apwa national 2007 · apwa national 2007 sept 10, 2007 peter v. sevcik,p.e. wvsd and billy wright,...

APWA National 2007 Sept 10, 2007

Peter v. Sevcik,P.E. WVSD and Billy Wright, LA Consulting, Inc. 1

Peter V. Sevcik, P.E.West Valley Sanitation DistrictDirector of Engineering & Operations

APWA National 2007

Billy WrightLA Consulting, Inc

Keeping Your Pipes Clean!Establishing Routine Collection System Cleaning Cycles Using GIS

Clean when it is needed, group and focus on the most important!



►Agenda

� Establishment of Business Process

� Use of Technology – GIS & MMS

� Establishing Routines

� Results and Summary

Keeping Your Pipes Clean!



In In ““Silicon ValleySilicon Valley”” -- Santa Clara CountySanta Clara County

South of San Francisco and adjacent to South of San Francisco and adjacent to

City of San JoseCity of San Jose

Special District (1948) - Campbell, Los Gatos, Saratoga and Monte Sereno

29 Sq Mi w/ 111,418 customers

632 miles of sewer mains and laterals

36,000 connections



WVSD Approach

1

5

10

16

Typical Approach

Select

Software

Establish/Change

Process to match

Implement

Processes

1

6

6 - 24

Evaluation

of operations

Establish

Mgt. Process

Implement

Processes

Improve

operations Utilize technology to assist, Utilize technology to assist, not direct, operationsnot direct, operations

Select

Software

Implementing a System Approach to Improve



Reengineered ProcessWest Valley Sanitation District

► Evaluated needs and selected software that matched – Nov 2002

► Implemented system using best business practices – May 2003

► Developed processes to track work and utilize reports to monitor performance

► Documented improvement

► Developed performance based budget



COSMO was the existing system

CONCRETECONCRETE

MaterialsMaterials

EquipmentEquipment

PeoplePeople

But . . . Accomplishment information such as LF of sewer line cleaned and LBS of

debris removed by segment was tracked



Several systems were in place with a series of unlinked manual & Excel files used for many

management processes



WVSD replaced COSMO & Excel with off the shelf system then linked to CCTV & GIS



Uses a combination of tools to retrieve data in addition to GBA software

reports

Graphics



Developed Activity Guidelines

••Describe the Work to Describe the Work to

be Performedbe Performed

••List the Required List the Required

ResourcesResources

••List Work Criteria List Work Criteria

and Considerationsand Considerations

••Indicate the Results Indicate the Results

ExpectedExpected



Updated ProcessWVSD Best Business Practices

► Eliminated 9 work reporting forms

► One timesheet has replaced 4

► Accountability with Activity Guidelines with best work practices – crew sizes and methods

► Developed work goals with reward for employees based on performance

Use both carrot and stick!



Monthly Planned Versus Actual

Work Report



Days By Activity – Number of days planned to HVC in month of July

Productivity – Number of units per crew day - feet cleaned per day

Cost – Cost to clean line

Unit Cost – Cost per foot

Performance Measurements Are Available

System now has the ability to compare

planned vs. actual accomplishment



Impact From Reengineering Processes

More than 60% improvement in first year with additional

improvement in following years!Eliminated Balling and increased more efficient practice of

High Velocity Cleaning.

On to the next level…developing routines!



Use of Technology

GBA – Complete maintenance management system (MMS) used for scheduling and tracking work.

CCTV – Linked to MMS. Used for inspecting debris and severity.

GIS – Linked to MMS. Maps are utilized to display condition data, cleaning schedules, and suggested cleaning routines.

Severity Information From CCTV Stored In GBA.



Lets look at capabilities used by WVSD



CCTV files linked to GIS on live basis



Reports the System and Provides Work Location Analysis and…

Mainline Cleaning

January 06 to June 06

Graphical Evaluations



Severity Ratings…



Overdue Segments…



Strategic Geographical Grouping…



What? Why? How?

►Expand cleaning cycles to

geographical zones

►Reduce travel time and increase

efficiency and ability of crews to do more with less

►Utilize technology

Let’s look at how the system was used to develop routines.



Optimized Cleaning Schedule is Currently Being Implemented!

►Schedule based on amount of debris collected and period since previous cleaning

►Debris rating based on amount removed (pounds) and type (grease, roots, etc.)

