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October 30, 2007 © SKF Group Slide 0

About the Presenter – Jerry Schick

• Jerry Schick is a Global Industry Specialist in the thermal power generation market for SKF

• Worked on developing and delivering Asset Management Solutions for the energy segment for over 12 years

• Past project experience includes fleet-wide maintenance strategy reviews, upgrade of enterprise condition monitoring systems (off-line and on-line), project liaison for Enterprise Central Diagnostic System using SKF’s @Decision Support System for knowledge capture, project liaison for Operator Driven Reliability (ODR) initiative at 2400 Mw thermal plant, as well as benchmarking initiatives

Enabling Operations for the Challenges Ahead

NTPC O&M Conference

Presented by: Jerry Schick

2012-February


Common Problems Facing Generation Companies

• Globalization and competition is placing greater focus on finance and the environment

• Recent global recession and ongoing recovery has caused companies to cut costs, reduce risks, and focus on efficiencies and their agility

• Companies are still struggling to attract and keep specialists, in addition to coping with a retiring workforce

• Continued consolidation and mergers

• Energy supply and demand to be the biggest challenge of the 21st century

October 30, 2007 © SKF Group Slide 3 October 30, 2007 © SKF Group Slide 3

Historic Development of Maintenance Strategies

Emergence of Maintenance Strategies


Two Different Approaches to O&M Strategy

• Establish common O&M strategy

• Implement strategy in CMMS

• Establish common KPI’s, tracked and validated weekly

• Standardize best-practice O&M tasks around RCM principals

• Deploy common tools and procedures for all plants

• Set up central diagnostic center

• Encourage culture of O&M working together

• Set realistic goals for continuous progress

• O&M strategy performed over several years for most plants

• Individual plant responsibility to implement changes

• Roll out new CMMS to better manage maintenance work

• Operator responsibility for work order requests

• Dissimilar tools and procedures from plant to plant

• Wall between O&M at most plants

Example 1 Example 2


1. Do you know, why you do, what you do?

2. Can you turn strategy to practice?

3. Can you do what you should, well?

4. Did you do the right work right?

5. Did you learn and improve?

Why must I do it?

What must I do?

Who must do it, when?

How must I do it?

What must I do next time?

Strategic and Tactical Side of Operational Excellence


The Reality of Failure

There are six failure patterns

The majority of failures are random, not time based

~ 20% time related ~ 80% random

Age related

Bathtub

Fatigue related

Initial break-in period

Random failure

Infant mortality


Migration Towards Condition-Based Maintenance

Move from a reactive maintenance to preventive / predictive / condition-based maintenance (CBM)

Optimize planning systems and management processes

Institute knowledge transfer through best practices across the organization

• Inventory, logistics and cross-functional work planning


Consider this….

In a recent survey of process industry facilities, on average most facilities’ maintenance budget went to the following type work orders:

• 55% Reactive, Corrective or Failure

• 31% Preventive

• 12% Predictive

• 2% other

By contrast, “Best Practices” sites (those in the top ranking of performance):

• 10% Reactive, Corrective or Failure

• 30% Preventive

• 50% Predictive

• 10% Proactive


Data Collection and Results Analysis

Plant DCS maintains its own history and equipment alarms

Operations maintains its own observation logs, shift notes and lubrication tasks

Machine Analysts maintain their own PdM history and alarms

External or internal labs test oil, air, and water quality, all with their own history and alarms

How is the data stored and who knows what to do with it in context?


Who Delivers Reliability?

Maintenance or Operations?

Operator Driven Reliability (ODR) facilitates interaction between operations and maintenance to optimize the performance of assets

BOTH


Evolution of Operator Responsibilities

Expanded

Preventative/predictive tasks

• Cleaning

• Minor adjustments

• Lubrication checks

Involved in planning

• Initiating maintenance work requests

Traditional

Originate from OEM

• When asset first put into service

• Maintenance standards or recommendations

Modified based on:

• Developing experience and knowledge

• Expertise in plant operation


Operators Unique Position Around the Assets

First line of defense

More focused, engaged, and involved operators

Faster execution of operational changes

Increased probability of identifying machine faults

• Especially random faults


How Can Operations Contribute?

