scholarly journals Asset Management Systems for the Facilities on the Highways

2007 ◽  
Vol 16 (0) ◽  
pp. 331-343
Author(s):  
Kouji YAMAMOTO ◽  
Kazuya AOKI ◽  
Kiyoshi KOBAYASHI
Keyword(s):  
Asset Management ◽  
Management Systems

scholarly journals Developing Pavement Marking Management Systems: A Theoretical Model Framework Based on the Experiences of the US Transportation Agencies

2021 ◽  
Vol 6 (2) ◽  
pp. 18
Author(s):  
Alireza Sassani ◽  
Omar Smadi ◽  
Neal Hawkins
Keyword(s):  
Asset Management ◽  
Management Practices ◽  
Relevant Literature ◽  
Building Blocks ◽  
Management Systems ◽  
Model Framework ◽  
Pavement Markings ◽  
The Us ◽  
Pavement Marking ◽  
Transportation Agencies

Pavement markings are essential elements of transportation infrastructure with critical impacts on safety and mobility. They provide road users with the necessary information to adjust driving behavior or make calculated decisions about commuting. The visibility of pavement markings for drivers can be the boundary between a safe trip and a disastrous accident. Consequently, transportation agencies at the local or national levels allocate sizeable budgets to upkeep the pavement markings under their jurisdiction. Infrastructure asset management systems (IAMS) are often biased toward high-capital-cost assets such as pavements and bridges, not providing structured asset management (AM) plans for low-cost assets such as pavement markings. However, recent advances in transportation asset management (TAM) have promoted an integrated approach involving the pavement marking management system (PMMS). A PMMS brings all data items and processes under a comprehensive AM plan and enables managing pavement markings more efficiently. Pavement marking operations depend on location, conditions, and AM policies, highly diversifying the pavement marking management practices among agencies and making it difficult to create a holistic image of the system. Most of the available resources for pavement marking management focus on practices instead of strategies. Therefore, there is a lack of comprehensive guidelines and model frameworks for developing PMMS. This study utilizes the existing body of knowledge to build a guideline for developing and implementing PMMS. First, by adapting the core AM concepts to pavement marking management, a model framework for PMMS is created, and the building blocks and elements of the framework are introduced. Then, the caveats and practical points in PMMS implementation are discussed based on the US transportation agencies’ experiences and the relevant literature. This guideline is aspired to facilitate PMMS development for the agencies and pave the way for future pavement marking management tools and databases.

The Executive Support System of Ontario, Canada

2005 ◽  
Vol 1933 (1) ◽  
pp. 26-34
Author(s):  
Joseph A. Guerre ◽  
William E. Robert ◽  
Alison Bradbury ◽  
Michael Goodale
Keyword(s):  
Support System ◽  
Asset Management ◽  
System Integration ◽  
Network Performance ◽  
Business Processes ◽  
Functional Class ◽  
Management Systems ◽  
Analysis Tool ◽  
Bridge Management ◽  
Management Concepts

The Ministry of Transportation of Ontario (MTO), Canada, is currently implementing an asset management business framework (AMBF). The AMBF provides the ministry with an ambitious blueprint for incorporating asset management concepts into its existing business processes. A key component in the AMBF is the ability to integrate results from the ministry's existing management systems. In support of the AMBF, MTO has developed a prototype executive support system (ESS). The ESS is a what-if analysis tool that predicts network performance over time using data from the ministry's pavement and bridge management systems. It enables decision makers to evaluate the relationship between performance and budget and to view results by region, corridor, or functional class. This paper presents the analytical approach used to develop the ESS and describes how it was implemented by MTO. The ESS uses a candidate-based approach to system integration, which enables the integration of any management system capable of generating work candidates and estimating their impact on a defined set of performance measures. The ESS brings together data from these systems and performs an additional level of cross-asset economic optimizations, taking into account user-defined operating assumptions. Although much work has recently been done on the integration of pavement and bridge systems, the objective of this paper is to present a practical example implemented by MTO.

Internal audit, certification and maturity assessment based on ISO55001 in Sendai wastewater utility, Japan

2016 ◽  
Vol 11 (4) ◽  
pp. 822-828
Author(s):  
Y. Abe ◽  
T. Mizutani
Keyword(s):  
Asset Management ◽  
Internal Audit ◽  
Management Systems ◽  
International Standard ◽  
Certification Exam ◽  
Maturity Assessment

Sendai Wastewater Utility acquired the first certification of ISO55001 in Japan at March 2014. ISO55001 is the international standard for asset management systems and was published in January 2014. During the process towards certification, the maturity assessment, internal audit and certification exam based on ISO55001 were all executed. It was possible, therefore, to compare the three methods, and recognize their strengths and weaknesses. The methods complement each other when implemented simultaneously.

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.

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