massachusetts port authority maximo

February 20, 2015

This document is not to be released to any third party without the prior consent of Massport, CiM Maintenance inc. and IBM corporaAon. It contains confidenAal informaAon and trade secrets, the disclosure of which would likely cause material financial harm to Massport, CiM Maintenance and IBM, prejudice their compeAAve posiAon.

© 2016 CiM Maintenance inc. and IBM corporaAon

Disclaimer

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Airports Boston Logan Boston Logan InternaAonal Airport is New England’s largest transportaAon center and generates $7 billion in economic acAvity each year. It is a city within a city on a 1,700 acre footprint of land. The airport has a fire department, a police department, a power plant, two hotels, a non-‐denominaAonal chapel and 27 acres of landscaping along the roadways and terminals. Logan Airport has four passenger terminals, A, B, C and E, each with its own AckeAng, baggage claim, and ground transportaAon faciliAes. The terminals are connected to the central parking garage by a walkway system. In all, there are 94 gates with contact jet bridges and nine regional jet gates at the airport and more than 40 airlines fly nonstop to more than 100 domesAc and internaAonal desAnaAons.

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Airports

Worcester Regional Conveniently located in the heart of Central MassachuseVs and owned/operated by the MassachuseVs Port Authority, Worcester Regional Airport's ameniAes include a $15.7 million passenger terminal and over $12 million worth of airside improvements such as lighAng systems, navigaAonal aids and a new control tower. Hanscom Field Hanscom Field is a full-‐service general aviaAon airport and popular choice for business execuAves who want convenient access to Eastern MassachuseVs and “America’s Technology Region” situated along the Route 128/95 and Route 495/3 corridors. Located about 20 miles northwest of Boston in Bedford, MassachuseVs, Hanscom Field plays a criAcal role as a corporate reliever for Boston Logan InternaAonal Airport.

February 20, 2015

Port of Boston

The Port of Boston is the oldest conAnually acAve port in the Western Hemisphere, and New England’s mariAme hub. The Port of Boston’s acAvity supports more than 50,000 jobs, and contributes more than $4.6 billion to the local, regional, and naAonal economies through direct, indirect, and induced impact. Massport faciliAes are the port’s lifeblood for containerized cargo, vacaAon cruises and Boston’s commercial fishing fleet. The Port of Boston also hosts privately owned petroleum and liquefied natural gas terminals, which supply more than 90% of MassachuseVs' heaAng and fossil fuel needs. Two ship repair yards, public and private ferry operaAons, marinas, and Coast Guard’s Sector Boston also call the port home.

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Port of Boston

Conley Terminal Massport’s Paul W. Conley Container Terminal in South Boston serves seven of the world’s top 10 container lines. Conley handles nearly 1.5 million metric tons of cargo each year. Cruiseport Boston Cruiseport Boston’s Black Falcon Cruise Terminal contributes nearly a half billion dollars to the regional economy. Boston is a popular port-‐of-‐call desAnaAon, and several major cruise lines serve Massport’s Cruiseport Boston providing passengers with an aVracAve mix of cruises to Canada/New England, Bermuda, the Caribbean, and Europe. Boston Autoport Automobile imports and exports are an important niche market for the Port of Boston. In 1998, the Boston Autoport opened on an 80 acre site in Charlestown. The Boston Autoport can accommodate the processing of 70,000 cars per year for import or export.

ConfidenAal & Proprietary © 2016 CiM Maintenance and IBM 7

About CiM Maintenance

IBM Maximo / Tivoli SoAware SoluCon Provider §  Visual Planner Suite & Visual IT Scheduler Suite used worldwide §  Visual Planner has received the Integrated Service Management Library SoluCon Excellence Award in 2011 from IBM as the sohware that has aVracted the highest interest of all IBM sohware add-‐ons, not just Maximo.

It was the first Ame ever that IBM was awarding this presAgious and highly coveted award.

Asset Management Strategy Experts §  Reliability strategy and effecAve planning and scheduling specialist §  IBM Business partner and MAXIMO integrator since 1996 §  Provides full range of IBM Maximo/Tivoli professional services § Maximo Help Desk support and sohware maintenance


Gelng the Value You Are Looking for

“The main value you are going to get from your asset management investment will essentially come from the business processes you will successfully put in place”.

