Successful Outage
                                                         Management
                                    ...
Presentation Overview – The Outage Process!

             •    How to manage outages from the strategic position

        ...
Signs That Your Outage
                      Management Process Needs Improvement


             •   Arguments over the al...
The Strategic Role of Outages

             Typical energy sector outages:
             •    Consume up to 50% of annual m...
What is Strategy?




                 “The set of decisions that
                 define the nature and
                 ...
Generation Strategy / Station Business Plan
                 Key questions include:
                    - What is your pre...
Generation Level Objectives - Samples

•   Maximize Heat Rate

•   Reduce Equivalent Forced Outage Rate

•   Minimize Cost...
Weighted Objectives - Samples

                   Eliminate all EFOR impacts during implementation – 10
                  ...
Outage Management Process


                                                       Run Cycle                              ...
Maintain Equipment

 Conduct
                   Key questions include:
 Targeted
Maintenance
                   – Have all...
Problem Analysis - Find True Cause



                        Should
                                                     ...
Outage Scope

Establish
                   Key questions include:
 Outage
 Scope
                   – How does the candida...
Sub-project Scorecard


                                                                              Go            No Go
...
Define the Outage Project

Define
                  Key questions include:
Outage
Project
                  – What are the...
Plan the Outage Project

 Plan
                  Key questions include:
Outage
Project
                  – What are the re...
Manage Human Performance



                                Fb
                               Feedback




               ...
Protect the Outage Plan

                 Consider areas of the outage plan:
                  Key questions include:
    ...
Avoid Potential Problems




                     Cause                                                               Effe...
Develop Potential Opportunities




Cause                                                         Effect




             ...
Implement the Outage Project

Implement
                    Key questions include:
  Outage
  Project
                    ...
Decision Analysis - Managing Emergent Issues

Cause                                                        Effect
        ...
Evaluate Outage Performance for Continuous Improvement



                                                                ...
Keys to Successful Outage Management

                  Success is more than just building a work plan

                  ...
Outage Management Process


                                                       Run Cycle                              ...
Process-Approach Benefits


                   • Capital budget is spent rationally
                     on the best inves...
KT Global Energy Practice - Profile



                 The company was founded in 1958 by Dr. Charles
                 Ke...
Value of Kepner-Tregoe


                     Strategic and Operational Outcomes

                                        ...
Geoff Edelman (gedelman@kepner-tregoe.com)
           Director, Energy Group

           Kepner-Tregoe Inc.




130-20-P26...
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Successful Outage Management Lessons Learned From Global Generation Leaders

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Successful Outage Management - Lessons Learned from Global Generation Leaders

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Successful Outage Management Lessons Learned From Global Generation Leaders

