TR-111915-Predictive Maintenance Program Implementation Experience

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EPRIGEN • 3412 Hillview Avenue, Palo Alto, California 94304 • PO Box 10416, Palo Alto, California 94303 USA

800.313.3774 • 650.855.2121 • [email protected] • www.epri.com

Predictive Maintenance ProgramImplementation Experience

TR-111915

Final Report, December 1998

Project ManagerR. Pflasterer

Effective December 6, 2006, this report has been made publicly availablein accordance with Section 734.3(b)(3) and published in accordance withSection 734.7 of the U.S. Export Administration Regulations. As a resultof this publication, this report is subject to only copyright protection and doesnot require any license agreement from EPRI. This notice supersedes theexport control restrictions and any proprietary licensed material noticesembedded in the document prior to publication.



DISCLAIMER OF WARRANTIES AND LIMITATION OF LIABILITIES

THIS REPORT WAS PREPARED BY THE ORGANIZATION(S) NAMED BELOW AS AN ACCOUNT OF WORKSPONSORED OR COSPONSORED BY EPRIGEN, INC. NEITHER EPRIGEN, THE ELECTRIC POWERRESEARCH INSTITUTE, INC. (EPRI), ANY COSPONSOR, THE ORGANIZATION(S) NAMED BELOW, NORANY PERSON ACTING ON BEHALF OF ANY OF THEM:

(A) MAKES ANY WARRANTY OR REPRESENTATION WHATSOEVER, EXPRESS OR IMPLIED, (I) WITHRESPECT TO THE USE OF ANY INFORMATION, APPARATUS, METHOD, PROCESS, OR SIMILAR ITEMDISCLOSED IN THIS REPORT, INCLUDING MERCHANTABILITY AND FITNESS FOR A PARTICULARPURPOSE, OR (II) THAT SUCH USE DOES NOT INFRINGE ON OR INTERFERE WITH PRIVATELY OWNEDRIGHTS, INCLUDING ANY PARTY'S INTELLECTUAL PROPERTY, OR (III) THAT THIS PACKAGE ISSUITABLE TO ANY PARTICULAR USER'S CIRCUMSTANCE; OR

(B) ASSUMES RESPONSIBILITY FOR ANY DAMAGES OR OTHER LIABILITY WHATSOEVER (INCLUDINGANY CONSEQUENTIAL DAMAGES, EVEN IF EPRIGEN OR ANY EPRIGEN REPRESENTATIVE HAS BEENADVISED OF THE POSSIBILITY OF SUCH DAMAGES) RESULTING FROM YOUR SELECTION OR USE OFTHIS REPORT OR ANY INFORMATION, APPARATUS, METHOD, PROCESS, OR SIMILAR ITEMDISCLOSED IN THIS REPORT.

ORGANIZATION(S) THAT PREPARED THIS REPORT

EPRI Maintenance & Diagnostic Center

ORDERING INFORMATION

Requests for copies of this package should be directed to the EPRI Distribution Center, 207 Coggins Drive, P.O.Box 23205, Pleasant Hill, CA 94523, (925) 934-4212.

EPRI is a registered service mark of the Electric Power Research Institute, Inc.

Copyright © 1998 EPRIGEN, Inc. All rights reserved.



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CITATION

This report was prepared by

EPRI Maintenance & Diagnostic Center440 Baldwin TowerEddystone, Pennsylvania 19022

Principal InvestigatorW. Woyshner

This report describes research sponsored by EPRIGEN.

The report is a corporate document that should be cited in the literature in thefollowing manner:

Predictive Maintenance Program Implementation Experience, EPRIGEN, Palo Alto, CA:1998. Report TR-111915.





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REPORT SUMMARY

Predictive maintenance (PDM) is a process of collecting data, assessing machinerycondition, and deciding when to perform maintenance. PDM saves money andimproves machinery reliability as compared to preventive or corrective maintenance.This report describes the implementation of PDM programs at CommonwealthEdison’s (ComEd’s) fossil power plants.

Background

In October 1995 ComEd of Chicago, Illinois, and the EPRI’s Maintenance andDiagnostic (M&D) Center of Eddystone, Pennsylvania, joined together to develop andimplement a PDM Program within the fossil division of the ComEd system. Theimplementation involved 10 generating stations, and it included the Fossil OperationsAvailability Systems Team and ComEd's System Material Analysis Department(SMAD). In order for a PDM program to be successful, it is very important that all staff levels at the plant and at the central office have an awareness of the program. This isespecially important when a program that employs a new approach to maintenancedecision making is being implemented. Typically, any significant change in workinghabits is many times resisted initially, unless “Buy-In” of those affected by the changes

occurs.This report is part of EPRIGEN’s development efforts under the Plant MaintenanceOptimization (PMO) Target, number 54 in 1998 and 75 in 1999. The PMO mission is tolead the industry by developing and demonstrating products and services that willimprove utilization of power plant maintenance resources and increase profitability forgeneration business units/companies.

ObjectivesTo implement predictive maintenance programs at 10 ComEd generating stations; toachieve ComEd’s aggressive cost improvement goals through the use of predictive

maintenance; to change from a corrective maintenance strategy to a predictivemaintenance strategy.

ApproachThe PDM Implementation Program comprised four major initiatives: 1) PDM ProgramImplementation Support, 2) Level-of-Awareness (LOA) Training, 3) TechnologyImplementation, and 4) PDM Program Follow-Up Reviews and Meetings. The project



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team worked with ComEd’s Fossil Operations Availability Systems Team, PDMSpecialists from the 10 generating stations, and selected SMAD personnel to implementPDM programs at each station. The team subsequently described the details of eachinitiative and the tasks within them for this report. In addition, they wrote a sectiondedicated to Cost Benefit Analyses.

ResultsPDM programs were implemented at 10 ComEd fossil generating stations. ComEd’saggressive cost reduction goals were exceeded, and substantial progress was achievedmoving from a corrective maintenance strategy to a predictive maintenance strategy.The program’s success can be measured by the cost-effective identification andcorrection of potential equipment failures at the 10 generating stations with cost benefits calculated at over $10.6 million in the first two years of the project. Thesesavings are an excellent indicator that a level of awareness and “Buy-In” of the PDMPrograms now exists at most of the stations.

EPRI PerspectivePredictive maintenance has become the dominant theme for the M&D Center atEddystone, Pennsylvania. That Center is operated in cooperation with PECO Energy(PECO). Over 40 diagnostic systems are installed and operating at PECO's Eddystonestation. The M&D Center provides the utility industry a broad range of products andservices related to predictive maintenance. These include PDM Assessment services,PDM Program Implementation services, training courses on PDM technologies, PDMautomation tools such as the O&M Workstation, and specific PDM services such asthermography surveys. Over the past 11 years, the EPRI M&D Center has gained awealth of experience implementing PDM Programs at various utilities. The techniques

and experiences described in this report will be very beneficial to all EPRI membersthat are implementing PDM into multi-station organizations.

TR-111915

Interest CategoriesFossil Steam Plant Performance OptimizationFossil Steam Plant O&M Cost ReductionCombustion Turbine/Combined Cycle PlantsAssessment & Optimization

KeywordsDiagnostic monitoringMaintenance practicesReliability/availabilityMaintenance optimizationPerformancePredictive maintenance



EPRIGEN Licensed Material

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ABSTRACT

This report is part of EPRIGEN’s development efforts under the Plant MaintenanceOptimization (PMO) Target, number 54 in 1998 and 75 in 1999. The PMO mission is tolead the industry by developing and demonstrating products and services that willimprove utilization of power plant maintenance resources and increase profitability forgeneration business units/companies. This report describes the experienceimplementing predictive maintenance (PDM) programs at Commonwealth Edison’s

(ComEd’s) fossil power plants.

Predictive maintenance is a process of collecting data, assessing machinery condition,and deciding when to perform maintenance. A predictive maintenance programestablishes the resources necessary to sustain an ongoing predictive maintenanceprocess. Those resources include people, work processes (procedures) andtechnologies. Predictive maintenance saves money and improves machinery reliabilityas compared to preventive or corrective maintenance.

This report describes the process and results of implementing predictive maintenanceprograms. The implementation process was broken down into four major initiatives:

implementation support, Level Of Awareness (LOA) training, technologyimplementation, and follow-up. Specific results from this implementation includes theproject schedule, the mini-assessment, the PDM plan, and the opportunities for furtherimprovement. The PDM plan includes: key findings, plant equipment assessment,establishing the technologies, setting up the organization, establishing cost benefitworksheets, and training. The PDM technologies implemented include: vibration,lubrication, infrared thermography, ultrasonic, and motor current analysis.






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CONTENTS

1 INTRODUCTION AND OVERVIEW..................................................................................... 1-1

Project Major Initiatives ....................................................................................................... 1-3

2 PDM PROGRAM IMPLEMENTATION ................................................................................ 2-1

PDM Program Implementation Support .............................................................................. 2-1

Initial PDM Course .............................................................................................................. 2-1

Coaching Sessions ............................................................................................................. 2-1

Coaching Session # 1 ..................................................................................................... 2-2

Progress Meeting with Fossil Senior Leadership Team .................................................. 2-3

Coaching Session #2 ...................................................................................................... 2-3

14 Key Elements of a PDM Program Implementation Plan................................................. 2-5

Progress Meeting with All Station's Operations, Maintenance, & Technical Leaders ......... 2-7

Mini Plant Assessment at Waukegan & Crawford Stations ............................................. 2-8


2nd Progress Meeting with All Station's Operations, Maintenance, & TechnicalLeaders ........................................................................................................................... 2-9


Equipment Condition Assessment Meetings....................................................................... 2-9

Coaching Session #5 .................................................................................................... 2-11

2nd Progress Meeting with Fossil Senior Leadership Team ......................................... 2-12

3 LEVEL OF AWARENESS (LOA) TRAINING ...................................................................... 3-1

Predictive Maintenance LOA Training................................................................................. 3-2

Infrared Thermography (IRT) LOA Training ........................................................................ 3-2

Vibration Analysis LOA Training ......................................................................................... 3-3

Lube Oil Analysis LOA Training .......................................................................................... 3-3




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4 TECHNOLOGY IMPLEMENTATION................................................................................... 4-1

IRT Program ....................................................................................................................... 4-1

Task 1: Infrared Thermography Report Generation Training Course ............................. 4-1

Task 2 - Initial IRT Field Survey w/Hands-On Training.................................................... 4-2

Task 3: Prepare an IRT Formal Report .......................................................................... 4-3

Task 4: IRT Program Follow-Up Support/Meetings ........................................................ 4-3

Task 5 - Consolidated IRT Training and Advanced IRT Applications .............................. 4-4

The EMPM Program ........................................................................................................... 4-4

Task 1: Initial EMPM Project Kick-Off at the Joliet 29 Generating Station ..................... 4-5

Task 2: Presentation of the EMPM Project at the Other Nine (9) GeneratingStations ........................................................................................................................... 4-6

Task 3: Continuation of the Full EMPM Project at the Joliet 29 Generating Station....... 4-6

Task 4: EMPM Project Review and Follow-Up Meetings at the Other Nine (9)Generating Stations ........................................................................................................ 4-6

Vibration Analysis Program................................................................................................. 4-6

Lube Oil Analysis Program ................................................................................................. 4-7

Plant PDM/PD Program Review Sessions .......................................................................... 4-7

5 PDM PROGRAM RESULTS................................................................................................ 5-1

Cost Benefit Analyses Overview Discussion....................................................................... 5-1

Basic Assumptions .......................................................................................................... 5-1

LOA Training....................................................................................................................... 5-2

PDM Specialist, Waukegan Generating Station .............................................................. 5-2

PDM Specialist, Joliet 9 Generating Station.................................................................... 5-2

PDM Specialist, Powerton Generating Station ................................................................ 5-3

Operations Availability Systems Team............................................................................ 5-3

PDM Specialist, Joliet 29 Generating Station.................................................................. 5-3

PDM Specialist, Kincaid Generating Station ................................................................... 5-4

LOA Training Results ...................................................................................................... 5-4

6 SUMMATION....................................................................................................................... 6-1

7 REFERENCES .................................................................................................................... 7-1

A PLANNING SCHEDULE .....................................................................................................A-1




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B PDM MINI-ASSESSMENT QUESTIONNAIRE....................................................................B-1

General Questions..............................................................................................................B-1

Personal ..........................................................................................................................B-1

Plant Operations and Maintenance ................................................................................. B-1

Preventive Maintenance.................................................................................................. B-2

Predictive Maintenance ................................................................................................... B-2

Communications ............................................................................................................. B-3

Training ...........................................................................................................................B-3

Computerized Maintenance Management System.......................................................... B-4

C WAUKEGAN STATION PDM PLAN...................................................................................C-1

Overview.............................................................................................................................C-1

Introduction .....................................................................................................................C-1Scope..............................................................................................................................C-2

Key Findings and Recommendations..............................................................................C-2

Recommendation #1 ...................................................................................................C-2









Goals and Expected Benefits..........................................................................................C-4

Condition-Based Maintenance Strategy Improvement ....................................................C-6

Implementation ...................................................................................................................C-7

Strategies for Implementation .........................................................................................C-7

Plant Equipment Assessment .........................................................................................C-8

Technology Application Descriptions.........................................................................C-17

Vibration TAD................................................................................................................C-17

Technology Application .............................................................................................C-17

Activities....................................................................................................................C-17

Responsibilities .........................................................................................................C-18




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Resource Requirements............................................................................................C-18

Training Requirements..............................................................................................C-18

Miscellaneous Requirements ....................................................................................C-19

Lubrication TAD ............................................................................................................C-19


Activities....................................................................................................................C-19





IR Thermography TAD ..................................................................................................C-21


Activities....................................................................................................................C-21





Ultrasonic TAD ..............................................................................................................C-22


Activities....................................................................................................................C-22





Motor Current Analysis..................................................................................................C-23


Activities....................................................................................................................C-24


Resource Requirements............................................................................................C-24Training Requirements..............................................................................................C-24


Organization..................................................................................................................C-25

Communication Formats and Description..................................................................C-25

Standard Reports......................................................................................................C-26




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Work Flow Diagrams .................................................................................................C-27

Roles and Responsibilities Document for the Station................................................C-29

Process Specialists ...................................................................................................C-29

Coaches and Team Members ...................................................................................C-29

PDM Specialists Role................................................................................................C-30

Operations Department.............................................................................................C-31

Operations Lead........................................................................................................C-31

Operations.................................................................................................................C-31

Plant Support PDM Roles .........................................................................................C-32

Guidelines for Integrating PDM Strategies with an Asset Management System.......C-33

Financial........................................................................................................................C-34

Planning and Estimating Guides ...............................................................................C-34

Program Benefit to Cost Summary & Estimated Gross Benefits ...............................C-41

Cost Benefit Procedure .............................................................................................C-41

Training Program ..........................................................................................................C-44

Training Matrix...........................................................................................................C-44

Training Type Descriptions........................................................................................C-45

D STRENGTHS, OPPORTUNITIES, AND RECOMMENDATIONS EVALUATIONS .............D-1

Strengths, Opportunities, & Recommendations for Typical Station ....................................D-1

Strengths.........................................................................................................................D-1

Opportunities...................................................................................................................D-2

Recommendations ..........................................................................................................D-3






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LIST OF FIGURES

Figure 2-1 Example of Monthly Equipment Condition Assessment Report.......................... 2-11

Figure C-1 Expected Heat Rate Benefits ...............................................................................C-4

Figure C-2 Expected O&M Cost Reductions..........................................................................C-5

Figure C-3 Expected EFOR Reductions ................................................................................C-5

Figure C-4 Ratio of PDM/CM for Major Equipment ................................................................C-6

Figure C-5 Relative CM, PM and PDM Now ..........................................................................C-6

Figure C-6 Expected Future Relative CM, PM and PDM.......................................................C-7

Figure C-7 Current Work Flow at Waukegan For Major Equipment.....................................C-27

Figure C-8 Work Flow at Waukegan for Major Equipment with PDM Implementation .........C-28

Figure C-9 Organizational Charts Including PDM Strategies ...............................................C-28

Figure C-10 Planning & Estimating Guide, System: Periodic Vibration Monitoring ..............C-35

Figure C-11 Planning & Estimating Guide, System: Periodic Acoustic Leak Detection .......C-36

Figure C-12 Planning & Estimating Guide, System: Infrared Thermography (Plant)............C-37

Figure C-13 Planning & Estimating Guide, System: Electric Motor PredictiveMaintenance .................................................................................................................C-38

Figure C-14 Planning & Estimating Guide, System: Lube Oil Monitoring.............................C-39

Figure C-15 Planning & Estimating Guide, System: Integrated Predictive MaintenanceProgram ........................................................................................................................C-40

Figure C-16 Occurrence Assumption and Cost Benefit Worksheet .....................................C-44

Figure C-17 Typical Training Matrix .....................................................................................C-45






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LIST OF TABLES

Table 2-1 Equipment Selection Process................................................................................ 2-5

Table 2-2 Major PDM Program Issues................................................................................. 2-12

Table 5-1 ComEd Level Of Awareness Training Overall Averages........................................ 5-5

Table A-1 Schedule for Events .............................................................................................. A-1

Table C-1 Unit #6 Equipment and Technologies .................................................................C-10



Table C-4 Cost Summary ....................................................................................................C-41






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1

INTRODUCTION AND OVERVIEW

In the interest of improving their maintenance processes and procedures, ComEd isimplementing predictive maintenance practices in ten (10) of their fossil generatingplants. The EPRI M&D Center provided assistance to ComEd in establishing therecommended steps to be taken regarding technologies, processes, training, and cost benefit analyses. This report covers the highlights and key elements of that program.

