VIRTUAL 2023 EAM OCTOBERFEST Town Hall
October 3, 2023
MTAHQ Lead Speaker/Moderator
David Kraft, Director of Enterprise Asset Management
PARTICIPATE! CELEBRATE!
The EAM team is proud to host the 2023 EAM Octoberfest! This is a joint initiative and celebration showcasing EAM projects and partnerships facilitated across the MTA. Our people are fundamental in driving the future of our business and how we deliver on our Vision and Mission as our work aligns with our Strategic Priorities.
TUESDAY, OCTOBER 3 | 12:00PM - 1:30PM
WELCOME AND INTRODUCTIONS
David Kraft, Director of EAM (Moderator)
PANEL MEMBERS
David Kraft, HQ Agency/MTA Enterprise Lead
Christian Quashie, B&T Agency Lead
Lilliana Quijije, BUS Agency Lead
Lakshmin Sai, LIRR Agency Lead
Sapna Shah, MNR Agency Lead
Mathew Varghese, SUBWAYS Agency Lead
SEGMENT ONE: What’s Happening...the State of EAM
SEGMENT TWO: Rapid Fire Questions & Answers
SEGMENT THREE: Final Thoughts
SEGMENT FOUR: Chat & Chew With the Agency Leads
“Making a Strategic Impact Through EAM Projects “EAM Octoberfest is a joint initiative hosted in partnership with all MTA agencies. Agency-wide events will highlight EAM projects that bring value and align with MTA Strategic Priorities.
HQ UPDATES
Lean Six Sigma Program—Continuous Improvement
Anton Okun Deputy Director
• Went from 400 Level 4 Activity Level Business Processes validated to over 509 YTD within our Enterprise Process Repository
• Maintained 40 active business process management (BPM) projects including active projects within EAM LIRR, EAM MNR, EAM B&T and EAM DOS.
• Launched the new BPM Model Recertification Project and have re-certified 64 LEVEL 4 Models YTD.
• Currently active In managing the NYCT Coney Island EMR Shop Process Improvement Project & MNR M7 Inspection work.
• Graduated 15 MTA employees with varying levels of Lean 6 Sigma certifications. 5 Projects completed YTD with combined savings of $1.5M.
• Maintaining oversight on 22 active projects and 50+ active employees pursuing various belt levels from Yellow to Black.
• Conducted Six Sigma Simulation Events onsite which provide real-life, handson experience for each candidate .
• Retained 96% positive customer satisfaction rating on simulations with 90% satisfaction rating on the overall Lean Six Sigma Program.
• Examples of successfully completed Projects include: NYCT 20 YEAR Needs Asset Investment Strategy Process Improvement for Stations Assets, NYCT E & E Preventative Maintenance Defect Closing Process Improvement, NYCT Dept of Car Equipment, DCE Commodity Number Search PI, LIRR Asset Management Plan for Security Assets & Stations, etc.
Feel free to visit our Six Sigma EAM site here.
HQ UPDATES
Contract & Financial—Operations Support
Ed Alcocer, Deputy Director
• Proactively managed all aspects of HQ EAM / All-Agency Asset Management Contracts ($241M capacity, 31 prime firms); as well as $40M in software, training, & staff augmentation contracts.
• Managed 4 mini-RFP Solicitations supporting NYCT, MNR, B&T and HQ EAM; conducted several rounds of negotiation resulting in significant savings of $7.24M.
• Led efforts to award $54.63M in new contracts & change orders supporting LIRR, MNR, NYCT, MTA Bus Operations, B&T, MTA IT, and HQ EAM. Vital contracts provide software & professional services towards further implementation of EAM solutions.
• Identified multiple contract issues & proactively coordinated with MTAHQ Audit, Procurement, DDCR, & Legal for prompt resolution.
• Successfully manages $105M in Capital, CAPOP, and annual operating budgets.
• Successfully developed and managed process to ensure issuance of approximately 400 payments totaling $40.7M with zero prompt payment issues.
HQ UPDATES
Organizational Change Management
Estella Boney-Dennis Deputy Director
• In 2022, single session registrations for Lunch & Learns exceeded more than 100 registrants (6) times with over 760 registered attendees in eight (8) sessions. In 2023 three out of four L&L sessions exceeded 125 registrants averaging 110 employees per session.
• In 2022, EAM newsletter viewership increased over 300% - from 258 to 866. An upward trend continues in 2023.
