Asset and Infrastructure Management for Airports—Primer and Guidebook (2012) / Chapter Skim
Currently Skimming:
Pages 25-125
The Chapter Skim interface presents what we've algorithmically identified as the most significant single chunk of text within every page in the chapter.
Select key terms on the right to highlight them within pages of the chapter.
From page 25... ...
P A R T 2 Asset and Infrastructure Management for Airports -- Guidebook
|
From page 26... ...
31 Chapter 1 Guidebook Asset and Infrastructure Management for Airports 31 Introduction 32 Guidebook Objectives 32 Intended Audience 32 Document Structure and Content Overview 34 Chapter 2 Implementing an Asset Management Framework: Establishing the Foundation 34 Introduction to Asset Management 36 Maturity Assessment, Implementation Planning, and Best Appropriate Practice 40 Organization, Leadership, and Change Management 42 Committee Functions 45 Chapter 3 Asset Management Objectives 45 Strategic Planning, Airport Master Plans, and Asset Management Objectives 48 Customers, Regulators, and Performance Requirements 49 Chapter 4 Asset Management Strategies and Plans 49 Asset Management Plans, Content, and Development 79 Chapter 5 Airport Information and Data Systems 79 Airport Information Systems for Asset Management 80 Decision Support Tools 83 Functionality Requirements for Maintenance Management 86 Functionality Requirements for Asset Accounting 90 Chapter 6 Implementation of Asset Management Plans: Lifecycle Processes and Best Appropriate Practices 90 Project Initiation, Planning, and Design 91 Capital Project Delivery 94 Operations and Maintenance 97 Chapter 7 Performance Assessment and Improvement 97 Monitoring and Managing Performance to Achieve Objectives 100 Chapter 8 Management Review 100 Strategic Priority Review and Strategy Adjustment 101 Improving Business Processes, Procedures, Data, and Information 101 Auditing Performance against the Plan 103 References and Bibliography 104 Glossary g u i d e b o o k C o N T e N T S
|
From page 27... ...
111 Appendix A: Standards Resourcing Information 112 Appendix B: Asset Management Policy 115 Appendix C: Maturity Assessment Best Practice 125 Appendix D: Asset Management in Other Sectors Reader's Guide for Guidebook Steps For Applying The Guidelines Airport Examples
|
From page 28... ...
31 Guidebook Asset and Infrastructure Management for Airports Introduction The aviation industry is faced with changing requirements and regulations, increasing passenger volumes, and fluctuating financial conditions. In this environment, airport management may benefit from an overarching asset management framework to be able to respond to changes in the environmental, regulatory, and economic environment and to identify and manage the entire airport asset portfolio to continue to meet service level standards in the face of change.
|
From page 29... ...
32 asset and Infrastructure Management for airports Encouraging centralization of, and access to, these data can enhance the ability of the airport to make effective financial and strategic decisions. Research is needed in this area to provide airports with a holistic approach to asset and infrastructure management that includes physical, financial, and human resource assets." Guidebook Objectives This guidebook provides guidelines for airport managers on how to assess and drive meaningful improvements to existing asset management initiatives, develop an airport asset management plan, and implement that plan.
|
From page 30... ...
Guidebook asset and Infrastructure Management for airports 33 Port Authority of New York and New Jersey, "To provide the consistently high levels of service that the region requires, the Port Authority spends nearly $1 billion annually to maintain the region's ports and airports, bi-state bridges, tunnels, and rail facilities in a state of good repair .
|
From page 31... ...
34 Implementing an Asset Management Framework: Establishing the Foundation Introduction to Asset Management There is no single standard in the United States to guide infrastructure businesses in the implementation and application of asset management. An International Organization of Standards (ISO)
|
From page 32... ...
Implementing an asset Management Framework: establishing the Foundation 35 asset management policy as defining the mandated requirements, overall intentions/principles, and framework for the control of asset management. Most airports visited during the course of the research do not have a specific asset management policy in place, but tend to have a common understanding of the need to derive benefits from smarter management decisions regarding assets and infrastructure.
|
From page 33... ...
36 asset and Infrastructure Management for airports – Sustainable management of infrastructure with respect to economic, social, and environmental impacts; – Commitment to capturing and maintaining quality asset data and information; – Optimization of asset management decisions to achieve sustainable desired cost, service level and risk outcomes; • Executive and key position roles and responsibilities; and • Audit and review procedures. Developing the Asset Management Policy The asset management policy is developed by an executive staff group and requires a common understanding of what asset management is and what it means when applied to the airport.
|
From page 34... ...
Implementing an asset Management Framework: establishing the Foundation 37 Figure 2-2. Sample asset management policy.
|
From page 35... ...
38 asset and Infrastructure Management for airports improvements can be made. The industry refers to this evaluation as both a maturity assessment (used in PAS 55)
|
From page 36... ...
