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Developing a Comprehensive Asset Management Plan by Consistently Assessing Asset Condition, Consequence of Failure, and Risk
Imagine the result
One Water 2015 Utility WorkshopKevin Slaven, CRL, CPM
Today’s Agenda
What is Asset Management? Risk-Based Capital Planning Framework Questions & Discussion
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What is Asset Management?
• EPA Definition:
•“Asset management is maintaining a desired level ofservice for what you want your assets to provide at thelowest life cycle cost. Lowest life cycle cost refers to thebest appropriate cost for rehabilitating, repairing orreplacing an asset. Asset management is implementedthrough an asset management program and typicallyincludes a written asset management plan.”
Businesslike management of assets
USEPA’s 10 Step Asset Management Process
Risk-Based Asset Management for Capital Prioritization
Inventory Assets
Assess Condition
Assess Criticality
Assign Risk
Determine Remaining Life and Replacement Cost
Set Targets for Service Levels
Determine Maintenance
Program
Determine CIP
Fund the Program
Risk-Based Asset Management for Capital Prioritization
Inventory Assets
Assess Condition
Assess Criticality
Assign Risk
Determine Remaining Life and Replacement Cost
Set Targets for Service Levels
Determine Maintenance
Program
Determine CIP
Fund the Program
Asset Definition
• Will a work order be written to this specific asset?• Will a separate condition assessment need to be performed on this
asset?• Will depreciation or costs need to be tracked separately on this
asset?
Define Assets by Assessment Type
Mechanical Assets• Individual Pumps (pumps and motors are separate assets when >=50hp)Structural Assets• Process Structures • Grounds Electrical/Instrumentation Assets• Panels, MCC’s, Generator • Transfer Switches
Typical “Parent-Child” Asset Hierarchy
Virtual Levels - Level 1 to Level 6: Performance Centers for rolling-up
costs and other data required for reporting.
Maintenance Work Orders – generally NOT written here
Other Work Order Types can be tracked here
Real Assets - Level 7 to Level 8: Maintenance work orders are written
here.Important to Note: A good asset hierarchy is performance
driven rather than location driven. Components: optional - depends on
CMMS capabilities.
1. Utility
2. Division
3. Facility
4. Area
5. Process
6. Group
7. Asset
8. Component
Virtual Assets
Real Assets9
Asset Attribute Data Categories
Asset Management Attributes: Physical Condition Performance Condition Consequence of Failure Risk
Financial Attributes: Install Date Install Cost Replace Cost Estimated Useful Life
Physical Attributes: Facility ID Asset ID Asset Name Asset Type Capacity/Size Etc.
Location Attributes: Asset Location Community Watershed
GCWW Asset DefinitionsEQUIPMENT GROUP EMPAC KEYWORD EMPAC QUAL ASSET DEFINITION COMMENT
CHEM FEEDER - Slacker, Belt, Pump for equipment from day tank to injections. Include associated pipes and valves.CHEM FILL STA - All equipment that transfers chemical from delivery to bulk storage. Include associated pipes and valves.
CHEM TRANSFER -Equipment used to transfer chemical between bulk storage and day tank. Include associated conveyor, pump, pipes, and valves.
CHEM TANK-BULK - Include stirrers or mixersCHEM TANK-DAY - Including hopperUPS -BATTERY CHARGERBREAKER - Breakers 5kV and up are separate assets. Breaker <5kV are part of switchgear.CATHODIC PROT - CP system is a single assetDISCONNECT -DIST PANEL -MCC - Individual MCC buckets are not separate assets.METERING -SWITCHGEAR - Switchgear includes all breakers less than 5kV. Breakers 5kV and up are separate assets.TRANSFER SWITCH -TRANSFORMER -VFD -PROTECTIVE RELAY - Includes lightning protectionCONDUIT/DUCT BANK - Single asset for entire station/building which includes cables.GENERATOR - Includes engine and load bank.LIGHTING - Indoor lighting system and Outdoor lighting system are separate assets.COMMUNICATION - PA and phone system AIR COMPRESSOR Air compressor that is used for shop work or tools and is not used to support a process.ELEVATOR -LABORATORY - Includes all laboratory equipment.SCALE -WATER WHEEL -PUMP - Sump pumps and flood pumpsSANITARY SYSTEM - One asset per station. Does not include sanitary piping in yardWATER HEATERWELL -CRANE -
CHEMICAL EQUIPMENT
GENERAL EQUIPMENT
ELECTRICAL
Maintaining Asset Inventory
Group Info collect/format Who collects Where does Information go?
