1 tools and methods to ensure optimum returns from reippp generation...

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Tools and Methods to ensure optimumreturns from REIPPP Generation Assets

Stephen Minné

14 May 2019

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Index• GSAMS Overview and Operating Context

• Operating Challenges

• Maintenance and Materials Implementation

• Rollout Strategy

• Outcomes

• Success Contributors

• Questions

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Globeleq: Mission, Vision and Values

“Some 24 percent of the population of sub-Saharan Africa has access to electricity versus 40 percent in

other low income countries”.

World Bank

4Globeleq: Mission, Vision and Values

Safety is fundamental to everything we doSafety

Fulfilment

Sustainability

Unity

Excellence

IntegrityIntegrity is central to all that we do. We act with honesty, openness and transparency. We maintain the highest ethical standards. We say what we do and we do what we say.

We work to be a leader in our field. We learn from our mistakes and we seek continuous improvement. To attain excellence we ensure our people have the opportunity to reach their full potential. We strive for excellence in all that we do.

Our diversity is our strength. We are united by our purpose and shared objectives. We treat everyone with respect. Together we are stronger.

We invest for the long term in economically viable businesses that we manage to the highest safety, environmental and operational standards. We are accountable for our actions. We seek to make a positive contribution to our local communities and other stakeholders to create a sustainable business in which we can all take pride.

We aim to achieve job fulfilment. Working in an open environment enables innovation and creative business solutions. We are self-driven and self-reliant. We seek to make a difference.

Vision

Mission

Values

5,000 MW Currently 1300MW operational

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Globeleq SAMS Multi Technology Portfolio

• Three Round 1 REIPPPP Projects

• Jeffreys Bay Wind Farm (138MW) (EC)

• De Aar Solar Power (50MW) (NC)

• Droogfontein Solar Power (50MW) (NC)

• Running since 2014

• Operated by GSAMS since 2016

6Solar Assets

De Aar Solar Power (50MW), +- 175 000 PV Panels Droogfontein Solar Power (50MW), +- 175 000 PV Panels

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Jeffreys Bay Wind Farm

• Jeffreys Bay Wind Farm (138MW) (EC)

• 3700 hectares over 4 farms

• 60 Wind Turbines (2.3MW each)

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Globeleq SAMS Organisational History2012 2013 2014 2015 2016 2017 2018 2019 …2034

Project construction

SAMS Asset Management

Selection of ERP

COD

Construction Warranty (External O&M Contractor)

Project Moonlight (Taking over O&M)

GSAMS O&M

Project Aurora (ISO 55000 Maturity Assessment, OSP, AM Policy, Improvement Plan)

On Key (EAMS) Implementation

System optimisation

Project life

Construction + 1 month

2 years

6 months

Project life

~3 years

12 Months

Ongoing

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Operating Challenges (2016 to start of 2018)Maintenance Management:

• Only information captured from the Maintenance module was a WO number

• No Work Order feedback in place, no equipment history

• Equipment Register is not an accurate reflection of what is installed on the plants (poor data management)

• Work Planning and Control is non existent

• Critical equipment failures due to poor maintenance plans (Inverters, transformers)

Materials Management:

• Materials stock levels stayed the same for 3 years

• No accurate parts list and poor stock control.

• No formal storage locations at the Solar Plants

• Spare parts redundancy

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Operating Challenges

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Risk Analysis: Top 10 Risks-December 2017

12Implementation Plan: Set Organisational KPI (end 2017 for 2018)

• The Maintenance and Materials Foundations KPI builds on the previous work

• ISO 55000 GAP analysis (2016)

• Strategic Asset Management Plans (2016/2017)

• Asset Care Plans Development (2017)

• Standards Manual for Business Processes (2017 KPI)

• Asset Management Plans (2017 KPI)

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Maintenance and Materials Foundations KPI• Establish and maintain appropriate storage facilities.

• Setup adequate racking, shelving and binning

• Testing of all major spares for correct function

Storage and Protection

• Define policy and guidelines regarding MRO material

• Provide guidelines for the purchasing and managing of MRO items

• Address the whole supply chain, from supplier selection, procurement, receiving, storage and care, issuing and returns

Material Management Policy

• All MRO items are listed in an electronic catalogue with set information requirements

• Include non-stock items which are purchased on a regular basis

• Provide information for a spend analysis and spare parts optimisation exercise

Material Master

• Manage the physical stock levels of all stocked MRO items against the agreed standards, including regular stock takes, accurate stock valuation and obsolescence management

Stock Control

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Maintenance and Materials Foundations KPI• Process to purchase non-stock items, as well as to replenish stock items.