• Launched the first MTA-wide contest vehicle to “Name the MTA EAM Newsletter” resulting in 100% agency participation and 55 submissions.
• Led the charge to reach 100% agency visibility for internal EAM Program Sites resulting in (6) active, live agency digital sites supporting more than 20,000 MTA employees.
• In 2022, held first hybrid EAM Awards & Recognition Program in alignment with People First Initiative honoring supporters and staff. Hosted 115 guests @ 2 Broadway and 207 guests via MTA YouTube channel. To date, YouTube channel has received more than 500 views.
Feel free to visit the MTA’s EAM site here.
Reliability Program—Continuous Improvement
• Provided oversight on 12 active projects with an estimated savings of $5.8M in total.
• Benefits Report shows cost savings of $1.1M and cost avoidance of $ 3.9M.
• Mentored 27+ employees (B&T, LIRR, MNR, NYCT EMD, Power Cable, Stations, Signals, Supply Logistics, Staten Island, Services Diversion) pursuing Maintenance Management and Reliability Centered Maintenance Certification.
• 95% of surveyed trained employees report practical application of Senior Management Reliability Training to their current work location
• Provided hands-on training for 47 MTA employees on Maintenance Management and Scheduling, Maintenance Management Skills, Risk-Based Asset Management, and Senior Management Reliability.
• Developed framework, governance, and templates for reporting project progress for the Reliability Program.
• Hosted Reliability Community Open Discussions on Geographic Information System (GIS), and Joint Switch Inspection (JSI) presented by NYCT EAM .
Feel free to visit our Reliability Leadership Community of Practice site here.
Our Mission
To utilize operational data to drive the right operations and maintenance response, improving safety and reliability and support capital asset planning.
Our Vision
To deploy a platform and processes which enables invaluable work and asset management information to all levels of Subways personnel driving the organization to data-driven decision making processes.
Our Goals
• Deploy a single platform for capturing and analyzing asset and maintenance information, including asset conditions and failure root cause analysis
• Implement a paperless reporting system, with a heavy focus on mobile devices to capture information directly in the field
• Improve maintenance and capital planning (e.g. work planning, defect management, failure analysis)
“YOU CAN’T SPELL TEAM WITHOUT EAM”
Did you know?
The winner of the EAM Employee Spotlight Award is…
Verbatina Mack
2023 Award Program
Key Highlights
Message from Agency Lead
The Department of Buses, (DOB*) EAM team is committed to achieving operational excellence, reducing costs, and promoting sustainable growth. By proactively managing assets and leveraging data-driven insights, our team empowers DOB to make smarter decisions and maintain a leading edge in the ever -evolving transportation sector.
*Department of Buses, (DOB) includes both NYC Transit and MTA Bus Company.
Enterprise Asset Management (EAM) is a strategic approach that focuses on managing an organization’s physical assets throughout their entire lifecycle.
At the Department of Buses (DOB), Maintenance, Support and Engineering manages over 5800 Revenue Vehicles and 2300+ Non-Revenue Vehicles, utilizing CMMS application for its asset management needs. The EAM team strives to incorporate data driven business decision making to support the MTA strategic priorities.
Director, Shop Planning & EAM
Project Highlights
Prognostic Maintenance
Collaborated with PreTeckt using machine learning to optimize bus maintenance. Project has been implemented on over 1500 active buses as NYCT receives bus prognostic alerts and actionable repair plans resulting in improved bus availability and the best customer experience.
People: Lilliana Quijije, Steve Lam, Hari Varma
Reimagined Shop Program
The project envisions the use of the Asset Condition Assessment Program (ACAP) to facilitate a more targeted approach for Shop Maintenance work by coordinating intervention based on reliability-based maintenance and allowing ACAP to measure condition throughout bus life cycle. ACAP enables efficient scheduling of bus maintenance efforts, improving bus availability and reliability, optimizing fleet performance.
People: Lilliana Quijije, Steve Lam, Hari Varma
Engine Maintenance Strategy
The project lead to the development of a statistical tool in predicting engine failure rate. This enabled DOB to shift its prior maintenance strategy to “Fix as Fail”.
Spotlight
We proudly honor the DOB EAM Team for receiving their well deserved recognition:
EAM 2022 Excellence Awards, by MTAHQ in March 2023.
Union Internationale des Transports Publics (UITP) Special Recognition Award in May, acknowledging the remarkable efforts in advancing sustainable transportation.