Supply CMMS Support -Retire Asset
Hard copy scrap asset form filled out by Project Manager. Asset is then made 'inactive' in EMPAC. Form sent to Acct.
Project Manager EMPAC, Accounting
Risk-Based Asset Management for Capital Prioritization
Inventory Assets
Assess Condition
Assess Criticality
Assign Risk
Determine Remaining Life and Replacement Cost
Set Targets for Service Levels
Determine Maintenance
Program
Determine CIP
Fund the Program
Probability of Failure: Evaluate By Condition Assessment (desktop, visual or testing)
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Condition Type
Failure Mode Description Assessment
Method
Performance
Capacity Does not meet demand (flow, loading, storage volume, etc.) Test or Desktop
Level of Service
Does not meet functional needs (regulatory permits, customer commitments) Desktop
Efficiency Not lowest cost alternative (labor, maintenance, obsolescence) Desktop
Physical MortalityCurrent state of repair and operation as influenced by age, historical maintenance and operating environment
Test, Visual, Desktop, Modeling
Condition Assessment Methods:
• Desktop Assessment: Considers operating data, maintenance history, staff knowledge, current needs, future needs and industry standards.
• Visual Assessment: Uses a set of standard criteria specific to the type of asset. Results in a comparative ranking of assets on a standard scale (e.g. 1-best to 5-worst). Most effective when applied against a broad asset base with a large quantity of assets.
• Testing: Uses industry accepted methods. Examples include: capacity test and advanced condition testing. Performed on individual assets. Provides an absolute ranking for asset condition. Results can be expressed on a standard scale. Some tests are “failure finding” – not condition assessment.
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Site Assessment
Example Physical Condition Field Scoring Sheet
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Condition Assessment Tools
Visual Condition Assessment - Overall Scoring Approach
Score Description
1 - Excellent Fully operable, well maintained, and consistent with current standards. Little wear shown and no further action required.
2 – Good Sound and well maintained but may be showing slight signs of early wear. Delivering full efficiency with little or no performance deterioration. Only minor renewal or rehabilitation may be needed in the near term.
3 - ModerateFunctionally sound and acceptable and showing normal signs of wear. May have minor failures or diminished efficiency with some performance deterioration or increase in maintenance cost. Moderate renewal or rehabilitation needed in near term.
4 - PoorFunctions but requires a high level of maintenance to remain operational. Shows abnormal wear and is likely to cause significant performance deterioration in the near term. Replacement or major rehabilitation needed in the near term.
5 – Very PoorEffective life exceeded and/or excessive maintenance cost incurred. A high risk of breakdown or imminent failure with serious impact on performance. No additional life expectancy with immediate replacement needed.
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Condition Assessment by Assessment Type
• Define Condition Scoring Criteria for Physical and Performance• Electrical • Structural• HVAC• Mechanical
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Visual Condition – Score 1
• Equipment & Ancillary Items• Like new with tag
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Visual Physical Condition – Score 2
• Equipment & Ancillary Items• Older equipment• Little to no signs of wear and/or
degradation
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Visual Physical Condition – Score 3
• Equipment & Ancillary Items• Older equipment• Visible signs of wear and/or
degradation
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Visual Physical Condition – Score 4
• Equipment & Ancillary Items• Older equipment• Excessive wear and/or degradation• Near end of “useful” life
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Visual Physical Condition – Score 5
• Equipment & Ancillary Items• Older equipment• Excessive wear and/or degradation• At end of “useful” life
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Desktop Performance
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• Capacity• Ability to meet current and future needs
• Regulatory• Ability to meet current and future needs
• Availability• Work Orders
• Obsolescence• Spare Parts
• Testing• PdM Testing
• Oil Analysis, Pump Efficiency, Thermography
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Combining Results from Multiple Assessments: Worst Score Wins
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Methods Criteria Score
Field Test Vibration 3
Visual Corrosion 2
Desktop Capacity 4
Overall Score 4*
*4 = poor condition
Risk-Based Asset Management for Capital Prioritization
Inventory Assets
Assess Condition
Assess Criticality
Assign Risk
Determine Remaining Life and Replacement Cost
Set Targets for Service Levels
Determine Maintenance
Program
Determine CIP
Fund the Program
Consequence of Failure: Evaluate by Triple Bottom Line (TBL) Analysis (desktop or GIS)
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Economic
Social
Environmental
Triple Bottom Line
Sustainability
• Economic: additional capital and operating costs resulting from a failure. Example: asset replacement/maintenance cost.
