Many elements are approaching the end of their useful life, and our current infrastructure capacity is not sufficient to meet growing demands. The 2017 ASCE Wastewater Report estimates that at least $271 billion will be required to meet current and future demands, which are estimated to increase by more than 23 percent by 2032.

Facilities in the water and wastewater industry are responsible for meeting increasingly strict regulatory requirements while ensuring the safety of their employees and surrounding communities and balancing reliable performance and cost. This challenge comes with increased labor and material costs, aging infrastructure, unplanned downtime, and poor life-cycle decisions—leading to inefficiencies in production and spend.

Across the industry, various programs have been introduced (in both newly constructed and brownfield facilities) in attempt to balance these drivers without increasing costs to ratepayers. While well-intentioned, many of these programs fail to achieve the desired results and every year facilities lose a large percent of budget to unexpected process and asset failures, and unnecessary maintenance activities. To truly gain sustainable improvements, solving root causes of problems requires a multi-faceted approach.

Problems With Typical Reliability Initiatives:

  • Not Value Driven
  • Overlap One Another
  • Siloed
  • Not Properly Implemented
  • Poor Quality
  • Lack Management of Change
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Pinnacle's Reliability Solution

Pinnacle has transformed the way the water industry approaches reliability, operations, and maintenance challenges. We believe every project should have an end goal and a clear path of how to reach that goal. Our tailored solutions focus solely on identifying and closing gaps as effectively and efficiently as possible. This approach is composed of three steps.


Pinnacle begins by identifying performance improvements to address unplanned shutdowns and maintenance costs across plants, units, and/or equipment types. At water and wastewater facilities, this often means optimizing operations and maintenance activities, reducing unnecessary maintenance, and improving work execution management, but each facility may have unique challenges to be identified and addressed. Using the programmatic and asset-specific root causes to the performance gaps identified in step one, we then build an improvement plan and prioritize quick wins and critical assets to close budget and performance gaps. This plan includes ensuring proper buy-in from both leadership and frontline users to ensure commitment through full rollout and adoption.


In-house improvement program utilizing existing staff can take years to fully implement and years to recoup costs. Our programs can quickly improve facility performance in a fraction of the time. Pinnacle’s project teams execute our improvement plans using our reliability experts to provide targeted oversight and quality assurance while our reliability analysts employ an array of in-house implementation tools. We bring in facility staff in targeted workshops to reduce disruption. The result is an efficiently implemented improvement plan with quick ROI.

Pinnacle is software agnostic: we provide implementation, conversion, and upkeep for all industry-leading asset performance management, work execution management, and computerized maintenance management systems (CMMS).To date, we have completed more than 250 implementations in various platforms.


Sustaining programmatic improvements is critical to getting the full value from the improvement efforts. We find facilities invest millions into their programs but struggle to maintain their investments. To the degree required, Pinnacle can become a long-term reliability partner, with support ranging from annual audits and benchmarking to day-to-day condition monitoring/process health oversight and reliability engineering. We can provide training and support to reinforce programmatic improvements, or we can act as a layer of quality assurance by as asset performance managers. In this role, we can assist clients in trending and interpreting KPIs to identify when performance is beginning to degrade and offer solutions before there is negative impact to the program or the process. At the end of the day, the goal is to keep the facility performing at a best-in-class level regarding operation and maintenance performance to meet regulatory targets and maximize value to ratepayers.

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