Implementing an asset Management Framework: establishing the Foundation 39 A business case analysis resulted in a business decision not to move away from the spreadsheet solution due to the lack of increased benefits to airport management compared to the additional cost of the license and disruption to current processes through installation. For this airport, the spreadsheet solution is considered a best appropriate practice because the business case indicated that the additional investment required to upgrade to a more sophisticated solution did not result in a return to the airport.
|
From page 37... ...
40 asset and Infrastructure Management for airports Organization, Leadership, and Change Management The organization structure and function is an important enabler for the continuous improvement of asset management in airports. During asset management maturity assessments, a review of the organization is undertaken to identify missing functions or broken processes that are detrimental to executing work.
|
From page 38... ...
Implementing an asset Management Framework: establishing the Foundation 41 • Asset services: Delivers services to meet the objectives; design, construct, operate, maintain, renew/decommission. Improvements in asset management often require a change in organization structure.
|
From page 39... ...
42 asset and Infrastructure Management for airports This function can be centralized or decentralized (distributed across infrastructure groups and support functions) and coordinated by a corporate asset management team and/or a committee structure.
|
From page 40... ...
R o l e 6 R i s k M a n a g e m e n t & P e r f o r m a n c e I m p r o v e m e n t R o l e 7 A s s e t K n o w l e d g e M a n a g e m e n t R o l e 1 P o l i c y D e v e l o p m e n t Role 2 Strategy Development Role 5 Asset Management Capabilit y Development R o l e 3 A s s e t M a n a g e m e n t P l a n n i n g Role 4 Implement Asset Management Plan s Unit 5.1: Develop and deploy AM people and teams Unit 5.2: Develop and deploy suppliers Unit 5.3: Develop and manage organizational change Unit 5.4: Shape the AM Culture Unit 6.1: Access and Manage Risk Unit 6.2: Assure the quality of AM processes Unit 6.3: Monitor and review progress and performance Unit 6.4: Review and audit compliance with legal, regulatory, ethical and social requirements Unit 6.5: Learn from Incidents Unit 7.1: Define asset information standards Unit 7.2: Specify, select and integrate AM information Systems Unit 7.3: Make appropriate AM Data available for decision making Unit 4.1: Control Operations Unit 4.2: Maintain Assets Unit 4.3: Optimize and rationalize assets Unit 4.4: Renew or dispose of assets Unit 2.1: Analyze Strategic Requirements Unit 2.2: Forecast and analyze future requirements and demands Unit 2.3: Develop the AM Strategy Unit 3.5: Develop and communicate AM Plan(s) Unit 3.1: Appraise investment options Unit 3.2: Apply whole life costing principles Unit 3.3: Create and acquire assets Unit 3.4: Plan for contingencies Unit 1.2: Develop the AM Policy Unit 1.1: Analyze Policy requirements Unit 2.4: Plan the implementation of AM Strategy Figure 2-6.
|
From page 41... ...
44 asset and Infrastructure Management for airports In the case of small airports, a single committee, or existing meeting structure through the addition of agenda items, is often sufficient to facilitate AM decision making and continuous improvement, since multiple roles are often undertaken by a handful of positions at the airport. Figure 2-7.
|
From page 42... ...
45 Asset Management Objectives Strategic Planning, Airport Master Plans, and Asset Management Objectives Airport Strategic Planning The airport strategic plan describes the mission, vision, KPIs and targets, and action plans for their realization. ACRP Report 20: Strategic Planning in the Airport Industry (Ricondo and Associates et al., 2009)
|
From page 43... ...
46 asset and Infrastructure Management for airports master plan updates can therefore be thought of as a continuum that varies by level of detail and associated effort." Master planning is particularly important to asset management execution, since its outputs are an input to the asset management planning and strategy development process. The asset management planning processes result in strategies and investments in operations, maintenance, and renewal capital of the existing and new infrastructure to deliver the required levels of performance on a short-, medium-, and long-term basis.
|
From page 44... ...
asset Management Objectives 47 The online survey undertaken as part of the development of this guidebook indicated that 87 percent of respondents undertake community and stakeholder consultations as part of the process for developing Airport Master Plans, with 54 percent addressing levels of service with respect to noise abatement, flight paths, traffic planning, and land development. Link between Asset Management Objectives and Airport Master Plan PAS 55, Part 1, 2008, states that asset management objectives should be • Specific and measurable outcomes or achievements required of the asset system(s)
|
From page 45... ...
48 asset and Infrastructure Management for airports processes) to increase the capacity of terminals in terms of passenger throughput and aircraft turnaround, and • Review of maintenance strategies for passenger boarding bridge to ensure that operational downtimes are limited in order to meet arrival processing and aircraft turnaround time targets.
|
From page 46... ...
49 Asset Management Strategies and Plans Asset Management Plans, Content, and Development Asset management plans use master planning and other airport planning activity outputs to determine what the assets need to do in order to support these plans. This includes understanding the imminent failure modes in terms of levels of service, regulation, capacity, and physical failure, and the management of renewal and operations and maintenance of the existing and new assets to achieve the stated strategic objectives.
|
From page 47... ...
