1、 Sjfstems American Association of State Highway and Transportation Officials American Association of State Highway and Transportation Officials 444 North Capitol Street, NW, Suite 249 Washington, DC 20001 202-624-5800 phone/202-624-580G fax www. transportation.org O 2005 by the American Association
2、of State Highway and Transportation Officials. All rights reserved. Duplication is a violation of applicable law. ISBN: 1-5UO51-267-9 Publication Code: MMS-1 EXECUTIVE COMMITTEE 2004-2005 Voting Members Officers: President: Jack Lettiere, New Jersey Vice President: Vacant Secretary-Treasurer: Larry
3、M. King, Pennsylvania Regional Representatives: REGION I: Allen Biehler, Pennsylvania, One-Year Term Dan Tangherlini, District of Columbia, Two-Year Term REGION II: Fernando Fagundo, Puerto Rico, One-Year Term Harold Linnenkohl, Georgia, Two-Year Term REGION III: Gloria Jeff, Michigan, One-Year Term
4、 Frank Busalacchi, Wisconsin, Two-Year Term REGION IV: Tom Norton, Colorado, One-Year Term David Sprynczynatyk, North Dakota, Two-Year Term Nonvoting Members Immediate Past President: John R. Njord, Utah AASHTO Executive Director: John Horsley, Washington, DC iii State Member Alabama Alaska Arizona
5、Arkansas California Colorado Connecticut Delaware District of Columbia Florida Georgia Hawaii Idaho Illinois Indiana Iowa Kansas Kentucky Louisiana Maine Maryland Michigan Minnesota Mississippi Mi s s o u r i Montana Nebraska Nevada New Hampshire New Jersey New Mexico New York HIGHWAY SUBCOMMITTEE O
6、N MAINTENANCE 2004-2005 Chair: Carlos Braceras, Utah Vice Chair: Mark R. Wikelius, Minnesota Secretary: James B. Sorenson, FHWA Liaison: Ken Kobetsky, AASHTO Ray D. Bass G. Mike Harper John E. Lorentson, P.E. Frank T. Richards James Dorre Lonnie Hendrix Leonard Hall Ralph J. Hall Randell H. Iwasaki
7、Steve Takigawa Wayne Lupton Thomas E. Norton Craig Siracusa Charles A. Drda Robert P. Mongillo Maria Fantini Charles R. Lightfoot, Jr. Jeffrey S. Reed Robert Marsili, Jr. Sharon E. Holmes, P.E. Charles Law, P.E. Bryant Poole Martin Okabe Kelly Lee Sato Dave Jones Joseph S. Hill Mike Bowman Lee A. Wi
8、lkinson Dean M. Testa Jaci S. Vogel, P.E. Amos Hubbard, Jr. Charles A. Knowles Karl J. Finch Gill M. Gautreau William H. Temple, P.E. Brian T. Burne Michael E. Burns Marc H. Guimont Russell A. Yurek Calvin Roberts Curt Gobeli Mark C. McConnell John D. Vance Donald Hillis, P.E. John Blacker Lester D.
9、 ODonnell, P.E. Rod Johnson Frank G. Taylor Edward S. Welch Chester J. Lyszczek Ernest D. Archuleta Dennis Ortiz Gary R. McVoy, Ph.D. Peter Weykamp North Carolina North Dakota Ohio Oklahoma Oregon Pennsylvania Puerto Rico South Carolina South Dakota Tennessee Texas Utah Vermont Virginia Washington W
10、est Virginia Wisconsin Wyoming Jennifer Brandenburg Lacy D. Love, P.E. Jerome L. Horner Michael A. McColeman Keith C. Swearingen Tony Vogel Kevin S. Bloss John M. Fuller Doug Tindai James S. Moretz, P.E. Robert M. Peda Donald E Wise Luis Trinidad James J. Feda Michael Durick John Forman Rod Boehm Ge
11、rald Gregory Joe Holt Joe S. Graff Zane L. Webb Richard Clarke Paul E. Corti David C. Dill Quintin D. Elliott Erle W. Potter Robert “Chris” Christopher, P.E Gummada Murthy Julian W. Ware, P.E. John Kinar Thomas R. Lorfeld, P.E. David I. Vieth Ken L. Shultz, P.E. Associate Member-Federal USDA Forest
12、Service John W. Bell Associate Member-International Alberta Nick Bucyk British Columbia Rodney Chapman New Brunswick Henry Palmer Nova Scotia Martin J. Delaney Ontario Shael E. Gwartz, P.E. Saskatchewan Josh Safronetz Other TRB Amir N. Hanna Frank Lisle iV Table of Contents Executive Summary . 1 Cha
13、pter 1: Introduction . 3 Chapter 2: Maintenance Management Principles 7 Chapter 3: A Framework for MMS Implementation . 13 Chapter 4 Elements of an MMS 21 Chapter 5: Integrating MMS with Other Systems . 37 Chapter 6 State of the Practice and Evolving Technologies . 43 Glossary 49 V Executive 5 um ma
14、 ry Transportation managers are constantly challenged to improve services, save money, and meet ever-increasing customer expectations. Meeting these challenges is not easy. With an aged transportation system, many highway agencies find that maintenance needs exceed avail- able funding. In the expand
15、ing information culture, citizens want to know how their road user taxes are being used and rightfully expect to have their demands considered. Each year, traffic volumes continue to increase. At a time when maintenance programs should be growing to meet increased demands, tight budgets and politica
16、l pressure to trim government funds are working toward the opposite effect. Maintenance managers must have the tools to meet these Challenges effectively. Within the past five years, a sea change in management thinking has occurred. New business processes for setting performance targets and measurin
17、g outcomes have emerged. Better tech- niques for obtaining customer input and linking customer expectations to work effort and budgets have been developed. Maintenance quality rating systems provide managers with data to evaluate system performance. Technologies have continued to improve, and they h
