (ad hoc basis) • Completed work order performance • Work order backlog summary • Preventive maintenance forecast • Preventive maintenance overdue The future CMMS will add the following reports to the list above: • Planner performance • Scheduling activities • Inventory • Supervisor/skilled trade work order performance • Asset repair history • Asset maintenance costs history • Asset maintenance cost exception (actual vs. planned) • Safety work order backlog (regulatory/safety compliance) • Stock item usage report • Work order waiting report The information produced by the CMMS is reported to leadership through: • KPIs (high/low priority and regulatory compliance) • Periodic reports • Briefings In the future, the plan is to add dashboards to the suite of reporting methods to leadership.