Cactus: Guadalajara LPG Pipeline System Rehabilitation

2002 ◽  
Author(s):  
Luis Sanchez Graciano ◽  
Hernan Paz ◽  
Mirek Urednicek
Keyword(s):  
Asset Management ◽  
Management Systems ◽  
Pipeline System ◽  
Data Management Systems ◽  
Record Keeping ◽  
Integrity Management ◽  
Physical Asset ◽  
Sound Foundation ◽  
Asset Management System ◽  
Operational Data

This paper describes the work that was undertaken to re-qualify the Cactus-Guadalajara LPG pipeline for a higher MAOP without taking the pipeline out of service for a hydrostatic test. It demonstrates how geo-positioning technology, high-resolution in-line inspection, and data management systems can be successfully utilized for such project, even when the record-keeping associated with previous pipeline repairs has been deficient. By establishing a geo-referenced pipeline asset management system that integrates physical asset description, operational data, internal inspection and pipeline repair data, a sound foundation has been created for the future integrity management of this pipeline.

Conceptual Framework for Defining and Developing an Integrated Asset Management System

2003 ◽  
Vol 1848 (1) ◽  
pp. 37-44
Author(s):  
John J. Shufon ◽  
Louis H. Adams
Keyword(s):  
New York ◽  
Asset Management ◽  
Management System ◽  
System Development ◽  
New York State ◽  
Management Systems ◽  
York State Department ◽  
User Costs ◽  
Current Program ◽  
Asset Management System

Interest in developing and implementing asset management systems has grown considerably during the past several years. Although asset management is defined in the literature, these definitions are generally all encompassing and fail to distinguish the asset management model from that of traditional infrastructure management systems. To assist those practitioners who are tasked with developing automated asset management systems, guidance is needed to better clarify what is meant by the term asset management. The work being done by the New York State Department of Transportation (NYSDOT) in defining asset management and enhancing its current program development process is described. The department’s asset management system is defined in relation to four precepts, and a conceptual design for an automated asset management system is presented. Central to the NYSDOT approach is a method of conducting trade-off analysis among the department’s four major goal areas—pavements, bridges, safety, and mobility. Excess user costs are discussed as the common measure to compare benefits of diverse projects such as a pavement project versus a mobility project. The goal of the NYSDOT approach is to better integrate decision making among program areas. It is concluded that while the NYSDOT approach may not be right for all transportation agencies, the idea that system development be carefully defined and properly scoped is important and should be considered as organizations endeavor to implement integrated asset management systems.

Infrastructure Data Management Systems Driven by Commercial Need: One Company’s Experience

2012 ◽  
Author(s):  
Kevin Fry
Keyword(s):  
Data Management ◽  
Asset Management ◽  
Low Cost ◽  
Cost Savings ◽  
Cost Effective ◽  
Inspection Time ◽  
Management Systems ◽  
Data Management Systems ◽  
High Level ◽  
Infrastructure Maintenance

The high cost of railroad infrastructure maintenance, compared to the relatively low cost and growing capability of systems to assess infrastructure condition, offers significant potential for cost saving through improved data management systems. This paper looks at one company’s experience of systems in Europe and focuses particularly on the commercial value that can be delivered — other company’s systems are of course also available. Balfour Beatty Rail (BBR) is one of the world’s largest rail engineering and services providers and a significant part of our business involves Asset Management in its broadest sense. BBR’s hands-on experience as a builder and maintainer of railways informs our understanding of what data is helpful to ensure safety and optimize maintenance. Many of our systems have evolved though our own needs in railway maintenance and all are very commercially focused. This paper looks at some of the commercial drivers for these systems and draws on experience from a number of applications in Europe to highlight key areas of benefit. The paper begins with the high level commercial case for data and its effective use, looking at the opportunity for cost savings in asset management. It then looks at the information required to deliver specific types of benefit. Experience with a new system for London Underground to maximize the use of their limited maintenance windows is described. The implications of the UK’s penalty regime for train delays is then discussed, showing how it has driven investment in signaling monitoring resulting in reliability and availability improvement. Condition visibility is an essential prerequisite for effective planning and root cause analysis. For track, subject to many simultaneous degradation modes, location-centered visualisation software is providing users a clearer view of all relevant parameters. By presenting measurements from many different sources to provide a unified view with a location accuracy to within one tie, better targeted and cost-effective maintenance can be undertaken. Software developed by German subsidiary Schreck-Mieves takes a new approach to data management during visual inspections. Initially developed exclusively for their own use, the system aims to quantify a manual inspection. Information is checked for errors and completeness and recording is ergonomically designed to minimize inspection time. Results are combined into an overall evaluation based on a new KAV® wear margin parameter and can be “rolled up” to cover all or part of the network. Finally the paper describes how the UK’s 150-year-old infrastructure has necessitated a different approach to gauging to maximize space. Through infrastructure data management systems and a more analytic approach it is possible to undertake calculations that estimate “true” clearances. This frees up available space which can be used to increase vehicle capacity or save money, with a recent example showing savings of up to $35m made over a 150mile route upgrade, reducing the scope or works by up to a third.