50 asset and Infrastructure Management for airports Figure 4-1. Small municipal airport asset management plan table of contents.
|
From page 48... ...
asset Management Strategies and plans 51 Figure 4-2. International Infrastructure Management Manual road map for developing asset management plans.
|
From page 49... ...
52 asset and Infrastructure Management for airports assessment of the consequences of failure of each asset or systems of assets. The triple bottomline approach assesses the economic, environmental, and social impacts of failure.
|
From page 50... ...
asset Management Strategies and plans 53 The level to which the asset hierarchy is built is typically to the maintenance managed item (MMI) level, which is the level at which work orders are written.
|
From page 51... ...
54 asset and Infrastructure Management for airports dependent subcomponents such as an arrestor (182) and the arrestor has a dependent subcomponent such as a spike (345)
|
From page 52... ...
asset Management Strategies and plans 55 Undertaking Condition Evaluation -- Asset condition evaluation serves two purposes: (1) to identify maintenance and rehabilitation needs and (2)
|
From page 53... ...
56 asset and Infrastructure Management for airports Test Method for Airport Pavement Condition Index Surveys and ASTM D6433 for Road and Parking Lot Pavements. The ASTM standard uses a zero-to-100 numerical scale for its Pavement Condition Index (PCI)
|
From page 54... ...
asset Management Strategies and plans 57 Note that PASER manuals are an appendix to the FAA Advisory Circular 150/5320-17; Airfield Pavement Surface Evaluation and Rating Manuals. Step 3: Determine Residual Life Residual life is determined once the likelihood and timing of the imminent failure mode is known.
|
From page 55... ...
58 asset and Infrastructure Management for airports Asset management plans endeavor to minimize the cost of ownership and operation while achieving levels of service within an acceptable level of risk exposure. The asset management planning process tests asset strategies (capital investments and operations and maintenance approaches)
|
From page 56... ...
asset Management Strategies and plans 59 of service as required and/or negotiated with customers and stakeholders. The cost of service associated with a change in level of service can be more easily determined and communicated if asset management planning investment models are in place.
|
From page 57... ...
Key Performance Measure Level of Service Performance Measure Process Performance Target Current Performance Maintain or improve quality of service Quality To provide a well maintained, safe and efficient airport service TOMM Exit Surveys Reports from within Tourism Industry Customer service request Work toward meeting KPIs in strategic plan Maintain or Improve quality of service Meet with requests Action feedback from TOMM survey Act on feedback from Tourism Industry Satisfactory Function Ensure that the airport facility meets user requirements Usage of facilities Average use > 5,000 passengers per month in peak times Satisfactory Safety To provide safe and suitable facilities free from hazards Number of injuries/incidents Reduction in recorded number of injuries/incidents TBA Technical Levels of Service Condition Provide appropriate airport facilities that are maintained to meet CASA regulations and user requirements Service and maintenance request responses Emergency response Less than 5 reactive service requests per month Provide full assistance to emergency service authorities TBA Satisfactory Availability To meet the criteria of council and community demand Record of closure of facilities Facilities available when scheduled 100% on time Satisfactory Cost Effectiveness Provide appropriate airport facilities in a cost-effective manner Maintenance cost: $ per facility per year Reduce maintenance costs Increase user contributions/charges to the RPT sector to reduce costs $85,000/year Figure 4-7. Example of levels of service for a small airport asset management plan.
|
From page 58... ...
asset Management Strategies and plans 61 alternative operations, maintenance, and capital investment scenario. An alternate approach for a small airport is shown in Figure 4-8.
|
From page 59... ...
62 asset and Infrastructure Management for airports Step 8: Optimize Capital Investment Steps 1 through 6 have provided the following information: 1. An asset register spreadsheet on which to build the asset management planning analysis, 2.
|
From page 60... ...
asset Management Strategies and plans 63 deliver the required level of service at the best cost and level of risk exposure. This is often referred to as optimization.
|
From page 61... ...
64 asset and Infrastructure Management for airports Step 9: Determine the Best Funding Strategy This step evaluates the available funding strategies to implement the asset management plan investment requirements developed through Steps 1 through 9. Airports use a handful of options for funding new and renewal capital requirements including bond financing, the FAA Airport Improvement Program (AIP)
|
From page 62... ...
asset Management Strategies and plans 65 Section 2: Levels of Service -- Outlines the current and target levels of service. Section 3: Growth and Demand -- Shows the forecast growth and demand requirements for the planning period.
|
From page 63... ...