In order for a Predictive Maintenance (PDM) program to be successful, it is veryimportant that all staff levels at the plant, and at the Central Office, have an awarenessthat such a program, one that employs a new approach to maintenance decisionmaking, is being implemented. The goals and tasks of the new maintenance programmust have "Buy-In" from all plant & Central Office personnel. Typically, anysignificant change in the working habits of the staff is resisted initially, and is oftenultimately unsuccessful, unless "Buy-In" of those affected by the changes occur. MostPDM Program implementation efforts focus on technology applications versusequipment condition evaluation and therefore fail to reach full potential. The years of experience gained at the EPRI M&D Center has resulted in the formulation of a six-stepprocess when implementing a PDM Program.

1. Consider why you are implementing a PDM Program, and get an understanding of how PDM supports your goals (for example financial, reliability, safety, regulatory).

2. Establish or modify a formal PDM program which is focused on the PDM goals inmind, including programmatic issues (e.g., your Organizational readiness), andtechnical issues (for example identify components and applied technologies).

3. Formulate a detailed action plan, by creating task lists & schedules for alltechnologies and PDM process activities.

4. Execute the plan, by having the discipline to perform the planned tasks according tothe schedule, such as:

— Procuring Equipment,

— Educating Personnel in Roles & Responsibilities,




Introduction and Overview

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— Obtain Training on Technology Applications,

— Developing Equipment Condition Reporting Mechanisms, etc.

5. Create measures and a means to evaluate the program's effectiveness"

6. Automate the PDM process"

Most utilities begin the PDM Program implementation at Step 4; thereby missing themost important steps in the implementation process. The project, discussed in thisreport, systematically applied the Six Steps listed above, and focused on providing theawareness of the new maintenance program and achieving the formal "Buy-In" from allstaff levels, which are both necessary to create and implement a successful PDMProgram.

ComEd of Chicago, Illinois and the EPRI M&D Center, of Eddystone, Pennsylvania,

joined together to develop and implement a Predictive Maintenance Program (PDM).The implementation involved ten (10) generating stations, the Operations AvailabilitySystems Team (AST), and the System Material Analysis Department (SMAD).

Implementing this program at ComEd was recognized as a difficult task and requiredsignificant commitment from the ComEd team members. The experience of the ASTwith implementing programs and/or initiatives within the utility organization andculture, coupled with the expertise from EPRI M&D Center personnel with conditionmonitoring tools and PDM program implementation, were instrumental to the projectsuccess.

The motivation of the entire staff at ComEd to change the way maintenance decisionswould be made to lower O&M costs, as part of a competitive action plan, added fuel tothe fire for accomplishing the PDM program implementation.

The PDM Program was successfully initiated and developed via these four (4) majorinitiatives of the project. The techniques and experiences consolidated in these fourinitiatives will be very beneficial to all EPRI members that are implementing PDM intomulti-station organizations. The program's success was measured by the cost-effectiveidentification and correction of potential equipment failures at the ten (10) generatingstations. This is evidence that a level of awareness and "Buy-In" of the PDM Programs

exists at most stations. The program's success also resulted in over $10.8 millioncalculated in cost benefits over the first two years of the project. As mentionedpreviously, this initial "Buy-In" of the PDM Program is an important first step towardchanging the work culture and the process in which maintenance decisions are made atall of ComEd's Fossil Generating Stations.




Introduction and Overview

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Project Major Initiatives

PDM Program Implementation Support - The objective of this initiative was topresent, discuss, coach, and review the PDM program with the Operations Availabilitysystems Team, the selected PDM specialists from the ten (10) generating stations, and

the selected SMAD personnel prior to, during, and after the implementation of thePDM Program.

Level-of-Awareness (LOA) Training - The objective of the "Level-of-AwarenessTraining" was to enhance the level of awareness, or basic understanding of theinvolvement needed by all levels at the generating stations, and the central office staff,for a successful PDM Program.

Technology Implementation - The Technology Implementation activities of this projectwere identified as a result of the PDM Program Implementation Support. The objectiveof the Technology Implementation was to provide the utility with In-Field, Hands-Ontraining for some selected PDM technologies, (e.g. the Infrared Thermography (IRT)Program and the Electric Motor Predictive Maintenance (EMPM) Program), so that theapplicable ComEd personnel would receive first hand knowledge of how to get startedin gathering, analyzing, reporting, and storing data from the condition monitoringtechnologies used in the PDM Program.

PDM Program Follow-Up Meetings - Subsequent meetings (e.g. PDM ProgramReview Sessions, Coaching Sessions, IRT Folllow-Up, etc.), with all plant PDMSpecialists and the Operations Availability Systems Team, provided reviews of thePDM Program progress, discussions on technical aspects, reassessments of program

goals, and assurances that the program's objectives were being met.






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2

PDM PROGRAM IMPLEMENTATION

PDM Program Implementation Support

Appendix A of this report includes an overall schedule showing the sequence of eventsexplained in this report; and, it links the explanation of each event to the time that theevent occurred. The schedule also displays the time of occurrence of the financial benefits gained throughout the implementation process of the PDM Program.

Initial PDM Course

The introduction of PDM to ComEd was a "PDM Program: Development &Implementation" course held at the Joliet 29 Generating Station training facility. Thecourse attendees were the PDM Implementation sponsors from the various plants, andthe Operations Availability Systems Team.

The goals of the course were: 1) To understand technical, organizational, and financialissues surrounding the implementation of PDM; 2) Raise the level of awareness of the

effectiveness and limitations of PDM technologies as applied power plant equipment;and, 3) Show how a PDM Program can be implemented at ComEd. The topicsdiscussed during the first day included Planning, Design, Implementation, Evaluation,and Automation of a PDM Program. The second day discussions involved TechnologyReviews of the different technologies used in a PDM Program. These technologiesincluded both Periodic and On-Line Systems such as: Vibration Monitoring; Lube OilSampling and Analysis; Infrared Thermography; Acoustic Valve Leak Detection; On-Line Water Chemistry Analysis; and, On-Line Performance Monitoring.

Coaching Sessions

The most significant portion of the PDM Program Implementation Support was thecoaching sessions. These sessions were divided into five different meetings at variousComEd selected locations, and they were spaced approximately three months apart.The purpose of the sessions was to ensure program consistency and program costminimization through economics of scale across the ten plants. The specific topics of each session were somewhat different; however, the intent was to present, discuss, and




PDM Program Implementation

2-2

review the PDM Program with the Operations Availability Systems Team and the PDMspecialists from each station.

Coaching Session # 1

The EPRI M&D Center provided two engineers for the initial coaching session held atthe Joliet 29 Generating Station training facility, approximately seven months after theinitial PDM course.

The focus of the first coaching session was PDM equipment selection, technologyapplications, and programmatic issues such as organization and communications.Equipment selection included: Infrared Thermography equipment; Vibration Analysisequipment; Lube Oil Analysis equipment; and the software applicable to each of thetechnologies for the reporting of the respective data gathered. Suggestions from theM&D Center were made as to what was required to do the job; however, vendor

selection was made by ComEd. The application of which of the different PDMtechnologies should be applied to the selected station equipment, and how often theyshould be surveyed, was discussed. The programmatic issues discussed were: how toorganize each individual station's PDM group; how to establish communications between the individual groups at each station and the Fossil Operations AvailabilitySystems Team; and, how to organize all the data from all the plants into a centraldatabase so that all plants could share information. The highlights of the formalpresentation of the first coaching session were as follows:

• Assessing the Plant For PDM

• Identifying Plant Controllable Costs

• Work Flow Diagram (Existing and PDM Impacted)

• Creating an Equipment and Technology (E&T) Matrix

• PDM Technology Hardware and Software

• PDM Organizational Issues

• Identifying Financial Goals

• Cost Benefit Analyses and Procedures

• Formal Presentation to Management on Return On Investment (ROI)

• Homework Assignment Attachment





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Progress Meeting with Fossil Senior Leadership Team

The ComEd PDM Manager and PDM Leader, and the EPRI M&D Center projectmanager, presented a PDM Program progress update at the Senior Leadership Teammeeting held at ComEd's Fossil Division headquarters. Topics discussed for upper

management buy-in to the PDM Program included the six steps required whenimplementing a PDM Program, as stated previously.

The ensuing PDM Program Progress and Results discussions of the presentationincluded:

• Completion of ten (10) of the forty (40) total weeks of LOA Training, with the after-test scores indicating a 20% to 30% increase over the before-test scores.

• Completion of the first five (5) coaching sessions where the positive and negativeaspects of the PDM Program Implementation Plan, along with critical personnel

concerns, were being worked out.

• Completion of the Infrared Thermography Technology Implementation and HandsTraining at eight stations. A total of 221 anomalies had been detected. Examplecase histories were presented with actual Cost Benefit Analyses numbers. The IRfield survey data report-generation training had also been completed.

• Completion of the EMPM full participation program at the Joliet 2 GeneratingStation that had been started, and the conduct of kick-off presentations at five (5)other stations. Various motor anomalies had been detected.

The mission of this presentation was to set management expectations, exposemanagement to critical and potential PDM Program failure mechanisms, obtain their buy-in, and show hard evidence of a Return-On-Investment (ROI) during these earlystages of implementation. The general reaction from ComEd Senior Leadership Teamwas extremely positive and support to proceed was recognized.

Coaching Session #2

The EPRI M&D Center provided an engineer for the second coaching session held atthe ComEd's Central Testing, Engineering and Material (C-TEAM) training facility,approximately three months after the first coaching session. The focus of the secondcoaching session was a Review of the Homework Assignments, via Presentations byeach Plant's PDM Specialist, and the Introduction of the 14 Key Elements of a PDMProgram Implementation Plan. Prior to beginning the second coaching session, someinitial program implementation questions were fielded. Some of those questions andtheir responses were as follows:





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• Question: Why create a PDM Implementation Plan if the M&D Center is workingwith the PDM Specialist, shouldn't they know what to do?

• The responses to these questions were:

— If you fail to plan, then you plan to fail.

— The PDM Implementation Plan serves as scheduling guide, and a reminder tothe PDM Coordinators and Specialists.

— Convincing management that the PDM Specialist, Coordinator, and Engineeringhave a plan that requires the investment, plainly identifies the potential for thereturn on investment, and describes how it will be achieved.

— If Management support is not gained, or is lost during the implementationphases, the probability of failure is high.

— The plan also gives plant Management the necessary "Yard Stick" to measure theprogress and success of the PDM Program.

The homework assignment was for the PDM Specialist to gather the requiredinformation, identified on the first coaching session's "Homework Assignment" to helpdevelop the PDM Program Implementation Plan. The most consequential portion of the Homework Assignment was how to select which pieces of plant equipment would be the most beneficial for inclusion in the PDM Program. The process for determininghow to select those pieces of equipment is by listing the most likely candidates, asshown in Table 2-1 below.

The next step is to apply corresponding numbers adjacent to each piece of equipmentthat represents its importance in the two categories outlined (1 having the most effect,and 10, etc. having the least). The two numbers entered for each category are addedtogether and the equipment that is determined to have the smallest accumulativenumber is the first piece of equipment that should be monitored in the PDM program.Therefore, based on the above example, the pulverizers and boiler feedpumps are thetwo pieces of equipment that the initial PDM program's attention should be focused on.





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Table 2-1Equipment Selection Process

Equipment Identification O&M Cost Lost Availability(EFOR)

Totals

Pulverizers 1 4 5

Boiler Feed Pumps 2 3 5

Condensate Pumps 13 1 14

Forced Draft Fans 5 5 10

Induced Draft Fans 11 8 19

Circulating Water Pumps 4 2 6

Boiler Water Circ. Pumps 7 6 13

Air Compressors 10 7 17

Etc.

The introduction of the 14 Key Elements of a PDM Program Implementation Plan wasalso presented during the second coaching session. The following is a list of theseitems:

14 Key Elements of a PDM Program Implementation Plan

1. Assignment of a PDM Coordinator - During the incubation period of predictivemaintenance, the EPRI M&D Center learned that the initial implementation phasesmust be treated much like a capital project. The project initiatives require a full timeresource to provide the required focus, and to carry out each critical activityregarding the project's plans. It has been the M&D Center's experience that if aPDM Coordinator is tasked with both predictive and reactive maintenanceactivities, the reactive work almost always supersedes the predictive activities; and,eventually, the lack of continuity to the PDM Program results in failure, or less than

expected results.

2. Illustration of Goals - An effective PDM Program is focused on plant equipmentwhich affects O&M costs, plant availability, etc. It is critical to have special goals setand graphically depicted prior to implementing a PDM Program. Setting thesegoals helps maintain the focus of the program on protecting the essential plantequipment, which eventually results in cost savings to the organization.





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3. Equipment and Condition Indicators (E&CI) Matrix - is a matrix list of the plant'sessential equipment to be included in the PDM Program. Also, included in theE&CI matrix is each available parameter measured, or equipment conditionindicators used, for each piece of equipment included in the listing. Someequipment condition indicators include:

— Diagnostic Test Data - Vibration, IRT, Lube Oil, Acoustics, etc.

— Batch Test Data - Thermal Performance, Mill Fineness, Turbine Inspections,NDR, Off-Line Electrical Testing

— Process Parameter Trends - Pressure, Temperature, Flow, Amperage, etc.

— Visual Inspections/Indicators

— Preventative Maintenance - As Found Data

— (This E&CI matrix should also indicate the "Owner " of each piece of equipmenton the list, or the person responsible for the long term maintenance/performanceof the equipment.)

4. Technology Application Descriptions - is a document that describes how a specialtechnology will be implemented. The document explains what plant equipmentwill be monitored, who will perform the data collection and/or analysis, and whattests will be required.

5. Planning and Estimating Guides - are cost estimates for implementing the specific

technologies described in the Technology Application Descriptions.

6. Program Cost Table - is a summary of all costs of implementing or enhancing thePDM Program.

7. Organizational Charts (with Roles & Responsibilities) - is a plant organizationchart listing each and every role and responsibility for all personnel involved in theimplementation of the PDM Program. The chart should be developed andpresented to management for approval.

8. PDM Report Format - is a document that summarizes all the condition indicatorsfor a piece of equipment, and documents all maintenance actions required for thatpiece of equipment. This report is the primary deliverable of a PDM Program. Thisdocument is also referred to as the Equipment Condition Report.

9. Communication Formats - include written and verbal mechanisms intended totransfer information regarding the PDM Program, or specific equipment conditionsor recommendations.





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10. Work Flow Diagrams - depicting and understanding the actual process of howmaintenance work is executed and closed-out once the need for the tasks has beenidentified (i.e. as a result of PM work order or equipment failure) is critical whenimplementing PDM. The actual existing work flow process must be adjustedproperly to receive the information regarding equipment condition, so that

maintenance tasks are re-evaluated, re-scheduled, or eliminated prior to the work being performed. The PDM process of collecting data, converting it to information,and taking the respective corrective action, must be 'built-in' to the currentmaintenance process, not 'added-on'.

— (These work flow diagrams depict the 'as found' work process and clearly definethe desired process with the PDM process integrated.)

11. Schedule - is a Gantt chart that depicts all key activities and milestones of the PDMProgram. The program schedule is critical for monitoring program progress.

