after the criticality analysis, revelations, discoveries ... · decision support and criticality...
TRANSCRIPT
After the Criticality Analysis, Revelations, Discoveries, and Next Steps
Sam Paske, P.E. Asst. General Manager, Metropolitan Council Environmental Services
Tacoma Zach, P.Eng. CEO, Uberlytics
Sam Paske, P.E.• Sam Paske is Assistant General
Manager for the Environmental Services Division of the Metropolitan Council, – the regional planning and
transit/wastewater services provider for the Minneapolis/St. Paul metropolitan area.
• Sam graduated from the University of Minnesota with a Bachelor’s degree in Civil Engineering.
• He has 20 years of utility experience including planning, technology and management consulting.
Tacoma Zach, P.Eng. • CEO of Uberlytics,
Experts and Innovators in Risk Based Decision Support and Criticality Analysis, ISO55000 and Asset Management
• Formerly Area Manager and Vice President with Veolia with P&L for Western US industrial operations
• BASc. & MASc. in Chemical Engineering University of Toronto, P.Eng. Ontario
• 25+ years Industrial and Municipal Operations
Metropolitan CouncilMetropolitan
Council
Environmental Services
Wastewater Planning and
Treatment
Water Resources Planning and Monitoring
Water Supply Planning
Transit Community Development
Mission of the Metropolitan Council: To foster efficient and economic growth for a prosperous metropolitan region
Metropolitan Council Environmental Services
• Wastewater treatment• 8 treatment plants with 108
communities connected, 1.8 MM people• 370 million gallons/day wastewater
capacity (250mgd average)• 600 miles of pipes• 61 lift stations• 206 metering sites• Water supply planning• Water quality monitoring• Industrial pollution prevention
Metropolitan Wastewater Plant, St. Paul
“Asset Management” Drivers• Succession Planning• Customer Satisfaction• Cost Control (6% forecast increases)
First, a little problem we have…
What is asset management?
8
Our role is to protect public health and the environment in partnership with our customer communities, and promote the economic vitality of the region.
Customer Service
Metropolitan Council Environmental Services is committed to strengthening customer relationships by being proactive, accessible, responsive, respectful, and transparent while delivering valued services to our community partners.
Our Role
Our Philosophy
COORDINATE WITH OTHERS
Optimize intergovernmental coordination in all MCES work that intersects with
community work.
ENGAGE CUSTOMERSEngage customers in a
meaningful public process. Provide notice for changes in
rules, fees, projects, environmental performance,
and resolving competing Council policies/interests.
COMMUNICATE INFORMATION
Communicate with customers about financial info and
capital projects and programs that impact
them.
MEET CAPACITY NEEDS
Provide conveyance and treatment
capacity consistent with regional and
local plans.
BE A GOOD NEIGHBOR
Mitigate community impacts related to
odors, traffic, noise, and visual aesthetics.
LEAD BY EXAMPLEBe a leader on environmental
sustainability, including water/ energy
conservation and water reuse.
MINIMIZE IMPACTSConvey and treat wastewater safely
with minimal backups, spills, and
traffic impacts.
COMPLY WITH PERMITS
Comply consistently with water, air, and other environmental
permits.
BE FAIR AND TRANSPARENTAllocation of all
charges should be fair, equitable, and
transparent to the customer.
PRESERVE ASSETSThe region’s
wastewater assets should be well
maintained to preserve their value and performance.
OPTIMIZE BUDGET PLAN
MCES’ 5-year-budget plan should optimize
capital, O&M programs to meet customer
service goals.
RETAIN AAA BOND RATING
Retain AAA Bond rating in order to
provide the lowest cost debt financing
possible.
CHARGES & FEESCharges and fees
should be predictable,
justifiable, and provide good value
for the region.
Customer Level of Service
Solution: Principles1. Deliver customer service levels!2. Invest in staff, expect results!3. Balance cost, risk and performance over the whole asset life!4. Asset activities are agreed to by all!5. Cross functional teams plan!6. All groups work the plan!7. New stuff is delivered right!8. We learn and improve, no blame.
