1 machiel jacobs work management in eskom distribution ameu – october ‘07
TRANSCRIPT
1 Machiel JacobsMachiel Jacobs
Work Work ManagementManagement
inin
ESKOMESKOM
DistributionDistribution
AMEU – October ‘07AMEU – October ‘07
Presentation Content
• Support Asset management strategy
• Value Chains
• Work Management
• Systems / Solutions
• Learning Points
• Projects in the Pipeline
Support Assets strategySupport Assets strategy
The evolution of maintenance
strategies:
Maintenance based on risk &
reliability (RCM- RBM)
Maintenance based
on condition (CBM)
Maintenance based on time
(TBM) Maintenance based on events
(Corrective)
Maintenance Cost
Pla
nt
Ava
ilab
ility
High
High
Low
Low
For Assets;
• Effective Asset Management, within the capacity constraints, the business needs to ensure maximum service delivery from existing plant while expecting extended equipment life cycles.
• Asset management tool to assist and meet the near term challenges to provide the flexibility for future technology and business needs
• Current state of the Electricity Sector places unprecedented strains on power delivery assets
• With the Billions Capex expectation of HIGH plant reliability, availability and return on investment.
Cash Flow Forecast Versus Replace Policy
0.0
10.0
20.0
30.0
40.0
50.0
2000 2005 2010 2015 2020
Year
An
nu
al R
epla
ce C
ost
($
000,
000)
Replace at Age 40 Replace at Age 35 Replace at Age 30
Value ChainsValue Chains
The change Drivers
•To enhance customer satisfaction
•To enable us to meet targets and speed up connections
•Lowering costs out of the business
•Increasing organisational capability
•Increasing employee satisfaction
•Increase ability to forecast resources
Buildings &
Infrastructure
System
s
Data
Staff &
Training
Transformation
Value Chains
Interim (Manual)Solutions Fire Fighting
Implementation Team
CustomerService inFunctionalLand
CustomerService inProcessLand
Deadlines
Eskom
TransformationTransformation
System and Process Alignment
Data
Infrastructure
People (OD)
Develop &
Market
Products &
Services
OptimiseCustomer Interactio
n
AcquireCustome
r
NetworkAsset Creatio
n
ManageRevenue
CycleMaintain
Network
ManageAvailabili
tyof
Supply
Other
BPSFEMSMS
Topline
McPowerTIPS PNR
CC&BPCP
MV90HHU - SPU
EFIBDSKCD
HHU LPU
MaximoMDT
GTXCSWebDocman
Workflow
GDCCIP
HELPDT Project
TIPS GLF/PNRENOSNACS
ScadaFMSNEPSOMSGenie
CitrixDbDoctorHorizonIS OPS
GarnisheeIFMSSAPVRSRAS
Value Chains are a means to integrate and align business activities in order
to meet customer and business expectations…
Customer Service(Retail)
Engineering(Wires)
ContactCentre
Work Management
Centre
Dispatcher
Scheduler
Plant &Networ
k
Retail and Wires Business
GIS
Service Agent
•Preventative Maintenance
•Corrective Maintenance
•Asset Management (Data Collection and Auditing)
•Inspections and Condition Monitoring
•Inventory Management
•Surveying and Quotations
•Outage Management
•Billing
•Payments
•Updating customer information
•Meter reads
•Meter inspections
•Meter Audits
•Quotations
•Non technical dispatching
•Electricity supply problems base on priority
•Work Management
•Dispatch of Work Orders
•Scheduling of Work Orders
•Workflow
•Routing
•Workload Distribution
•Work order progress feedback
•Navigation
•Connections/Disconnections/Reconnections
Execution
Work ManagementWork Management
Work Management is defined as all those business processes together with their resources, infrastructure and supporting systems, with the
specific objective to optimally schedule planned work and
optimally dispatch resources for critical, unplanned work within a
Distribution business.
