ASSET MANAGEMENT IMPLEMENTTATION USING TEAMS SOFTWARE David A. Rein,* Patrick A. Rein,* Clif Allen**
*Rein & Associates, 1026 12th Street South, Moorhead, MN 56560 **City of Fergus Falls, MN
ABSTRACT
Early in 2005, the City of Fergus Falls, MN made the decision to implement an “Advanced Asset Management Program.” The objective of the first phase of the program was stated as:
• “Operation and maintenance of the Wastewater Treatment Plant and Collection System assets in a sustainable and cost-effective manner (least cost) while providing the required level of services for both present and future customers.”
Rein & Associates was selected to be the overall Project Manager. The “Total Electronic Asset Management System, TEAMS” software developed by the Maryland Center for Environmental Training under funding by the USEPA was selected as the data base software for
implementation. The TEAMS software brings together the many elements of “Advanced Asset Management” (inventory, condition, criticality, valuation, maintenance management,
renewal/replacement planning, and financial planning) into one cohesive data base management program. The TEAMS open software design using “Access” allows the user to easily tailor the program to their particular needs.
Nearly 80% of the City of Fergus Falls WWTP assets have been inventoried and entered into the data base. Each asset’s criticality and condition has been defined. Work orders are being
generated, completed and entered into the data base. Reports such as Work Order by Date, Tasks Completed, Supervisor’s Task Report, Projected Replacement Costs, Lifetime Asset Cost Report, Cost Effective Capital Investment Decision, and Asset Remaining Life are being
generated. A Five Year CIP Plan with defendable criteria has been produced and submitted for approval. Both the required maintenance and the R/R programs are now prioritized according to each asset’s criticality and condition.
Implementation has not been easy or fast. Internal resistance has been encountered at more than one level of the organization; however, progress has been made to the point where the benefits are now becoming apparent to all. For the first time a “Five Year CIP” is moving through the City’s budgeting process.
KEYWORDS
INTRODUCTION
In July, 2004, the Fergus Falls Public Works Director identified Asset Management as a goal for the Public Works Department. An outside consultant, Rein & Associates, was retained to assist and to provide continuity during the implementation process.
Rein & Associates began by searching for a software package that would bring together the many aspects of a complete asset management program, including the Collection System. On November 16, 2004, Rein & Associates attended an EPA sponsored Advanced Asset
Management Training Workshop. Based on information presented at that workshop, the CAPS software was evaluated; however, it was soon determined that this software did not have all of the desired features.
Early in 2005, the City of Fergus Falls City Council made the decision to formally implement an “Asset Management Program”. The objective of the first phase of the program was stated as:
“Operation and maintenance of the Wastewater Treatment Plant and Collection System assets in a sustainable and cost-effective manner (least cost) while providing the required level of service for both present and future customers”.
In July, 2005, Rein & Associates attended an EPA sponsored conference in San Antonio, TX where the Maryland Center for Environmental Training presented an introductory “Total
Electronic Asset Management Software (TEAMS)” course to “Train-the Trainers”. Based on an evaluation and recommendation by Rein & Associates, the City of Fergus Falls chose the EPA funded TEAMS for their computer platform. In addition, the City selected Rein & Associates to guide and assist them with the implementation process. Since July, 2005, the City, with the assistance of Rein & Associates, has been implementing a formal Asset Management Program using TEAMS.
AN ASSET MANAGEMENT PLAN
We began by first designating an “Asset Management Team” and then preparing an “Asset Management Plan”. This plan was forwarded to the Public Works Director and City Engineer for their approval and for presentation to the City Council. Regular meetings were established for the Asset Management Team to review progress and refine goals.
The Asset Management Plan established the following 2006 “Expected Outcomes” for the Asset Management Program:
1. A 10% reduction in historical maintenance costs (5 year average). 2. A 10% reduction in the ratio of breakdown to planned maintenance.
TEAMS
To get an idea of the scope of TEAMS, the Table of Contents found in the help menu is shown below. Each section of the help menu has a very brief description of that section. The only weakness we have noticed is that the descriptions could be more definitive.
Asset Management Database Installation--- 10
Setting up Securities Asset by Category/Layout/Supplier Report--- 78
Asset Cost/Value Total---100
Asset Criticality and Condition--- 82
Asset Data Modification--- 60
Asset Details Report--- 79
Asset Entry--- 22
Asset Inventory--- 77
Asset Remaining Hours Report--- 84
Asset Remaining Life Report--- 83
Breakdown Costs --- 92
Breakdown Modification--- 55
Breakdowns Report by Type--- 85
Breakdowns--- 83
Category and Asset Maintenance Cost Details--- 93
Category--- 20
Change an Asset Within the Plant--- 23
Condition Assessment--- 43
Condition Modification--- 59
Construction Cost Index--- 34
Cost Assessment--- 45
Cost Effect Capital Investment Decision---105
Cost Effective Capital Investment Decision (Hours)---104
Cost Effective Capital Investment Decision (Time)---102
Cost Modification--- 62
Criticality Assessment--- 41
Criticality Modification--- 58
Department Training Report--- 80
Department--- 26
Detailed Asset Criticality Condition Report--- 86
Disclaimer---4
Employee/Task--- 51
Employees Training Report --- 80
Employees--- 87
Getting Started--- 13
Historic Breakdowns by Date Report--- 87
Location--- 19
Maintenance by Employee Details--- 89
Maintenance Cost Details by Employee--- 96
Maintenance Cost Details--- 96
Manhole Inspection Data--- 67
Manhole Modification--- 63
Manhole/Nodes--- 35
Table of Contents (Database) Menu--- 14
Payroll Details--- 81
Payroll--- 29
Photos --- 66
Pipe Inspection Data--- 68
Pipeline Modification--- 65
Pipes--- 37
Present Day Replacement Cost Report--- 95
Projected Replacement Cost Report--- 99
Record Selector--- 17
Running Hours--- 57
Service Lateral Modification--- 64
Service Lateral--- 39
Smoke Test Inspection--- 69
Streets --- 33
Supervisor's Task Report--- 90
Suppliers Report---102
Suppliers--- 16
Task Completed---102
Task List by Date Selected --- 71
Task List by Date--- 70
Task List by Hours--- 74
Tasks Completed by Date Report--- 88
Tasks Completed--- 89
Tasks Entry--- 49
Tasks Frequency Report--- 91
Trades --- 25
Training--- 31
Work Order by Date Worksheet--- 72
HOW TO START (THE INVENTORY)
How to get started was a major challenge. Much skepticism existed among management, maintenance and operations personnel. Some of the typical remarks were, “Why bother?” “It’s just another fad.” “Who will do what?” However, we moved ahead following the guidelines established by our plan and the TEAMS Switch Board (see Figure 11.
