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IMPROVING OPERATION COST EFFICIENCY BY
DIRECT COMBINE CYCLE START-UP MODE
IN TAMBAK LOROK CCPP
BY
1. DWI HANDOYO SAPUTRONIP: 780321178 I
2. BAMBANG SUPRIHANTONIP: 7293592 K3
3. BOWO PRAMONONIP: 7291007 K3
PT. INDONESIA POWER UBP SEMARANG2008
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LETTER OF LEGALIZATION
This innovation has been approved and implemented in
Tambak Lorok Combine Cycle Power Plant.
General Manager
PT. Indonesia Power UBP. Semarang
(Ir. Zaenal Mustofa)
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ABSTRACT
Keywords : Start-up, CCPP (Combined Cycle Power Plant), Open Cycle, Combine
Cycle, Diverter Damper, HRSG (Heat Recovery Steam Generator)
Start-up design of Tambak Lorok CCPP has a source heat loss. These
losses appear from gas turbine start-up process and diverter damper
opening process. Diverter damper is a steel made plate between gas
turbine stack and HRSG. Modification in start-up mode is a must to
extinguish the losses; we name it as a Direct Combine Cycle Start-Up
mode. This type of start-up is already implemented successfully in GTG
2.2, April 2008. With this modification, we save the heat equal with
13,290,084 liters of No. 2 Oil HSD for 6 gas turbines in a year.
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FOREWORD
Alhamdulillahi Rabbil Alamiin, is the words only for the God who has giving us His
Bless to finish this innovation successfully. Also, we want to say thanks to our
team work in PT. Indonesia Power UBP. Semarang and UBHar Semarang,
especially for the operators and technician of PLTGU Tambak Lorok. Without
them, we cannot finish the job completely.
As a human being, we realize that this innovation is completely not perfect. For
that, your constructive word and advice is what we need. At the end, we hope
this paper can be useful for all of us. Amiin.
Wassalam.
Semarang, May 2008
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TABLE OF CONTENT
Letter of LegalizationAbstractForeword
Table of ContentTable of Figure
Chapter I PREFACE1.1 Background1.2 Problems Identification1.3 Objective1.4 Scope1.5
Methodology
Chapter II THEORITICAL BACKGROUND2.1 Open Cycle And Combine Cycle Operation Mode2.2 Start-up Design2.3 Heat Calculation2.4 Sulphur Corrosion Effect On HRSG Tubes
Chapter III INNOVATION3.1 Direct Combine Cycle Start-up Mode3.2 Modification Needed3.3 Start-up Mode Comparison
Chapter IV BENEFIT4.1 Financial Benefits4.2 Non Financial Benefits4.3 Risk Analysis
Chapter V CONCLUSION AND SUGGESTION5.1 Conclusion5.2 Suggestion
REFERENCE LISTBIODATA
234
56
77777
89
1011
121314
171819
2020
2122
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FIGURE AND TABLE LIST
Figure Title Page
1 Gas Turbines open cycle operating mode 82 Gas Turbines combine cycle operating mode 93 Flowchart of Tambak Lorok CCPP design start-up 9
4 Dew Point Sulphur Graph. 115 Flowchart of Tambak Lorok Direct Combine Cycle start-up mode 126 Graph status of Direct combine cycle Mode start up 14
7 Graph status of Design combine cycle Mode start up 148 Graph of HRSG HP steam temperature in GTG 2.2 April 21th2008 16
Table Title Page1 Standard Operating Procedure of Direct Combine Cycle Start-up Mode 112 Matrix of diverter damper indicationposition signal 13
3Comparisons of 2 different kind of start-up mode, Direct combinecycle and design start-up mode
15
4Energy Calculation base on design start-up mode (step by stepopening diverter damper)
17
5 Diverter damper failure calculation cost 186 Financial benefits Resume from Direct combine cycle start-up mode 18
7Risk analysis for Direct combine cycle start-up mode with itsmitigation
19
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CHAPTER IP R E F A C E
1.1 Background
Tambak Lorok CCPP (Combine Cycle Power Plant) is designed to beoperated in open cycle (combustion gas is release to ambient from gasturbines stack) or combine cycle (combustion gas is release to HRSG-HeatRecovery Steam Generator, to produce steam for steam turbine). Thesetwo kinds of operation can be change over (from open to combine cycle) byopening the diverter damper step by step, which is located between gasturbine stack and HRSG. This start-up mode operation resulted in a certainheat loss (when gas turbine operated in open cycle and when opening thediverter damper).
Beside that, Tambak Lorok CCPP is a start stop operating plant. It happenssince 12 years ago and makes the diverter damper always operated openclose in high temperature and suffers from creep and thermal fatiguephenomena. Those phenomena are a source of diverter damper failure, atleast once a year with 4 days shutdown time.
1.2 Problems Identification
To minimize the problems above (no open close diverter dampersoperation and avoiding the heat loss), we need a modification in TambakLoroks start-up mode. So, what kind of modification should we do? Andwhat are its effects from operation and maintenance point of view?
1.3 Objective
This innovation has two purposes:
1. Avoiding heat loss when starting up Tambak Lorok CCPP
2. Avoiding Diverter Damper failure
1.4 Scope
Scope of this modification is in gas turbine MS9001E Tambak Lorok CCPP
Semarang Indonesia and its HRSG.
1.5 Methodology
All the data needed is come from real time data of Tambak Lorok CombineCycles start up operation mode in April 2008.
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CHAPTER II
THEORITICAL BACKGROUND
2.1 Open Cycle And Combine Cycle Operation Mode
1. Open Cycle
In an open cycle mode, gas turbines combustion gas is released straight togas turbines stack (see figure 1). In this condition, diverter damper is in aclose condition and hold back the combustion gas from entering HRSG. Thisgas has a high temperature, about 560 oC. With this operation mode the gas
turbine has a low thermal efficiency, around 29%.
Figure 1. Gas Turbines open cycle operating mode.
2. Combine Cycle
In combine cycle system, the heat from gas turbines combustion gas isbeing used again in HRSG, to produce steam (water vapor) as a workingfluid in steam turbine generator (see figure 2 below). At this condit ion,
diverter damper is in open position and the gas is spreading out in HRSGtubes. Temperature of gas released in HRSGs stack is lower than GasTurbines stack, around 150
oC, so the unit efficiency goes up into 40%.
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Figure 2. Gas Turbines combine cycle operating mode.
2.2 Start Up Design
Year 1998, is the first year operation of Tambak Lorok CCPP, 2 x 500 MW. Thestart-up process is shown in flowchart below.
Figure 3. Flowchart of Tambak Lorok CCPP design start-up.
END
START
START UP COMMANDFROM TRANSMISSION
START UP GTG
START UP HRSG
OPEN DIVERTER DAMPER
20, , 100%
START UP STG
(STEAM TURBINE GEN.)
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Generally, combine cycle start-up is started by opening diverter damper step bystep until 100% open. After the quality of high pressure steam in HRSG pass thelimit (500oC 45 bar Cold Start), we can rolling the Steam Turbin e until it producean electricity.
2.3 Heat Calculation
Base on design start-up, there are sev eral heat loss as describe above:
1. Heat Loss when Gas Turbine Start
2. Heat loss when opening Diverter Damper
Heat loss calculation that use in this paper is based on enthalpy contains incombustion gas. We also assume that combustion gas is an ideal gas, since it is ahigh temperature fluid.
P = m . h
With P = Heat Loss (Watt)
m = mass flow rate of combustion gas (kg/s)
h = differential enthalpy between combustion gas and ambient air 1.
This heat loss is a potential loss of power. To make it as real as turbines output,we have to add another factor, machine efficiency (). So the real heat loss is :
W = P .
For combine cycle, the is 40%.
2.4 Sulphur Corrosion Effect On HRSG Tubes
Combustion gas from the gas turbine is a source of sulphur corrosion in HRSG
Tubes. Sulphur content on liquid fuel (No. 2 Oil) is oxidiz ing in combustion
process and change into SOx gas. This gas will condensate into H2SO4 when the
surrounding temperature comes into its dew point. H2SO4 is corrosive to the steel
metal, especially the upper part of HRSG tubes (economiser tubes). Below is the
reaction that happens in combustion process.
H20 + SO3H2SO4
The sulphur dew point is a function of sulphur content in the fuel. This relation
can be seen in figure 4 below.
1Enthalpy data comes from Yunus A. Cengel, Robert H . Turner, Fundamentals Of
Thermal-fluid Sciences, 2ndEd, Mc Graw Hill, NY, 2005.