18、ave become more affordable. In light of these new developments, a number of state highway agencies have under- taken major initiatives to implement new and improved maintenance management systems (MMS). A comprehensive MMS can help managers at all organizational levels meet the growing challenges. M
19、ajor benefits that can be attained with MMS include the following: Maintenance quality rating systems help define asset conditions, maintenance levels of service, and program outcomes in customer-oriented terms. With limited budgets, managers can decide between competing needs. MMS can help managers
20、 conduct trade-off analysis to determine the maximum benefits attainable with available funding. Using customer input data, MMS can link customer expectations with desired out- comes and results. Applying performance-based budgeting techniques, MMS can link desired outcomes to resource and budget ne
21、eds. Using “what if” analysis, managers can assess the consequences of shifting funds between competing program objectives. Implementing MMS requires a transportation agency to make a major commitment in new technologies, business process reengineering, and training. A new MMS initiative requires th
22、e agencys time, money, and energy. Each agency will need to determine the 1 Guidelines for Maintenance Management Systems type of system that best fits its needs, management style, and culture. With an up-front effort to identify the type of MMS needed, the agency can compare the cost to implement M
23、MS with the expected benefits and paybacks. This guide is intended to help managers understand the key components and elements of a modern MMS, one that will help meet the maintenance challenges of the 21st century. Prop- erly designed and implemented, a modern MMS will help transportation agencies
24、accom- plish the following: Improve customer service Increase maintenance efficiencies Maintain highway assets at the overall lowest life-cycle cost. 2 Chapter Il Introduction Managing the nations highway and transportation system has become increasingly more important in recent decades. Completion
25、of the Interstate system, increasing demands for performance accountability, and the aging infrastructure have led to the need for a greater focus on maintenance. Responding to the increased demands, new maintenance manage- ment concepts, business practices, and technologies have emerged. This guide
26、 has been developed to help agencies assess their current situation, identify feasible improvement opportunities, and set a course for implementing an effective maintenance management system (MMS) in the 21st century. PURPOSE OFTHE GUIDE The term “maintenance management” refers to all of the actions
27、 that managers undertake in their daily responsibilities of overseeing the maintenance program. A “maintenance man- agement system” is the set of tools, technologies, and processes that help the managers make better decisions and manage more effectively. The basic objective of this guide is to provi
28、de a high-level vision for an effective MMS in todays environment. It is meant to help managers at all organizational levels understand how good management practices can benefit the agency. It outlines the key MMS principles, presents a framework for MMS implementation, and describes system features
29、 and inte- gration requirements. It discusses new and emerging technologies that can enable more effective and efficient maintenance operations. Since this is a high-level guide, it does not provide the details of each MMS element and technology application. The intent is to introduce the concepts a
30、nd features of a fully mod- ern MMS and describe how those features can be applied to every facet of maintenance management. The specific design of each MMS element and feature must fit the unique requirements of each agency. SCOPE OF MMS Operations and maintenance, OM, is distinguished from project
31、 planning and develop- ment because the infrastructure is already in place. The infrastructure life cycle is shown in Figure 1 on the next page. Certainly technical maintenance considerations should be an integral part of the planning and design processes. However, MMS focuses on keeping the infrast
32、ructure in optimum 3 Guidelines for Maintenance Manaaement Svstems Determine infrastructure needs. Design and build the safest, most economical, most environmen- tally friendly infrastructure. Operate and maintain the infrastructure as it was designed. Provide customer services. FIGURE 1. Infrastruc
33、ture Life Cycle condition after it is built and providing good customer service. In this respect, this guide does not address major projects such as pavement overlays and bridge reconstruction. These projects are more appropriately addressed with the aid of Pavement and Bridge Management Systems. (S
