Transcript ESKOM CORPORATE PRESENTATION 2005

AMEU – October ‘07
Work Management
in
ESKOM
Distribution
1
Machiel Jacobs
Presentation Content
• Support Asset management strategy
• Value Chains
• Work Management
• Systems / Solutions
• Learning Points
• Projects in the Pipeline
Support Assets strategy
The evolution of maintenance strategies:
Plant Availability
High
Maintenance
based on risk &
reliability
(RCM- RBM)
Maintenance
based
on condition
(CBM)
Maintenance
based on events
(Corrective)
Maintenance
based on time
(TBM)
Low
Low
High
Maintenance Cost
For Assets;
Cash Flow Forecast Versus Replace Policy
Annual Replace Cost
($000,000)
• Effective Asset Management, within
the capacity constraints, the business
needs to ensure maximum service
delivery from existing plant while
expecting extended equipment life
cycles.
50.0
40.0
30.0
20.0
10.0
0.0
2000
• Current state of the Electricity Sector
places unprecedented strains on
power delivery assets
• With the Billions Capex expectation of
HIGH plant reliability, availability and
return on investment.
2010
2015
2020
Year
Replace at Age 40
• Asset management tool to assist and
meet the near term challenges to
provide the flexibility for future
technology and business needs
2005
Replace at Age 35
Replace at Age 30
Value Chains
The change Drivers
• To enhance customer satisfaction
• To enable us to meet targets and
speed up connections
• Lowering costs out of the business
• Increasing organisational capability
• Increasing employee satisfaction
• Increase ability to forecast resources
Deadlines
Transformation
Interim (Manual)
Fire Fighting
Solutions
Implementation Team
Value Chains
Eskom
Systems
Data
Staff & Training
Customer
Service in
Functional
Land
Buildings & Infrastructure
Transformation
Customer
Service in
Process
Land
System and Process Alignment
Value Chains are a means to integrate and align business activities in order
to meet customer and business expectations…
People (OD)
Develop
&
Market
Products
&
Services
Optimise
Customer
Interaction
Acquire
Customer
GTX
CSWeb
Docman
Workflow
BPS
FEM
SMS
Topline
Network
Asset
Creation
GDC
CIP
HELP
DT Project
TIPS GLF/PNR
ENOS
NACS
McPower
TIPS PNR
Manage
Revenue
Cycle
CC&B
PCP
MV90
HHU - SPU
EFI
BDS
KCD
HHU LPU
Data
Infrastructure
Manage
Availability
of
Supply
Scada
FMS
NEPS
OMS
Genie
Maintain
Network
Maximo
MDT
Other
Citrix
DbDoctor
Horizon
IS OPS
Garnishee
IFMS
SAP
VRS
RAS
Retail and Wires Business
Engineering
(Wires)
GIS
Execution
Plant &
Network
Customer Service
(Retail)
Scheduler
Dispatcher
Work Management
Centre
Contact
Centre
Service Agent
•Billing
•Payments
•Preventative Maintenance
•Corrective Maintenance
•Work Management
•Dispatch of Work Orders
•Updating customer
information
•Meter reads
•Asset Management (Data
Collection and Auditing)
•Scheduling of Work Orders
•Workflow
•Meter inspections
•Inspections and Condition
Monitoring
•Routing
•Meter Audits
•Workload Distribution
•Inventory Management
•Quotations
•Work order progress feedback
•Surveying and Quotations
•Navigation
•Outage Management
•Connections/Disconnections/Reconnections
•Non technical dispatching
•Electricity supply problems
base on priority
Work Management
Work Management is defined as all those
business processes together with their
resources, infrastructure and supporting
systems, with the specific objective to
optimally schedule planned work and
optimally dispatch resources for critical,
unplanned work within a Distribution
business.
Work Management Benefits
•Correct resources and information are assembled in a shorter
time period
•Improvement in the timely response to faults.
•Effective assignment of resources.
•Improved reporting and analysis of faults and equipment status.
•Customer service and image of the business improves
•Material actuals is used on work orders so that information refine
minimum and maximum stock values
•Better definition of expenditure to categories like insurance,
planned maintenance and customer care, etc. is possible
•Ability to measure and benchmark response to customer
complaints.
•Improved management information will be made available.