66 asset and Infrastructure Management for airports A spreadsheet tool has been used to illustrate the analysis. All cost figures are indicative only and do not represent actual costs.
|
From page 64... ...
asset Management Strategies and plans 67 Level 1 Level 2 Level 3 Level 4 1 – Gate -11 Gate 1 PBB -111 PC Air -1111 Air hose -1112 Condenser -1113 Compressor -112 400 Hz power -1121 Cord -1122 Plug -1123 Retractor/cable hoist -113 Potable water -1131 Cabinet -1132 Hose -113 Interiors -1131 Wall covering -1132 Carpet -1133 Hand rails -114 Rotunda -1141 Bearings -1142 Curtain -1142 Base column -115 Pedestal -116 Tunnel assembly -1161 Tunnel assemblies -1162 Tunnel roller assemblies -117 Wheel bogie -1172 Wheel 1 -1173 Tire pneumatic -1174 Wheel motor DC drive -1175 Wheel motor AC drive -118 Lift Column 1 -119 Lift Column 2 -120 Cab assembly -121 Cab curtain -122 Cab bumper -123 Stairs -124 Bag chute -125 Use/power meter -1171 Assembly -1176 Tire solid -1181 Lift Column 1 motor -1191 Lift column ball screws Figure E-1. PBB asset register hierarchy.
|
From page 65... ...
68 asset and Infrastructure Management for airports A PBB itself may become economically outdated based on best management practices for aircraft loading and servicing. For example, the pursuit of increased efficiencies with aircraft turnaround and power consumption have resulted in modifications to PBBs to provide power and pre-conditioned air.
|
From page 66... ...
asset Management Strategies and plans 69 Figure E-2. Recording of condition values in asset management plan spreadsheet.
|
From page 67... ...
70 asset and Infrastructure Management for airports Figure E-3. PBB component asset residual lives.
|
From page 68... ...
asset Management Strategies and plans 71 Figure E-4. Replacement/renewal costs.
|
From page 69... ...
72 asset and Infrastructure Management for airports Step 6 -- Determine Business Risk/Criticality A review of PBB equipment failures indicates minor failures that have been corrected with minimal impact on operations. However, consequences of failure for a PBB can be considerable, including • Injury to airport workers, airline staff, and passengers • Damage to aircraft – L-1 door, associated hardware, and control rods that may require replacement – Possible damage to nose gear, which would require inspection for side-load stress to verify the presence of defects – If the PBB falls onto the aircraft, a crane may be required to lift the PBB off and away from the aircraft • Disruption to service – Establishment of a command group and development of an action plan to deal with the incident – Aircraft may be temporarily out of commission while PBB is cleared, damage inspections are completed, and the aircraft is cleared for service, causing schedule impacts – Passengers may be trapped on the aircraft until such time as a mobile stair truck can get on site – Disruption to schedules Table E-2 is used to score the relative criticality of the PBB components.
|
From page 70... ...
asset Management Strategies and plans 73 Social/Community/Organizational Score 1 2 3 4 5 Loss of Service Impact No impact Impact to concessions and other airport businesses Significant impact to local economy and community Significant impact to regiona l commerce and community Widespread disruptions to air traffic and impact to interstate commerce Public Health & Safety No impact Minor injury/ inconvenience Moderate injury and some sickness Major injury, sickness, one death More than one death, widespread injury and/or illness Airport Credibility No impact Loss of staff confidence in airport asset management processes and procedures and executive decisionmaking Adverse media and loss of good will with airlines National adverse media International adverse media, loss of airline service Economic/Financial Cost of Failure (Restoration Cost) $0-$100k $100k-$500k $500k-$1M $1-2M >$2M Resource and Operational Impacts Low cost and low operational impact Diversion of staff and monetary resources for more than 3 days High cost, high operational impact, including compensation claims Painful change of priorities Likely to trigger rate/charge increase Level of Service Impact No impact Minor disruption to airline schedules, disruption to passengers, compensation payments , Negative impact on aircraft turnaround time KPI for the day Major disruption to airline schedules (>5 hour delays, cancelled flights)
|
From page 71... ...
74 asset and Infrastructure Management for airports 0 2 4 6 8 10 12 0 1 0.5 1.5 2.5 2 Pr ob ab ili ty o f F ai lu re Consequence of Failure Tunnel Assembly Tunnel Roller Assembly Lift Column Motor Figure E-6. Business risk exposure.
|
From page 72... ...
asset Management Strategies and plans 75 Source: Harrisburg International Airport Passenger Loading Bridge PM Inspection Worksheet. Preventive Maintenance Task General Overview Inspect tire wear-damage Inspect wheel fasteners Inspect-lubricate axle bearings Inspect-lubricate trunnion pin Inspect turntable bearings, fasteners, lubricate bearings Inspect drive motors, wiring and brake pack wear and function Inspect drive motor heaters (during cold weather months)
|
From page 73... ...