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Figure 4. Dew Point Sulphur Graph.
No. 2 oil in Tambak Lorok Combine cycle has sulphur content on 0.5% Wt. Base
on figure 4, the minimum point to reach the sulphur corrosion (dew point
sulphur) is 95oC. So, to reduce the effect, operation temperature setting in HRSG
Tube is 135oC (condensate water temperature entering the economizer/HRSG
setting).
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CHAPTER III
I N N O V A T I O N
3.1 Direct Combine Cycle Start-up Mode
Below is the flowchart of Tambak Lorok CCPP start-up mode that use to avoidthe heat loss, we call it as Direct Combine Cycle Start-up Mode.
Figure 5. Flowchart of Tambak Lorok Direct Combine Cycle start-up mode.
The operating procedure of Direct Com Direct Combine Cycle start-up mode hasbeen done at gas turbine 2.2 in April 16
th2008 and April 21
th2008. We can see
the detail as below.
Table 1. Standard Operating Procedure of Direct Combine Cycle Start-up Mode.
No Item PIC
1 Diverter damper switch indication in CLOSE position. Local
2 Start HRSG Oprtr Control R
3 Diverter damper switch indication in OFF position. Local
END
START
START-UP COMMAND
FROM TRANSMISSION
START UP HRSG
START UP GTG
OPEN DIVERTER DAMPER100%
START UP STG
After gas turbine online, the load ramprate is based on HRSG HP steamtemperature raise (5 11oC/min)
Modification adding an indication
switch of diverter damper.
HRSG High Pressure steamquality: 500oC in 45 bar.
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No Item PIC
4 Start GTG Oprtr Control R
5 GTG Online (SIMPLE mode) Oprtr Control R
6 GTG set load = 15 MW Oprtr Control R
7 Observe temperature raise of HRSG HP Steam (max. 11oC/min) Oprtr Control R
8Raise the Gas Turbine load 5 MW/ per 5 minutes after the HRSG HPSteam temperature stabilize in 5oC/min
Oprtr Control R
9 When Gas Turbine load reach40 MW, execute : COMBINE Oprtr Control R
10 Observe temperature raise of HRSG HP Steam (max. 11oC/min) Oprtr Control R
11Raise the Gas Turbine load 10 MW/ per 5 minutes after the HRSG HPSteam temperature stabilize in 5oC/min
Oprtr Control R
12If the HP Steam permissive is ok (pressure, temperature, and flow),change the HP Drum status from start level into operating level
Oprtr Control R
13 Observe temperature raise of HRSG HP Steam (max. 11oC/min) Oprtr Control R
14 After HP Steam combine, Diverter damper switch indication in OPENposition. Local
3.2 Modification Needed
From the flowchart above, below are the modifications needed for DirectCombine Cycle Start-up mode.
Adding a switch of indication signal in MCC panel of HRSG (OPEN - CLOSE OFF position) to make sure that diverter damper signal is on function, asneeded in existing sequence of gas turbine start and HRSG start.
Below is a matrix of diverter damper indication signal and its function.
Table 2. Matrix of diverter damper indicationposition signal.
NO CONDITIONSWITCH INDICATION
POSITIONREMARKS
1 START HRSG CLOSETo give signal to DCS that Diverter Damperis in Close position (as HRSG StartPermissive)
2 START GTG OFFTo give signal to Mark V that DiverterDamper is in Close position (as HRSGProtection)
3 GTG ONLINE OFFTo give signal to DCS that Diverter Damperis in Closeposition (as HRSG Protection)
4 COMBINE OPEN
To give signal to DCS and Mark V thatDiverter Damper is in Open position(asHRSG Protection, when HRSG tripped, gasturbine must tripped too)
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3.3 Start-up Mode Comparison
Two figures below are a real time graph of two kind start-up modes. Thefirst one is Direct combine cycle start up mode (GTG 2.2 April 21
st2008)
and the last one is Design combine cycle start up mode (GTG 2.3 April 28th
2008). Both of them is a cold start.
Figure 6. Graph status of Direct combine cycle Mode start up.
Figure 7. Graph status of design combine cycle Mode start up.
Notes : TTXM = Combustion gas temperature (Exhaust gas from gas turbine)
IGV = Inlet Guide Van Compressor position (%)
Damper = Diverter Damper position (%)
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From the two figures above, we can compare as below.
Table 3. Comparisons of 2 different kind of start-up mode, Direct combine cycle and design start-up mode.
April 21th2008 April 28th2008
GT 2.2 GT 2.3No Item Unit
Direct Combine Cycle Mode(Cold Start)
Design Mode(Cold Start)
1 StartMinutefrom
0 0
2 Purging Minute 7* 3
3Gas Turbine Firing stage (gasturbine speed raise)
Minutefrom
12 5
4Ga Turbine Fsnl (Full speed
no load)
Minute
from22 15
5 Open diverter damperMinutefrom
- 74
6 Total time of start-up process
Minute
from 84 138**
7Total time from gas come to
HRSG until the HP steam canrolling up steam turbine
Minute 72 64
8Ramp rate Turbine Gasaverage
MW/minute 1.094 0.781
9HP steam temperature raise
averageoC/minute 6.258 5.66
Notes :
* Purging time needed in direct combine cycle mode is 4 minutes long than design start-up mode, asmachine design requirement (Mark V sequence control setting).
**This figure is not actually shown, load hold out in 40 MW for 50 minutes.
From table 3 above, we can see that there is no significant figure between twokinds of start-up mode. There are 8 minutes differences (point 6), in total time,start from combustion gas come to HRSG until the HP Steam can rolling up,
These differences can be optimalize by adding the gas turbine ramp rate in directcombine cycle mode. It happens because of the HP steam temperature raiseaverage are still under 5 11oC/menit.
Below is the curve of HP steam temperature raise in HRSG when Direct CombineCycle start-up mode, April 21
st2008.
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Figure 8. Graph of HRSG HP steam temperature in GTG 2.2 April 21 th2008.
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CHAPTER IV
B E N E F I T
4.1 Financial Benefit
Financial benefits that come from this innovation are:
1. Operational Benefit/Energy benefits from heat recovery
Below is a table of energy calculation from Direct combine cyclecomparing with a normally open diverter damper
2.
Table 4. Energy Calculation base on design start-up mode (step by step opening diverter damper)
Amb Amb EXH exh Heat Loss damper TIME Energy
LOAD IGV FUEL temp h
ExhTemp. FLOW h Exh. Gas open LossRPM
MW DEG KG/S degC kj/kg DEGC KG/S kJ/kg kW % minutes kwh
A B C D=(C-A) x B E F = D x E/60
300 0 34 0.2 32 305.37 65 194.21 338.15 6366.0873 0 1 106
1000 0 34 0.3 32 305.37 289 194.35 567.41 50927.357 0 1.5 1,273
1500 0 34 1 32 305.37 449 194.49 737.14 83975.22 0 1.5 2,099
2000 0 34 1.4 32 305.37 464 194.63 753.36 87191.398 0 1.5 2,180
2500 0 34 1.7 32 305.37 396 194.77 680.23 73011.95 0 1.5 1,825
2750 0 52 2 32 305.37 329 297.89 609.28 90530.269 0 1.5 2,263
3000 0 56 2.3 32 305.37 323 319.54 602.98 95097.469 0 1.5 2,377
3000 10 56 2.6 32 305.37 330 319.82 610.33 97532.435 0 1.5 2,438
3000 20 56 3.2 32 305.37 370 320.1 652.57 111136.93 0 2 3,705
3000 30 56 3.7 32 305.37 412 320.38 697.33 125576.27 0 2 4,186
3000 40 56 4.1 32 305.37 451 320.66 739.3 139144.44 20 4.5 8,349
3000 50 56 4.8 32 305.37 492 320.8 783.81 153482.08 30 6 9,740
3000 60 56 5.4 32 305.37 527 321.08 822.12 165916.29 40 6 9,209
3000 70 58 5.8 32 305.37 560 321.36 858.51 177757.2 50 6 7,674
3000 75 58 6.2 32 305.37 560 321.5 858.51 177834.64 60 4 4,424
3000 80 67 6.4 32 305.37 560 335.4 858.51 185523.29 70 10 8,888
3000 90 83.9 6.8 32 305.37 560 363.2 858.51 200900.59 80 6 3,557
3000 100 86 7.4 32 305.37 560 391 858.51 216277.9 90 12 3,557
Total Heat Loss (KWh) ---> a 77,851
Machine Combine Cycle Mode efficiency (%) ---> b 40
Equal with electricity generated (Kwh) ---> c = a x b 31,140
Electricity Price (Rp/Kwh) ---> d 1,900Total Energy Loss from design start-up mode for each start-up in 1 gas turbine 59,166,517
From the table above, total energy loss in design start-up mode reach Rp.59,166,517 for one start-up. If we assume that in one month, Tambak LorokCCPP has 22 times start-up (30 days minus 2 x RSH in a week), so the totalenergy losses (as energy benefit) in a year are:
2Data of average design start -up mode
firing
Gasturbinonline
Steam
Ok
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Rp. 59,166,517x 22 x 12 = Rp. 15,619,960,394
2. Maintenance Benefit/Financial benefits from avoiding diverter damperfailure
By using a Direct Combine Cycle start-up mode, we can avoid thediverter damper failure (breakdown or broken by creep or thermalfatigue). This failure makes the gas turbine offline for about 4 days.This failure happens once in a year. Below is the total cost from thediverter damper failure.