12. Training Matrix - is a matrix that identifies each person involved with the PDMProgram that is to be trained, and what type of training they are to receive.

13. Cost Benefit/Calculation Procedure - is the procedure that will be utilized tocalculate the benefit of making maintenance decisions based on current equipmentconditions.

14. Miscellaneous Recommendations (Strengths and Weaknesses) - are based onweaknesses/opportunities observed during the Assessment process.

Progress Meeting with All Station's Operations, Maintenance, & TechnicalLeaders

The progress meeting with all of the stations' Operations, Maintenance, and Technicalleaders was held at the Joliet 29 Generating Station training facility. This meeting wasused as a forum for accomplishing goals similar to those achieved at the presentation tosenior management; and, to gauge the level of understanding by these plantmanagement personnel as to the current PDM Program status and their "Buy-In". Theirunderstanding of the activities and progress was weak, with the exception of a few.This realization reinforced the need for each plant's PDM Specialist to create and/or

complete a formal plan, and to present these plans for review and approval by thismanagement group. This approach would provide answers to their questions andfurther stimulate future support.





2-8

Mini Plant Assessment at Waukegan & Crawford Stations

The EPRI M&D Center provided two (2) engineers for the mini Plant Assessments heldat Waukegan & Crawford Generating Stations. The focus of the mini PlantAssessments was to examine ways to integrate existing programs or processes to meet

the PDM goals. Some of the basic assumptions made in the Plant Assessment processare that:

• Every Plant is Different

• Plant Personnel Feedback is Essential

• Participation by all Plant Personnel is Critical for the Success of the PDM Program

• Plant Personnel Need Management Support

The Plant Assessments consisted of interviews of plant personnel including,management, maintenance, bargaining unit craft, supervisors, operations, etc. Typicalquestions asked in the interview can be found in Appendix B. The results of the PlantAssessments were organized into a special PDM Program Implementation Plan for eachstation (see Appendix C for the Waukegan Station as typical). Upon completion of these plans, presentations were made to plant management and staff for comments andapproval to proceed.

Coaching Session #3

The EPRI M&D Center then provided an engineer for the third coaching session held atthe Joliet 29 Generating Station training facility, approximately three months after thesecond coaching session. The focal points of the third coaching session were on:1)Reviewing the 14 Key Elements of a PDM Program Implementation Plan; 2) Reviewof the PDM Program Implementation Plan from Waukegan & Crawford GeneratingStations; 3) Presentations from each of the ten (10) Stations on Actual Cost BenefitsGained from their Programs; and, 4) Summarization of All Cost Benefits &Occurrences.

The review of the 14 Key elements of a PDM Program Implementation Plan wasperformed so that everyone in attendance could properly critique the PDM ProgramImplementation Plans to be presented.

Presentations were given for Waukegan Station's PDM Program Implementation Plan(see Appendix C), by the respective station's PDM Specialist. Also presented were two(2) individual Cost Benefit Analyses from each station's PDM Specialist. In addition,the PDM Coordinators presented a summary of all PDM Occurrences to-date and theirassociated total Cost Benefit Analyses values.





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2nd Progress Meeting with All Station's Operations, Maintenance, & Technical Leaders

The EPRI M&D Center provided one (1) engineer for the 2nd progress meeting with allof the stations' Operations, Maintenance, & Technical leaders which was held at the

Central Testing, Engineering and Material (C-TEAM) training facility. The focus pointsof the second progress meeting were: 1) Maintenance Strategy Optimization Overview;2) Review the Progress of the PDM Plan Implementation at the Waukegan & CrawfordGenerating Stations; and, 3) Review the Cost Benefit Analyses Methodology. Some of the management personnel had realized the value of having a formal PDM ProgramImplementation Plan to ensure success prior to this meeting; however, the generalconsensus arrived at in this meeting was that each plant must have a formal plan to besuccessful.

Coaching Session #4

The EPRI M&D Center provided an engineer for the fourth coaching session held at theOperations Availability Systems Team's facility, approximately four (4) months afterthe third coaching session. The agenda consisted of: 1) The Design & Discussion of Equipment Condition Assessment Meetings, including setting goals and determiningdeliverables; 2) Review Inter-Organizational Communications for StandardizedEquipment Condition Reports (Table 2-2), Cost Benefit Calculations, StandardizedLesson Plans; 3) assimilation of an Equipment Condition Assessment Meeting; and, 4) aDetailed Demonstration of the O&M Workstation.

Equipment Condition Assessment Meetings

The output of an effective PDM Program is the consensus from Operations,Maintenance, and Technical staff personnel on the maintenance requirements for theequipment included in the program, based on their personal review of all equipmentcondition indicators. In today's busy utility environment it is difficult to assemble allknowledgeable personnel to participate in the Equipment Condition Assessment.Furthermore, facilitation of this critical activity in a PDM Program is required to reach aconsensus decision on the current maintenance requirements of a piece of equipment.The initial Equipment Condition Assessment meeting simulation and critique wasfacilitated by the EPRI M&D Center engineers at the Crawford Generating Station, withthe goal of providing equipment condition status reports periodically.

These meetings were attended by the applicable plant Operations Dept., plantMaintenance Dept., and the plant Technical Staff personnel, in an effort to communicateall equipment condition information for PDM Program equipment, and making the"Best" possible decision on current maintenance requirements. The data typicallyreviewed was:





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• Vibration, Thermography, Lube Oil, Motor Testing, etc.

• Maintenance Work Order summaries (6 months, 1 year)

• Maintenance Costs

• Maintenance Outage Schedule

• Operation Logs

• Operations Walk-Around Logs

• Component Availability Data

• System/Component Technical Information





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0 R Q W K O \ ( T X L S P H Q W & R Q G L W L R Q $ V V H V V P H Q W 5 H S R U W

Date: 8/14/97

Team: Combustion/Steam

EquipmentEquipment Condition

StatusIR Vib.

Lube

Oil

Ops.

Log

Mtr

Cur.P DM R ecom mend ati on R eq uired A cti on A cti on D at e P erso n R esp on si bl e Wo rk R eq uest #

Forced Draft Fan #17A ACCEPTABLE

Forced Draft Fan Motor #17A ACCEPTABLE

Forced Draft Fan #17B ACCEPTABLE

Forced Draft Fan Motor #17A ACCEPTABLE

Forced Draft Fan #17C UNACCEPTABLE XCheck Alignment,

Inspect Fan/Bearing at

next opportunit

Remove Fan from

service and perform

inspection.

8/15/97 John Doe WO55529

Forced Draft Fan Motor #17C ACCEPTABLE

Boiler Feed Pump #17A ACCEPTABLE

Boiler Feed Pump Motor #17A ACCEPTABLE

Boiler Feed Pump #17B MARGINAL XCheck OB Bearing for

wear

Perform vib. & lube oil

tests & re-evaluate

status

8/21/97 John Doe WO58907

Boiler Feed Pump Motor #17B MARGINAL X Clean/Replace Air filtersResurvey after maint. for

re-evaluation.8/21/97 John Doe WO77777

Boiler Feed Pump #17C UNACCEPTABLE X Replace Lube Oil

Remove pump from

service ASAP and

perform re uired maint.

8/15/97 John Doe WO67432

Boiler Feed Pump Motor #17C UNACCEPTABLE XClean/Replace Air filters

ASAP

Resurvey after maint. for

re-evaluation.8/15/97 John Doe WO79332

Equipment Condition Status Terminology: Acceptable - Continue normal operating process

Marginal - Continue operating, Maint. action may be necessary

Unacceptable - Normal operating procedures affected, maintenance actions recommended

Figure 2-1

Example of Monthly Equipment Condition Assessment Report

Coaching Session #5

The EPRI M&D Center provided an engineer for the fifth coaching session held at the Joliet 29 Generating Station training facility, approximately five (5) months after thefourth coaching session. This last coaching session's agenda was as follows:

• Review Standardization of the Equipment Status Report

• Open Discussion (i.e. Brainstorming) of Major Issues Regarding the PDM Program

• Implementation

• Review Cost Benefit Analyses

• Joliet 29 Station Program Update





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The most significant portion of Coaching Session 5 was the Open Discussion or"Brainstorming" of the major issues regarding the PDM Program Implementation atComEd. The process of "Brainstorming" involved all PDM Specialists and theAvailability System Team members present at the meeting and their concerns with theimplementation process. The brainstorming process was to list every issue from

everyone involved. The next step was to prioritize those issues.

This was done by giving everyone involved a fictitious $100 to spend, in any amountsand on however many issues they desire. The dollar values are added up for eachissue, and the top five dollar amounts are the five issues that are attacked first, to helpresolve open issues in a prioritized manner. Included in Table 2-3 are the results of thisprioritization process.

2nd Progress Meeting with Fossil Senior Leadership Team

The EPRI M&D Center provided an engineer for the second Senior Leadership Teammeeting. The ComEd PDM Program Manager and the Availability Systems TeamLeader presented the accomplishments for each plant's PDM program, shared variouscase history examples of Return On Investment (cost benefits), and explained that theinitial goal of $2 million annually in net savings per plant was well on it's way after thefirst 16 months. However, to attain or exceed this goal, the following issues must beprioritized and addressed by this leadership team and each station.

Table 2-2Major PDM Program Issues

Priority Issues

$122 Focused hard on PDM and made PMs an orphan.

$50 Teams need more condition monitoring technology training (datacollection and analysis)

$255 Union agreement negotiations must be completed (It's holding back workforce and causing inconsistencies).

$70 "No time made available to get coaches, planners, specialists, andoperations personnel together for Equipment Condition Assessmentmeeting."

$150 Lack of Operations Department involvement in PDM.

$85 "Getting resources, specifically Ops./Maint. Departments, committed toPDM functions is poor (I.e. data collection, training, etc.) No union





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agreement."

$13 "Too many people doing data collection, not enough response timeallowed."

$47 Lack of complete sharing of good practices from station to station.

$75 Establish station-wide Rules and Responsibilities (#3 also affects this).

$15 "Training overload, too much/too quick."

$50 Lack of station personnel knowledge and matrix of PDM goals.

$105 PDM information not fully integrated with existing work flow process.

$73 Not all stations have a complete PDM plan.

$87 "Do not have total ""Buy-In"" from coaches, planners, and shift advisors."

$100 PDM specialists are not paid enough (overtime pay was cut out).

$17 Asset Mgmt. System's automatic generation of condition monitoring workrequest not happening.

$45 "More involvement of Craft personnel in PDM program (i.e. datacollection, analysis, corrective action, etc.)."

$25 Short-term Mgmt. Focus diverts us from long-term PDM goals.






3-1

3

LEVEL OF AWARENESS (LOA) TRAINING

Four different modular Level-Of-Awareness (LOA) training sessions were developed toassist with the integration of the individual PDM Programs into each of the generatingstation's environment. The modules were presented in a simple, understandableformat, and were targeted for a wide audience. The key questions that were answeredthroughout the individual sessions were:

• What is the program or technology?

• How does the program or technology work?

• How will the program or technology benefit you and your company?

The following are the four (4) LOA training modules performed for ComEd.

• Predictive Maintenance

• Infrared Thermography

• Vibration Analysis

• Lube Oil Analysis

Each module was performed in a 3 1/2 - hour session, twice a day, for a five-dayperiod at each generating station. Each session was limited to 10 - 20 persons;therefore, approximately 100 to 150 persons at each station received the LOA Training(See Section 3 PDM Program for exact numbers). The sessions were targeted for eachstation's Management, Operations, engineering, and Maintenance personnel. TheOperations Availability Systems Team personnel received exposure to each LOA

training module, by rotating their involvement into different LOA training sessionsconducted at each generating station. The following is a detailed description of thecontent of each of the LOA Training modules.




Level of Awareness (LOA) Training

3-2

Predictive Maintenance LOA Training

This module provided a comprehensive approach to the introduction of the PDMProgram into the generating station environment. It explained both the programmaticand technological aspects of the PDM Program. It also described each person's roles

and responsibilities, as well as providing a step-by-step formula for implementing asuccessful PDM Program. The course content discussions covered the following topics:

• What is PDM

• PDM Program Elements

• Plant Maintenance Optimization

• Maintenance Strategies

• PDM Technologies

• PDM Analysis

• PDM Challenges

• How does PDM Work

• Equipment & Technology Matrix

• PDM Goals

• PDM Program Impact

Infrared Thermography (IRT) LOA Training

This module assisted ComEd personnel in implementing the IRT Program at eachstation, because of the overall exposure it afforded to all station personnel regardingthe many applications of this technology in a station environment. With the knowledgegained from participating in this LOA Training course, station personnel can now assistand/or call on the PDM Group to use IRT to troubleshoot problems identified within

the station. The course content discussions covered the following IRT topics:

• Introduction to the Technology

• Theoretical Overview

• Instrument Classifications





3-3

• Advantages

• Measurement Methods

• PDM Program Objectives

• Periodic IRT PDM Surveys

• Field Applications

• PDM Program Cost Benefit Analyses

Vibration Analysis LOA Training

This module discussed the proper use of vibration monitoring as a valuable tool todetect and diagnose machinery problems before serious failure occurs. The coursecontent discussions covered the following topics:

• What is Vibration Analysis

• How Does Vibration Analysis Work

• On-Line and Periodic Vibration Systems

• Procedures for Data Handling

• Analysis Techniques

• Condition Monitoring

• Trending and Reporting formats

Lube Oil Analysis LOA Training

This module discussed the basics of lube oil analysis as part of the PDM Program. Thecourse content discussions covered the following topics:

• What is oil analysis

• Component life expectancy

• Basic tests

• Basics of wear particle analysis





3-4

• Failure progression

• Proper sampling techniques

• Logistics of setting up a program

• Case histories




4-1

4

TECHNOLOGY IMPLEMENTATION

The Technology Implementation activities of this project were a result of the PDMProgram Implementation Support initiative of the project. The four (4) technologieschosen to be implemented at ComEd were: 1) Infrared thermography (IRT); 2) ElectricMotor Predictive Maintenance (EMPM); 3) Vibration Analysis; and, 4) Lube OilAnalysis. The vibration and lube oil analysis programs were somewhat already inexistence at most of the ComEd's plants; therefore, ComEd took the responsibility forensuring that the changes and training requirements developed from the PDM Programimplementation plans would take place for those technologies. The EPRI M&D Centerprovided assistance in the development and initial implementation of the IRT and theEMPM Programs.

IRT Program

The approach for the development and implementation of the IRT Program wasdivided into five separate tasks, which were performed for all 10 generating stations.These tasks were as follows:

1. Infrared Thermography Report Generation Training Session

2. Initial IRT Field Survey w/Hands-On Field Survey Training

3. Prepare Initial IRT Field Survey Formal Report

4. IRT Program Follow-Up Support

5. Consolidated IRT Classroom Training, Program Proficiency/BenefitReview/Advanced Applications Technology Transfer

Task 1: Infrared Thermography Report Generation Training Course

The EPRI M&D Center conducted a two-day IRT Report Generation training course atComEd's Joliet 29 Generating Station training facility. The course provided each of theselected PDM Specialists from the ten (10) generating stations with the necessarytraining to generate an IRT report from the data gathered during field surveys. The




Technology Implementation

4-2

software used was EPRI's Infrared Report - Software Integration Program (IR-SIP),which was developed by the M&D Center. The three off-the-shelf software productsnecessary to operate IR-SIP were provided by ComEd; and, the IR-SIP programdiskettes, operating procedures, and example reports, were provided by the M&DCenter. The success of the training was somewhat limited due to the significant time

lag from when the training was given to the time the IRT equipment and the off-the-shelf software became available to the PDM Specialist. However, follow-up trainingwas provided at later dates. The lesson learned was not to provide report generationtraining until all of the necessary equipment and software is in place at all locations.

Task 2 - Initial IRT Field Survey w/Hands-On Training

The EPRI M&D Center conducted a five (5)- day IR survey on the selected mechanical,electrical, and switch yard components, on one unit, at each of the ten (10) stations. Thesurveys were performed in the following manner:

An IRT Field Survey entrance meeting was held with plant management, planning,engineering, electrical/mechanical maintenance supervisors, and PDM personnel todiscuss:

• A short overview of the IRT Technology and its applications

• Development of a list of plant equipment to be surveyed

• Specific plant problems, in which IRT can assist in solving

• Plant personnel assistance during the survey (e.g. Performance Eng., System Eng.,Electricians, etc.)

