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  • Activos Operativos

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    Carlos Guzman
    66 vues12 pages
    Establece las pautas estrategicas para GA

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    ACTIVOS OPERATIVOS

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    Establece las pautas estrategicas para GA

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    © All Rights Reserved
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    66 vues12 pages

    Activos Operativos

    Transféré par

    Carlos Guzman
    Establece las pautas estrategicas para GA

    Droits d'auteur :

    © All Rights Reserved
    Téléchargez comme PDF ou lisez en ligne sur Scribd
    Signaler comme contenu inapproprié
    sur 12
    3.2 Developing Operational Strategies and Plans Assets should he effectively utilised to meet the needs ofthe community ver th longterm. Good operational strategies «an mitigate risk and defer the need for aset renewals or upgrade works ‘Managing Asset Utilisation and Demand Sirategis for ensuring that ait ae wel-ulsed ncde cctv demand forecasting before creating new aes to ease att capacity and demand requirements re ‘matched (demand forecasting and axe cretion re Covered in Sections 2 and 3.4 especie) + msimising the ast ulation by sappy’ demand teanagement forename minimising wastage hugh tmarer propery scheduling or pipe leak detection (Section 32.2:and + management of caster demand, to reduce demand foroverutleed acts or vie vera (Section 3.23), for ciple igh in, repuain, elation ad ‘Customer demand management streeges might aim to reduce ‘veil demand andr shit demand int off-peak testo ‘reduce peak demands (which often driv set sig). (Section 324) Drivers fr implementing demand management strategies typically include: + the deferal of capital expenditure; + operational cost-fficienios + cavironmental constraints on resource use or sovial desire tobe greener “The decision to implement major programmes relating to cither ‘supply-side’ or demand-side’ management should consider the costs and benefits ofthe diferent options, The techniques covered in Section 3.1 canbe applied Emergency management. Sometimes here af uns events ata dssters that cause operational trate ta change to different mode. ‘These emergency respons sttegis are covered in Section 3215. Thsrateyes aim to minimise the dsuption oservies from events such ashy staff absences crcl ase aur or vvidespread diester Emergency response plans area critical part ofthe operations ‘manager's oe. The plans should clearly allocate oles, responsibilities, communication lines and response proritis as incidents evolve. Business continuity plans focus on understanding the ‘organisations eritical functions, and how to maintain service ‘continuity when thes functions or processes fal, In many countries, felines project ate being given high Prorty. These projects look a the vulnerability ofa nation’s “fein’ utilities toa range of hazards and identify methods to Improve resilience, Core and Advanced Demand Management Core AM organisations may have demand management rogramimes in place but they tend tbe more ad hoc and reactive with nite supporting benefit-cost analysis ‘Advanced organisations formally evaluate non-asse solutions nd demonstrate innovative thinking in all major dessions “Thiscontinuum is iustrate in Figure 3.2.1. Learning Objectives Atte end of this section, the ade should beable to: 1 Measure asst utilisation and identify opportunites to improve. 2.__dentfyappropriate'supply-sde’ and ‘demand-side! ‘management strategic, 3. Develop an emergency response plan ‘oof ers eden yy Seiten acinene eaured tase ey ot balsa reveals nage spre dope [oman tangent con mar ‘et plage Ulin s mean. forces pes dota cad soap papas {Gio Dona regent ea og {stegir Seaen mag St ‘ctatin masta rae emo stom patina gr asta e inpone feral obteb cathe inserts eso eae a tre sefeanees ataed aos a (ens create pga: ae Fenced seg beh cs rk or, Figo 32.1: Operations Management Maturity Index 3) 18 International Infrastructure Management Manual - 2011 © 3.2.1 Introduction ‘To operat existing asses to agroed levels of service ina cost effective manner requires consideration of options for meeting demand other than the conventional build more assets approach, Delaying the ned for new asets and additonal ‘capacity an provide significant economic and environmental benefits to a onganisation, Demand management strates (sometimes called 'non-asset solutions’ should consider and balance both supply-side and demand-side menses, Supply-sie measures foci on the analysand management of asset factors which result in capacity loss, suc as water losses in distribution systems du to leaks and breakages “These are covered in Section 3.22. DDemand-sde management considers how to influence and ‘manage customer demand, suchas through regulation, pricing ‘or incentives, and is covered in Section 3.2.3. ‘The need to consider demand management strategic is typically driven by one oF more f the follwing factors: + economic constraints —the affordability of infrastractare csvironmental constraints, such as limitations in water resources, degradation of waterways and ar quality or timate change impacts + regulatory requirements, fr example, a new