strategic asset management for rail - 캐드앤그래픽스 · ibm maximo asset management ... atm...
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© 2009 IBM Corporation
IBM Maximo Asset Management
2009.12.10IBM
(HP. 010-4995-4050)
I
II
IBM III
3 © 2009 IBM Corporation3 © 2009 IBM Corporation
Structures Electrical Environmental Lighting Phys Security Transport LandscapingFaci
lity
Network Voice MainframeStorageWirelessApplications Distributed SoftwareDesktop Mobile
I. T.
Roads PipelinesRails
Line
ar
Bridges
BusesShips Trucks Aircraft MilitaryTrains / Rolling Stock
Tran
spor
t
Space Navigation Avionics Engines
PowerTransmission
Cabling WaterDistribution
Waste & Treatment
Meters & Measurement
Util
ities
Tools
Gen
eral
Signalling Keys Support Equip Manufacturing Recreation Safety & Survival Gear Milling
PersonalSecurity
Ret
ail
ATM / POSScales &
Measurement RFIDVaults
& Safes
Microwave & Satellite
Com
m
Fiber Optics Wire Poles
OffshoreTurbines Reactors
Ener
gy
Fire Suppression
Ventilation DrillingBoilers Generators Wind Turbines Solar
Calibrated Equip
Life
Sci
Medical Supplies
Compressed Cylinders
Pharmaceuticals Lab Equipment
Plan Evaluate and Design
Create / Procure Operate Maintain Modify DisposeAsset
Strategy
Lifecycle
4 © 2009 IBM Corporation4 © 2009 IBM Corporation
� Leadership, Control Improvement .
� TALM: Total asset life cycle management
� BM: Breakdown Maintenance� TBM: Time Based Maintenance� CBM: Condition Based Maintenance� PM: Preventive Maintenance� FLM: First Line Maintenance� MTTR: Mean Time To Repair� MTBF: Mean Time Between Failure� MDT: Maintenance Down Time� RCM: Reliability Centered Maintenance� FMEA: Failure Mode and Effect
Analysis
Control
Leadership
Improvement
1.Strategy
2.Management/Organization
3.Data Management
4.Maintenance Tactic
7.Running KPI
8.AutonomousMaintenance
9.RCM(Reliability centeredmaintenance)
10.Process redesign
�� /
� KPI �Product line
� Hierarchy, , � ,
�BM, TBM, CBM, PM
�MTTR/ MTBF/ M-Cost, MDT� /
6.Planning &Scheduling
� , � Integration
�FLM: � Partnership
�PM, FMEA� , Root cause
� , , , Process,
5.Material Management
�TCO � ,
5 © 2009 IBM Corporation5 © 2009 IBM Corporation
MRO Purchases Requisition
Authorization
InventoryDrawings &Instructions
PlannedMaintenance
Repair &Maintenance
ProductionPlanning
Work package Scheduling
Usage
Spares Unplanned Maintenance
Resources
Feedback & closure
KPI Analysis
k k
Receiving Supplier
A
BNon-
comparable reports
Calibration
Little system support
Linkage to assets often missing
No prioritizationto revenue stream
Uncertainty of holdings in decentral
stores
Little feedback
6 © 2009 IBM Corporation6 © 2009 IBM Corporation
7 © 2009 IBM Corporation7 © 2009 IBM Corporation
�
�Reliability ( )�Proactive Maintenance ( )�Root Cause Management ( )�
�
DCS
PLC’s
SCADA
�
�
�
� MRO
�
�
�
� RCM
� , ,
8 © 2009 IBM Corporation8 © 2009 IBM Corporation
� 50%BM( )
� 40%PM( )
� 60%
� 5%
� 24% 24
�
100%
&
CAPEX3-7%
8-15%
10-25%
CAPEX
(AssetUtilization)
(reactive spend)
(operations andmaintenance)
CAPEX(extend asset life)
MRO (2-3 turns)
MRO
(<1 turn)
I
II
IBM III
10 © 2009 IBM Corporation10 © 2009 IBM Corporation
••••( , )
•••
••••••
•••• Activity Based Cost
•
• Best Practice
•
•
• RCM, Risk Management, DCS, SCADA, ERP
� , ,
11 © 2009 IBM Corporation11 © 2009 IBM Corporation
••• Process •• Process
(Workshop)
• DB
• Code • Data format •
• Manual• Manual•
• Test• Test•• Test
• Customizing• Process
•• KPI
• Data Collect• Data loading PGM
develop• Data loading &
test
• Project Planning• Kick-off meeting
Kick-Off
Process
Data design
Implementation
Data Building
Test/Training Cut-Over
12 © 2009 IBM Corporation12 © 2009 IBM Corporation
/ / /
I/F
13 © 2009 IBM Corporation13 © 2009 IBM Corporation
� Planned & unplanned work� Preventive maintenance
� Asset master data� Asset history
� PR, RFQ, PO, Receipt & invoice� Storeroom management
� KPI & Reporting� User authority
� Asset and spare-part� PM, Job plan
� DCS, HMI� Operating management Sys’
� RCM, FMECA methodology� System maintenance
� Maintenance Work Management
� Asset management
� Inventory & procure Management
� System administration
� Data building
� Interface with other system
� Special service
14 © 2009 IBM Corporation14 © 2009 IBM Corporation
� Who determine the To-Be process?