76 asset and Infrastructure Management for airports for corrective maintenance, as well as a fully documented preventive maintenance program are expected to bring the availability performance for this PBB back within requirements. Step 8 -- Optimize Capital Investment The maintenance manager regularly reviews the maintenance and performance histories recorded in the CMMS to evaluate the condition of the PBB relative to the maintenance record and identify any components that have a higher-than-expected maintenance frequency or costs or higher-than-acceptable downtime.
|
From page 74... ...
asset Management Strategies and plans 77 2011 2 012 2013 2 014 201 5 2 01 6 2 01 7 2 01 8 2 019 202 0 C api ta l $ 2 ,0 00 $ 38, 400 $ 3, 50 0 $ 18, 00 0 $ 48, 000 $ 130, 50 0 $ - $ - $ - $ 50, 800 $ $294, 617.
|
From page 75... ...
78 asset and Infrastructure Management for airports Section 6 Management Strategies describes the operations, maintenance and capital investment strategies determined for the planning period. This may include changes to maintenance strategies to implement more proactive maintenance, or could include changes to emergency response plans for specific events.
|
From page 76... ...
79 Airport Information and Data Systems Airport Information Systems for Asset Management "An asset management information system is a combination of processes, data, and software applied to provide the essential outputs for effective asset management such as reduced risk and optimum infrastructure investment." CMMS tend to act as the focal point of information systems supporting best practice asset management. Some CMMS products are being rebranded as enterprise asset management systems (EAMS)
|
From page 77... ...
80 asset and Infrastructure Management for airports Decision Support Tools Decision support tools help agencies to make difficult trade-off decisions for resource allocation while considering asset preservation concerns and the broader set of policy objectives (e.g., mobility, safety, and economic development) that must be taken into account when making investments in transportation assets.
|
From page 78... ...
airport Information and Data Systems 81 Decision support tools are used by asset managers to determine the best alternative among a set of feasible alternatives. The alternatives may be potential solutions to a range of questions related to • Strategic planning, • Airport development, • Outsourcing, and • Asset renewal or replacement.
|
From page 79... ...
Example Decision Support Tool A Pr im ar y Co ns id er at io ns Pa rt A We i ght i ng: 50 Co ns id er at io n R at in g W ei gh ting We ig ht ed Va lu e L ow Me diu m H ig h Ti me c ons tr ai nt s fo r im pl em en at io n M ed iu m 25.
|
From page 80... ...
airport Information and Data Systems 83 Level 1 and Level 2 assessments often are used for obtaining the first high-level understanding of future investment needs. The assessment based on age and design life is simple and can easily be developed using a spreadsheet tool.
|
From page 81... ...
84 asset and Infrastructure Management for airports W o r k O r d e r s P r e v e n t a t i v e M a i n t e n a n c e I n s p e c t i o n s R e s o u r c e L a b o r T r a c k i n g S e r v i c e C o n t r a c t / V e n d o r s M a i n t e n a n c e o f A s s e t s R o l l i n g S t o c k F a c i l i t i e s M a t e r i a l s E q u i p m e n t A s s e t T r a c k i n g I n v e n t o r y R e c e i v i n g H i s t o r i c a l D a t a B u d g e t a n d P l a n n i n g W a r e h o u s i n g R e q u i s i t i o n P u r c h a s i n g A s s e t M a n a g e m e n t D a t a H u b A p p l y d a t a a n d b u s i n e s s r u l e s u s i n g t h e a i r p o r t d a t a h u b A f t e r d a t a a n d b u s i n e s s r u l e s a r e a p p l i e d h a n d o f f t o f i n a n c i a l m a n a g e m e n t i n f o r m a t i o n s y s t e m F i n a n c i a l M a n a g e m e n t I n f o r m a t i o n S y s t e m C l e a n D a t a B u s i n e s s R u l e s D a t a r u l e s A b o v e s y s t e m s u p d a t e t h e d a t a h u b T o / F r o m U p d a t e s a s s e t m a n a g e m e n t i n f o r m a t i o n s y s t e m I n a d d i t i o n , a p p l i c a b l e f u n c t i o n a l a r e a s a n d t h e d i v i s i o n s a r e u p d a t e d Figure 5-3. ACRP Report 13 asset management systems.
|
From page 82... ...
airport Information and Data Systems 85 Level 1 execution is normally performed using spreadsheets or simple maintenance management systems designed for small applications. Levels 2 and 3 usually require sophisticated maintenance management systems software with links to other aspects of airport management, often through an enterprise resource planning system.
|
From page 83... ...
86 asset and Infrastructure Management for airports Functionality Requirements for Asset Accounting Asset accounting is a key element of financial and managerial accounting. Financial accounting is a process that is GAAP driven, based on historic costs, and focused on audited reporting of financial condition to external stakeholders.
|
From page 84... ...
airport Information and Data Systems 87 replacement costs that is business-case driven and focused on internal decision making. Both financial and managerial accounting processes are necessary and important for asset management decision making.
|
From page 85... ...
88 asset and Infrastructure Management for airports key functionality requirements for this purpose is to have the ability to assign replacement cost information against individual assets in the hierarchy. Lifecycle Cost Analysis Lifecycle cost analysis builds on principles of financial analysis to evaluate the overall economics between competing alternative investment options.
|
From page 86... ...
airport Information and Data Systems 89 NPW IC M R iDiscount SV iDiscount nj j k AP & 1 1 1 1 1∑= ± = × ± − × ± Where: NPW = Net present worth ($) IC = Initial cost ($)
|
From page 87... ...
