Transcript Slide 1
Transformation of Plant Maintenance Systems George Muller Conectiv Energy © 2008 Eventure Events. All rights reserved. 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 Merchant Generation Energy Company Company About Conectiv Energy Introductions About me The Evolutionary Time Line Examining 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 1950 1970 O&M Tech merger Notebooks & Card files Punch-card Work Order System PM Crew & Predictive GEMS 1990 WORS Compass 2010 PI SAP Live The Evolutionary Time Line Recent Times merger MAM 1990 NRX ACM VIP MOR 2000 SAP Live 2010 Work Nav KPI CBM The Evolutionary Time Line Current & Forward Looking NRX AH CBM2 LOTO Auto Parts Issue Mobile Content Mobile Performance Auto Time Confirm Dynamic Auto Schedules Paperless ???? 2008 2010 MAM GMS Integration 2012 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 Select to view the order And queue information Click Change and order moves to the next queue in process 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 - Overview Counter & 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 • Maintenance Approach- an evolution from – Corrective/Reactive – To Preventative (Time-based) – To Predictive / Counter / Performance based CM PI Rlink CBM - User Interface Counts Tons of coal processed and sends to SAP Previous counts sent to SAP Sample RULE for a coal mill 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 - Introduction Key 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!!!!! George Muller Conectiv Energy [email protected] © 2008 Eventure Events. All rights reserved.