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

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2 Guidebook for Advanced Computerized Maintenance Management System Integration at Airports is operations and maintenance (O&M) ready and able to produce valuable benefits, such as improved quality and relevant data outputs for informed decision making. Further, many CMMS users do not leverage the full capabilities of these systems. Leveraging a CMMS as single source-of-truth data repository for maintenance and asset man- agement strategy implementation and reporting offers a ripe opportunity for many airports to enhance overall operations, maintenance, and business decision making. Airport managers require guidance and resources to improve the design and implementation of their CMMS if they are to develop robust and reliable systems that can: • Classify and group assets logically to achieve various levels tracking • Define and measure levels of service (LOS) • Produce high quality, reliable data • Track key performance indicators (KPIs) • Generate meaningful reports These benefits empower executives and managers to improve business decisions surround- ing accurate timing of renewal and replacement schedules, data-driven short- and long-term budget plans, total cost of ownership requirements, overall asset and systems performance, and customer experience optimization. In addition to ACRP Web-Only Document 23, recent ACRP research that has advanced the progress of CMMS practices in the aviation industry include the following: • ACRP Report 69: Asset and Infrastructure Management for Airports—Primer and Guidebook, which addresses the theory, practice, and technology used in asset and infrastructure management. • ACRP Project 09-07, “Airport Maintenance Roles in Planning, Design, Construction, Com- missioning, and Activation,” which establishes critical milestones for maintenance input on infrastructure projects. Equally important is previous research related to risk management and life cycle costing (LCC), as both topics are closely related to effective CMMS implementation programs. ACRP research and guidebooks in this area include: • ACRP Report 19: Developing an Airport Performance-Measurement System • ACRP Report 19A: Resource Guide to Airport Performance Indicators • ACRP Report 74: Application of Enterprise Risk Management at Airports • ACRP Report 116: Guidebook for Successfully Assessing and Managing Risks for Airport Capital and Maintenance Projects • ACRP Report 131: A Guidebook for Safety Risk Management at Airports • ACRP Report 172: Guidebook for Considering Life-Cycle Costs in Airport Asset Procurement This previous research has advanced understanding and practices regarding CMMS utility in the airport environment; however, a gap remains in the literature related to advising airports on implementing and utilizing a CMMS successfully. Given that CMMSs are critical for many organizations and industries, it is advisable that advanced practices be identified, modified, and simply translated to be useful resources to airport managers and executives. CMMS at Airports Delivering the best investment value for airports’ physical assets can be a complex task. It involves careful consideration of the trade-offs between performance, cost, risk, and the overall effects of the assets’ life cycle stages. Expenditures involve inherently conflicting factors. More- over, assets can be identified and managed at differing levels, ranging from discrete equipment

Introduction 3 items or components to complex functional systems, networks, sites, or diverse portfolios. As an example, discrete equipment items may have identifiable, individual life cycles that can be optimized, whereas asset systems may have an indefinite horizon of required usage. Sustainability considerations also should be integral to optimized decision making. An organization with diverse asset systems, while each contributing to the overall goals of the organization, may also present widely different investment opportunities, performance chal- lenges, and risks. An integrated CMMS is, therefore, essential in an airport’s ability to under- stand short-term versus long-term benefits, expenditures versus performance levels, planned and unplanned availability, or capital costs versus operating costs. Successful implementation of a CMMS also can help an airport understand the diversity and complexity of assets and align their asset management strategy to the airport’s overall objectives, priorities, and chosen risk profile. During the past 25 years, organizations such as airports have looked for ways to better manage their assets and implement overall asset management strategies. A CMMS can help move them from a reactive maintenance philosophy to a more proactive philosophy. Many important factors contribute to an airport’s success or failure in this effort. Since September 11, 2001, an immense strain has been placed on the fiscal stability of airports across the country. Commercial service airports in the United States spend substantially more on security-related issues than they did prior to September 11, 2001. Some of the increase in spend- ing has been budgeted, but additional money has come via cuts and reductions in other airport spending. In recent years, rising costs have forced airlines out of business, necessitating mergers and, in general, a reduction in the number of flights, which has also significantly impacted airport revenues. One area in which airport spending has been cut is airport asset management/facility maintenance. Many U.S. airports have either decreased or, in some cases, completely cut all new spending relating to airport maintenance. Maintenance departments are now expected to do more with fewer resources and, although their budgets have been significantly reduced, their workloads have increased. Many U.S. airports have found it impossible to operate in the black, let alone invest in imple- menting modern technology like airport CMMS, which provides major efficiency enhancements over existing manual processes. Yet, by implementing the appropriate technology in the right way, other airports have found they can do more with fewer resources and still provide a higher quality of service to their customers while helping to stabilize rates and charges to the airlines. Today, airports are experiencing significant growth, which puts additional strain on their maintenance resources as well as a significant load increase to their airside and landside assets. Unfortunately, the management style of maintenance departments is primarily reactive, and the ratio of corrective maintenance (CM) to preventive and/or predictive maintenance (PM) is significantly lopsided. Best maintenance practices would have an airport CM to PM ratio at 75% PM and 25% CM. Unfortunately, most airports are the reverse, 75% CM to 25% PM. National averages show that it costs an airport far more to perform unplanned or unscheduled CM than it does to perform planned and scheduled PM. The conundrum is that it takes money to save money and, until such time that an airport can invest in modern energy-efficient equip- ment, enterprise facilities, and/or CMMSs to improve their PM program, they cannot gain the desired efficiencies. Most facility maintenance professionals constantly search for ways to trim expenses and closely scrutinize their airport’s equipment, parts, labor, and energy costs. Fortunately, mainte- nance operations do not have to be the budget-depleting necessity they have long been consid- ered. With properly implemented business processes and the new technology offered by today’s

