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1. PLANT OPERATION ROUTINES

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1.1.

OPERATION AND MAINTENANCE OF THE DIESEL POWER PLANT

1.1.1. Introduction
Setting up the operation of a power plant includes management of several areas, of which the Operation and Maintenance are mostly recognised. All the areas together will form a Power Plant Management System. Managing a Diesel Plant requires the knowledge about means and methods to achieve maximum availability at lowest possible cost benefiting from the unique features a diesel plant can offer. Wrtsil Diesel has over the years collected and established useful information of the Management of Diesel Power Plants.

Personnel staff Accounting economy Material administration

Administration

Operation and supervision

Maintenance PMS

MAMA

DATABASE

Fig. 1 Plant Management Areas

Management of a power plant requires specific knowledge about all the areas presented in this circle. Of special interest is the Planned Maintenance System (PMS). In the following is a detailed overview of the means and methods which we consider a valuable assistance in the management of your power plant. The system described is manually controlled but is as such directly adaptable to the computer based system also available from Wrtsil Diesel. The computer system is called MAMA and its special features will be highlighted within { } in the text that follows. {MAMA is sold as an optional feature of the plant documentation system}

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1.1.2. Operational targets - Operational performance

Power production is a ongoing competition between different methods and systems of production. The losers are the less economical alternatives. The diesel plant is favoured due to its high fuel efficiency and flexibility, combined with high operational safety and possibilities to reduce pollution. The major target in power production is to utilise investments done at lowest possible operating cost. The total economy is generally measured by its key number for overall efficiency. Safe power supply may be invaluable. Consequential damage due to power shortage or breakdown usually makes operational costs neglectable and it is therefore of prime interest to maintain high availability of the plant. Safety is best characterised by a key number defined as availability .

1.1.3. Major factors affecting availability

Operation availability (Ao) is a primary measure of equipment readiness for a diesel power plant. It represents the expected percentage of time that the diesel plant or diesel engine will be ready to perform satisfactorily during normal operation conditions. More precisely, this is the probability that the plant will be capable of performing its specified function when started at any random point in time.

Availability

How often? Reliability

Mean time to failure

How long? Stop time

MTBF

Effective repair time Maintainability

Mean time to repair

Waiting time Supportability

Mean waiting time

MTTR

MWT

Fig. 2

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INFLUENCE ON AVAILABILITY
A= MTBF MTBF + MTTR + MWT

MTBF depend on:

preventive maintenance daily care parallel functions modification

MTTR depend on:

design, installation accessories

MWT depend on:

systems, routines technical assistance training documentation spare part supply

Fig. 3 Availability definitions.

In this figure the standard method of estimating equipment availability is presented. Operation and maintenance should target the major factors which reduce the plant up-time.

1.1.4. Plant configuration

One of the major reasons for selecting diesel engines as prime movers for power plants has always been the possibility to build up the capacity in steps according to need. The secondary effect of this is that in the multi-unit plant availability will be extremely high. Some general rules of the thumb in this respect are: 1. Utilise variation in size of the generating sets so that a suitable number of sets are in operation on any plant load. 2. Utilise capacity to be able to operate at optimum efficiency as an average over the load range, bearing in mind that a generating set typically have a optimum at loads from 70% to 90% of nominal. 3. Utilise operation priority to be able to keep at least one set in maintenance

1.1.5. Design and facilities

Plant arrangements will play a role in availability by setting the standard of accessibility both for daily measures as well as major maintenance and repair works. Pay special attention to the following: 1. Ample space for performing inspections and maintenance. The more frequent the measure should be carried out the better the accessibility should be. 2. Plan for work space (work shop preferably) and proper spare part stocks. 3. Check that all major components may be withdrawn for major maintenance and repair. 4. Provide for over-all cleaning of both space and equipment. 5. Place drains and vents in convenient locations. A well planned plant will be easier to maintain which again will improve the reliability.

