Equipment Reliability (ER)

Process/Program
Rick Roberts
Program Manager, Maintenance Management & Technology
Electric Power Research Institute

NTPC O&M Conference

February 13-15, 2017
© 2017 Electric Power Research Institute, Inc. All rights reserved.
 Electric Power Research Institute
EPRI’s Mission Our Members…
Advancing safe, reliable,
affordable, and
environmentally responsible
electricity for society
through global collaboration,
thought leadership
and science & technology
innovation

2
© 2017 Electric Power Research Institute, Inc. All rights reserved.
 Program Overview
 PROGRAM MISSION STATEMENT:
Integrated solutions of processes, technologies, Program Manager
Rick Roberts
and organizational performance for improved 704-595-2683
asset management [email protected]

 Key Research Focus(es)

– Equipment Reliability Program
– Maintenance Basis and PM Strategies
– System & Component Condition Monitoring & Assessment
– Maintenance Processes & Metrics
– Maintenance Worker & Organizational Efficiency
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© 2017 Electric Power Research Institute, Inc. All rights reserved.
 Power Plant Asset Management

Asset Management
LTAM
LTAM

Performance
Monitoring Performance
Leadership &
Monitoring

Governance
PM Implementation
PM Implementation

Equipment Reliability MBO MBO

Excellence in
Operation Business
Processes Objectives
System & Component Scoping
System & Component

Criticality
& & Criticality
Scoping

Strategic & Material

Planning Condition

Engineering
&
Operations
Processes Financial Mgmt.
(O&M and Capital)

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© 2017 Electric Power Research Institute, Inc. All rights reserved.
 Equipment Reliability Definition
The equipment reliability process represents the
integration and coordination of a broad range of equipment
reliability activities into one process for plant personnel to
establish the optimum preventive maintenance tasks, monitor
and communicate the performance and health of important
station equipment, develop and implement long-term
equipment health plans and to make continuing adjustments to
equipment maintenance strategies based on equipment
operating experience and maintenance feedback.
• System & Component Scoping & Criticality
• Maintenance/Reliability Basis (MBO)
• PM Implementation
• System & Component Condition/Health Monitoring
• Long Term Asset Planning & Life Cycle Management
• Results Analysis & Corrective Action

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 Fossil Equipment Reliability Program
• Risk Grids
Condition • Project Prioritization
3 Monitoring Tasks
PM
Implementation Long Term
(Time Based & CMT’s) Asset Management
5

Condition Plant Health

Based Maint. Meetings
Identify Tasks
Establish Monitor System &
Criticality of each
Optimum Component Health
Plant Component
1 PM Tasks 2 4

• Establish Master • Condition Based

•
Time Based PM’s
Equipment List Maintenance process
•
Condition Monitoring
 Critical • M&D Center
Tasks
 Important • M&D/COLM Daily & Outage Work
 Run-to-Repair • Equip. Inspect, Management Process
(Just-in Time)
Feedback for /Comp. Assess.
Improvement • System Health

Results Analysis & Corrective Action 6

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 ER & Work Management Integration
ER Processes
Identifying the Right Work
Work Management
Executing the Work Effectively
System/Component
Health/Condition PM Iplementation
Monitoring
Work Control
• Prioritization Work Work
• Planning Execution Close-out
• Scheduling
WRs

System/Component
Reliability Analysis &
Criticality
PM Basis (RBO)
Determination
Continuous Improvement
• Maintenace Feedback Analysis
• Failure Cause Codes
• PM As-found Condition Codes
• PM Review
Results Analysis Long Term CA’s
Corrective Action Asset Management
Learning from
the Experience

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 Plant Health Meetings – Managing Equipment Reliability
Equipment Assessments – CBM Program

Component Assessments

Risk Grid

Belews Creek Equipment Reliability Index - Summary

Belews Belews Belews Crk
June-16 Creek 1 Creek 2 Station
Area ERI Sub- ERI Sub-Indicators ERI ERI ERI ERI
Indicato Points Points Points Points
r# Maximum
Power Equivalent Forced Outage Rate (EFOR) (Refer
Generation 1.1 to NERC Gads for Industry Definition - 24 month 10 0 8 1
Rolling Average)
Equivalent Availability Factor(EAF) (Refer to
1.2 NERC Gads for Industry Definition - 24 month 10 2 2 2
Rolling Average)
Number of Critical Component Failures (12
1.3 Month Rolling Average) 10 10 7 7

Plant Operator Work Arounds existing at time of

Operational 2.1 Report Generation 6 6 6 4
Challenges Chemistry Performance Indicator (As per EPRI
2.2 Chemistry Index) 6 4 4 4

