Driving Strategic Transformation with Maximo at Sydney Airport
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Sydney Airport's experience in taking Maximo to a key driver for asset, process and contractor performance and strategic decision making.
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Driving Strategic Transformation with Maximo at Sydney Airport
- 1. Graeme Sharp CEO Asia/Pacific, BPD Zenith Driving Strategic Transformation with Maximo Sydney Airport’s experience in taking Maximo to a key driver for asset, process and contractor performance and strategic decision making. 3 October 2016 v8
- 2. Agenda • The situation in 2012 • What we’ve achieved so far • Integrated managed FM business solution • What’s next for Sydney Airport?
- 3. Sydney (Kingsford Smith) Airport Operating out of Sydney, Australia, this is the world's oldest international airport. • Australia’s busiest airport • Three passenger terminals • Seven cargo terminals controlled by five cargo terminal operators • Revenues of AUS$1.2B
- 4. Key Outcomes >50% reduction in Aerobridges breakdowns >18% reduction in HVAC breakdowns Reduction in Operational Delays Reduction of PM Backlog Reduction in Costs Increases in Passenger Satisfaction
- 5. The Situation in 2012 In the early 2000’s, Sydney Airport had consolidated its maintenance under one single ‘management’ provider: • Responsible for directly delivering services, managing sub-contractors and data management • Provider had deep experience in FM but not with the specialised assets of the Airport • Reduced of focus on asset condition • A refocus on asset improvement was required by contract end
- 6. New Approach Sydney Airport recognised the need to invest in its assets and retain ownership and knowledge of them. • A strategic review process recommended a number of changes: • Direct engagement of specialist contractors to deliver services • Establishment of a small internal team for assets and service contracts • A program of investment to improve asset standards • Requirement to implement an Integrated managed FM business solution to drive efficiency and provide financial and service insights
- 7. Challenges with the Incumbent System The reasons for change: 1. Business 2. Human 3. Technology Business Goals Human Challenges Technology Enablers
- 8. Business The system had become challenged in meeting the evolving needs of the business: No formalised frameworks for managing the performance of assets, contractors or processes Financial information was not available at the asset level Reporting and analysis were inadequate Data integrity represented a significant challenge: Asset data was inconsistent in its availability, completeness and structure Data was poorly structured
- 9. Human Processes were largely manual and not well defined or documented: Service requests created directly into the Works Management System (using Maximo) Non-FM calls variously handled or redirected A service request resulted in manually assigning a work order Manual paper-based work order processing People had stopped utilising the system as it's organic growth had left it difficult to use: Generations of users Workflow not being used The systems had become “full of S#!T data”
- 10. Technology Responsibilities for the systems were unclear: Multiple parties shared responsibility for; - The provision and operation of the FM systems - Operational support - Performance management and continual improvement There was a lack of co-ordinated Continual Improvement of the systems and processes: • On-going development of Maximo had been minimal • Small system changes had been ad-hoc
- 11. What's Been Achieved • Increases in Asset Availability: • >50% reduction in Aerobridges breakdowns pa • >18% reduction in HVAC breakdowns • Increases in Responsiveness of FM Service Contractors • As a result of more accurate and timely reporting • Reduction in Operational Delays • Increases in Passenger Satisfaction • Reduction of Preventative Maintenance Backlog • Improved Data Integrity and Process Efficiency: • Expanded usage of solution • Greater reliance of Information Based management • Reduction in costs • Timely and accurate information helps provide insights and inform Strategic Decision Making
- 12. Solution Objectives A new set of FM Business System objectives were developed as part of a market tender: 1. Full Ownership and accountability for the solution 2. Data integrity and accuracy 3. Build the asset knowledge 4. Flexible for future changes – agile design 5. Performance management – support the management of contractors and assets 6. Insightful reporting and analytics to help the team make better decisions 7. Access to best practice and provide industry wide feedback on what can be done better Evaluate Automate Optimise
- 13. Contractor support Finding the Business Solution CallHandling ITSystems FMOps Support Other Stakeholders End-to-End Accountability Sydney Airport conducted a market tender involving a range of system providers. unitiFM was awarded the work Played an active role in developing the business process that would define the ‘solution’ The initial project included: Developing and documenting work processes Helping to refine maintenance programs Developing data structures, naming conventions and workflows 24/7 Call Handling service New instance of Maximo was configured
- 14. ServiceArea&UserBase System Expansion unitiFM’s expertise has been utilised across a range of core (Mx based) and related areas: Service Areas were prioritised and grouped into implementation phases Robust consultation, on the job training and support ensured a smooth transition Differing Service Areas were aligned and implemented consistently Q1 Q2 Q3 Q4 Q5 Q6 Q7 Q8 • HVAC • Aerobridges • Fire • Lifts • General Building • Non-FM Services • HVAC • Aerobridges • Fire • Lifts • General Building • HVAC • Aerobridges • Fire • Lifts • General Building • Aeronautical Ground Lighting • Car 2 • High Voltage • Water Treatment Plant • SCADA • Aeronautical Ground Lighting • Car 2 • High Voltage • Water Treatment Plant • SCADA • Grounds Maintenance • Project Compliance • Property Services • Terminal Presentation
- 15. On-going Management unitiFM provide a range of ongoing services: Staff imbedded in the team: • Work Co-ordination • Data Quality Control • Systems Administration Call Centre service • 24/7 team with supporting, integrated systems System hosting (via MaxiCloud) Full ownership and accountability • All services, support, improvements and innovations driven by unitiFM – simple for the client Continual improvement • Key aspect to keeping the solution relevant in a changing environment One stop shop • Nobody else to blame! Performance Management Managed FM Systems FM Hub Contact Centre, Works/Data Co-ordination Solution Development Maximo, XRM, iBIM
