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1、WHITE PAPERAn innovative approach:Digital asset management for rail systemsThis white paper addresses the topic of asset management for large physical assets in the rail domain.Rail assets require large investments and are operated and maintained over decades.As a consequence,rail assets are ideally

2、 positioned to benefit from the methodology and best practices of asset management.At the same time,rail assets present some specific challenges when asset management is applied.Rail assets are usually structured in large,hierarchical asset classes that are interdepen-dent and together form a comple

3、x rail system.In addition,the operation and maintenance of rail assets must always conform to stringent rail-specific safety regulations.These domain-specific factors often hinder optimization attempts.The challenges to holistically optimizing operations,mainte-nance,and renewal planning can be reso

4、lved using a unique combination of rail domain expertise and a data-driven,AI-based approach.Digital asset management for rail systems helps reduce the risk of failure of critical assets,increases availability,and minimizes maintenance costs.It comprises of visualizing the current status of the asse

5、ts performance,analyzing the consequences of proposed optimization measures in advance,and supporting the validation of the selected measure.AbstractContents1The importance of asset management for large physical assets 41.1 Treatment of physical assets 41.2 What is asset management?41.3 What is asse

6、t performance management?51.4 The role of the ISO 55000 standard 52Applying asset management to rail assets and rail systems 62.1 The adoption of ISO 55001 in the rail industry 62.2 Applications of asset management for rail 62.3 Entity in Charge of Maintenance 72.4 Maintenance strategies for rail 72

7、.5 Optimizing the maintenance plan for rail assets 82.6 Decision support for maintenance optimization 93IT support for asset management in rail 103.1 Enterprise asset management 103.2 The key role of asset and maintenance data 113.3 Current approaches to IT support 124AI-based digital asset manageme

8、nt 134.1 Full stakeholder coverage 134.2 Full asset class coverage 134.3 Decision support levels 144.4 AI as a game-changer 144.5 Validation support and feedback loop 154.6 Value-based modular offerings 154.7 Lighthouse project reference 165Recommendations how to start 173 CHAPTER 1The importance of

9、 asset management for large physical assets1.1 Treatment of physical assets1.2 What is asset management?Along with people,physical assets are one of an organizations most important resources.Their performance can have a vital impact on the perfor-mance,service levels and the profitability of an ente

10、rprise.However,even when organizations appreciate the importance of their assets,Asset management is the management of fixed or non-current physical assets like equipment and plants.It offers a systematic approach to managing these assets in order to ensure and At the foundation of asset management

11、lies the principle that all large physical assets that deterio-rate during use are subject to a fundamental trade-off between performance,cost,and risk.they are often simply maintained as opposed to leveraging them for sustained value creation.Asset management processes achieve this by optimizing th

12、e whole-life costs of an asset,including the determination of when an asset should be replaced instead of continuing its maintenance.maximize the value gained from operating them.It addresses all asset lifecycle phases and involves nearly all processes and organizational units of an asset-intensive

13、enterprise.Asset management strives to proactively manage this trade-off across the assets entire lifecycle based on the enterprises specific strategic busi-ness objectives.Figure 1:Asset management addresses the entire lifecycle4 1.3 What is asset performance management?1.4 The role of the ISO 5500

14、0 standardAsset performance management(APM)is a key function of asset management that measures the effectiveness and efficiency of the assets core underlying processes:operations,maintenance,and renewal planning.It creates transparency and enables a culture and methodology of continuous improvement.

15、It allows business objectives to be expressed as key performance indicators(KPIs):KPI reports indicate where an organization is performing as expected and where improvement is needed.ISO 55000 is the first set of international stan-dards for asset management and includes three specific standards:ISO

16、 55000:This standard provides an over-view of the subject of asset management and the standard terms and definitions.ISO 55001:This standard defines the requirements for an integrated,effective management system of asset management.ISO 55002:This standard provides guidance for implementing asset man

17、agement systems.ISO 55010:Asset management Guidance on the alignment of financial and non-finan-cial functions in asset management.APM increases cross-functional transparency,collaboration,and communication for better productivity,reliability,safety,quality,and return on assets.This applies to all r

