© 2008 eventure events. all rights reserved. transformation of plant maintenance systems george...
TRANSCRIPT
© 2008 Eventure Events. All rights reserved.
Transformation of Plant Maintenance Systems
George MullerConectiv Energy
A Perspective - Past & Present
Warning!Do not be afraid!
Do not run screaming from the room!
Do not adjust your eyeglasses!
While some of the images you are about to view are shockingly amateurish and the scenes horrifying, the characters are fictitious and present no threat to you, your company, or to the actors guild.
A Perspective - Past & Present
Return on Investment• Results
– 90% reduction in time spent looking for information
– User acceptance shift from 60% -> 90%
– Up to 20% reduction in Emergency Work Orders
– Time Savings for planners and technicians
– CBM IRR > 20%
– Improved accuracy and reduced duplication of problem reports and identify missed issues
– Accountability and completeness of rounds
• Reference SAP Business Transformation Study– “CONECTIV ENERGY: OPTIMIZING OPERATIONS AND ACCELERATING OPERATIONAL
READINESS”
Agenda• The Evolution of the Maintenance Process
– Introductions – Who are we
– The time line
– The journey• Discuss each step, light on the early days
• Describe briefly each technology
• Touch on People & Process
• Get a focus on the products used
• Summarize where we are at
• Describe what is next
– Benefits
– Lessons Learned
A Power Generation CompanyA Merchant Energy Company
About Conectiv Energy
Introductions
About me
The Evolutionary Time LineExamining the evolution of O&M practices and
supporting technologies
• Where we came from…
• Where we are…
• Where we can go from here…
Evolution
Evolution• What is the role of technology?
• How about managing people & process?
The Evolutionary Time Line
The Historical View
20101950 19901970
SAP Live
Punch-card Work Order System
GEMS
Notebooks& Card files
O&M Tech
Compass
WORS
merger
PI
PM Crew & Predictive
The Evolutionary Time Line
Recent Times
20101990 2000
SAP Live
MORNRX ACMVIP
CBM
MAM
Work Nav
merger
KPI
The Evolutionary Time Line
Current & Forward Looking
20122008 2010
CBM2NRX AH
Auto Parts Issue Mobile Content Mobile Performance Auto Time Confirm Dynamic Auto Schedules
Paperless ????
MAMGMS Integration
LOTO
Process Changes (late ’80s early 90’s)• Focus on Preventive Maintenance
– Dedicated PM Crew, self directed with real KPI’s tracking
• On time completion
• Percent hours on PMs vs. non-PM’s
• Transformation from 75% immediate work to > 70% planned work
– Revamped PM Procedures in CMMS
Process Changes (late ’80s early 90’s)• Transition to Predictive Maintenance
– Vibration analysis: non-integrated stand alone system
– Oil analysis: e-reports from external vendor not integrated
– Thermography: hard copy reports from vendor
– Acoustic monitoring: Hand held units and on-line boiler leak sensor
– Originally lead by engineer, then transitioned to mechanical crafts person
IT Technology Enabler…SAP• 1997 – Live on SAP 3.0B
• First (one of the first?) utility using SAP Plant Maintenance
in the US
• 4 generating plants, 14 generating units
• Converted > 5000 preventive maintenance plans from
legacy
• More than 200 users
• Today’s enabler: SAP ECC 5.0
VIP & NRX Asset Hub• Early Generation Asset Content Management
• Implemented in 2004
• Drivers – Build PM Objects for new plant
– Capture extended asset information
– Enable self-managed work force
VIP Visual Navigator
Click any box
NRX VIP Visual Navigator & Work Nav
Get a list of order in that queue And queue information
Click Change and order moves to the next queue in process
Select to view the order
NRX VIP Integration to Asset Hub
The manual and photographs are here!
NRX VIP Integration to Asset Hub
The manual and photographs are here!