The conduct of IRT Field Survey/Hands-On Training which included:

• On-site investigations of electrical, mechanical, and switch yard equipment

• Informal, hands-on, IRT field survey training for applicable plant personnel

An IRT Field Survey exit meeting was held, with the same personnel as the entrancemeeting, to discuss:

• Survey findings and corrective actions

• Prioritization of corrective actions for Critical & Serious Findings

• Open discussion on IRT PDM Program/Equipment Requirements





4-3

Task 3: Prepare an IRT Formal Report

The EPRI M&D Center generated a formal, comprehensive report from the survey data,using the IR-SIP software developed by the M&D Center for all ten (10) generatingstations. This report serves as an equipment status document, and as a guide to be

used as the foundation of the IRT Program.

The information provided in the reports included:

• An executive summary cover letter

• A database of equipment surveyed, which can be used for future surveys

• Definitions of IRT terms used throughout report

• The severity used to determine how severe the findings were

• A list of thermograms found

• Data sheets containing thermal and visual images, with arrows identifying the areasof interest

The report for each station was provided in hard copy and disk copy formats. Theinitial IR-SIP training (Task 1) provided each station with the information necessary tointegrate the M&D Center's constructed report with the station's IR-SIP program.Subsequent surveys on the units that the M&D Center surveyed, and other units, willonly require an update to the delivered database, which is a minimum effort as

compared to the initial database development.

Task 4: IRT Program Follow-Up Support/Meetings

The EPRI M&D Center re-visited each station during one of the subsequent surveys toreview the overall IRT Program progress. The IRT Program Follow-Up and Reviewsconsisted of reviewing two (2) station per week to evaluate each station's progress indeveloping the following IRT PDM tasks:

• Creation of an "equipment to be surveyed list" for units other than the units

surveyed during the initial IRT training session

• The ability to generate IRT reports using IR-SIP

• The use of IRT equipment in the field

• The ability to generate Cost Benefits for findings





4-4

Task 5 - Consolidated IRT Training and Advanced IRT Applications

Technology Transfer

An M&D IR Thermographer provided formal classroom training on the following IRT

topics:

• Heat transfer concepts

• IRT theoretical overview

• IRT equipment operation and classification

• IRT measurement methods

• Periodic IRT survey requirements

• Hands-on field application training

• IRT report requirements

The IR Thermographer also provided information regarding innovative IRTapplications. This task was a one-week effort for each station. The innovativeapplications included training on: innovative IRT methods and techniques used toimprove the station's performance; identifying the process indicators and systemsinformation that will assist in locating the performance deficiencies; and, benefitanalyses associated with the advanced applications.

The EMPM Program

The Electric Motor Predictive Maintenance (EMPM) project is an EPRI TailoredCollaboration project with the objective to provide assistance in the development of EMPM programs at various utilities. The program includes data collection, storage,evaluation, and the communication needed to establish a successful program. Theprogram also addresses the programmatic aspects of effective communication of information which are a result of PDM activities. Various electrical conditionmonitoring techniques are performed such as:

• Insulation resistance testing

• Polarization index testing

• DC Step voltage testing





4-5

• Winding resistance testing

• Dissipation factor and capacitance testing

• Heater testing

In addition, various new condition monitoring technologies are applied, such as:

• Vibration analysis

• Infrared thermography inspections

• Lube oil analysis

• Motor current analysis (for broken rotor bars)

The approach for the development and implementation of an Electric Motor PredictiveMaintenance (EMPM) Program at ComEd was divided into four (4) major tasks whichwere as follows:

1. Initial EMPM Project meetings and Implementation at the Joliet 29 GeneratingStation

2. Presentation of the EMPM Project at the other nine (9) generating stations

3. Continuation of the full EMPM Project at the Joliet 29 Generating Station

4. EMPM Project Review and Follow-Up Meetings at the Other Nine (9) GeneratingStation

Task 1: Initial EMPM Project Kick-Off at the Joliet 29 Generating Station

ComEd picked the Joliet Generating Station as the station to fully participate in EPRI'sTailored Collaboration project for EMPM. The following topics were discussed in theinitial implementation meetings, and then in the initial field survey that followed:

• Overview of the program

• Selection of the technologies and electrical tests used in the program

• Test data collection and evaluation

• Test database and motor information database

• On-line Motor Current Signature Analysis techniques





4-6

• Review of the existing motor program

Task 2: Presentation of the EMPM Project at the Other Nine (9) Generating Stations

The remaining ComEd generating stations were presented with an overview of theEMPM Project. Also reviewed at the remaining stations were the existing motorprograms to determine what is working well and what is not. Also, as part of theoverview, the different technologies used in the program, and how to implement andreview the data was discussed. Further program discussions took place over the nextseveral months, via Telnet (e.g. telephone, fax, Internet e-mail, etc.) communications.

Task 3: Continuation of the Full EMPM Project at the Joliet 29 Generating Station

The data collection and analysis for the EMPM Project at the Joliet 29 Generating

Station will continue for a period of three (3) years from the date of the initial kick-off meetings and field surveys.

Task 4: EMPM Project Review and Follow-Up Meetings at the Other Nine (9) Generating Stations

Subsequent site visits at the other nine (9) generating stations were made to assistComEd personnel with monitoring the EMPM program, calculating cost benefits, andcreating case histories that depict specific cost savings at each plant (e.g. reduction of PMs, avoidance of catastrophic failures, and individual increases in component

availability.

Vibration Analysis Program

The responsibility of the existing Vibration Program at the ComEd plants was given toeach plant's PDM Specialist, with integrated support and guidance from SMAD. ThePDM Specialist was to develop and implement the necessary changes to the VibrationAnalysis Program, that resulted from the implementation of CAP (Competitive ActionPlan) and the PDM Program Implementation plan. These changes included dividingthe equipment in the established routes into individual process Team areas of

responsibility. This allows the Process Teams themselves to be responsible for thecollection and analysis of the vibration data. In order to prepare them for thisresponsibility, a sequence of training was planned for the Team members. In additionto the Vibration Analysis LOA training, the Team members were exposed toapproximately 40 hours of hands-on basic vibration training, provided by the PDMSpecialist, as well as advanced classes in vibration analysis, balancing, and vibrationhardware, developed especially for ComEd and provided by an outside contractor.





4-7

Lube Oil Analysis Program

The PDM Specialist also has acquired some of the responsibilities of the Lube OilAnalysis Coordinator; by establishing the frequency found on the Equipment andTechnology (E&T) Matrix of the PDM Program Implementation plan, coordinating the

lube oil sampling, the sending off of samples for analysis, and reviewing and trendingthe analyzed data. The sampling of the lube oil was done by plant Operatingpersonnel. The majority of the lube oil analysis is performed at ComEd's CentralTesting, Engineering and Material (C-TEAM) Facility by SMAD. One station isutilizing a particle counter to screen samples for particle contamination; thereby,reducing the amount of samples actually being sent to SMAD for analysis. In additionto the Lube Oil Analysis LOA training, SMAD also provided, by an outside contractor,training for the PDM Specialist and other selected Operating personnel on the properhandling and taking of samples, to make sure meaningful samples are being takenfrom the correct locations on the equipment. This ensures that accurate data is being

collected, which is needed to better assess the actual equipment and lubricantconditions.

Plant PDM/PD Program Review Sessions

The Plant PDM/PD Program Review sessions were conducted with and EPRI M&DCenter engineer and ComEd's Fossil Operations Availability Systems Team personnelat all ten plants. During each plant's visit, individual interviews were conducted withplant management, maintenance supervisors, and various craft personnel to capture thecurrent strengths, weaknesses, and corresponding opportunities for PDM Program

improvement (see Appendix D). The results of these sessions are discussed in the"PDM Program Results" section of this report.






5-1

5

PDM PROGRAM RESULTS

Cost Benefit Analyses Overview Discussion

The PDM Program conducted at ComEd showed significant cost benefits. This sectionexplains the procedures for estimating cost benefits in detail, provides examples of cost benefit calculations, and covers other aspects of the benefits of PDM.

Basic Assumptions

With any cost benefit analysis procedure, some assumptions and suppositions areneeded to simplify the process. Some of the basic assumptions of this procedure are:

1. There are two areas where a predictive (or condition based) analysis of plantequipment has an impact on plant Operations and Maintenance. The first area dealswith the loss of generating revenue associated with the detected fault. The secondarea deals with the maintenance savings associated with early detection of the fault.

2. Not all equipment failures are catastrophic.

3. Not all catastrophic failures result in a loss a generation.

4. There are three possible outcomes for any detected plant equipment fault:

— Catastrophic Failure - Includes the total destruction of the equipment undersurveillance and all other damages caused by the failure. These types of failuresare often given a relatively low probability of occurring.

— Moderate Failure - Includes only the costs of replacing the failed component

parts and the impact of the failure on generating capability. These types of failures are given a higher probability of occurrence than the catastrophicoccurrence.

— Loss of Performance - Includes the costs associated with the resulting loss of service of the faulty equipment if the fault had gone undetected. This categorycould also be considered a "Minor Failure", and often mirrors the "actual" costs




PDM Program Results

5-2

of the repair. The probability of occurrence is assigned a percentage such thatthe total of all three types adds up to 100%.

5. There are costs associated with the actions taken as a result of a detection. Thesecosts are not always known when the cost benefit analysis is done, so they must be

estimated. These costs are subtracted from the estimated total benefit to yield a net benefit differential. The benefits associated with the detection of the fault, asdefined in this procedure, is actually this benefit differential. Therefore, thereported benefit is the actual net savings experienced by the utility, not the grosscosts avoided.

LOA Training

The following two questions regarding LOA training were proposed by the EPRI M&DCenter to several of the ComEd station personnel:

1. Would you recommend LOA type training to another multi-station type utility?Please provide reasons why you would or would not.

2. Does LOA Training help eliminate PDM barriers and provide better "Buy-In" fromstation personnel? Please provide reasons why or why not.

The responses were as follows:

PDM Specialist, Waukegan Generating Station

1. Yes, I feel that whether it is a single or multi-unit station, the benefits of the LOATraining are well worth the efforts. You can reach all the people necessary to makethe program successful. The information learned can be shared from site to site(which is important considering he way personnel move in the industry today).

2. Absolutely, the structured presentations used for the LOA Training are simple, easyto understand, and do not rely on personnel having a maintenance background torealize the advantages of the PDM Program. It shows all personnel that everyone,no matter the discipline they have, play an important role in the success of the PDMProgram.

PDM Specialist, Joliet 9 Generating Station

1. Yes, I would recommend LOA type training for other multi-station organizations. It benefited our station because it gave everyone a broad look of the "big picture" of PDM in general. Then the technology-specific LOAs gave everyone their first taste




PDM Program Results

5-3

of the objectives of the program without going into so much detail that would haveput people to sleep.

2. We may have had barriers without the LOA Training, but we will never know. I dofeel, however, that we had great response if not eager response when it came time to

find the personnel to become involved. We actually had more people interestedthat I could handle. I do not think we would have had the same response withoutthe LOAs.

PDM Specialist, Powerton Generating Station

The majority of the Powerton employees that attended the LOA courses took somethingfrom the courses that helped them understand the concept of a PDM Program and itstechnologies.

The station operators really took an interest in the Oil Analysis LOA course. At thistime, operators are responsible for gathering all lube and oil sampling. After taking thecourse, for just a few days, I had operators interested in making sure they took goodsamples.

Operations Availability Systems Team

Yes, a comprehensive LOA program would be recommended for another company inthe same multi-facility situation. Widespread communication of the theory, benefits,program justification, and application of PDM related technologies, has proven to be

beneficial in the overall implementation of the program. During recent PDMAssessments at several of the stations, it became apparent that the stations that hadensured station-wide attendance to the LOAs experienced much greater interest,understanding and buy-in to the PDM concepts being implemented at the station. Thisknowledge has helped those stations in moving forward from a Corrective/Reactivemaintenance methodology to one that will become more Preventive/Predictive.

PDM Specialist, Joliet 29 Generating Station

Contents of the initial Oil Analysis classes were too complex for the participants. LOA

Training was somewhat out of sequence, due to making site personnel aware of aprogram that was not yet fully functional.




PDM Program Results

5-4

PDM Specialist, Kincaid Generating Station

Courses had over 90% of all plant personnel in attendance. Plant personnel were veryinterested in course materials. Instructors were impressed with the many responsesfrom the class attendees.

LOA Training Results

Table 5-1 shows the average % improvement that students reported from LOA training.In the four training subjects, students reported a 12% to 22% improvement in theunderstanding of that subject.




Table 5-1ComEd Level Of Awareness Training Overall Averages

LOA % AverageImprovement

CollinsStation

CrawfordStation

FiskStation

Joliet 9Station

Joliet 29Station

KincaidStation

PowertonStation

StatelineStation

W

PDM Program 14% 17% 8% 13% 13% 4% 1% 19%

Infrared Thermog. 27% 19% 23% 23% 17% 25% 22% 21%

Vibration Analysis 16% 12% 19% 22% 22% 19% 16% 19%

Oil Analysis 10% 24% 15% 12% 11% 25% 19% 17%






6-1

6

SUMMATION

The program's success can be measured by the cost-effective identification andcorrection of potential equipment failures at most generating stations. This is anexcellent indicator that a level of awareness and "Buy-In" of the PDM Programs existsat most stations. The program's success can also be measured by the dollars calculatedin cost benefits over the first eighteen months of the project. This initial "Buy-In" of thePDM Program is an important first step toward changing the work culture and theprocess in which maintenance decisions are made at all of ComEd's Fossil GeneratingStations. The next step for ComEd to further increase the Cost Benefits of the PDMProgram is to incur standardization of Equipment Condition Assessment meetings ateach station, and piloting the automation of the PDM processes by utilizing the EPRIM&D Center's Operations & Maintenance Workstation (O&MW).






7-1

7

REFERENCES

1. Implementing Predictive Maintenance Across the Fossil Division Saves ComEd Over 7 Million Dollars in 18 Months, Electric Power Research Institute, IN-111104, September1998.

2. Predictive Maintenance Guidelines, Electric Power Research Institute, TR-103374,August 1994.

3. Predictive Maintenance Guidelines - Volume 2, Electric Power Research Institute, TR-103374-2, October 1997.

4. Predictive Maintenance Assessment Guidelines, Electric Power Research Institute, TR-109241, November 1997.

5. Predictive Maintenance Guidelines Volume 3, Electric Power Research Institute, TR-103374-V3, December 1998.

6. Condition Monitoring as a Maintenance Management Tool: A Case History , Blane., K., BPOil Company, Marcus Hook, PA.

7. Techniques For Achieving CBM Program Buy-In, Nochera, J , paper given at EPRIFossil Plant Maintenance Conference, Baltimore, MD August 1996.

8. Development of a Predictive Maintenance Implementation Plan, Matusheski et al., EPRI6th Predictive Maintenance Conference, Philadelphia, PA, July 1994.

9. Predictive Maintenance Program: Development and Implementation, EPRI M&D CenterTraining Course Notes.

10. Benefits of Predictive Maintenance Program in a Power Plant Environment, Colsher et al,EPRI 5th Predictive Maintenance Conference, Knoxville, TN, July 1992.

11. Beyond Detection - Realizing the Value in a PDM Program, VanDerHorn, G.,Matusheski, R., MARCON Conference, Knoxville, TN, May 1997.






A-1

A

PLANNING SCHEDULE

When planning a Predictive Maintenance program, all of the key tasks should be laidout on a time schedule to indicate what events will occur when, how they interact, andthe total length of the project. From the time schedule the required man-hour andmaterial resources can then be summarized. The schedule included here is only one of many computer generated time schedules that are available today, and it was selectedfor scheduling the ComEd PDM Implementation activities.