Table 5. Diverter damper failure calculation cost.
No Item Unit Open Cycle Combine Cycle
1 Sfc a liter/kwh 0.35 0.24
2 Output b Kw 100,000 150,000
3 Days of failure c hari 4 4
4 Operation hour in a day d jam 8 8
5 Total operating hour e=c*d jam 32 32
6 Production f=e*b Kwh 3,200,000 4,800,000
7 Production difference g Kwh 1,600,000
8 Equal with liquid fuel HSD h=a*g liter 384,000
9 Equal with fuel price i=h*8640 Rp. 3,317,760,000
10Maintenance cost to fix thediverter damper for 1 time failure
j Rp. 200,000,000
11 Total Maintenance Benefit K=i+j Rp. 3,517,760,000
From the two aspects above we can conclude that Direct combine cycle start-up mode can reduce the operation and maintenance cost as below.
Table 6. Financial benefits Resume from Direct combine cycle start-up mode.
No Item Unit Value
1 Energy (from heat loss) Rp/year 15,619,960,394
2 Operation and maintenance cost improvement Rp/year 3,517,760,000
Total for 1 gas turbine in a year Rp. 19,137,720,394
Total for 6 gas turbine in a year Rp. 114,826,322,366
Equal with liquid fuel HSD for 1 gas turbine in a year Liter2,215,014
Equal with liquid fuel HSD for 6 gas turbine in a year(HSD price= Rp. 8640/liter)
Liter 13,290,084
4.2 Non Financial Benefits
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Non financia l benefits from this innovation are:
a. Raising Company image
b. Raising unit availability by reducing diverter damper failure number
4.3 Risk Analysis
Table 7. Risk analysis for Direct combine cycle start-up mode with its mitigation.
If Direct Combine Cycle Start-up mode is not implemented
No. Risk Risk Level MITIGATION
1 Diverter Damper Failure High Tightening SOP of operation and maintenance
2 Start-up Heat Loss High Tightening SOP of operation and maintenance
3 HRSG Tube LeakMedium Tightening SOP of operation and maintenance (HP Steam
raise : 5 - 11oC/minutes)
If Design Combine Cycle Start-up mode is implemented
No. Risk Risk Level MITIGATION
1 Diverter Damper Failure Low Tightening SOP of operation and maintenance2 Start-up Heat Loss Low Tightening SOP of operation and maintenance
3 HRSG Tube Leak Low Tightening SOP of operation and maintenance
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CHAPTER V
CONCLUSION AND SUGGESTION
5.1 Conclusion
Gas turbine MS9001 Tambak Lorok CCPP is possible to do the thermalimprovement by using Direct combine cycle start -up mode.
Direct combine cycle start-up mode will avoid diverter damper failure.
Direct combine cycle start-up mode can minimizing energy loss Rp.59,166,517for each start-up in 1 gas turbine, and Rp. 3,241,280,000for every diverter damper failure. Totally, equal with Rp.
114,826,322,366 in a year for 6 gas turbine (or 13,290,084 liters HSDliquid fuel).
From the last experience in Direct combine cycle start-up mode (April16
th, April 21
stand May 4
th2008 ) we found no evidence of negative
side for the machine itself.
Shutdown process with Direct combine cycle mode will do the samelike start-up does but in a small scale aspect.
5.2 Suggestion
We need to socialize this to another unit, so as a corporate we will geta big number of benefits.
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REFERENCE LIST
1. Operational data of GTG 2.2 Tambak Lorok CCPP start-up, April 21st2008.
2. Operational data of GTG 2.3 Tambak Lorok CCPP start-up, April 28 th2008.
3. Manual Book GTG and HRSG Tambak Lorok CCPP.
4. ISO 9001 Document: SOP Start-Up GTG, HRSG and STG Tambak Lorok CCPP.
5. Yunus A. Cengel, Robert H. Turner, Fundamentals Of Thermal-fluid
Sciences, 2 ndEd, Mc Graw Hill, NY, 2005.
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BIODATA
NAME : DWI HANDOYO SAPUTRO
NIPEG : 780321178 I
TITLE : ENJINER MESIN
TTL : JAKARTA, 29-06-1978
ENTERING DATE: 8 September 2003
ADDRESS : KOMP. DURIAN MEDITERANIA VILLA A4 BANYUMANIK
NAME : BAMBANG SUPRIHANTO
NIPEG : 7293592K3
TITLE : ENJINER LISTRIK
TTL : SEMARANG, 20 -11-1972
ENTERING DATE: 21 Mei 1993
ADDRESS : JL.NGESREP BARAT III/ 3
NAME : BOWO PRAMONO
NIPEG : 7291007k3
TITLE : SP HMK GU1
TTL : SEMARANG, 23 -05-1972
ENTERING DATE: 14 Desember 1991
ADDRESS : JL.ARYA MUKTI IV/863
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1
Combined Cycle Power PlantMuara Tawar HAPUA Working Group No.1 Generation _ Malaysia 2008
Best Practices Power Plant Operation & Maintenance withImplementation ofGood Corporate Governancebased on
Integration ofAsset Management Risk Management& Integrated Management Systemin Muara Tawar Combined Cycle Power Plant
(The Most Valuable Paper of the Innovation Championshipof PT PLN (Persero) Indonesia 2007
Prepared for:Prepared for:Prepared for:Prepared for:
HAPUA Working Group No. 1 Generation : Knowledge Sharing Workshop on theBest Practices in Open Cycle Gas Turbine, Combined Cycle, Non Coal Fired Thermal
& Internal Combustion Diesel Power PlantKuala Lumpur, Malaysia. 15th 16thJuly 2008
Author:Author:Author:Author:
PURWONO JATI AGUNG, ST, MTOutage Management Supervisor / Engineering Specialist
PT Pembangkitan Jawa BaliMuara Tawar Combined Cycle Power Plant
Bekasi West Java - [email protected]
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Combined Cycle Power PlantMuara Tawar HAPUA Working Group No.1 Generation _ Malaysia 2008
ACRONYM
EAMS Enterprise Asset Management System
EAF Equivalent Availability Factor
EFOR Electric Forced Outage Rate
BSC Balance Scorecard
ERP Enterprise Resources Planning
FDT Failure Defense Task
FMEA Failure Mode Effect Analysis
FMECA Failure Mode Effect & Criticality Analysis
GCG Good Corporate Governance
GGG Good Generation Governance
ISO 9001:2000 Quality Management System Standard have implemented in the PT PJBMuara Tawar Combined Cycle Power Plant
ISO 14001:2004 Environment Management System Standard have implemented in thePT PJB Muara Tawar Combined Cycle Power Plant
KPA Key Performance Area
KPI Key Performance Indicator
LCC Life Cycle Cost
MPI Maintenance Prioritization Index
OEE Overall Equipment Efectiveness
OH Overhaul
OHSAS 18001:1999
& Permenaker No.
