Work-Management-Improvement-at-Burlington-Generating-Station

Work Management Improvement at Burlington Generating Station Technical Report Work Management Improvement at Burlington Generating Station 1004591 Final Report, November 2001 EPRI Project Managers M Perakis M DeCoster EPRI • 3412 Hillview Avenue, Palo Alto, California 94304 • PO Box 10412, Palo Alto, California 94303 • USA 800.313.3774 • 650.855.2121 • askepri@epri.com • www.epri.com DISCLAIMER OF WARRANTIES AND LIMITATION OF LIABILITIES THIS DOCUMENT WAS PREPARED BY THE ORGANIZATION(S) NAMED BELOW AS AN ACCOUNT OF WORK SPONSORED OR COSPONSORED BY THE ELECTRIC POWER RESEARCH INSTITUTE, INC (EPRI) NEITHER EPRI, ANY MEMBER OF EPRI, ANY COSPONSOR, THE ORGANIZATION(S) BELOW, NOR ANY PERSON ACTING ON BEHALF OF ANY OF THEM: (A) MAKES ANY WARRANTY OR REPRESENTATION WHATSOEVER, EXPRESS OR IMPLIED, (I) WITH RESPECT TO THE USE OF ANY INFORMATION, APPARATUS, METHOD, PROCESS, OR SIMILAR ITEM DISCLOSED IN THIS DOCUMENT, INCLUDING MERCHANTABILITY AND FITNESS FOR A PARTICULAR PURPOSE, OR (II) THAT SUCH USE DOES NOT INFRINGE ON OR INTERFERE WITH PRIVATELY OWNED RIGHTS, INCLUDING ANY PARTY'S INTELLECTUAL PROPERTY, OR (III) THAT THIS DOCUMENT IS SUITABLE TO ANY PARTICULAR USER'S CIRCUMSTANCE; OR (B) ASSUMES RESPONSIBILITY FOR ANY DAMAGES OR OTHER LIABILITY WHATSOEVER (INCLUDING ANY CONSEQUENTIAL DAMAGES, EVEN IF EPRI OR ANY EPRI REPRESENTATIVE HAS BEEN ADVISED OF THE POSSIBILITY OF SUCH DAMAGES) RESULTING FROM YOUR SELECTION OR USE OF THIS DOCUMENT OR ANY INFORMATION, APPARATUS, METHOD, PROCESS, OR SIMILAR ITEM DISCLOSED IN THIS DOCUMENT ORGANIZATION(S) THAT PREPARED THIS DOCUMENT ERIN Engineering and Research, Inc ORDERING INFORMATION Requests for copies of this report should be directed to the EPRI Distribution Center, 207 Coggins Drive, P.O Box 23205, Pleasant Hill, CA 94523, (800) 313-3774 Electric Power Research Institute and EPRI are registered service marks of the Electric Power Research Institute, Inc EPRI ELECTRIFY THE WORLD is a service mark of the Electric Power Research Institute, Inc Copyright © 2001 Electric Power Research Institute, Inc All rights reserved CITATIONS This report was prepared by ERIN Engineering and Research, Inc 1210 Ward Avenue, Suite 100 West Chester, PA 19380 Principal Investigator M Scanlan This report describes research sponsored by EPRI The report is a corporate document that should be cited in the literature in the following manner: Work Management Improvement at Burlington Generating Station, EPRI, Palo Alto, CA: 2001 1004591 iii REPORT SUMMARY The Work Coordination Process (WCP), developed in an EPRI tailored collaboration effort to upgrade the maintenance program at Burlington Generating Station, is an organized methodology to prepare for and perform preventative and corrective maintenance during both outages and running periods The coordinating process supports both the need of operational personnel for maximum equipment availability and the need of maintenance personnel for access to plant equipment to ensure maximum reliability Background The WCP was developed as Phase of the overall effort to upgrade the maintenance program at the Burlington Generating Station of Public Service Electric and Gas (PSEG) Phase of the upgrade was a Streamlined Reliability Centered Maintenance (SRCM) effort to identify the critical components that should be accessed routinely for preventive maintenance Phase of the maintenance program upgrade consisted of task planning associated with the SRCM requirements This task planning was done in Systems Applications Programs (SAP), the corporate computerized maintenance management system at PSEG Phase was approximately 50% complete as of February 2000 Phase 3, the development and implementation of the new WCP, is detailed in this report Objectives To develop a work coordination process at Burlington Generating Station as part of a methodology for organized preparation and performance of preventive and corrective maintenance for outage and running periods Approach The project team developed the WCP with input from the station groups that would use the process, including maintenance, operations, stores, planning/scheduling and management To ensure an effective result and efficient development process, the team developed goals early on and revised the work coordination process document six times before final publication There were three major tasks: establish specific project goals, develop the work coordination process, and implement/refine the process Specific project goals included developing a process that was easy to implement, would meet the needs of Operations and Maintenance, would use the SRCM results, would address emergent work, and could be monitored with performance indicators In an effort to train representatives on the techniques and to allow them to achieve success and to build upon that success, the team implemented process changes and a culture change as part of the project v Results All three tasks—specific project goals, work coordination process development, and implementation—were completed The level of support and acceptance of the new work coordination process has