Table A-1Schedule for Events

Task Name Duration Start Finish

ComEd PDM Implementation 574d 10/3/95 12/12/97

Initial PDM Course 2d 10/3/95 10/4/95

Finalized R&D Project & Service Work Contracts 1d 1/26/96 1/26/96

Project Schedule Roll-Out 1d 2/14/96 2/14/96

Initial Meeting with Project Sponsors 1d 2/14/96 2/14/96

First Coaching Session 2d 4/22/96 4/23/96

Cost Benefit Analysis (CBA) to Date 0d 5/21/96 5/21/96

First Program Meeting with Fossil Div. Sr. Mgmt. 1d 5/21/96 5/21/96

Second Coaching Session 5d 7/8/96 7/12/96

First Program Meeting with All Station Leaders 1d 8/12/96 8/12/96

Waukegan Sta. PDM Implem. Mini-Assessment 20d 9/3/96 9/30/96

Crawford Sta. PDM Implem. Mini-Assessment 23d 10/1/96 10/31/96

Third Coaching Session 1d 10/22/96 10/22/96

Second Program Meeting with All Station Leaders 1d 11/19/96 11/19/96





Planning Schedule

A-2

Fourth Coaching Session 1d 2/10/97 2/10/97

Crawford Sta. Equipment Condition Assess. Meeting 1d 2/17/97 2/17/97

Fifth Coaching Session 1d 7/29/97 7/29/97

Second Progress Meeting with Senior Management 1d 8/21/97 8/21/97


Plant PDM/PM Program Review Session 2d 4/7/97 4/8/97

Typical for all Generating Stations 2d 4/7/97 4/8/97

Level-Of-Awareness Training Implementation 60d 3/4/96 5/2/96

PDM LOA Training (Typical for all Stations) 5d 3/4/96 3/8/96

Vibration Analysis LOA Training (Typical for all) 5d 4/1/96 4/5/96

Oil Analysis LOA Training (Typical for all Sta.) 5d 5/20/96 5/24/96

Technology Implementation 468d 2/28/96 12/12/97

IRT Program Initial Field Survey (Typical all) 5d 6/17/96 6/21/96

Initial IR-SIP Training Course 2d 2/28/96 2/29/96

Follow-Up IR-SIP Training Course 3d 9/18/96 9/20/96

IRT Program Follow-Up Session (Typical all) 5d 11/4/96 11/8/96

Consolidated IRT Classroom & Field Training 5d 12/8/97 12/12/97

EMPM Program Initial Roll-Out Meeting (Typ.) 3d 7/15/96 7/17/96

EMPM Program Follow-Up Session (Typical) 1d 2/25/97 2/25/97




B-1

B

PDM MINI-ASSESSMENT QUESTIONNAIRE

When conducting a PDM Assessment, it is important that a great deal of information beaccumulated in order to form a complete evaluation of the existing maintenanceprocesses and procedures, so that meaningful evaluations can be made and solidrecommendations presented. Included in this Appendix are the questions asked of keypersonnel in all ten (10) of the ComEd plants.

General Questions

Personal

1. What is your current function is the organization?

2. How long have you held this position?

3. What is your background? (Emphasize your work with this company) This helps usto understand where he or she came from and gives us good perspective of what the person

feels is important. People tend to believe in things they do, or did in the past.

Plant Operations and Maintenance

1. Who sets the priority for work requests? Who should?

2. Are there any existing procedures or processed that you consider to be highlyefficient and cost effective? (i.e. quality program, equipment reliability initiatives,etc.).

3. Are there any old processes or procedures that should be brought back?

4. In your opinion, are current resources (personnel and materials) adequate formaintaining the facility?

5. Is your company planning to reorganize or down-size anytime soon? Only ask the following if the response to 5 is positive.




PDM Mini-Assessment Questionnaire

B-2

— Will personnel reduction resulting from down-sizing cause problem maintainingor operating in the future?

— What steps should be taken to relieve some of these difficulties?

— Are you aware of any other programs for cost reductions, either at the plant levelor at the corporate level?

— What are the risks involved with reducing these costs?

6. Do seasonal variations affect maintenance workload?

7. Does management support you when requesting investment in maintenance?

Preventive Maintenance

1. What types of preventive activities are carried out on a regular basis? Describe yourpredictive maintenance activities.

2. How does it differ from one model to the next?

3. Do the maintenance crews capture the "as found" condition of the components thatwere repaired or replaced during these preventive procedures?

4. Are there any written schedules for performing these activities?

Predictive Maintenance

1. What is your definition of Predictive Maintenance? Ask for his or her definition asthey understand it. This is important to know what the person perceives as thedefinition. Take time here to encourage the person interviewed. It may help toshow the guidelines definition of PDM, CM, PM, PAM, RCM.

2. What are the most troublesome equipment or components? Why? Is theirperception the same as their colleagues and does it match the maintenance records?If it does not, then that means they may be solving the wrong problems.Information gathered here can be used to develop an equipment and technology

matrix and set priorities.

3. What, if any, monitoring or diagnostics have been applied to these systems? Doesthe culture at the facility support monitoring as a solution for equipment problems?This will give clues as to the reception and "buy-in" of monitoring solutions.

4. What diagnostic technologies are used in your equipment maintenance program?






PDM Mini-Assessment Questionnaire

B-4

3. Do you have any experience using personal computers? Would training in this area be helpful?

4. Do you feel confident in crafts in which you had some previous training or wouldsome refreshers help? Craft personnel only.

Computerized Maintenance Management System

1. Does your facility have a computerized maintenance management system?

2. Do you use this system? Who does?

3. Do you know your typical costs for maintenance activities (labor and parts)? Wewant to know their level of awareness of this business issue.

4. Are you aware of any sort of equipment trouble list? Who keeps it?




C-1

C

WAUKEGAN STATION PDM PLAN

Attached is the PDM Assessment report for the ComEd Waukegan plant which willserve as the PDM Implementation plan. The M&D Center also assisted ComEd in theAssessment and the Implementation Plan for the Crawford station. With these roadmaps, ComEd will prepare their own Assessment reports for implementing PDM at theremaining stations.

Overview

Introduction

ComED is currently preparing for the challenges associated with deregulation.Reorganization and down-sizing are among the difficult tasks facing our Company andour employees as we prepare for the Deregulation of the electrical utility industry.Least-cost power will be the order of the day for us.

The new economic environment will require that maintenance strategies be put in place

to help us be effective in a competitive market. This will require all employeesinvolved in the daily operation and maintenance of Waukegan Station to increase theirawareness of each individual's responsibilities in reducing costs and maintainingavailability.

Predictive Maintenance (PDM) represents a new and permanent way of doing businessin a competitive environment. Predictive Maintenance is an approach to plantmaintenance that relies on condition-based maintenance. This approach evaluates thecondition of various equipment in the plant in order to determine an appropriateoperating or maintenance action. The Predictive Maintenance process applies new andexisting technologies with plant know-how to increase the capability of this assessmentprocess based on equipment condition.

Fossil Senior Leadership and Station Leadership are committed to supporting thedevelopment and implementation of a PDM Program for Waukegan Station. This hashelped to stimulate personnel involvement in Predictive Maintenance at all of ourplants. However, in order for PDM to be successful, it will require the support andcommitment of all the employees of Fossil Operations.




Waukegan Station PDM Plan

C-2

Scope

The information contained in this report is to be used as an action plan to formalize thedevelopment and implementation a PDM Program at Waukegan Station. Theinformation given will provide a method for introducing and utilizing available

technologies at our plants in order to assist plant personnel in maximizing theeffectiveness of the plant maintenance and operational processes.

Some of the important issues addressed will be:

• Station recommendations/expectations based on interviews

• Define Station Goals of the PDM Program

• Development of a Plant Equipment Assessment methodology

• Development of application descriptions for each technology (TAD's)

• Integration of the PDM Program into the Station Organizational Work Flow

• Development of a Financial plan which includes Program Costs and Benefits

• Development of a Training Program

• Schedule for Plan Development and Implementation

Key Findings and Recommendations

A team consisting of members of EPRI's M&D Center Staff, Developmental ServicesAvailability Systems Team personnel, and the Station PDM Specialist conductedinterviews with Plant personnel to obtain information relating to programmatic issues,equipment problems, and existing technologies being used. In addition, theseinterview will help in identifying needs and expectations of the Station Leadershipfrom the PDM program. Based on these interviews, the team will proposerecommendations for activities of the Station PDM Program. The followingrecommendation have been reviewed and approved by Station Leadership and should be used as guidelines in the development and implementation of a PDM Program at

Waukegan Station.

Recommendation #1

Process Specialists and Team Coaches will be trained on all PDM technologies, in orderto support the PDM program within their Process Areas.





C-3

Recommendation #2

PDM Specialists will facilitate and coordinate the training needed to implement thePDM program within the teams. This will include providing support in targeting theproficiencies needed by the Process Specialists and Team Coaches, plus providing

hands-on training for all team members. The PDM Specialist will also provide trainingand support to the Process Specialists and Team Coaches in the applications andsoftware currently being used for reporting.

Recommendation #3

Operations information is critical to the PDM program. Shift turnover and logging of equipment condition in the Operations Logs will be improved. The station is currentlyinvestigating several options in this area.

Recommendation #4

Root cause analysis will be performed on all equipment designated as station assets.

Recommendation #5

Operations involvement in the PDM program will include tracking of componentavailability for all equipment included in the PDM program. Also, process parametertracking of these components by respective operations will be performed on a monthly basis.

Recommendation #6

PDM Level of Awareness training will be conducted for the operators. In addition, anyapplicable application training on the various technologies must be attended. This is acrucial step in obtaining operations participation.

Recommendation #7

The new Asset Management System for Waukegan under design by the FBI team

should contain the following capabilities:

• ability to flag recurring maintenance problems based on threshold settings.

• ability to provide monthly maintenance costs on a component basis.

• automation of equipment condition alarming and reporting.





C-4

• automation of operations parameters logging activities should be investigated.

Recommendation #8

The general practice at Waukegan Station is to write work requests for equipment

problems. However, in some cases this does not occur. It is recognized that this canresult in the loss of captured costs and history on assets in the plant. Therefore, workrequests will be written for all work done to assets in the Equipment Technologymatrix at Waukegan Station. By capturing work performed to an asset, Waukegan will better be able to determine what type of predictive maintenance technology to use,track all costs including lost revenue, and identify failure trends.

Note: Any station employee can initiate a work request using TJM. In the first quarterof 1997 all TJM files will be transferred into an Asset Management System calledMAXIMO. This Asset Management System will provide more capabilities for tracking

asset costs and for trending asset performance.

Recommendation #9

Development and implementation of a comprehensive Boiler PDM program.

Goals and Expected Benefits

W aukegan Station, Cost S aving from

Heat R ate Improvemen ts

0.0

0.1

0.2

0.3

0.4

0.5

0.6

0.7

0.8

0.9

1.0

1 3 5 7 9 11

Months

Savings ($M)

Figure C-1Expected Heat Rate Benefits





C-5

Waukegan Station

O&M Cost Reductions from PDM Program

00.10.20.30.40.50.60.70.80.9

1

1 M o n t h

3

M o n t h s

5

M o n t h s

7

M o n t h s

9

M o n t h s

1 1

M o n t h s

Savings ($M)

Note: This would reflect a reduction from $16M to $15M.

Figure C-2Expected O&M Cost Reductions

Waukegan Station

Cost Savings from EFOR Reductions from PDM Program

Note: A reduction of EFOR to 7-8% would result in increased demand for Waukegan Station and

further reduce $cost per net MWHR. 1% EFOR reduction would result in a savings of $402,336.

5 M o n t h s

1 0 M o n t h s

1 1 M o n t h s

1 2 M o n t h s

Goal 3%

(1.2 million)

%

0

1

2

3

4

5

6

1 M o n t h

2 M o n t h s

3 M o n t h s

4 M o n t h s

6 M o n t h s

7 M o n t h s

8 M o n t h s

9 M o n t h s

7

8

Figure C-3Expected EFOR Reductions





C-6

Waukegan Station

Ratio of $ Spent PDM/$ Spent CM for Major (Top Ten) Equipment

Note: The New Maintenance Management System Should Provide Capabilities to Track this Ratio.

Current Personnel Perception

0

0.1

0.2

0.3

0.4

0.5

0.60.7

0.8

1996 1997 1998 1999

80%

Figure C-4Ratio of PDM/CM for Major Equipment

Condition-Based Maintenance Strategy Improvement

Where Are We Now ?

80%

15% 5%

Corrective

Preventive

Predictive

q Corrective = 80%

q Preventive = 15%

q Predictive = 5%

Figure C-5Relative CM, PM and PDM Now





C-7

Where Do We Want To Be ?

15%

80%

5%

Corrective

Preventive

Predictive

q Predictive = 80%

q Preventive = 15%

q Corrective = 5%

Figure C-6Expected Future Relative CM, PM and PDM

Implementation

Strategies for Implementation

WAUKEGAN STATION MISSION STATEMENT

Waukegan Station's Process Teams will work together to improve the reliability and viability of the Station. PDM is an integral part of this process. Equipment will be operated and maintainedbased upon proper collection and analysis of data. Proven technologies, including vibrationanalysis, oil analysis, IR/Thermography, motor current analysis, and ultrasound/leak detectionwill provide the necessary information needed to make sound, informed decisions of equipmentcondition. Root cause analysis and Proactive Maintenance strategies will be utilized to prevent future failures.

PDM is an approach to plant maintenance that evaluates the condition of criticalequipment in the plant to determine which operating or maintenance actions may berequired. By monitoring plant equipment condition, operating practices can be

temporarily modified, and maintenance planned and performed before failure occurs.This approach will not only reduce maintenance costs and increase equipment life, butit will also allow for the efficient planning and scheduling of limited resources at all of our Generating facilities.

In order for a PDM Program to succeed, we must first increase the level of awarenessin the technologies available for assessing equipment condition. Plant personnel must







C-9

To accomplish this objective, an Equipment & Technologies matrix needs to bedeveloped. Waukegan Station's Equipment & Technologies matrix was built by thePDM Specialist with assistance from Technical, Operations, and Maintenance Leads.The matrix includes the following:

• A listing of the targeted equipment for the PDM Program

• Technologies that will be applied to the equipment

• A listing of the severity criteria for the monitored equipment (i.e. alarm limits,temperature anomalies, etc.)

• Suggested intervals for PDM monitoring techniques

In addition to information obtained from Station Leads, targeted equipment wasidentified using information from several sources including:

• A Top 10 list of equipment for O&M cost and availability loss was supplied by theAvailability Systems Team using Station Maintenance Management System records

• The AST provided an equipment listing based on parts and labor costs

• Identified on Waukegan's Capability chart

When examining Waukegan's Top 10 list for parts and labor costs, there were items notincluded in the matrix. One example is Building and Grounds, which cannot beinfluenced by PDM technologies. Others, such as Boilers, Sootblowers and

Electronic/Control systems will be included as the program progresses. Therefore,these have not been included in the evaluation and formation of the Equipment &Technology list for this plan.

The Equipment & Technologies (E&T) Matrices are included on the following pages of this plan. A Matrix is included for each Unit (6,7, and 8).