Per.05/Men/1996
Safety & Health Management System Standard have implemented inthe PT PJB Muara Tawar Combined Cycle Power Plant
PT PJB Perseroan Terbatas Pembangkitan Jawa Bali
RCFA Root Cause Failure Analysis
RO Recommended Order
SERP System Equipment Reliability Prioritization
WO Work Order
WPC Work Planning & Control
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Combined Cycle Power PlantMuara Tawar HAPUA Working Group No.1 Generation _ Malaysia 2008
ABSTRACT
PT Pembangkitan Jawa Bali (PT PJB) is one of the subsidiaries of PT PLN (Persero) with
installed capacity are 6500 MW. Muara Tawar Combined Cycle Power Plant is one of the
generation unit of PT PJB, located on Bekasi, West Java and supply of electricity to the
Jakarta as a strategic region. Muara Tawar Combined Cycle Power Plant consists of 1 block
combined cycle(3 gas turbines & 1 steam turbine) and 1 block opened cycle(2 gas turbines)
with HSD (High Speed Diesel) as primary energy and 950 MW installed capacity. For the
continuous improvement of performance, PT PJB Muara Tawar Combined Cycle Power Plant
implemented the Tata Kelola Unit Pembangkitan Terintegrasi(Integrated Best Power Plant
Governance) based on :
1)
Generation Plan
2)
Asset Management, based on : Reliability Improvement Program, Work Planning and
Control, Supply Chain Management, Efficiency Management, Outage Management, EAMS
(Enterprise Asset Management System) & Energy Management
3)
Balanced Scorecard
4)
Risk Management
5) Quality Management System (QMS), Environmental Management System (EMS) &
Occupational Health & Safety Management System.
6)
Work Culture.
The integrated rule standard of those Best Power Plant Governance are :
1)
Asset management (as reference is Reliability Improvement Program) full integrated with
risk management, especially for physical assets.
2)
Those integration based on Integrated Management System which have been
implemented at PT PJB Mara Tawar Combined Cycle Power Plant before, pursuant to
Quality Management System (QMS) ISO 9001:2000; Environmental Management System
(EMS) ISO 14001:2004; Occupational Health & Safety Management System OHSAS
18001:1999 & Permenaker No. Per.06/Men/1996 (Indonesian Health & Safety
Standard).
3)
The concept in the step 2 above, implemented in analysis tool for Reliability
Improvement Program called FMECA (Failure Mode Effect & Criticality Analysis). This
application produced the engineering recommendation, which if examined using the
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integration clause in Integrated Management System will be produced the governance
improvement of:
Operation (efficiency management)
Maintenance (reliability improvement)
Material & tool recommended (supply chain management)
Optimal shutdown / outage for related system, subsystem & equipment (outage
management)
Process supporting :
Safety, health & environment.
Resources (tool, human resources competencies).
All of those improvement must be formulated in the reviewed documentation system of
Integrated Management System.
4) All of the reviewed documentation system is integrated in the EAMS (Enterprise Asset
Management System) for becoming standard job. The standard job is a data base for
create the work order (WO), where the work order is a RISK MITIGATION for related
system, subsystem or equipment. Also, this work order integrated with Risk Web Portal of
Risk PT PJB, so that the progress of risk mitigation can be controlled by online.
All of those process must be measure to ascertain successfully stage compared with thecondition before implementation and according to Key Performance Indicator.
For increase of maturity of the implementation, PT PJB Muara Tawar Combined Cycle Power
Plant specifying continuous improvement program based onprocess business maturity level
assessmentto 10 Key Performance Areas (10 KPAs)for several years (long term planning)
with specific KPI (Key Performance Indicator).
Keywords: Integration, Best Power Plant Governance, Asset Management, Risk Management,
Integrated Management System, Reviewed Documentation System, Implementation,
Measuring, Continuous Improvement.
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CHAPTER I
PRELIMINARY
1.1.
Background
1.1.1.
The Dynamic of Power Plant Organization
The hot issues related to the power plant organization:
1.
The 10.0000 MW Indonesian electricity project. For operation &
maintenance, the power plant organization need a management system
based on best practices rules. PT PJB have developed and implemented of a
management system based on Tata Kelola Unit Pembangkitan
Terintegrasi(Integrated Best Power Plant Governance), which can be the
modeled for ideal power plant organization.
2. Management commitment of PT PLN (Persero) (PLN Star 2011), which one of
the program is development of human resources system by implementation
of :
Balance Scorecard(BSC)
Enterprise Resource Planning(ERP) is 100% implemented
Corporate Malcolm Baldridge Score reach 500 scores
The certify of ISO 9001 : 2000 dan ISO 14001 : 2004 for all of Power
Plant /PLN unit.
1.1.2.
The Alignment of Power Plant Management System
Organization maturity profile determined by 4 element spectrums have owned
causality relationship, consists of:
1)
Leadership & People(who does it all)
2)
Methods & Processes(what gets done)
3)
System & Technology(the enablers)
4)
Material & Physical Plants(the results)
To reach the good corporate governance(GCG) with the best performance, PT
PJB (as a corporate) always have done continuous improvement best effort, so
each of 4 element spectrums will be growth to excellence maturity level
gradually.
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In the implementation of management system based on best practices rules in
PT PJB, one of best effort is the implementation of framework of Integrated
Best Power Plant Governance (Tata Kelola Unit Pembangkitan Terintegrasi)
shows on Picture 1.1:
Figure 1.1 Framework of Integrated Best Power Plant Governancein PT Pembangkitan Jawa Bal
PT PJB assumes that the Integrated Best Power Plant Governance is veryimportant, because shareholder and investor consider as most important a good
governance than a good financial performance. A good governance will be
brings in sustainable profit and growth.
Those framework must be implemented by every power plant unit in PT
PJB.
So, to reach a Good Corporate Governance (GCG) with the best power plant
performance, the deployment and implementation of Good Corporate
Governance (GGG) have been done uniqueness & special characteristics,because the alignment to the process conducted by totally integrated, have
never implemented in all of power plant in Indonesia:
1)
PT PJB Muara Tawar CCPP have implemented an Integrated Management
System based on Quality Management System (QMS) ISO 9001:2000;
Environment Management System (EMS) ISO 14001:2004; Occupational
Health & Safety Management System (OHSMS) OHSAS 18001:1999 &
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Permenaker No. Per.06/Men/1996. They are important base to integrate of
framework of Integrated Best Power Plant Governance.
2)
PT PJB Muara Tawar Power Plant have implemented Risk Management
which fully integrated with Reliability Improvementfor physical assets, sothe totally integration process with all of Integrated Best Power Plant
Governancecould be done easily.
1.1.3.
Power Plant Reliability & Power Plant Equipment Efficiency.
Demands of increasing of revenue (OEE = Overall Equipment Effectiveness)
although create aging in the power plant equipment but not conducted the
investment properly (LCC = Life Cycle Cost)
1.2. Target & Goal of Integration of Integrated Best Power Plant Governance.
1.2.1.
Target
To reach of Best Practicesand Good Corporate Governance(GCG) with the best
performance in the power plant management.
1.2.2.Goal
To create of the best & structured documentation system of Integrated
Management System, consists of Company Policy (document level 1),
Procedure (document level 2), Work Instruction (document level 3) andForm(document level 4), so will be achieved:
1)
Live documented to shows the day to day implementation of business
process.
2)
Excellence business process gradually and the best performance
continuously to increase company competitive value.
1.3.
Hypothesis, Scope and Assumptions
1.3.1.
Hypothesis1.
The base of integration are PT PJB Muara Tawar Power Plant have owned &
implemented of Integrated Management Systemsince year 2005, consists of
Quality Management System (QMS) ISO 9001:2000; Environment Management
System (EMS) ISO 14001:2004; Occupational Health & Safety Management
System (OHSMS) OHSAS 18001:1999 & Permenaker No. Per.06/Men/1996.
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2.
The main guidanceto conduct review of documentation system of Integrated
Management System are : Reliability Improvement, Supply Chain
Management, Efficiency Management, Work Planning & Control and
Enterprise Asset Management System (EAMS)3.
The tool for analysis is Failure Mode Effect & Criticality Analysis(FMECA) is
an integration between Failure Mode Effect Analysis (FMEA) & Risk
Management.
4.
The integrated document of Integrated Management Systemare operation
document, maintenance document, engineering document, safety & health
document, environment document, human resources document and
general document.
5.
The concept & implementation of integration is an observation, hard working,and experience from Engineering Team of PT PJB Muara Tawar CCPP
6.
The successfully measurement of this concept conducted by the assessment
mechanism after implementation of this concept, and then compared with
the assessment resultsbefore implementation of this concept.
7. This concept developed by continuous improvement mechanism, so the
implementation must be completeness.
1.3.2.
Scope & Assumption1.
The process of this concept is fully integrated between Integrated
Management System with Risk Management and Asset Management
(Reliability Improvement, Supply Chain Management, Efficiency Management,
Work Planning & Control / WPC and Enterprise Asset Management System /
EAMS) consist of development, implementation, measurement and continuous
improvement.
2.
This concept snap at clauses of QMS ISO 9001:2000, EMS ISO 14001:2004 and
SHMS OHSAS 18001:1999 & Permenaker No. Per.05/Men/1996 whichimplemented in the business process of PT PJB Muara Tawar CCPP.