Bringing Technology Together
• SAP with R-link
• R-link with OSI
• SAP with Syclo using hand held devices
• SAP with Condition Monitor
Goal: To identify failures “early” on the failure curve allowing for a planned repair approach in a convenient timely manner
CBM - OverviewCounter & Condition Based Maintenance
Solution
• Leveraging existing investments in– SAP
– OSIsoft PI
– Equipment Predictive analysis tools
• Facilitated by a new product – Condition Monitor by DLL Solutions
CBM - Overview• Capturing and codifying the knowledge of
engineers and technicians– Cleanses source information
– English-language rules
• Automating the use of this data to intelligently manage work
CBM - Structure
PI Rlink
CM
• Maintenance Approach- an evolution from– Corrective/Reactive
– To Preventative (Time-based)
– To Predictive / Counter / Performance based
CBM - User Interface Sample RULE for a coal mill
Counts Tons of coal processed and sends to
SAP
Previous counts sent to SAP
Mobil Operator Rounds – Why?
An entire presentation… but in summary…
• Driving accountability and motivation…
• How do to this…. Several options…
• Here is one we came across…
Mobil Operator Rounds – Why?
Mobil Operator Rounds – Overview
• Leveraging investment in SAP
• Using software platform from Syclo, LLC.
• Started out simple– Phased Approach
– Operator Rounds +
– Bar coded Assets
Mobil Operator Rounds – Overview
– Prompted to enter observations – drop-down list selection
– Notifications & Work Orders visible
– Operator can write a new Notification or Work Order
– Operator can capture issues on reading screen
– Any issues or out-of-range conditions automatically email
MOR – User Interface
KPI - IntroductionKey Performance Indicators for Maintenance -
• Leveraging investment in SAP & BW
• Built on BW and Portal
• Defined by plant management for measuring maintenance
• Common across facilities – A Sample– %Costs charged to Equipment
– %Hours used for Emergency or Urgent work
– %Hours used for Preventative / Predictive work
– %House used for Planned, Normal Priority work
– %Hours used for Unplanned, Normal Priority work
KPI - Example
Current Initiatives• Mobile Asset Management
– Operator Rounds
– Environmental & Safety Inspections
– Access to create, search, view, edit, work orders and notifications
– Access to EBOM, MBOM, Material and Inventory
– Access to MSDS for chemicals
– Wireless access
Current Initiatives• Condition Based Maintenance – Expansion
– Additional equipment & rules
– New facilities
– Incorporation of pump curves and other Condition measures
• Assessment and Planning– Review use of SAP and all technologies
– Strategic plan update & Tactical plan for next two years
– Working with Vesta Partners
Future Initiatives• Replace Lock Out Tag Out system
• Provide mobile access to asset content
• Automate Time Confirmations into mobile solution
• Reduce paper
• Automate Parts Issues
• Bar-coding of additional assets, tools & materials
• Automate Parts Issues
• Whatever we dream up in our assessments
What Inhibits the Evolution?• Same thing that enables the evolution: People, processes and
technology
– People• Lack of a coordinated vision between IT and maintenance
• Complacent Culture
• IT may not be focused on EAM, but other company areas
• Perhaps a difficult approval processes for new ideas
– Process • Difficulty to change what may appear to be an effective
process at the plants (work processing and stores)
– Technology• Maintenance inability to articulate a solid ROI and get upper management buy-in
and budget…….………………………..
What Enables the Evolution?
• Vision!
• Cooperation
• Change – often motivated by pain
• Change – how about another model based on vision, excitement, hope and value?
• Change – accompanied by managed RISK– So what! Plan and mitigate.
– There is greater strategic risk in stagnation!
• Play the What If game….
Your Very Next Steps!!!!• Start with this presentation then:
• People – IT and maintenance start a
discussion, build trust and develop a roadmap
for continuous improvement
• Process – Involve end users in the evolution
process, not just managers
Your Very Next Steps!!!!• Technology – First, identify the pain points
where people and processes need to be
addressed. Then develop your very own
technology roadmap and plan for improvements
• Approach – Start small, proof of concepts and
pilots. What works - expand, what doesn’t -
reevaluate
• Good Luck!!!!!