90 Implementation of Asset Management Plans: Lifecycle Processes and Best Appropriate Practices Each of the following sections includes guidance on implementing asset management plan outputs and best appropriate practice elements for the following lifecycle processes: • Project initiation, planning, and design; • Project delivery; and • Operations and maintenance. Project Initiation, Planning, and Design Project initiation refers to the identification of a problem for which a capital project solution may be required.
|
From page 88... ...
Implementation of asset Management plans 91 to evaluating project solution alternatives. Best practice suggests that a triple-bottom-line approach should be used that evaluates the social, environmental, and economic impacts of each project alternative.
|
From page 89... ...
92 asset and Infrastructure Management for airports functions in-house or by external providers. However, it is important to note, that U.S.
|
From page 90... ...
Implementation of asset Management plans 93 "Best practice asset management requires that policies and procedures support the most cost-effective provision of lifecycle services, which generally indicates that the use of lowest bid for all projects and services is unlikely to deliver the optimal return on investment in terms of performance and lifecycle cost." – Build, own, operate, transfer (BOOT) – Public-private partnership (PPP)
|
From page 91... ...
94 asset and Infrastructure Management for airports Asset Commissioning and Handover Asset commissioning and handover is the most effective time for asset owners to capture financial, technical, and operational information on new assets for inclusion in engineering records, maintenance management systems, and financial asset registers. The creation of assets in a single system of record is essential for providing a basis (and opportunity)
|
From page 92... ...
Implementation of asset Management plans 95 • Changes to maintenance contract requirements with respect to maintenance frequencies or performance, and • Establishment of performance measures to monitor and manage the effectiveness of the maintenance program. Any additional human resource needs, tools, or contract requirements for implementing the recommended operations and maintenance strategy changes need to be determined and managed in order to implement the asset management plan recommendations.
|
From page 93... ...
96 asset and Infrastructure Management for airports Operability requirements influence the configuration of assets, and operating strategies influence run times and utilization, as well as automation and operating parameter data collection and analysis, the configuration of the workforce, emergency response, and strategies to adapt to changes in load, demand, or environmental impacts. From an asset management practice standpoint, operating strategies are monitored and managed to continually address regulatory, asset performance, or service level needs, as well as cost performance.
|
From page 94... ...
97 Performance Assessment and Improvement Monitoring and Managing Performance to Achieve Objectives Chapter 4, Asset Management Strategies and Plans, outlined the role of asset management planning within the airport planning processes and defined asset management as the collective processes, practices, and tools used to achieve the airport strategic plan objectives. The performance management framework is the component of the asset management system that monitors and manages performance from a strategic, whole-of-airport standpoint, down to asset-level performance.
|
From page 95... ...
98 asset and Infrastructure Management for airports Figure 7-1 shows an approach to performance management for baggage handling systems. In terms of asset-level performance management, the online survey undertaken as part of the development of this guidebook indicated that 58 percent of the airports routinely sought to reduce cost, risk, and environmental impacts through their design, maintenance, and operating decision making.
|
From page 96... ...
performance assessment and Improvement 99 Figure 7-2. Example performance management framework for a large airport.
|
From page 97... ...
100 Management Review The plan-do-check-act concept applies to lifecycle asset management. Chapter 3, Asset Management Objectives, of this guidebook outlines the process for developing an asset management plan.
|
From page 98... ...
Management review 101 Improving Business Processes, Procedures, Data, and Information The asset management plan has the following two primary outputs: • The investment plan, which outlines the capital, maintenance, and operations strategies, their associated investments and timing • The business improvement plan, which outlines the tasks and activities to be completed to improve the accuracy or level of confidence that decisionmakers can have in the recommendations and data included in the plan, or to improve the efficiency of the asset management planning process itself The business improvement plan is implemented as a program of tasks and projects, some of which may require a project manager, others of which may be completed as part of normal job roles and responsibilities. The management review exercise or asset management gap analysis exercises may identify additional business improvement tasks that are prioritized and programmed for implementation.
|
From page 99... ...
102 asset and Infrastructure Management for airports There are two methods for evaluating performance against the plan, as follows: • Incorporate actual against planned key performance indicators in regular reporting on capital project delivery and asset performance initiatives for all strategies recommended for implementation in the asset management plan • Undertake an internal audit of the asset management plan and its implementation An internal audit does the following: • Reviews the asset management planning processes – Assesses the quality of the data and information on which the plan was based – Reviews the level of assessment for determining investment requirements • Reviews the implementation of the plan – Compares work completed against work planned for each maintenance, operations, capital project adopted for implementation – Documents the efficiency and effectiveness of implementation processes (such as project delivery and maintenance management) to establish the root cause for any situations in which the work completed lags the work planned for the period • Reviews the levels-of-service performance – Documents the causes for non-achievement of levels-of-service targets, where necessary • Reviews the ability of the organization to deliver the plan – Identifies any human resource, support tool, or financial hurdles or impediments to delivering the plan The results of an internal audit process are discussed by executive management and an action plan is put in place to resolve issues that may prevent the achievement of the objectives of the airport strategic plan.
|
From page 100... ...
