Best Practices in Distribution Asset and Work Management by Chris Trayhorn, Publisher of mThink Blue Book, May 14, 2007 Utilities face escalating operational expenses due to rising fuel costs and increasing investment costs for environmental regulation while simultaneously being limited in their ability to improve revenues through rate cases. As a result, utility companies are challenged to continuously reduce operating costs while simultaneously maintaining reliability standards. Installing technology alone will not deliver the cost savings; the investment must be accompanied by a change in the way we think about, organize, and execute our business. This paper explores the concepts of asset and work management that complement technology in achieving the goal of reduced, consistent, predictable operational costs. Background Historically, utility owners established capital and O&M budgets, and utility workers were responsible for spending the budgets. Performance was defined as spending exactly the amount budgeted. Variance was measured throughout the organization on a monthly basis and was treated as a performance problem that had to be managed. First-line supervision was more concerned with budget variance reconciliation than unit costs or volume production variances, if these factors were considered at all. When determining the budget for the following year, momentum played the largest role in the decision. For many of the business units, last years budget was simply escalated for inflation, and the cycle of budgetbased performance was repeated. This is particularly problematic for routine, shortcycle operations and maintenance work, where budgetary performance has little correlation with results achieved. At senior leadership levels, little consideration was given to unit cost performance, focusing instead on how much can we get back from our next rate case and how much capital do we need to spend to improve our position in the rate case. Field work performance was unimportant, unless the expense became too great, affecting cash flows and, thereby, financing. The Asset Management Model Utilities, like most asset-intensive industries, can be thought of as having four primary internal stakeholders: Asset Owners represent the shareholder. They obtain funding for operations and capital investment and establish the required return on investment for the owned assets and investments. They also have primary responsibility for business performance management, tracking objective measures of performance (unit cost, total volume, customer satisfaction, etc.) and reporting these metrics to foster a discussion between the other stakeholders. Asset Managers analyze business and operating environmental conditions and direct investment to deliver the required return defined by the asset owner. Utility Operations execute the business plans of the asset managers in the most cost-effective manner. They are accountable to the asset managers. Relationship Managers manages communications and information shared within the utility, and between the internal and the primary external stakeholders (i.e., customers and regulators). They are equally accountable to three internal stakeholders (asset owner, asset manager, utility operations) and the external stakeholders (customers and regulators). Asset Management As is done with airlines, chemical companies, large manufacturing and other capital, asset-intensive industries, capital assets should be considered investments and be justified through expected returns. The obligation to serve and commensurate right to a return through rate case adjustment (though less certain as we go forward) modifies the equations by reducing some risk to investment, and thereby the effective cost of capital. However, the overall business remains the same invest in that which returns net value for the business. As such, investments must be focused to meet the objectives of a strategic plan. The plan must recognize and operate within the constraints of the prevailing business reality, and risks to operations must be considered and mitigated. The business must know the details of the assets it currently owns (no small task for some traditional utilities) and be able to access this information as needed for plan development or reaction to emerging conditions such as environmental regulation. To this end, the asset manager develops a systemwide strategy to meet the goals established by the asset owners, taking the form of a system master plan. This plan defines funding constraints for both the capital investment and routine operations and maintenance expenses. The riskadjusted benefits of both types of work are evaluated, and only that work scope with the highest return on investment receives funding (as constrained by the financial limitations of the organization e.g., debt to equity, cost of capital). The subtle conclusion inherent in this statement is that not all O&M should be considered worthwhile, and the long-term riskadjusted benefit of routine maintenance needs to be evaluated and consciously decided upon. Momentum-based decisions have no place here. Work Management Operations are an expense. The science of management focuses on removing the waste created by complexity to get the defined task completed with the desired quality for the least cost on an ongoing basis. For utilities, this comes down to taking all of the moving parts associated with operating resources and making them dance together. In the past, we could thrive with individual business units doing things their own way; it was not uncommon for overhead and