Molding the asset management system to PAS 55-1/ISO 55001 in one Scandinavian water and wastewater works

2017 ◽  
Vol 12 (1) ◽  
pp. 234-239 ◽  
Author(s):  
J. Milina ◽  
P. Kristiansen ◽  
A. S. Jacobsen ◽  
A. I. Sundve
Keyword(s):  
Asset Management ◽  
Management System ◽  
Best Practice ◽  
Process Management ◽  
Good Practice ◽  
Work Processes ◽  
System Assessment ◽  
Physical Asset ◽  
Asset Management System ◽  
And Control

Good practice and standards set strict requirements for optimization and continuous improvement of physical asset management. The new international standard for asset management provides a framework for asset intensive industries to develop and implement sound asset management systems. Unlike the largest and most global industries, there are very few, if any, providers of services in the water sector that have developed and implemented a full set of best practices, in compliance with specifications created by the standard. Oslo Water and Sewerage Works (Oslo VAV) has worked systematically to evolve its asset management system by standardizing work processes and operating procedures in its Business Process Management System, implementing good practice in infrastructure asset management, and by improved management and control of the private contractor that operates the wastewater treatment plant's processes and activities. This paper provides insight into Oslo VAV's asset management system, assessment of current practice vs. best practice for complying with the standard and high priority areas for improvement.

scholarly journals Challenges and barriers to establishing infrastructure asset management

2017 ◽  
Vol 24 (6) ◽  
pp. 1184-1202 ◽  
Author(s):  
Wesam Beitelmal ◽  
Keith R. Molenaar ◽  
Amy Javernick-Will ◽  
Eugenio Pellicer
Keyword(s):  
Developing Countries ◽  
Asset Management ◽  
Online Survey ◽  
Management Systems ◽  
Content Type ◽  
The Us ◽  
The Usa ◽  
Decision Making Processes ◽  
Transportation Asset Management ◽  
Asset Management System

Purpose The increased need for, and maintenance of, infrastructure creates challenges for all agencies that manage infrastructure assets. To assist with these challenges, agencies implement asset management systems. The purpose of this paper is to investigate and compare the importance of barriers faced by agencies establishing transportation asset management systems in the USA and Libya to contrast a case of a developed and developing country. Design/methodology/approach A literature review identified 28 potential barriers for implementing an asset management system. Practitioners who participate in decision-making processes in each country were asked to rate the importance of each barrier in an online survey questionnaire. Descriptive statistics, Kendall Concordance W., and Mann-Whitney are used to analyze the collected data. Findings Through an analysis of 61 completed questionnaires, 14 barriers were identified as important by both the US and Libyan practitioners. A total of 11 additional barriers, primarily in the areas of political and regulatory obstacles, were determined to be important only for Libya. These 11 barriers provide reasonable insights into asset management systems’ barriers for developing countries. Practical implications The list of barriers identified from this research will assist decision makers to address and overcome these barriers when implementing asset management systems in their specific organizational and country conditions. Originality/value The research identified standard barriers to implementing asset management systems and identified barriers that were specific to the country context, such as political and regulatory barriers in Libya. When viewed with the asset management literature, the results show broad applicability of some asset management barriers and the need to contextualize to country context (e.g. developing countries) for other barriers.

The Development of a Facilities Integrity Management Program Recommended Practice for Canadian Energy Pipelines

2014 ◽  
Author(s):  
Reena Sahney ◽  
Mike Reed ◽  
Darren Skibinsky
Keyword(s):  
Management System ◽  
Performance Metrics ◽  
Systems Approach ◽  
Management Program ◽  
Management Systems ◽  
Pipeline System ◽  
Main Challenge ◽  
Transmission Pipeline ◽  
Integrity Management ◽  
Major Equipment

The Canadian Energy Pipeline Association (CEPA) is a voluntary, non-profit industry association representing major Canadian transmission pipeline companies. With the advent of changes in both CSA Z6621 as well as the National Energy Board Onshore Pipeline Regulations (OPR)2, the membership determined a Recommended Practice regarding a Management Systems Approach for Facilities Integrity was needed. As such, the Pipeline Integrity Working Group (PIWG) within CEPA formed a task group to support the initiative. The outlined approach was intended to have two main philosophical underpinnings: it must comprehensively support safe pipeline system operations and it must provide a practical mechanism for implementing a management systems approach for Facilities Iintegrity. The main challenge in developing a framework for a Facilities Integrity Management System lies in the broad range of equipment and system types that the management system must encompass. That is, equipment, in the context of Facilities Integrity Management, must encompass not only station equipment (such as rotating equipment, valves, meters etc.,) but also categories such as high pressure station piping and fuel lines. Further, there was the recognition that Operators already have an array of tools, processes and techniques in place to manage their various equipment and systems. In light of these observations, the Recommended Practice describes a framework that uses major equipment types as a key differentiator. This is an approach that can be easily aligned with existing corporate computerized maintenance management systems (CMMS) such as SAP™ or Maximo™. Once the equipment categorization has been established, the Recommended Practice then provides guidance regarding the specific requirements that should be addressed for each equipment category based on the framework in CSA Z662-11 Annex N. Specific suggestions are provided in the areas of: alignment with corporate goals and objectives, scope, definitions, performance metrics, risk assessments, competency of personnel, change management as well as documentation. The approach also maximizes the opportunity to leverage existing systems and processes to the extent possible. Overall the Recommended Practice should provide operators with a practical way to achieve a greater degree of rigor and alignment of facilities integrity management while ensuring detailed study and analysis is focused in the most appropriate areas.