- 16. Sydney Airport Airport Stakeholder Groups Managed FM Business Solution SystemsInfrastructure& ServicesTeam AIRPORTS OperationsTeamsProjectCompliance Terminal PresentationTeam FM Hub Contact Centre ESB Business Continuity Notification smartNOTIFY Reporting COGNOS smartINSIGHTS Field Audit smartAUDIT xRM smartQUESTION Sydney Airport Corporate System Corporate Maximo • IT • FIDS • Security • Baggage • Cameras • eDirectory • Phone • Printers • SACS • Car Parks Oracle Financials FM Service Contractor Systems Other • General • Cleaning • T3 AMS FM Hub Support Data Curation & Analysis FM Service Contractors Maximo 7.6
- 17. What’s Next Continuing to leverage and expand the established systems and data foundations. Leverage Analytics & Watson Expand Mobility IoT & Data Integration Maximo Analytics & Watson Mobility GISiBIM IoT & Data Integration
- 18. Meet the evolving business needs of Sydney Airport Improve data integrity for reporting and analysis Retain ownership and knowledge of assets Solutions provider with experience in specialised assets of the Airport Heavily manual paper-based processes Lack of resources to manage the system Managed FM Business Solution BPD Zenith MaxiCloud for Airports (200 users) IBM Maximo Asset Management V7.6 Integration to SCADA and Financial Systems Contract Management System Vehicle Towing Charges Application Cognos BI Reporting Level 2 Support Reduction in breakdowns of critical assets Increase in responsiveness of FM Service Contractors Reduction in operational delays Increases in passenger satisfaction Reduction of PM backlog Improved data integrity and process efficiency Reduction in IT costs Challenges Solution Benefits Summary
- 19. Questions Blaine Powell Business Development, UK M: +44 7711 184546 E: blaine.powell@bpdzenith.com Graeme Sharp CEO, Asia/Pacific M: +61 438 148 663 E: graeme.sharp@bpdzenith.com www.maxicloud.co www.bpdzenith.com www.unitifm.com.au
Notes de l'éditeur
- Operating out of Sydney, Australia, this is the world's oldest international airport. It is Australia’s busiest airport, with around 40 million passengers each year (similar in size to Gatwick and Munich). There are three passenger terminals, two which are for domestic travel and one for international. There are seven cargo terminals controlled by five cargo terminal operators. Approximately 80% of freight is carried in the holds of passenger aircraft with the remainder transported in dedicated freight aircraft. Revenues are AUS$1.2B, with more than half coming from non-Aeronautical sources (car parking, retail, dining etc.)
- In the early 2000’s, Sydney Airport had consolidated its maintenance under one single ‘management’ provider. This had been done to reduce complexity and was in contrast to the long-standing ‘fully in-house’ model that had existed for some time This provider was responsible for Directly delivering services such as building repairs, electrical maintenance and plumbing services Managing sub-contractors for specialist repairs, such as Aerobridges, HV networks and SCADA Data management/ entry of works into the Airport’s Maximo system In addition, the Airport had its own, on site team who provided 24/7 coverage for emergency response and first attendance Opportunities were identified during the end-of-contract review process. The contract had initially provided a number of service improvements to the Airport as the provider had a highly experienced team establish the working relationship However, with little experience in the specialised assets of the Airport (Aerobridges, HV networks, etc.), there was a reduced of focus on asset condition This FM provider had deep experience in high rise buildings and the common assets seen in these environments They relied heavily on advice to their sub-contractors As the end of the contract drew closer, there was recognition by all parties that a change was needed and a refocus on asset improvement was required
- A new approach was established as part of the strategic review Recognising the need to invest in its assets and that retaining ownership and knowledge of these assets was critical, a strategic review process was commenced The review recommended a number of changes: Direct engagement of a number of specialist contractors to deliver services Establishment of a small internal team to take responsibility for assets and the service contracts A program of investment to improve asset standards Key to the recommendations was the requirement to implement an integrated managed FM business solution Rather than just a new ‘IT system’, what was needed was a ‘solution’ The incumbent system was not seen as being the right tool to provide the support and information to drive efficiency and provide financial and service insights
- Business The system had become challenged in meeting the evolving Business needs of the organisation. There was not a formalised framework for managing the performance of: Assets, the new FM Service Contractors, or the supporting processes. Financial information was not available at the asset level Reporting and analysis were inadequate to support strategic decision making While key Assets were well understood, and progress had been made in other areas, data integrity represented a significant challenge. Asset data was inconsistent in its availability, completeness and structure In some cases Asset information was not available, in other cases the Asset detail was tracked at too low a level making it difficult to maintain Data was poorly structured It was evident that many taxonomy schemes had organically evolved over time, making it difficult and inconsistent to locate Asset information There were inconsistent naming conventions Data quality was unreliable, incomplete and not timely Asset data was inconsistent in its availability, completeness and structure. In some cases Assets information was not available, in other cases the Asset detail was tracked at too low a level making it difficult to maintain. It was evident that many taxonomy schemes had organically evolved over time, making it difficult and inconsistent to locate Asset information. Likewise, naming conventions were also inconsistent.