“The software tools are essential, but not end in themselves. They must be designed to support efficiently your business processes based on best practices, which will provide you the value”. Jean Charbonneau, President CiM Maintenance inc.


What We Are All Trying to Achieve

Equipment Broken

Performance Decrease Potential Failures Identified

FUNCTIONAL FAILURE Equipment not Performing as Expected

Corrective Actions P-F Interval

Time

Initial Performance Capabilities

Expected Performance

ProacAve Work

ReacAve Work

Detect Potential Failures with the right maintenance Tactics: RCM, CBM , PM (PdM, TB, RT)..

Execute the corrective actions before the failure happens


The Path to Maintenance Excellence

Source: Maintenance Excellence Pyramid from Asset Management Excellence, Campbell, Jardine 2011

1.Engage the corporaCon; Maintenance strategy; OrganisaConal chart; Roles and responsibiliCes

2. Get control over your day-‐to-‐day maintenance

3. Once you have gain control, perform conCnuous improvement

4. ConCnue opCmizing to align with organizaCon strategy


What is EffecAve Planning & Scheduling? §  Work PreparaCon

§ Planning §  Perform preparaAon required to complete work reliably and safely in minimum Ame (tasks, labor skill, est. Ame, material, etc.).

§ Work CoordinaCon §  Ensure the availability of the resources required to have the work ready to be scheduled (materials, services, permits, etc.).

§ Scheduling §  Schedule work within window of execuAon and when labor, material, assets are available in agreement with operaAons.

§  Work ExecuCon § Supervising

§ Make daily schedule adjustment to ensure schedule compliance and supervise work execuAon to achieve highest quality work.


Efficient Scheduling Methodology TacCcal

– MulA year PM Workload Balancing – Annual Resources forecast – Annual PM Workload balancing per month and weekly schedule period

Pre-‐operaConal – Generate PMs within schedule look ahead period (4-‐26 weeks)

– Plan and pre-‐schedule CMs within look ahead period

OperaConal – Prepare and approve next week schedule period – Coordinate execuAon with operaAons and stage parts kits – Perform daily scheduling adjustment to complete approved schedule

– Monitor schedule breakers and schedule changes compliance

– Complete and report work efficiently to provide feedback


Plan – Assess your current situaAon. – Perform gap analysis to achieve maintenance excellence. – Develop the project plan required to resolve the gaps with cost and ROI based on your own budget values.

Do –  Implement project plan over a given period with budget forecast.

Check – Put in place solid project management techniques to deliver project on-‐Ame and on-‐budget.

Act – Compare projected soluAon and ROI with actual results. – Perform correcAve acAons as required. – Perform conAnuous improvement.

The Path to Maintenance Excellence


Value of Maintenance Excellence

30% more WOs completed with the same team of trades people !


Roles and responsibiliCes – The organizaAon has recently defined planner-‐scheduler posiAons however, supervisors are sAll acAvely involved in planning most of the jobs.

Data Management – Asset inventory of all terminals and outlying buildings is less than 50% complete. – Asset criAcality and spare parts list are not entered.

Maintenance TacCcs – Some job plans use aVachments to list job plan tasks and do not provide a means to collect informaAon from the trades people.

– Routes are all Tasks type. In some cases they should be parent-‐child. They should be opAmized to increase producAvity and facilitate shihs assignment.

– PM’s are all Ame base and are not sequenced, which in some cases causes frequencies for some acAviAes to be missed.

Massport Assessment


Planning and Scheduling – Work schedules are frequently interrupted by CM acAviAes, which is some cases are not true emergencies.

– PMs are most ohen rescheduled before they are completed. – No labor forecast has been calculated.

Measures – Percentage of PMs completed monthly – The number of WOs completed during a month by work type – EsAmated vs Actual hours on PM work orders – Resource UAlizaAon (Actual hours vs Gross Available) – Total non available working Ame per month

Massport Assessment


Data Management – Complete asset inventory. – Add planned work prioriAes and planning and scheduling statuses.