been very high Station representatives have embraced the process and use it daily to prepare for and complete maintenance Performance indicators display the success of the preparation and implementation phases associated with the completion of maintenance EPRI Perspective This Guideline is part of EPRI’s development efforts under Target 69, Plant Maintenance Optimization (PMO) The PMO mission is to lead the industry by developing and demonstrating products and services that will improve use of power plant maintenance resources and increase profitability for generation businesses This project was performed at a combined cycle (combustion turbine/steam) power plant used for electricity generation Quantitative improvements include several leading metrics which lead to bottom-line savings in commercial availability, maintenance cost, plant efficiency, and inventory cost Other process and people improvement projects are described in Maintenance Work Management Improvement: Improving Culture and Work Process, 1998 (TR-109734) and Maintenance Optimization Project at Merom, 1999 (TR-111897, V1 & V2) Other EPRI reports related to this type of project are Maintenance Work Management Best Practices Guidelines: Maintenance Assessment and Improvement, 1998 (TR-109968); Maintenance Work Management Practices Assessment, 1997 (TR-106430); Plant Maintenance Optimization, 1997 (TB-108949R1); Value-Based Maintenance Grid for Assessing Work Management, 1999 (TR-108937), and, Best Practice Guideline for Maintenance Planning and Scheduling, 2000 (1000320) Keywords Maintenance Implementation Maintenance Optimization Work Management Planning Scheduling vi ABSTRACT Electric utility deregulation brings a greater need for power plant reliability and cost efficiency The fossil generation plants of PSEG Power are addressing this challenge with programs to generate electric power whenever required and at the lowest possible cost One such effort is the Work Coordination Process for Maintenance at Burlington Generating Station Burlington Generating Station was the pilot power plant selected to implement this program The reliability and cost-efficiency program has three phases Phase was to review all the plant systems and determine the importance the equipment Phase was to use this information to develop a preventive maintenance program Phase was to implement a work coordination process, the subject of this report An unexpected outage at one of the PSEG base-load power plants can result in an immediate need for replacement power Base-load stations run at all times to supply the routine electricity requirements For replacement power, the lowest cost producer will be called upon to supplement the base load plants Depending on the cost of production, the replacement power may come from PSEG stations or be purchased from other companies The fossil generation goal is to minimize the cost and maximize the reliability of PSEG fossil power production so that PSEG stations are called upon to provide the replacement power Similar to an immediate need for electricity from an unexpected outage, fossil power plants may need to generate power due to extreme whether conditions Generation requirements due to weather conditions can usually be planned in advance With today’s weather forecasting capabilities, the PSEG trading organization can plan for extra power requirements and schedule fossil generation to meet these requirements For both cases, immediate replacement power or extra demand due to weather conditions, PSEG Fossil needs to be ready A program has been implemented within the fossil generation department to maximize power plant reliability and cost efficiency The program is to ensure that PSEG Power fossil plants are the most cost efficient and reliable plants in the system The work coordination process supports higher level goals for station reliability and cost efficiency This process is another tool used to reduce maintenance costs and increase equipment reliability vii Burlington Generating Station Work Coordination Process I-2 (2 weeks before Implementation) Planning / Scheduling • Review list from Stores that identifies jobs where parts are not completely pre-staged Inform stores of expediting requirements Operations • none Maintenance • none Plant Engineers (Operations and Maintenance) • none • Pre-stage parts / materials / consumables as identified by work orders Keep work orders and associated parts together and pre-stage in either Operations bin or Maintenance bin Thursday, Identify jobs with parts that are not completely pre-staged Work with Purchasing to determine vendor commitment dates for jobs still requiring parts Notify Planning/Scheduling of jobs where parts are not pre-staged so that Planning/Scheduling can decide if expediting is required Identify commitment date(s) from vendor and confidence level of those commitments Stores • • A-12 Burlington Generating Station Work Coordination Process I-1 (1 week before Implementation) Final Scope Review Meeting (Scheduling, Operations, Maintenance and Stores) Tuesday, 10:00 – 10:30 a.m in Planning & Scheduling conference room This meeting is to determine the final scope for