1.4.
Research Methodology & Paper Structured
1.4.1.Research Methodology
Research methodology of this paper consists of review, optimization and
completeness of the documentation system of Integrated Management System
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(Quality Management System (QMS) ISO 9001:2000; Environment Management
System (EMS) ISO 14001:2004; Occupational Health & Safety Management System
(OHSMS) OHSAS 18001:1999 & Permenaker No. Per.06/Men/1996) with the fully
integrated between Integrated Management Systemwith Risk ManagementandAsset Management, with the stage are:
1.
Compilation and finalization of the concept of Integrated Best Power Plant
Governance, for each business process Operation & Maintenance with
Integrated Management Systemas a integration base, consists of :
Reliability Improvement
Efficiency Management
Supply Chain Management
Work Planning & Control Outage Management
2. Implementation of integration of Asset Management & Risk Management
will be produce the engineering recommendation and descript on the SOP
(Standard Operating Procedure) & Form with the compliance to Integrated
Management System(QMS ISO 9001:2000, EMS ISO 14001 : 2004, SHMS OHSAS
18001:1999 / Permenaker No. Per.05/Men/1996), and later integrated to the
Enterprise Asset Management System (EAMS) (SIT ELLIPS Risk
Management Portal Web ofPT PJB)
3.
Compilation of Corporate Manual (Document Level 1) of PT PJB MuaraTawar CCPP.
4. Go Live the Documentation, socialization and continuous improvement
process.
1.4.2.
Structure of Paper
1. Chapter I. Preliminary
Consists of the background of problem, target and goal, hypothesis, scope and
assumption, and research methodology and structure of paper.2.
Chapter II. Theory Basis
Consists of supporting theory to analyses of the integration concept.
3.
Chapter III. Discussion
Consists of systematic discussion about this paper.
4.
Chapter IV. Measurement of success of the implementation of the Integrated
Best Power Plant Governancein PT PJB Muara Tawar CCPP and Its benefits.
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The description of measurement of successfully implementation of the
Integrated Best Power Plant Governance in PT PJB Muara Tawar Power
Plant and its benefits for non financial aspect (business process improvement)
and financial aspect (Indirect influence)5.
Chapter V. Continuous ImprovementProgram
The description of continuous improvement program for a long term based on
assessment method.
6.
Chapter VI. Summary & Suggestion
Consists of results of implementation of integration concept & followed
suggestion.
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CHAPTER II
THE THORY BASIS
2.1.Work Culture
Work culture is a work behavior change program to support sustainability the
management of improvement program as a change management to integrate the program
of Integrated Best Power Plant Governance become a habit behavior. Work culture
must be implemented in the PJB values are integrity, superiority, cooperation, servicing
and environment aware with the implementation area are:
1)
Discipline & commitment in the implementation of the determining program.
2)
Implemented of daily meeting, weekly meeting and monthly meeting effectively
appropriate the sharedgood practices.
3)
The executor give afeedbackforplanning improvement.
4)
Walk to floorfor a top management (manager & deputy manager).
5)
Briefing before work execution anddebriefingafter work execution.
6)
Knowledge sharing, safety inductionand continuous improvement.
One of the implementation of work culture in the PT PJB Muara Tawar CCPP is
conducted the workshop as a sharing knowledge & capture knowledge in the
development & implementation of the integration concept of Asset Management Risk
Management Integrated Management System, so the recommendation for the
improvement of power plant management have accommodated the experience &
competence from all of personnel in PT PJB Muara Tawar CCPP.
2.2.Integrated Management System
Integrated Management System is a Management System, which integrates all
components of a business into single coherent system, so top management can be
finished all of the activity & organization problems efficiently to enable the achievement
of its purpose & mission and to increase corporate images. The system which integrates
in PT PJB Muara Tawar CCPP consist of Quality Management System (QMS) ISO
9001:2000; Environment Management System (EMS) ISO 14001:2004; Occupational
Health & Safety Management System (OHSMS) OHSAS 18001:1999 & Permenaker No.
Per.06/Men/1996. The meaning of integration is with compliance of clauses QMS ISO
9001:2000 will be resulted the company target to obtain the customer satisfactory, with
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compliance of clauses EMS ISO 14001:2004 will be resulted the company target about
corporate social responsibility/ CSR and with compliance of clauses OHSAS 18001:1999
will be resulted the company target to guarantee safety work environment. Integrated
Management System which implemented in PT PJB Muara Tawar CCPP as a media tointegrates technical program of the Integrated Best Power Plant Governancebecome a
structured document, effective document and simple document so will be facilitate the
understanding of implementation of Integrated Best Power Plant Governance.
2.3.Reliability Improvement
Goal of Reliability improvement program which implemented in PT PJB Muara Tawar
CCPP is to change unplanned maintenancebecomeplanned maintenanceby:
1)
Effectiveness of quality control2) Evaluation of maintenance task(paper work)
3)
Elimination of performance gap
4) Ascertain that the system have governance well by system owner.
5)
Prioritization of the system
6) Modification equipment / system
Those mentioned goal manage by reliability improvement sequence are:
1)
Increasing the results of System Equipment Reliability Prioritization (SERP)mainlyfor equipment have owned Maintenance Prioritization Index (MPI) mainly for
rotating equipment.
2)
Increasing the quantity & quality of Root Cause Failure Analysis (RCFA)with cost
benefit analysis.
3)
Controlling the sequence of reliability improvement with integrated the risk
management by Failure Mode Effect & Criticality Analysis (FMECA). The
recommendation is Failure Defense Task (FDT) for Preventive Maintenance
Improvement & Predictive Maintenance Improvement so will be increase of postmaintenance in work package. For the 1ststep, the priority of FDT is for 1st top %
subsystem in SERP
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2.4.
Risk Management
Implementation of risk management in PT PJB UP Muara Tawar is integrated and
synergized with reliability improvement. Basically from those implementation, so all of
corporate planning related the operation & maintenance conducted based on integrationprincipal of Risk Management and Asset Management. Those integration concept use for
conducted of Financial Worthiness Analysis in the Budgeting Planning.
2.5.
Efficiency Management
The Efficiency Management in the Integrated Best Power Plant Governance consists of
operation management (planning & controlling of operation, production & fuel
management.
2.6.Supply Chain Management
Supply Chain Management is main supporting to increase of maintenance performance
with precise quality, precise quantity, precise time and precise price by:
1)
Understanding of material management is a strategic function and become a main
point in the operation & maintenance business process.
2)
Understanding that the material problem is together responsibility (WPC, Inventory,
Procurement, Owned Estimated Team)
3)
Increase of inventory rule as a center point to increasing of service level :3.1.
Understanding well the catalogue & inventoryrule.
3.2.
Understanding the amount and period of random material using
3.3.
Understanding that amount of material increasingly.
3.4.
Understanding the classification of material.
4)
Create of material management forum to increase of communication between WPC,
Inventory, Procurement, Owned Estimated Team and warehouse.
2.7.
Work Planning & Control (WPC)Work Planning & Controll is work optimization of planning & controlling in the daily
planning, weekly planning and monthly planning to ascertain that all of program have
planned, implemented, conducted, evaluated, controlled and increase based on properly
management. The increase of performance planning conducted by:
1)
Placement of planning to aligning & optimization of maintenance with optimal cost.
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2)
Continuous improvement process in implementation of planning. Maintenance
plannermust be capture all offeed back.
3)
Setting-up of quality control as a integrity part from business process follow the
procedure.4)
Setting up the goal of work planning & control in the maintenance optimization
(maintenance mix, is ratio of unplanned maintenance & planned maintenance,
maintenance efficiency, improvement reliability & improvement availability).
5)
Increase of maintenance mix by improve of meeting & planning effectively in the
Work Order planning consist of : daily planning to manage urgent & emergency work
order; weekly planning to manage the normal work order; and monthly planning to
manage the outages planning.
2.8.Outage Management
Outage management manage two factors that influence EAF (Equivalent Availability
Factors) performance, are overhaul and EFOR (Equivalent Forced Outage Rates), with:
1)
Determining of overhaul execution criteria :
Right problem: the problem who must finished in the overhaul execution must
identified right and clear goal.
Right solution: determine of problem solving conducted appropriate the goal of
project. Right design.
Right implementation.
2)
Key success of outage management.
Historical data completely.
Miles stones of overhaul management frame work fulfilled.
Good coordination between all of function related to overhaul.
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CHAPTER III
DISCUSSION
3.1.