C-10

Table C-1Unit #6 Equipment and Technologies

Equipment Vibs Interval Oil Interval IR Interval MtrCur Inter

#6 Turb-Gen Yes M Yes Q No - No -

#6 Exciter Yes S/A No - Yes** S/A No -

#6 Reserve Exciter Yes S/A No - Yes** S/A Yes S/

#17 A FD Fan Yes M Yes* Q Yes** S/A Yes S/

#17 B FD Fan Yes M Yes* Q Yes** S/A Yes S/

#17 C FD Fan Yes M Yes* Q Yes** S/A Yes S/

#17 A ID Fan Yes M Yes* Q Yes** S/A Yes S/

#17 B ID Fan Yes M Yes* Q Yes** S/A Yes S/

#6 A Circ Wtr Pmp Yes Q No - Yes** S/A Yes S/

#6 B Circ Wtr Pmp Yes Q No - Yes** S/A Yes S/

#6 A Condensate Yes M No - Yes** S/A No -

#6 B Condensate Yes M No - Yes** S/A No -

#6 C Condensate Yes M No - Yes** S/A No -

#6 A BFP Yes M Yes* Q Yes** S/A Yes S/

#6 B BFP Yes M Yes* Q Yes** S/A Yes S/

#6 C BFP Yes M Yes* Q Yes** S/A Yes S/

#6 B Htr Dm Pmp Yes M Yes* Q Yes** S/A No -




#6 C Htr Drn Pmp Yes M Yes* Q Yes** S/A No -

#17 A Seal Air Blower Yes M(?) No - Yes** S/A No -

#17 B Seal Air Blower Yes M(?) No - Yes** S/A No -

Notes: Yes* = Fluid Drive Only, Yes** = Motor Control Cabinet, M* = Exhauster only; mill & mM = Monthly, Q = Quarterly, S/A = Semi-Annually





C-12



#7 HP Turb-Gen Yes M Yes Q No - No -

#7 LP Turb-Gen Yes M Yes Q No - No -

#7 HP Exciter Yes S/A ? ? Yes** S/A No -

#7 LP Exciter Yes S/A ? ? Yes** S/A No -

#7 Reserve Exciter Yes S/A ? ? Yes** S/A Yes S/

#7 A FD Fan Yes M Yes* Q Yes** S/A Yes S/

#7 B FD Fan Yes M Yes* Q Yes** S/A Yes S/

#7 C FD Fan Yes M Yes* Q Yes** S/A Yes S/

#7 D FD Fan Yes M Yes* Q Yes** S/A Yes S/

#7 A ID Fan Yes M Yes* Q Yes** S/A Yes S/

#7 B ID Fan Yes M Yes* Q Yes** S/A Yes S/

#7 C ID Fan Yes M Yes* Q Yes** S/A Yes S/

#7 D ID Fan Yes M Yes* Q Yes** S/A Yes S/

#7 A Mill Yes M* Yes* Q Yes** S/A Yes S/

#7 B Mill Yes M* Yes* Q Yes** S/A Yes S/

#7 C Mill Yes M* Yes* Q Yes** S/A Yes S/

#7 D Mill Yes M* Yes* Q Yes** S/A Yes S/




#7 E Mill Yes M* Yes* Q Yes** S/A Yes S/

#7 F Mill Yes M* Yes* Q Yes** S/A Yes S/

#7 G Mill Yes M* Yes* Q Yes** S/A Yes S/

#7 H Mill Yes M* Yes* Q Yes** S/A Yes S/

#7 A Circ Wtr Pmp Yes Q No - Yes** S/A Yes S/

#7 B Circ Wtr Pmp Yes Q No - Yes** S/A Yes S/

#7 C Circ Wtr Pmp Yes Q No - Yes** S/A Yes S/

#7 D Circ Wtr Pmp Yes Q No - Yes** S/A Yes S/

#7 A Condensate Yes M No - Yes** S/A No -

#7 B Condensate Yes M No - Yes** S/A No -

#7 C Condensate Yes M No - Yes** S/A No -



#7 C BFP Yes M Yes* Q Yes** S/A Yes S/

#7 D BFP Yes M Yes* Q Yes** S/A Yes S/

#7 A BWCP Yes Q No - Yes** S/A Yes S/

#7 B BWCP Yes Q No - Yes** S/A Yes S/

#7 C BWCP Yes Q No - Yes** S/A Yes S/

#7 D BWCP Yes Q No - Yes** S/A Yes S/

#7 A-1 Htr Dm Pmp Yes M Yes Q Yes** S/A No -





C-14

#7 A-2 Htr Dm Pmp Yes M Yes Q Yes** S/A No -

#7 B-1 Htr Dm Pmp Yes M Yes Q Yes** S/A No -

#7 B-2 Htr Dm Pmp Yes M Yes Q Yes** S/A No -

#7 E-N Htr Dm Pmp Yes M Yes Q Yes** S/A No -

#7 E-N Htr Dm Pmp Yes M Yes Q Yes** S/A No -

#7 A HP Hse Serv Pmp Yes M(?) No - Yes** S/A No -

#7 B HP Hse Serv Pmp Yes M(?) No - Yes** S/A No -

#7 A LP Hse Serv Pmp Yes M(?) No - Yes** S/A No -

#7 B LP Hse Serv Pmp Yes M(?) No - Yes** S/A No -

#7 C LP Hse Serv Pmp Yes M(?) No - Yes** S/A No -







#8 HP Turb-Gen Yes M Yes Q No - No -

#8 LP Turb-Gen Yes M Yes Q No - No -

#8 Aux Oil Pump Yes Q No - No - No -

#8 Electronic Hyd Controls No - Yes ? No - No -

#8 A FD Fan Yes M Yes Q Yes** S/A Yes S/

#8 B FD Fan Yes M Yes Q Yes** S/A Yes S/

FD Fan Aux Oil Pumps Yes M No - No - No -

#8 A ID Fan Yes M Yes# Q Yes** S/A Yes S/

#8 B ID Fan Yes M Yes# Q Yes** S/A Yes S/

ID Fan Aux Oil Pumps Yes M No - No - No -

#8 A Mill Yes M* Yes Q Yes** S/A Yes S/

#8 B Mill Yes M* Yes Q Yes** S/A Yes S/

#8 C Mill Yes M* Yes Q Yes** S/A Yes S/

#8 D Mill Yes M* Yes Q Yes** S/A Yes S/

#8 E Mill Yes M* Yes Q Yes** S/A Yes S/

#8 F Mill Yes M* Yes Q Yes** S/A Yes S/

#8 A Circ Wtr Pmp Yes M Yes Q Yes** S/A Yes S/





C-16

#8 B Circ Wtr Pmp Yes M Yes Q Yes** S/A Yes S/

#8 A Cond/Bstr Yes M Yes Q Yes** S/A Yes S/

#8 B Cond/Bstr Yes M Yes Q Yes** S/A Yes S/


A BFP Aux Oil Pump Yes M No - No - No -


#8 A BWCP Yes M Yes Q Yes** S/A Yes S/

#8 B BWCP Yes M Yes Q Yes** S/A Yes S/

#8 C BWCP Yes M Yes Q Yes** S/A Yes S/

#8 D BWCP Yes M Yes Q Yes** S/A Yes S/

#8 B Htr Dm Pmp Yes M No - Yes** S/A No -






C-17

Technology Application Descriptions

The following section contains Technology Application Descriptions (TADs) for eachtechnology being applied at Waukegan Station. The TADs will answer the Who, What,

When, and Where questions on the application of each PDM technology at WaukeganStation. They will serve as outlines for the use of the various technologies byprescribing guidelines and responsibilities for the implementation and support of eachtechnology.

Vibration TAD

Technology Application

Vibration Monitoring at Waukegan Station will be performed by Station personnel

assigned to the Availability Team. Analysis tools will be used by the Team to collect,interpret, and present data to the appropriate plant personnel for the purpose of making operations and maintenance decisions based on equipment condition. Variousactivities and requirements will necessary in order to implement this program. Thistechnology will be combined with lube oil analysis data. One technology serves as animportant backup to the other. Careful coordination of these two technologies increasesthe value of both.

Activities

• Perform periodic monitoring surveys on critical rotating equipment withoutcontinuous monitoring protection. Surveys will be performed on intervals set forthin the Equipment & Technology matrix. These surveys will be identified through anAsset Management System.

Support Steps:

1. Perform baseline survey on identified equipment.

2. Establish action alert levels for equipment.

3. Establish PM routes in the Asset Management System automatic generation andscheduling.

• Perform monitoring surveys on critical equipment with continuous monitoringprotection when established overall vibration action levels are reached. Thesesurveys will also be used to validate the accuracy of the continuous monitoringprotection.





C-18

Support steps:

1. Establishment of vibration action alert levels for equipment.

Responsibilities

• Station Leads, as the sustaining sponsors, will commit the appropriate resourcessuch as capital and personnel to become the vibration specialists within each team.This will be necessary for the collection and analysis of data.

• The Process Specialist will be responsible for coordinating data, assigning problemseverity, initiating action, coordinating post maintenance surveys, documentationdistribution and case closing of any finds.

• The Predictive Specialist will support the PDM efforts of the Process Specialists andthe Process Teams.

• Initially, these surveys will be conducted by the PDM Specialist withrepresentatives from the various teams, and in the future by the appropriate teammembers trained in the techniques of proper data collection.

Resource Requirements

• Each team will provide one member to be trained; however, all members willsubsequently be trained. Team members will report survey results to the ProcessSpecialist.

• SMAD will provide technical support as needed, including fast response to specialproblem diagnostic testing/analysis.

Training Requirements

• 3-6 months of vibration OJT.

• Basic Vibration theory.

•

Use of data collection tools.

• Basic frequency analysis.

• Data trending analysis.







C-20

the appropriate teams. This is vital to the program as it ensures quality samples andrepeatability of data.

• The Process Specialist will be responsible for coordinating data, assigning problemseverity, initiating action, coordinating post maintenance surveys, documentation

distribution and case closings for any finds reported.

• The PDM Specialist will support the PDM efforts of the Process Specialists and theProcess Teams.

• Surveys will be coordinated by the Process Specialists. Survey results will beforwarded to the PDM Specialist for archiving.

• The resulting data from surveys will be reviewed by the Process Specialist, SMAD,and PDM Specialist.

• An outside resource will provide OJT on proper sampling techniques, sample portlocations, as well as basic data interpretation.


• Resources will consist of a combination of Shift Teams working in conjunction withthe Availability Teams.

• SMAD will provide technical support as needed, including fast response to specialproblem diagnostic testing.


• Basic lube oil theory and wear particle analysis.

• Sampling techniques and location.

• Data interpretation.

Miscellaneous Requirements

• Software requirements will be established by a combined effort between SMAD,Availability Systems personnel, and Fossil Division PDM Specialists to providemaximum service value. Any additional software/hardware needed will beprovided by the Station or Division.





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IR Thermography TAD


IR Thermography at Waukegan Station will be performed by Station personnel

assigned to the Availability Team. This technology will be combined with acoustic leakdetection, and coordinated with Plant Operations. When combined, these twotechnologies provide qualitative and quantitative data to maintenance and operations

Activities

• Periodic IR surveys on all critical equipment, rotating or static electrical, mechanicaland switchyard equipment for trending and performance. Also included will bevalves and other mechanical equipment deemed essential to performance. Thesesurveys will be identified through an Asset Management System.

Support Steps:

1. Perform baseline surveys on identified equipment.

2. Establish PM routes in the Asset Management System for automatic generation andscheduling.

Responsibilities

•

Station Leads, as the sustaining sponsors, will commit the appropriate resourcessuch as capital and personnel to become the IR/Thermography specialists withineach team. This will be necessary for the collection and analysis of data.

• Surveys will be conducted by Station personnel trained in the techniques of properdata acquisition.

• The Process Specialist will be responsible for assigning problem severity, initiatingaction, coordinating post maintenance surveys, documentation distribution and caseclosings for any finds reported.



• Each team will start with one member trained. Subsequently, all members will betrained. Team members will report survey results to the Process Specialist.





C-22

• SMAD will provide technical support as needed, including fast response to specialproblem diagnostic testing/analysis.


• Basic IR Thermography theory.

• Basic equipment operation (e.g. IR Camera).

• Basic data collection techniques.

• Report generation software (IR-Sip).


•

EPRI supplied software (IR-SIP) will be the reporting software of choice. Anyadditional software/hardware needed will be provided by the Station or Division.

Ultrasonic TAD


Ultrasonic and Acoustic leak detection at Waukegan Station will be performed byStation personnel with coordination from the Operations department. This technology,when combined with Infrared Thermography, provide qualitative and quantitative

data to guide maintenance on system repairs.

Activities

• Periodic ultrasonic and acoustic leak detection surveys on all critical plant valving,gearboxes, compressed air and gas systems, and other applicable equipment asdetermined by Operations with recommendations by the Process Specialist andSMAD. These surveys should be identified through an asset management system.

Support Steps:

1. Establish baseline indications for identified equipment.


• Perform Ulrtrasonic/Acoutstic surveys as required in support of other technologies.





C-23

Responsibilities

• The Operations Leader will determine and provide the appropriate resources suchas capital and Shift Team members necessary for the collection of data. This will becoordinated by the Process Specialist.

• Operations should establish a survey route and prepare data sheets using ComEdstandard software such as Microsoft Excel spreadsheets. The Process Specialist willprovide support in the formation of the routes in the Asset Management System anddata sheets.

• Operations will report survey results to the Process Specialist. Technical directionwill be provided by the PDM Specialist and SMAD.

• The Process Specialist will be responsible for assigning problem severity, initiatingaction, coordinating post maintenance surveys, documentation distribution and case

closings for any finds reported.



• Operations will supply personnel for PM routes and as-required surveys.

• SMAD will provide technical support as needed, including fast response to special

problem diagnostic testing/analysis.


• Basics on instrumentation and hardware use.


• (to be completed by the Station)

Motor Current Analysis


Motor Current Analysis at Waukegan Station will be performed by I.C.E. teammembers with coordination from SMAD. This technology, when combined withperiodic vibration, thermography, and oil analysis, provides a complete picture of





C-24

motor condition. This will assist the station in determining which motors needattention, rather than basing motor repairs on time.

Activities

Periodic surveys on all motors currently included in the Equipment & Technologymatrix. These surveys will be identified through an Asset Management System.

Support Steps:

1. Establish baseline indications for identified equipment.


Responsibilities

• Station Leads, as the sustaining sponsors, will commit the appropriate resourcessuch as capital and personnel to become the motor current analysis specialistswithin each team. This will be necessary for the collection and analysis of data.

• Surveys will be conducted by Station personnel trained in the techniques of properdata acquisition.

• The Process Specialist will be responsible for coordinating data, assigning problemseverity, initiating action, coordinating post maintenance surveys, documentation

distribution and case closings for any finds reported.



• Each team will start with one member trained. Subsequently, all members will betrained. Team members will report survey results to the Process Specialist.

•

SMAD will provide technical support as needed, including fast response to specialproblem diagnostic testing/analysis.


• Basics in motor current analysis techniques.





C-25

• Basics in use of diagnostic tools (e.g. Tec Smartmeter).


• (to be completed by the Station).

Organization

Communication Formats and Description

1. The Process Specialists will facilitate a bi-monthly equipment condition statusreview meeting for all components listed on the equipment and condition indicatormatrix. In attendance at this meeting will be the Shift Advisor, the PDM Specialistand associated Team Coaches. This team will review all indicators with theassistance of the PDM Specialist, and collectively agree on the operating andmaintenance requirements of these critical components.

2. The PDM Specialist will attend the current weekly process meetings to address anyequipment condition indications from the PDM program which cannot be shelveduntil the bi-monthly meetings.

3. An equipment Condition Status Report should be generated as a result of the bi-monthly meeting and forwarded to the following with an executive summary of exception.

— Operations Leader.

— Shift Advisor.

— Maintenance Leader.

— Maintenance Coaches.

— Maintenance Planner.

— Process Specialists.

— Plant Manager.

4. A Thermography report as created from initial program set-up should be generated2 -3 times/year (after each survey performed), and distributed to the above-listedpersonnel.





C-26

5. A report resulting from the periodic acoustic surveys of plant air systems should begenerated with exceptions requiring corrective action. The report should also beforwarded to the above-listed personnel.

6. Formal cost benefit analysis calculations will be performed by the Process

Specialists and Process Teams. Copies of the calculations will be forwarded to thePDM Specialist for review and archiving.

7. PDM program goals and progress should be posted along with the station O&M,EFOR, EA, and heat rate performance, quarterly.

8. Tracking of the ratio of dollars spent for maintenance as a result of PDM vs. dollarsspent on corrective maintenance for major equipment.

Standard Reports

Equipment status report - functional requirements:

• Equipment status - i.e. good, marginal, bad.

• Rating system as opposed to numerical values.

• Current and previous recommendations.

• Diagnostic Graphs.

•

Performance data.

Priority work list - functional requirements

• by process.

• by systems.

• by monitored equipment.

The following are some of the reports that will be available in the new Asset

Management System:

• Equipment History Graph - Graph showing mean time between failure, totalequipment costs, and total downtime hours.

• Daily Maintenance Schedule - Schedule showing predictive and preventive taskstart and completion dates.





C-27

• Weekly Station Schedule by Process Team and Dates - Schedule showing predictiveand preventive task starts and completions by equipment.

• Summary failure report - Report showing problem description, most recent failure,number of equipment failures, MTBF, average downtime, and equipment name.

• Number of scheduled events - Report showing process team, number of predictivemaintenance work requests, and number of PDM work requests started on time.

Work Flow Diagrams

Current Work Flow at Waukegan for Major Equipment

Operations LogsData

System of ProcessData

Diagnostic Data

Batch Testing Data

MaintenanceHistories (EWCS)

Post MaintenanceTesting Data

PM Schedule

Work OrderClose Out

Coach

Eng. Ops. Maint.Experience

Resources

Operations ShiftAdvisors

ProcessCoaches &Mechanics

All Others

Process Specialists

Etc.

Process Bins(1 Per Process)

80 - 85%

10 - 15%

Shift Advisor Review

(Specialist Informed)

Planners CreateWork Request

Work Package

(Planning, Parts, Etc)

DataAnalysis

Post Maint.Test/Check

Ops. & Maint.

Work Execution

Permits ClearedProcess Team

Mechanic

Work Performed

Rework

Work Planning

LoadDispatch

Shift AdvisorEquipment

Availability

Process CoachPriority Evaluationand Assignment

Shift Assistant(Permits, Blocksand Schedule)

Outage

Plan

Cancelled

Load CriticalWork

EquipmentStatus Report

If Top-Ten

ReworkNotification

Backlog

B,C

A , B

Minor PMs(blanket W.OS.)

