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2 © 2007 Total Resource Management, Inc.
Topics
Total Resource Management (TRM) Overview Identifying Goals and Strategy Executing Strategy Getting Buy-in
3 © 2007 Total Resource Management, Inc.
Enterprise Asset Management (EAM)*
Not simply “maintenance and repair” Goal: Optimal management of all physical assets
– Maximize the return on assets (ROA)– Maximize asset quality/condition/performance/availibility– Maximize asset life– Minimize operating and capital costs
Consider the entire asset lifecycle and the entire enterprise Recognize the interdependency of assets and operations Incorporate industry best practices Enabled by technology
– World wide web and corporate networks– Web-based software– Mobile devices and wireless data networks
Responds to increasing external business drivers– Global competition– Health, safety, environmental, and energy concerns and regulations
*www.wikipedia.com
4 © 2007 Total Resource Management, Inc.© 2007 Total Resource Management, Inc.
TRM Overview
• Founded in 1994
• >200 EAM Clients• >300 Sites
00
55
1010
1515
2020
2525
3030
19981998 19991999 20002000 20012001 20022002 20032003 20042004 20052005
$ M
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150150
200200
250250
300300
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400400
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• >400 Staff Years of
EAM experience
• >$100M in EAM Services & Solutions
Consulting and Technology SolutionsFocused on Enterprise Asset Management (EAM)Global Project ExecutionOffices in/near Alexandria, Norfolk, Honolulu, Philadelphia, San DiegoIBM Advanced Business PartnerIBM Passport Advantage Resellerwww.trmnet.com
5 © 2007 Total Resource Management, Inc.
TRM Services
EAM Consulting Services – Asset management strategy– Business process improvement– Performance metrics– Business case analysis– Enterprise IT systems deployment– EAM software performance management
Maintenance Consulting Services– Maintenance practice standardization – EAM System location/equipment hierarchy design– Field data collection
EAM System Services and Support– Requirements analysis, project planning, and change management– Systems design, configuration, and tailoring– System implementation, integration and deployment– eLearning, IBM-authorized, train-the-trainer, and end-user training – Onsite and on-call support
6 © 2007 Total Resource Management, Inc.
TRM Subject Matter Expertise
Asset classes– Facilities– Fleet Vehicles– Electrical generation, transmission, distribution– Water and wastewater utilities– IT asset management
Facilities Condition Assessment Capital Project Planning, Prioritization, and Budgeting Service Management Maintenance best practices (RCM/FMEA, etc.) Inventory Management and Logistics Equipment Condition Monitoring Mobile work and inventory management
7 © 2007 Total Resource Management, Inc.
Identifying Goals and Strategy
Decrease Energy Consumption
What Will You Measure?
How to Measure It?
What to Do with the Information?
8 © 2007 Total Resource Management, Inc.
Federal Goals - E. O. 13423
Reduce 30 % by 2015
Reduce 30% by 2015
50% purchases must come from new renewable sources
Construct or renovate buildings in accordance withsustainability strategies
Reduce 16% by 2015
Increase purchase of alternative fuel, hybrid, and plug-in hybrid vehicles when commercially available.
Reduce 2% annually through 2015
Increase by at least 10% annually
Reduce use of chemicals and toxic materials and purchase lower risk chemicals and toxic materials. Expand purchases of environmentally sound goods and services, including bio-based products.
95% percent of electronic products purchased must meet Electronic Product EnvironmentalAssessment standards
Energy Efficiency
Greenhouse Gases
Renewable Power
Building Performance
Water Conservation
Vehicles
Petroleum Conservation
Alternative Fuel
Pollution Prevention
Procurement
Electronics Management
Objective Objective Requirement Requirement
9 © 2007 Total Resource Management, Inc.
CURRENT SITUATION
THE FUTURE
Achieving Asset Health and Fitness
Source: Aberdeen Group
PREVENTATIVEPREVENTATIVE
REACTIVEREACTIVE
PASSIVEPASSIVE
PREDICTIVEPREDICTIVE
HOLISTICHOLISTIC
Applies all concepts to the appropriate assets to optimise, improve and evolveasset performance
Anticipate problemsbefore they occur.
Prevent breakdownsand maximises plant capacity by real-timemonitoring of asset condition indicatorsincluding vibration,quality degradation,
and run time and compares to
asset reference models.
One step ahead of breakdowns.
Usually involves missioncritical , complex and high capacity assets. Complete maintenance work and
inspections before failuresoccur.
Break-fix strategy.Potential for
significant assetdowntime and lost
capacity. Usually involves
non-mission critical and simple Assets
Maintenance relegatedto lower levels in
Organisation. Assets not critical, downtime,lost production or
capacity not important.
10 © 2007 Total Resource Management, Inc.
Continuous Commissioning
Preliminary Data Collection(e.g. equipment nameplate information, set points, energy efficiency, operations limits)
Preliminary Data Collection(e.g. equipment nameplate information, set points, energy efficiency, operations limits)
Continuously monitor and run equivalent functional asset tests
Continuously monitor and run equivalent functional asset tests
Continuously record, analyze and interpret observations and functional test results
Continuously record, analyze and interpret observations and functional test results
Manually correct problems, change installation, replace, repair
Manually correct problems, change installation, replace, repair
Report results. store and archive dataReport results. store and archive data
Asset ModuleAsset Module
SCADA ; MetersSCADA ; Meters
Condition MonitoringCondition Monitoring
Failure HierarchiesFailure Hierarchies
KPI’s, Reporting, Analytic Tools
KPI’s, Reporting, Analytic Tools
Commission fixesCommission fixes
11 © 2007 Total Resource Management, Inc.