• Environmental: cost of environmental degradation resulting from a failure. These costs may or may not be directly incurred by municipality. Example: regulatory fine.
• Social: cost of community impacts resulting from a failure. These costs are generally not directly incurred by GCWW. Example: loss of property use and safety.
Consequence of Failure (COF):Triple Bottom Line Categories
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Example Magnitude Ranges for TBL Criteria
Example Magnitude Ranges for Triple Bottom Line Analysis
Criteria Category Criteria Low Moderate High Very High
Equipment damage <$20K $20K - <$100K $100K - <$500K >$500K
Facility damage <$20K $20K - <$100K $100K - <$500K >$500K Economic Property damage <$20K $20K - <$100K $100K - <$500K >$500K
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Risk-Based Asset Management for Capital Prioritization
Inventory Assets
Assess Condition
Assess Criticality
Assign Risk
Determine Remaining Life and Replacement Cost
Set Targets for Service Levels
Determine Maintenance
Program
Determine CIP
Fund the Program
Overview of Assessment Process
• Risk Is a Simple Equation: Probability * Consequence
Probabilityof Failure
Consequenceof Failurex Redundancy
Factorx Risk Score=
Failure Mode• Mortality
• Level of Service
• Capacity
• Efficiency
Risk Supports Optimization of Capital Improvement Programs
Consequence• Economic
• Social / Safety
• Environmental
TBL:Triple Bottom Line
“Right projects at the right time”
Risk-Based Asset Management for Capital Prioritization
Inventory Assets
Assess Condition
Assess Criticality
Assign Risk
Determine Remaining Life and Replacement Cost
Set Targets for Service Levels
Determine Maintenance
Program
Determine CIP
Fund the Program
Remaining Life and Replacement Cost
• Adjusted Remaining Life
• Cost (Replacement, Rehabilitation, and Maintenance)
Risk-Based Asset Management for Capital Prioritization
Inventory Assets
Assess Condition
Assess Criticality
Assign Risk
Determine Remaining Life and Replacement Cost
Set Targets for Service Levels
Determine Maintenance
Program
Determine CIP
Fund the Program
What Are Service Levels?
• A commitment to deliver a specified level of service, and quality to customers and stakeholders
• A mechanism to communicate and report performance results, focus organizational efforts, and prioritize investments
• The linkage between your strategic objectives and operational or tactical objectives
Service Levels Build Transparency and Stakeholder Relationships
SL Category Water WastewaterReliability •water main
breaks•unaccounted for water
•worst served customers
•sewer blockages / collapses
•SSOs / CSOs•spills / backups
Quality • customer complaints (pressure, taste/odor, color)
•odor complaints from plants pump stations, and WWTPs
Customer Service
•outage response•call enter performance
•event response•call enter performance
Regulatory •water quality compliance
•discharge permit compliance
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5
10
15
20
25
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2003 2004 2005 2006 2007
Breaks and Leaks Per 100 Miles Per Year
Current Performance Trends and Issues• Stable performance driven by rehabilitation and renewal
program of 100 miles per year.• Continued focus on oldest cast iron pipe and worst served
areas.• 2007 performance impacted by spike of 75 third party
damage incidents during downtown light rail construction .