•Correct resources and information are assembled in a shorter time period•Improvement in the timely response to faults. •Effective assignment of resources. •Improved reporting and analysis of faults and equipment status. •Customer service and image of the business improves•Material actuals is used on work orders so that information refine minimum and maximum stock values•Better definition of expenditure to categories like insurance, planned maintenance and customer care, etc. is possible•Ability to measure and benchmark response to customer complaints.•Improved management information will be made available.•Improved standardised processes
Work Management Benefits
Work Management Centre
Dispatching Section-24 x 7 Operation-Manage all work requests that require a 24 hour response
Scheduling Section-Office hours operation-Work requires action > 24 Hrs-Balancing and leveling of resources available with workload
Deals centrally with the Forecasting and Realtime Management of
Resources in a Planned and Unplanned Environment
Maintenance related
WM Scheduling
Receive & Investigate
Complete and capture all actuals
Analyse
Match outage, live work and planned
work with all resources required. Run WST
Consolidate total plan
Issue work for execution
Construction.
What is Scheduling all about?
Hand overMarco plan
Micro scheduling and resource management
Create Follow up
Customer related
requests
Re-schedule
Quality assurance
History
What is dispatching all about?
Prioritise
Customer request (GTX) Network request
Fault Management (SCADA)
Communicate
Close work order with feedback
Analyse
Match and ID resources
Consolidate
TSU/TSG team Receive all un planned requests
(Maximo)
Provide progress feedback
The Big FiveThe Big Five
The Big 5 Systems
TOTAL 24 STATIONS 36 398 MW
TYPE NUMBER
NET MAX CAPACITY
TOTAL 24 STATIONS
36 398 MW
Gas turbine
13 stations
2 stations
6 stations
2 stations
1 station
32 256 MW
342 MW
600 MW
1 400 MW
1 800 MW
Customer Care
& Billing SystemHolds
Customer Data & Account Status
Smallworld Holds all
Engineering and Geo
Spacial Data
SAP
Financial and Materials
Management System
GTX (External) & Scada/FMS
(Internal)
Customer request logging
System
MaximoWork and Asset
Management tool ,work requests from other systems interface to Maximo once work is carried out, actual
feedback is capture and analysed
Distribution System web
• For Planned and un-planned work– Work order management– Work order tracking
• Labor data and labor reporting for actual work done• Asset management and tracking
– Equipment, Location, PM & Job plans– Safety measures and inspections (Limited)
• Purchasing and invoicing (Limited)• Reports and analysis (Customised and in-house
developed)• Integration with financial and other systems• Visual Analysis Tool (VAT)
– View all work orders, full grouping functionality plus Smallworld screen with Network, Customers and work orders displayed
Maximo Applications
Future Plans using Maximo
2001 200920052003 20071999
Maximo 4.0.aImplemented
Maximo 411 upgrade,`
Control Plant rollout,
MMO Cleanup,Oracle 9i upgrade,Citrix Performance
Improvement >X ,CCB & CNL
Integration
Maximo/ SAP Interfaces,
MaximoEmbedment &
Server Upgrades
Citrix Implementation,
Outage Management,DLR Interface,MDT Interface,CCB Interface
726,Maximo
enhancement
,WM SystemAlignment,
Oracle security,
Wood poles &
EDC
Maximo Upgrade
MeterManagement,Mobile Line Inspection,
Mobile Computing,
Evaluate IndustrySolutions
&Service
Management
Technology Transition
Industry Solutions &
Service manageme
nt
Reduce to core
Learning PointsLearning Points
Where could we have done better?
Application Configuration• Don’t customise… but you should configure• Best of Breed Principle, integration is a critical
success factor• Respect the Application silo and evaluate
application workflow • Keep the maintenance cost down• Keep your version current
Application use• Formal training and user certification
•Synergy with other systems / interfaces•Validation and conversion of the information about:
– Data (Plant & Customer information)– GIS and GPS– Costing structure (activity base costing)
•Development of effective job plans •The acceptance to limit resistance to change•IT / project skill support after implementation.•Alignment between Enterprise Architecture and Business needs•Process Managers Vs Line Managers, owner of process from start to end Vs Silo owner
Where could we have done better?
Projects in the PipelineProjects in the Pipeline
Background•Work Scheduling tool (Ms Project & Mx Project), just been
implemented
•Delphi application clean-up
•Management Maintenance Optimisation Tool (MMOT)
•Integrate business building blocks (Control plant & Power plant specifics and Network asset management)
•Certain critical elements to improve the current working environment:
•Material Management (System interfaces – Mx and SAP)
•Enhanced Job Plans
•Project management training principles
•Data issues
•Outage management solution
•Upgrade to Maximo 6
Projects under discussion
27
ESKOMESKOMHoldings LtdHoldings Ltd
Thank YouThank Youwww.eskom.co.za