Case Study: Developing World Class Work Management System (WMS) at a Thermal Power Generating Station

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Nov 18, 2013 (3 years and 10 months ago)

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1






Case Study:

Developing World Class Work
Management System (WMS) at a
Thermal Power
Generating Station



Author: Lennis L. Lammers

COO,
Advisory First, LLC.

May
28,
200
8





DEFINE
EXECUTE
Advisory
First
“Bringing it all Together”
IMPROVE
DEFINE
EXECUTE
Advisory
First
“Bringing it all Together”
IMPROVE
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I.

INTRODUCTION:




A.

Purpose
.
One of Advis
ory First’s team members was a key member of the team
that developed an
Asset Management Program
for a major thermal power station
comprised of five units, four combined cycle units and one
oil
-
fired
steam
generating unit.
The Asset Management Program was

required to support
installation of an upgraded Maximo software system.

The program started with a formal benchmarking assessment ranking the station
relative to other similar thermal power plants in industry at large. An
implementation plan was then dev
eloped to address the many opportunities for
improvement. The plan is highlighted below. The project duration was 24
months.

Benefits: While
Operational data was not available to assess the results of the
project, station personnel were very pleased

with the result and believed it would
bring great discipline and efficiency in the overall operations and maintenance
processes.


I. Introduction

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II.

APPROACH:


ASSET MANAGEMENT IMPLEMENTATION PLAN















Options


No


Brief Description of Rec
ommendations

In
Scope

Out of
Scope

1

Implement an Asset Management Process.

(1)
Using RCM: FFA, processes, prioritize all systems and equipment


(2)
Using RCM: FMEA, identify planned & proactive tasks for

all critical equipment




(3) Form Asset Management group (full time basis).

(4) Develop a procedure for the conduct of Asset Management.

(5) Train Asset Management group in use of Root Cause
analysis.

(6) Provide
RCM

procedure to Station and conduct awareness training
for
continuous
process improvement.


X

X


X

X




X

X


2

Establish Metrics to evaluate the effectiveness of asset management and
maintenance processes.


(1)

Identify metrics to evaluate the effectiveness of asset management and
maintenance processes.

(2) Display the metrics together with other operation, performance and management
information in customized reports
.

(3) Provide awareness training to all employees. Management selects the metrics to be
used and provides awareness training to employees.



X

X






X


II. Approach

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No


Brief Description of Recommendations

In Scope

Out of
Scope

3

Develop a “world class” Work Mana
gement and Control Process

(WMS)
.
(1) Draft a Work Control procedure to set forth the requirements by which work is
identified, prioritized, planned, scheduled, exe
cuted, tested and documented.

(2) Conduct Work Process Training

(3) Develop 25 Job Plan procedures for highly critical assets in Units 1 & 2 only.

(4) Develop metrics to evaluate the performance of all elements of the work control
process.



X




X

X



X





No.


Brief Description of Recommendations

In
Scope

Out of
Scope

4

Develop a formal Condition
-
Based Monitoring (PdM) program.

(1) Draft a PdM procedure.

(2) Develop a Cost Benefit analysis report.

(3) Provide PdM training and
recommen
ded
technologies

(4) Perform PdM technology base
-
lining.

(5) Provide a
dditional Coaching to the
Maintenance Services

and E
ngineering Group
to
develop a better reporting process
.
This includes tracking problems, work completed, and
establishing Metrics to

measure performance.


(6)
Provide PdM LOA Training
.

(7) Coach station management through the optimum utilization of both groups to perform all
PdM functions
.
This includes:


-

Recommendations for hardware, analyst training & software.


-

Include ro
les and responsibilities for the

PdM Group and Maintenance Services
.



X

X

X

X




X

X

X

X


X



5

Implement a new CMMS
-

MAXIMO.


(1) Implement MAXIMO including design, configuration, prototyping, loading data, testing,
training and installation.

(2) Del
iver databases used for conducting
RCM including prioritization of systems and
equipment and planned and proactive tasks from the FMEA process for upload to
MAXIMO.

(3) Develop strategy (up front or “roll
-
out”) to identify & label all Station “repairable”
assets
and components. Match with MAXIMO asset I.D. numbers and load into MAXIMO database.



Labeling of Station assets/components



Management responsible to identify the strategy/range/depth of asset/repairable
component identification and loading into MA
XIMO database.



U1/U2


Identifying and loading up to 2000 equipment records and 500 location
records



U
3
/
U4
/
U5



Configure MAXIMO to have system ready for data entry. Loading of
existing
Maintenance Tasks

and Station database information.


(4) MAXIMO O
n
-
Site Commissioning and Start Up Roll Out Support package.


X

X






X



X


X








X

X











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No.


Brief Description of Recommendations

In Scope

Out of
Scope

6

Institute and maintain Configuration Control.
\

(
1) Develop station Configuration Control procedure. Enhance accountability at all
levels.

(2) Obtain/update critical Station drawings and vendor manuals.

(3) Obtain BOM for critical, repairable assets and components.

(4) Appoint Maximo champion, responsible for configuration control of Maximo
database.




X


X


X

X

7

Upgrade the material condition of critical assets.

(1) Identify highl
y critical assets in Units
1,2,
3


(2) Prepare overhaul plans to upgrade selected assets to “as built” condition.

(3) Execute overhauls



X




X


X

8

Enhance the Material Procurement processes.

(1)

Integrate MAXIMO to MMS
.
The information will be limited to that
contained in the linked d
atabase.

(2) Develop metrics that continually assess adequacy of material to support
maintenance.

(3) Identify critical spares

(4) Provide link from MAXIMO to PMS to include identification of account
numbers and linkage to parent W.O.

(5) Convert MMS in
ventory from a class/stock level to an asset/component level
system.

(6) Develop a material procurement strategy that provides critical spares within
acceptable time frames from most cost effective sources.



X


X

X















X


X


X


9

Optimize the productivity (wrench time) of all craft (mechanical, electrical,
I&C).


(1) Install MAXIMO

(2) Draft “Conduct of Maintenance/Work Control Procedure”

(3) Identify metrics to optimize the work flow pro
cess.

(4) Implement a formal PdM program.

(5) Enhance and proceduralize the conduct of the Station Operations (STOP)
Team.

(6) Implement Plan
-
of
-
the
-
Day (POD) to further enhance productivity of the craft
and efficiency of all maintenance support groups.



X
X

X

X

X





X