In order to manage our assets, we needed to know what we had. So, we began by developing an asset inventory. Through discussions with the treatment plant operators an asset identification system was selected. Rein & Associates then began to identify and enter the assets by category, location, and name into TEAMS using the TEAMS asset entry forms.. Asset information, such as supplier, make, model and description was entered into the program. Assets were identified through a review of the original O&M Manual and verified by physical inspection. Asset condition assessment (remaining life) and criticality assignments were developed by Rein & Associates and the software began to prioritize the assets. The TEAMS was then prepared to prepare reports that evaluated the inventory.
The asset inventory form supplied by TEAMS is shown in Figure 1. This form was used for the wastewater treatment plant assets.
Figure 1 Asset Inventory Form
Figures 2 and 3 are the inventory forms for the collection system. Since the City has not yet established an identification system for the collection system, this inventory has not been started.
ASSET CRITICALITY AND CONDITION ASSESSMENT
As the inventory is entered into the TEAMS program, it is necessary to determine and enter the criticality and condition of each asset. With that information TEAMS starts to build an asset priority list that is based on both condition and criticality. TEAMS then produces reports listing the assets that are the most critical to the sustained performance of your utility, along with the assets remaining useful life (or condition life).
TEAMS provides an asset criticality form (Figure 4) and an asset condition form (Figure 5) that must be filled out for each asset.
Figure 5 Condition Form
The TEAMS program uses the information on condition and criticality to produce an asset Criticality and Condition Report. This report shows the criticality and condition of each asset in descending order. It also shows the capacity, category, location purchase price, book life, salvage value and installation date.
ASSET COST EVALUATION
Finally, the TEAMS program provides assistance for evaluating the original and/or present cost of each asset. Figure 6 is the TEAMS provided cost assessment form. This form is linked to the Construction Cost Index and automatically updates.
Figure 6 Cost Assessment Form
COMPUTERIZED MAINTENANCE MANAGEMENT
The WWTP operators were tasked with entering the required recurring maintenance for each asset. The original O & M Manual for the plant, current practices, and equipment supplier recommendations were used. TEAMS then began to generate recurring work orders.
The TEAMS program also provides the means for entering breakdown maintenance. TEAMS uses this data to generate reports showing both routine and breakdown maintenance.
Figure 7 Maintenance Task
Figure 9 Manhole Inspection Form
TEAMS PROGRAM REPORTS
Some of the many aspects of the TEAMS software are shown in Figures 11 and 12.
Figure 11 shows the “Switch Board” for TEAMS. The Switch Board is the guide for navigating through the TEAMS program. At first glance the program appears daunting, but with use becomes easy and intuitive. It can be seen that this software not only lists and evaluates all the assets, but it also includes an integrated asset maintenance program.
Figure 11 TEAMS SWITCHBOARD
Figure 12 shows the many reports that can be generated with this software. We have this figure posted to remind everyone of information about our assets that we now have available at our finger tips.
Figure 12 Layout of Reports
RENEWAL OR REPLACEMENT.
This turned out to be the big the pay off for Fergus Falls. The TEAMS program prepared a Capital Improvement Program (CIP) based on the asset’s criticality and condition (with cost estimates). At this time the Fergus Falls Five Year CIP is working its way through the budget approval process and is being highly acclaimed. The TEAMS program can go one more step and that is to analyze the affects that the CIP would have on rates. Because Fergus Falls has an adequate reserve fund, it has not been necessary to process to this point.
Figure 13 Rehabilitate or Replace Analysis
Figure 14 shows the TEAMS generated report “Cost Effective Capital Investment Decision. This report shows all you could ever want to know about each asset on the priority list. PROGRESS (WHERE ARE WE?)
Approximately 80% of the WWTP assets have been inventoried, evaluated, and entered into the data base. Asset criticality and condition have been assigned to these assets. Work orders are being generated, completed, and entered into the data base. Breakdown maintenance is being entered into TEAMS. Reports such as Work Order by Date, Tasks Completed, Supervisor’s Task Report, Projected Replacement Costs, Lifetime Asset Cost Report, Cost Effective Capital Investment Decision, and Asset Remaining Life are being produced and used.