infrastructure asset management - welcome to civil engineering web
TRANSCRIPT
A Code of Practice for Highway Structures
An Asset Management Approach
Dick FeastPrincipal Consultant
Whole Life Asset ManagementAmey Infrastructure Services
The Code of Practice
Code of Practice for Highway Structures in the UK issued 6 September 2005
• This document promotes the following philosophy:– A common framework for the management of
structures– A consistent approach– Good Management Practice
The Code of PracticeThe Code at a Glance:• Introduction – Purpose, scope and status
• Management context – Description of current bridge management environment
• Asset management planning – Introduction to asset management techniques
• Financial planning and resource accounting – reviewing issues that may not be familiar with bridge managers
The Code of Practice• Maintenance planning and management – describes a
process for developing and implementing sustainable cost effective maintenance plans
• Inspection, testing and monitoring – reviews techniques and good management practice
• Assessment of structures – guidance on the assessment process
• Management of abnormal loads – Provides guidance on the approach to managing abnormal load movements
• Asset information management – describes information management processes
The Code of Practice
• Framework for bridge management system –provides guidance on the functionality required from a Bridge Management System
• Implementation of the code – provides guidance for bridge managers on the code’s implementation
• Appendices – 14 No providing supplementary bridge management information
Current Management Practices
Minimum Maintenance Philosophy• On some networks only a minimum of
inspection is carried out, sufficient to meet legal obligations
• Allows the condition of structures to deteriorate with time
• Maintenance is only urgent and reactive
Current Maintenance Practices
Minimum Maintenance Philosophy:• Results in increased risks to safety and
network unavailability• Results in a growing maintenance backlog• Results in a build-up of unacceptable
restrictions or sub standard structures
Current Management Practices
Reactive Maintenance Approach:• This is a very common approach to highway
structures management• Short term reactive maintenance that
adequately manages safety and serviceability by identifying and carrying out maintenance work required
Current Management Practices
Reactive Maintenance Approach• Does not provide long-term value for
money• Makes estimating and justifying long-term
funding requirements difficult• Results in a declining condition of highway
structures
Current Management Practices
Reactive Maintenance Promotes:• A backlog of maintenance work• Condition and performance deteriorate• Whole life costs increase
Find and Fix Philosophy
Current Management Practices
Good Management Practice• Based on a customer focus asset management
approach• Delivery of a service that is required and
expected• Minimise whole life cost of the assets
Current Management Practices
Good Management Practice• Makes optimum use of resources• Provides a sustainable programme of work• It will assist in achieving Government and
stakeholders long term policies
Predict and Prevent Philosophy
Maintenance of structures, Browne, Gibbs and Robery, 1985
Acceptable level of deterioration
Limit of serviceability
Det
erio
ratio
n
Time
1
Det
erio
ratio
n
Time
21) Do nothing repair philosophy
2) Regular holding repairs
3) One off, full refurbishment
Det
erio
ratio
n
Time
3
Current Management Practices
• The Code of Practice for the Management of Highway Structures is based on:
• Good management practice
• Asset management principles
The Code of Practice
• Fortunately Highway Structures are generally long-life assets with slow rates of deterioration
• Deterioration is caused by:– Durability problems– Vehicle impact– Vehicle Fires– Overstressing– Vandalism/Terrorism
The Code of Practice
• The Code of Practice has been developed around an Asset Management approach
• It allows bridge management activities to be brought together into a systematic and holistic framework for all the highway infrastructure assets
Asset Management
What is it?• Asset Management is a formal discipline
that provides a rational approach for managing assets
• As a formal discipline it has:– Rules and principles– Processes and procedures– Standards and guidance documents
Asset Management – What is it?
Definition of Asset Management:• Asset management is a strategic approach
that identifies the optimal allocation of resources for the management, operation, preservation and enhancement of the highway infrastructure to meet the needs ofcurrent and future customers.
Asset Management – What is it?Strategic Approach
• A planned and considered approach that takes a long term view of service requirements and business objectives
Optimum Allocation• Identifies needs, justifies work and makes best use of
resourcesManagement, operation, preservation and enhancement
• Covers all aspects work and brings them togetherCurrent and Future Customers
• Focused on delivering customer aspirations and requirements in the long and short term
Asset Management – What is it?
