AVEVA (Schneider Electric) Case Studies The City of Toronto Implements Best Practices and Increases Productivity with AVEVA

	The City of Toronto Implements Best Practices and Increases Productivity with AVEVA AVEVA (Schneider Electric)

The City of Toronto Implements Best Practices and Increases Productivity with AVEVA

AVEVA (Schneider Electric)

Technology Category	Functional Applications - Enterprise Asset Management Systems (EAM)
Applicable Industries	Utilities Cities & Municipalities
Applicable Functions	Maintenance Procurement
Use Cases	Water Utility Management Predictive Maintenance Inventory Management
Services	System Integration Software Design & Engineering Services
Challenge	The Water and Wastewater Division of Toronto Works and Emergency Services (WES) was operating with outdated preventive maintenance and inventory programs that were developed internally. Each facility had its own version of these programs, and the functionality was very limited. The division was spending most of its time in a reactive maintenance mode, which was identified as a productivity gap. The division aimed to shift towards a more proactive maintenance approach, which required advanced business tools and information systems. The division was involved in a broad improvement initiative called the Works Best Practices Program (WBPP). The WBPP aimed to develop a highly efficient organizational structure through the application of redesigned work practices and the acquisition of new process control and information systems. An Enterprise Asset Management (EAM) system with full maintenance, inventory, and purchasing functionality was identified as a key component of the WBPP applications architecture. Read More
About Customer	The City of Toronto was created on January 1, 1998, through the amalgamation of the seven separate entities of the former Municipality of Metropolitan Toronto. The City provides a full range of services to the more than 2.5 million residents of Toronto through its six major departments and a number of agencies, boards, and commissions. Toronto is the largest city in Canada and the 5th largest city in North America. The Water and Wastewater Division of Toronto Works and Emergency Services (WES) is responsible for producing and distributing potable water across the City as well as collecting and treating the City’s wastewater. The division is involved in a broad improvement initiative called the Works Best Practices Program (WBPP), which is focused on developing a highly efficient organizational structure through the application of redesigned work practices and the acquisition of new process control and information systems. Read More
Solution	The Water and Wastewater Division of Toronto Works and Emergency Services (WES) implemented the AVEVA solution at the first site. The AVEVA solution met all of the WBPP’s EAM core functional requirements, including work management, inventory, and procurement. It easily adapted to the middleware enabled “integrated information environment” being implemented under the WBPP. The AVEVA solution was central to the Division’s efforts to implement “Program-Driven Maintenance,” effectively moving from a largely reactive to a fully planned maintenance environment. Management could determine accurately and quickly the costs of performing maintenance at water and wastewater operating facilities. They could review work history and generally do better planning and make better maintenance and business decisions. Using the AVEVA solution, the Division began to identify real savings by maintaining optimized inventory levels and improving replenishment procedures. Read More Log in to view content
Contents

Technology Category

Functional Applications - Enterprise Asset Management Systems (EAM)

Applicable Industries

Utilities

Cities & Municipalities

Applicable Functions

Maintenance

Procurement

Use Cases

Water Utility Management

Predictive Maintenance

Inventory Management

Services

System Integration

Software Design & Engineering Services

Challenge

The Water and Wastewater Division of Toronto Works and Emergency Services (WES) was operating with outdated preventive maintenance and inventory programs that were developed internally. Each facility had its own version of these programs, and the functionality was very limited. The division was spending most of its time in a reactive maintenance mode, which was identified as a productivity gap. The division aimed to shift towards a more proactive maintenance approach, which required advanced business tools and information systems.

The division was involved in a broad improvement initiative called the Works Best Practices Program (WBPP). The WBPP aimed to develop a highly efficient organizational structure through the application of redesigned work practices and the acquisition of new process control and information systems. An Enterprise Asset Management (EAM) system with full maintenance, inventory, and purchasing functionality was identified as a key component of the WBPP applications architecture.

About Customer

The City of Toronto was created on January 1, 1998, through the amalgamation of the seven separate entities of the former Municipality of Metropolitan Toronto. The City provides a full range of services to the more than 2.5 million residents of Toronto through its six major departments and a number of agencies, boards, and commissions. Toronto is the largest city in Canada and the 5th largest city in North America. The Water and Wastewater Division of Toronto Works and Emergency Services (WES) is responsible for producing and distributing potable water across the City as well as collecting and treating the City’s wastewater. The division is involved in a broad improvement initiative called the Works Best Practices Program (WBPP), which is focused on developing a highly efficient organizational structure through the application of redesigned work practices and the acquisition of new process control and information systems.

Solution

The Water and Wastewater Division of Toronto Works and Emergency Services (WES) implemented the AVEVA solution at the first site. The AVEVA solution met all of the WBPP’s EAM core functional requirements, including work management, inventory, and procurement. It easily adapted to the middleware enabled “integrated information environment” being implemented under the WBPP.

The AVEVA solution was central to the Division’s efforts to implement “Program-Driven Maintenance,” effectively moving from a largely reactive to a fully planned maintenance environment. Management could determine accurately and quickly the costs of performing maintenance at water and wastewater operating facilities. They could review work history and generally do better planning and make better maintenance and business decisions. Using the AVEVA solution, the Division began to identify real savings by maintaining optimized inventory levels and improving replenishment procedures.

Impact #1	Integration Capabilities – the AVEVA solution meets all of the WBPP’s EAM core functional requirements (work management, inventory, procurement), and easily adapts to the middleware enabled “integrated information environment” being implemented under the WBPP.
Impact #2	Maintenance Costing and Work History – the AVEVA solution is central to the Division’s efforts to implement “Program-Driven Maintenance,” effectively moving from a largely reactive to a fully planned maintenance environment. Management can determine accurately and quickly the costs of performing maintenance at water and wastewater operating facilities. They can review work history and generally do better planning and make better maintenance and business decisions.
Impact #3	Lower Inventory and Procurement Costs – using the AVEVA solution, the Division is beginning to identify real savings by maintaining optimized inventory levels and improving replenishment procedures. Increased control of maintenance assets and related activities will enable the Division to better meet service agreements with its customers.

Impact #1

Integration Capabilities – the AVEVA solution meets all of the WBPP’s EAM core functional requirements (work management, inventory, procurement), and easily adapts to the middleware enabled “integrated information environment” being implemented under the WBPP.

Impact #2

Maintenance Costing and Work History – the AVEVA solution is central to the Division’s efforts to implement “Program-Driven Maintenance,” effectively moving from a largely reactive to a fully planned maintenance environment. Management can determine accurately and quickly the costs of performing maintenance at water and wastewater operating facilities. They can review work history and generally do better planning and make better maintenance and business decisions.

Impact #3

Lower Inventory and Procurement Costs – using the AVEVA solution, the Division is beginning to identify real savings by maintaining optimized inventory levels and improving replenishment procedures. Increased control of maintenance assets and related activities will enable the Division to better meet service agreements with its customers.

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Overview

The City of Toronto Implements Best Practices and Increases Productivity with AVEVA

Operational Impact