Managing Generator Maintenance in Competitive Electricity Markets by Chris Trayhorn, Publisher of mThink Blue Book, January 15, 2002 Ineffective Maintenance Can Have a Significant Impact When things go well, maintenance is an activity that is often invisible to senior management. Smooth running plants allow the Operations Department to manage the generating system to maximize efficiency and effectiveness, while the firm’s traders can rely on the cost and availability of energy to sell into wholesale markets. On the other hand, ineffective maintenance can have drastic consequences. Inefficient plants can slowly reduce profits through higher fuel costs. Outages at critical times can leave Operations scrambling to make up lost production. Non-compliance with strict environmental regulations can result in fines and even tighter restrictions. Although maintenance outages have always impacted firms, competition and the expansion of wholesale power markets has brought with them new challenges for the power plant maintenance manager. Two of these challenges are greater impacts of lost production and the increased difficulty to schedule maintenance “around the market.” Greater Impacts of Lost Production The financial impact of maintenance outages has increased as firms’ excess capacity has decreased or, for many firms, as they have placed a greater reliance on electricity trade to meet their load requirements. In these cases, increasing output from another facility is no longer an option to make up lost production. Instead, replacement power must be purchased from the market, be it the spot market for short outages or through longer contracts for extended interruptions. The impact is most significant for unplanned outages. Firms have a better chance to obtain reasonable contracts for replacement power when maintenance outages are anticipated and scheduled in advance. However, an outage that is unplanned forces everyone into fire-fighting mode, and the result may be unfavorable contracts that come at considerable cost. In competitive markets, firms are more inclined to maximize trade revenues rather than to be supportive of a neighboring utility in a time of need. Increased opportunities to sell power into lucrative wholesale markets also mean that it is no longer sufficient to consider “own-costs” as the only costs of removing plants from service. Firms must include the cost of lost sales opportunities into their analysis. Moreover, it doesn’t take a complete loss of a generator to cause significant financial impacts. Even relatively small unit de-ratings can have noticeable consequences if problems are not dealt with promptly. Furthermore, energy is not the only product that can be sold into a market: the potential to sell ancillary products, such as operating reserves, has also increased. Every minute of unit availability counts in a competitive market. Increased Difficulty to Schedule Maintenance “Around the Market” The increase in volatility of market prices has made it more difficult to select optimal times for maintenance. The ever-changing balance of supply and demand has always resulted in fluctuating prices, but the daily and seasonal variations seem to be more pronounced given the immaturity of the markets and pressures of tight supply. With market conditions constantly changing, it is an understatement to say that scheduling “around the market” is a challenge. Volatile market prices affect both the ability to schedule outages in advance and the level of confidence that the original outage schedule will actually be followed. Maintenance staff are often frustrated by last-minute changes to outages that were previously “negotiated” with Operations. Although these changes may be the correct economic decisions based on market conditions at the time, they do not lessen the annoying need to continually redevelop work schedules, nor the perception that the Maintenance Department has little control over its own work. Furthermore, changing roles and responsibilities magnify the challenge, as the creation of traders, ISOs, etc. has increased the number of stakeholders and changed the traditional relationships and protocols between Operations and Maintenance. Addressing the Challenges of Generator Maintenance in Competitive Markets Although the evolving wholesale electricity market has provided a significant challenge to power plant maintenance managers, many of these challenges can be overcome by controlling your maintenance instead of allowing maintenance to control you. In particular, a successful maintenance program for competitive markets is one that takes a strategic view and that undertakes appropriate and planned maintenance that is scheduled at the best possible time. Supporting these activities must be an effective computerized maintenance management system and a responsive workforce (Figure 1). Figure 1 – Controlling Generation Maintenance Take a Strategic Approach to Maintenance Management Maintenance is an important activity, with significant consequences if done poorly and in isolation from the firm’s other activities. Generating firms should have clearly-defined maintenance strategies that support the firm’s overall approach to business and that enhance the firm’s competitive advantage in its market. This isn’t to say that the primary objective of maintenance is no longer to keep a high level of reliability at a reasonable cost. However, the way in which this is achieved may be different depending on the firm’s objectives and culture. It is also necessary to develop specific maintenance strategies for each facility, as different plants play different roles within the firm’s generation portfolio. For example, the approach to maintenance for a base-load thermal plant is likely to be different than that for a peaking hydroelectric plant. This exercise must start by establishing the value provided by each plant within the generation portfolio to identify specific areas for emphasis. The best way to maximize its own value can be determined by each plant, provided that the strategies of all plants are then integrated to ensure that the combination of approaches provides an optimized solution for the firm as a whole. Performance measures and indicators must also be developed to clearly identify areas of importance for the firm, for each facility, and, ideally, for each department within a facility. This is necessary because high-level measures such as Economic Value Added (EVA) and $/MWh are not tangible to workers on the shop floor. Instead, plant-specific and department-specific measures, such as preventative maintenance compliance or lost sales opportunities caused by outages, may be more meaningful and controllable if the behaviors encouraged