Executing Strategy
Automate Asset Management Processes and Resource Consumption
Configure and Capture HVAC Failure Hierarchies to Reduce Equipment Failure
Utilize HVAC Monitoring Software to Generate Alerts And Work Orders Within an EAM System
12 © 2007 Total Resource Management, Inc.
Energy integration into EAM strategy…
Maintenance Program
Management: factoring asset operating performance (Energy consumption) into maintenance strategy and activities
Event Management: alerting of existing asset condition or trend outside of optimum operating parameters for assessment or remediation
Asset Sustainability Spend$208 Billiion N.A. Market
87%
13%
C&I Energy Spend
C&I Maintenance Spend
EAM Objectives
Asset Sustainability Spend ($208B N.A. C&I Market)
4,475B kWh N.A. Energy Market 16,599B kWh World-wide Energy Market
13 © 2007 Total Resource Management, Inc.
… to improve a company’s overall equipment operating performance at the least cost and environmental impact. Energy is the single largest indirect operating expense; > 60% of O&M expense Energy is the largest contributor of CO2 Gases which comprise 63% of all GHG
… to improve a company’s overall equipment operating performance at the least cost and environmental impact. Energy is the single largest indirect operating expense; > 60% of O&M expense Energy is the largest contributor of CO2 Gases which comprise 63% of all GHG
Energy integration into EAM strategy…
Planning: assessing existing asset configuration (design basis) and performance (energy consumption) for optimization
EAM Objectives
14 © 2007 Total Resource Management, Inc.
Energy Program Management Asset Energy Consumption and Rates Utility Consumption Commodity Tracking Utility Consumption Cost Detail Tracking Preloaded UOMs, Energy Attributes and
Conversion Values Operational Performance History Key Performance Indicators and Graphs Energy Consumption Data Warehouse Standard Reports
System Requirements
15 © 2007 Total Resource Management, Inc.
Event Management Consumption Visibility and Alert Management Operational Anomaly Identification Alert Management and Workflow Action Management and Planning Historical Impact Analysis Configurable Preferences & Process Integration Capabilities
Planning Energy Cost Integration Capital Planning Asset Design Change Management Procurement Engineering OEM Equivalency Evaluation MRO and Supplier Technology Collaboration Analytics & Reporting
System Requirements….
16 © 2007 Total Resource Management, Inc.
Example: Pumping System Efficiency
Pumping efficiency SYS is defined as follows:
e
reqreqreq
PSGHQ
5308
HP kW Time (hrs)
Actual System Efficiency Calculated from Field Measurements (
Optimal System Efficiency (
300 235 6000 .55 .78
17 © 2007 Total Resource Management, Inc.
Example: Improve Pump System Efficiency
Inefficiency Causes (Leaks, Heat, etc.):– Improper install– Misadjusted parts– Worn bushings– Worn rings– Worn gaskets
Corrections– Pump replacement– Replacing or refurbishing:
• Wear Rings• Impellers• Pump bowls
Process Change– PM’s– Inspections– Predictive Maintenance
18 © 2007 Total Resource Management, Inc.
Example: Pump Efficiency Savings
Example
Efficiency testing and analysis indicate that a 300-horsepowerCentrifugal Pump has an operating efficiency of 55%. However the manufacturer’s pump specification indicates that it should operate at 78% efficiency. The pump draws 235kW and operates 6,000 hrs. per year.
Assuming that the pump can be restored to operate at its origin or design performance condition, estimated annual energy savings are as follows:
Savings = 235kW x 6,000 hrs./year x (1-(.55/.78)) = 415,769kWh/yr.
At an average cost of 5 cents per kWh, the estimated savings would be $20,786 per year.
The pump should have cost: (300 HP x .746 kW/HP x 6,000 hrs. x $.05/Kwh ) / .78 efficiency = $76,139 per yr.
Results in a 21% reduction in energy cost attainable through energy efficiency integrationwith asset management activities.
19 © 2007 Total Resource Management, Inc.
Getting Buy-In
• Management Information• Return On Investment (ROI) Analysis
21 © 2007 Total Resource Management, Inc.
EAM ROI
Shift focus from “cost” to “investment” & “payoff” Types of investment return
– Hard: reduced cost, headcount, etc.– Soft: real but not quantifiable (e.g., freed up time)– Risk mitigation: taking no action may cost more
C-Level Executives Want to Know– Capital required?– How long to show a return?– How long until cash-flow is positive?– Top-line growth– Bottom-line improvement– Improved brand identity
22 © 2007 Total Resource Management, Inc.
Typical ROI Metrics
Top-line improvements– Improved quality– Assured scheduling– Uniform, standardized processes, practices, and data– Longer demand lead time– Shorter supply lead time
Bottom-line Improvements– Reduced cost of resources – Reduced process and equipment downtime– Reduced regulatory penalties– Reduced scrap and rework
23 © 2007 Total Resource Management, Inc.
Methods of Financial Analysis
Net Savings Benefit/Cost Ratio Payback Period Internal Rate of Return (IRR)
Per period or over time