  1. 1. Successful Outage Management Lessons Learned from Global Energy Leaders Geoff Edelman, Director Global Energy Group Kepner-Tregoe Inc. Copyright © 2008 Kepner-Tregoe, Inc. All Rights Reserved 1
  2. 2. Presentation Overview – The Outage Process! • How to manage outages from the strategic position • How to focus the outage planning and implementation process to achieve best results, • How to troubleshoot the outage project plan to prevent potential problems, • How to manage emergent issues through interim and adaptive actions, and • How to evaluate completed outages to capture lessons learned, for the improvement of future outages 130-20-P262807 Copyright © 2007 Kepner-Tregoe, Inc. All Rights Reserved 2 Copyright © 2008 Kepner-Tregoe, Inc. All Rights Reserved 2
  3. 3. Signs That Your Outage Management Process Needs Improvement • Arguments over the allocation of resources across competing assets • Conflicts over performance, cost, and time drivers • Scope creep and cost creep • Crisis management dominates • Too many unanticipated problems arise • Repeat the same problems outage after outage 130-20-P262807 Copyright © 2007 Kepner-Tregoe, Inc. All Rights Reserved 3 Copyright © 2008 Kepner-Tregoe, Inc. All Rights Reserved 3
  4. 4. The Strategic Role of Outages Typical energy sector outages: • Consume up to 50% of annual maintenance budgets • Employ 2-10 people full time all year • Contribute 1-12 interruptions (stops) per year • Increase the normal workforce by 2 to 3 times • Contribute 20-50% of overall plant unavailability • May involve new/untested technology • Attract attention of boards and shareholders 130-20-P262807 Copyright © 2007 Kepner-Tregoe, Inc. All Rights Reserved 4 Copyright © 2008 Kepner-Tregoe, Inc. All Rights Reserved 4
  5. 5. What is Strategy? “The set of decisions that define the nature and direction of an organization” 130-20-P262807 Copyright © 2007 Kepner-Tregoe, Inc. All Rights Reserved 5 Copyright © 2008 Kepner-Tregoe, Inc. All Rights Reserved 5
  6. 6. Generation Strategy / Station Business Plan Key questions include: - What is your predicted load and revenue? - Are you adding or shedding capacity, or holding firm? - What plants have the highest priority for investment? - What are the performance and capacity goals? - What capital monies are available? - What is the supplier/labor availability for this project? 130-20-P262807 Copyright © 2007 Kepner-Tregoe, Inc. All Rights Reserved 6 Copyright © 2008 Kepner-Tregoe, Inc. All Rights Reserved 6
  7. 7. Generation Level Objectives - Samples • Maximize Heat Rate • Reduce Equivalent Forced Outage Rate • Minimize Cost/Megawatt Hour • Improve Reliability/Equivalent Availability • Minimize Environmental Concerns • Reduce/Eliminate (Zero) Lost-time Injuries • Reduce Cost of Inventory • Reduce Maintenance Complexity 130-20-P262807 Copyright © 2007 Kepner-Tregoe, Inc. All Rights Reserved 7 Copyright © 2008 Kepner-Tregoe, Inc. All Rights Reserved 7
  8. 8. Weighted Objectives - Samples Eliminate all EFOR impacts during implementation – 10 Maximize environmental impact/dollars spent – 10 Minimize payback period (cost vs. annual benefit) – 10 Minimize cost/MW Hour – 9 Maximize estimated in-service life – 8 Maximize heat rate - 8 Reduce inventory costs – 7 Use proven technology (i.e., minimize risk) – 6 Minimize lifecycle changes to unit strategy – 5 Minimize Production/Maintenance impact - 4 Approval requirements locally controllable - 2 130-20-P262807 Copyright © 2007 Kepner-Tregoe, Inc. All Rights Reserved 8 Copyright © 2008 Kepner-Tregoe, Inc. All Rights Reserved 8
  9. 9. Outage Management Process Run Cycle Run Cycle Conduct Targeted Maintenance PROCESS Establish STEP Outage Scope Define (ongoing) Outage Project Plan Outage Project Implement Outage Project Shutdown TIME 130-20-P262807 Copyright © 2007 Kepner-Tregoe, Inc. All Rights Reserved 9 Copyright © 2008 Kepner-Tregoe, Inc. All Rights Reserved 9
  10. 10. Maintain Equipment Conduct Key questions include: Targeted Maintenance – Have all equipments and components been (ongoing) systematically reviewed for concerns? – What equipment has deviations? – What are the causes of equipment problems? – What are the recommended “fixes” for these equipments, and what are the associated resource requirements? 130-20-P262807 Copyright © 2007 Kepner-Tregoe, Inc. All Rights Reserved 10 Copyright © 2008 Kepner-Tregoe, Inc. All Rights Reserved 10
  11. 11. Problem Analysis - Find True Cause Should Ac tua Deviation l Past Now 130-20-P262807 Copyright © 2007 Kepner-Tregoe, Inc. All Rights Reserved 11 Copyright © 2008 Kepner-Tregoe, Inc. All Rights Reserved 11
  12. 12. Outage Scope Establish Key questions include: Outage Scope – How does the candidate sub-project list compare to the station performance objectives? – What is the overall capacity to perform work in terms of money, time, and people? – How will we manage low priority needs that are beneath our capacity to fix in this outage? 130-20-P262807 Copyright © 2007 Kepner-Tregoe, Inc. All Rights Reserved 12 Copyright © 2008 Kepner-Tregoe, Inc. All Rights Reserved 12
  13. 13. Sub-project Scorecard Go No Go Project Project Project Project Project Project Generation Level A B C D E F Weighted Objectives 1 2 3 4 5 6 Strategic Priority scores and risks Resources 130-20-P262807 Copyright © 2007 Kepner-Tregoe, Inc. All Rights Reserved 13 Copyright © 2008 Kepner-Tregoe, Inc. All Rights Reserved 13
  14. 14. Define the Outage Project Define Key questions include: Outage Project – What are the performance outcomes, and the time and resource constraints for the outage project? – What is the work to be performed (WBS?) – What are the resource requirements to perform the work? 130-20-P262807 Copyright © 2007 Kepner-Tregoe, Inc. All Rights Reserved 14 Copyright © 2008 Kepner-Tregoe, Inc. All Rights Reserved 14
