Enterprise Asset

Management (EAM)

Presented by:

Sean Fitzpatrick, Program Manager EAM

Office of the Chief Operating Officer

The Port Authority of New York and New Jersey

June 2, 2015

Mission

“MEET THE CRITICAL TRANSPORTATION

INFRASTRUCTURE NEEDS OF THE BI-STATE

REGION'S PEOPLE, BUSINESSES, AND VISITORS BY

PROVIDING THE HIGHEST QUALITY AND MOST

EFFICIENT TRANSPORTATION AND PORT FACILITIES

AND SERVICES TO MOVE PEOPLE AND GOODS

WITHIN THE REGION, PROVIDE ACCESS TO THE

NATION AND THE WORLD AND PROMOTE THE

REGION’S ECONOMIC DEVELOPMENT.”

Port Authority OperationsTunnels/Bridges/

Terminals PortsAirports PATH

Aviation Profile

• 5 Airports (2 International,

2 Domestic, 1 General Aviation)

• 17 terminals; average age of 30 years

and over 220 gates

• 13 runways of over 100,000 feet

combined and over 60 miles of taxiway

• Over 2 million square feet of cargo

space

• 2 light rail systems

• 23 parking lots and 6 garages with

over 45,000 spaces

• Fuel storage facilities, central heating

and refrigeration plant, electrical

substations

Peak Daily Activity*

230,000 air passengers

2,700 air traffic movements

4,500 tons air cargo

27,000 parked cars

* May 2014

PATH Profile

13 Stations

1 Transportation Center•including retail, office and parking space

11 buildings

•including two maintenance facilities

Journal Square Pavonia/Newport

33rd Street World Trade Center

23rd Street Exchange Place

14th Street Grove Street

9th Street Harrison

Christopher Street Newark

Hoboken

Avg. Daily Activity*

250,000 passengers

* Nov 2014

TB&T Profile

4 Bridges

•George Washington Bridge

•Bayonne Bridge

•Goethals Bridge

•Outer Bridge Crossing

•65 Toll lanes in 8 Toll Plazas

Over 90 lane miles of Roadway

2 Tunnels

•Holland Tunnel

•Lincoln Tunnel

2 Bus Depots

•George Washington Bridge Bus

Station

•Port Authority Bus Terminal

Peak Daily Activity*

9,685 buses

25,800 trucks

286,000 automobiles

* May 2014

Port Commerce Profile

Seven Marine Terminals

New Jersey Port Newark

Port Jersey

Port Elizabeth

Greenville Yard/

65th Street

New York Brooklyn Marine Terminal

Howland Hook

Red Hook

Peak Daily

Activity*

8,900

containers

1,150

automobiles

*May 2014

2,600 acres of property:

Warehousing and

other specialized

facilities

Various equipment:

Reach stackers,

straddle carriers, top

loaders

Bulk cargo handling

facilities

Rail Systems

Automobile processing Various production

plants

The Goal:

Seamless Regional Travel

Port Authority in 2015

Enterprise Asset Management (EAM): Definition

“Systematic and coordinated

activities and practices through

which an organization

optimally and sustainably

manages its assets and asset

systems, their associated

performance, risks and

expenditures over their life

cycles for the purposes of

achieving its organizational

strategic plan.”

Source: PAS 55 Part 1 2008

Life Cycle Cost “Iceberg”

(Source: Blanchard, 2008)

Asset Lifecycle Management

Asset Lifecycle Management involves understanding and

accounting for the status and cost of an asset throughout

its useful life in order to increase asset availability,

reliability, reduce asset failure and reactive maintenance,

and optimize agency investments. Asset Management is

not “part” of the business, it is the business.

InfrastructureManagement

Capital Management

MaintenanceManagement

Inspections &

Assessments

Asset Management

New Projects Completed Projects

• Initiative to establish agency wide EAM system

• Effort underway to develop agency wide EAM Guide:

• Establish baseline maintenance workflows

• Apply best practices to processes and tools

• Parallel effort to develop information system platform:

• Integrate best practices

• Introduce automation

• Goal is to achieve ISO 55000:

• Compliance (MAP 21)

• Asset Management Center of Excellence

ENTERPRISE ASSET MANAGEMENT

12

EAM Phased Approach

Enable lifecycle planning

Capture asset history

Establish standardized

naming conventions

Assess condition

Determine optimal time to replace

Budget, schedule,

design

Construct, operate, maintain

Asset Management Objective

Why Enterprise Asset Management?

There is the opportunity with effective cross departmental

collaboration to achieve results like this:

5% improvement is equipment reliability

15% improvement in asset utilization

20% improvement in labor productivity

20% reduction in inventory carrying costs

20% reduction in energy consumption

30% reduction in emergency repairs

30% reduction in Service Level Agreement costs

(Source: “Reliability Centered Maintenance”, J. Moubray, 2010)

HOW DO WE PROTECT &

SUSTAIN THE ENTERPRISE?

Enterprise Asset Management:

3 Critical Elements

Asset Inventory

• We will know the assets that we own or have legal responsibility over, and will maintain an accurate computerized asset register developed around a hierarchy that supports advanced asset management functions.

Condition Assessment

• We will gather, record, and analyze condition assessment data with user friendly computerized systems designed to provide strong confidence in asset related decision making; and create a comprehensive and dynamic condition index.