water source permit may not be granted ifthe organisation does not have an effective demand management programme in place; onganisational deste demonstrate good corporate citizenship 1 major upgrade project isbeing considered to meet future demand (non-asse solutions should always be considered alongside proposed aset solutions): and social pressures such asthe impact of aset development fon commanity values “The focus of demand management strategies is usually to reduce peke demand or overall average demand. Peak demand {isthe major facto driving the ukimate capacity requirements ‘ofa network. Shifting demand to non-pe times can be done by for example, variable oad pricing to encourage motorists to travel at off;peak times, Reducing overall average demand seeks to modify both peak and base lows. This approach s applicable where there are conseants in resources (uch a electricity generation sources) financial guns to be made (suchas the noe to reduce operating cots) oF there san adverse environmental impact tobeaddresed. Fxamples of reducing average demand are water or energy conservation programmes and initiatives to encourage alternative means of transport to the private cat 3.2.2 _ Effective Asset Utilisation Consequences of Over and Under-Utilisation Effective asset utilisation sees to provide the maximum return ‘on funds invested in ase verutilisation can suse flue to achieve level of service due to asset“capacity failure, for example + water pressure is reduced om regular basis to below the necessary levels fr fit ighting or domestic use purposes; + falluee ofa road to handle dhe expected traffic, with resultant time delays + regular power cuts in urban arcs caused by overloading of substation equipments and + overcrowding in Issure facies, Underutilsation ofan asset also “apaciy fire and represents lack of demand fr the service the asset provides causing ales than cost-effective level of utilisation, Examples of under-uilsed ases are an office building that is partially ‘occupied due to the downsizing of staff numbers, or a depot sive that is dhe times bigger than the current store yard requirements ofthe organisation, Generally the aim should be to operate asses close to fll capacity most of the time, For example, the peak demand for an asset may only occur 10% ofthe time and catering for this peak may tie up considerable capital sources unnecesaily. In this ease, instead of having an asst hase capable of providing pesk demand services, it may be possible and more cost-effective to introduce operational changes to provide the service ina diferent way, However in some cases the customer may be prepared to Fund the addtional ost of providing for underused assexs dling normal operating times, in order to cater adequately for peak demand or emergency situations. Identifying an Effective Level of Asset Utilisation Measuring the asset utilisation “The method of messring ste ilstion wl be diferent foreach typeof eset group and some example are shown in “able 32.1 The measurement may be period or continuous kepening onthe ast erty or the measurement ality and cot Flow monitoring sites inthe network, at the abstroction site, ad leaving the Water reatment Pan. ycraulic modeling of pressures an flow ates Ticket sales fr tains and fei Occupany rates ang ss. rtendance numbers, alc counting ses. Transport modeling of trafic flows Table 3.21 Asse Ulisation Me surement Examples International infrastructure Management Manual - 2011 © 3) 19 Gathering and maintaining asset wtlsaton data is important. for being able to understand trends and predict future demand ‘Technology is constant improving with real-time information that provides more accurate and timely data for ‘the end wer The measurement proces should be continually reviewed to ensure itis providing the right information and to consider the availabilty of better technology to help understand utilisation tends (such as smart water metering). “Move information on demane forecasting and managing utilisation data is covered in: 1 deasrng and forecasting demand - Section 23. Collecting and managing data Section 2.4. ‘Assessing the appropriate level of asset utilisation In deciding whether the level of ase utilisation is optimal, consider whether the asset maybe over or under-tilsed. This assessment may be through: + observation (crowded or empty pools); ‘eustomer feedback; ‘benchmarking with what other agencies achieve (eg 9546 accupaney good”): legislative or regulatory requirements (suchas building ‘odes}sand comparison with levels of eervie (for example ae water pressures much higher than requited are return on Jnvestment or cost recovery rats high enough) Also consider whether there are large flatustions in demand (seasonal iuenal). Where there are large fluctuations the peak demand tends to drive capacity requirements and ‘therfore investment costs. Future demand trends should als he reviewed, to assess ‘whether the lack of demand or excess demand islikely 19 continue int the Fata, Reviewing the AM Strategy Some potential responses to under above include: 1 Should the asset be disposed o? Oris the low level of. vutlsaton considered acceptable Because the assets serving an important community service (suchas rural balls in remote areas)? ised ase identified 2. Isit appropriate to try and improve ase sation, such as through promotional activities, re-lcation close to demand areas, o refurbishment to improve attractiveness? 