Maintenance Effectiveness Assessment (MEA) in Eskom Power...

SMARTER approaches in Asset Management www.saama.org.za

Maintenance Effectiveness Assessment (MEA) in Eskom Power Generation

A holistic approach to monitor overall maintenance program

improvement process.

Phuti Ngoetjana | June 2018

SMARTER approaches in Asset Management

• Background

• Purpose

• Methodology

• Assessment Scope

• Assessment Process

• Information Gathering

• Assessment Framework

• Rating Criteria

• Assessment Results

• Gaps and Trends

• Recommendations

• Reference Materials

Points of Discussion

Maintenance

Effectiveness

Assessment


Background


Standard Asset Model (SAM) - Core Business Operational Process

Manage

Configuration

Operate

Plant

Equipment

Reliability

Work

Management

Materials and

Services

Produce

Electricity


Phased approach to Implement SAM

5

Phase 1

MS Maintenance Strategies

MW Manage Work - SAP Utilisation

P6 Primavera Scheduling Tool

TW T-Week Meeting (Outage or On-Line)

GPS Outage Schedule Window

CAT Parts Cataloguer

Phase II

WM Work Management Improvements

MF Maintenance Fundamentals

SF System Engineering Fundamentals

SH System Health

RM Performance Monitoring (RMDC)

OR OPS Automate Rounds

CAP Corrective Actions

Phase III

LCM Life Cycle Management Plans

SC Supply Chain

CM Configuration Management

CM *Change Management – Continuous improvement for all Phases of STPM Asset Improvement Model

* Includes Training and Reference Materials, OJT and Measurements for Maintenance Basis Fundamentals

Phase 1

Phase 2

Phase 3

Maintenance Effectiveness Assessments

Change Management


Assessment Purpose


Why MEA?

7

Create platform to measure Power Stations

against World Class Industry Standards for

Maintenance

Organisational Benchmarking process

aimed towards continuous

improvement

Opportunity to reflect on strengths wrt.

Maintenance Practices as well as Areas for

Improvement

Build on strengths & share with the fleet as well as develop robust action plans to bridge the gaps on identified

weaknesses

Success of an MEA is being able to

recognize it as an enabler to future

performance & continuous

improvement


Purpose of MEA

• To measure each plant’s alignment to the Standard Asset Model (SAM). SAM

Aligns with Industry Best Practices and the Eskom PCM’s.

• To develop continuous improvement of maintenance programs to ensure that the

plants operate safely and efficiently and that they use the industry best practices

for people, processes and technologies.

• To review the “as-found” condition of an organization, processes and

technologies that impact the work planning, scheduling and execution practices

for maintenance activities at all Eskom power stations.

• Using industry knowledge and Eskom experts, develop highest level of

recommendations to close identified gaps. THIS IS MOST IMPORTANT!

• Document and track MEA in Corrective Action Program (CAP) system.


Methodology


Methodology: Scope

• A deep dive into SAP (CMMS) work orders to evaluate the Maintenance

Strategies, Work Packages Quality and Planning.

• A look into the sites Scheduling, Execution, Work Close-out Quality and

documentation.

• Management of Spares.

• Management and leadership criteria as measured against expectations and

Industry Standard and as per station identified performance priorities.

• Maintenance Compliance to Regulations as required by Law.

• Maintenance Personnel behavioral practices in the field during maintenance

execution.

• Training and Development criteria of employees and contractors supporting

maintenance processes.


Methodology : Assessment Process

11

Select Station- 5 Year MEA Plan

- Lead Assessor

Assemble Team- SAM functional Lead

- Station SPOC

- Evaluators

- Review Station Info

Request Info- Next Slides

Material Condition

& House Keeping- Plant Walk-down

- Work Observations

Conduct Interviews- Across all work teams

- Rate each response

Evaluation (0-10)- Each sub-element

- Individual Scoring

- Team Scoring

Field Observations- Maintenance Execution

- Pre-job brief

- T-week mtgs

- Production Mtgs

Recommendations- Consult Industry

- Discuss Recommendations

- Gap Closure Brainstorming

Draft Report- Report

Executive Presentation- Management Acceptance

- Actions-Owners-Due Date

QIMs- Actions

- Owners

- Due Dates


Methodology : Information Gathering

• Interviewing management, operators, maintenance and engineering personnel.