• Process to formally receive goods into the stores

• Issuing spares through a requisition on the work order

MRO Item Receiving, Issuing and Purchasing

• Equipment register, equipment type tree and equipment tree in place

• Critical equipment audited and verified, with serial numbers, manufacturers and ratings recorded

• Standardised structure followed and documented

Equipment Register

•Define tactical tasks with sufficient detail to ensure effective maintenance planning and scheduling and budgeting

•Embed new asset care plans from FMEA sessions

•Standardise maintenance plans where possible

Asset Care Plans

• Implement processes to ensure the effective execution of tactical and non-tactical work

• Planning and scheduling meetings to effectively manage work within the maintenance plan

• Incorporate the remote Monitoring Center into WPC process

Work Planning and Control

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Storage and ProtectionRequirement to Complete

• The physical stores are up and running and have standardized systems.

• All equipment / spares need to be held in stores and stores with stores management processes in place.

• Standardised racking and shelving across all three sites, with each spare part location reflective in the materials

management system

Risks• Spares were stored outdoors without adequate

protection• Spares were not properly maintained and could

potentially not function should they be placed in operation

• Extended plant outage due to inadequately managed spares

Challenges• Warehouses, racking and shelving were non existent

(Solar's)• Spares required to be catalogued, investigated, tested

to understand storage requirements• No set standard for spares storage

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Storage and Protection: Building StoresEstablish a Storage Location Numbering System:

<Site code><Warehouse Code>-<Bay Nr><Rack Nr>/<Bin Nr>

• <Site code>:

• DA – De Aar

• DF – Droogfontein

• JB – Jbay

• <Warehouse code>:

• WH – Warehouse

• ES – Electrical Stores

• WS – Workshop

• PS – PPE Store

• YD – Yard

• CT - Container

• <Bay Nr>:

• Alphabetical numbering of Bays

Stores, racking and shelving coding convention applicable to all sites

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Storage and Protection: Process

Moving and cataloguing all spares into the warehouse

Creating a comprehensive codification methodology for all parts

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Storage and Protection: EvidenceStorage and Protection:

Solar's: Indoor Switchgear moved into the warehouse, followed by a comprehensive functionality test

Jbay: Spare Transformer Bund and clearly labelled main warehouse

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Storage and Protection: Outcome• Standardised storage management system

•All stores have appropriate racking and shelving installed

•Spares taken out of containers placed in store

•Racking and binning system developed

•Store floors marked

•Spares that were kept outside were brought in and tested

•All spares accounted for and consolidated

• Improved health and safety due to correctly stored spares (reduced fire exposure, snakes)

•Critical equipment now tested and maintained

•Proper storage of spare transformers

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Materials MasterRequirement to Complete

• A complete and controlled materials master exists for all assets within On Key• Materials Master to cover the following basic data GSAMS Unique Code, Description, Alternative Description,

Preferred Supplier, Supplier Part, Number, Manufacturer, Manufacturer Part Number, Part Rating, Re-order Level, Maximum Quantity and Commodity Code

• Controls in place to manage materials master centrally

Risks• No up to date record of inventory existed• Spare Parts were not catalogued so sites could order

incorrect spares• No historic history and set standards in place• No way to identify spares through the use of a system• Extended downtime due to inadequate spares

management

Challenges• Spare parts were kept all over the plant, the majority in

containers• Lack of datasheets or drawings to identify spares• Lack of technical knowledge of spares and where they

are used• Initially did not have a functioning system to house the

materials master

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Materials Master: Process

• Start with technical drawings and spare parts bill of materials

• Confirm/Add to list as parts are brought into the store

• Document bin locations of each and every part

• Google helps for part information

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Materials Master: Evidence• Criteria Covered in Materials Master:

• GSAMS Unique Code

• Description

• Alternative Description

• Preferred Supplier

• Supplier Part Number

• Manufacturer

• Manufacturer Part Number

• Part Rating

• Stock Item

• Re-order Level

• Maximum Quantity

Code DescriptionAlternative Description

Preferred Supplier

Supplier Part Number Manufacturer

Manufacturer part Number

GSA0000001 Solar Module, 295W Class I1 SUNTECH STP295-24/Vd Suntech STP295-24/Vd






GSA0000007 Solar Module, 305W Class I1 SUNTECH STP305-24/Ve Suntech STP305-24/Ve



GSA0000010Module Junction Box, For STP295/290, 105 X 80 Large SUNTECH ZH011-1Aa4Z110110 Suntech ZH011-1Aa4Z110110

GSA0000011Module Junction Box, For STP295/290, 75 X 75 Small SUNTECH BOX26JAa4BT110110 Suntech

BOX26JAa4BT110110

GSA0000012 Array Junction Box, Complete 5 String input SIEMENS AJB-5-63Phambili Interface AJB-5-63

