Asset Management and Pavement Management: Using Common Elements to Maximize Overall Benefits

Purpose – The role of engineering asset management (AM) system as a controlling element within organizations is not well defined or understood. The purpose of this paper is to include the role of AM in the organizational strategy making, an issue that has not received sufficient attention. The focus of the paper is on how such role is maintained by the AM system activities, relationships and mechanisms over the asset-related activities of an organization. Design/methodology/approach – As an approach, a reference framework is required that allows research of this area. By combining a number of possible views of an organizational management system a comprehensive view can be established. A review of literature was used to establish a framework identifying the AM system as an integrated part of the organization's management system. Findings – A framework is established that focuses on planning and controlling asset-related activities by involving a set of activities, relationships between these activities and feedback mechanisms. A system functional model is proposed integrating the established framework as part of the control of the enterprise system. Research limitations/implications – The framework and system functional model are established on a theoretical basis and practical experience requiring applicability to be proven by further research. Practical implications – Asset managers in capital intensive organizations can utilize the framework and the system functional model in order to study their AM system, its relationships and to consider how it may be improved. Originality/value – Exploring a holistic and relatively new concept.

Enterprise asset management (EAM) systems are used by asset owners and/or operators to manage the maintenance of their physical assets. These assets, including equipment, facilities, vehicles, and infrastructure, need maintenance to sustain their operations. An EAM system provides the means to have less unplanned downtime and extended asset longevity, which offers clear business benefits that improve the profit and loss statement and balance sheet. Particularly for capital-intensive industries, like drilling and exploration, the failure of on-time delivery of critical equipment or processes is disruptive and costs nonproductive time and customer satisfaction. Organizations understand these issues and employ an appropriate asset management system to engineer their asset maintenance and management. An EAM system is needed to manage the people, assets/equipment, and processes. EAMs are used to plan, optimize, execute, and track the needed maintenance activities with associated priorities, skills, materials, tools, and information. Similarly, nondestructive testing (NDT) is used as a tool for integrity assessment of assets in drilling and exploration. The main advantage of using NDT is that the item’s intended use or serviceability is not affected. The selection of a specific technique should be based on knowledge and skills that include design, material processing, and material evaluation. Validating the purpose of this paper, we emphasize the importance of optimizing the asset utilization and serviceability to enhance overall efficiency by integrating EAM software that manages assets, the operation management system (OMS) controlling the processes, and asset inspection management systems (AIMSs).

This research wants to examine various factors that influence the financial management performance of Universitas Negeri Semarang (UNNES) after becoming Legal Entity State University (PTNBH). The factors studied are related to the competency of asset management human resources, asset management systems, standard operating procedures (SOP) and regulations governing asset management at UNNES. The urgency of this research is to prevent or minimize problems that can arise due to poor asset management, especially the waste of the UNNES PTNBH financial budget. In the research method, a flow diagram for this research is also presented. The data used in this research is primary data. This data is data obtained directly from respondents through distributing questionnaires to implementers of work activities within Universitas Negeri Semarang to determine the influence of the human resources competency variable for asset managers, implementation of asset management systems, and asset management regulations on financial management operations. Determination of the sample is based on what is recommended, namely, 5 – 10 times the number of research indicators. In this study there were 25 indicators, so in this study the sample used was 125 people. Based on the results of the ANOVA test, it shows that the independent variable (X), namely the competency of asset management human resources, the asset management system, and the application of asset management regulations have a significant and simultaneous or joint effect on the dependent variable (Y), namely financial management performance. This result is shown by the p value in the F Test in table 7 which is smaller than 0.05.

The development of the economic sector is determined by services to the public through reforms that aim to place public satisfaction through the management of road infrastructure assets. Some research on road infrastructure assets still requires a deepening of studies related to the delivery of public services related to asset management systems. The purpose of this study is to find an appropriate road infrastructure asset management strategy through an integrated asset management system and asset management policies that can provide public satisfaction. This comprehensive approach to management strategies ensures that the performance of service provider assets is in line with the expectations of stakeholders including road users. This descriptive qualitative research is based on the perspective of road users as respondents, consisting of vehicle drivers from 50 transportation companies (people or goods) through interviews and observations. The results show aspects of asset performance based on the user’s perspective there are five aspects, namely productivity, efficiency, effectiveness, use of resources and institutions and this performance is integrated in the asset management system related to policies from the management authority through service delivery namely quality and mobility, risk and use and maintenance of resources. The conclusion of this research is that road infrastructure asset services can be improved through the concept of road infrastructure asset management strategies in an integrated management system with five aspects of performance and more directed towards asset management policies related to the provision of road infrastructure asset services.