Sample Service Level and Supporting Maintenance Performance Measures
Strategic Plan Elements LOS Category and Measures
1 Ensure system and asset reliability and minimize interruptions
Water Distribution• LOS X1 Breaks / Leaks Per 100 Miles• LOS X2 Inadequate Water Pressure
Events• LOS X3 Worst Served Customers• LOS X4 Event Response Time
2 Provide high quality service and effective response
Sample Performance Measures
Distribution Operations and Maintenance• Out of service hydrants repaired within target date• Percentage of valves inspected per month• Ratio of PM/CM work orders• Work order completion ratio• Average backlog (days) for PM repair work orders
Risk-Based Asset Management for Capital Prioritization
Inventory Assets
Assess Condition
Assess Criticality
Assign Risk
Determine Remaining Life and Replacement Cost
Set Targets for Service Levels
Determine Maintenance
Program
Determine CIP
Fund the Program
Risk Assessment BalancesCapital with Maintenance
Prioritized Capital Plan
Capital Improvement Plan Overview By Project Type 2007-2013 (Non-Escalated Costs)
Project Number Dist rict Project Name Priorit y Project Type
2007 2008 2009 2010 TotalGrowth - Plant and Lift Stat ions
24 3 Southtowns Wet Well and ORF Improvements High Growth / Augmentat ion -$ 1,000,000$ 4 ,600,000$ 1,300,000$ 7,900,000$
8 4 Aurora N/ Aurora S Pump Stat ion Improvements Med High Growth / Renewal -$ -$ -$ -$ 4 ,000,000$
4 2 6 Kennedy PS Replacement Low Growth -$ 200,000$ 300,000$ -$ 500,000$
TOTAL - GROWTH -$ 1,700 ,000$ 5 ,300 ,000$ 1,300 ,000$ 13,300 ,000$ Augmentat ion - Plant and Lift Stat ions
16 2 Lake St reet PS Improvements High Augmentat ion 1,000,000$ 4 ,000,000$ -$ -$ 5,000,000$
17 2 Sweet land PS Improvements High Augmentat ion 100,000$ -$ -$ -$ 1,900,000$
30 3 Southwestern PS Eliminat ion Med High Augmentat ion -$ -$ -$ -$ 700,000$
36 3 Southtowns Solids Handling Med Augmentat ion -$ 2,000,000$ 4 ,000,000$ 880,000$ 6,880,000$
58 3 Pump Stat ion Eliminat ion Evaluat ion (Greenmeadow) Low Augmentat ion -$ 580,000$ -$ -$ 580,000$
Augmentat ion - Collect ion System34 3 Rush Creek Interceptor Med High Augmentat ion -$ -$ 4 ,000,000$ 2,800,000$ 10,300,000$
Augmentat ion - Other61 All CMMS Implementat ion Med Augmentat ion 290,000$ 1,145,000$ 3,145,000$ -$ 4 ,580,000$
TOTAL - AUGMENTATION 1,630 ,000$ 9 ,295,000$ 13,14 5,000$ 6 ,58 0 ,000$ 36,650 ,000$ Renewal / Rehabilit at ion / Replacement - Plant and Lift Stat ions
3 1 Cayuga & Indust rial Parkway HVAC High Renewal -$ 350,000$ -$ -$ 350,000$
4 0 6 Lackawanna STP Chlorine Building and Primary Tank Repairs Med High Renewal -$ 170,000$ -$ -$ 170,000$
63 3 Southtowns Roof Replacement Med Renewal -$ -$ -$ 1,400,000$ 1,400,000$
Renewal / Rehabilit at ion / Replacement - Collect ion System32 3 Village of Hamburg Collect ion System High Renewal 592,000$ 1,000,000$ -$ -$ 1,592,000$
10 5 Replacement of ACP along Transit Road* High Renewal 500,000$ 1,300,000$ -$ -$ 1,800,000$ 4 4 6 Bethlehem Park PS and Collect ion System Improvements High Renewal 250,000$ 500,000$ -$ -$ 750,000$
64 6 Holland Avenue Sewer Replacement * High Renewal 600,000$ 200,000$ 800,000$ 51 8 East Aurora Collect ion System Replacement NYS DOT Low Renewal 2,000,000$ -$ -$ -$ 2,000,000$
TOTAL - RENEWAL / REHABILITATION / REPLACEMENT 6,08 2,000$ 6 ,620 ,000$ 1,200 ,000$ 1,4 00 ,000$ 15,302,000$
Total - All Projects 7,712,000$ 17,615,000$ 19,64 5,000$ 9 ,28 0 ,000$ 65,252,000$
Est imated Annual Expenditure
Analyze and Review Financial and Rate
Implications
Assess and Analyze Asset Data and
Establish Policies and Procedures
Conduct Asset Inventory and Condition
Assessment
Develop 5/20 Year Capital Investment
Plan (CIP)
Project Priority
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Consequence of Failure (Rehab / Renewal / Replacement Projects)Project Impact (Enhancement / Growth Projects)
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Low Priority Med Priority
High Priority
Pro
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High Probability/ Consequence or
Impact / Alignment
Low Probability/ Consequence or
Impact / Alignment
Projects Can Be Validated and Prioritized Through Defined Criteria
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6-80
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6-61
1
5-70
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6-01
9
6-50
1
5-60
2
6-60
2
6-60
3
5-XX
Z
6-97
3
6-55
2
5-80
5
6-08
5
6-XY
X
5-40
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6-40
