Intended to provide our own search engines and external engines with highly rich, chapter-representative searchable text on the opening pages of each chapter. Because it is UNCORRECTED material, please consider the following text as a useful but insufficient proxy for the authoritative book pages.
Do not use for reproduction, copying, pasting, or reading; exclusively for search engines.
OCR for page 46
46 Integrating Airport Information Systems yearly budgets), recurrent training requirements, and license currency (of elevators, escala- tors, fire extinguishers), to name a few. Software applications exist that can combine not only the facility maintenance activities, but also those of materials management (supply) and fleet maintenance. At larger airports, the Facility Maintenance division is directed through a Maintenance Control Center. Using a work order system, this group can establish priorities, track work in progress, allocate material costs and labor to appropriate cost centers, and schedule work to be performed. Many application software products exist that automate these business-critical elements to handle what at any given time can be as many as 1,500 work requests in various stages of planning, execution, and inspection. This division is responsible to appropriately code work requests that ultimately feed into the airport's cost accounting system and rates and charges calculations. Additionally, preventive maintenance is essential in any good main- tenance program. This requires the extraction from manufacturer's specifications of all required maintenance tasks for equipment owned by the airport, with inspections and repairs completed on a scheduled basis. Generally, the rolling stock used by the airport, as well as certain stationary equipment such as electrical generators, are the responsibility of a Fleet Maintenance division. Management might use fleet maintenance application software that can track in-commission rates, original cost of acquisition, recommended preventive maintenance schedules, fleet replacement pro- grams, and estimated times required to perform types of repair. Supervisors can determine from these systems not only the status of the equipment, but also how efficiently staff is performing their duties. The responsibility to requisition, receive, code, value, store, issue, and replace parts and materials is frequently assigned to a separate Materials Management division. Working with the other Maintenance divisions, items expensed out of supply ultimately show up in cost account- ing systems and in the rates and charges calculation. The Materials Management division tracks its own activities and works closely with Maintenance Control in planning a mainte- nance project, ordering material, and storing materials received until the project is scheduled to occur. Significant Metrics from Maintenance Business-Critical Information Facility Maintenance uses numerous metrics to manage their areas of responsibility. Such metrics might include ratios regarding budget to actual in the area of salaries, energy con- sumption, contract services, and overtime. This division has high exposure regarding accident rates and will, therefore, monitor injury rates by classification, as well as workers compensa- tion claim trends. Utility consumption lends itself to the development of metrics to suggest the efficiency of the division's energy conservation program. Such metrics might include nat- ural gas, electricity, and water consumed per square foot of building space. Also of interest is comparison of water usage by month and by year related to irrigation on the airport. Finally, benchmarking custodial service cost per square foot of space maintained can indicate the effi- ciency of the program and might drive the decision to contract out parts of the work to more efficient operators. Because Maintenance Control plans, schedules, and allocates limited resources and tracks and ensures the quality of completed work, metrics are used to help achieve these ends. Time for completion of work orders, labor hours expended by skill set, time to respond to high- priority repairs, and costs associated with performed work are examples of information crit- ical to the operation of the airport. Many airports use a form of telemetry or hardwiring to