18、elevant functions:operations,maintenance,renewal planning,and senior management.With this horizontal perspec-tive,asset management plays a key role in over-coming the silo mentality inherent in many large enterprises.According to the ISO,compliance with the ISO 55001 standard can support organizatio

19、ns that are striving for a culture of proactive,continuous improvement and can drive an organizations effectiveness and efficiency in the realization of increased value from its assets.The standard defines the current and best practices in asset management.5 2.1 The adoption of ISO 55001 in the rail

20、 industry2.2 Applications of asset management for railAs outlined above,asset management can help organizations acquire an understanding of their assets performance,investment needs,and risks and lay the foundation for decision-making and strategic planning.Asset management for rail builds on this a

21、nd consists of all systems,procedures,methods,and tools used to optimize performance,costs,and risks over the entire rail asset lifecycle.Asset management for rail also needs to consider rail-specific safety regulations and the interactions and cross-dependencies between rail asset classes(including

22、 rolling stock,signalling,power distribution,and rail tracks).As the underlying International Standard for Asset Management(AM),ISO 55001 is now being applied more and more in the rail domain.From its roots as PAS55,it spread through several English-speaking countries like the United Kingdom,Austral

23、ia and New Zealand and has extended as far as Korea and Japan.The increased adoption of asset management and the ISO 55001 standard in the rail domain can be observed in the areas of:Turnkey projects:The scope of turnkey projects can be vast and typically integrate all rail asset classes including v

24、ehicles,signal-ling,power,communications,rail tracks,buildings,and civil structures and utilities.Mass transit systems:Light rail and metro systems can be turnkey projects,but they represent a closed rail system comprising vehicles,signalling,tracks,power and some-times stations and other civil asse

25、ts.The International Union of Railways(UIC)and the International Association of Public Transport(UITP)now recommend applying the ISO 55001 standard to all asset management activities,as stated in the guide UIC railway application guide practical implementation of asset management through ISO 55001.M

26、ainline rail infrastructure:The third area is the rail infrastructure asset class that includes tracks,overhead lines,power distri-bution,wayside signalling,tunnels,bridges and crossings.A rail infrastructure is typically managed by a public network operator that facilitates the shared use of the in

27、frastruc-ture by multiple rail operators.CHAPTER 2Applying asset management to rail assets and rail systems6 2.3 Entity in Charge of MaintenanceIn parallel with the adoption of asset management in rail,the European Regulation(2019/779)for Maintenance of Rolling Stock took effect from June 16,2020.Th

28、is mandates that persons or organizations who are responsible for the mainte-nance of vehicles used on the mainline railway are known as Entities in Charge of Maintenance(ECMs).Most vehicles on Europes mainline railway network are required to have an ECM assigned to them in a Vehicle Register.Each E

29、CM must establish a system of maintenance that ensures that a vehicle for which it is responsible is safe to run on the mainline railway.The system of maintenance consists of the main-tenance of a vehicle in accordance with:the maintenance file for that vehicle applicable maintenance rules applicabl

30、e Technical Specifications for InteroperabilityBecause maintenance is a core process of asset management and is essential for the safe opera-tion of passenger and freight transportation,it is obvious that the ECM regulation needs to be reflected in the asset management of mainline rolling stock asse

31、t in Europe.2.4 Maintenance strategies for railAn asset should be in good condition in order to realize value from it.Therefore,maintenance is a core element in asset management.We distin-guish five core generic maintenance strategies that are applicable to the rail domain.Reactive maintenance Run t

32、o failure and then repair.This method is applied to assets for which failure is unlikely,that are easily fixed/replaced,or that are non-critical.It can be an expensive approach in the later stages of an assets lifecycle.Preventive maintenance Service performed at a fixed time or cycle interval.This

33、method is applied to assets that have an increased probability of failure after a typical time or cycle interval.Its the default strategy for assets that require a high opera-tional safety level.Condition-based maintenance Service only when the assets condition falls below a predetermined threshold.