Being able to undertake more efficient maintenance and renewal planning of road networks has seen a number of pavement management systems (PMS) being developed between the 80s to mid-90s. During the initial years, there was a significant focus on substantiating the need and demonstrating the benefits of using these tools to assist in the investment planning for roads. Today, with substantial experience, and legislative support such as MAP-21 and PASS-55, the use of PMS in the asset management cycle of roads is a given. The challenge these days is to effectively use these tools and ensure robust outcomes are achieved from the overall PMS process. The success of any PMS is determined by a number of factors including having skilled resources, institutional support, and legislative and funding drivers demanding evidence-based forecasted investment needs. Asset managers also realize the importance of having technical robustness in the process to ensure likely outcomes. This paper documents the evolutionary development pathway of the New Zealand PMS that has now been in use across the entire country for more than 18 years. It shows how by always challenging the status quo it has resulted in consistently increasing the overall robustness of the system. In particular, it shows how different validation techniques have been used to improve the practicality and appropriateness of long-term forecasting capabilities.

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.

Nine pavement and asset managers from the United States participated in the International Scan on Managing Pavements and Monitoring Performance. The scan team sought input on processes for implementing sustainable performance-based programs; effective communication methods for garnering upper management and legislative support; agency cultures that support performance-based programs; and techniques, tools, analyses, and reporting that support performance-based management. The team traveled to New Zealand, Australia, Sweden, the Netherlands, and England and gathered information from 14 agencies. The agencies selected for consultation had experience with managing their pavement networks under constrained budgets. Although the initial focus of the scan was on pavement management, the team found that some of the agencies conducted pavement management within an asset management framework. The findings are thus equally applicable to assets other than pavements. The key findings are (a) agency culture supports a long-term view toward managing pavements, (b) elected officials understand their responsibilities as stewards of public funds, (c) the road network is managed as a service provided to the traveling public, (d) agency priorities are known and agency personnel are held accountable for their actions, (e) the agencies recognize the importance of building internal capacity and capabilities, and (f) efficiency and value drive program delivery approaches. The scan team selected four implementation strategies for moving scan findings into practice: communicating scan findings, developing guidelines for asset management plans and long-term financial plans, encouraging use of recurring program assessments, and developing agency capabilities in the areas of engineering, contract administration, economics, and accounting.

Le xington, in central Kentucky, is the second largest city in the state. Local government is by a mayor and council of elected representatives from twelve districts and three at-large representatives. The Department of Public Works headed by a Commissioner, who reports to the mayor and city-county council, administers the streets and roads system. The street and road network in Lexington consists of approximately 720 centerline miles. Approximately 100 miles are rural in nature and 620 miles are urban. Approximately 95 percent are bituminous surfaced roads; a majority of the remainder is constructed of portland cement concrete. Increasing costs for constructing and maintaining the street and road network was a stimulus to implement a systematic pavement and road surface management system. Available alternatives were reviewed, and it was decided to maximize in-house resources of the Lexington-Fayette Urban County Government. Meetings with public works officials were used to establish criteria for implementation of a management program: (a) program for visual condition survey of pavements, (b) procedure(s) to determine structural deficiencies for critical pavements identified in the visual condition survey, and (c) utilization of the above information to estimate rehabilitation strategies and their associated costs. The paper describes and documents three phases of implementation of a pavement and road surface management system. Phase I included development of a system­ wide inventory of pavements and a pavement condition rating system for both flexible and rigid pavements. Phase II dealt with the modifications to a microcomputer program to process pavement condition ratings for ranking pavements on the basis of need and also to estimate pavement maintenance and rehabilitation costs. Phase III included administrative and training activities necessary for implementation of the pavement management program. Training generally addressed three areas: (1) collection of pavement condition and distress information, (2) operation of the microcomputer program for data processing and analyses, and (3) interpretation and utilization of results of the analyses, Finally, the paper describes current research and development relating to refinements and modifications for the Lexington situation.