Time

Machine Reliability

Monthly advanced PdM inspections

• Operator inspections provide increased opportunities for failure detection

• Trending the inspection results identifies even small incremental changes

• Sharing the results improves teamwork and proactive decision making

Operator inspections

Operator Input Can Make A Crucial Difference!


Operations Role Expanding to Meet New Challenges

Evolving roles

• Operator logs/checklists

• Process rounds

• Housekeeping

• Preventive and predictive checks

• Lubrication routes

• Plant safety check lists

• Environmental inspections

• Fire equipment Vibration Pen

Digital Operator Round Device

Structured Operator Round Sheet


ODR PDA Operator Interface Samples

Process Options Inspection Options

Corrective Action Prompts Local Trend Review

Coded or Free-Form Notes


ODR Process - Step 8

Verification & Elimination ODR Software Capabilities

Diagnose identified problems

Initiate actions to correct abnormalities

Manage collection work-flow process

Share data with other systems for better collaboration


Why the ODR Process is Beneficial

O&M focus on critical assets

Expands operator knowledge

• How and why equipment fails

• Consequence of failures

Increases asset reliability and reduces unanticipated failures

• Maintenance activities driven by operators

Timely data access for collaborative decisions

Consistency of rounds across operators

• Legible logs • First pass fix • Work notification and

planning • Instructions and access to

information

Easy to access history, trends, exceptions, compliance, etc…


Tools – Training - Systems

• Extension of operator logs, with structured checklists for each asset or task, validated via barcode or RFID tag on the asset

• Provides immediate feedback and recommended actions in the field

• Provides review of asset history in the field

Digital Operator Rounds Device

• Enables operators to understand their contribution towards reliability

• Starts the collaboration process between operations and maintenance

• Reevaluates the tasks against the plant maintenance strategy

Training

• Provides data archiving and reporting for better shift and plant collaboration

• Provides enterprise access to maintenance, planning, and decision support

• Enhances ability to perform RCFA, and share results with other plants

Systems


Proper Process – Culture - Technology

• A corporate/plant culture willing to embrace the need for change

• Willingness to support processes for implementing cultural and technology changes

• Commitment to implementing new technologies with requisite financial, training and personnel resources

Note: The process and business needs should drive the technology requirements; technology does not drive process

Three factors are key for the success of the ODR process:

Technology

Process

Culture

SUCCESS


• Largest plant in fleet of mixed generation assets totaling close to 17,000 Mw

• Three units, 2,400 Mw total

• 95% availability, well above national average of 78% for coal plant availability

• Plant reflects the company’s environmental commitment, with its modern and efficient air quality control systems

Case Study from 2400 Mw Coal-Fueled Power Plant


Why Did This Utility Start ODR?

Catastrophic failure

• Motor on coal yard conveyor

– 450 HP Motor, 2700 TPH, 60 inch conveyor

• Root Cause – Temperature probe failure due to end of life

• Repair cost $10,000

• Safety factors – winter, dust explosion, fire

Need to improve preventive and predictive practices

Need to get more operator involvement

Need to improve repair planning


Utility’s Original State

Process • Evolving into a standard equipment and event classification system

across the fleet through CMMS

• No standard fleet-wide continuous improvement process/procedure utilizing all available data

Technology • Silos of information/data; many systems not integrated.

– Reliability Centered Maintenance says you are going to manage using condition information

• Investment in systems not yet being fully utilized

Culture/People • Organizational separation –regionally and plant wide

• Aging workforce with asset knowledge not being captured, documented nor used

By the way… They are not unique in the industry


Plant Site Committed to the ODR Process

• Operators are critical to asset reliability

• Predictive and preventive practices managed, and performed by operators

• Automated and administered with technology

• Cross-functional teamwork with engineering, maintenance and instrumentation & control depts.

• Activities that impact facility-wide reliability

• Our job is to maximize equipment for its whole life


Utility’s Plan for the Pilot ODR System

Evaluate current state

Create implementation team

Design and execute plan

Measure results

Refine and continuously improve program


Utility’s original Pilot ODR Basic System

Industrial Personal Data Assistant (PDA) with

vibration/temperature Pen detector

Host software Oracle based 5 user seats


Utility’s Pilot and Expanded ODR Rounds

Pilot started with:

• Operator logs/checklists

• Process rounds

• Preventive and predictive checks

Expanded to include:

• Lubrication routes

• Plant safety check lists


Utility’s Pilot ODR System Overview

ODR Software to load & unload Route & Data to/from industrial PDA

archive, trend, shift & exception reports

Plant LAN

CMMS Server ODR Database Server Historical DB Server

Control room Shift Supervisor Plant Engineer PdM Analyst Maint. Planner

Future Links


Utility’s Work Order Review Process to Validate and Capture Results of ODR

Is the

item in

Danger?