8. Can the asset can be used for alternative purposes in non ‘peak times, (such as schools halls hired out for private use at weekends)? Some potential responses to over-ulsed ass include supply-side and customer demand management techniques ‘coverad in Sections 32.3 and 32.4 respectively. Any significant programmes shouldbe evaluated using the formal decison techniques described in Section 3.1, 3.2.3. Supply-Side Demand Management “Thee are many sippy measures that on orgaiaton Can ansler io lnpow net ution sche 1. Ase slons pti set ation and ace pokes noe-pul demand (stato cote) 2 Operon at shtons opr rel nt Gass perms 4 ve oa pump sich ing) 5. Opentionl ast lution to rediceconsmption (os Tetge deeton, 4 Povdig tect es the dae (3 public trerpor end of pve mete vehi nthe ond congo Aring of rampesare rested Tite 322d Cost Seas 3 and 3 Lessconol | Vegetation clearances Load contro (ase Study 53) ensue capaci aval, Leakage [Leakage eduction by rehabitaton dour nd system survey. isiisaton ‘Table 3.2.2; samples of Supply Side Demand Management 3|20 International infrastructure Management Manual - 2011 © eee ee ral Pees es ret Ce eee SER) Renee rat ‘The Auand Harbour Bridge, New Zealand, hes opetted ‘moveable ne bare system since 1990. The orga iver for the barr wassaley a it acted as a physical barr betwen coposing tf, Decting te make the barler moveable provides another benefit by maximising the exiting harbour bridge apacty curing peak ‘ammue tines. Thelanes ae changed four times a day to increase the lane number inthe peak direction Gnofut of City ‘aed, for morning and evening peaks and also between peak hous. This system allows the asset over te New Zealand TFanspor Agency, to maximise the evting aset without new onstruction to mest today’s derand, The moveable lane barieris21 km in length and was the ist permanent moveste bare stem to operate ona major bridge inthe wri win t was insted in 1900. Ie was paced in 2009 with faster bai vanster machines and a ighty narrower bare This syst one of many New Zealand Tanspot ‘Agency’ leading edge management stateies to optimise operations and masmis capaci, Courtesy of Ne Zealand Tantport Agen References (314), (15), (316) rere mer eer) Tee erp as Cy Powero|s New Zealand's second largest elect and gas Resin on aptanee pes —| » Regure seo energy icin epnces nen = Ofipeat ait 1 Spread od and erble purchase at owe Ean = Pere energy ca = Reduce orsunpten aval a [Penang Sobstaion |= Promote of cer eregy | » Promote ges fo cocking and ea il Paris and] Relavon 7 Regulate ae placards | + Tapas se odie o Tacs we onTOTROTO Recreation sure pubic safety Teens > Recestonal Pacha Good and acesble aes encauens he whl comma toes a heathy ese ad edie obesity Fsion = Fre corm Taig» Anatees of god community ales promote A ewer webs and sors cbs Denard Ssiaon | * Fronts afenoire venues | + Porare oft venues nghbouring Coons pat venoes creel festa soread use at peck es Wastewater | Repoton > Tae wate one Derelpnent andmplenetaton of rade vaste Bou To conval discharge fom ndises wens + Wesenater art > Nlune Ese wast caring ens Oe pe wala + Universal water meting theastamer a save waxenater * Unive ater metering ercouges the stoma dec to save wot wh use pos ghlosoph ean = Falicedoaan an awa] * Brochures and neers i cstones on aly pale ars rier the nateater, ad ilegal ornate comecions newt + Pration of dul sh tits n brochures and wastes + ficient appances TemandSibsiaioa | * Ponot decenvasai apts | » Pomoto of aanave watever enon sich aa cau ln wate tot and composing ole Seormwater | Reiovon + Dein senda Technica pace rote and code of races + Paming contd + Plonin ana to promo sstinatle maragaent it the rerio aval nd protect oven fom ths cries > Ran oak ay Prong rebates in igh densty growth ras to minimise deecoment noe eaicion > Conan tes > Conuriy ros and 00 ake oorsip of sean wth ‘Resour for comunity ‘wate quality ment, ection, fpatan plating dp, and cation and constaton acon rogares + Resoue infomation abe on wobstes OVDs and Conmunty nels increas acres aandSasuten | > Hyiaotnealiy > Ereouraging ort stage (9. cscige lo Found Wroagh Saag safe pes ant eis pn Transport |reenes iegated ions Pork and ie aces inked to igh speed Tanspr Bs or Faking ees a + Discouage cr se fr wae to cen sas eg. paso the | conta business dst descetes to pdesiasarbuses Eaton 7 Rela vonaon > Gectorere26 son out ners caste! eased + Reaiyesiblenfermaton | infomation + Cadlenaymaps sabe on websites DanandSbataten — + Renae wd aeacive > Dediated ces anes ‘rariprt modes sch ascxing_| « Reston rds do-on sues ono exsing bees andvaking eater peestans ony co Regn * Mininsatan a id pany] » Iforstion on st loans Tor Caracas wating OSD imrrence crises + Codes of iactee + St condtons to nine oss incre Sse + Sustise new cennectons and eat eae aman Eaucaion > Conse aaron ERR | » Polly on splace fice andthe wse ue + Guidance on gus odour and epetngt escapes + Publcceparting of saps DarandSebsituton | + Use of teat ene os | » Wind am deelopent toot pais “able 3.23 Examples of Cestomer Demand Management Strategies International infrastructure Management Manual - 2011 © 3/23 SGA 5e

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