by such measures are consistent with higher-level measures and objectives. Do the Right Work Doing the “right work” is a balance between two competing directives: target the work that avoids unplanned outages, but don’t do too much — maintenance is a significant cost to generating companies, and at a point additional maintenance has diminishing returns. Doing the right work has several components. First, the right work is that which uses the appropriate set of tactics to target the root-cause of potential failures. This is a failing of many existing preventive maintenance programs, as maintenance activities often target the symptoms, rather than the cause. Furthermore, a long history of performing some tasks can often make us forget why they were specified in the first place. Constantly review your maintenance program; understand why tasks are necessary and discontinue those that aren’t. Second, the right work must be focused on the equipment that is key to the facility’s availability. This requires a critical assessment of equipment and, as importantly, the discipline to undertake work according to priority. Recognizing that priorities are constantly changing, don’t get caught with a fire-fighting mentality in which, for example, PM tasks are dropped to address failures to non-critical equipment. Your PM program is an important element in controlling your maintenance — don’t relinquish your control by unduly deferring or cancelling work. Finally, the right work means doing the work correctly and completely. Maintenance tasks are specified for a reason; the maintenance program will not achieve its full value if they are not completed. Reinforce the need for 100 percent compliance for necessary maintenance activities. Use the maintenance program review process to evaluate suggested changes to tactics and procedures; maintenance staff can provide valuable input into the process but the consequences are too high to allow non- compliance as the mechanism for their input. Using RCM to Determine the Right Work1 Reliability-centered maintenance (RCM) is a proven process that can be used to determine the appropriate maintenance for your facility, by identifying the tactics required to address failure modes and their consequences. RCM was developed in the 1960s to maximize reliability for military and aeronautical applications. Since that time, its uses have broadened to industrial applications as well, as a method of optimizing equipment design and maintenance. (SAE standard JA-1011 defines the criteria for acceptable RCM analysis.) The RCM process first requires the functions and performance expectations of equipment to be defined. This allows a clear understanding of what constitutes normal operation and what constitutes “failure.” Although a high degree of reliability is expected for all equipment, the performance requirements will be higher for those components with significant commercial or safety implications. As a result, it is appropriate to establish different performance expectations for different equipment, or even for similar components in different operating roles. The root-causes of failure and the subsequent effects are then analyzed. In addition to the financial losses caused by production impacts, effects analyzed include safety hazards, environmental damage, and non-compliance with permits. Finally, the set of maintenance tactics for each piece of equipment is determined based on its performance expectations and the technical nature of the failure modes it suffers. Maintenance tactics that are considered include: • Scheduled inspection, discard, or restoration • On-condition tasks • Run-to-failure • Redesign The key benefit of the RCM process is that it identifies the equipment-specific set of tactics required to address modes of failure, while explicitly considering the consequences of failure to determine what tactics are economically feasible. The output of the analysis will also provide a detailed understanding of the materials required to sustain the maintenance program. Build Effective Planning and Scheduling Processes Even if outages cannot be avoided, effective planning and scheduling processes can mitigate the financial impacts of lost production in highly volatile markets. This is accomplished through a maintenance staff that, for each job, knows exactly what is required, finds the best time to do it, and carries it out efficiently and safely. Direct costs of labor, materials, and contractors can be reduced through effective planning, as can the indirect costs associated with lost production. Planning involves identifying the required work steps, safety needs, labor, materials, and tools before dispatching maintenance crews to start the job. Direct costs are lower because a well-defined list of tasks allows maintenance staff to focus on getting the job done, rather than scrambling to find materials and tools or being surprised with unexpected safety concerns. This can also translate into a reduction in outage time. Combined with effective planning, scheduling further enhances the value of maintenance work by ensuring that tasks are undertaken in order of priority (within constraints such as labor and material avail ability), and in such a way as to minimize the financial consequences of lost production. Scheduling “around the market” means that firms must have a view to “run when the market is hot, and maintain when it is not.” This places greater importance on the need to coordinate day-to-day work activities between crews to minimize the number of outages and, when outages are essential, to minimize their duration. Integrated schedules should be developed for at least a one-week period (and ideally longer) with a focus on activities that involve equipment outages or multiple crews. Scheduling according to priority also ensures that the preventative maintenance program is not pushed to the side in favor of other less-important tasks. Changing market dynamics also challenge the way that some firms have scheduled extended outages. For example, is it possible to squeeze maintenance that traditionally required an outage of six weeks into a three-week window? Can new approaches to staffing be used to put more workers on the job? Major outages have often been used as a convenient way to defer minor outages — is it more effective to shorten the length of the major outage and perform some of the work when the opportunity arises? These may not be the best approaches to minimizing staffing costs or maximizing crew efficiency, but they may be attractive options when the cost of lost production exceeds the cost of additional labor. Risk analysis and “what-if” scenarios should be considered while planning and scheduling tasks, as