34、This method is applied to assets whose condition deteriorates steadily in parallel with their use.Predictive maintenance Service is triggered by a data-driven algo-rithm that usually employs some form of analytical model.This method is applied to critical assets where unplanned downtime has serious

35、impact.Prescriptive maintenance Service is triggered and an action or remedy is proposed by a data-driven algorithm that combines data analytics and a knowledge representation.This method is applied to complex assets requiring advanced skills.Because of the special emphasis on and strict regulations

36、 to ensure safety in rail transportation,selecting and switching between the maintenance strategies just described requires careful consideration.7 2.5 Optimizing the maintenance plan for rail assetsThe role of the maintainer,or ECM,also entails a special emphasis on the maintenance plan for rail as

37、sets.This plan is typically provided by the OEM and is subject to homologation and/or the commissioning process of the rail assets.Once approved,the accurate and diligent execution of the OEMs maintenance plan is a prerequisite for ensuring the safe operation of rail assets.At the same time,the over

38、riding importance of the maintenance plan for safe operations limits the scope of and appetite for optimization.This layered model allows for a dedicated approach to maintenance optimization that combines domain-specific maintenance engi-neering expertise with appropriate data-driven Any proposed ch

39、ange to the original OEM mainte-nance plan,especially for safety-critical compo-nents,must be evaluated very carefully before approval.Hence,it is recommended that the maintenance plan optimization of rail assets be handled sepa-rately from the straightforward,KPI-driven asset performance management

40、 function,as well as from the long-term strategic optimization of renewal planning and asset investment planning.support and insights.It also clearly captures and manages those maintenance optimization proposals for safety-critical components that are subject to a safety approval process.Figure 2:Th

41、e various decision support levels in AM8 2.6 Decision support for maintenance optimizationThe execution of asset management is usually based on the well-known Plan-Do-Check-Act(PDCA)cycle to optimize the Asset Management Plan.Monitor the maintenance KPIs;if the actual KPIs are either below or above

42、their target values:Use a reliability-centered approach to optimize the frequency and intervals for preventive maintenance Shift from a fixed interval approach to preventive maintenance to a custom,condition-based maintenance approach Use smart failure finding to find the root causes of complex fail

43、ures faster and initiate targeted campaigns Optimize inventory management using spart part forecastingThis familiar and proven approach can be applied to the optimization of the maintenance plan.Monitor the renewal planning KPIs;if the actual KPIs are either below or above their target values:Optimi

44、ze the current renewal planning by creating,modelling,and comparing different renewal scenarios based on their business impactFigure 3:Plan-Do-Check-Act cycle to optimize the Asset Management Plan9 3.1 Enterprise asset management3.1.1 Maintenance management system3.1.2 Enterprise resource planning s

45、ystem3.1.3 Business intelligence reporting systemIT support for asset management and for the related core processes on an enterprise level has led over time to the development of Enterprise Asset Management(EAM).In a rail context,EAM is focused mainly on supporting maintenance,whereas IT for operati

46、ons support is implemented Most railway systems operate using a mainte-nance regime that has been implemented as part of an IT-based maintenance management system(MMS).The MMS supports the planning,sched-uling,assignment,execution,and documentation Most railway operators are medium to large enter-pr

47、ises and hence use an enterprise resource planning(ERP)system to support their enterprise processes.In the context of asset management,the ERP system typically supports the procurement Both the MMS and ERP systems contain vast amounts of data that can be used for reporting purposes.This is tradition

48、ally done by consoli-dating the data in data warehouses and using a COTS-based business intelligence(BI)reporting using specialized applications:e.g.,for operations monitoring,for schedule planning,dispatching,and crew management.Finally,dedicated IT support for renewal planning is not yet widely ap

49、plied in the rail domain.of the maintenance work.Preventive mainte-nance,corrective maintenance,and in some cases overhauls result in the creation of work orders.The MMS can also support maintenance workers with application on mobile devices.and inventory management of assets,human resource manageme

50、nt,and the financial manage-ment of maintenance work,including budgeting and financial reporting.system to design and generate reports.These reports can also be generated using predefined KPIs to assess how well the rail enterprise is fulfilling its business objectives.CHAPTER 3IT support for asset

51、management in rail3.1.4 Asset performance management systemMore recently,software solutions for asset perfor-mance management(APM)have been developed and deployed.These solutions differ from a generic BI reporting approach in that they are usually domain-and asset-specific and they also incorporate

52、asset data gathered directly via IoT mechanisms.APM solutions can display the assets current location and health and offer diagnostic support.This functionality can be combined with the MMS and BI reporting described above.10 3.2 The key role of asset and maintenance data3.2.1 Asset configuration da