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1.1.6. Availability of spares and manpower

Through case studies it is easy to find that the major factor in availability in reality is the waiting time, or in more general terms the plant supportability. In this area both the supplier and the operator may contribute in a favourable direction. Selecting the right spare parts for local stocking is a task worth spending some time on, and in this respect supplier and operator have to co-operate. When selecting spare parts the following should be taken into account: 1. What is the suppliers recommendation for wear parts. 2. What is the suppliers recommendation for safety parts. 3. What parts are available in local stocks. 4. What are typical delivery times to site. Well trained staff and trimmed routines for administering the maintenance and spare part logistics are other important parts of the supportability factor. Local service by the supplier will ensure shortest possible availability of specialists when so required. {some of the major features of the MAMA system is its capability to predict spare part needs and in general to organise the spare part logistic system}

1.1.7. Using RAM analysis for follow-up

Availability follow up is a tool for the management of a diesel plant. Long term trends in availability would be good indicators for efficiency of the maintenance and failures in the logistics are easily detected. In order to make a proper follow up, a well administered machinery management system is required {Wrtsil Diesel MAMA-system or similar}. In this system both scheduled and unscheduled maintenance operations are registered. It is also important to register all failures, at least those causing stops, so that a accurate failure rate may be calculated. The routines for proper log-keeping is presented later in this manual. The RAM (Reliability-Availability-Maintainability) analysing method presented below may basically be used for any single component or system in a plant and the results should be used to study the availability of the system of which the component is a part. Ultimately the analysis are extended to study the complete plant in its complexity of multi-units, load limitations and different levels of redundancy. When both the scheduled and the unscheduled maintenance are taken into the estimate, the general formula will be:

Ao =

MTBF x k (MTBF x k) + MDTs + MDTu T1 + T2 + T3 +... Tn n

MTBF=

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This method to estimate availability is highly dependent on supportability in actual operation environment.

1.1.8. Major factors affecting efficiency

1.1.8.1. Fuel consumption characteristics
Fuel consumption for a diesel engine is usually given as a specific value for how many kilograms of fuel is required to produce one kilowatt hour (Specific Fuel Consumption (SFC), unit g/kWh). Note, that the SFC always is referred to the engine load. This value is the inverse of efficiency, i.e. when fuel consumption is at its lowest, efficiency is at its highest. fig 3. shows a typical fuel consumption curve for one engine. Applying this curve to a multi-unit plant will give a combined curve according to fig 4 . With the help of this curve the plant utilisation efficiency may be studied. Some general remarks: 1. The plant is less efficient at very low loads. 2. The diesel engine have a very broad (flat) high efficiency operating field. 3. Efficiency decrease at peak loads. 4. Optimum efficiency may sometimes be reached using engines of different size in the same plant. Fuel efficiency will also to some extent be influenced by the actual ambient conditions.

Specific fuel consumption

Best area
50% Load 100%

Fig. 4 Specific Fuel Consumption curve, for one single unit.

SFC for one unit follows this typical curve. The plant operator should observe the best operating field.

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Specific fuel consumption

Fig. 5 Specific Fuel Consumption curve, for a multi-set installation

By combining the characteristic consumption curves of several units a more or less favourable plant consumption may be achieved by selecting the start and stop of individual units.

1.1.8.2. Equipment condition-maintenance

The condition of some key components, specially in the fuel system, will have a strong influence on the engine efficiency. Efficient machinery is maintained when at least the following maintenance measures are properly carried out:

1. Fuel nozzles are checked and changed if found that the atomisation characteristics are abnormal. Payback time for changing nozzles is counted in hours, not in years. 2. Perform water cleaning of the turbo charger regularly, specially in plants using heavy fuels. 3. Operating the engine at optimum loads will prevent fouling of the combustion spaces. If extensively run on low loads cleaning of the combustion spaces may be required more frequently than normally recommended. 4. Right charge air temperature will guarantee best fuel consumption. Keep the cooling systems in good condition.