the workweek Representatives will decide if any additional resources are required based upon emergent work or unplanned manpower shortages or if any jobs are to be removed from the workweek due to parts, manpower, experience, etc The primary objective is to take the actions necessary to resolve any conflicts without rescheduling work The jobs that remain in the workweek are counted as scheduled (#scheduled) Planning / Scheduling • • 10:00 –10:30 a.m Tuesday, Final Scope Review meeting Create Preparation Performance Indicator (P PI) for the workweek Record number of jobs scheduled (#Scheduled) This includes the number scheduled for Operations (#OpsScheduled) and number scheduled for Maintenance (#MaintScheduled) P PI (%) = #Scheduled / #Planned x 100 • • Identify actions based upon Preparation Performance Indicator The goal is 80% After the Final Scope Review Meeting, for all jobs remaining in the week, update SAP User Status to SCHD – scheduled Operations • • • 10:00 – 10:30 a.m Tuesday, Final Scope Review meeting Commit to performing all scheduled work As necessary, setup equipment / tools required during workweek Write required tag-outs for Operations and Maintenance work Maintenance • • • 10:00 – 10:30 a.m Tuesday, Final Scope Review meeting Identify external job restraints Commit to performing all scheduled work As necessary, setup equipment / tools required during workweek Submit tag-out request for implementation week Plant Engineers (Operations and Maintenance) • none Stores A-13 Burlington Generating Station Work Coordination Process • • A-14 Monday, Perform final check of pre-staging bins to ensure proper staging 10:00 – 10:30 a.m Tuesday, Final Scope Review meeting Identify any parts concerns for Implementation week work Burlington Generating Station Work Coordination Process I (I is Implementation Week) Planning / Scheduling • Track progress and assist as requested by Operations and Maintenance Operations • • • • Remove appropriate Operations staging bin from storeroom to Operations area Implement schedule For jobs that are started but will not complete the same day, update SAP User Status to WIP – work in progress For jobs where repairs are complete but testing is required, update SAP User Status to WKCT – work complete and ready for testing For jobs that are complete, update SAP System Status to TECO – technically complete Implementation week for Operations is scheduled for back shift (Sunday 7:00 p.m through Thursday 7:00 a.m.) Working back shift was selected since there is lower frequency of operation and therefore greater access to equipment Four consecutive shifts will allow for a high level of continuity within the shift Record any parts removed on back shift from the storeroom This must be logged in the storeroom issue book to ensure adequate restocking for future work Maintenance • • • Remove appropriate Maintenance staging bin from storeroom to Maintenance area Implement schedule For jobs that are started but will not complete the same day, update SAP User Status to WIP – work in progress For jobs where repairs are complete but testing is required, update SAP User Status to WKCT – work complete and ready for testing For jobs that are complete, update SAP System Status to TECO – technically complete Implementation week for Maintenance is scheduled for day work (five days, Monday through Friday) Plant Engineers (Operations and Maintenance) • Assist as requested by Planning / Scheduling, Operations, and Maintenance • Assist as requested by Planning / Scheduling, Operations, and Maintenance Stores A-15 Burlington Generating Station Work Coordination Process I+1 (1 week after Implementation) Planning / Scheduling • Create Implementation Performance Indicators (I PI) One PI will be for Operations and another will be for Maintenance I Ops PI (%) = #OpsCompleted / #OpsScheduled x 100 I Maint PI (%) = #MaintCompleted / #MaintScheduled x 100 • • Prepare weekly report of Preparation and Implementation performance indicators and explanation of events Identify to Stores any parts that should be tagged as “critical” in SAP Operations • Identify actions based upon Implementation Performance Indicator for Operations The goal is 80% Maintenance • Identify actions based upon Implementation Performance Indicator for Maintenance The goal is 80% Plant Engineers (Operations and Maintenance) • Monitor the long-term trends of performance indicators and identify actions as appropriate • Monitor the long-term trends of performance indicators and identify actions as appropriate Stores A-16 Burlington Generating Station Work Coordination Process Critique and Performance Indicators The critique process is a look at performance and discussing with station workgroups how to improve the process When work coordination process changes are made, it is important to communicate these changes with the appropriate work groups and update this document if appropriate A critique of each workweek is performed to identify successes and areas for improvement Performance indicators will assist in this process The two general performance indicators detailed in the Work Coordination Process are to measure preparation and