•Improved standardised processes
Work Management Centre
Deals centrally with the Forecasting and
Realtime Management of Resources in a
Planned and Unplanned Environment
Scheduling Section
-Office hours operation
-Work requires action > 24 Hrs
-Balancing and leveling of
resources available with
workload
Dispatching Section
-24 x 7 Operation
-Manage all work requests that
require a 24 hour response
What is Scheduling all about?
Quality
assurance
Customer
related requests
History
Maintenance
related
Complete and
capture all actuals
Construction.
Create Follow up
Receive & Investigate
Issue work for
execution
Analyse
Re-schedule
WM Scheduling
Hand over
Marco plan
Micro scheduling
and resource
management
Match outage, live work
and planned
work with all resources required.
Run WST
Consolidate total
plan
What is dispatching all about?
Customer
request (GTX)
Close work
order with
feedback
Network request
Fault Management (SCADA)
Analyse
Provide
progress
feedback
TSU/TSG team
Receive all un
planned requests
(Maximo)
Match and
ID resources
Communicate
Consolidate
Prioritise
The Big Five
The Big 5 Systems
Smallworld
Holds all
Engineering
and Geo Spacial
Data TYPE
Gas turbine
SAP
NUMBER
Financial and
Materials
NET MAX CAPACITY
Management
System
13 stations
32 256 MW
2 stations
342 MW
6 stations
600 MW
2 stations
1 station
GTX (External) &
Scada/FMS
(Internal) TOTAL
TOTAL
Customer request
logging System
24 STATIONS
24 STATIONS
Maximo
Work and Asset
Management tool ,work
requests from other
1 400 MW
systems interface to Maximo
once work is carried out,
actual feedback is capture
1 800 MW
and analysed
36 398 MW
36 398 MW
Customer Care
& Billing
System
Holds Customer
Data & Account
Status
Distribution System web
Maximo Applications
• For Planned and un-planned work
– Work order management
– Work order tracking
• Labor data and labor reporting for actual work done
• Asset management and tracking
– Equipment, Location, PM & Job plans
– Safety measures and inspections (Limited)
• Purchasing and invoicing (Limited)
• Reports and analysis (Customised and in-house developed)
• Integration with financial and other systems
• Visual Analysis Tool (VAT)
–
View all work orders, full grouping functionality plus Smallworld screen with
Network, Customers and work orders displayed
Future Plans using Maximo
Industry
Solutions &
Service
management
Reduce to
core
Technology
Transition
726,
Maximo 4.0.a
Implemented
1999
Maximo/ SAP
Interfaces,
Maximo
Embedment &
Server Upgrades
2001
Citrix
Implementation,
Outage
Management,
DLR Interface,
MDT Interface,
CCB Interface
2003
Maximo 411
Maximo
upgrade,`
enhancement,
Control Plant
WM System
rollout,
Alignment,
MMO Cleanup,
Oracle 9i upgrade, Oracle security,
Citrix Performance Wood poles &
Improvement &
EDC
GTX ,CCB & CNL
Integration
2005
2007
Maximo
Upgrade
Meter
Management,
Mobile Line
Inspection,
Mobile
Computing,
Evaluate
Industry
Solutions
&
Service
Management
2009
Learning Points
Where could we have done better?
Application Configuration
• Don’t customise… but you should configure
• Best of Breed Principle, integration is a critical
success factor
• Respect the Application silo and evaluate application
workflow
• Keep the maintenance cost down
• Keep your version current
Application use
• Formal training and user certification
Where could we have done better?
•Synergy with other systems / interfaces
•Validation and conversion of the information about:
– Data (Plant & Customer information)
– GIS and GPS
– Costing structure (activity base costing)
•Development of effective job plans
•The acceptance to limit resistance to change
•IT / project skill support after implementation.
•Alignment between Enterprise Architecture and
Business needs
•Process Managers Vs Line Managers, owner of
process from start to end Vs Silo owner
Projects in the Pipeline
Background
Projects under
discussion
• Work Scheduling tool (Ms Project & Mx Project), just been
implemented
• Delphi application clean-up
• Management Maintenance Optimisation Tool (MMOT)
• Integrate business building blocks (Control plant & Power plant
specifics and Network asset management)
• Certain critical elements to improve the current working
environment:
•Material Management (System interfaces – Mx and SAP)
•Enhanced Job Plans
•Project management training principles
•Data issues
•Outage management solution
• Upgrade to Maximo 6
ESKOM
Holdings Ltd
Thank You
27
www.eskom.co.za