53、ta3.2.2 Asset condition data3.2.3 Maintenance dataThe starting point for IT support for the asset management of rail systems is a precise model of the assets configuration in the field.Ideally,the modelling of the asset configuration is already part of the design and build phase of rail assets.All t

54、he key applications described above require,process,and visualize asset-related data.In addition to the non-volatile asset configuration data,asset performance management systems use asset condition data gathered directly from the assets using IoT and sensor technology.The asset condition data can b

55、e basic(e.g.position and Any data-driven optimization of a maintenance plan will need an account of the work orders for preventive and corrective maintenance and for overhauls.The data contained in work orders is ideally linked to specific assets in the asset hier-Alternatively,it can be gathered fr

56、om OEM docu-mentation during commissioning or even from inventory assessments.There are multiple asset classes in the rail domain,each of which contain a vast asset hierarchy.The most important types of asset-related data are summarized below.speed)or advanced(prehensive diag-nostic data).The abilit

57、y to acquire asset condition data remotely in near-real time has led to a prolif-eration of APM solutions for individual assets or asset classes.archy and contains key information about hours and material consumed for maintenance.This data can also be used to determine whether a correc-tive measure

58、was successful or not.3.2.4 Financial dataFinancial data on the cost of human resources and material for current maintenance can provide significant support for determining the potential value of optimization measures and prioritizing them.The optimization of renewal planning,including major interve

59、ntion options like over-hauls,refurbishment,and replacements,can only be performed with the help of financial data.It allows different renewal scenarios to be modelled and compared in order to find the most appro-priate approach.11 3.3 Current approaches to IT supportThe main approach to the IT-base

60、d support of asset management for rail is based on the MMS system.The MMS is usually chosen as the core IT system and then enhanced with additional IT solution components,such as a BI reporting system and an asset documentation system,to build an enterprise asset management(EAM)solution.By nature,th

61、is approach is maintenance execution-centric and often overlooks the optimi-zation potential in operations and in renewal planning.More recently,rail-specific APM solutions from OEMs and from retrofit solution providers have emerged and gained ground.These APM solutions can be deployed as a stand-al

62、one,cloud-based IT solution that is integrated with the existing EAM solution.APM solutions focus on processing and visualizing asset condition data gathered via IoT technology.This approach inherently results in an asset-centric approach.Most of the existing APM solutions focus on one asset,e.g.a p

63、oint machine,or one asset class,e.g.freight locomotives,only.As such they cannot leverage the optimization potential on an overarching rail system level.Finally,there are specialist software solution packages for asset management for cross-industry use.These solutions tend to focus on the civil asse

64、ts that are indeed found in many industries and public utilities.They often support the model-ling of long-term asset investment planning,including renewal planning.12 CHAPTER 4AI-based digital asset management4.1 Full stakeholder coverage4.2 Full asset class coverageDigital asset management for rai

65、l systems addresses the optimization and strategic planning needs of all three key stakeholders holistically in one solution:The rail asset owner,who purchased or financed the rail assets and who has a primary interest in the assets delivery of its intended value over the entire asset lifecycle.The

66、rail operator,who is using the rail assets daily to deliver passenger or freight transportation services and who has a primary interest in schedule adherence,transport capacity,and low energy consumption.Digital asset management for rail systems holisti-cally addresses all mission-critical asset cla

67、sses in a rail system in one solution,regardless of the vendor or supplier:The rolling stock The signalling system,and where appropriate also the platform screen doors The power supply systems The rail tracks and wayside structures The rail maintainer,who periodically maintains the rail assets and w

68、ho has a primary interest in the rail assets remaining in a safe operating condition and at a maximum level of availability at an afford-able cost.Solutions that only focus on one of these stake-holders will fail to address the operational and strategic dependencies between these stake-holders and t

69、herefore do not deliver full value.The passenger communication systems The operational control and communication systems(e.g.,SCADA)Solutions that only focus on one of these asset classes will fail to address the technical dependen-cies between these assets in terms of overall system performance,and

70、 therefore will not deliver full value.In this section we describe a new,innovative,data-driven approach to supporting asset management for rail called digital asset management for rail systems.It differs from the traditional approaches mentioned in the previous section in four key ways:First,it add

