2019 transit asset management roundtable · metro is committed to implementing a strategic process...
TRANSCRIPT
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2019 Transit Asset Management Roundtable
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Taulby Roach President and CEO Bi-State Development
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DEVELOPMENT Gateway to growth. On both sides of the river.""
Overview
• Established in 1949 through an interstate compact between Missouri & Illinois
• Can cross local, county and state boundaries to plan, construct, maintain, own and operate facilities and infrastructure
• Authorized to issue revenue bonds, collect fees and receive federal, state and private funds
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N GATEWAY
ARCH
ST LOUIS REGIONAL FREIGHTWAY
ST. LOUIS"' DOWNTOWN AIRPORT
Metro®
Bl· STATE DEVELOPMENT Gateway to growth. On both sides of the river.
MA.DISON
Bi-State Development
Business Enterprises Seven Counties
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Metro Transit
MetroBus MetroLink Metro Call-A-Ride 84 Fixed Routes 38 MetroLink Stations Provide ADA-accessible,
paratransit service Fleet of more than 400 46 miles of rail in Missouri vehicles and Illinois Fleet of 122 wheelchair lift-
equipped vans
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Metro
Metro Transit One of the first U.S. transit agencies tobuild buses with wheelchair lifts
Agency rebrands as Metro,introducing new logo and colors
1963 1977 1993 2003 BSD acquires 15
private transit firmsto establish regional
transit system
MetroLink light rail system opens
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Jessica Mefford-Miller Executive Director Metro Transit
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TAM: • Components were changed as The Beginning needed
PRE-2002 • Dwell time on mid-life repairs in excess of 100 days
• Low expectations of reliability of assets
• 2000 – New software system shifts the conversation
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Control Operating Costs and Increase Fleet Reliability
• Manage life cycle costs
• Maximize asset life cycle
• Stabilize procurement cycle/maintenance costs
TAM: The Beginning
A NEW APPROACH TO TRANSIT ASSET
MANAGEMENT
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• Manufacturer Recommended Maintenance Intervals
• Manufacturer Recommended Component Replacement Intervals
• Data mining of component failures driven by operating profiles
RCM Program
RELIABILITY CENTERED
MAINTENANCE PROGRAM
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Metro
Impactful Results
On-Time Accident Maintenance Customer Vehicle Reliability Performance Rates and Costs Per Mile Complaints
Workers Increased by 50% in Annual miles first year; continues Compensation operated did notto increase annually decrease as age of
bus increased
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Impactful Results
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Impactful Results
• Quickly identified that Metro could go beyond the National Transit Database – Useful Life Benchmark
• Internal condition ratings assessments became based on:
Cost of Maintenance | Mileage | Performance of asset (MDBF)
Age | LTD cost per mile | Safety systems performance
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I __ _
I I ~--I
m Metro
Looking Ahead
Enterprise Asset FTA State of Good Repair Management for
Grant Program Facilities
2010 2017 2018 2019
• Phase 1 included assessment of the current system & capabilities.
• Need identified for more enhanced NTD & Facility Asset asset management system
Reporting
Introduction and adoption of new software application for fixed assets, linear assets and rolling stock
FY 2018 TAM Plan Completed
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• Began in 2010 with FTA State of Good Repair program; new EAM program in 2017
• Maximize asset life cycle
• Inventories completed for more than 60 facilities and more than 96 miles of track infrastructure
TAM: New Applications
FROM ROLLING STOCK TO FACILITIES
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• Applying TAM principles to SMS
• Shared focus on safety and support of State of Good Repair
• Enhanced incident management allows for direct reporting of assets with safety concerns or failures
TAM: New Applications
SAFETY MANAGEMENT
SYSTEMS
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TAM: Challenges
Internal Integration ofTechnology Adoption New Processes
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Internal Adoption
• Introduction of a new, holistic system for asset management
• How to integrate disparate departments and team with no previous connection to operations or maintenance
Grants | Accounting | Safety | Human Resources | Information Technology
Operations | Maintenance
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Technology
• Requires education and adaptability
• Manage lifecycle loop in a new system
• Mobile connectivity
• New data organization that allows reporting by:
Department | Management Hierarchy | Cost Centers | Funding Sources
Asset Groups | Conditions | NTD Reporting Requirements
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Integration
• Unification of common naming for assets – make it intuitive
• Unification of forms and documents – get rid of the old spreadsheets
• Keep everyone in mind: from CEO to frontline staff
• Tie KPI’s to employee evaluations
• Develop systematic QA/QC program – and enforce it
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TAM: • Barcodes and RFIDs What’s Next? • Improve efficiency with
LOOKING TO expanded mobile device usage THE FUTURE
• Track warranties more effectively
• Develop a rolling refurbishment plan for all facilities
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Summary: Our Approach
• Change is good, but hard – and requires investment
• Need agency-wide commitment
• Establish a vision, that starts from leadership
Metro Transit – TAM Policy Statement Metro is committed to implementing a strategic process for acquiring, operating, maintaining, upgrading, and replacing its transit assets to directly support the organization’s mission of providing safe and reliable public transportation services to the St. Louis Metropolitan Region.
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2019 Transit Asset Management Roundtable