Provides a framework for management• Covers Strategic, Tactical and Operational
levels• Aligns and integrates structures
management with other highway assets• Provides commonality between activities• Covers processes, data and systems, people,
standards and policies
Asset Management – The Benefits
• Provides an integrated approach linked to strategic goals and objectives
• Aligns short and long term management planning
• Requires programming maintenance funding in a logical manor
• Justifies maintenance funding• Demonstrates the impact of different levels
of funding
Asset Management
The Hierarchy of Management Process:
• Strategic – Where are we going and why• Tactical – What is worth doing and when• Operational – How to do the right things
Infrastructure Asset Management
Strategic – Where are we going and why• Overall Asset Management Policy:
– Direction of Transport Policy– Stakeholders Views– Government Policy
Infrastructure Asset Management
Tactical – What is worth doing and when• Asset Management Plan
– Asset managers translate the Strategic Policy into goals and specific plans for individual asset types
– Performance targets are set in the Asset Management Plan
Infrastructure Asset Management
Operational – How to do the right things• Develop and implement detailed work plan:
– Detailed work plans– Schedules
• Take account of the priorities identified in the Asset Management Plan
Infrastructure Asset Management
• Asset Management Framework Flowchart
• Illustrates the connection between the Strategic, Tactical and Operational management levels
Infrastructure Asset Management
Operational Activities• Regular Management
– Inspection, Testing and Monitoring– Structural Assessments– Routine Maintenance– Management of Substandard Structures
Infrastructure Asset Management
Operational Activities• Programmed Maintenance
– Preventative Maintenance– Component Renewal– Upgrading– Widening & Headroom improvements
Infrastructure Asset Management
Operational Activities• Re-active Maintenance
– Emergency response– Essential Maintenance
OperationalProcesses
Identification of needs
Prioritisation – Value Management
Optimistion – Value Engineering
Implementation – Planning
Information - Feedback
Maintenance Planning
Operational Processes:• Asset inventory, condition and performance
data• Bridge Management Database• BMX System
Maintenance Planning
• Determine current performance• Identification of needs• Produce management strategies• Produce a structures work-bank
Maintenance Planning
Value Management• Value management is a formalised approach
to prioritise the identified needs and to assess the benefits of undertaking maintenance and the risks of not undertaking maintenance
Value Management
• Assessment of Risk = Likelihood x Consequence in relation to :– Safety: of the public– Functionality: service level affect– Environment: effects on the environment– Cost: value for money
Value ManagementPrioritisation Criteria Identified• Safety and Functionality
– Structure type, route carried, condition, assessed performance
• Benefits and disbenefits– Whole life costs, journey times, network disruption
• Socio-economic and Environmental– Impact on the community– Impact on the Environment
Value ManagementWorkbank identified and prioritised• Routine Maintenance Programme
– A rolling programme of proactive maintenance will reduce the need for reactive maintenance and will prolong the life the service life of replacable elements:
• Reactive minor repairs• Bearing cleaning and greasing• Joint cleaning and seal replacement• Drainage maintenance• Vegetation removal• Maintenance painting
Value ManagementMaintenance and Renewals Programme identified• Programme maintenance
– Preventative maintenance– Component renewal– Upgrading – Improvements– Replacement
• Reactive maintenance– Major structural repair work– Emergency work
Value Engineering• Value Engineering is the process of
developing an optimal solution to a maintenance need and reducing waste and inefficient aspects of design, construction and maintenance
• The two key components of Value Engineering are:
Option appraisal and Scheme development
Value Engineering
• Option Appraisal– Only required when there are several options– Whole Life Costing to optimise future
maintenance– Multi Criteria Decision Analysis – for softer issues
• Scheme Optimisation– Combine different works on a structure– Combine similar work types– Combine schemes on a strategic route
Delivery of Maintenance Programme
• Forward Work Plan:– Detailed 1 to 3 year programme of work– Align with funding levels available
• Work Scheduling: Annual Work Plan– Detailed programme with costs– Minimise network disruption
• Monitoring and Feedback– Analysis of out-turn costs can improve future
estimates– Feedback used to improve management process– Continuous improvement
Could a Code of Practice be of Benefit to Hong Kong
• The bridge stock in the Hong Kong is relatively new
• The Hong Kong Highways Department owns and maintains 1969 structures that carry pedestrian or vehicular loading
• They also own and maintain 732 ancillary structures, i.e. sign gantries, noise barriers and noise enclosures
Reviewing the Hong Kong Bridge Stock
• Although the number of bridges is not particularly large the size of the particular structures very are impressive:– 5 road bridges have between 50 and 80 spans– 38 road bridges have between 20 and 50 spans– 69 road bridges have between 10 and 20 spans– 167 road bridges have between 5 and 10 spans– 123 footbridges have 5 spans or more– 11 road bridges have a largest span over 70m– 61 road bridges have a largest span between 40m and 70m
A Code of Practiceand its Benefits to Hong Kong
• Such a sophisticated Bridge Network as Hong Kong’s requires Best Management Practice
• Formalised Asset Management practices provides a rational approach for managing such assets
A Code of Practiceand its Benefits to Hong Kong
It would provide a strategic approach that identifies:• The optimum allocation of resources for:
– the management– operation – preservation– enhancement
of the highway infrastructure to meet the needs of current and future customers
A Code of Practiceand its Benefits to Hong KongStrategic – Where are we going and why• Hong Kong SAR Level - Transport Policy : • Transport Department• Highways Department • MTRC, • KCR, • Aviation,• Maritime
A Code of Practiceand its Benefits to Hong Kong
Tactical – What is worth doing and when• Hong Kong Island Highways Department• Hong New Territories Highways Department• Tunnel Operators• TMCA – Operators• Route 8 – Operator• Specific Route line of the MTRC – i.e.Airport
Line
A Code of Practiceand its Benefits to Hong KongOperational – How to do the right things• i.e. New Territories Highways Department:
– Inventory– Inspection, Testing and Monitoring– Assessments– Emergency response– Routine maintenance– Preventative maintenance– Renewals– Upgrading
General Conclusions
The Code of Practice and Asset Management Principles allows for :
• Improved stewardship and accountability• Improved communication and relationships
with service users• Improved risk management
General Conclusions
• Improved financial efficiency:– Improved decision-making based on costs and
benefits of alternatives– Justification for forward works programme and
funding requirements– Recognition of all costs over the life of the
asset
General Conclusions
• Asset management does not replace existing good practice
• Instead it provides a Framework within which good practice may be:– more effectively implemented– managed– complementedby other processes and actions