103 References and Bibliography "AC 150/5070-6B -- Airport Master Plans -- Document Information." FAA: Home.
|
From page 101... ...
104 Glossary Airport Cooperative Research Program (ACRP) -- an industry-driven, applied research program that develops near-term, practical solutions to problems faced by airport operators.
|
From page 102... ...
Glossary 105 Asset Management (AM) -- as defined by PAS 55 is systematic and coordinated activities and practices through which an organization optimally and sustainably manages its assets and asset systems, their associated performance, risks, and expenditures over their lifecycles for the purposes of achieving its organizational strategic plan.
|
From page 103... ...
106 Asset and Infrastructure Management for Airports Asset Replacement Cost -- full replacement costs associated with a given asset expressed in current dollars. Attributes -- a data item related to an asset.
|
From page 104... ...
Glossary 107 General Aviation Airports -- (GA) airports are one of the two categories of civil aviation airports.
|
From page 105... ...
108 Asset and Infrastructure Management for Airports Management System -- system to establish policy and objectives and to achieve those objectives. Note that the management system of an organization can include a range of subsets that collectively constitute the whole.
|
From page 106... ...
Glossary 109 PAS 55 2008 (Publically Available Specification) -- standards being used as the basis for development of an ISO standard, which are supported by American National Standards Institute and the International Infrastructure Management Manual.
|
From page 107... ...
110 Asset and Infrastructure Management for Airports Replacement Cost -- cost of replacing an existing asset with a substantially identical new asset in current dollars. Risk Assessment -- process of establishing information regarding acceptable levels of a risk and/ or levels of risk for an individual, group, society, or the environment.
|
From page 108... ...
111 Standards Resourcing Information A p p e n d i x A Standards Site Location Material International Infrastructure Management Manual http://www.nams.org.nz/digitiseshop/cat-3/Manuals%20&%20Guidelines.htm British Standards – PAS 55 http://pas55.net/ PAS 55 Assessment Methodology http://theiam.org/products-and-services/pas55-methodology SIMPLE Gap Analysis http://www.werf.org/AM/Template.cfm? Section=Home&Template=/Custom/h ome.cfm ISO 55000 Information http://www.iso.org/iso/iso_catalogue/catalogue_ics/catalogue_detail_ics.htm?
|
From page 109... ...
112 Asset Management Policy Sustainable Asset Management Policy EX-1 5 as of 6/27/07 I Statement of the Policy The Port of Seattle uses a sustainable asset management approach to guide its decisions related to the planning, design, construction, operation, maintenance, renewal, and demolition of its airport, seaport, and other facilities.
|
From page 110... ...
Asset Management policy 113 lifecycles of facilities and their components will enable the port to maximize the effective life of the resources we have invested in, consistent with the expected useful life of these resources. Taking a long-term view of asset ownership can result in decisions that reduce energy and water consumption, reduce waste generation, maximize use of recycled materials, and conserve other resources.
|
From page 111... ...
114 Asset and infrastructure Management for Airports D Repair: Minor corrective actions required to restore or maintain and preserve the lifecycle of the component, system, or whole asset (such as fixing cracks, repairing holes and any type of damage)
|
From page 112... ...
115 Maturity Assessment Best Practice Best Appropriate Practice Breakdown A p p e n d i x C Master Planning Use dynamic strategic planning approaches Include integrated regional planning studies Review local land use plans and air traffic and passenger growth projections Include stakeholder and community consultation to address levels of service Extrapolate from historic demand patterns Large/Medium Hub x x x x x Small Hub, General Aviation, NonHub In circumstances where there is considerable uncertainty in growth forecasts x x x x Example Practices • Schiphol Airport in the Netherlands uses a dynamic strategic planning approach to master planning by systematically identifying vulnerabilities (for example, demand for air traffic grows more quickly than forecast) , their mitigating actions, and possible signposts or triggers Vulnerabilities Mitigating/Hedging Actions Possible Signposts/Triggers/Actions Certain: Resistance from Schiphol stakeholders (e.g., environmental groups, people living around the airport)
|
From page 113... ...
116 Asset and infrastructure Management for Airports that would indicate that mitigating actions should be activated (Kwakkel, 2008)
|
From page 114... ...
Maturity Assessment Best practice 117 Example Practices • Brisbane Airport has a set of development objectives that are used in the evaluation of asset options. These include facilitation of safe passenger, freight, and aircraft movement, sound environmental management, accessibility and land use, improvement of quality of services, sound business management (Too, 2010)
|
From page 115... ...