underground crews to have little in common beyond the logo on their company badges. The name of the game now is consistency and standardization, and that comes from having a plan. One important discipline of work management must be followed: All work must be recorded. This is a critical link to measuring and controlling the resources planned for and used in performing work. Without this information, the resources cannot be accurately planned and performance accurately measured. Job Initiation Given that all work must be recorded, a system for intentionally and correctly initiating work orders for all types of work to be performed must be created. Broadly, work orders fall into one of two categories: planned work and unplanned work. The enterprise initiates planned work. That includes all routine maintenance and capital construction. The asset manager governs this scope of work to meet the goals defined by the asset owners. Unplanned work is that which is in response to a customer request or a system disruption, such as requests for meter inspections, temporary disconnection of service for construction and restoration following weather-related service interruption. This work is reactive and typically initiated from within the service provider organization. At best-practice utilities, the asset management organization initiates all capital projects and determines what routine maintenance and compliance maintenance will be performed. Utility operations initiates emergent (unplanned) work. The key to managing new customer connections and routine repair and replacements is standardization. Best practices include standard work plans that are applied to the majority of jobs and rigorous performance management. Job Design As stated previously, the name of the game is consistency. A well-planned, compatible unit hierarchy with a modest number of individual elements combined to form larger standard assemblies will not only minimize design efforts throughout a franchise, but will also help to standardize maintenance and operation plans that can be executed consistently at minimum cost. In an example of pushing this concept to the limit, one utility company limited its new high-voltage substation options to a single, scalable design, reducing design and construction time for any new substation from months to weeks, while substantially reducing construction and routine maintenance costs. They noted that any operator could go to any of the new substations and operate it with only a quick reference to feeder alignment diagrams because all substations are the same, thus minimizing training costs and the potential for operator error. Job Planning Job planning brings together resources (materials, equipment and labor) to accomplish the work required by the work order. Again, the goal is standardization. To the greatest extent possible, planned work (routine maintenance and capital construction) should be repetitive according to a standard plan. This job plan should be assembled from standard plan components tried and proven many times before. Valves are tested using the same tools and according to the same procedures throughout the franchise. Capital construction crews can put together a high-voltage substation quickly and easily, as they have done the same thing with the same equipment a hundred times. This also applies largely to unplanned work. Although the timing and details of the customer request to relight a gas appliance or remove and reinstall an over- head service for home improvement is not known, the required resources (material, equipment, labor) are nearly identical for each repetition of the task. One need only look at the trend in volume of this work over the past few years to realize the volume can be predicted based on environmental events, such as the first time overnight temperatures drop below freezing for three consecutive days. As such, template work plans should be created and available for application to this work, minimizing planning and maximizing standardization. Job Scheduling Scheduling work brings all the pieces together at the right time. That sounds simple enough, but anyone who has tried to orchestrate scarce resources within a framework of competing priorities recognizes the inherent complexity. There are many ways to perform the scheduling function. Here are a few best practices worth considering. Optimize work schedules of time-insensitive work over a multimonth period, smoothing peaks and valleys of labor and equipment demand, and minimizing the impact of constrained resources; Schedule activities and resources over larger geographic areas. This improves the flexibility for resource sharing rather than artificially constraining labor and equipment to a single operations center or territory; and Improve material staging to eliminate impact on other resources. The tail of supply chain should never wag the dog of operations. Emergent work can be the spoiler as it robs the organization of the efficiency and cost-effectiveness of well-planned and executed work, replacing it with the haphazard returns of reactionary last minute execution. The success of scheduling depends upon the ability to lock in the work in time to orchestrate it with crew, material and operational considerations. Best-in-class work managers monitor and anticipate problems, minimize sponsored work and utilize sophisticated scheduling tools and processes. With trouble calls staffed by dedicated resources, virtually all other work should be fixed and scheduled 48 to 60 hours in advance. Work Execution and Completion Once the standard job plans are