Planners

HistoryEvaluation

TJM enters workhistory

A - causesunit derate

B- within5daysC - canbeplanned

Figure C-7Current Work Flow at Waukegan For Major Equipment





C-28

Work Flow at Waukegan for Major Equipment With PDM Program Implementation

Operations LogsData

System of ProcessData

Diagnostic Data

Batch Testing Data

MaintenanceHistories (EWCS)

Post MaintenanceTesting Data

PM Schedule

Work OrderClose Out

Coach

Eng. Ops. Maint.Experience

Resources

Operations ShiftAdvisors

ProcessCoaches &

Mechanics

All Others

Process Specialists

Etc.

Process Bins(1 Per Process)

80 - 85%

10 - 15%

Shift Advisor Review(Specialist Informed)

Planners CreateWork Request

Work Package(Planning, Parts, Etc)

DataAnalysis

Post Maint.Test/Check

Ops. & Maint.

Work Execution

Permits ClearedProcess Team

MechanicWork Performed

Rework

Work Planning

LoadDispatch

Shift AdvisorEquipmentAvailability

Process CoachPriority Evaluationand Assignment

Shift Assistant(Permits, Blocks

and Schedule)

OutagePlan

Cancelled

Load CriticalWork

EquipmentStatus Report

If Top-Ten

ReworkNotification

Backlog

B,C

A , B

Minor PMs(blanket W.OS.)

PlannersHistory

Evaluation

TJM enters workhistory

A - causesunit derate

B- within5days

C - canbeplanned

Figure C-8Work Flow at Waukegan for Major Equipment with PDM Implementation

Waukegan Organization(PDM Program Roles and Responsibilities)

Plant Manager• Review and Approve PDM Implementation Plan• Review Cost Benefit Analysis - semi-annual• Enable the PDM process

SiteTraining

Facilitator

• Assist PDM Specialist with Training

Implementation for PDMDevelopmental Services Central SupportSMAD

MaintenanceLeader • Support PDM directed maintendecisions

• Ensure recommended work is bperformed

• Review PDM program benefits

periodically

PDMSpecialist

WorkPlanner

• PM Schedule Review• Work order and tag close• Provide maint.

cost/component/month• Track CM/PM/PDM/Perf/

I.C.E. Team

Boiler/Ash Team

Turbine/

Generator Team

Support ProcessTeam

Coal HandlingTeam

• Vibration data collection and analysis

• Thermography inspection• Electric motor testing and analysis (I.C.E.)• Equipment performance testing• Balance and alignment• Coordinate Lube Oil Analysis program• Assist in cost/benefit analysis process• Assist in periodic data evaluation with specialists

• Implement PDM program and integrateinto process teams.

• Attend bi-monthly equipment conditionstatus meeting with operations,maintenance and specialist.

• Assist in creating/producing equipmentcondition status report.

• Attend weekly planning meeting - pendingequipment anomalies.

• Balance and alignment support and

coordination.

• New technology evaluation.• Root cause failure analysis coordination.

• Ensure operations L.O.A. training isattended

• Sponsor Operations personnelparticipation in bi-monthly meetings.

• Investigate utilization of on-linetechnologies

• Boiler/Feedwwater Tube leak• Support PDM directed corrective

actions

• Ensure recommended work is beingperformed

• Review PDM program benefitsperiodically

• Investigate the automation of OpsLogs activities

OperationsLeader

Store Keeper

I/SSpecialist

ElectricalSystemsEngineer

EMPMProgram

Coordination

Support

ServicesSpecialists

Chemist

ICE Team ProcessSpecialist

Boiler / AshProcess Specialist

Turbine / GeneratorProcess Specialist

Support ProcessSpecialist

Coal Handling

Process Specialist

Operations Team

Operations Team

Operations Team

Operations Team

Operations Team

• Utilize - spot radiometers overall vibration, mtr., etc. to track problem

components and perform post maintenance tests.• Performed process parameters trend reviews - monthly• Assist in equipment selection for I.R. and acoustic valve leak

detection routes.

• Perform lube oil sampling• Operations logged data collection and reporting run time hours,

equip. starts / stops, etc.• Component availability data collection.

• Acoustic Leak Detection Surveys

• PDM Program initialimplementation

support.• All training aspects of

PDM support andcoordination

• Balancingsupport

• Technologydata analysissupport

• Trainingsupport

• UTinspections

• Motor currentsignatureanalysis

?

• Ensure corrective maintenance and actions are taken based on PDM recommendations• Analize maintenance activities on system components

• Be trained in all technologies associated with PDM, and pass this knowledge to the Teams• Review systems for PDM monitoring evaluations• Prepare equipment status reports• Work with PDM Specalist to report on program effectiveness• Perform in cost/benefit analysis process

• Facilitate bi-monthly equipment condition status meetings• Interface with Operations and Teams to prioritize work• Review WR’s against equipment to ID adverse trends

ComplianceSpecialist

Figure C-9Organizational Charts Including PDM Strategies





C-29

Roles and Responsibilities Document for the Station

(To be completed by Waukegan Management)

Process Specialists

Process Specialists will facilitate the PDM activities performed on the assets within theirProcess Areas. The Specialists will:

• Be trained in all technologies associated with PDM, and pass this knowledge to theTeams.

• Ensure that proper operational or maintenance actions are taken based on PDMrecommendations.

• Recommend ways of reducing the frequency, duration, and extent to which anymaintenance activities are performed.

• Review assigned systems for evaluation of any PDM monitoring technologies thatcould improve availability and/or reduce O&M costs.

• Prepare equipment status reports.

• Prepare PDM recommendations for long-term maintenance issues.

• Perform cost/benefit analysis calculations.

• Facilitate bi-monthly equipment condition status meetings with operations,maintenance and specialists.

• Interface with Operations and Process Teams to prioritize work.

• Review work requests against equipment to identify adverse trends.

• Coordinate with PDM Specialist for necessary support for the diagnosis andanalysis of data.

Coaches and Team Members

PDM combines and uses a variety of data in order to make decisions based onequipment condition. While PDM requires management support, and in many casestechnical assistance, the Coaches and Process Team members also play an integral partof this process. Their involvement in the process includes the following:





C-30

• Coaches will be trained in all technologies associated with PDM, and pass thisknowledge to the Teams.

• Vibration data collection and analysis, including installation of monitors and takinghand-held readings on equipment.

• IR Thermography surveys and inspections.

• Electric motor testing and analysis (I.C.E.).

• Motor current signature analysis (I.C.E.).

• Equipment performance testing.

• Perform balances and alignments based on PDM data analysis.

•

Assist in cost/benefit analysis process.

• Assist in periodic data evaluation with Specialists.

PDM Specialists Role

The PDM Specialist will support the implementation of the PDM program. They must be involved in the planning process. They will transfer PDM skills and knowledge tothe Process Team level. The PDM Program should be viewed as a project with plantmaintenance and operations personnel performing PDM functions for the majorcomponents within their areas of responsibility. The roles and responsibilities in thisprocess are as follows:

• Coordinate training needs for the Process Teams.

• Provide support to the Process Specialists and Team Coaches for PDM program cost benefit tracking.

• Facilitate the implementation of the PDM program for the identified criticalcomponents using the selected technologies, and integrate this information with theprocess teams.

• Attend bi-monthly equipment condition status meeting with operations,maintenance and specialists.

• Attend weekly Team and planning meetings.

• Balance and alignment support and coordination.







C-32

• Take action on controllable parameters in response to PDM information.

• Maintain lubrication levels and perform periodic sampling.

• Utilize Spot radiometer, Acoustic/Ultrasound guns to track equipment between

monitoring frequencies.

• Operations logged data collection reporting run times equipment starts and stops,etc.

• Component availability data collection.

• Daily rounds to include reporting of ALL equipment problems noticed. (i.e.,packing leaking, oil leaks, unusual noises, etc.).

• Perform process parameter trend reviews.

• Conduct acoustic leak detection surveys.

Plant Support PDM Roles

Plant Manager and Leaders

Upper management support of PDM is critical to the success of the program. Topdown commitment and support is necessary in order to instill the philosophy of condition-based maintenance into the organization as a permanent way of doing business. To accomplish this, the site leadership is responsible for the following:

• Review cost/benefit analysis - semi annually.

• Understand the PDM concepts/strategies in order to provide the necessary visionfor the PDM Program.

• 'Champion' the change - keep it visible and make it part of the 'culture'.

• Review staffing assignments to ensure that the necessary resources are committed tothe program.

• Recognize contributions of individuals and teams.

• Celebrate successes to emphasize the importance and value of the program.

• Support PDM directed decisions.

• Ensure that the recommended work is being performed.





C-33

• Review PDM program benefits periodically.

I/S Specialist

• Work with the PDM Specialist to automate the processes.

• Provide support for software/hardware installations.

Electrical Systems Engineer

• Coordinate the EMPM Program in conjunction with the Rotating Machinery groupand the PDM Specialist.

Maintenance Planners

The Maintenance Planners must integrate the PDM strategies with daily, long term,

and outage planning. To accomplish this they should ensure the following:

• Plan maintenance activities based on PDM recommendations.

• Participate in the evaluation of the Preventive Maintenance schedule with Teamsand Process Specialists.

• Perform work requests and tag close out reviews.

• Provide maintenance cost/component/month.

• Track CM/PM/PDM/Performance/Component.

Guidelines for Integrating PDM Strategies with an Asset Management System

• Work Requests will be written for all maintenance problems involving equipmentcontained in the Equipment and Technologies matrix and/or identified through theuse of PDM technologies.

• Technology routes and surveys will be set up and performed using PM workrequests generated both manually and automatically by the Asset Management

System.





C-34

Financial

Planning and Estimating Guides

The following Planning and Estimating (P&E) Guides have been developed for the

various technologies to be included in the Station's PDM program. The projectedsavings shown demonstrate the potential dollar benefits that can be realized whenimplementing the technologies and the PDM program.

As new technologies are added to the program, new cost saving projections will beprepared. Tracking the actual cost savings can be compared with these projections asthe PDM program matures, to verify real dollars saved.





C-35

Planning & Estimating GuideSystem: Periodic Vibration Monitoring

Annual Gross Benefits: 400,000 (1) Notes:

(1) Benefits are based on reducing EFOR and O&M costs

through early detection of equipment problems and

System Set-up Costs include the associated lube oil program benefits.

Unit

MaterialQty Unit Cost

To tal ( 2) Purch ase of new po rt able data col lector andHardware state-of-the-art software.

Vendor Supplied 1 Vib. Analyzer $15,000 (2) $15,000 (3) Training for six Mechanics and four Process Specialists

Site Supplied $0 to attend Level I vibration at ComEd facilities, and

Software PDM Specialist attend Level II Vibration Analysis off-site,

Vendor supplied 1 $20,000 (2) $20,000 plus hands-on in-field training for Mechanics

Training Tuition's 1 Course $10,000 (2) $10,000

Misc. expenses 1 $1,000 (3) $1,000 (4) Misc. sensors, cables, supplies, etc.

Mater ia l Subtota l $46,000 (5) Most program start-up labor costs at Crawford have been

previously spent for equipment selection and route

Labor (5) set up. New software/hardware purchase and further

Engineering 20 man-days $304 (6) $6,080 plant personnel training is still required.

Training - Mechanics 30 man-days $304 (7) $9,120

Secretarial $0 (6) Four Process Specialists attend one-week vibration training.

(7) Six Mechanics trained to Vibration level I (Six man-week labor).

Labor Subtotal $15,200

(8) Approximately two man-days per month from each team

X five teams = ten man-days per month or 120 man-days

Total Start-up Cost $61,200 per year. This is for data collection and preliminary

analysis for approximately 110 ma chines.

Annual Operation & Maintenance Costs

O&M Labor-Mechanics 110 man-days $240 (8) $26,400 (9) Continued annual cost for training mechanics.

Training Labor 10 man-days $240 (9) $2,400

Training Tuition's 2 course $1,000 (9) $2,000 (10) Vibration analysis and balancing/alignment support for

SMAD Support 24 man-days $320 (10) $7,680 SMAD

Misc. Materi als & Equip. N/A man-days $8,000 (11) $8, 000 ( 11) Annual cost for miscellaneous materials and equipment

upgrade (every five years = $35,000 recurring cost f or

new technology).

Total Annual O&M Cost $46,480

Pay Back Period

Five Year Cumulative

Net Benefit:

$1,815,686$0

$500,000

$1,000,000

$1,500,000

$2,000,000

$2,500,000

1 2 3 4 5

Year

Cumulative Cost

Cumulative Gross BenefitCumulative Net Benefit

Figure C-10Planning & Estimating Guide, System: Periodic Vibration Monitoring





C-36

Planning & Estimating Guide

System: Periodic Acoustic Leak Detection

Typical Net Annual Benefit: 100,000 (1) Notes:

(1) Annual benefit of $100,000 should be easily obtained

if small air leaks are identified and corrected. Other

System Set-up Costs miscellaneous valve leak uses will also contribute

Unit to the benefit.

Material Qty Unit Cost Total

Hardware (2) Purchase of portable ultrasonic leak detection device.

Vendor Supplied 1 coustic Device $5,000 (2) $5,000

Site Supplied $0 (3) The PDM Specialist and various operators will

Software participate in the walk-down of the plant air system

Vendor supplied $0 to identify components to be periodically surveyed.

Training Tuition's $0

Misc. expenses $0 (4) On-site hands-on training and component survey list

creation.

Material Subtotal $5,000

(5) The Process Team responsible for the plant compressed

Labor air systems should perform three surveys per year,

Operations/Engr. man-days (3) $0 approximately three days to survey and create tags.

Training $2,000 (4) $2,000

$0

Labor Subtotal $2,000

Total Start-up Cost $7,000

Annual Operation & Maintenance CostsO&M Labor 15 man-days $304 (5) $4,560

Secretarial $0

$0

$0


Pay Back Period

Five Year CumulativeNet Benefit:

$499,704$0

$100,000

$200,000

$300,000

$400,000

$500,000

$600,000

1 2 3 4 5

Year

Cumulative Cost

Cumulative Gross Benefit

Cumulative Net Benefit

Figure C-11Planning & Estimating Guide, System: Periodic Acoustic Leak Detection





C-37


System: Infrared Thermography (Plant)

Typical Net Annual Benefits 500,000 (1) Notes:

(1) Typical benefits of periodic thermography inspecition

in fossil power plants. Use includes mechanical,

System Set-up Costs electrical, and performance components.

Unit

Material Qty Unit Cost Total (2) Purchase of 4 IR cameras, shared over 10 stationsHardware equals approximately $2,500 per station for system

Thermo. Cameras 1 Camera $25,000 (2) $0 contribution. These costs have been previously

Computer/Printer $0 spent and are not identified on this P&E guide.

Software

Vendor supplied 1 report software (3) $0 (3) EPRI IR-SIP software is supplied at no cost to members.

Training Tuition's $6,000 (6) $6,000

Misc. expenses $0 (4) Labor spent to be trained hands-on in the plant. 25 totalman-days will be used. Approximately 10 days remainfor

Materi al Subtotal $6,000 further hands-on t rai ni ng f rom EPRI M&DC.

Labor (5) LOA Level I and II training man-hours required from

Engineering 10 man-days $304 (4) $3,040 Craft and Process Specialists.

Training 30 man-days $304 (5) $9,120

Network Support (6) Remaining training costs for hands-on and

Thermography Levels I and II.

Labor Subtotal $12,160 (7) Labor necessary from ICE team and other station personnel.

(8) Labor and tuition for plant thermographers continued

Total Start-up Cost $18,160 education.

Annual Operation & Maintenance Costs (9) SMAD support for data analysis and troubleshooting.

O&M Labor 44 man-days $304 (7) $13,376

Training Labor 5 man-days $304 (8) $1,520 (10) Misc. supplies, materials, and annual equipment upgrade.

Training Tuitions 2 course $2,000 (8) $4,000 ($8,500 equip. $2,000 misc.)