The implementation of EAM strategies has developed more efficient maintenance practices through the use of emerging technologies with a strong push towards predictive maintenance in identifying the early signs of deterioration or impending failure based on current data, performance trends, and health history.
Fun Fact
Did you know?
The NYCT DOB buses has 28 bus Depots and 3 overhaul shops within the 5 boroughs. We have ~5800 buses in service of varying types including Hybrids, Diesels and Electrics. Our buses range in Length from 40’ Standard, 45’ Coaches and 60’ Articulated. The average Cost of bus can range from ~$600K Diesel to ~$1.2 Electric.
In 2022, DOB employed 3,019 Maintenance Hourly, 507 Maintenance Supervisors, 13,143 Bus Operators 1,036 and Dispatchers, and 844 Managerial & PTE’s to maintain, operate and support bus operations.
In Total, there were 17,658,291 Revenue Bus Trips in 2022.
151M bus miles traveled in 2022 and is tracking to 153M in 2023. Equivalent to 6000+ trips around the earth OR 320 trips to moon and back.
Note: QR code works when zscaler is authenticated
Scan the QR code to learn more about our agency Contact
Spotlight
Signal Control Desk using Hexagon
Through a collaborative effort between EAM & SCD a new development has enhanced the way the SCD now operates. The new Interactive Voice Response (IVR) technology that SCD is now using to log employee attendance and service availability. SCD was implemented to log incidents using the case management module in Hexagon.
Project Highlights
Signal Control Desk using Hexagon: SCD was implemented to log incidents using the case management module in Hexagon.
Track geometry and deterioration modeling in Bentley AssetWise Linear Analytics: Bentley AssetWise Linear Analytics provides advanced and highly configurable analytical and decision support tools that helps to optimize rail maintenance strategies.
Signal inspections using Hexagon: Using EAM mobile technology on the field and developing Signal inspections within the app.
GIS Maps and Linear Referencing in ESRI: Asset data collection on the field, Enterprise linear referencing solution for track and associated asset location data management.
Fun Fact
Grand Central Terminal has the world’s largest Tiffany glass clock surrounded by sculptures of Minerva, Vulcan and Mercury, measuring 13 feet in diameter which is outside of the building, overlooking 42nd Street. Inside the Main Concourse, right by the iconic information booth, is another famous timepiece: Its four clock faces are made from opal and – according to Sotheby’s and Christie’s – worth more than $10 million. All clocks and therefore departure schedules in Grand Central Terminal are fast by exactly one minute, giving all passengers 60 extra seconds to get to their train.
Scan the QR code to learn more about our agency Note: QR code works when zscaler is authenticated
Contact Us E-mail: Devrisashvili.Tamar@mnr.org
Project Highlights
Success of the Fleet Spare Parts Inventory Optimization Project
This project aims to ensure that our fleet of vehicles has the right spare parts available when needed, minimizing downtime and cost associated with maintenance and repairs. MTA B&T’s Fleet Operations Division is responsible for vehicles of various types. Ranging from sedans to heavy-duty trucks (cars to trucks), requiring parts from over six different vendors. Our parts are purchased to ensure prompt repairs and preventive maintenance for servicing our diverse fleet. We are now able to track our Inventory records of spare parts and supplies, such as oil and fuel filters, transmission fluid, coolant filters, brake pads, rotors, engine belts, and headlights. Our project has delivered inventory optimization and an inventory control system.
Phase 1 – 5 focused on tracking, forecasting, and maintaining all parts needed to support B&T Fleet Operations. Which focus on creating and implementing an accountability and control system for all spare parts. The success of the Fleet Spare Parts Inventory Optimization Project can be evaluated based on the following factors:
1. Reduction in Downtime: one of our primary goals of optimizing spare parts inventory is to minimize downtime. We have seen a noticeable reduction in the amount of time vehicles are out of operation due to spare parts unavailability.
2. Optimized Replenishment Processes: By using Min/Max functions in CMMS, which improved processes for restocking spar part, ensuring that orders are place at the right time in the right quantities.
3. Improved Restock Rates: this rate refers to the percentage of requested spare parts that are immediately available. An increase in this rate indicate that the inventory is more effectively meeting that need of our fleet operations.
4. Reduction in Excess Inventory: Excess inventory ties up capital and can lead to higher carrying costs. We coordinated with our Asset Recovery Team, to help us reduce excess inventory, which free up capital for other purpose.