scheduled to be performed with available resources, and there is little variation as the work execution date approaches, execution translates to field crews carrying out the plan. Here are a few more best practices worth incorporating into the way of doing business. Consider all resource alternatives (i.e., contractors or employees) based on availability and cost. When the volume of work associated with a task is constant, it is an ideal task to outsource on a fixed-fee basis; Utilize remote dispatch, job site reporting and home dispatching to reduce travel time and improve response to emergent work; Reduce nonproductive time (late out, early return, extended breaks) to improve field force utilization; Utilize field forces to close work plans at the time of work completion, eliminating additional administrative cost; and Identify/process follow-on work immediately eliminating delays and costs. Performance Management Asset management focuses on investments to ensure the proper return is achieved. Work management organizes performing work to track and ultimately optimize the resources expended in executing operations. Performance management is the method of ensuring the successful completion of these programs. The term performance management has been loosely applied for a long time, and it now has multiple meanings. For our purposes, we define performance management as the mechanism for measuring and communicating results of asset and work management efforts. Consider this question: Who is responsible for performance management in your organization? Whether the answer is everyone or no one, the results are probably the same mediocre at best. In the asset management model, the asset owner is responsible for: Extracting the primary data of operations (from work management systems, financial and revenue systems, outage management systems, etc.); Analyzing this data against stated goals, formatting the results into easily digested tables and charts (often called dashboards); and Conveying the information to leadership for communication with their direct reports. In the best circumstances, the asset owner is present at routine status meetings between the C-level executive and his lieutenants and fosters the discussion about performance. There is an important subtle statement here: Performance management is key to success. It should not be a part-time or spare-time job. It includes distributing data that clearly indicates how the enterprise is performing against goals, and looking at the rest of the data, comparing it with benchmark organizations and determining what the enterprise should be striving for after it achieves its current goals. This should include areas such as reduced routine maintenance on noncritical components something utilities loathe, but upon which they expend inordinate resources. It also includes establishing unit cost and volume targets for routine work instead of budgetary targets, and determining which activity based management work should be focused on next to optimize savings from improvement. These activities cannot be performed while putting out the daily fires associated with operating a live system. The asset owner is normally not a large group, but should be the individuals who both know the business (including where the skeletons are) and know the industry (benchmarks and best practices). The Parts Move in Harmony Expectations of investors must be met with results, which means performance at cost. These expectations are carefully captured and communicated by the asset owner. The asset manager translates them into a business strategy. Strategies are executed by the utility operators through standard, repeatable, and cost-effective tasks. The relationship manager represents customers and regulators, and the cycle repeats. A strategic network of information is leveraged to enable the process. An asset register containing details of the infrastructure is integrated with work management, analytical and risk assessment tools. Design standards are aligned with master plans and strategies with appropriate compliance programs are established. Forecasting capability is enhanced to assure reliability and prevent/reduce emergent work. Maintenance programs utilize a reliability-centered maintenance approach to optimize identification and continual improvement of maintenance tactics. Materials for procurement projects are integrated and optimized to reduce investment and operating cost. Finally, best practices are captured, communicated are capitalized on to facilitate better scheduling and cost estimating. Individual jobs are measured and tracked holding field forces accountable for completing work as planned/scheduled. Actual parameter data are captured and made available to anyone with access to the work management system. Performance metrics are evaluated centrally in a consistent manner across all OCs. The result is a coordinated system of people and tools that can res-pond to any threat or opportunity while simultaneously performing routine operations in a consistent, predictable and cost-effective manner. Filed under: White Papers Tagged under: Utilities About the Author Chris Trayhorn, Publisher of mThink Blue Book Chris Trayhorn is the Chairman of the Performance Marketing Industry Blue Ribbon Panel and the CEO of mThink.com, a leading online and content marketing agency. He has founded four successful marketing companies in London and San Francisco in the last 15 years, and is currently the founder and publisher of Revenue+Performance magazine, the magazine of the performance marketing industry since 2002.