Is

danger

from MCD? Yard Supervisor reviews

route exception report for

“alert” or “danger” conditions

Create work order for repair

writing MARLIN as 1st word in

problem description danger

created by YA observation)

Create work order for

repair writing MARLIN

as 1st word in problem

description

I&C specialist uses

work Order to collect

own readings to track

or issue repair work

order

Does item

Require

Immediate

repair? Yard admin. Keeps monthly

report updated along with

weekly hard copy of shift

exception report stored for

reference

Monitor item in “alert” for

changes in trend or rise in

vibration or temperature signal

Issue repair work order

writing MARLIN as 1st word in

problem description

Continue to

track asset

condition on

future routes

Yes

Yes

Yes

No

No

No

Yard Supr. prints out weekly

MAXIMO exception report on

open/closed / complete work

orders filtered by the word

MARLIN

Maintenance planner plans

work to be performed


Utility’s Program Results

Operator initiated work orders increased 1st 6 months

• 42 work orders written based on operator findings

• 17 work orders on bearing problems using the MARLIN with vibration pen

• 25 oil related work orders due to leaks, over lubrication, and clogged breathers on gear boxes

Return of investment – Combination of:

• Reduction in maintenance and repair costs

• Reduced Equipment down time

• Increased employee engagement and accountability


Utility’s ODR Program Successes

1. #2 Coal crusher inboard bearing (2008)

• Operator vibration measurement trending high

• Operator visual inspection found site oil glass low

• I&C validated operator findings due to leaking seal

• Work order written to check alignment

• Root cause found soft foot casing misalignment

• Motor precision aligned

• Seal repair was made to motor

• I&C and yard supervisor validated the repair


Utility’s ODR Program Successes

2. #2 Coal crusher motor bearing (2006)

• Operator vibration measurement outboard bearing

• Potential cost if not detected $50K-$60K

• Actual cost ~$2K

3. #1 Coal crusher dust collector

• High vibration on the fan motor outboard bearing

• Found the pedestal motor mounts loose

• Concrete was cracked

4. #12 dust collector fan bearing

• Run to failure

5. Identified developing bearing problems on 17 additional assets


Utility’s ODR Program Outcomes

Improved operator understanding:

• Value of inspections and measurements

• Proper lubrication practices

• Their impact on asset life

• Developed a sense of ownership

• Improved round consistency

• Improved work flow process

ODR rolled out to eight additional plant sites within the fleet

Corporate sponsored users group set up with bi-monthly, web-based training and feedback for future enhancements


Lessons Learned From Utility

Cross-functional group buy-in

Critical to success

• Persistence and encouragement

• Regular communications

• Operator understanding and acceptance of expanded role

• Acting on operator findings

• Technology structure in place and supported

• Establishment of standards and definitions

• Continuous training – initial and refresher


Utility’s Future Direction

Expansion of program

• New assets including soot blowers

• New inspections including environmental inspections (EPA reporting)

Added capabilities

• Work order notification into CMMS

Wide area network deployment with Citrix


Case Study Conclusion

Vision (Culture Change) - ODR clearly enables operations to meet the challenges ahead by bringing them into the plant reliability team as a contributing stakeholder.

Business Case - Increased revenue by driving down maintenance and repair costs through increased collaboration between operations and maintenance.

Deployment Process (Key = Training) – Increasing the asset knowledge of the operator, while providing tools to capture and collaboratively share the data, improved their understanding of asset ownership, and also improved the maintenance window for effective planning.

Sustainability (OWNERSHIP!) – Sustainability of the ODR process can be achieved when operators realize their ownership role of the equipment on their rounds.


Questions?

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About the Presenter Jerry Schick - indianpowerstations.orgindianpowerstations.org/Presentations Made at IPS-2012/Day-1 at... · About the Presenter – Jerry Schick ... •Roll out