4 Guidebook for Advanced Computerized Maintenance Management System Integration at Airports CMMSs, an airport maintenance manager can move his or her maintenance department into the black. This can be accomplished because the right maintenance business processes, aligned with the right airport-specific CMMS, can make maintenance operations more efficient. During the past few years, implementing a CMMS process and software has made the job of facilities service managers easier by significantly reducing the amount of paperwork associated with manual work order systems. This approach provides better coordination of maintenance tasks, which, in turn, improves inventory management and supports PM programs. According to case study research, airport maintenance departments look to CMMS functions to help justify staffing levels, identify appropriate replacement schedules, and better forecast pending failures, among other realized benefits. Today, asset management programs provide more advantages, including creating a single source of information. Today’s systems excel in tracking assets, parts, energy, and labor, allow- ing managers to make more informed assessments about repairs, purchases, and staffing lev- els. These programs also offer improved automation of work orders and can provide overall airport asset management, to include facilities, information technology (IT), and fleet asset management. With the purchase and implementation of mobile solutions that are integrated with the air- port CMMS program, maintenance technicians can fill out work orders and perform inspec- tions with smart phones and tablets. These devices offer real-time data collection and reporting. Furthermore, by employing systems linked to bar coding, users can track inventory and assets electronically. Implementing a CMMS program using today’s available technology will further an airport’s ROI by properly documenting historical equipment information, affording the airport the opportunity to mature into a true Reliability-Centered Maintenance (RCM) Program. This type of program relies on the historical data housed in today’s modern systems to identify and predict equipment failures and recommend proactive processes. These programs will reduce the number of failures, extend the life of equipment, and improve equipment uptime, resulting in decreased costs. In general, the proper implementation, use, and maintenance of a CMMS program will also afford airports the ability to execute a world-class maintenance practice that meets the nationally accepted business process flow for enterprise facilities and asset manage- ment systems (AMSs) illustrated in Figure 1-1. Figure 1-1. Process flow for enterprise facilities and AMSs.

Introduction 5 Guidebook Content and Organization The research objectives of ACRP Project 09-14 included development of a guidebook to help airports (1) identify which airport system is likely to provide the highest value when imple- menting a CMMS; (2) describe the steps necessary to implement the identified systems into a CMMS; (3) provide the factors that an airport should consider when prioritizing the systems for inclusion into the CMMS in a phased approach; and (4) provide the steps for integrating a CMMS into business decision making. Accordingly, the research team developed and organized this guidebook on behalf of the airport management industry, based on the knowledge, exper- tise, opinions, and recommendations of airport personnel and other aviation professionals. The guidebook provides a comprehensive collection of survey results, case studies and best practices to facilitate the implementation of a robust and reliable CMMS program. The procedures sug- gested have been designed to be easily integrated within airports’ existing and planned asset management programs. The guidebook is intended as a resource to support implementation of a CMMS program by airport personnel. It has been organized to allow readers to find and focus on particular areas of information or interest within the guidebook, as needed. • Chapter 1 provides a general overview of ACRP Project 09-14, “Advanced Computer Mainte- nance Management System (CMMS) Integration for Airports” and CMMS history at airports, along with a description of the purpose, content, and organization of this guidebook. • Chapter 2 introduces, benchmarks, and documents the state of the aviation industry in imple- menting a CMMS. • Chapter 3 introduces the roadmap for implementing a CMMS. It addresses how to design and implement a CMMS at the airport while considering how the new system will integrate with existing systems, and how it will function and be used by various stakeholder groups within the organization, especially maintenance and leadership. • Chapter 4 presents a summary of five implementation case studies (four involving airports and one a non-airport organization). Detailed information about the case studies is presented in Appendix A. • Chapter 5 provides guidance to help airport CMMS developers, integrators, and users inte- grate and manage the CMMS in relation to a performance management program, thereby improving metrics-based decision making. • Chapter 6 introduces best practices in establishing asset taxonomy, hierarchy, and attributes. • Chapter 7 addresses how implementing a CMMS will enable airports to meet requirements for AMS, as defined by the International Organization for Standardization (ISO) in ISO 55000, ISO 55001, and ISO 55002.

6 This chapter summarizes the results of a survey conducted as part of ACRP Project 09-14 to benchmark and document the state of the airport industry in implementing a CMMS. The survey results also allowed the research team to identify airports to highlight in the case studies. Approach The research team contacted 88 airports of varied classifications. The airport classifications included: • Commercial large hub primary airports • Commercial medium hub primary airports • Commercial small hub primary airports • Commercial non-hub primary airports • Non-hub non-primary airports • Reliever non-primary airports • General aviation (GA) non-primary airports Of the 88 airports and airport authorities to which the survey was sent, 25 completed the survey, for a response rate of 28%. Commercial large hub airports had the most participants (13 airports, or 52%). The rest of the participants were distributed among the other airport classifications as presented in Figure 2-1. Results and Analysis State of Maintenance and CMMS at Airports At the beginning of the survey, the participants were asked if they had implemented a CMMS. The majority of the participants (18 respondents, or 72%) said they had implemented a CMMS or had started the implementation process. The rest of the airports commented that they have systems in place but not a CMMS. Comments from airports that responded “No” to this ques- tion included the following: • “Work order system dates back over 15-20 years and requires the faxing of material and work orders to respective trades/stores. For airfield work, there is a proprietary GIS data base in use for lighting, pavement and safety area/signage maintenance.” (Commercial large hub airport) C H A P T E R 2 State of the Airport Industry in CMMS Implementation