71、resses all relevant stakeholders of a rail system.Second,it addresses all mission-critical asset classes and their interdependencies.Third,it covers all decision support levels and horizons.Last but most importantly,it uses AI-based models on a massive scale to support human decision-making.13 4.3 D

72、ecision support levels4.4 AI as a game-changer Digital asset management for rail systems is revo-lutionary in that it employs AI-based analytical models on a massive scale to enable the decision support described above.Vast amounts of data are used to automatically create analytical models of perfor

73、mance,costs,and risk for each of the asset classes and their subsystems down to the compo-nent level.In addition,analytical models are created for renewal planning and whole-life cost optimization.These analytical models ultimately enable decision support for two of the fundamental optimization elem

74、ents of asset management for rail.First,an estimation in advance of the poten-tial impacts of proposed optimization measures on performance,costs,and risk.Second,a simultaneous understanding of the remaining technical useful life of an asset with its remaining useful economic life.Taken together,the

75、se are immensely powerful aids for asset managers and strategic planners.Digital asset management for rail systems goes beyond the existing remote condition monitoring and asset performance management approaches to address the strategic optimization of opera-tions,maintenance,and renewal planning.It

76、 provides three key levels of decision support in a holistic manner:1.Decision support for daily execution of oper-ations and maintenance:for example,asset health monitoring,in some cases combined with failure prediction.We do this using intuitive,asset-oriented dashboards which allow navigation alo

77、ng the asset hierarchy and display asset health in a traffic light style for fast attention.2.Decision support for performance manage-ment and mid-term optimization of opera-tions,maintenance,and renewal planning for example,KPI-based reporting.These reports are interactive and provide deep insights

78、 about where the organization is performance according to targets and where there is need for improved.Ideally,it can trigger specific optimization proposals at an early stage,both on operational and on a strategic level.3.Decision support for the long-term strategic optimization of operations,maint

79、enance,and renewal planning:for example,condi-tion-based maintenance and renewal plan optimization.This is done by validating and then selecting the most promising renewal measure,both without and with planning constraints.The third level of decision support for long-term strategic optimization is t

80、he most complex,but it is also the level that can create the most value over the assets lifecycle.14 4.6 Value-based modular offeringsThe power of AI-based decision-making in digital asset management for rail systems covers a wide set of use cases and a broad asset scope.That is why we have bundled

81、the use cases in the following dedicated modular offerings:For the operator,there are offerings for asset health monitoring,operations performance management,and operations optimization.For the maintainer,there are offerings for remote condition monitoring,incident prevention,maintenance performance

82、 reporting,reliability improvement,avail-ability improvement,condition-based main-tenance,and overall maintenance efficiency improvement.For the asset owner,there are offerings for renewal forecast improvement and whole-life cost optimization.These offerings can be chosen individually or a combinati

83、on based on business needs and objectives.Together they cover all three decision support levels introduced above,in particular the strategic optimization of operations,maintenance,and renewal planning.The optimization value unleashed by this modular portfolio can be captured and quantified by a valu

84、e framework which models the precise impact of each chosen use case on the cost and perfor-mance drivers.Several case studies have shown the potential for up to 18%reduction of mainte-nance lifecycle cost and up to 25%increase in service reliability,depending on the chosen asset scope and current ba

85、seline.4.5 Validation support and feedback loopThe massive use of analytical models in the digital asset management of rail systems has two other key advantages.First,they can be used to deter-mine the correct population size and the correct period for a validation trial of an optimization measure.T

86、his can provide tremendous help for proposals that require changes in maintenance plans that are subject to a safety approval process.Traditionally,these changes can take up to four years for approval.Using a targeted,data-driven approach to validation trials can significantly shorten this process.S

87、econd,the execution of validation trials and the subsequent rollout of an optimization measure for whole-asset optimization is continuously moni-tored by the digital asset management solution.It compares the actual performance and cost of the measure with the original forecast.This creates a powerfu

88、l feedback loop that constantly improves the underlying AI-based analytical models over time.15 4.7 Lighthouse project referenceA consortium between Siemens Mobility and ST Engineering was awarded a contract in 2018 by the Land Transport Authority(LTA)in Singapore to design and deliver a comprehensi