The Corporate Strategy Map of PT Pembangkitan Jawa Bali (PT PJB)
PT Pembangkitan Jawa Bali (PT PJB) established the corporate strategy map that
arrange based on Balance Scorecard (BSC) and constitute cascadefrom corporate vision
& mission. This BSC constitute one of approach using for measure of corporate
performance balanced based on:financial perspective, customer perspective, internal
perspectiveand learning & growth perspective(Attachment 1).
Observe from Internal Perspective in the Attachment 1, the power plant asset
management in the PT PJB determined by 4 element spectrums that owns interactions,
are:
1. Material & Plants Physical Asset (the results)
2.
Methods & Processes (what gets done)
3. System & Technology (the enablers)
4.
Leadership & People (who does it all)
In the frame work of corporate strategic development, PT Pembangkitan Jawa Bali (PT
PJB) spell out those 4 element spectrums become Asset Management(Attachment
2), consists of human asset, physical assetand knowledge assetthat clarify in the
10 Key Performance Area (KPA). The 10 KPAs afterwards spell out become 23 Key
Performance Indicators (23 KPIs).
The summary of those PT PJBgrand corporate strategyshowed on Attachment 3.
3.2. The Framework of PT PJB Integrated Best Power Plant Governance (Tata Kelola
Unit Pembangkitan Terintegrasi)
The framework of PT PJB Integrated Best Power Plant Governance(Tata Kelola Unit
Pembangkitan Terintegrasi)showed on Attachment 4. Basically, PT PJB Integrated
Best Power Plant Governance(Tata Kelola Unit Pembangkitan)is the implementation
of strategy map(Attachment 1) andgrand corporate strategyPT PJB (Attachment
3) in the every management level in power plant unit, where the best integrated
program is very important, because :
1. From the perspective customer, as a one effort to increase of corporate
competitiveness pass through the performance increasing of power plant unit
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continuously. The Integrated Best Power Plant Governance (Tata Kelola Unit
Pembangkitan Terintegrasi) constitute of superiority competitiveness of PT PJB
that must be understanding by all of employee of PT PJB, together implemented,
evaluated and updated continuously until become a work culture of PT PJB.2.
From the internal perspective and learning & growth perspective, the best
integrated program be needed in order to every function in management level
understand to each role and responsibility to support reach of the goal of power
plant management. Besides that, to directed every function in management level
focus to the its Key Performance Indicator (KPI) and give understanding that
every function in management level owned together goal. Internal process business
and learning & growth perspective well will be more certain that PT PJB, especially
Muara Tawar CCPP had managing with best practices manner.3. The financial perspective is very important because will be yielding profit & growth
sustainable.
The definition of Integrated Best Power Plant Governancestandard shows on Chapter
II, Theory Basis. The characteristic of nine programs is inseparable and codependent.
3.3.
The Implementation of Integrated Best Power Plant Governance (Integration of
Integrated Management System Asset Management Risk Management) As a
Uniqueness & Special Characteristics Implementation in PT PJB Muara Tawar CCPP.The implementation of Integrated Best Power Plant Governance in PT PJB Muara
Tawar CCPP is uniqueness and exclusive because fully integrated between Asset
Management and Risk Management, based on clauses of Integrated Management
Systemhave implemented in PT PJB Muara Tawar CCPP (based on Quality Management
System / QMS ISO 9001:2000; Environment Management System / EMS ISO 14001:2004;
Occupational Health & Safety Management System / OHSMS OHSAS 18001:1999 &
Permenaker No. Per.06/Men/1996) as a Integration basic.
The concept of integration between Asset Management and Risk Management shows onAttachment 5. While integrated business process of PT PJB Muara Tawar Power Plant
based on integrated of Integrated Management System Asset Management Risk
Managementshows on Attachment 6.
The condition of integrated of Integrated Management System Asset Management
Risk Management are:
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1. Reliability Improvement in the Asset Management that officially stamped as a
part of Integrated Best Power Plant Governance, synergized with Risk
Management (refer to Risk Management Policy of PT PJB). This parameter that
choice because reliability improvementemphasize at physical asset management,where physical asset commonly clearly, easily and measurable in the risk
mitigation. This is could be done because between Asset Managementespecially
for Reliability Improvement with Risk Management owned equivalent in the
physical asset management so the implementation can be synergized. The
equivalent between Asset Management especially for Reliability Improvement
with Risk Management showed on Attachment 5. While the role of Integrated
Management Systemhad implemented in the PT PJB Muara Tawar CCPP (based on
Quality Management System / QMS ISO 9001:2000; Environment ManagementSystem / EMS ISO 14001:2004; Occupational Health & Safety Management System /
OHSMS OHSAS 18001:1999 & Permenaker No. Per.06/Men/1996) is a tool to
implemented the synergized of Asset Management especially for Reliability
Improvement with Risk Management in the formed improvement / review
Corporate Manual (Document Level 1), Procedure (Document Level 2), SOP /
Standard Operating Procedure (Document Level 3) and Form (Document Level -
4), until formed the cycle of Plan Do Check Action. The application of
synergized of Asset Management / Reliability Improvement with RiskManagement examined by integrated clauses of Integrated Management System,
until will be produce the improvement well. The easy scheme of those process
showed on Picture 3.1.
Otherwise, Integrated Management System constitute of important basis to
integrate the Integrated Best Power Plant Governance (Tata Kelola Unit
Pembangkitan Terintegrasi). The totally concept of Integrated Management
System Asset Management Risk Managementshowed on Attachment 7.
2.
The concept of those integration implemented in the tool which common use for inthe Reliability Improvement analysis is FMEA (Failure Mode Effect Analysis).
Because synergized with Risk Management, FMEA modified become FMECA (Failure
Mode Effect & Criticality Analysis), where the failure level of the equipment /
physical asset appropriate its history analyzed based on quantitative & qualitative
principle, consequences failure & likelihood failure, until can be prioritized in risk
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mitigation. The example process of FMECA as a implementation / deployment
showed on Attachment 8.
Picture 3.1Simple Scheme of Best Integrated Power Plant Governance (Integration of IntegratedManagement System Asset Management Risk Management)
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FMECA will be produce engineering recommendation, if examined with integration
clauses at Integrated Management System will be produce improvement of :
Operation Management (Efficiency Management)
Maintenance Management (Reliability Management)Those improvement clarified on integrated & reviewed document, consist of :
1.
Document level 1 : Corporate Manual (Document level 1)
2.
Document level 2 : Operation Procedure, Maintenance Procedure, Safety
Procedure, Environmental Procedure, Laboratory Procedure, General Affair
Procedure
3.
Document level 3 : Operation Work instruction, Maintenance Work
Instruction, Safety Work Instruction, Environmental Work Instruction,
Laboratory Work Instruction, General Affair Work Instruction.4. Document level 3 : Operation Form, Maintenance Form, Safety Form,
Environmental Form, Laboratory Form, General Affair Form.
Otherwise, from the concept of Best Integration Power Plant Governance,
engineering recommendation also cover material needed, tool needed, Safety
Equipment (Basis of mapping of Supply Chain Management), human resources
needed and its competence. While from the time interval and work duration
recommended in the work instruction will be know optimal time to shutdown
(outage) for system / subsystem / equipment related (Basis of mapping of OutageManagement).
3.
Those integrated & reviewed work instruction afterward synergized to Enterprise
Asset Management System (EAMS) had implemented in PT PJB become standard
job. The standard job constitute a data base to create work order which constitute
risk management for system / subsystem / equipment related. The work order also
integrated to PT PJB risk web portal, until the progress of risk mitigation to
system / subsystem / equipment can be online monitored. Risk mitigation by PTPJB risk web portal showed on Attachment 9.
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CHAPTER IV
THE SUCCESSFULLY MEASUREMENT OF IMPLEMENTATION OF
INTEGRATED BEST POWER PLANT GOVERNANCE IN
PT PJB MUARA TAWAR POWER PLANT & ITS BENEFIT
The stage of implementation of best integrated power plant governance in PT PJB Muara
Tawar Power Plant shows on Attachment 10. The successfully of implementation of
integration process measured by 3 parameters, where the three of those parameter examined
by Balanced Scorecard (BSC) perspective, are :
1)
Business process : Maturity levelfor every Key Performance Area(KPA)
2)
The performance goal / KPI (Key Performance Indicator) :
2.1.
OEE = Overall Equipment Effectiveness
2.2.
EAF = Equivalent Availability Factor
2.3.