New York State’s Approach to Asset Management: A Case Study

2000 ◽  
Vol 1729 (1) ◽  
pp. 35-41 ◽  
Author(s):  
Thomas W. Clash ◽  
John B. Delaney
Keyword(s):  
New York ◽  
Asset Management ◽  
Public Transportation ◽  
Management System ◽  
Performance Monitoring ◽  
New York State ◽  
Management Systems ◽  
York State Department ◽  
Modeling Tools ◽  
Asset Management System

The New York State Department of Transportation (NYSDOT) has undertaken an effort to design and implement an asset management system for overseeing the state’s diverse and complex transportation system. The department has built an appropriate organizational and business foundation for the effective use of sound, integrated databases and technical modeling tools. For more than a decade, well before asset management attracted interest from the transportation community, NYSDOT has advanced this concept on four fronts: developing well-defined organizational roles within a highly decentralized department; designing and implementing a formal and disciplined core business procedure (the program update process) to cover both program development and performance monitoring; developing key transportation management systems (pavement, bridge, congestion and mobility, and public transportation), even without a federal mandate; and designing and implementing a state-of-the-art automated program and project management system that serves, in part, to integrate the department’s use of the individual management systems and maintains all essential data for developing and managing the program. New York’s experience strongly suggests that despite the difficulty and time required to carry out the key processes, these four elements represent the heart of an asset management system. When identifying and developing additional technical elements, state departments of transportation should heed the importance of building and maintaining an effective organizational and business foundation.

scholarly journals Physical Asset Management in Equipment-Oriented Industries Using the Equipment Life Cycle Management Approach

2021 ◽  
Vol 15 (3) ◽  
pp. 323-329
Author(s):  
Hassan Adshirinpour ◽  
Mohammad Mehdi Movahhedi ◽  
Hedieh Divsalar ◽  
Shahla Sohrabi
Keyword(s):  
Life Cycle ◽  
Asset Management ◽  
Management System ◽  
Oil And Gas ◽  
Life Cycle Management ◽  
Management Approach ◽  
Physical Asset ◽  
Asset Management System ◽  
The Cost ◽  
Assets Management

Proper assets management and maintenance, especially equipment in the value chain of an organization, the failure of which leads to interruptions in the system and waiting in the production line, are very vital and of special importance in "equipment-oriented" organizations, including industries such as oil, gas, petrochemicals, steel, minerals, companies involved in the production and distribution of water, electricity, etc. Usually such organizations have a constant need to create an efficient and effective life cycle in order to achieve an efficient physical asset management system. The present study aimed to investigate the physical assets management in equipment-oriented industries with the equipment life cycle management (resource-based) view in oil and gas industries with a case study in an upstream oil industry company (namely North Drilling Company). For this purpose, first 15 criteria have been obtained based on literature review and research literature for evaluating the performance of physical asset management in oil and gas companies. Then, eight of the most important performance evaluation criteria were determined based on experts’ opinions and the fuzzy Delphi method, and in the next step, these criteria were weighted using the fuzzy SWARA method. According to the results, the most important criterion is the cost of maintenance and the least important is the cost of service-support. Finally, solutions are presented in the form of practical suggestions to improve the physical asset management system in this company.

scholarly journals Building an Asset Management System for Engineered Physical Assets: a Contemporary Perspective

2021 ◽  
Author(s):  
Damjan Maletič
Keyword(s):  
Asset Management ◽  
Business Environment ◽  
Theory And Practice ◽  
Transportation Services ◽  
Potential Benefits ◽  
Important Field ◽  
Physical Assets ◽  
Physical Asset ◽  
And Performance ◽  
Asset Management System

A rapidly changing business environment, strong competition, the requirement to minimize losses are some of the conditions under which organizations operate today. This has led to organizations constantly looking for new ways to improve their performance and gain a competitive advantage. Over the last two decades, the demand for effective physical asset management (PAM) has steadily increased. As a result, organizations’ commitment to physical asset management (PAM) has recently received considerable attention in both theory and practice. As a result, PAM has become an important field, especially in the assetintensive industry. In fact, PAM is also considered a key player within Industry 4.0. Assets in the sense of the ISO 55000 standard for asset management are items, things and entities that have value or potential value to the organization. Physical assets, also known as engineering assets, are important in creating tangible value for an organization in a variety of industrial settings such as manufacturing, power supply, water supply, construction, mining, transportation services, and various other sectors. The main purpose of the presentation is to highlight the topic PAM, introduce the key artefacts of ISO 55001, and outline the potential benefits to organizations. In addition, this presentation can be used as a guide to create a framework to maximizing the value realized from assets while balancing financial, environmental and social costs, risks, service quality and performance.

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