GSA0000013Terminal, Feed-Through, Screw Connection, Dark Beige WDU 10

PHAMBILI INTERFACE 1020300000 Weidmuller 1020300000

GSA0000014 Terminal, Fused, Screw Connection, W-Series WSI 25/1 10x38 1KVPHAMBILI INTERFACE 1137790000 Weidmuller 1137790000

GSA0000015 Fuse, PV, 20A, DC 1000VPHAMBILI INTERFACE 1224950000 Weidmuller 1224950000

GSA0000016 Isolator, DC, 63A, DC 1000V 4 Pole SIEMENS 5TE2515-1 Siemens 5TE2515-1

GSA0000017Terminal, Feed-Through, Screw Connection, 120mm2 WDU 95N/120N


GSA0000018Terminal, Feed-Through, Screw Connection, 35mm2 WDU 35N


GSA0000019Voltage Surge Arrester, Low Voltage, Without Telecomm., With Aux Contact VPU II 3 PV 1000V DC


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Materials Master: Outcome

• 1735 individual items catalogued in the materials master

• 1440 viewed as stock items to be kept on site

• 176 Suppliers Identified• Globeleq ‘GSA’ numbers assigned to each

part• Centrally managed with processes in place

to add any new approved parts to the materials master

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MRO Item Receiving, Issuing and PurchasingRequirement to Complete

• Goods receiving processes in place.• Stock issuing processes in place.• Business processes related to issuing and receiving of spares implemented as per the standards manual• Process to manage Interface between Ellipse and On-Key developed and implemented

Risks• Items not correctly received or issued will negatively

effect the financial reporting• Correctly recording what spares are used against a

work order allows one to track what has been put into operation

• Financial loss due to theft

Challenges• Effectively implementing a process that governs these

transactions• This required an interaction between our ERP and On

Key• Linking the spares to the maintenance activities

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MRO Item Receiving and Issuing: Evidence • Formal process of raising a requisition

against a Work Order to issue any spare out of the warehouse in now in place

• This allows GSAMS to track the material cost of any job, as well as determine when spares need to be replenished.

List of requisitions created by technicians for spares used against a work order.

On Key go-live training where the Solar Technicians trial creating a requisition

Requisition Number Status Work Order Requester Requested On Total Cost

REQ243 Awaiting Approval R01517 Pieter Botha 12-12-18 6:04 12300

REQ241 Closed R01357 Pieter Botha 05-12-18 10:51 19203.6

REQ240 Closed R01254 Sulana De Jager 21-11-18 13:24 2004

REQ238 Closed R00924 Nico Lombard 14-11-18 9:00 56631.62

REQ237 Closed R00924 Nico Lombard 14-11-18 8:48 64800

REQ221 Closed IP50 Sulana De Jager 13-11-18 10:47 35.91





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MRO Item Purchasing: Evidence• The process for purchasing spares

was designed so as to cater for both the ERP and On Key

• This allows GSAMS to track the material cost of any job, as well as determine when spares need to be replenished.

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MRO Item Receiving, Issuing and Purchasing: Outcome

• For the first time we are able to track what spares have been received into the store as well as where they have been placed

• We are also able to record the financial cost of a job that required a spare

• Spare parts reporting to assist with improvement initiatives

• Increased transparency between spares movement

• Standardised processes that can be replicated at other plants

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Stock ControlRequirement to Complete

• Quarterly stock-take processes in place once the materials masters are complete and spares is in the physical stores.

• Stock takes to achieve at least a 90% accuracy rate on the last stock take.• All stock takes to be performed in On Key

Risks• Financial loss to theft• Inaccurate financial reporting• Extended plant outage due to incorrect spares on hand• Failure to control what spares are used on the plant,

which spares are procured

Challenges• Effective stock takes require a physical store, materials

master and stock list of what items are on site and where they are kept, without this, stock takes were not possible

• Trained staff to perform stock takes• The time taken to perform stock takes• Controlling stock takes/over inspecting work done

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Stock Control: Process

Stock Take training and execution in line with the stock take process

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Stock Control: Outcome

• Just over R28 000 000 of spares accounted for

• 4 full stock takes were completed

• Stock Accuracy of above 90% was achieved during the last Stock Takes

• Time to conduct stock take reduced from 5 days to 1 day

• Financial transparency for spare parts movement

Record of stock takes done in On Key to date, 2 more stock takes were also done in the Excel Templates prior to the On Key go-live

R10 010 020

R11 128 805

R7 290 447

Spare Parts Value

De Aar Droogfontein Jbay

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Equipment RegisterRequirement to Complete

