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ABWM Work Management

ABWM Work Management. Planning, Scheduling, Tracking & Results Analysis. System Capabilities. Service Max Capability Max Demand Date Electric 760 MW 825 MW 8/25/03 Gas 260,000 MCF 213,388 MCF 1/12/97 Water 233 MGD 182.4 MGD 7/7/01

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ABWM Work Management

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  1. ABWM Work Management Planning, Scheduling, Tracking & Results Analysis

  2. System Capabilities ServiceMax CapabilityMax DemandDate Electric 760 MW 825 MW 8/25/03 Gas 260,000 MCF 213,388 MCF 1/12/97 Water 233 MGD 182.4 MGD 7/7/01 Wastewater 75 MGD 75.4 MGD 4/30/99

  3. Operations/Systems Control Staff • Electric Staff - 195 • 3 Fossil Fuel plants (7 units) • 2 Combustion Turbines • 4 Hydro Units • 1 Combined Cycle Plant • Water Staff - 61 • 6 Water Treatment Plants • Groundwater System • Wastewater – Staff 26 1 Treatment Plant 1 SHDF

  4. Operations/System Control Staff-Present • Field Operations Staff - 144 • Raw Water Collection Electric, Gas, Water I&C • Finished Water Distribution Wastewater • Pipeline Operations Substations C&M • Gas/Electric Distributions Ops • Systems Control Staff -34 • Electric Transmission, Electric Distribution, Gas & Water • Engineering/Technical

  5. Plants-Reliability & Savings • Power Production: 01/01/99 to 09/31/03 efficiency improvements • EAF: improved 12.21% from 83.09 % to 95.3% • Capacity Factor: Drake improved 13.65% - Nixon .982% • Forced outages decreased: Drake 45.2% Nixon 26.6% • Nixon plant rated 14th best utilized plant in U.S. in 2003 • Savings From ABWM (1999 As Baseline) 2000 through 2002 • Avoided purchase power costs = + $2,953,000 • Avoided labor costs = $2, 823,600 • Positions left unfilled in Power Production = 16 • Water Treatment installation of ABWM still in progress • System Control: Began installation of ABWM in August 2003

  6. Future Facilities • Additions: Future staffing needs are expected to be minimal or zero for Water and Wastewater plants because of work management efficiency gains. • Regional Wastewater Treatment Plant • Southern Delivery System • Northern Water Reclamation Plant

  7. ABWM General Project Goals • ABWM Brings Culture Change to CSU Plants • Reduce costs • Improve reliability • Improve availability • Provide feedback loop - process improvement • Improve job planning, scheduling, staging, execution

  8. How we did our work • Found something broken • Fixed it • Found something broken • Fixed it • Etc. Etc.

  9. How we will do our work • Determine actions that will prevent failures • Think about every aspect of the actions needed • Line up all resources ahead of time • Do the right work at right time with the right resources • Measure how well the plan worked and see if we can do • better next time • 6. Start again at step 1

  10. Things to improve 1) Equipment preparation 2) Organization of smaller jobs 3) Feedback to operators 4) System needs impact on jobs 5) Formal job acceptance policy 6) Work order legibility & timeliness 7) Turf wars and crew rivalry 8) Clearance needs and capture of lessons learned 9) Formal work procedures 10) Tools, parts, materials staging 11) Inconsistent responsibilities for job closure

  11. Work Management System Key Points • Work Identification • Planning • Scheduling • Accomplishment • Documentation • Results & Equipment Analysis • Culture Change

  12. Scheduling is Crucial • Know who and where your resources are • Know when they are available for wrench on bolt time • Schedule them for the job • Apply the work process

  13. Wrench on Bolt Time Is Not : • Training • Administration • A 40 hour work week

  14. 3 Week Scheduling Process • Week One @ 80% of Available Work Hours • Week Two @ 60% of Available Work Hours • Week Three @ 30% of Available Work Hours – (Nearly all PM or PdM) • Process enables parts & materials staging • Improves wrench on bolt efficiency & productivity

  15. Work Process Pays Off • Lower costs • Less down time • Provides data for work analysis & measurement • Provides data for equipment history/cost analysis • Provides for continuous improvement of processes • Enables proactive approach to maintenance • Lower backlogs • Resource sharing

  16. Plants Reliability & Savings • Power Production: • 01/01/99 to09/31/03 Efficiency Improvements • EAF: improved 12.21% from 83.09 % to 95.3% • Capacity Factor: Drake improved 13.65% - Nixon .982% • Forced outages decreased: Drake 45.2% Nixon 26.6% • Nixon rated 14th best utilized plant in U.S. in 2003 • Savings From ABWM (1999 Baseline) 2000 through 2002 • Avoided purchase power Costs = + $2,953,000 • Avoided labor costs = $2, 823,600 • Positions left unfilled in Power Production = 16 • Water Treatment installation of ABWM still in progress • System Control: Began installation of ABWM in August 2003

  17. Accountability Based Work Management • Continue ABWM System Implementation 1) Process completion date-mid 2007 2) Further expand resource sharing capabilities in all areas 3) Continue continuous improvement efforts 4) Document processes • Expectations: • 1) Process will drive down costs • 2) Plant & Field efficiency and effectiveness will improve • 3) Backlog will decrease • 4) Work force efficiency and effectiveness will improve • 5) Plants reliability will improve

  18. Contact Information Hugh Hines Customer Operations Superintendent 215 Nichols Boulevard PO Box 1103, Mail Code 1328 Colorado Springs, CO. 80947-1328 E-mail: HHines@csu.org

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