5. Improved Forecasting Accuracy: Accurate demand forecasting is crucial for maintaining an optimized spare parts inventory. We are now able to analyze the accuracy of demand forecasts.
6. Enhanced Reporting and Analytic: having a robust reporting and analytics capabilities to track key performance Indicators (KPIs) and provide insights for ongoing optimization.
7. Cost Savings: A well-optimized spare parts inventory has led to cost savings. This came for various avenues, like reduced carrying costs of excess inventory, fewer rush orders, etc.
8. Feedback from Maintenance Team: We have received feedback from the maintenance and parts crews who rely on the spare part. Which was positive indicating that they are experiencing fewer delays and have access to the parts they need. (PM parts only) in addition we have received positive feedback and satisfaction from our Stakeholder. By integrating our current maintenance work order management system, Hexagon EAM (CMMS) and its associated material module we have discovered the following programs to integrate with; Power BI & PeopleSoft. B&T Fleet Operations will achieve a better accounting of inventory usage via dashboards, and we will also be able to streamline ordering and receiving of stock parts while obtaining detailed forecasting of inventory needs.
Project Highlights
Don’t miss GIS training opportunities happening this fall! Each session is designed to familiarize LIRR GIS data users with accessing LIRR infrastructure data through the ArcGIS MTA portal, and common GIS workflows and tasks using ArcGIS Pro desktop software. Visit the LIRR CALI Training page or the LIRR EAM GIS Training page for more information and to register.
The LIRR EAM GIS Team develops and provides support for web maps and applications for various LIRR departments and stakeholders. The LIRR Station Snow Removal Viewer, for example, provides an interactive webbased GIS application for LIRR employees to view the boundaries for snow removal responsibilities and associated contacts. Users can interact with the snow removal data, view contacts, and download or print their own maps. Check out the LIRR Station Snow Removal Viewer App as well as discover other maps and applications on the MTA portal’s LIRR CALI site.
The LIRR EAM GIS Team provides geospatial data and analysis for various LIRR departments and stakeholders. Spatial analysis can determine relationships between LIRR assets (such as tracks or overpass bridges) and other real-world features (such as utility poles or bodies of water); detect changes in an area over time; discover patterns and trends in the data; and build predictive models to help with planning and decision –making. To request mapping, data, and other GIS project support, fill out an online request form
Spotlight
A geographic information system (GIS) is a system that creates, manages, and maps all types of data. The LIRR EAM GIS Team uses GIS to provide numerous services to organize and visualize the locations of LIRR assets for management and maintenance, including mapping and spatial analysis; support for field data collection for new and existing assets; interactive web map and application development and support; and GIS training. Visit the LIRR EAM GIS intranet site or send an email to lirr_geospatial@lirr.org to learn more about the GIS services and resources available to you and your team.
Email: LIRR EAM GIS Team lirr_geospatial@lirr.org
Long Island Rail Road—EAM
Check out the video below on how LIRR is leveraging HxGN EAM.
For more information, email LIRREAM@lirr.org"
Note: QR code works when zscaler is authenticated
Spotlight
Helpful Links/Resources
Ordering a mobile device
IAMS Password Reset
Submitting an EAM System Request
Zscaler
Duo
For any requests related to Mobile Device Management (MDM) services or solutions, please submit the proper form for review and approval via the MTA IT Self Service Portal.
In general, the first step in reporting any issues should be to submit an incident (aka trouble ticket) either through the Service Now Self Service Portal (Report an Incident Form found here) or by contacting the MTA IT Service Desk (MTA ITSD) at +1-646-252-8888 if submitting through the Self Service Portal is not possible.
The MTA ITSD should review as 1st level support and if resolution cannot be achieved they should route the incident to the appropriate team for 2nd level support.
If the reported issue is mobile device related, the incident should be routed to the Mobile Device Management and Support team to review and contact the impacted employee to troubleshoot if needed.
If the issue cannot be resolved at this level the technician would route the incident or coordinate with the appropriate 3rd level support teams to review and to enable any device configurations or security enhancements necessary to resolve the incident.