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Usually time spent in maintenance is recovered many times through savings in fuel consumption.

1.2.

POWER PLANT OPERATIONAL ROUTINES

1.2.1. A general presentation
1.2.1.1. Organising staff
After the operation being defined with regard to grade of automation and manning the management should go through a detailed study of what need to be done to get the plant operational. The result of this study should be well defined job descriptions and routines for all tasks to perform in the plant, and adequate training should be done. A. SETTING OF OPERATIONAL GOALS B. ORGANISING PERSONNEL JOB DESCRIPTIONS ACTIVITY DESCRIPTIONS FOR ROUTINES C. ORGANISING DOCUMENTATION INSTRUCTION DOCUMENTATION LOG/REPORTING SYSTEM ORGANISING MAINTENANCE TOOLS ROUTINES D. ORGANISING SPARE PARTS LOGISTICS STOCKING PURCHASING Routines and instructions form the basis of power plant operation training, which should be an on-going activity in any power station. Documentation of the routines in a standardised way helps the management to train its staff and to keep to the routines agreed upon. {The Machinery Management System (MaMa) contains a Planned Maintenance program which will work according to the strategic decisions done by the management. The MaMa system will here be the flexible tool to document and follow-up the progress of maintenance.}

1.2.1.2. Working routines

All power plants will have working routines, whether documented or not. Setting up the Power Plant Management System means that the routines will be well defined and that these routines also in the daily operation will be followed. In a power plant we may identify four different groups of routines: supervision routines, which are highly dependant on the grade of monitoring
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PLANT OPERATION ROUTINES maintenance routines, which are dependant on the maintenance strategy control routines, which are highly dependant on the grade of automation administrative routines, which are company specific. We will in the following concentrate on the Supervision and Maintenance routines. Control routines are described in the user instructions and the Administrative routines are better dealt with in intercompany instructions. {the MaMa system also covers specific routines of Supervision and Maintenance but is extended with some administrative functions such as allocation of costs and budgeting}

1.2.1.3. Reporting
Just like plans and budgets are a link between the Strategic Management and the Tactical level of management, reporting is the necessary link between the Tactical level (middle management) and the Operative level of staff. Reports are required at all levels but for different purposes. The top management may require a brief monthly report giving actual figures of availability, efficiency and budgets, while maintenance staff will be better served by Maintenance plans and spare part availability reports.
DATA Sum

DATA

Sum

REPORT

MaMa

Feed back

DATA

Sum

DB

Fig. 6(Fig 5) Reporting chain

The reporting chain is usually built in a few links, of which all links at all times must be intact. In reporting motivation of staff at all levels is of critical importance. The benefits of collecting data must be proved through the actual use of this data in the daily work. Data must be evaluated and used in a form which is easy to read and understand i.e. calculated summaries and graphical presentations like in trend curves. Training of the power station staff in both administration and technical aspects of the plant operation is naturally very important from this point of view. Training must stress the need to react on abnormal data as early as possible in the reporting chain.

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The reporting chain as presented above is divided into four steps of activities:

Step-1, Data collection

Information specifically needed to monitor performance of the plant is collected either through an automatic data logging system or through manual reports collecting data in forms. Standardised forms for daily, weekly and monthly reporting is used. Data collection is part of the supervision routines and its frequency is defined in the respective form used. {the forms presented here are the reports that are used in connection with the MAMA system}

Step-2, Reporting
Data collected is presented in the following standardised reports: Table 1: Report energy report machine operation log daily machine log station log power interruption log daily check list plant attention report maintenance report Frequency daily status change hourly hourly status change daily irregular planned Reporting daily daily daily daily daily weekly daily daily

{when using the MAMA system this step means entering the defined information in order to give on-line access to the information later}

