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The identification of key processes to control infrastructural maintenance strategies - Increasing the maintenance performance of DBFM-contracts by identification of key performance processes, based on an evaluation of the N31 and A59

Meer, Jeroen van der (2011) The identification of key processes to control infrastructural maintenance strategies - Increasing the maintenance performance of DBFM-contracts by identification of key performance processes, based on an evaluation of the N31 and A59.

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Abstract:The BAM is (as consortium partner) until 2020 responsible for the design, construction, finance and maintenance of the PPS-A59 and N31-Wâldwei, two integrated contracts (DBFM). The complex nature of construction projects and the cyclical process of maintenance makes that the BAM struggles with understanding of what processes need to be controlled to increase the maintenance performance. Knowledge about how the maintenance stage performs and what processes influence the performance can be help to improve the efficiency of assts. This makes maintenance a strategic issue for the Royal BAM Group. This study examines which important processes have to be controlled to improve the maintenance performance for two infrastructural DBFM-projects, the A59 and N31. By studying literature about performance measurement, maintenance strategy and –processes a framework is developed using a holistic view, based on ‘input-process-output-outcome’. With this framework important processes for supporting the maintenance performance can be identified. In order to map these processes interviews are held with the operator and the project director of both projects. By successively comparing the planned and realized process goals and maintenance costs, is the relation between the process- and outcome goals studied. For validation reasons the results are evaluated in an expert meeting. Based on literature performance is defined as: ‘the relation between the needed (financial) means and the required quality of a system, to attain the company objectives and targets’. The strategic aim for maintenance is to keep the condition of the infrastructure at the required level by executing maintenance or not. Performance measurement is needed for checking purposes and is defined as the process by which a company manages its (desired) performance by the quantification of the efficiency and effectiveness of actions. In literature no suitable indicators for performance measurement are available due to the complex nature of maintenance. Furthermore, no suitable project data is available that can be used to formulate indicators. In order to gain an insight into the relevant processes for performance improvements at the BAM, the output goals are firstly analysed by means of the financial result. The process goals are furthermore analyzed by using the PAS55. This is a general accepted structure to optimally manage assets and asset systems. The utilization of the framework has resulted in the identification of four important processes to improve the maintenance stage. These are, 1) structure for the exchange of knowledge and information, 2) Research maintenance related risks and method for identifying risks, 3) Mapping the desired performance and condition in time, and 4) Criteria for prioritizing goals and plan. Both projects are successful when taking the financial results and schedule of the first five years into perspective. A comment is that large maintenance has to be executed in the future. Currently success if achieved by dedicated employees with a lot of knowledge and experience and by having a positive relationship with the principal. The choices about the necessary maintenance are made using a financial model in which the financial results is at the centre. This makes maintenance mainly budget-oriented. Therefore, the influences of maintenance actions on the quality are not clearly known which makes it difficult to qualitatively support the necessity of maintenance actions. Furthermore, the described processes in the PAS55 are mostly executed but the steps taken (sub processes) are not clearly traceable. This makes that maintenance actions and processes are difficult to check on the effectiveness and efficiency. The results of this study give possibilities for improvements of the maintenance stage to stay competitive in the future and to better comply with the strategic agenda of the Royal BAM Group. In order to improve this, the following steps have to be taken: a) Developing a maintenance policy and related goals to measure performance and support decision making, b) standard evaluation of projects as learning effect in the organisation, c) and increasing the knowledge about the degeneration process through establishing damage-patterns.
Item Type:Essay (Master)
Faculty:ET: Engineering Technology
Subject:56 civil engineering
Programme:Construction Management and Engineering MSc (60337)
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