Maintenance TacCcs – Revise and streamline the job plans to correspond to the work really carried out by the trades people.

– Revise Ame esAmates. – Revise Routes. Use them whenever required to increase producAvity. Apply the proper type depending on the type of assets included in the route and the follow-‐up work requirements. They should be opAmized to increase producAvity and facilitate shihs assignment.

– OpAmize PM frequencies. – Set execuAon constraints. – Use RCM for some assets whenever applicable.

Massport AcAon Plan


Planning and Scheduling – CorrecAve jobs should be planned with PotenAal Failure intervals as soon as they are approved to be done.

– Perform annual resources forecast. – Balance PM Workload per months and weeks according to business requirements.

–  Implement a weekly schedule process with a 6 weeks rolling schedule.

– Manage labor availability within the rolling schedule period.

– Generate and pre-‐schedule PMs 6 weeks ahead.

– Plan and pre-‐schedule CMs within the rolling schedule period.

– On Thursday of each week, prepare and approve next week schedule period according to labor availability.

– Perform daily scheduling adjustment to complete all approved schedule WOs.

Massport AcAon Plan


Progressive implementaCon –  Implement the planning and scheduling process for specific teams for which the asset inventory has been completed: •  Elect •  HVAC •  Central heaAng Plant •  Mechanical •  Structural •  Fleet

Massport ImplementaAon Approach


Revise PM Program – Set-‐up queries per supervisor teams. – Use Visual PM to visualize the current PMs (single asset or route) with their job plan esAmate.

– Adjust Job plan tasks descripAons and Ame esAmate from the graphical screen.

Steps Performed


Steps Performed – PM Program revision


Steps Performed – PM Workload balanced


Steps Performed Manage Labor Availability

– Create one calendar per team and apply shih paVerns used. – Group trades people per supervisor teams. – Use Visual Calendar to enter planned non-‐availabiliAes (vacaAon, training, planned sick leave, etc. ahead of Ame.


Steps Performed – Labor Availability


Steps Performed Set-‐up Weekly schedule process

– Set-‐up the team’s schedules. – Generate and pre-‐schedule the PM work orders six weeks in advance. – Pre-‐schedule the Backlog CM work orders within the 6 weeks rolling schedule according to PF intervals as well as material and labor resources availability.

– Prepare and present the next week schedule for approval by the supervisors at the weekly schedule meeAng on Thursday.

– Perform daily scheduling adjustment to complete approved schedule.

– Monitor schedule breakers and schedule changes compliance.

– Complete and report work efficiently to provide feedback.


Weekly Schedule


Measure Results


– Develop Start Center result sets for work to be planned. – Use the Crew field in the PM, Labor and work order applicaAons. – Set-‐up Cron tasks to generate and pre-‐schedule PMs 6 weeks in advance. – Revise workflow to take into consideraAon new planning and scheduling statuses. – Set-‐up Job plans constraints offset based on 20% frequency interval. – Add the Visual Planner applicaAons in the P&S security groups and grant appropriate access.

Maximo ConfiguraAons


– Maximo and Visual Planner are just tools that enable to support the business process. –  Importance to have complete and accurate data. – Understanding the value of the planner-‐scheduler role. – Understanding the value of a robust weekly schedule process. – The importance of truly prioriAzing work to achieve our asset management goals. – BeVer understanding by the schedulers and supervisors on how to conduct an effecAve weekly scheduling meeAng.

– CommunicaAon between everybody involved is essenAal to moAvate the team and achieve results.

–  Importance of having a business champion or an internal team to lead the implementaAon across all disciplines.

–  If you have a lot of work to achieve maintenance excellence, start small with one team and prove the value for the whole organizaAon.

9 Key Learnings


– Complete asset inventory and Maintenance tacAcs. – Extend the P&S to all teams of the airport. –  Integrate the materials and procurement in Maximo. – Expand the use of the mobile soluAon to all trades people.

What’s Next


QuesAons?

Willie Hicks, EAM Project Manager, A/E Services | Capital Programs, Massport [email protected], Tel: (617)568-‐3636,

Jean Charbonneau, President, CiM Maintenance inc.

[email protected], Tel: (450)678-‐8337

Software

massachusetts port authority maximo