Step-3, Data processing

This is a step to evaluate and process the collected data for presentation in a suitable form and discuss the results in formal meetings or daily routines. In our system the following process are recommended: operation priority list, either continuous or daily updating maintenance schedule, updated according to works performed weekly maintenance plan, weekly work plan for maintenance trend curves, selected data presented in trend curves {when using the MAMA system the basic data processing is automatically performed when entering data}

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Step-4, Feed-back reporting

Feed-back reporting is the process of preparing special reports based on the data and information collected in the three previous steps. Our system suggest a few standard reports to be considered: statistical report, a detailed monthly summary of the key numbers of operation (a typical report with explanations is attached herewith) station log summary machine log summary (individual status report for the generating set) The above reports are typical reports to the top management. {The real benefit from a MAMA system comes from feedback reporting. The system contains hundreds of reporting facilities of which the following are some of the most important ones: statistical reports, available in several levels efficiency report, selectable period maintenance plan over selectable number of weeks maintenance overview for selectable period maintenance reports at several interest levels stock inventory lists recommended purchases evolution of readings budget reports All the reports in MAMA are available any time and may be presented either on the screen or as printed reports}

Forms and documentation of reports

Having a Machinery Management System or not, organising the plant operation always means some forms will be required. Forms are designed to match the previously described reporting chain. Introducing new routines and forms is always difficult task, it is therefore good to do a good homework and implement the right forms from the beginning. Badly designed forms will lower the motivation to use routines and systems. Good forms have usually been developed during a long period by the user themselves. All the standard forms herein described are included in the Logbook file. The need for a good filing system will soon become necessary, however, it is not possible to give a definite suggestion for what files are required since the set up is very much depending on the people involved and the room to store each individual peace of information. A suitable filing system may be set up as follows: 1. Machine logs, individual for each generating set (should have numbered pages) 2. Station logs 3. Energy reports 4. Maintenance log, including daily checklist, Maintenance reports, Plant attention reports, maintenance schedule and weekly maintenance plan 5. Trend curves

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{In this area the support of the Machinery Management System MAMA is remarkable, the system is fully integrated with the forms and may also print forms for daily use. Depending on the system configuration MAMA may also substitute paper reports since the information is available for the users on-line any time when needed}

1.3.

SUPERVISION

1.3.1. Supervision level

Setting the optimum supervision level is critical both to efficiency and reliability. The trend today is towards higher degree of automation, we already talk about "intelligent engines". The grade of automation will increase with higher labour costs, however there are many factors to weigh into the decision of automation: 1. Is skilled labour available to operate and maintain the automation systems 2. Is the automation system proven to be reliable. 3. Will the manufacturer have local support for the system. 4. Is the system easy to learn and use, even in infrequent use. 5. What is the typical use of the plant now and in the future. Generally speaking, in terms of monitoring and control the human can do more and many times also better than the system.
PER SHIFT

MACHINE LOG STATION LOG SHIFT TAKE OVER DAILY CHECK OPERATION PRIORITY ENERGY READINGS STAND-BY ENGINE TEST ENGINE TEST (every 50h)

Fig. 7 Supervision level, power plant

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WEEKLY

HOURLY

DAILY

Routines performed by the the plant staff

MONTHLY

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PLANT OPERATION ROUTINES A recommended minimum supervision level is set in fig.6 The methods to perform the supervision may however be very different depending on the grade of automation other staff related aspects. The actual supervision level is decided together with the manufacturer in an early stage of the project. The decisions are followed up by the planning of the Management system and its subsequent training of staff.