Maintenance Mix / Tactical Maintenance (ratio of unplanned and planned,
maintenance efficiencyand improvement reliability & availability)
3)
Quantity & quality the document of integrated & reviewed Integrated Management
System.
4.1.
Business process :Maturity levelfor every Key Performance Area(KPA)
No BeforeImplementation AfterImplementation
1 Observation : End of year 2005 end of
year 2006
Observation : January June 2007
2 Measurement of baseline by
assessment for 10 Key Performance
Areas (KPAs) by interview with all of
function in PT PJB Muara Tawar CCPP
Main point of maturity level dan Key
Performance Area (KPA) which
observed remain 10 KPAs, but more
sharpened conducted measurement at
area of enabling a number of 19
practical areas. The results of
assessment for maturity levelin April
2007 shows on Attachment 12.
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No BeforeImplementation AfterImplementation
3 Thought most of all KPI (Key
Performance Indicator) reached, but
PT PJB Muara Tawar CCPP not yetimplemented the business process
based on best practices, shows on
Attachment 11
All of area in KPI (Key Performance
Indicator) showing improve when
compared to baseline. The concept ofintegration bringing the change of the
way of work in every management
level in PT PJB Muara Tawar CCPP
shows on Attachment 13
Determine of the maturity level as a
performance contract for management
level in power plant unit.
4.2.
Performance Goal / KPI (Key Performance Indicator)
The goal of implementation of asset management integrated with Integrated
Management System & Risk Management in PT PJB Muara Tawar Power Plant is to
increase of asset contribution, showed on Picture 4.1:
Picture 4.1 Simple Scheme the Influence of Asset Management to Increase of Asset
Contribution.
Asset contribution shows that an asset can be give optimal revenue & optimal cost,
with considered a long term issues related rational optimum lifecycle cost.
Asset contribution for power plant equipment can be optimalized with increase of
Overall Equipment Effectiveness (OEE) and decrease of LCC (Life Cycle Cost) without
big investment, showed on Picture 4.2, Picture 4.3 & Picture 4.4 :
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Picture 4.2 Simple Scheme of Influence of Best Integrated Power Plant Governance(Integrated Management System Asset Management Risk Management) to Increase of
Power Plant Asset Contribution
Picture 4.3 Indirect Influence to Increase of EAF (Equivalent Availability Factor) andDecrease of EFOR (Electric Forced Outage Rate) by Implementation of Best Integrated
Power Plant Governance.
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Picture 4.4 Cost & Revenue of PT PJB Muara Tawar CC Power Plant that Shows Indirect Successfullyof Implementation of Best Integrated Power Plant Governance)
(Disesuaikan Dengan Skema OEE LCC Gambar 4.2)
4.3.
Amount the Document of Integrated & Reviewed of Integrated Management System.
If compare with the condition before implementation, amount the document of
Integrated Management System significantly increase that shows the improvement of
maintenance stream (reliability) and operation stream (efficiency) implemented
according to the integration concept.
4.4. Benefit of Integration
The benefit of concept of Best Integrated Power Plant Governance can be know from
the evaluation Balanced Scorecard (BSC), which affirm that the successful of those
concept will be felt on a long term and influenced by many activities in a managerial
process.
4.4.1.
Financial Perspective
Produce the sustainable profit & growth because the business process
developed and implemented truly, always measurable and specified the
continuous improvement program to guarantying reaching of KPI
Increasing of earnings have the character of normative, cause of many
factor, among other the asset management well (sustainable character).
4.4.2.
Customer Perspective
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Guaranty stakeholder & shareholder that the run of integration of Best
Power Plant Governance, hence the Operation & Maintenance process for
electricity industry have been done accomplishment to Integrated
Management System. The continuous improvement process can be done easily, so that process to
reach best practices corporate & good corporate governance will be easily &
quickly.
Internal Perspective
Facilitating the improvement of power plant asset management for
operation, maintenance, safety & health,
Facilitating the improvement of management of physical assets for
operation; maintenance; safety, health, environment & laboratory; supplychain management and human resources.
Minimization of Paperworkfor the document of company asset management
so that will facilitate in the business process controlling / audit (The cycle
of Plan Do Check Action).
Assurance company perspective (claim probability) which have wide of
impact if the company intend to conduct of go public (initial public offering
/ IPO) (Profit Probability). Assurance premium value of PT PJB Muara Tawar
CCPP continuing decreased in the period of 2005 2007, which show thetrust of stakeholder to business process of PT PJB Muara Tawar CCPP.
4.4.3.Learning & Growth Perspective
The concept of integration forcing each individual releasing its tacit
knowledge become tangible outcomes. This tacit knowledge shows thevaluable experience during involving in the Power Plant Operation &
Maintenance business process. The integration placing its process and
workshop as a medium.
Preventing the drain knowledge. Important base for work culture
development.
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CHAPTER V
CONTINUOUS IMPROVEMENTPROGRAM
Integrated Best Power Plant Governance which implemented fully integrated based on
Integrated Management System Asset Management Risk Management and conducted
consistently expected will be produced sustainable gain & growth. So, must be create of
continuous improvement program in a long term, as a shape of clear performance goal which
cover of performance continuous potential, improvement of intern business process capability
and cycle of Plan Do Check Act.
Continuous improvement program related to Integrated Best Power Plant Governance are :
1.
Determining of a long term performance goal for Integrated Best Power Plant Governance
based on measurement of maturity level for 10 pillars asset management. The assessment
do every month and increasing of determined target based on consensus between auditee
and assessment auditor (become framework maturity level with agreed target.
Based on this measurement will be know existing position and improvement direction. The
measurement based on assessment model which become guidance for improvement of
business process maturity in the integration process of Integrated Best Power Plant
Governance. With the good maturity level will be produced the best target level / Key
Performance Indicator (KPI) gradually can be increasing continuously (Best Practices
Concept), shows on Picture 5.1 :
Picture 5.1 : KPI (Key Performance Indicator) vs Maturity Level
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The measurement to performance target of Integrated Best Power Plant Governance based
on integration of Integrated Management System Asset Management Risk Management,
PT PJB Muara Tawar CCPP have determined the maturity level until year of 2011 with the
work program as a continuous improvement.The measured results for :
1.
Knowing the work maturity (enabling area) of physical assets management appropriate
framework of Integrated Best Power Plant Governance based on integration of
Integrated Management System Asset Management Risk Management.
2. Guidance for understanding
2. The integration process lather implemented on planning of Budgeting Planning based on
Risk Management. The grand strategy of planning shows on Attachment 14.
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CHAPTER V
CONCLUSION & SUGGESTION
5.1.
Conclusion
1) The program of Integrated Best Power Plant Governance determined by PT PJB is a
framework for implemented of strategy map & grand corporate strategy until to
every management level in power plant unit and this is a PT PJB competitive
program.
2) The implemented of Integration of Asset Management and Risk Management in the
system of Integrated Best Power Plant Governance produced the sharp engineering
recommendation related to improvement of physical asset management. The
choice factor analyzed in the FMECA (Failure Mode & Effect Analysis) is very
important to determine of the sharpening of recommendation. In this case, the
recorded asset history become the basis needed.
3)
Implementation of Integrated Management System (based on Quality Management
System / QMS ISO 9001:2000; Environment Management System / EMS ISO
14001:2004; Occupational Health & Safety Management System / OHSMS OHSAS
18001:1999 & Permenaker No. Per.06/Men/1996) is a very important & valuable
based modal to integration process of Integrated Best Power Plant Governance
(asset Management & Risk Management).
4)
To know the successful level of implementation of Integrated Best Power Plant
Governance must be conducted the measurement with the precise method. To
improve of implemented maturity, must be determined the continuous
improvement program.
5.2.
Suggestion
1. The successfully of implementation of integration of Integrated Best Power Plant
Governance need a strong commitment management and must be support by all of
personnel related to power plant operation & maintenance business process.
2.
The method of integration based on Integrated Management System Asset
Management Risk Management developed by PT PJB Muara Tawar CCPP can be the
modeled for ideal power plant organization.
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REFFERENCE
1. Hammer, Willie; Occupational Safety Management and Engineering, Prentice Hall,
Englewood Cliffs, New Jersey 07632, 1989
2. Peraturan Menteri Tenaga Kerja Republik Indonesia Nomor : Per.05/Men/1996 TentangSistem Manajemen Keselamatan dan Kesehatan Kerja
3. Tine Herreborg Jorgensen, Marie Dolores Mellado, Arne Remmen; IntegratedManagement Systems, Department of Development and Planning Aalborg University,Fibigerstraede, Denmark, November 2004
4. Ruly Firmansyah; Laporan On The Job Training (OJT) di PT Pembangkitan Jawa Bali
Unit pembangkitan Muara Tawar 15 January - 15 Mei 2007; International PlantManager Training And Development Program2007.