• All key physical assets installed in plant were physically audited and recorded using serial numbers• Equipment register, equipment type tree completed in a well structured layout• Critical Rotable Assets being managed through the asset tree, using serial numbers and storage locations

Risks• An inaccurate equipment register does not allow for

accurate maintenance reporting and history• Inability to generate proper maintenance plans or give

accurate feedback• Limits criticality analysis• This is the foundation of any maintenance system

Challenges• Align new equipment register to defined standards• Perform the equipment identification of all equipment

on site• Defining key equipment types• Mobilising teams to perform the verification and

identification• Lack of accurate technical drawings

32Equipment Register: Process

• The process of building a detailed, structured Equipment Register started in March 2018 and was completed in August 2018 for all 3 sites

• This was in alignment to the defined standards relating to the codification and structure.

• The Identification and Verification Process to record Serial Numbers and Equipment specific Classifications was a major part of closing completing the task

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Equipment Register: Outcome

Snapshot of Jbay Asset Tree

Roughly 3000 Assets per plant, 2900 being Maintenance Significant Items

Critical Rotable Assets being managed through the asset tree, using serial numbers and storage locations

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Asset Care PlansRequirement to Complete

• Maintenance plans for all plants to be in FMEA format with all associated procedures identified and developed.

• All procedures required to perform maintenance tasks to be completed.

• Maintenance plans to be uploaded into EAMS once the system is implemented.

Risks• Ageing equipment requires updated maintenance plans

to deal with new faults• Ineffective OEM manuals• Lack of standardisation for common equipment• No proper way of tracking what maintenance is done

Challenges• Developing new asset care plans following the FMEA

methodology • Embedding asset care plans in a functioning

maintenance system• Standardising asset care plans across plants where

possible• Linking monitoring points, meters and work flows to

maintenance tasks

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Asset Care Plans: Process• This was a three part exercise to embed the asset care

plans in On Key.

• The first step was to run FMEA sessions to determine the equipment type criticality, followed by the failure modes discussion as well as defining what preventive measures could be performed

• Next we consolidated all the existing OEM inspections and embedded this into On Key

• Lastly we had to test, implement and activate the plans to generate on an ongoing set frequency

FMEA Sessions for both Solar and Wind

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Asset Care Plans: From Boardroom to Operational

• The Asset Care Plans Configured in On Key have been done in a complex, highly mature manner

• Monitoring Points linked to upper and lower bounds that will trigger alarms, meter readings and structured sequencing was all taken into consideration

Snapshot of the solar table asset care plan that will be rolled out to all tables on the plants

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Asset Care Plans: Outcome

• For the first time we are able to generate Preventive Maintenance Work Orders that are system generated. We also have a annual view of the long term maintenance plan

• Following a structured FMEA process, we have custom developed maintenance plans and tactic for our equipment

• We now have a way of reporting on the completion progress of the maintenance plan

• This has shifted the focus from a reactive state of maintenance to a proactive, preventive mindset

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Work Planning and ControlRequirement to Complete

• Work orders to be centrally generated by the Remote Operations Center

• Tactical and Non-Tactical work orders to be completed by allocated persons, all feedback to be closed on the tablet (paperless) with failure analysis compulsory for all corrective work

• Spares to be linked to work orders through requisitions

Risks• No maintenance or materials asset history• Work order feedback not in place• HSE risk with no formal transparency of work

happening on site• No standardised way of working

Challenges• Shift from a paper based system to a mobile solution• Implementing formal planning and scheduling

meetings• Quality of work order feedback

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Work Planning and Control: Evidence

2080

1993

907

Work Orders: September 2018 - April 2019

De Aar Droogfontein Jbay

Over 6385hours of work captured in 8 months

5080 work orders created date

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Work Planning and Control: Evidence

Top 10 failures by location Top 10 failures by component

Top 10 failures by Asset Top 10 failures by Repair Type

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Work Planning and Control: Outcome

Effective execution of maintenance plan, ensuring the:• Correct people are available when needed• Spare parts availability• Quality feedback of work is provided• Reduced backlog of work

Transformer replacements and PV Module Health ProgrammeTesting, Repair and Replacement

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Summary• Asset management maturity improved from firefighting (level 0/1) to preventive (level

3) in a few of the key enabler areas of the business such as asset care plans, materialsmanagement, work planning and control, focused improvement and technicalinformation.

• Key business risks have been mitigated

• The organisation has again made leaps and bounds within its maintenance andmaterial management capabilities

• The KPI achieved its key dual objective - in moving the organisation forward related toits key enablers and ISO 55000 maturity

• This was a organisation wide process that required – “the coordinated activity of theorganisation to realise value from its assets”

43Thank you, Questions?

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