4
6-95
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5-95
2
6-07
0
5-XX
Y
6-04
1
5-40
3
6-40
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5-60
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5-08
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6-10
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5-96
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5-15
1
6-15
1
5-80
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6-14
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5-25
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6-80
2
5-04
6
6-06
1
5-50
1
5-94
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5-08
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5-40
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6-08
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5-25
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5-80
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5-09
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6-XX
Y
5-08
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6-55
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5-14
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5-11
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5-80
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5-25
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5-25
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5-95
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6-95
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6-14
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Tota
l Pro
ject
Prio
rity
Scor
e (1
-10)
CIP Project No
FY 2012 CIP Prioritization Projects Funding Unvailable
Funding Available
Physical Condition Performance Condition Strategic Plan Alignment Regulatory/
Environmental Service Level/Reliability O&M and Safety Public Benefit Financial Efficiency/Energy Community/Growth
Business Cases and TBL / Cost Benefit Analysis Support CIP Needs and Priority
Next Steps Upon Program Completion
• Sustainable Financial Projections
• Capital Prioritization
• Affordability Analysis
• Funding Options
Helps Balance Capital Funding and Rate Impacts
Risk Assessment Results: Greater Cincinnati Water Works
Summary Results of Pilot Condition Scoring
• 685 Total Assets Scored
• Processes Evaluated at Richard Miller• Lamella• ORP• Mt Wash PS• Chem E• Chem W• PCF
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Summary Results of Condition ScoringBy Assessment Type
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Summary Results of Condition Scoring By Process
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Assets Scoring 4 & 5 From Desktop Analysis: Availability and Testing
Asset NameCorrective
HoursCorrective
Work OrdersReactive
HoursReactive
Work OrdersCorrective
HoursCorrective
Work OrdersReactive
HoursReactive
Work OrdersAvailability
ScorePdM Testing
ScoreType of Test
CBE LIME SLAKER 2 44.5 2 35.5 5 45.5 3 35.5 5 4 xCBE LIME SLAKER 3 21 1 74.5 8 21 1 74.5 8 5 xCBW CARBON FEEDER-1 S60" 34 1 34 1 4 xCL2 INJBLDG-CL2 INJECTOR 1-RCM 9 2 9 2 4 xCL2 INJECTBLDG-PRESS REG 1-RCM 76 1 76 1 4 xCL2INJECT BLDG-CALI SUPPLY-RCM 35 1 35 1 4 xMWPS PUMP MOTOR NO.3 79 3 309.5 4 79 3 309.5 5 4 1 MCA, ThermoMWPS PUMP NO 3 152 2 32 3 152 2 32 3 4 xMWPS PUMP NO 4 16 3 16 3 4 xORP BATTERY CHARGER 0 1 5 5 0 1 5 5 4 1 ThermoORP INSTRUMENTATION 34 1 34 1 4 xORP PUMP 1 20 1 22 3 29.5 2 22 3 4 xORP PUMP 2 13 2 37.5 4 13 2 37.5 4 4 xORP PUMP 3 702.5 3 394.5 4 702.5 3 394.5 4 4 xORP PUMP 4 55.5 4 63 7 55.5 4 63 7 5 xORP PUMP MOTOR 3 51 2 26 2 51 2 30.5 3 4 1 ThermoORP PUMP MOTOR 4 60 2 60 2 3 5 ThermoPCF CHLORINATOR 3 12 2 12 2 4 1 UltrasonicPCF DRY CHLORINE SCRUBBER-RCM 6 2 6 2 6 2 6 2 4 1 UltrasonicPCF VACUUM REG 2-RCM 23 1 23 1 4 1 UltrasonicPCF VACUUM REG 4-RCM 25 1 25 1 4 1 Ultrasonic
2012 2012 & 2013 (through 8/19)
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Results of Condition Scoring By Assessment Type by Criteria – Excel
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Results of Mechanical AssessmentsCorrosion & Leakage Most Common Mode of Failure (4 and 5)
Consequence of Failure and Risk Scoring
COF Triple Bottom Line Criteria
• GCWW developed economic, social, and environmental criteria and magnitude ranges.• 6 Economic criteria• 2 Environmental criteria• 3 Social criteria
• Total COF scores range from 1-5. • Highest single evaluation score ‘wins’ and decides the
COF for that asset.