5.
Tom Lenahan, Turnaround Management; Butterworth Heineman, Oxford 1999
6. Materi - Materi Presentasi untuk Raker (Rapat Kerja) PT PJB, Forum Komunikasi Teknik,
Presentasi Manajemen aset dan Manajemen Risiko.
7. Direktur SDM & Organisasi PT PLN (Persero); Knowledge Management Untuk Mengatasi
Knowledge Drain Menuju Learning Organization, Round Table Knowledge ManagementIndnesia XII 2007
8.
Robert S Kaplan, David P Norton, Strategy Maps : Converting Intangible assets into
Tangible Outcomes, Harvard Bussiness School Publishing Corporations, USA, 2004.
9.
John Mobry, Reliability Centered Maintenance RCM II, Industrial Press USA, SecondEdition, 1997.
10.
Benjamin S Blanchard, Dinesh Verma, Elmer L Peterson, Maintainability : A Key toEffective Serviceability & Maintenance Management, John Willey & Sons, Inc, Canada,1995.
11.
John Dixon Campbell, Uptime : Strategies for Excellence in Maintenance Management,Productivity Press, New York, 1995.
12.
Edward H Frazelle Ph.D, Supply Chain Management, Mc Graw Hill USA, 2002.
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ATTACHMENT 1
STRATEGY MAP of PT PEMBANGKITAN JAWA BALI(Reference : Corporate Strategy Map PT PJB)
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ATTACHMENT 2
ASSET MANAGEMENT of PT PEMBANGKITAN JAWA BALI (PT PJB)(Reference: Corporate Strategy Map PT PJB)
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ATTACHMENT 3
Corporate Strategy Map of PT PJB
(Reference: Corporate Strategy Map PT PJB)
1. Key Performance Indicator / KPI :
1)
Maximum ROE / ROA
2)
Restructure Modal
3)
Decrease cost
4)
Growth Revenue
5)
Expand Capacity
6)
Improve Sales
7)
Pricing
8)
Quality
9) Public Image
10)
Increase Asset Contribution (Core & Non Core)
11)Project & OM Management
12)
Asset Availability, Reliability & Maintainability
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13)
Plant Efficiency
14)Supply Chain Fuel, Material & Water
15)
SHE Management
16)
Best Practices & Inovation17)
Life Cycle Cost Management
18)
Human Capital
19)
Information Capital
20)
Organization Capital
21)Skill & Knowledge Improvement
22)
Communication Plan
23)Work Culture & Leadership
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ATTACHMENT 4
Tata Kelola Unit Pembangkitan Terintegrasi
(Integrated Best Power Plant Governance)
PT PEMBANGKITAN JAWA BALI
Tata Kelola Unit Pembangkitan (Integrated Best Power Plant Governance) is
implemented of corporate strategy map of PT PJB for every management level in
power plant unit.
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ATTACHMENT 5
BASIC CONCEPT of INTEGRATION of
ASSET MANAGEMENT / RELIABILITY IMPROVEMENT
with RISK MANAGEMENT AT PT PJB MUARA TAWAR CCPP
(Developed by Engineering Team of PT PJB Muara Tawar CCPP)
1. Reliability Improvement (Reference : Grand Corporate Strategy PT PJB)
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2.
Grand Planning
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3.
Capture History : Application at PT PJB Muara Tawar CCPP
4.
Strategy : Application at PT PJB Muara Tawar CCPP
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5.
Plan : Application at PT PJB Muara Tawar CCPP
6. Do : Application at PT PJB Muara Tawar CCPP
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7.
Check, Action & Continuous Improvement : Application at PT PJB Muara Tawar CCPP
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ATTACHMENT 6
INTEGRATION of BUSSNIESS PROCESS of PJB MUARA TAWAR CCPP
BASED ON INTEGRATED MANAGEMENT SYSTEM
ASSET MANAGEMENT RISK MANAGEMENT
(Developed by Engineering Team of PT PJB Muara Tawar CCPP)
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ATTACHMENT 7A
STAGE OF INTEGRATION CONCEPT OF
INTEGRATED MANAGEMENT SYSTEM ASSET MANAGEMENT RISK
MANAGEMENT
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ATTACHMENT 7B
THE INFRASTUCTURE OF INTEGRATION CONCEPT OF
INTEGRATED MANAGEMENT SYSTEM ASSET MANAGEMENT RISK
MANAGEMENT
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ATTACHMENT 8
RISK MITIGATION OF HOT GAS PATH PARTS OF GAS TURBINE
(CASE STUDY OF RISK MANAGEMENT)
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ATTACHMENT 9
UPLOAD THE REVIEWED INTEGRATED MANAGEMENT SYSTEM DOCUMENT
INTEGRATED TO EAMS & RISK MANAGEMENT PORTAL WEB PT PJB
1. Standard Job
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2.
Standard Job : Material Requirement
3.
Standard Job : Resource Requirements
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4.
Standard Job : Task & Job instruction
5. Standard Job : Work Order
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6. Standard Job : Work Order
7.
LINK www.mr.pjb2.com
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ATTACHMENT 10
Stage of Implementation of
Integrated Best Power Plant Governance
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ATTACHMENT 11
RESULTS OF BUSINESS PROCESS ASSESSMENT
PT PEMBANGKITAN JAWA BALI
BEFORE IMPLEMENTATION OF INTEGRATED BEST POWER PLANT GOVERNANCE
(January 2006)
Maturity MatrixBusiness Processes / KPI
PT PJB UP Muara Tawar, January 2006
Condition of business process ofPT PJB Muara Tawar CCPP (16th
January 2006). Not yetimplemented business process
properly
Expected condition for next 12-18 months at the position of 4-
4 (World Class)
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Assessmentconducted in period November 2005 January 2006 to 10 Key Performance Areas
(KPA), are :
1. Management Strategy
This is a new activity at Muara Tawar, where the strategy map has been successfully
completed. Outstanding actions are to :
Finalise the map
Communicate content & intent through the plant
Complete designation of owners
Owners to complete action tables & KPIs
Strategy execution needs at least weekly review by owners and monthly review by the
management team. In this review progress needs to be reviewed, KPIs analysed &
performance barriers identified & removed. Strategy execution progress also needs tobe reported back to Head Office monthly.
Suggest running strategy execution skills workshop at Muara Tawar; or attend next
course.
Communication and visibility actions across the organisation should follow these review
sessions.
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An owner for MOP (and WP & C) needs to be clearly identified and appointed. Owner
for MOP needs deputy manager authority.
MT needs to become more KPI orientated in its management style. This will involve:
Defining local required KPIs (and goals)
Develop a management culture which uses KPIs as an accountability methodology
and tool.
2.
Reliability Management
Completed criticality analysis
Need to develop understanding and implementation capabilities for remaining FDP
tasks:
FMEA
Task Execution Need to develop and implement PDM business process.
Implement RBMware
Develop tribology solution to PDM
Recommend running the MOP skills training course at MT alternatively key personnel
attend course.
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3.
Work Planning and Control
There is the great opportunity to progress from level 2 to level 4 in WP& C in the short
term (breakthrough) this will however take a very carefully managed execution of the
new business processes.
In order to accelerate implementation of the business processes it is recommended
that MT receives some coaching and support from a MOP technical expert. The WP&C Business Process needs to be formally announced as the main business
process for PJB. This will avoid confusion and help improve the implementation.
(performance barrier)
The planners have never received formal planning or scheduling training. This needs to
be arranged. (performance barrier)
There is emerging visibility in the planning office. However, to support the needs,
more effort is required to be focussed on visibility management. Visibility requires a
strategy and an owner and KPIs.
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4.
Performance Management
Muara Tawar have achieved great results with minimal support.
Have developed their own skills and competencies, together with their own
performance model developed in Excel.
Have been using the result of the performance model to provide input for further
maintenance action
Team realizes the limited capability of excel, and establishing a proper performancemonitoring system using Gate Cycle modeling would be a good investment in the long
run
Based on the MT Teams achievement so far, investing in Gate Cycle and GC Training
would be provide a significant improvement in MTs performance monitoring capability
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5.
Organisational Alignment
The engineering department has not been formally constituted due to Head Office
issues (performance barrier)
The individual functions within the organisational structure need to be aligned with the
new responsibilities associated with MOP this is again an issue which requires
coordinatio