When related to mobile issues, the incident should include as much information as possible including:
Impacted Employee’s First/Last Name and BSCID
Device MTA Asset Tag or Serial Number
As much detail as possible describing the issue
When related to an application issue, the incident should include as much information as possible including:
Description of Issue
What the result should be
MTA IT introduces an operating model focused on a new way of working
MTA IT Product Evolution is an initiative to establish a new operating model that will allow IT to be a reliable partner across the enterprise, creating a more predictable delivery of products to efficiently meet the needs of the business. The primary goals of the Product Evolution initiative include greater predictability, early return on investment with shorter delivery cycles, and ultimately delivery of the right products to stakeholders. The new operating model, or system of delivery, will enable IT to focus on starting and completing projects with minimal interruptions, creating more consistency in delivering products that are fit for purpose, and appropriately align with priority outcomes.
EAM has partnered with IT on this journey to standup and sustain the best system of delivery to meet the needs of our customers. A crucial component of the EAM mission is enabling effective communication, collaboration and decision making through the digitalization of asset management. Just like our mission, the new system of delivery encourages collaboration and communication, putting people and interactions at the forefront of all we do across the business. MTA IT in partnership with EAM, and prospective stakeholders can be flexible, less reactive and deliver what is required more efficiently.
Our new system of delivery focuses on an agile framework which allows IT to breakdown project deliverables into smaller bodies of work enabling incremental delivery of value as opposed to waiting until “big bang” deployments. This flexible approach allows us to change our plans and make improvements based on what we learn during the process along with our dynamic priorities. The goal is ultimately to provide visibility into our full workload to better manage timelines and IT resources across the business, ultimately delivering value to our customers more frequently.
Here’s how we’ll get started
MTA IT has begun by consolidating projects into a backlog using a project management tool called JIRA. In partnership with stakeholders, the product backlog will get sized, estimated, understood and a collaborative work plan will be created. Common projects will be grouped into larger plans called Epics.
In summary, stakeholders will work closely with MTA IT to build and continually refine the backlog of priorities, ensuring that those priorities align with own strategic outcomes.
Benefits of the new system of delivery
The new system of delivery is a flexible and collaborative way of working that emphasizes adaptability, teamwork, collaboration, and continuous improvement. It leans on cross-functional teams formed around the products and services to be delivered. Our new way of working will allow these teams to stay together and continue to build the next set of features for a business function. This new model encompasses a different mindset which involves understanding, collaborating, learning, and staying flexible to achieve desired outcomes.
Our new playbook principles and characteristics
MTA IT in partnership with stakeholders: Can be FLEXIBLE and ADAPT while moving forward
Can PIVOT and change plans along the way, as work is completed and monitored in production Seek continuous FEEDBACK from stakeholders to enable increased transparency and visibility
Focus on our PEOPLE and INTERACTIONS over processes and tools
Key components of this new way of working include:
Iterative and Incremental Approach: By setting short-term goals and conducting regular check-ins, we can ensure steady progress, identify roadblocks early on, and make necessary adjustments swiftly.
Continuous Improvement: It’s all about continuous improvement through small and frequent releases. It’s a chance to regularly evaluate our processes, gather feedback from our teams and stakeholders, monitor the stability, and implement changes based on lessons learned creating products fit for purpose.
Cross-Functional Collaboration: It’s always about our people, breaking down silos and encouraging open communication. It’s about bringing people, processes, connectivity, and technology together to find the most appropriate and effective way of working to carry out a particular task.
Customer-Centric: We can incorporate this customer-centric mindset by seeking regular feedback, understanding the needs of our customer, and aligning our efforts to meet their expectations.
If you have any questions about MTA IT Product Evolution and the partnership with EAM, please contact David Kraft (DaKraft@mtabt.org). Also, below are links to additional information and useful resources.
Helpful Links
Internal Links
External Resources (Agile for Non-Software Teams)
Production Evolution Methodology Overview of Agile Principles
https://www.atlassian.com/agile/teams/non-software
MTA Agile for Managers Understanding Agile Concepts
http://www.projectmanager.com/blog/agile-projectmanagement-for-non-software-teams
MTA Transformation Overview Agile Tools for Non-IT Teams
https://www.pmi.org/learning/webinars/agile-toolkit-fornon-software-development-projects
Glossary of Terms
System of Delivery
Epics
Features
An Agile operating model that enables the flow of value within an organization from strategy to execution.
An epic is a large body of work that can be broken down into several smaller stories. Epics are used to organize tasks and
A feature is a service or function of the product that delivers business value and fulfils the customer’s need. Each feature is
User Stories
An informal general explanation of what the service/feature will provide to the end user. In a user story you define your end