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Triple Bottom Line Scoring Spreadsheet
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Asset/Assessment Class/Redundancy ValuesRF
(Average Conditions)
Asset Replacement
Cost
Asset Repair Cost
Facility & Property Damage
Repair Cost
Additional or Standby Power
Cost
Operational Losses
Additional Contractor
Services
Regulatory Violation
Environmental Costs
Disruption of Service
Public Image
Safety
#DIV/0!Rank NONE NONE NONE NONE NONE NONE NONE NONE NONE NONE NONE
# of Assets in EQ Group Evaluation 0 0 0 0 0 0 0 0 0 0 0Assessment Class Score #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0!# Assets Needed for Ave Conditions# Assets Needed for Peak Conditions
#DIV/0!Total Score
Economic Criteria Environmental Criteria Social Criteria
Example for Chem East Process Area:
Basin Structures scored a 5 for asset replacement cost, so total COF score for the asset = 5.
Risk Score Summary –Chem East
Area Sub Area Process Overall Condition Score COF Score Risk ScoreCBE TREATMENT COAGULATION 4 5 20CBE TREATMENT COAGULATION 4 5 20CBE ADMINISTRATION POWER GENERATOR 5 3 15CBE TREATMENT LIME 5 3 15CBE TREATMENT IRON 4 3 12CBE TREATMENT LIME 4 3 12CBE TREATMENT LIME 4 3 12CBE TREATMENT LIME 4 3 12CBE ADMINISTRATION POWER GENERATOR 3 3 9CBE ADMINISTRATION POWER GENERATOR 3 3 9CBE ADMINISTRATION POWER GENERATOR 3 3 9CBE TREATMENT IRON 3 3 9CBE TREATMENT IRON 3 3 9CBE TREATMENT IRON 3 3 9CBE TREATMENT LIME 3 3 9CBE TREATMENT LIME 3 3 9CBE TREATMENT LIME 3 3 9CBE ADMINISTRATION POWER GENERATOR 3 3 9CBE ADMINISTRATION POWER GENERATOR 3 3 9CBE ADMINISTRATION POWER GENERATOR 3 3 9CBE ADMINISTRATION POWER GENERATOR 3 3 9CBE ADMINISTRATION POWER GENERATOR 2 3 6CBE TREATMENT COAGULATION 2 3 6CBE TREATMENT COAGULATION 2 3 6CBE TREATMENT IRON 2 3 6CBE TREATMENT IRON 2 3 6CBE TREATMENT LIME 2 3 6CBE TREATMENT LIME 2 3 6CBE TREATMENT LIME 2 3 6CBE ADMINISTRATION POWER GENERATOR 2 3 6CBE TREATMENT LIME 2 3 6CBE TREATMENT LIME 2 3 6
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Risk Score Matrix – Chem East
0 Assets 0 Assets 2 Assets 0 Assets 0 Assets
0 Assets 0 Assets 1 Asset 0 Assets 2 Assets
0 Assets 0 Assets 13 Assets 0 Assets 0 Assets
0 Assets 0 Assets 11 Assets 0 Assets 0 Assets
0 Assets 0 Assets 0 Assets 0 Assets 0 Assets
1 2 3 4 5
Cond
ition
Sco
re
Prob
abili
ty o
f Fai
lure
GCWW CHEM EAST ASSETS
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3
2
1
5
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Program Implementation Outcomes
• Quantitative: • Return on Investment
• Quick Wins• Capital vs Maintenance
• Failure Incidents• Qualitative:
• Public Perception
© 2013 ARCADIS19 August 201558
QUESTIONS?