� Who is the counter partner?
� Where are data sources?
� Scope of link tag What methodology?
� How many times and person?
� Additional charge request document
� Process
� Consulting Service
� Master Data Building
� Interface
� Training
� After Service
15 © 2009 IBM Corporation15 © 2009 IBM Corporation
In Korea
At site
16 © 2009 IBM Corporation16 © 2009 IBM Corporation
Detailed tasksRASIC
Consulting Company EPC Owner
Project setupT.F.T training (On-site) R SPerform workshop (On-site) R S
Implementation (in Korea)CMMS configuration RTo-be maintenance practice design R SDesign customizing details R SCustomizing Rinterface program development R SDevelop additional report R
Data Building (in Korea)Create data format and training for collection RData collection C R RData cleansing & validation R S SData loading R
FAT (in Korea)Conduct FAT C S R
Go-Live (On-site)Transformation & customs R SConstruct on site R SUser Acceptance Test C RPrepare and execute user training R Rsystem open R SHelp desk & additional customizing for user request R S
17 © 2009 IBM Corporation17 © 2009 IBM Corporation
(Maintenance Management)
•
(ERP) ••
• •
.
••••
•
/
• •
Calendar
18 © 2009 IBM Corporation18 © 2009 IBM Corporation
BOM
•••
••
• BOM • S/P
• ••
• • ( )• BOM ( )
• BOM Data ( , )
• ,
• ••Output
Phase
Input
(Location)(Equipment) (Specification)
(Job Plan)
(BOM)
(Labor)
•P&ID
•• Receiving from Vendor
• • Manual
19 © 2009 IBM Corporation19 © 2009 IBM Corporation
� ID –
– I/F
� 100% –
�
–Mapping
– ( + )
�
– Document
Cooling system
Pump
2
3 4
1
Site1 Site2
L1
L2
1
System
2
Roll upRoll up
•• ,
P & ID
•• /
( , )
020004000600080001000012000
W14W15W16W17W18W19W20W21W22W23W24W25W26W27W28W29
•••
20 © 2009 IBM Corporation20 © 2009 IBM Corporation
21 © 2009 IBM Corporation21 © 2009 IBM Corporation 22 © 2009 IBM Corporation22 © 2009 IBM Corporation
23 © 2009 IBM Corporation23 © 2009 IBM Corporation 24 © 2009 IBM Corporation24 © 2009 IBM Corporation
25 © 2009 IBM Corporation25 © 2009 IBM Corporation
PlannedMaintenance
PM(PreventiveMaintenance) TBM(Time Based
Maintenance)
CM (Corrective Maintenance)
PBM(Planned Breakdown Maintenance)
EM(Emergency Maintenance)BM(Breakdown Maintenance)
Trend
PdM(Predictive Maintenance)CBM(Condition Based Maintenance)
MP (Maintenance Prevention)
P-Cost < F-Cost
P-Cost > F-CostFMEA
P-Cost : Preventive CostF-Cost : Failure Cost
NotePM (Preventive Maintenance) : , , , BM (Breakdown Maintenance) : CBM (Condition Based Maintenance) : TBM (Time Based Maintenance) :
�
26 © 2009 IBM Corporation26 © 2009 IBM Corporation
/
(IRT)
(ESA)
(AE)
*
Failure Mode Equipment
, , , , …
, ,…
, ,
, , , , Crack,…
, , ,
, , , ,….