System Number of Equipment in Marginal or

3.1 Unacceptable status existing in CBM Program ( 10 7 7 7
Health PlantView)
Average Age of Red & Yellow Risk Grid
3.2 Items (End of Quarter) [52,40, 45 issues entered] 6 4 4 4

Number of Major Component Assessments in

3.3 Marginal or Unacceptable Status at the time of 6 6 6 6
the report [18 CA's Entered]
Maintenance Critical/Important Equipment Corrective
4.1 Maintenance Backlog (# of WO’s) 6 0 0 0

Total Non-Outage Maintenance Backlog (at time

4.2 of report Generation) 6 0 0 0

CBM – Monitoring Task Compliance (Measured

4.3 from PlantView PdM E&CI matrix) (12 month rolling 6 0 0 0
average)
PM Compliance (Refer to Work Management
4.4 Procedure Definition) (rolling average over 12 6 4 4 4
months)
Work Work Week Schedule Adherence T-0 (Average
Management 5.1 of last 12 weeks) 6 6 6 6

Priority 1 WO's T-0 (monthly Priority 1 Work

5.2 Orders average last twelve weeks) 6 2 2 2

ERI Point Total 100 51.00 56.00 47.00

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8Belews Average
 Equipment Reliability Index – Industry Direction
Belews Creek Equipment Reliability Index - Summary
Belews Belews Belews Crk
June-16 Creek 1 Creek 2 Station
Area ERI Sub- ERI Sub-Indicators ERI ERI ERI ERI
Indicato Points Points Points Points
r# Maximum
Power Equivalent Forced Outage Rate (EFOR) (Refer
Generation 1.1 to NERC Gads for Industry Definition - 24 month 10 0 8 1
Rolling Average)
Equivalent Availability Factor(EAF) (Refer to
1.2 NERC Gads for Industry Definition - 24 month 10 2 2 2
Rolling Average)
Number of Critical Component Failures (12
1.3 Month Rolling Average) 10 10 7 7

Plant Operator Work Arounds existing at time of

Operational 2.1 Report Generation 6 6 6 4
Challenges Chemistry Performance Indicator (As per EPRI
2.2 Chemistry Index) 6 4 4 4

System Number of Equipment in Marginal or

3.1 Unacceptable status existing in CBM Program ( 10 7 7 7
Health PlantView)
Average Age of Red & Yellow Risk Grid
3.2 Items (End of Quarter) [52,40, 45 issues entered] 6 4 4 4

Number of Major Component Assessments in

3.3 Marginal or Unacceptable Status at the time of 6 6 6 6
the report [18 CA's Entered]
Maintenance Critical/Important Equipment Corrective
4.1 Maintenance Backlog (# of WO’s) 6 0 0 0

Total Non-Outage Maintenance Backlog (at time

4.2 of report Generation) 6 0 0 0

CBM – Monitoring Task Compliance (Measured

4.3 from PlantView PdM E&CI matrix) (12 month rolling 6 0 0 0
average)
PM Compliance (Refer to Work Management
4.4 Procedure Definition) (rolling average over 12 6 4 4 4
months)
Work Work Week Schedule Adherence T-0 (Average
Management 5.1 of last 12 weeks) 6 6 6 6

Priority 1 WO's T-0 (monthly Priority 1 Work

5.2 Orders average last twelve weeks) 6 2 2 2

ERI Point Total 100 51.00 56.00 47.00

9 Belews Average
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 Equipment Reliability Index & EFOR Relationship

10

6
EFOR (%)

Increasing ERI score correlates to

4
better performance
3

0
20 25 30 35 40 45 50 55 60
Equipment Reliability Index Score

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 Equipment Reliability Excellence Matrix
ER Processes ER Processes 1 Scoping/ID Criticality 2
Reliability Analysis & PM
Basis
3 PM Implementation 4
System/Component
Health Monitoring
5
Results Analysis &
Corrective Action
6
Long Term Asset
Planning/Mgmt.