- Human Processes were largely manual and not well defined or documented. The call centre took calls from a range of airport stakeholders and created service requests directly into the works management system (using Maximo). Non-FM calls were variously handled or redirected. This process was not scripted. A service request resulted in Sydney Airport’s FM first response team evaluating the request and, where required, creating a work order and manually assigning it to an FM Service Contractor for quotation and/or rectification. Heavily Manual Paper Based Work Order Processing: Work Orders were printed by either the primary FM Service Contractor or the Sydney Airport Maximo co-ordinators and distributed to the FM Service Contractors for completion. Physically updated work orders were returned to either the current primary FM Service Contractor or the Sydney Airport Maximo co-ordinators for the information to be manually keyed into Maximo. People had stopped utilising the system as it's organic growth had left it difficult to use. Assets/Locations were difficult to find as each generation of users had their own way of structuring and naming items. Workflow not being used, as it did not reflect the real-world evolution of work practices. The systems had become “full of S#!T data” (according to the on-site team!)
- Technology Responsibilities for the systems were unclear. There were multiple parties who shared responsibility for; The provision and operation of the FM systems (primary FM Service Contractor, Sydney Airport IT, contracted Maximo support provider) Operational support (call centre, Maximo co-ordinators) and Performance management and continual improvement (primary FM Service Contractor, Sydney Airport IT) There was a lack of co-ordinated Continual Improvement of the systems and processes. On-going development of the application of Maximo had been minimal Small system changes had been ad-hoc As a result: Changes were slow and costly to implement, as the systems had become convoluted Changes in management processes were not reflected in workflows The complexity of the Maximo database design made it difficult to use for its basic functions but also meant its asset management, tracking and performance review functionality was not being utilised The organic growth of the system had led to poor system extensibility and flexibility The system had not kept pace with Maximo releases
- Sydney Airport’s journey to improve asset standards and service response has seen: Increases in Asset Availability such as: Aerobridges (>50% reduction in breakdowns pa) HVAC (>18% reduction in breakdowns) Increases in Responsiveness of FM Service Contractors As a result of more accurate and timely reporting Reduction in Operational Delays, eg Aerobridges Increases in Passenger Satisfaction Independent surveys showing satisfaction with Terminal ‘look and feel’ items Reduction of Preventative Maintenance Backlog As a result of better integrated and timely reporting Improved Data Integrity and Process Efficiency has led to: Expanded usage of the Managed FM Business Solution Greater reliance of Information Based management Reduction in costs Timely and Accurate Information helps provide Insights and Inform Strategic Decision Making
- unitiFM was awarded the work and engaged to support and lead the development of the ‘business solution’ Unlike most engagements, it was expected that the team play an active role in developing the business process that would define the full ‘solution’ The initial project included Developing and documenting work processes (job management, financial approvals etc.) Helping to refine maintenance programs Determining the best data structures, naming conventions and workflows to suit the business needs for the future While the full requirements were being designed the team took over operational control of the “as is” systems, including providing 24/7 call-handling services Finally, with the business needs designed and understood, a new instance of Maximo was configured and additional intelligent support systems were commissioned
- Broadening the Service Areas and expanding the User-base in a controlled manner based on successful outcomes.
- Continuing to leverage and expand the established systems and data foundations. Leverage Analytics & Watson Expand Work Centre and Dashboards to further support management of Asset Performance and Data Quality Evolve Preventative Maintenance to Predictive Management Provide Insights into what we don’t know we don’t know Expand Mobility Enhance process efficiency, transparency and responsiveness IoT & Data Integration Further Integrate Contractors’ to provide near real-time information Integrate BMS data to enhance Asset Health visibility Integrate Energy Management Evolve Corrective Maintenance to Dynamic Responsive Maintenance