Stress Crack , ,
Leak, Crack, Partial Discharge, **
** Hydraulic pump, Air/steam/vacuum system, Power distribution , Electrical switchgear and Overhead transmission, Bearing
* Power Quality Analysis, Partial Discharge, Corona Detection, Gas Detection, …..
Technology
27 © 2009 IBM Corporation27 © 2009 IBM Corporation 28 © 2009 IBM Corporation28 © 2009 IBM Corporation
29 © 2009 IBM Corporation29 © 2009 IBM Corporation 30 © 2009 IBM Corporation30 © 2009 IBM Corporation
ERP
MES/DCS/SCADA
Factory/Plant ERP
DISCONNECT
•• Shutdown •
31 © 2009 IBM Corporation31 © 2009 IBM Corporation
Interface Area
Maximo Area
Request Approval In progress Report Complete
FailureMalfunctionExceed limit
DCS
Equipment
Floor equipment
Condition monitoring
FT Transaction Manager
FT View SE Server
FT View SE Client
32 © 2009 IBM Corporation32 © 2009 IBM Corporation
PDC
A
Short-term
PDC
A
Long-term
Planning and Scheduling Cycle
What When Who How WhyWO Where
Planner................ (What to do)Scheduler............ (When to do it)Supervisor........... (Who to do it)Craftsperson........ (How to do it)
Work 25%
Instruction16%
Work Rules5%
Waiting12%
Travel15%
Personal5%
Idle/Breaks10% Pick/Put Tools
12%•••••••
Work46%Instruction
10%
Work Rules
5%
Waiting6%
Travel10%
Personal5%
Idle/Breaks10%
Pick/Put Tools8%
33 © 2009 IBM Corporation33 © 2009 IBM Corporation
PR/
,(Bar Code)
•• 1 2 43
E-Procurement Consignment
( )
�
–
–� / /
– Cost Center .
�
– ,
– EOQ( ) ROP()
�� PR( )
34 © 2009 IBM Corporation34 © 2009 IBM Corporation
• ? vs ?• A ? vs B ?
1 2
1 2
�
– , , �
– Cost Center ( / )
�
– ( / / / ) , ,
–
35 © 2009 IBM Corporation35 © 2009 IBM Corporation 36 © 2009 IBM Corporation36 © 2009 IBM Corporation
Analyze Design & Build Test Deploy &
Operate
Activity
TFT training1
Admin training2
User training3
Help desk4
Deliverable(s) •User guide •Admin manual•User manual
•Help desk guide
Responsibility Sejoong1 23
4SejoongSejoong
Sejoong
Type How Who
1.TFT training � Manual based training� Scenario based training
� STEC
2.Trainertraining
� Internal training� STEC train trainer who will be internal trainer
� STEC
3.User training � Internal trainer will train user � STEC
4.Help desk � Run help desk for operation in deploy phase for 1 month � STEC
37 © 2009 IBM Corporation37 © 2009 IBM Corporation 38 © 2009 IBM Corporation38 © 2009 IBM Corporation
I
II
IBM III
40 © 2009 IBM Corporation40 © 2009 IBM Corporation
KPIs / /
/ /
& &
PM
/
• IBM Best Practice 1.