Maintenance

• We will retain a detailed maintenance policy, and operate a user friendly, accurate, and comprehensive enterprise asset management system (that includes a Computerized Maintenance Management System) to ensure that the assets, facilities, and systems perform to their full potential and meet their design lives.

Asset Inventory

JFK International Airport-Actuals by Program Type

Maintenance & Support

Asset Evaluation & Repairs

Safety & Security

Analysis and Studies

Environmental

Tenant Alterations

Zones

Which Contains

Individual Assets

Is Applied

to a ZoneA PM Routine

Torque & Clean

Weekly

Which Contains

Locations

Maintenance

Procedure

Checklist

Reporting on

What Work

is Done on

Which Asset

Reporting on

What Work is

Done at Each

Location

19

Damages & Delays Due to Superstorm Sandy

Before After

Old mechanical relays

damaged by flooding

New microprocessor relays taken from

ATC and repurposed

Resiliency Efforts - Bungalows

Before After

Interim 9/1 Protection

Hoboken Passenger Elevator

Before

Port Assets: Challenges

PP works with Facility Staff, PM, and

EAD to determine how work will be

accomplished

PM requests EAD

develop standard

details and work plan

CMD manages

repairs

QAD Defines

Cyclical Structural

Inspection Program

QAD issues

work order for

condition

survey

Contract Development

and Award Process

P

PP issues memo to

PM

M

PP updates Structural Integrity Tracking

Database Log Q

PM issues Work

OrderO

EAD provides standard

details and work

plan to PM NFacility Manager

certifies completion

of work to PPJ

WHARF - Structural Integrity Condition Survey Priority Repair Workflow

PCD approves

workload for given

year

PRIORITY REPAIRS

Facility Staff and PP

review repairs identified

and develop preliminary

cost estimate

Work Order ContractFacility

PP issues charge

code for QAD

A

Facility Maintenance

Staff performs

repairs

PP issues memo to

Facility Manger

K

PP inputs information

into Structural Integrity

Tracking Database

D

PP forwards

completion documents

to QAD and EMSD

H

PP forwards completion

documents to QAD and

EMSD H

PP forwards

completion documents

to QAD and EMSD

H

PP reviews plan with

PCD Capital Program

Assistant Director

PP reviews condition survey repair performance with PCD Deputy

Director, Assistant Director, and Facility Mangers bi-monthly R

Repair types Immediate, Safety

and Routine addressed under

separate workflows

E

Repair Type:

Immediate

Safety

Routine

Priority

B

QAD

coordinates with

Facility to

perform

survey

CMD certifies completion to

Facility Manger, PM and PP

J

QAD issues

condition survey

C

Responsible

party Tenant

or PA

PP works with Facility Staff, PM, and

EAD to determine how work will be

accomplished

PM requests EAD

develop standard

details and work plan

CMD manages

repairs

QAD Defines

Cyclical Structural

Inspection Program

TAA

required?

QAD issues

work order for

condition

survey

Facility Manager Letter

to Tenant

F

Contract Development

and Award Process

P

PP issues memo to

PM

M

PP updates Structural Integrity Tracking

Database Log Q

PM issues Work

OrderO

EAD provides standard

details and work

plan to PM NTAA

ProcessG

Tenant completes work

I

Facility Manager

certifies completion

of work to PPJ

Tenant

PA

Yes No

BRIDGES - Structural Integrity Condition Survey Priority Repair Workflow

PCD approves

workload for given

year

PRIORITY REPAIRS

Facility Staff and PP

review repairs identified

and develop preliminary

cost estimate

Work Order ContractSEMACFacility

PP issues charge

code for QAD

A

PP requests SEMAC

perform repairs

L

SEMAC performs

repairs

Facility Manager

certifies completion

of work to PPJ

Facility Maintenance

Staff performs

repairs

PP issues memo to

Facility Manger

K

PP inputs information

into Structural Integrity

Tracking Database

D

PP forwards

completion documents

to QAD and EMSD

H

PP forwards

completion documents

to QAD and EMSD

H

PP forwards

completion documents

to QAD and EMSD

H

PP forwards

completion documents

to QAD and EMSD

H

PP forwards completion

documents to QAD and

EMSD H

PP forwards

completion documents

to QAD and EMSD

H

CMD certifies

completion of work to

Facility Manager

and PPJ

PP reviews plan with

PCD Capital Program

Assistant Director

PP reviews condition survey repair performance with PCD Deputy

Director, Assistant Director, and Facility Mangers bi-monthly R

Repair types Immediate, Safety

and Routine addressed under

separate workflows

E

Repair Type:

Immediate

Safety

Routine

Priority

B

QAD

coordinates with

Facility to

perform

survey

CMD certifies completion to

Facility Manger, PM and PP

J

QAD issues

condition survey

C

Result of Data Compilation = Dashboards

Asset Inventory is Critical

Asset Management Mission and Goals

The Challenge: Operations & Resiliency ManagementM

issio

n

Enable maximum availability of physical assets for intended

purpose

Make risk based determinations regarding on-going financial investments

Ensure staff is trained, available and deployed to support

strategies

Maximize asset life while minimizing asset costs.

Mis

sio

n

Organize and manage resources and responsibilities

for maximum effectiveness during natural or manmade

disasters

Implement preparedness, response, and recovery plans and procedures to lessen the

event impact

Reduce vulnerability to hazards to improve response

and recovery times