Sydney Catchment Authority (SCA) has been progressively enhancing its asset management capability for dams and other headworks infrastructure since 1999. A key to the development of the integrated asset management system has been the application of asset condition assessment and Failure Modes, Effects and Criticality Analysis (FMECA) across the water supply mechanical and electrical assets. This has provided vital data necessary to:
• Identify all the mechanical and electrical assets
• Update the computerised maintenance management system database (MAXIMO)
• Determine asset criticality against a range of factors
• Allow review and rationalisation of maintenance work plans
• Upgrade the System Management Plans
Asset management features as a key result area within the SCA’s Corporate Business Plan. Integrated asset management is achieved by cascading corporate outcomes, strategies, objectives and responsibilities down through divisional and team work plans to individual staff members. This paper covers a range of issues that have a bearing on the day-to-day integrity of the infrastructure required to deliver bulk raw water to the SCA’s customers.
The management of maintenance at Warragamba Dam is used as an example to demonstrate the effectiveness and practicality of the application of the contemporary asset management system.
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The main iron ore body at Cockatoo Island in the West Kimberleys forms a cliff face plunging steeply into the sea. It was mined by BHP down to low tide level, but the tidal range of 10 metres hampered operations. Being a very pure and sought after ore, various investigations were made to determine methods of extracting the ore below the sea. A coffer dam into the sea was investigated with the conclusion that the soft marine sediments and apparent artesian groundwater in the foundation posed a major risk and high costs.
The mine was sold to a smaller company who proceeded to win useful ore from the island. They also eyed off the undersea ore and approached GHD to use soft ground technology developed for the Derby Tidal Power Project. The soft marine sediments and apparent artesian groundwater conditions were investigated.
The paper describes the design processes involved to achieve dam stability in a space limited by lease boundaries and the desire to maximise the amount of ore that could be accessed. A key to the process was the development of construction techniques and core placement procedures that could cope with the tidal range. Timing aspects were crucial and were controlled by observations of an extensive array of instruments installed for control purposes.
There is a widespread perception among dam engineers that tree root invasion occasions a very serious threat to embankment dams by virtue of its potential to initiate piping failure, with appropriate action invariably recommended. Remedial works can, on occasions, be extensive.
While the principle is ostensibly plausible and scarcely challenged, there has never been, to the Author’s knowledge, a satisfactory investigation to establish any credible scientific basis for it. One case that has attracted some attention in literature (by virtue of the extent of the investigation undertaken), viz a piping accident at Yan Yean Dam, is critically reviewed to show that the accepted view on the role of tree roots in this incident is less than satisfactory. In the course of this review, two physical Laws of Piping are proposed, and applied both to this case and to another nearby Melbourne Water dam that also has a history of piping.
Whilst the consequences of piping in a major dam are such that risk from this source must be kept to a very low level, it is concluded here that piping risk arising from tree root invasion has been considerably overstated and that a more balanced assessment is necessary before determining what, if any, action is required.
John Grimston, Robin Dawson, Maurice Fraser
Water supply for irrigation of horticulture and agriculture in New Zealand has gained considerable momentum since the mid 1990’s. The rapid growth of the wine industry in areas such as Marlborough (located at the top of the South Island) and dairy conversions in many areas of South Canterbury are prime examples of the pressure being applied to existing water supplies and sources and the increasing need for new irrigation supplies and security of supply.
The larger irrigation projects of the past were implemented by the government – schemes such as the Rangitata Diversion race and the Lower Waitaki irrigation project both on the east coast of the South Island. The 1990’s and early 2000’s has seen a largely hands off government approach to potential irrigation projects with the shift towards leaving it to market forces to build irrigation schemes. The result has been that due to significant larger project risks and capital cost requirements with often multi party stakeholder groups, only relatively small schemes have been implemented – the Waimakariri irrigation scheme and Opuha irrigation dam are a few examples. However, in recent years with the value of water increasing several significant irrigation projects promoted by private enterprise or progressive district councils with farmer groups are being investigated and a few may be close to implementation.
The recent drought conditions have focussed attention on the need for storages to maintain security of supply and, together with the balance with sustainability, the consenting environment in New Zealand and existing river/aquifer allocations, significant challenges to development are presented.
Specific case examples include the proposed Delta dam near Blenheim being developed by a private group of irrigators and the Bankhouse development being implemented by a private owner in the same Marlborough region.
This paper provides a background to irrigation in the South Island and describes these two proposed schemes and associated storage dams, together with an insight into the key issues related to the proposed projects.
An energy and water company spends $8 million on maintenance each year. This work is defined and scheduled through a maintenance management system, part of an enterprise solution that cost the company over $2 million for licence fees, management consulting and installation.
The company has an ageing asset base and has been spending $18 million annually on capital improvements. The work activities are selected to meet safety requirements, enhance reliability, improve plant and upgrade customer service, and are defined, prioritised and scheduled on Word and Excel, which are standard applications on the desks of the company’s engineers and accountants.
This company is a composite (typical) of many in the energy and water business.
The most significant business decisions that owners usually have to make are capital spending commitments to modernise energy and water assets. To be successful, strategies have to be devised to meet the overall strategic objectives of the business, and processes adopted based on a fully functional and integrated asset planning system.
‘Aptus’ is a web-based planning application built specifically for asset intensive businesses. It enables a consistent analytical framework using engineering knowledge and the dam owner’s financial criteria, to provide new perspectives and support strategic planning and decision making with triple bottom line reporting. Aptus is a proven resource to maximize the value of the asset portfolio and sustain the business into the future.
N.M. Nielsen and L.Casey