41 © 2009 IBM Corporation41 © 2009 IBM Corporation
(TBM)
(TBM, CBM, BM, CM )••
(CBM)
42 © 2009 IBM Corporation42 © 2009 IBM Corporation
Multi Site & PM
1( ) 2( )
Site1
( ) ($)
,
, ,
, Company
Site2 Site3 Site1 Site2 Site3
(TBM) (UBM) (CBM) ( )
TBM UBM+ CBM+
KPI
KPI
Level 1
Level 2
250 x 100mm60KVA220V
[ ] [ ]
Item # TIRE100: 4: 0
4Asset # TRUCK10
4Item # TIRE100
: 4: 4
Item # TIRE100: 8: 0
CAPACITOR100RESISTOR2112BRACKETBOLT125
KIT
[ Kit]
TRUCK
Kit
• • •TBM, CBM, UBM
• • • (, Kit )
43 © 2009 IBM Corporation43 © 2009 IBM Corporation
PipelinesRoads
Rails
•
•••
•
•••
/ /
BOM ( )
••••
( )
• / • •
• • •
44 © 2009 IBM Corporation44 © 2009 IBM Corporation
� J2EE Component Architecture
, IT
Incident Mgmt
SLA Mgmt
Change Mgmt Asset Mgmt
Knowledge Mgmt
Procurement
Work Mgmt
Contract Mgmt
Maximo
IBM Maximo for Chemicals & Petroleum
Maximo Base
Services
Customer Configuration
Equipment Reliability
Asset Specifications
Condition For Work
Regulatory Compliance
Incident Management
Calibrations
Management of Change
Defect Elimination
Action Tracking
Investigations
Improvements
Benefits and Losses
S-LCD SDI
1
• 100% • MES, ERP • IT , IT
• • 11 1 •
45 © 2009 IBM Corporation45 © 2009 IBM Corporation
Airports� 100 customers globally� 5 of top 10 busiest� BAA, DIA, Swissport, Schiphol, Las Vegas
Hospitality� 100 top hotels, Casino’s, Amusements Parks� Starwood, MGM, Mohigan Sun Casino, Disneyworld
Freight/Logistics� 70 customers� JB Hunt, Fedex, Coca-Cola Enterprises, Frito Lay, DHL, Albertsons,
Rail & Transit� 100 customers globally� Amtrak, Tube Lines, Washington Metro, Long Island Rail Road, BAM Rail
Aviation� 40 customers globally� 17 maintaining aircraft� Northwest (Compass), Aires, Shanghai, Boeing
Marine, Ports & Terminals� 75 customers globally� 26 maintaining vessels� BC Ferry, Hutchinson Ports, Port of Seattle
Transportation & Travel / Energy, Utilities & Natural Resources
Nuclear� 32 units globally� >25% Market share in N-A� Southern, TXU, Daya Bay, Fortum, DTE
Mining/Metals/Minerals� 30 customers globally� world’s largest steel producer� Peabody,Hyundai Steel,Alcoa
Oil & Gas, Chemicals� 200 customers globally� 8 of top 10 Fortune 500� BP, Flint Hills, Chevron, ADNOC, El Paso
Water / Wastewater�125 customers globally�11 of 30 largest cities� MWRA, MWD, Honolulu, Corpus Christi, LADPW, Thames
Transmission & Dist.� 80 customers globally� Focused Development Team� APS, Keyspan, NiSource, ESKOM, ConEd
Fossil/Hydro Powergen�160 customers globally�17 of 30 Fortune 1000�Duke, Xcel, NYPA, LCRA, Texas Genco
46 © 2009 IBM Corporation46 © 2009 IBM Corporation
Aerospace & Defence� 50 customers globally� 7 of 9 largest companies� Boeing, EADS, BAE systems, Lockheed Martin
Retail� 40 customers globally� 5 of 10 top companies� Albertson, Target, Sears, Sainsbury, Darty, GAP
Life Sciences� 150 customers globally� 14 of top 15 companies � Abbott, Alcon, Amgen, BMS, Sanofi-Aventis
Food & Beverage� 75 customers globally� 5 of top 10 companies � Cargill, Nestle, Sara Lee, Coca Cola, Gen’l Mills
Electronics & Industrial� 85 customers globally� 6 of 9 largest companies� Samsung, Philips, Motorola, Intel, TI, Tyco
Automotive� 80 customers: OEM / Tier1 � 7 of top 10 companies� GM, Ford, Toyota, VW-AUDI, Hyundai-Kia
Manufacturing & Distribution / Government & Public Sector
Federal (Civil)� 56 customers� Department of the Treasury, NASA, GSA, Veterans Affairs
Healthcare� 92 customers globally� Mass General Hospital, Barnsley District Hospital, Baptist Hospital - Louisville
Education� 127 customers globally� Cornell University, Johns Hopkins University, Detroit Public Schools, Perdue Univ.