  15. 15. Plan the Outage Project Plan Key questions include: Outage Project – What are the responsibilities for performing the work? – How will the work be sequenced? – How will the work be scheduled on the calendar? – Who will perform the work? – How can the plan be protected to ensure success? 130-20-P262807 Copyright © 2007 Kepner-Tregoe, Inc. All Rights Reserved 15 Copyright © 2008 Kepner-Tregoe, Inc. All Rights Reserved 15
  16. 16. Manage Human Performance Fb Feedback C+ S P R Situation Performer Response Consequences Performance: A number, or series, of behaviors directed toward a goal System: A group of interacting and interdependent components that form a unified whole 130-20-P262807 Copyright © 2007 Kepner-Tregoe, Inc. All Rights Reserved 16 Copyright © 2008 Kepner-Tregoe, Inc. All Rights Reserved 16
  17. 17. Protect the Outage Plan Consider areas of the outage plan: Key questions include: – On critical path? – High industrial safety impact? – Most expensive tasks? – Historically problematic tasks? – High level of involvement? – New/not performed previously? 130-20-P262807 Copyright © 2007 Kepner-Tregoe, Inc. All Rights Reserved 17 Copyright © 2008 Kepner-Tregoe, Inc. All Rights Reserved 17
  18. 18. Avoid Potential Problems Cause Effect Pre t en ng ve nti nti Co ve Actions 130-20-P262807 Copyright © 2007 Kepner-Tregoe, Inc. All Rights Reserved 18 Copyright © 2008 Kepner-Tregoe, Inc. All Rights Reserved 18
  19. 19. Develop Potential Opportunities Cause Effect ng Pro i aliz mo pit tin Ca g Actions 130-20-P262807 Copyright © 2007 Kepner-Tregoe, Inc. All Rights Reserved 19 Copyright © 2008 Kepner-Tregoe, Inc. All Rights Reserved 19
  20. 20. Implement the Outage Project Implement Key questions include: Outage Project – How will we kick-off the outage project? – How will we monitor the outage project? – How will we modify the outage project? 130-20-P262807 Copyright © 2007 Kepner-Tregoe, Inc. All Rights Reserved 20 Copyright © 2008 Kepner-Tregoe, Inc. All Rights Reserved 20
  21. 21. Decision Analysis - Managing Emergent Issues Cause Effect Co tive rre ap ctiv Ad e Action Interim 130-20-P262807 Copyright © 2007 Kepner-Tregoe, Inc. All Rights Reserved 21 Copyright © 2008 Kepner-Tregoe, Inc. All Rights Reserved 21
  22. 22. Evaluate Outage Performance for Continuous Improvement Outage Definition People Skills ME CO TI Key questions include: ST PERFORMANCE State the Develop Develop Work Identify Resource – What was outage performance in comparison with Project Objectives Breakdown Structure Requirements outage goals? Outage Planning – What did Project learn in terms of anticipated problems we 1.1. JANUARY 1.2. 1.3. 2.0. 3.1. 3.2. and emergent issues? Assign Management START FINISH Communication Schedule Sequence Schedule Protect Responsibility Deliverables Deliverables Resources the Plan – How can we improve the “template” for managing future outages? Outage Implementation REPORT CARD 1.1 . A PERFORMANC 1.2 E . C+ TIME B- 1.3 COST . COMMENTS 2.0 . Technical GO 3.1 . START 3.2 . FINISH Skills Start to Closeout Implement & Evaluate Monitor Project Modify Project 130-20-P262807 Copyright © 2007 Kepner-Tregoe, Inc. All Rights Reserved 22 Copyright © 2008 Kepner-Tregoe, Inc. All Rights Reserved 22
  23. 23. Keys to Successful Outage Management Success is more than just building a work plan It involves: • Understanding the capacity to perform project work so that resources aren’t overloaded; • Executing work effectively so that results happen on time and on budget, and • Learning from your efforts to promote continuous improvement. 130-20-P262807 Copyright © 2007 Kepner-Tregoe, Inc. All Rights Reserved 23 Copyright © 2008 Kepner-Tregoe, Inc. All Rights Reserved 23
  24. 24. Outage Management Process Run Cycle Run Cycle Conduct Targeted Maintenance Evaluate Outage Project Support Continuous PROCESS Establish STEP Outage Improvement Scope Define (ongoing) & Outage Project Plan Outage Project Implement Outage Project Shutdown TIME 130-20-P262807 Copyright © 2007 Kepner-Tregoe, Inc. All Rights Reserved 24 Copyright © 2008 Kepner-Tregoe, Inc. All Rights Reserved 24
  25. 25. Process-Approach Benefits • Capital budget is spent rationally on the best investment decisions • Projects are delivered on-time with intended results • Internal programs and processes harness staff capabilities and experience effectively • The framework for continuous improvement delivers predictable results • Operations and maintenance programs achieve reliability targets 130-20-P262807 Copyright © 2007 Kepner-Tregoe, Inc. All Rights Reserved 25 Copyright © 2008 Kepner-Tregoe, Inc. All Rights Reserved 25
  26. 26. KT Global Energy Practice - Profile The company was founded in 1958 by Dr. Charles Kepner and Dr. Ben Tregoe. For over 30 years, KT has supported global power generation and distribution, and oil and gas refining across their supply chain. We provide professional services to improve operational performance within budget tolerance. KT operates in 44 countries delivering services in 14 languages. 130-20-P262807 Copyright © 2007 Kepner-Tregoe, Inc. All Rights Reserved 26 Copyright © 2008 Kepner-Tregoe, Inc. All Rights Reserved 26
  27. 27. Value of Kepner-Tregoe Strategic and Operational Outcomes Rational Thinking Collaboration Capability Transfer Rapid Results Lasting Value 130-20-P262807 Copyright © 2007 Kepner-Tregoe, Inc. All Rights Reserved 27 Copyright © 2008 Kepner-Tregoe, Inc. All Rights Reserved 27
  28. 28. Geoff Edelman (gedelman@kepner-tregoe.com) Director, Energy Group Kepner-Tregoe Inc. 130-20-P262807 Copyright © 2007 Kepner-Tregoe, Inc. All Rights Reserved 28 Copyright © 2008 Kepner-Tregoe, Inc. All Rights Reserved 28

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