• CMMS information – Review of relevant Maintenance information to support

findings.

• Observations – Field reviews of all functional work groups; Data Capturer,

Planners, Maintenance, System Engineers and Operators.

12


Methodology : Framework

3 August 2017 13

MAINTENANCE WORK INSTRUCTION &

DOCUMENTATION

MAINTENANCE MANAGEMENT &

LEADERSHIP

EXECUTING MAINTENANCE TRAINING & QUALIFICATION

• Maintenance History

• Work Instruction Management

• Maintenance Documentation

•Benchmarking

•Strategic Direction

•Maintenance Organisation

•Maintenance Integration

•Management monitors

performance

•Leadership Behaviour

•Causal analysis & Incident

prevention

•Legislative Compliance

• Surveillance, Testing &

Inspection

• Control of Maintenance

• Maintenance Activities

• Materials Management

• SAP

MAINTENANCE FACILITIES &

EQUIPMENT

• Maintenance Facilities

• Maintenance Equipment

• Maintenance Training

programme

• On-the-job Training

• Maintenance Training stats

Maintenance Excellence


MEA Framework : Maintenance Work Instruction & Documentation

3 August 2017 14




•Benchmarking





performance



prevention



programme




MA

INT

EN

AN

CE

WO

RK

IN

ST

RU

CT

ION

& D

OC

UM

EN

TA

TIO

N

Work Identification- Work ID Procedures - Preventive Maintenance

- Maintenance Basis - Predictive Maintenance

- Corrective Maintenance - Proactive Maintenance

Information Integration System- Financial/Budget - Equipment Condition Data

- Equipment Technical Documents

Maintenance Management System- CMMS - Risk Assessments Systems

- CAP Systems - Reporting Systems


MEA Framework : Maintenance Management & Leadership

3 August 2017 15




•Benchmarking





performance



prevention



programme




MA

INT

EN

AN

CE

MA

NA

GE

ME

NT

&

LE

AD

ER

SH

IPBenchmarking

- Within Industry - Outside Industry

Business Plan- Organisational Performance Targets - Personnel Performance Goals

Leadership- Direction & Policies - Discipline & Motivation

Metrics & Continuous Improvement- Plant Goals - Self-Assessments

- Overall Goals - CAP


MEA Framework : Executing Maintenance

3 August 2017 16




•Benchmarking





performance



prevention



programme




EX

EC

UT

ING

M

AIN

TE

NA

NC

E Work Control- Work Prioritisation - Post Maintenance Testing- Work Scheduling - Housekeeping

Work Execution- Permit to Work - Work Preparation

- Work Execution Procedures - Perform Maintenance Task

- Work Quality - Tools and Materials

Work Closeout- Work Close-Out Procedures - Data Capture and Utilisation

- Post Job Critique


MEA Framework : Training & Qualification

3 August 2017 17




•Benchmarking





performance



prevention



programme




TR

AIN

ING

&

QU

AL

IFIC

AT

ION Skills Development

- Maintenance Fundamentals - Skills Development Policies and Processes

- Skills Development Practice - Skills Development Programme

Qualifications- Re-Qualification Programme

Human Performance- Behaviours and Values - Error Reduction Practices

- Work Package Use


Rating Criteria

18

Example


Assessment Results Matrix

19


Identify Gaps and Trend Results


Recommendations

• This may be the hard part!

• Using industry experience and EPRI reviews, all gaps that are not satisfactory

or higher must have recommendations.

• The recommendation may be people related, process related or technology

related.

• The team needs to brainstorm the recommendation but sometime the answer

comes from within – i.e. the person being interviewed may know how to solve

the issue.

• All Actions, Owners and Due Dates put into a CAP system for tracking

purposes.

21


References


Reference Materials

• EPRI TR-1002932, Guideline for Assessing Maintenance Effectiveness, A self-

Assessment Guideline for Nuclear Power, December 2002

• EPRI TR-1000321, Plant Maintenance Optimization Assessment Guideline

• WANO GL 2001-03, Guideline for the Conduct of Maintenance at Nuclear

Power Plants, March 2002

• INPO 01-004, Achieving High Equipment Reliability, A Leadership Perspective,

December 2001

• INPO, How to Evaluate Work Management Process

• INPO Leadership Fundamentals to Achieve and Sustain Excellent Station

Performance, September 2007


Thank You

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