Government (non-US)� 48 customers globally� Dutch Army, Royal Saudi Air Force, Royal Canadian Mint, Israeli Army
State / local� 125 customers� AK Dept. of Admin., State of CA, GA Dept. of Admin. Svcs., Maryland DOT, LA County DPW
Federal (Defense)� 84 customers� US Air Force, US Army, US Marine Corps, US Navy
47 © 2009 IBM Corporation47 © 2009 IBM Corporation
Banking & Securities� 50 banking customers� 15 securities customers� State Street, Freddie Mac, AMEX, Merrill Lynch, HSBC
Service Providers (ITSM)� 15 customers globally� Managed Svcs, Outsourcing� CSC, Getronics, Accenture,� HP
Service Providers (EAM)� 110 customers globally� Facilities & Industrial� Honeywell, ABB, Johnson Controls, UNICCO
Media & Cable� 17 customers globally� Mainly facilities asset class� BBC, Turner Broadcasting, Universal Studios
Telecommunications� 20 customers globally� Success w/Mobile Providers� T-Mobile, Vodafone, Proximus, Qualcomm
Insurance� 10 customers globally� Early ITSM story - Amerus� Allstate, Mutual of Omaha, AmerUs, Banque de France
Financial Services / Telecom / Service Prov.
48 © 2009 IBM Corporation48 © 2009 IBM Corporation
A Maximo portfolio to meet the needs of Chemicals & Petroleum clients
Exploration /Production
Shipping Crude / NGPipelines
Storage Refining /Petrochem
ProductPipelines
Trucking ServiceStations
Maximo for Chemicals & Petroleum
Solutions
Maximo for Transportation Maximo for Transportation
Linear AssetManager
Linear AssetManager
Maximo Asset Management and Tivoli Asset Management for IT
Maximo Spatial
Maximo Mobile
49 © 2009 IBM Corporation49 © 2009 IBM Corporation
Service Provider
Customer
Internal Resources External Resources
AssetAssetAssetAsset
Assign
Buy From (Pay)
Owns
Assign / Schedule
Customer Agreement
Customer
AssetAssetAssetAsset
Owns Multi-Customer
Customer 1 LocationsCustomer 2 Locations
Org A Org B
Site B1Site A1
Site A2
Site A3
Site B2
50 © 2009 IBM Corporation50 © 2009 IBM Corporation
51 © 2009 IBM Corporation51 © 2009 IBM Corporation
FacilitiesManager
• Assets• Surveys • Work• Help Desk• Operations• Space• Occupancy
EstatesManager
• Portfolio List• Acquisitions• Disposals• Real Estate (Freeholds)• Leases• Valuations• GIS
EnvironmentalManager
• Environmental Impacts• Energy Impacts• Utilities• Waste• Carbon• Health & Safety
Data Books”Global
Areas
Regions
Countries
Geos’
PropertyLevel Roles”
LandBuildings
Properties• Property Estates Manager• Property Facilities Manager
• Property Space Manager• Property Environmental Manager
• Property Utilities Manager• Property Waste Manager
Roles• Area Estates Manager• Area Facilities Manager• Area Environmental Manager
52 © 2009 IBM Corporation52 © 2009 IBM Corporation
53 © 2009 IBM Corporation53 © 2009 IBM Corporation
Summary
�– Only vendor that can manage all asset classes on a single, unified architecture, to
support production, facility, fleet, linear and IT assets
�– Deep industry knowledge across a broad spectrum of asset intensive businesses –
Government, Transportation, Utilities, Life Sciences, etc.
�– Built-in configuration tools allow for easy, on the fly changes to UI, workflows,
processes, reports. Configurations readily upgrade from one version to the next.
� Standards-based technology– Web-architected platform built on J2EE with advanced business process
management; based on SOA, web services and XML.
� Total Cost of Ownership– Validated benefits for customers in all industry segments, reducing operational costs
through productivity increases, cost avoidance and system consolidation
54 © 2009 IBM Corporation54 © 2009 IBM Corporation
Q & A
???
Maximo : (HP 010-4995-4050)Maximo : (HP 010-4995-4238)