►Decision logic being integrated into scheduling logic to optimally determine when to clean a line

►Cleaning cycles will be updated/adjusted based on ratings



<.75

<1

<3

1

Clear

NA

NA

NA

4 *

Severe

Sand/Gravel

Egg Shells

Grease

Debris Types 5 **

Overflow

3

Medium

2

Mild

NA>=1.5>= .75

NA>=2>= 1

NA>=5>=3

Field Rating Using 5-Gallon Buckets

* Amount recovered during stoppage

**Amount removed during overflow

Common Terminology Must Be Developed



121224243024-29

61218182418-23

36

36

18

12

6

1

Clear

36

30

12

6

3

2

Mild

5

Overflow

4

Severe

3

Medium

Interval Prior to

Cleaning

18243036+

12183030-35

66612-17

3336-11

333<=5

Maintenance Matrix to Define

Cleaning Cycle

Logic Developed to Optimize Cleaning Frequency



Extracting Data From MMS

�Prior severity and time elapsed before prior cleaning are entered into maintenance matrix to determine cleaning cycle.

�Consultant performed initial routine scheduling manually.

�Programming logic was developed to automate process.

30 years of work accomplishment and

condition data were used!



Other Assumptions

� Conservative cycles – Used greatest frequency when adjacent lines were on different cycles

� One 2-man crew cleans approx. 25,000 LF per week

� 6-inch lines or smaller must not exceed 24-month cycle

� Fixed routines for “problem lines”(Approx. 3% of network)



Able to use history as a guide...

Reports Developed In Access

Compare current routines against suggested routines…



Programming logic suggests optimal cleaning cycle based on time elapsed since prior cleaning and severity of

current condition.

Current Routines Proposed Routines

Red – 3 monthsBrown – 6 monthsOrange – 12 monthsGreen – 18 monthsLight Blue – 24 monthsDark Blue – 30 monthsPurple – 36 months



Cleaning Interval Before…

And After…

System automatically suggests optimized routines, but allows for user to make final decision



Let’s see an example…



Utilize Historical Data

23 months - Mild

22 months - Clear



Select Conservative Cycle According to Maintenance Matrix

Asset ID Months Since Severity Proposed

5336 23 Mild 185337 22 Clear 24

18 Months

Initial routines were set up manually.

Conservative cycles were chosen when assigning

cycles to adjacent segments.



Geographic Zones

► Currently developing 24 ‘GeoZones’ to reduce travel and crew setup time, thus reducing costs

► Grouped into balanced quantities (approx. 100K LF)



Work Load Scheduling

►Mixed scheduling methods to clean entire network within 24 months• 1 crew full-time on routines/zones – one

zone per month

• 1 crew spot cleaning overdue and emergency as needed, then assisting with routines/zones



24 months

Rou

tine/

Zone

clea

ning

Overdue/E

mergency cleaning

Every 24 months, entire network will be cleaned



-

50

100

150

200

250

Month

1M

onth 2

Month

3M

onth 4

Month

5M

onth 6

Month

7M

onth 8

Month

9M

onth 1

0M

onth 1

1M

onth 1

2M

onth 1

3M

onth 1

4M

onth 1

5M

onth 1

6M

onth 1

7M

onth 1

8M

onth 1

9M

onth 2

0M

onth 2

1M

onth 2

2M

onth 2

3M

onth 2

4L

F C

lea

ne

d

Routine Repeat Special Overdue

Will be caught up after four months!



Preliminary Results - ProductivityProductivity is measured by the average

quantity of work units accomplished in one day. These graphs compare productivity

of crews who worked in the geographical areas versus crews who performed “spot”

cleaning.

Crews on routine are consistently accomplishing more than the “spot”cleaning crews.



Preliminary Results – Unit Cost

Unit cost is calculated by dividing the total cost of work by the quantity of work

accomplished. The result is the real cost per work unit for an activity.

A crew comparison from the first few

months of implementing the GeoZoneroutines shows significant savings month

after month.

Grouping and scheduling work

improves productivity and saves money!



We are in the process of implementing…

� Reduced travel and crew setup costs

� Optimized routines for efficient cleaning

frequency

� Less stoppages and overflows as a result of systematic scheduling of preventative maintenance

Expected Results



Summary of Using Technology

• Linked MMS, CCTV, and GIS

• Utilized GIS to develop “GeoZones”

• 30 years of MMS data used to develop routines

• Provides basis for improvement



Lessons Learned

• No perfect approach to sewer maintenance

• Preventative maintenance planning can decrease overflows

• Improvement is possible!



Success can occur, but it takesSuccess can occur, but it takes……

TimeInvolvementTraining and GuidanceFlexibility

And it never ends!



What is left to do?

• Training

• Further GIS and GPS integration

• Risk analysis

• Modification of dynamic selection process



Billy WrightLA Consulting, Inc.

(310) [email protected]

Peter V. Sevcik, P.E.West Valley Sanitation District

Director of Engineering & Operations(408) [email protected]

Keeping Your Pipes Clean!Establishing Routine Collection System Cleaning Cycles Using GIS

apwa national 2007 · apwa national 2007 sept 10, 2007 peter v. sevcik,p.e. wvsd and billy wright,...

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