1.3.2. Specific routines of Supervision

A routine is an activity performed according to a defined schedule following a route agreed upon and performing specified tasks in named stations. In the following the routines of the recommended supervision level are described in detail:

Operation Priority List (OPL)

By means of the OPL the plant supervisor monitors and controls the operating hours of the generating sets. This is a typical daily (morning) duty. The list should give present status of each generating set using standard definitions like "On SB", "In Maint." etc.. Operation priority can be selected one of three methods: A. Constantly even operating hours B. Constantly offset operating hours C. Continuously diverting operating hours

Machine Operation Log (MOL)

This is the individual log for each generating set and it should be continuously updated any time a change in its status occur. A change in status is considered any start or stop but also performing of maintenance on a stand by set must be recorded. As a minimum (e.g. for stand by sets) the status at 00.00 and 24.00 shall be stated. The log is summarised and reported once per day. Note! The log must have numbered pages.

Power Interruption Log (PIL)

This is the log for the power production and the recording of possible disturbances in either production or distribution of power to the consumers. The log is summarised and reported once per day.

Daily Machine Log (DML)

The recommended frequency is to perform a normal round-trip once per shift, although many stations perform these as frequent as every hour. What should be kept in mind is the purpose of the trip is firstly visually inspect the plant and secondly to collect some specific data. From this point of view the correct frequency should be selected. One of the daily readings should be selected as a reference data. This time should preferably be selected during normal peak hours (e.g. noon ) and the data collected from that round-trip will be used to enter into the trend curves. Transfer of data to the trend curves should be done daily and preferably in the morning.

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Daily Station Log (DSL)

The frequency of this log should preferably be the same as for the Daily machine logs. It is reported daily.

Daily Check List (DCL)

This list is a summary of the daily measures in the form of checks and maintenance tasks that should be performed by either the operators or the maintenance staff. The importance of this check should be stressed and it is recommendable that the station supervisor performs a daily double check according to this list.

Daily Energy Report (DER)

Energy readings are usually taken a given time of the day (typically midnight). They are recorded in the Energy report and the efficiency of the previous day may be calculated. It should be noted that this daily report seldom is very accurate, to get more reliable figures a much longer reporting period should be selected. (e.g. one month).

Plant Attention Report (PAR)

This report is designed to be used by the operators as well as maintenance staff. It serves as a reminder to perform rectification works (irregular work) and is issued immediately when a problem is detected. The Plant Attention report should be attended to in the daily maintenance or included in the weekly maintenance schedule.

Trend monitoring curves (TMC)

Selected parameters of the Daily Machine Log are transferred to graphs showing the daily development of the measured values. Values should be selected the same time every day and preferably from a period typically having relatively high loads.

Stand By Test (SBT)

Generating sets being on stand by for longer periods than one week should be test run according to prescribed procedures.

Engine Test Run (ETR)

Irrespective of the engine being in operation or on stand by it should be performance tested either every 500 hours or at least once per month. This measure is also considered to be a maintenance operation and is therefore included in the maintenance schedule. This test run will be recorded in the Operating Data Record and the results should be compared to the official norm curves of the engine.

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1.4.

MAINTENANCE
1.4.1. Maintenance strategies
The purpose of planned maintenance is to ensure the trouble free and economical service of the equipment in the plant. Since maintenance is causing costs, it is natural to try to minimise the work carried out. It has to be considered on one hand how often and how thoroughly should the maintenance be carried out, and on the other hand what kind of risks will be taken in case some of the measures were postponed or not carried out at all. Both the engine manufacturer and the owner of the power plant have to consider that question, the engine manufacturer when laying out the maintenance instructions and the power plant management when deciding when and what maintenance work should be done. In a power company, like in most other companies, we typically find three levels of responsibility in the maintenance:

A. The STRATEGIC level, setting the targets of maintenance. Important decisions regarding the resources, methods and goals of the plant are done at this level. Typical decisions may be to decide what part of the maintenance to do with own staff and what to subcontract. Signing of maintenance contracts are considered at this level. B. The TACTICAL level, which should be able to carry out plans according to targets set and in this process use information gained from the operative level. C. The OPERATIVE level, that should have the skills and instructions to carry out the daily tasks in the plant.