implementation The preparation performance indicator measures how many planned jobs made it into the schedule The implementation performance indicator measures how may scheduled jobs were completed The two general performance indicators may be supplemented with additional indicators where more detail may be warranted An example of an additional performance indicator may include a categorization of the jobs that did not make it through the preparation process (% of jobs rescheduled due to conflicts with other work, % of jobs rescheduled due to generation requirements, % of jobs rescheduled due to parts, etc.) Another performance indicator may include a categorization of jobs not completed (% of jobs not complete due to generation requirements, % not complete due to experience issues, % not complete due to unplanned manpower shortages, etc.) The backlog of maintenance work (CM and PM) will be reviewed periodically (usually quarterly) Planning and Scheduling will use SAP reports to track open work orders This overall check will be done to ensure that the equipment is being properly maintained These reports will be considered as part of the overall critique of the work coordination process A-17 Burlington Generating Station Work Coordination Process Emergent Work / Scope Control Committee The purpose of the scope control committee is to review all emergent work to decide when that work is to be performed This effort will ensure that priorities are correctly set while minimizing the frequency of rescheduling near term work The committee review will occur daily as new work is identified The scope control committee will make this decision based upon the following criteria: • Safety, Environmental, Generation requirements • The next equipment work window identified on the Long Term Schedule • Manpower availability • Conflicts with currently scheduled work • Parts, equipment and tool concerns Based upon the scope control committee results, station groups may need to re-prioritize near term work The scope control committee will make efforts to incorporate emergent work before the beginning of a six-week preparation process If work can be scheduled before the beginning of the process, then preparation for the corrective maintenance can be done in the same manner as for preventive maintenance Scheduling six weeks in advance will minimize the need to reschedule near term work If emergent work is of sufficient priority that it is scheduled near term (within six weeks for routine work or six months for outage work) then additional actions/communications need to be made to expedite task planning, parts procurement, work group commitment, etc The scope control committee is comprised of at least one representative from each of the following work groups All three groups must be represented for a committee decision In the absence of a committee, the Shift Operating Supervisor can prioritize emergent work Scope Control Committee Groups Planning / Scheduling Group Representatives Scheduler Operations Operating Engineer Shift Operating Supervisor Manager Operations Maintenance Generation Supervisor Maintenance Engineer In general, work orders will be used for CM tasks However, Work It Now (WIN) jobs can be completed in the near term without planning, scheduling or coordination The WIN jobs can be completed under the notification with charges made to a standing work order WIN jobs are minor in scope and are agreed to at the scope control meeting The WIN effort is to prevent creating unnecessary paperwork The general requirement for a job to be worked now is that there is no benefit to creating a work order A-18 Burlington Generating Station Work Coordination Process Long Term Schedule The long-term schedule is included on the following page as Figure It provides a template for accessing equipment on a periodic basis The long-term schedule allows for each piece of equipment to be accessed once per quarter year As an example of how to use the long-term schedule, see that the 102 A&B Power Turbine and 102 Generator will be scheduled unavailable during back-shift of weeks 6, 19, 32 and 45 The preventive maintenance work orders are scheduled in accordance with the long-term schedule The yearly preventive maintenance is scheduled outside of the heavy running season and outage season Quarterly, monthly and weekly preventive work orders are scheduled during these seasons Most yearly preventive maintenance tasks are scheduled before the heavy running season during the first and second quarters of each year This effort is to maximize equipment reliability for the upcoming running season Corrective maintenance is scheduled in accordance with the scope control committee guidelines If the corrective maintenance work can be scheduled during the next scheduled work window, then the long-term schedule is used to identify when that equipment window is A-19 Figure 1, Long Term Schedule 14 Apr 27 Jul 40 Oct Week Month Week Month Week Month 41 Oct 28 Jul 15 Apr Jan 42 Oct 29 Jul 16 Apr Jan A-20 Heavy Running Season Outage Season Bulk of PM Performance Jan Week Month 43 Oct 30 Jul 17 Apr Jan 44 45 Oct/Nov Nov 31 32 Jul/Aug Aug 18 19 Apr/May