Development of a Building Information Modelling Asset (BIMAsset) value realisation model

Pavements constructed for the purpose of meeting the demand of highways which were emerged with the improving technological developments increased. And consequently, more resources were demanded to be directed to pavement maintenance and rehabilitation. Hereby, the concept of pavement management emerged. Although project-level analyses were found adequate previously, network-level evaluations were needed in order to do detailed planning as a result of resource allocation and transfer problems that were emerged later. Therefore, pavement management system has become compulsory for all pavements to be controlled together. In this framework, programming is needed in order to schedule maintenance–rehabilitation and develop costs with respect to budget. In the study carried out, a mode was developed in order to program the routine network maintenance activities in terms of Pavement Maintenance and Management Systems, and it was concluded that this problem can be solved through ant colony, using Visual Basic.

The purpose of this paper is to explain the mutually supportive relationship between building information modelling (BIM) and asset management. In doing so, it will enhance the ability of infrastructure owners and their suppliers to develop and implement processes, tools and collaborative working practices that optimise infrastructure asset costs and performance over the entire life cycle of assets. The paper has been produced to help mitigate the danger of treating BIM and asset management as isolated practices; reinforce the need to consider BIM implementation in the context of wider asset management policies, practices and systems and vice versa; and maximise the benefits from investments being made in the development and implementation of BIM and asset management. Asset management and BIM knowledge activities and standards have emerged in the UK construction industry as more or less parallel initiatives and have been crystallised in standards such as BS PAS 55 (Asset management – Specifications for the optimized management of physical assets) and the soon-to-be-published ISO 55000 and PAS1192-2 (Specification for information management for the capital/delivery phase of construction projects using building information modelling), respectively. This paper explains the relationship between these two disciplines and why they must be considered together if the full benefits of each are to be realised for both the asset owner and its service providers.

The railway as a complete system is a collection of assets working collectively to deliver the desired functionality. Asset Management is primarily concerned with ensuring optimum performance of the railway system by lifecycle management of the assets. While the concept of asset management is fairly well understood, the diversity and age of assets types on the UK railways create significant challenges to engineers responsible for the management of the railway system. Signalling and control systems have a significant safety and performance impact on the operation of the railway; therefore it is essential for a business led railway that the management of signalling assets is a core activity. In practice the railway industry and signalling engineers have been carrying out asset management activities and processes without the term necessarily being applied to the tasks being undertaken. Asset management is therefore not a new idea but a term to recognize good management process of which engineering is a major element. This paper is intended to give an overview of asset management of the signalling and control systems as presently undertaken by Network Rail.

An integrated decision support system for building asset management based on BIM and Work Breakdown Structure

The focus of the transportation industry, in both the public and private sectors, has slowly been changing from construction and expansion to that of preservation, as a result of various factors. Private-sector industries have made strides in asset management that could be beneficial to the public sector. Private-sector asset management principles and concepts that would form an integral part of any asset management program employed by state transportation agencies and that are transferable to the public sector, especially state departments of transportation, are identified. An overview of best practices in asset management in the private sector is presented. Thus, lessons learned are identified based on a synthesis of case studies. The analysis has been done by carefully examining asset management practices of seven near-transportation private-sector companies. Included are case studies from two railroads, two airlines, two energy companies, and one railcar leasing company. The case studies highlight the need for communication, tools, and education as well as an information technology foundation from which asset management can be practiced effectively.

Asset management refers to the cost-effective process of developing, operating, maintaining, and selling assets. The term asset management is most used in finance to refer to individuals or companies that manage assets on behalf of other individuals or entities. Asset management will be difficult if done manually and not well structured. Currently, there are already several asset management applications in Indonesia. However, some applications are still insufficient to meet user needs. An asset management application has been created that tries to overcome the difficulties of the asset management process. This asset management application is built using Spring Webflux for backend services, which implement reactive programming and Angular.js framework for frontend services. The development goal is to simplify and optimize users in performing asset management (asset management, maintenance, and other processes) so that the benefits obtained are the asset management process carried out by the user to be more optimal. Asset Management System has succeeded in reducing the time required to perform asset management by an average of 66.11%.