On-line/Outage Work Control Work Prioritization & Stores & Inventory

Work Control 7 Procedures
8 9 10 Planning 11 Scheduling 12 Contract Management
Risk Assessment Management
Processes
Work Execution Equipment Clearance & Tools/Material Perform Maintenance &
Work Execution 13 14
Tagging
15 16 Pre-Job Briefs 17
Work Quality
18 Safety
Procedures Control/Staging
Support Engineering & Configuration
19 Design Engineering 20 21 Cycle Chemistry 22 Operating Parameters
Processes Operations Management

Business Planning &

Goals/Business Plan 23 24 Business Goals
Plant Health

Management & Organization 25 Roles & Responsibilities. 26 Organizational Design 27 Core Competencies 28 Contracted Support 29 Facilities

Business Culture Leadership/ Discipline/ Process/Program System Ownership/ Component Empowerment &
30 Direction 31 32 33 34 35
Accountability Accountability Ownership/Health System Health Ownership/Health Motivation

Operations, Management to Workforce to

Communication 36 37 38 39 Peer Groups
Maintenance, Eng Workforce Management
Management
Elements Benchmarking 40 Within Industry 41 Outside Industry

Metrics 42 Departmental Goals 43 Plant Goals - ER Index 44 Personal Goals 45 Customer Satisfaction
Performance &
Work Culture Human ER/MC Fundamental Error Prevention
46 47
Performance Behaviors Program

Continuous Research &

48 Self-Assessment 49 Change Management 50 Process Improvement 51 52 Use of Industry OE
Improvement Development

Personnel Skills System & Equipment Management & Supervisor

Training 53 Processes & Policies 54 55 56
Development
57 ER & Maintenance LOA 58 Training Facilities
Development Training

Skills & Qualifications 59 Personnel Selection 60 Qualification Process 61 Succession Planning

Knowledge
Knowledge 62 Knowledge Capture 63 Knowledge Management

Work Mgmt & Cond. Monitoring

64 CMMS 65 CAP 66 67 Perf Mon & Diagnostics
Diagnostics Technologies
Technologies
Information System & Component Reliability Analysis & PM Long Term Planning &
68 Scoping/ID Criticality 69 70 PM Implementation 71 72 Proactive Maintenance 73
Integration Health Basis Asset Mgmt
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© 2017 Electric Power Research Institute, Inc. All rights reserved.
 Appendix 1: Page 6 of 28

Power Generation Overall ER Spider Chart

Equipment Reliability
Process
10.00
Information Integration Work Control Process
9.00
8.00
Work Mgmt & Diagnostics Work Execution Process
7.00
6.00
5.00
Knowledge Engineering & Operations
4.00
3.00
Industry Good Practice
2.00
Qualifications 1.00 Goals/Business Plan
0.00

Training Organization

Continuous Improvement Leadership/ Accountability

Human Performance Communication

Metrics Benchmarking

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© 2017 Electric Power Research Institute, Inc. All rights reserved.
 EPRI O&M Programs – ER Process and Technology
Equipment Reliability
Process
Current Equipment Monitoring
Technologies
LTAM
Risk Assessment
Project Prioritization - Field Performance Testing
Condition - Engineering Inspections
Monitoring - Plant PdM Programs
CBM, Performance, System /
Reporting
- Monitoring & Diagnostics Centers
PM Implementation - Advanced Pattern Recognition
Execution, Feedback, Strategy
- Performance Monitoring
Maintenance Basis - Reliability Monitoring
Optimization Gaps –
Define Condition , Time , Surveillance Based Tasks on Manual Periodic Process
Critical Asset Standards Limited CBM/SME Specialists
Existing instrumentation
Equipment Database & Asset Difficult to Organize/Focus
Criticality

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Increasing Challenges drives Innovative Solutions
Power Generation Challenges
– Energy Efficiency lower load demands
– Renewables affecting dispatching- cycling Enhanced Processes Age of Innovation
– Run plants with less staff & $$
Fourth Industrial Revolution
– Aging Equipment/ Loss of Specialists
People

Battery Storage New Technologies

Power
Generation has to
embrace innovative
Solar
new process and
technology
solutions to survive

Wind
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© 2017 Electric Power Research Institute, Inc. All rights reserved.
Optimized Equipment Reliability using Advanced Monitoring & Diagnostics
(M&D)
“Orchestrated Asset Management”

FMEA Based M&D-

Critical Equipment
Focused CBM/SME M&D Center–focus on critical failure modes

Equipment Prognostics
Inspections Measured Units Life
Failure Modes
Parameter
Failure Modes link to
Reducing Life Reducing Events
Events
Dynamic RUL & Optimal
Asset Planning
Remote
Analysis

Analytic Specialist or SME New Sensor Needs

Equipment Health Dashboards
Optimal Maintenance Planning
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 CBM Program Implementation Results 1999-2006

>2000 Equipment
Cases

EPRI Avoided Cost >$45M Avoided

Benefit Calculation Costs
Model

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© 2017 Electric Power Research Institute, Inc. All rights reserved.