May Jan/Feb Feb 46 Nov 33 Aug 20 May Feb 47 Nov 34 Aug 21 May Feb 48 Nov 35 Aug 22 May Feb 49 Dec 36 Sep 23 Jun 10 Mar 50 Dec 37 Sep 24 Jun 11 Mar 51 Dec 38 Sep 25 Jun 12 Mar 52 Dec 39 Sep 26 Jun 105 Unit 13 Mar 101A&B GG 102A&B GG 103A&B GG 104A&B GG 101 A&B PT / Gen 102 A&B PT / Gen 103 A&B PT / Gen 104 A&B PT / Gen 101 HRSG 102 HRSG 103 HRSG 104 HRSG Burlington Generating Station Work Coordination Process Burlington Generating Station Work Coordination Process Outage Preparation The Work Coordination Process is also used for outage preparation The sequence of activities is the same but the timing is extended For outage preparation, I-6 identifies the activities required six months before the outage, I-5 represents the activities required five months before the outage, etc In preparing for outages, offsite work groups need to be involved with the work coordination process In preparation for outages, Maintenance in this document includes System Maintenance Division (SMD), Central Maintenance Shop (CMS), Maplewood Testing Services (MTS) and others as appropriate These off-site groups should follow the activities and timing listed in the Work Coordination Process for Maintenance Burlington Generating Station (BGS) representatives need to coordinate preparation and implementation activities with off-site work groups for each BGS outage A-21 Burlington Generating Station Work Coordination Process Definitions BGS CM CMS Effective Efficient I PI Ops I PI Maint LTS MTS P PI PM PSEG SAP SMD SRCM User Status WIN A-22 Burlington Generating Station Corrective Maintenance Work orders that are identified by notifications Central Maintenance Shop Doing the right job Using resources wisely Implementation Performance Indicator for Operations This is the weekly ratio of Operations jobs completed (end of I) compared to Operations jobs scheduled (I-1) Implementation Performance Indicator for Maintenance This is the weekly ratio of Maintenance jobs completed (end of I) compared to Maintenance jobs scheduled (I-1) Long Term Schedule The schedule that identifies the quarterly (13 week) access to all plant equipment on a week-by-week basis The access is a planned system work window Maplewood Testing Services Preparation Performance Indicator This is the weekly ratio of all jobs scheduled (at I-1) compared to all jobs planned (I-6) Preventive Maintenance Work orders that are identified based upon the SRCM program Public Service Electric & Gas Company Systems Applications Products The computer system to integrate all business functions System Maintenance Division Streamlined Reliability Centered Maintenance The program to analyze equipment importance and failure rates to determine the type and frequency of preventive maintenance User Status is the field in SAP to track work order (PM and CM) preparation and performance Valid codes are: • PIP – planning in progress, hold for any reason • PLNC – planning complete, ready for scheduling • SCED – scheduled, ready for work • WIP – work in progress • WKCT – work complete and ready for testing • WOC – work order complete Work It Now jobs require no task planning or scheduling and little coordination These jobs can be easily completed without a work order Burlington Generating Station Work Coordination Process BGS – Work Coordination Process Summary MONDAY TUESDAY WEDNESDAY THURSDAY I-6 Update PM planning FRIDAY Order Parts I-5 Preliminary Scope Review Meeting Record Number Planned Material Lists to Stores Setup Pre-staging Bins I-4 =========== Pre-staging =========== =========" =========== =========" =========== Identify Parts Concerns =========" !========= I-3 Pre-staging =========== !========= Layout Jobs I-2 =========== Pre-staging !========= I-1 Final Scope Review Meeting !========= =========== Setup Tools / Equipment =========== =========" Implement The Schedule =========" Issue Critique Report Management Review Critique I !========= I+1 Write Critique A-23 Target: Work Process Improvement Guidelines and Techniques About EPRI EPRI creates science and technology solutions for the global energy and energy services industry U.S electric utilities established the Electric Power Research Institute in 1973 as a nonprofit research consortium for the benefit of utility members, their customers, and society Now known simply as EPRI, the company provides a wide range of innovative products and services to more than 1000 energyrelated organizations in 40 countries EPRI’s multidisciplinary team of scientists and engineers draws on a worldwide network of technical and business expertise to help solve today’s toughest energy and environmental problems EPRI Electrify the World © 2001 Electric Power Research Institute (EPRI), Inc All rights reserved Electric Power Research Institute and EPRI are registered service marks of the Electric Power Research Institute, Inc EPRI ELECTRIFY THE WORLD is a service mark of the Electric Power Research Institute, Inc Printed on recycled paper in the United States of America 1004591 EPRI • 3412 Hillview Avenue, Palo Alto, California 94304 • PO Box 10412, Palo Alto, California 94303 • USA 800.313.3774 • 650.855.2121 • askepri@epri.com • www.epri.com