118 Asset and infrastructure Management for Airports • The submission score is then used as part of the procurement processes for future goods and services (i.e., poor quality submissions may limit the ability of a supplier to bid for future work)
|
From page 116... ...
Maturity Assessment Best practice 119 Best Practices • GTAA has a legacy asset maintenance management system that was originally developed in the 1970s by Transport Canada when that agency was responsible for the airport. The system is fairly old and not all that well understood but it is extremely comprehensive -- so much so that it is being used by other airports around the world.
|
From page 117... ...
120 Asset and infrastructure Management for Airports zero," with no inventory records in Maximo, to getting inventory documented and recorded in the system, establishing a baseline inventory value of $5.8 million, accounting for parts usage and consistently getting a 95 percent and above inventory data accuracy rate for inventory cycle counts. Also through these efforts, they have been able to build the link between assets and inventory through the assets spare parts functionality of Maximo (Pulse 2001 Agenda)
|
From page 118... ...
Maturity Assessment Best practice 121 Best Practices • The GTAA facilities asset management system supports the overall capital planning process by providing a technically prioritized listing of required restoration requirements for all fixed assets. It accomplishes this by warehousing data related to the age, type, and condition of all systems and equipment.
|
From page 119... ...
122 Asset and infrastructure Management for Airports • Gatwick Airport is implementing an SAP Enterprise Resource Planning (ERP) system to replace 140 legacy IT systems with the following modules: capital planning, an aero billing solution called SKY-Billing (this software determines passenger numbers and generates bills for airlines)
|
From page 120... ...
Maturity Assessment Best practice 123 • London Airport Gatwick (LAG) groups assets into related systems.
|
From page 121... ...
124 Asset and infrastructure Management for Airports and all supporting material. Importantly, this is not a hand over so much as an acceptance by maintenance and operations based on the need established at the project definition stage.
|
From page 122... ...
125 Asset Management in Other Sectors Examples of Other Sector Asset Management Application 1.
|
From page 123... ...
126 Asset and infrastructure Management for Airports • Organization Structure and Function – Develop corporate asset management group to drive asset management improvements across service businesses (water and wastewater) ; ensure consistency in the evaluation of risks and capital priorities, as well as consistency with the corporate asset management policy – Asset owner, strategy manager, and service provider roles set up within the business with asset owner responsible for setting objectives and goals, asset strategy manager responsible for determining what needs to be done to meet the goals and objectives, and service providers doing what needs to be done to meet the goals and objectives – Establishment of corporate or enterprise levels of service statements or agreements that drive the development of asset strategies • Lifecycle Processes and Practices – Compete asset registers represented in hierarchy from the network level down to maintenance managed items (level at which work orders are recorded)
|
From page 124... ...
Asset Management in Other Sectors 127 – Use regular condition assessment techniques to identify cracks, misalignment, and other defects on rails to enhance proactive maintenance – Use decision support systems to predict future asset condition as an input to strategic renewal planning – Use integrated decision support systems, with maintenance management systems (e.g., Maximo and Optram) to enhance decision making and timeliness of work to improve performance 4.
|
From page 125... ...
Abbreviations and acronyms used without definitions in TRB publications: AAAE American Association of Airport Executives AASHO American Association of State Highway Officials AASHTO American Association of State Highway and Transportation Officials ACI–NA Airports Council International–North America ACRP Airport Cooperative Research Program ADA Americans with Disabilities Act APTA American Public Transportation Association ASCE American Society of Civil Engineers ASME American Society of Mechanical Engineers ASTM American Society for Testing and Materials ATA American Trucking Associations CTAA Community Transportation Association of America CTBSSP Commercial Truck and Bus Safety Synthesis Program DHS Department of Homeland Security DOE Department of Energy EPA Environmental Protection Agency FAA Federal Aviation Administration FHWA Federal Highway Administration FMCSA Federal Motor Carrier Safety Administration FRA Federal Railroad Administration FTA Federal Transit Administration HMCRP Hazardous Materials Cooperative Research Program IEEE Institute of Electrical and Electronics Engineers ISTEA Intermodal Surface Transportation Efficiency Act of 1991 ITE Institute of Transportation Engineers NASA National Aeronautics and Space Administration NASAO National Association of State Aviation Officials NCFRP National Cooperative Freight Research Program NCHRP National Cooperative Highway Research Program NHTSA National Highway Traffic Safety Administration NTSB National Transportation Safety Board PHMSA Pipeline and Hazardous Materials Safety Administration RITA Research and Innovative Technology Administration SAE Society of Automotive Engineers SAFETEA-LU Safe, Accountable, Flexible, Efficient Transportation Equity Act: A Legacy for Users (2005) TCRP Transit Cooperative Research Program TEA-21 Transportation Equity Act for the 21st Century (1998)
|
Key Terms
This material may be derived from roughly machine-read images, and so is provided only to facilitate research.
More
information on Chapter Skim is available.