SMAD Support 12 man-days $320 (9) $3,840

Misc. Materials & Equip. Misc. Misc. (10) $10,500


Pay Back Period


$2,459,953$0

$500,000

$1,000,000

$1,500,000

$2,000,000$2,500,000

$3,000,000

1 2 3 4 5

Year

Cumulative Cost



Figure C-12Planning & Estimating Guide, System: Infrared Thermography (Plant)





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System: Electric Motor Predictive Maintenance

Typical Net Annual Benefit $160,000 (1) Notes:

(1) Based on avoidance of 3 large electric

motor failures ($150,000), two small failures

System Set-up Costs ($20,000) avoided PMs, associated

Unit availability losses ($150,000), and life

Material Qty Unit Cost Total extention of all motors (25%). TotalHardware station benefit of $320,000.

Vendor Supplied $0 (50% w/o PDM program.)

Site Supplied 1 N/A (2) $0 (2) Assumes that one testing device

Software will be purchased.

Vendor supplied 1 N/A $0 (3) $0 (3) EPRI EMPM & MICAA Database Software

Training Tuition's 2 Course $1,200 (6) $2,400 (4) Misc Tools - current probes, strobes,

Misc. expenses 1 N/A $1,500 (4) $1,500 DVM, cables, test leads, o'scope

(5) System walkdown, equipment research,

Materi al Subt otal $3, 900 dat abase set up, system coordinat ion,

engineering support was performed by

Labor station personnel and EPRI M&DC cost is

Planning man-days $288 $4,000 for M&DC support in 1997.

Training 10 man-days $304 (6) $3,040 (6) Labor for trainees, classroom, and hands-on in plant.

Maintenance Labor 10 man-days $304 (5) N/A (7) Includes testing of (30) 4kV and (10) 480

Secretarial (data entry) 15 days $200 $3,000 motors,alternate, QA program for small

motors, Megger and PI Testing, Log

Labor Subtotal $10,040 and track motor running amps,

broken rotor bar tests, heater functionalOther PDM data analysis and review

Total Start-up Cost $13,940 PM task review, educate other plant

personnel.

(8) Purchase of new electric motor testing equpment.


Training Labor 10 man-days $304 $3,040

Training Tuition's 1 course $2,000 $2,000

Equipment Leases 1 N/A $5,000 $5,000


Pay Back Period


$636,960

0

200,000

400,000

600,000

800,000

1,000,000

1 2 3 4 5

Year

Cumulative CostCumulative Gross Benefit


Figure C-13Planning & Estimating Guide, System: Electric Motor Predictive Maintenance





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System: Lube Oil Monitoring

YearAnnual Gross Benefits: See Vibration Analysis (1) Notes: Cost

(1) Gross BenefitNet

System Set-up Costs Cumulative Cost

Unit (2) Oil analysis vendoror central lab(SMAD) Cumulative Gross Benefit

Material Qty Unit Cost Total shouldprovidesamplebottles, labelsand

Hardware mailersforsamplescollectedas partof the Cumulative Net Benefit

Vendor Supplied $0 sampleprice.

Site Supplied $0

Software (3) EPRI M&Drecommends thattheanalysis

Vendor supplied ? Programs $0 (3) $0 organizationmodemtheanalysis results toa

Training Tuition's 2 Course $1,000 (2) $2,000 computer atCrawfordStation. Softwareto

Misc. expenses 1 $0 viewandreportsholdbeprovided.

Material Subtotal $2,000 (4) Hands-ontrainingfordatacollectionand

handlingof samples by theoperators.

LaborChemist/Engr. Support 10 man-days $288 (2) $2,880 (5) Miscellaneoussupplies/materials.

Maintenance Labor 20 man-days $288 $5,760

Network Support 3 man-days $288 (4) $864 (6) ProcessSpecialistinvolvementinequpment

Training 10 man-days $288 $2,880 selection.

(7) Coordinationof lubeoil programwill be

Labor Subtotal $12,384 performedbythePDMSpecialist(hours are

captured




Training Tuition's 2 course $1,000 $2,000

Subcontracted 280 Samples $30 (6) $8,400

Misc. Support 1 N/A $1,600 (7) $1,600


Pay Back Period

Five Year Cumulative

Net Benefit:#VALUE!

$0

$20,000

$40,000

$60,000

$80,000

$100,000

$120,000

$140,000

1 2 3 4 5

Year

Cumulative Cost



Figure C-14Planning & Estimating Guide, System: Lube Oil Monitoring





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System: Integrated Predictive Maintenance Program

Typical Net Annual Benefits 1,160,000 (1) Notes:

(1) Based onestimatedimpact of PDM

Program. Thededicationof a full time

System Set-up Costs engineer tothePDMprogramraises

Unit theprobabilityof success by 50to 70%

Material Qty Unit Cost TotalHardware (2) ThePDMspecialist computer will beused

Vendor Supplied $0 to support the program.

Site Supplied $0

Software (3) Additional PDMLOAtrainingfor operators.

Vendor supplied $0

Training Tuition's $25,000 (3) $2,500 (4) Miscellaneous materials, small tools, andsupplies.

Misc. expenses 1 N/A $1,500 (4) $1,500

(5) All costs of start-up for the PDMprogramhavebeen

Material Subtotal $4,000 expendedexceptsomeadditional training.

LaborEngineering $0

Training $0

Planners $0

Secretarial $0

Labor Subtotal $0


Annual Operation & Maintenance CostsO&M Labor 200 man-days $304 $60,800


Training Tuitions 2 course $1,200 $2,400

Secretarial 30 man-days $200 $6,000

Misc. Materials 1 N/A $2,000 (3) $2,000


Pay Back Period


$5,752,377$0

$1,000,000

$2,000,000

$3,000,000

$4,000,000

$5,000,000

$6,000,000

$7,000,000

1 2 3 4 5

Cumulative Cost



Figure C-15

Planning & Estimating Guide, System: Integrated Predictive Maintenance Program





C-41

Program Benefit to Cost Summary & Estimated Gross Benefits

• O&M Cost Reduction $1,000,000

• Heat Rate Performance Improvement $1,000,000

• EFOR Reduction Value $1,200,000

• Total Estimated Annual PDM Saving $3,200,000

Table C-4Cost Summary

Technology of Program Start-Up Cost Annual RecurringO&M Cost

Vibration Analysis $61,200 $46,480

Lube Oil Analysis $6,520 $30,000

Thermography Inspection $18,160 $31,236

Acoustic Leak Detection $7,000 $4,560

Electric Motor Testing $13,940 $37,400

PDM Program Implementation $4,000 $75,760

Total $110,820 $225,436

Expected Net Benefit: about $2,940,000.

Note: Approximately $150,000 of the $225,436 annual recurring cost is ComEd labor.

Cost Benefit Procedure

Use of the Cost Benefit Analysis Worksheet

A Cost Benefit Analysis (CBA) worksheet should be filled out whenever a predictivemaintenance technology has been used to identify a potential problem with a piece of

equipment, and a corrective action was initiated.

This process will be performed by the Process Specialists, Team members, with supportfrom the PDM Specialist.

The following section outlines the steps involved in preparing a CBA Worksheet:







C-43

Total Cost Benefit for this Occurrence

This section of the worksheet shows the values which have been calculated based onthe numbers you enter on the worksheet. The Total Cost Benefit for this Occurrence,Maintenance Cost Savings, and impact on EFOR will change as the numbers above are

added or modified.

Input Data

The box labeled "Input Data" contains two numbers that the calculations are basedupon, and should not be modified. Any change to the Average Replacement PowerCosts or the Average Labor Rate will change the resulting figures for the CBA and willhamper efforts to accumulate total saving for the Fossil Division





C-44

Occurrence Assumption Worksheet

Plant Name: Waukegan Sta. 16 Unit Number: 7

Definition of detected fault: #7 Main Transformer, B phase bushing significantly hotter than adjacent phases

Occurrence No.: WAK-008 Max. Rated Load: 353

Occurence Assumption: (a)Catastr. (b)Moderate (c)Loss of Perf. (d)Actual

Occurrence DescriptionTransformer

destroyed, forced

Bushing failure,

transformer

Bushing replaced.

Loss of Generating RevenuePower Reduction (MW) 353 353 0 353

Hours 3456 100 0 48

Capacity Factor (%) 60 60 0

Forced Outage (Yes =1 No =0) 1 1 0 0

Maintenance CostsCost of Parts ($) $1,250,000 $20,000 0 2000

Labor Hours (Hrs) 2160 1008 0 72

Percent Probability of Fault Occurrence

10 90

Definitions:

OCCURRENCE - any detected or diagnosed fault which the station takes action, whether the action was proactive or reactive.

When the station schedules repairs or modifies plant operation to minimize the fault's impact, a cost benefit analysis will be conducted.

If maintenance is deferred based on a PDM technology, the CBA, based on the deferral, will be calculated on the time-value of $$$ saved.

CATASTROPHIC - Total equipment failure requiring full repalcement.

MODERATE - System failure result ing in some repairable equipment damage.

LOSS OF PERFORMANCE - Reduction of operating capacity due to fault.

ACTUAL - Actual cost of outage.

Input DataCalculated Values

Total Cost Benefit - This Occurrence $855,637 Average Replacement Power 9

Maintenance Costs Savings ($): $177,792 Costs ($/MWH)=

Impact on EFOR (%): 4.97

Average Labor Rate ($/HR) = 35

Figure C-16Occurrence Assumption and Cost Benefit Worksheet

Training Program

Training Matrix

This section contains a training matrix along with training type descriptions of thesuggested classes. Listed also are the suggested recipients of this PredictiveMaintenance training, prerequisites, and possible resources . Specific classes may be





C-45

developed in the future to address specific needs of the Teams under the direction of SMAD and the PM Specialist.

PDM Activity Training Type*ProcessTeams

PDMSpecialist

ProcessSpecialist/ Coaches Operations

MaintenancePlanners

StationLeadership

Predictive Maintenance Level of Awareness X X X X X X

Thermography Level of Awareness X X X X X XApplication X X X XAnalytical X X

Vibration Level of Awareness X X X X X XApplication I X X X XApplication II X X XAnalytical X X

Oil Level of Awareness X X X X X XApplication X X X XAnalytical X X X

Ultrasonic/Acoustics Application X X XMotor Analysis Level of Awareness X X X X X X

Application X X X

PDM Reporting IR-SIP X X

PDM CSR X XMaintenance Management Asset Management X X X X X X

Operations Information X X X X XPI Archival System X X X X X X

Figure C-17Typical Training Matrix

Training Type Descriptions

Predictive Maintenance

A. Level of Awareness

Provides a general overview of Predictive Maintenance programs, including how theywork, the technologies involved, and the challenges to be faced. In addition, PDMprogram goals and what an effective program can do for us are discussed.

Available Resources:

•

Availability Systems Team Tapes

Thermography


Provides an overview on the use of portable infrared (IR) scanners to record thermalimages and monitor conditions on a variety of equipment in a power plant setting. The





C-46

session includes hands-on demonstrations with the IR camera and the presentation of various case histories.


• Availability Systems Team Tapes

• PDM Specialist

• SMAD

• Outside vendor

B. Application

Basic physics needed to understand infrared thermography, basic equipment

operations, and the basic application and interpretation that is necessary to collect thedata and effectively analyze problems.


• PDM Specialist

• SMAD

• Outside vendor

C. Analytical

Covers physics, advanced theory, and application knowledge needed to analyze dataand recommend solutions.


• Vendor supplied/SMAD

Vibration


Provides and overview on the use of various sensors to monitor vibration of plantequipment. Data gathering methods, the analysis of information, and the benefits of vibration analysis are included in the topics discussed during the session.








C-48

Oil


Provides an overview on the use of oil sampling to perform wear particle analysis.

Also included in the discussions are the proper techniques for obtaining samples fromequipment, and the logistics involved in setting up an oil analysis program.


• Availability Systems Team Tapes

B. Application

Additional details on sampling techniques and theory. In addition, basic analyticaltechniques and interpretation of results as they relate to possible equipment conditions

are reviewed.



C. Analytical

Detailed analysis and interpretation of samples.



Ultrasound/Acoustics

A. Application

This training will teach plant personnel utilization of the instrumentation and practicalapplication of Acoustic/Ultrasonic Leak Detection as it applies to valves, flanges,pressure vessels, air and gas systems.







C-49

Motor Current Analysis


This course provides an overview of determining electric motor condition through

various periodic testing techniques of motors. Included will be the application of motor current testing, static stator tests, and general motor condition evaluations.


• Rotating Equipment Group

• ICE Team

• SMAD

B. Application

This course will cover the basics of determining electric motor condition throughperiodic testing of motor currents. Included will be the use of the TEC Smartmeter 1330as a diagnostic tool for motor current analysis.


• Rotating Equipment Group

• SMAD

PDM Reporting

A. IR-SIP

Infrared Software Integration Program - Maintains an equipment database andgenerates concise, informative thermography reports.


• PDM Specialist

• EPRI M&D





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B. PDM ESR

Computer based database reporting system that links Excel and Access functions tointegrate the tasks of organizing and reporting PDM program findings and equipmentconditions.


• PDM Specialist

• EPRI M&D

Maintenance Management System

A. Asset Management

Courses are being developed to tailor training to individual roles and responsibilities.


• FBI, AM, and AST teams

B. Operations Information

Courses are being developed to tailor training to individual roles and responsibilities.


• FBI, AM, and AST teams

C. PI Archival System

PI-Process Book is a data archival system. Personnel will need to be knowledgeable inthe use of this system in day-to-day problem identification.


• Station Technical Leader

• IS Group

• PDM Specialist




D-1

D

STRENGTHS, OPPORTUNITIES, AND

RECOMMENDATIONS EVALUATIONS

As a result of the PDM Assessments, visits to the various ComEd plants to conductLevel of Awareness (LOA) training sections, and the ensuing discussions, included is asummary of the Strengths, Opportunities, and Recommendations to be considered byComEd in the PDM Implementation process.

Strengths, Opportunities, & Recommendations for Typical Station

Strengths

1. Good understanding of PDM vs. PM.

2. Knowledge of formal PDM program technologies is used.

3. Roles and Responsibilities are understood by the majority of the individuals.

4. Good knowledge of what is RCA and how to do it, this helps with understandinghow the system works.

5. Good communication:

— Daily huddles

— Monthly PDM meeting

— Weekly Planning meetings

— PDM hotline

— CCmail

— Verbal (phone)

— Regular Team meetings




Strengths, Opportunities, and Recommendations Evaluations

D-2

— High level of involvement at meetings

— CETV

— Verbal back to craft

— Maintenance notes on the LAN (e.g. Mill notes)

— C.B.A.

6. Commitment of the money and available manpower to the PDM program is good(non-operations).

7. Communication of equipment anomalies identified by PDM is strong.

8. In general, people are aware of PDM and feel it is working and providing value. It

is still in the early stages of implementation.

9. When problems are identified, they are captured and communicated.

10. Recognized the need to review/optimize the PM program.

11. Doing Cost/Benefit analysis for major PDM occurrences is allowing plant personnelto recognize PDM value and justify program costs (still some opportunities).

12. A substantial amount of training has been done to date and is a major reason forearly success of PDM.

13. Program is doing well with the bargaining unit participation being voluntary.

14. Accountability and structure condition monitoring data is strong.

Opportunities

1. Lack of awareness of sponsorship (initiating/sustaining).

2. Communication of PDM/PM goals to all plant personnel.

3. Formalize the training matrix and increase awareness of it.

4. Establish and get input from all departments on a formal PM program and createmeasures.

5. RCA should be driven by some criteria/trigger and ownership should beestablished.




Strengths, Opportunities, and Recommendations Evaluations

D-3

6. Raise awareness and focus of PDM on 5 equipment problems for each process.

7. More PDM C.B.A. communication to plant personnel.

8. Provide more detail to all plant personnel regarding how work is prioritized:

— PDM generated work

— All other

9. Develop Availability Teams into Process Teams.

10. Re-instate Ops walk-down checklist - but specifically data that will be used in theE&T matrix.

11. Communicate management commitment regarding PDM program to all Plant

personnel.

12. Capture and utilize maintenance as -found and history data.

13. Establish more PDM/PM effectiveness indicators.

14. Communicate to maintenance personnel the financial decisions related to allowingequipment to be shut down for maintenance.

15. Continue to work on the bargaining unit agreement for increasing participation of craft personnel in PDM.

Recommendations

1. Hold a PDM implementation update meeting to:

— Formalize and publicize an Organization chart that shows roles andresponsibilities for PDM.

— Illustrate PDM goals.

— Formalize and publicize training matrix and training philosophy:

— Set expectations for training philosophy.

— Craft need system training.

— Operators need more PI training.







Documents

TR-111915-Predictive Maintenance Program Implementation Experience