Additional capacity to meet Customer Level of Service
Adding another unit, in accordance with the proposed capital plan, is the most cost effective and sustainable alternative
The optimum capital
improvements plan is to
construct solids expansion at
Metro during the period 2021-
2024.
Allow for preventative
maintenance that sustains high efficiency and
effectiveness of the existing incineration
process.
Position MCES as a leader in
sustainability by:
Displacing the use of sludge
load out & landfill
Providing backup for the other
plants
Meet current solids
processing needs and
accommodate regional growth
Additional capacity is needed to
increase the margin for permit
compliance.
*Based on Water Resources Policy Plan
*
Line of SightExecutive
Field Level
IdentifyValuesHow
MacroAsset PortfolioPlantNetwork
SpecifyOverall Level of Service
Select Appropriate Asset Strategies
SpecifySystems Level of Service
Asset PortfolioSystems that collectively support the mission
EstablishMission &ObjectivesWhy
Tactical Execution
Strategic Direction
*• The right action • On the right asset • In the right way • To get the right result
AMST First Directive• Solids Incineration process
– Identify process requirements– Issues with waste heat boilers, fluidized bed reactors– Criticality Analysis Pilot for the Solids Incineration process
• Followed by the Liquids group (rest of WWTP)– Same criteria
Criticality Pilot Team Objectives• Maintain Level of Service: • Preserve equipment uptime in order to treat sewage flow at all
times fully compliant with all effluent quality standards– Understand how assets rank in importance to meet LOS / put LOS at
risk– Prioritize which actions to take (because we can’t do everything), and – Identify ways to reduce risk “profile” (i.e. lower the odds or impact of
the worst failures)
NOW FOR THE REALLY GOOD PART
The Old Way of Ranking Assets?
New Way: Line of Sight, Systems first
Heatmap
X 24
X 24
DRILL DOWN TO THE ASSET LEVEL AND COMPARE
Liquid Part of the Plant
Before
Now
Criticality
RiskSuggests MANY assets are failing a lot so as to drive Risk
ASSETS ALSO CHANGED RANKING (POSITION)
• DO NOT want to see 3,4, and 5s shift to 8 or 9! – Bad news! Risk!
• Prefer not to see 8 and 9s shift to 3 to 5s– Wasted resources
Trend Analysis• # Work Orders: possible nuisance assets• Labor Hours: time spent on an asset• Total Cost: $ spent per asset (value?)• Compare PM vs Urgent Corrective:
– are we getting Value from our PMs?
• Look at Both Criticality and Risk
Emergent/Urgent Work Orders
Criticality Liquid Train
Emergent/Urgent Work Orders
Suggests ineffective PMs
Big resource re-allocation opportunity
Cost Inaccurate: Outsourced
Criticality Liquid Train
Hrs
Emergent/Urgent Work Orders
Big resource re-allocation opportunitySuggests PM review
for effectiveness & Value of cost incurred
Criticality Liquid Train
FLUIDIZED BED REACTORS
Solids Incineration, Stream and Power Production
Emergent/Urgent Work Orders
Suggests PM loading and effectiveness review
Fluidized Bed ReactorsCriticality
$
Risk Metro Plant Wide
Emergent/Urgent Work Orders
$
Immediate Result?• Rethink our PM / CM Analysis – are we spending effort in the
right places• Have we been doing the right things in our PMs (recent PM
optimization roll-out)• Drill into Outliers: Cost of parts? Hard to access? Other
reasons for heavy resource drain? Training needs?
BIG Opportunity• Re-allocate resources• Rationalize spend where matters most• Focus PM better on Critical Assets to Drive Condition • Address ratio of emergency to PM ratio
Summary Benefits• Collective shared understanding• Input on highest priorities• A basis for action and next steps• Tremendous budget savings• Confidence!
Next Steps• Creating a Standard Process Hierarchy for entire treatment network
– Allow us to perform analysis with faster setup– Implement impact number down to asset level
• Populate Asset Criticality in WAM• Perform Targeted Analysis on Asset base:
– Preventive Maintenance Optimization (PMO)– Reliability Centered Maintenance (RCM) on high impact asset– Review Condition Assessment and Monitoring
• Tailor Capital Improvement Plan to high risk assets