it will be easier to respond to changing maintenance requirements of market conditions if mitigating strategies have already been developed. Finally, scheduling maintenance in a competitive electricity market requires maintenance activities to be fully integrated with the plans of Operations and Trading. Processes should be in place to provide maintenance staff with the traders’ view of potential outage times over the coming weeks and months. This will allow Maintenance to consider opportunities for outages as they build their schedules, and also to be prepared to perform other work if outage opportunities do not materialize. Integrate Maintenance Management and Materials Management Maintenance and materials management processes must be highly integrated and managed with the common goal of assuring plant capacity and reliability at an acceptable cost. It does little good to minimize stores goods if maintenance staff cannot obtain the correct components when they are required. Conversely, the firm would be required to make a very large investment to stock every conceivable part just in case they were required. Somewhere in the middle is the optimized blend of stock materials, supplier agreements, and ad hoc purchases that will provide optimum value to the firm overall. Derive your need for maintenance materials from your maintenance strategy. Your preventative maintenance program is a good place to start identifying materials, as tasks are routine and on a set frequency. An effective maintenance scheduling process will then allow Stores and Purchasing to optimize the procurement of each material based on expected usage. This will only work if job plans are complete and adequate notice of material requirements is provided. In far too many cases, perceived problems with Stores or Purchasing arise as a result of inadequate maintenance management processes. Of course, no proactive maintenance strategy can ensure that each and every task can be undertaken with sufficient notice to allow materials to be procured in the optimal means. All firms must hold a level of emergency spares to ensure that the operational impacts of unexpected breakdowns are minimized. This again should be an outcome of a refined approach to maintenance that recognizes equipment criticality, operational risks, and the financial consequences of lost production. This coordinated approach to Maintenance and Materials Management processes will help to maximize plant availability while also controlling inventory and purchasing costs. Upfront identification of maintenance needs will also help to identify opportunities for alternative procurement strategies by providing a more complete view of required maintenance materials. Maximize Workforce Flexibility Minor maintenance requiring short outages should be attacked whenever the market provides a window. That means being prepared for the job, including the job planning and the materials staging. Maintenance crews must also be responsive to start the job on short notice, or to interrupt the job if market conditions change and the generating unit can be safely and profitably returned to service. And if the best window is overnight on a weekend, then so be it. The flexibility and responsiveness of your workforce is directly related to its understanding of your maintenance strategy and the impacts of maintenance on profitability. Without a doubt, it can be very annoying to have scheduled outages cancelled or changed as a result of changes in market conditions. However, acceptance of changing schedules is more likely to be accepted if the financial impacts are understood. Moreover, it may not be as annoying if the employees stand to gain through properly structured performance-based bonuses that provide the incentive to perform maintenance around the market. Also required are communication processes that provide all employees with market information that can empower them to make their own market-based decisions. Although Operations often has the final approval for outage requests, providing Maintenance with current market information can allow them to anticipate potential opportunities and structure their activities with the market in mind. Even simple activities like staging tools and materials based on market information can dramatically increase response time to opportunities for short outages. The market may not give you many opportunities, so do your best to take advantage of them when you can. Use your CMMS Effectively At the core of these activities is the Computerized Maintenance Management System. Used properly, the CMMS can be much more than just an electronic calendar for time-based maintenance and a cost-collector for maintenance activities (which are roles the CMMS plays in far too many firms). Instead, the CMMS must be seen as a critical information management tool for the purpose of increasing the effectiveness of maintenance management processes and making better business decisions in the future. An effective CMMS provides integrated maintenance and materials management functionality, and is configured to reflect the firm’s processes. All maintenance activities are identified, planned, and scheduled in the CMMS, thereby providing a detailed work description to maintenance staff and complete notification of materials requirements to Stores. Wherever possible, existing job plans are utilized when planning new work, which progressively increases the efficiency of job planning while also creating more precise records of work details and requirements. Work is not complete until the details of the work performed are documented (including labor, materials, and tools) and the cause of failure is identified. Furthermore, processes must exist to review the effectiveness of maintenance activities (Figure 2). Figure 2 – Typical Benefits of an Effective CMMS Conclusion While the need to provide highly reliable generation has not changed, the evolving competitive marketplace has created some additional challenges for the power plant maintenance manager. Choosing appropriate tactics, increasing focus on planning, integrating maintenance management with materials management, and using your CMMS effectively will allow you to control your maintenance instead of it controlling you. Aligning your maintenance strategies, increasing your focus on scheduling, and increasing the flexibility of your workforce will provide further benefits by ensuring that your plant will maximize its value within your firm’s generating portfolio. Footnote 1 See also Campbell, John D., and Andrew K. S. Jardine (2001). “Maintenance Excellence: Optimizing Equipment Life-Cycle Decisions,” Marcel Dekker, New York. 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.