34、ee companion guides developed for these systems.) However, the need to inte- grate MMS with other infrastructure management systems is apparent, and this guide dis- cusses the need and importance of MMS integration. Fundamentally, MMS deals with managing the routine maintenance and operations of the
35、 transportation system. MMS provides managers with the business processes, manage- ment tools, and technologies to maintain a safe, efficient, and convenient transportation sys- tem over the life of the assets. This guide outlines the type of MMS that will help each agency achieve these goals. The g
36、uide promotes MMS as a management approach. As such, it focuses heavily on business process. Business process and technology should not be viewed as mutually exclu- sive endeavors. Rather they should be viewed in an iterative fashion so that maximum ben- efits can be achieved when business practices
37、 are re-engineered. INTENDED USERS Many levels of the organization will find this guide beneficial in deciding how to proceed with MMS. Table 1 shows how different organizational levels can use this guide. 4 Introduction TABLE 1. Users of the MMS Guide Senior Management Division/Program Managers Fie
38、ld Operations Managers IT and MMS Development Group Understand how MMS can improve service levels and reduce O that is, it deals with investment decisions across asset classes and programs. Both systems employ the same general management principles and contain elements for: Performance Objectives, A
39、sset Inventory, Condition Assessment, Investment Analysis, 9 Guidelines for Maintenance Management Systems Planning, Programming, and Budgeting, Program Implementation, and Performance Monitoring. At its full implementation, a modern MMS, as with asset management, deals with infra- structure managem
40、ent in a broader scope than traditional MMSs. Asset management cuts across planning, development, maintenance, and financial functions to conduct investment analysis and trade-off decisions, considering maintenance costs, mobility, and safety. Main- tenance management is a key element of asset manag
41、ement and deals with infrastructure that is already in place. A key distinction between asset management and maintenance management occurs at the customer service interface. Maintenance organizations provide many services that do not involve maintaining or preserving assets. Examples of such service
42、s include wild flower programs, courtesy patrols, and emergency response. Even though these activities have no direct link to maintaining or preserving assets, they provide a vital public service. The MMS allows agency managers to understand customer expectations for these services and make strategi
43、c trade-off decisions between asset preservation and service delivery. ROLE OF MAINTENANCE MANAGEMENT SYSTEMS MMSs will play a critical role in helping agencies function as high-performance organi- zations in the 21st century. MMS will fulfill this role by enabling agencies to better achieve the fol
44、lowing key objectives: Protect the public investment in transportation infrastructure, Deliver customer-oriented maintenance programs, Promote efficient use of resources, Improve maintenance service levels, Provide a safe, comfortable, and convenient highway system, and Determine budget levels neede
45、d to deliver desired levels of service. To accomplish these objectives, MMS cannot be an isolated stand-alone system. The large public expenditures for maintenance programs dictate a systematic and business-like approach in managing maintenance programs and services. Application of MMS principles re
46、quires integration with enterprise-wide management systems and programs. The role of MMS in the overall highway management process includes the following: Support decision makers at all organizational levels-senior management, budget deci- sion makers, and front-line operational managers; Assist man
47、agers in determining outcomes from various investment and funding scenarios; 10 Maintenance Manaqement Princitdes Optimize maintenance expenditures by developing annual work programs that achieve the highest Level of Service (LOS) within available funding; Manage resources at field and statewide lev
48、els based on adopted annual work pro- grams; Provide field managers with strategic and tactical tools to execute the maintenance program efficiently and deliver quality customer service; Provide managers at all levels with information to track results by geographic area, program area, and time perio
49、d; Provide trend analysis to assess the system performance over time; Interface with other agency management systems to share data and reduce agency- wide data collection, storage, and processing costs; and Provide performance and results data for agency reporting to the governor, legislature, and public. The high-performance transportation agency of the future will embrace customer service as the guiding principle for its maintenance program. MMS will provide the agency with the tools needed to link customer input with program objectives. 11 c r3
