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The operators and mechanics know that an asset is broken and will stop working for the last time any day now. Duct tape and baling wire have extended its life and the engineering department has had it on the list to replace for years. Now, with stiff competition throughout the utility for limited resources, how do we get decision-makers to prioritize replacement funding?
The City of Boise has instituted an asset management approach to help close the gap between what operators and mechanics live with, what engineering staff knows about and would like to solve, and what makes it high enough on the decision makers list of priorities to fund. Based on the best practices in the International Infrastructure Management Manual and the ISO-55000 standard, the refreshed strategy relies on inputs like condition assessment to break down communication barriers by creating a common language based on risk. The project was multi-disciplinary within the utility, involving staff from operations, engineering, maintenance, and finance. Starting with a desktop review of all assets to determine how critical each asset is to the overall utility goals and objectives, participants then walked through the facility to validate the workplan in the field. Recognizing the importance of consistent and repeatable assessments, the team then brought in technical experts from outside the organization to train utility staff and perform quantitative condition assessments. The information gathered was processed and reviewed before communicating the results throughout the organization. The risk prioritization process allows team members at all levels to understand where the limited resources should be used and aligned the plan and priorities across the workgroups. As a result, capital spending was targeted to maximize risk reduction across the utility.
Brief Biography and/or Qualifications Michael Comeskey
Michael Comeskey is the Capital Improvement Program Manager for the City of Boise Public Works Department. He is leading the capital improvement, facilities planning, and strategic asset management programs for the City’s Water Renewal Services utility. His experience includes utility management, asset management, business operations, and leading innovation in utilities.
Mr. Jenkins is a water and wastewater engineer with Jacobs Buildings and Infrastructure business in Boise, Idaho. He has a diverse background and experience supporting water and wastewater facility planning efforts, stormwater management plans, capital improvement plans, condition assessment, facility design, and construction management. His experience spans all phases of the design process from field data collection and initial investigations, to concept development and final design, to construction management and startup services.
An Electronic Operator’s Manual On SharePoint - Wikipedia Style
Joel Borchers1,2, Prashant Sinha1, Brad Rumbaugh1, Matthew LaForce2,1
1Clean Water Services, United States of America; 2Clackamas Community College;
A cloud-based Electronic Operator’s Manual (EOM) was implemented in order to consolidate reference materials and bring new hires up to a level of competence in a limited amount of time.
Plant Documentation covers a wide array of materials; vendor O&M manuals, As-Built Drawings from past projects, equipment information, Control Descriptions, Standard Operating Procedures. In addition to these reference items, a narrative along with videos, pictures and drawings show how the various processes operate and what pieces of equipment are used to implement those processes. When new projects are underway in certain areas of the plant, resources are directed to that particular area of the plant to insure the information that is generated during the project is captured and that the information needed is created.
The EOM design in similar to Wikipedia in that users have the ability to add content to the EOM themselves. When new content is first entered into the EOM, the new content is available to only the person who created the new content along with a team of Subject Matter Experts. The Subject Matter Experts will review, and if needed modify, the new content prior to approval. Once approved, the new content is viewable to the general audience. The ability to add content to the EOM is designed to create a sense of ownership among the Operations staff.
The Electronic Operator’s Manual has also integrated an online learning platform based on a documented list of tasks, skills and information that an Operator needs to master in order to operate certain areas of the plant.
Even though the EOM contains some specific information on equipment, plans are underway to integrate the Computerized Maintenance Management System in the near future.
Brief Biography and/or Qualifications Joel is the Senior Operations Analyst for the Wastewater Treatment Department of Clean Water Services where he is currently the designer, administrator and content developer of the past two versions of their Electronic Operations Manual.
Joel is an Oregon level 4 certified operator with over 30 years of experience in the design, construction, and operation of Wastewater Treatment Plants.
Joel has served on the Oregon DEQ Wastewater Certification Advisory Board, he served numerous years on the Oregon Water Education Foundation and was the chair of their annual Water Environment School held at Clackamas Community College. Joel is also an instructor at Clackamas Community College.
He is a Past-President and a Director of the Lower Columbia Section and is a past-chair of Pacific Northwest Clean Water Association's Plant Operations and Maintenance Committee.
Cloud Hosted SCADA and Asset Management Automation
Advanced Control Systems, LLC, United States of America;
Problem: Rural towns are finding it more and more difficult to support water and wastewater delivery systems, in part, due to the increasing trend for their youth to migrate to larger cities. With fewer recruits to fill operations positions, Cities have less tax revenue and less maintenance personnel forcing them to do more with less. Many small towns and privately owned operations are considering automation to enable fewer operators to manage and maintain their systems through remote monitoring, control and preventive maintenance. However, automation itself has traditionally required maintenance, so a solution must be found to reduce operational overhead without adding maintenance.
Solution: Cloud hosted solutions are the way of the future. Software as a Service (SAAS) is being adopted by nearly any company that has historically provided tactile software products. The customer will no longer “own”, but rather “pay to use”. The reasons for the providers to move to the cloud are many, but the value proposition for their customers is the same – unlimited scalability, high reliability, zero maintenance, zero obsolescence, remote support and unlimited access.
Conclusion: Cloud hosted solutions can be provided with a lower initial price when compared to traditional and, over their lifespan, provide superior value and with lower overall cost of ownership.
Brief Biography and/or Qualifications Mr. Patton joined ACS in 2010 as Director of Marketing and Sales. Mr. Patton is the face of the company to the industries and communities served by ACS. He enjoys helping clients and working with them to achieve mutual success. In this role he also works to recognize and identify evolving client needs while then helping to formulate offerings that leverage the unique system controls capability that ACS brings. Mr. Patton has a proven track record of success and is known for adding value by partnering with communities and industry associations and being actively involved for their betterment. Mr. Patton has enjoyed 28 successful years in the technical marketing and sales profession and is a BSEE graduate of the University of Idaho.