Below is the uncorrected machine-read text of this chapter, intended to provide our own search engines and external engines with highly rich, chapter-representative searchable text of each book. Because it is UNCORRECTED material, please consider the following text as a useful but insufficient proxy for the authoritative book pages.
Case Studies 49 A challenge for longevity of the project may be maintaining the leadershipâs dedication to the project through future transitions. A group of asset management leaders will need to be estab- lished to carry on the program. Standards Implementation GTAA is implementing and embracing the concepts of the asset management standards ISO 55000 and PAS 55; however, it is not looking to be certified in it. Additionally, the airport is certified in environmental management standards ISO 14001. The asset management program started within the facilities business unit and then was implemented throughout the airport. Key Performance Indicators KPIs were established at GTAAâs leadership and used in the underlying business units. By adopting these KPIs at the leadership level, GTAA ensures alignment throughout the organization with a focus on performance goals. GTAAâs vision, goals, values, and behaviors are presented in Figure 8-1. Asset Management Governance To achieve these benefits from Maximo, GTAA established a governance model in 2013 (Figure 8-2). The governance model integrates the functions at both the land (terminals) and air sides (aviation). The governance model is divided into two parts: ⢠Asset management board ⢠Maintenance improvement teams (MITs) This model makes sure that there is continuous communication between the different business units. Additionally, this model gets people on board and drives the efficiency in implementation. Source: GTAA Figure 8-1. GTAAâs vision, goals, values, and behaviors.
50 Guidebook for Considering Life-Cycle Costs in airport asset procurement Figures 8-2, 8-3, 8-4, and 8-5 illustrate the aviation and terminals asset management boards and the maintenance improvement teams. The governance model includes maintenance improvement team members and supervisors from different fields. The team members perform the following duties: ⢠Look at the performance on a monthly basis ⢠Document what they have done and how they can improve it Source: GTAA Figure 8-2. Relationship between the asset management board and maintenance improvement teams. Source: GTAA Figure 8-3. Aviation asset management board.
Case Studies 51 Source: GTAA Figure 8-4. Terminals asset management board. Source: GTAA Figure 8-5. Maintenance improvement team.
52 Guidebook for Considering Life-Cycle Costs in airport asset procurement Figures 8-6 through 8-10 present various performance metrics that were measured at GTAA during December 2015. Figure 8-6 presents the key performance metrics and their performance; Figure 8-7 presents the preventive maintenance compliance performance metric; Figure 8-8 pre- sents the baggage performance metric; Figure 8-9 presents the passenger boarding bridges (PBB) performance metric; and Figure 8-10 presents the people-moving devices (PMD) performance metric. Figure 8-11 shows the calculations equations for these metrics. Total Cost of Ownership GTAA implements TCO in its procurement processes. TCO has been in place since 1999/2000 and is mainly used for key large assets that move people such as elevators, escalators, automated people movers, transportation systems, and baggage-handling systems. The development of the TCO process was across the airport organizational business units, including executive management, finance, planning, engineering, facilities, and IT. The execu- tive management team was the main driver for TCO and provided the needed support to make it happen. During the initial TCO implementation phase, some barriers were from operations; however, through communication and joint collaboration, these issues were overcome. TCO currently resides in facilities, engineering, and IT; however, every business unit has a seat at the table and collaborates with one another. This cross-collaboration ensures the sharing of *Jams: Baggage unable to move due to being stuck **PBB: Passenger Boarding Bridges ***HSW: High Speed Walk; FEM: Alias of specific unit. Source: GTAA ** *** * Figure 8-6. Key performance metrics during December 2015.