89、ve rail enterprise asset management system(REAMS)for the Down-town line(Metro).This project covers all the asset classes mentioned above and employs analytical models for AI-based decision support of asset management for rail.A first impression of the REAMS solution was already given at the ITS Worl

90、d Conference in Singapore in October 2019 with the following showcases:applying availability prediction to rolling stock for selecting trains fit-for-service;applying failure prediction to platform screen doors to minimize services delays;applying data-driven root cause analysis to signalling for fa

91、ster trouble shooting;fourthly,applying performance management to rolling stock for mainte-nance optimization.This project demonstrates the commitment of Siemens Mobility to providing state-of-the-art digital services to operators,maintainers,and asset owners that support them in their pursuit of in

92、creased performance,lower costs,and lower risk for rail systems.16 CHAPTER 5Recommendations how to start For those rail asset owners,operators and maintainers who have not yet embarked on the journey of introducing asset management,it is important to understand that ISO 55001 provides an excellent m

93、anagement framework,but that there is no absolute right or wrong way to do it.It is far more important to simply start with an asset management policy and a strategic asset management plan which defines the scope and business goals of the enterprise in respect to the use of their assets.Once that is

94、 clear,the next step is to create an asset management plan per asset class that describes how these business goals will be achieved over the full asset lifecycle.Of course,no one should underestimate the challenge of aligning operations,maintenance and renewal planning across different departments a

95、nd this may require a transformation program with top-level commitment.As mentioned earlier,one of the key principles of ISO 55001 is that of continuous improvement.This leads us to the next key recommendation for existing rail enterprises,namely to model the current performance,cost and risk of the

96、 rail enterprise using industry-common KPIs and to use these insights to identify improvement areas.Regardless of whether it is technical or system reliability,or asset avail-ability,or maintenance cost,it is a tremendous help if it is already known where to put the optimization focus first in order

97、 to create real value fast.Siemens Mobility can assists with the choice of the right KPIs,with a benchmarking exercise and with value creation recommendations if requested.If the asset class is complex(e.g.,a signalling system)or spans many asset classes(e.g.,a complete metro line),it is recommend t

98、o employ a dedicated IT solution for digital asset management to support the planning and execution of asset management tasks and decision proposals.Such an IT system should be tailored to the customer requirements and integrate asset configuration data,asset IoT data as well as CMMS data.However,th

99、is presents the next practical challenge:any data-driven solution is highly dependent on the input data quality and significant efforts might be needed to raise the data quality collected from daily Operations&Maintenance.Note that where asset IoT data does not yet exist,a failure database coupled w

100、ith maintenance data can already enable several use cases,and this can be a good way to start in a brownfield system environment with assets from multiple OEMs.A related recommendation is to actually start with two related asset classes,e.g.rolling stock and signal-ling,or signalling and platform sc

101、reen doors.A data-driven approach such as digital asset management can mix and match data from different asset classes to model performance and cost at the system level.This helps to understand the inherent interdependencies between assets classes and to uncover root causes of complex system failure

102、s,e.g.,are unnecessary emergency stops caused by an onboard system or by a wayside system or for some other technical reason.There are many benefits and a lot of value to be gained from a comprehensive system view.17 It is important to choose a modular IT solution that can initially be used for stra

103、ightforward use cases such as historic performance reporting and current asset health,but with the ability to seamlessly expand later towards advanced decision support capabilities for strategic maintenance optimization and whole life cost optimization.Last but not least,any state-of-the-art decisio

104、n support tool has to be build on AI technology that has been proven to work in the rail domain.We are now entering a new era where we can leverage the immense power of AI models for better and faster decision making to support process optimization on a strategic level.Our Railigent IoT platform is

105、ideally designed to make full use of these exciting AI capabilities.Siemens Mobility is fully committed to support rail asset owners,operators and maintainers in increasing reliability and availability and lowering lifecycle costs and risks of their assets.Digital asset management for rail systems i

106、s an innovative way to do it.Please contact us anytime for more details with real exam-ples and case studies,and for an open discussion how this solution can support the business objectives of your rail enterprise.05.2021,Siemens Mobility GmbH Authors:Dieter Barnard,Roland Brill,Ekkehard Toensing18