Fig. 8 Organisation responsibility levels

Different levels of staff plays their own role in the maintenance organisation. The Power Plant Management System will have to serve all the three levels. There are a lot of factors which affect the need of maintenance, all of which at least the tactical level should be aware of:

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TA CT ICA OP L ER

ST RA TE GI C

AT IVE

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1. The equipment features, especially in respect of reliability and serviceabil2. 3. 4. 5. 6.

ity. The engine load and annual running hours. There is a big difference in necessary service work between a diesel engine of a emergency set and an engine of a base load plant. The type of fuel. The maintenance cost when running on heavy fuels may be some ten percent higher than for using pure distillates, however, this fact does not offset the savings from using heavy fuel. Ambient conditions. High altitude and high ambient temperature will not have any bigger negative influence if only the engines are de-rated correspondingly. The cleanness of the charge air is moreover important. Lub. oil quality and treatment. When running on heavy fuel, utmost attention should be paid to the proper function of centrifuges and filters in the lub. oil system. Cooling water quality. The choice of cooling water system should be studied carefully at the planning stage of a power plant. Abnormal corrosion or deposits in cooling water spaces of the engine may cause additional costs.

1.4.2. Maintenance scheduling-condition monitoring

As already mentioned, a recommended maintenance schedule is given in the instruction manual. This recommendation is based on experience during normal operating condition, possibly taking into account the quality of fuel.

250 500

h h

1000 h 2000 h 4000 h 8000 h 16000 h

250

500

750 1000 1250 1500 1750 2000

Fig. 9 The principle of a maintenance schedule

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PLANT OPERATION ROUTINES In a Planned Maintenance schedule the operations are performed at regular intervals which means that the amount of work for each occasion may vary considerably. Note! The user is not allowed to change the maintenance intervals of the equipment during the warranty period without the consent of the manufacturer. The need for maintenance stated in this schedule is also based on the running records obtained from the engine under normal operation. Such operating data may be: exhaust temperatures max. firing pressures turbocharger speed charge air pressure and temperature fuel rack position of injection pumps pressure drop over charge air cooler pressure in the crank case The information given by these data is valuable and gives a good picture of the engine condition, provided that they really are evaluated by a trained person. This method of checking the state of the engine is normally referred to as engine testing for which standard report graphs are available. Other means of condition checking is to perform visual inspections on components, component condition evaluation. A general visual inspection, being it by means of endoscope or the bare eye, require a very experienced engineer with training especially for the inspection of modern bearings. Easier is the method of measuring main components at specified and critical areas. For this purpose the manufacturer supplies standard forms. Today much more advanced systems are available. They are called condition monitoring systems and are usually monitoring a few but very important parameters, like: main bearings cylinder liners and indirectly also the pistons exhaust valves When using that system, serious breakdowns can be prevented through an early alarm signal or automatic shut down in case of bearing overheating, piston seizure or leaky exhaust valves. The very latest technology in this field is the computer based diagnostic systems (Wrtsil Diesel FAKS, or similar) which are capable of supporting the operating staff in their judgement of plant behaviour and thus detect signals of malfunction in a very early stage. A diagnostic system is connected to a large number of measuring points which are scanned at intervals much more frequent than any human could ever do. Based on the huge amount of data the sc. expert system
will continuous perform a diagnosis of the actual state of the equipment. Obviously the trend is to equip the machinery with these sophisticated monitoring systems and to base the need of maintenance to a greater extent on the systems.

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1.4.3. Maintenance routines-quality of work

It is an unfortunate fact that engine failures or serious breakdowns sometimes is experienced immediately after an engine overhaul. The reason is usually easily found - something was made wrongly during the overhaul. Some typical mistakes are mentioned hereinafter: wrong judgement of bearing condition. A worn bearing may not do any harm as long as the bearing remains untouched, but if the same bearing is taken out of the engine and assembled again, the geometry of the bearing can be disturbed, resulting in a failure. important bolts are wrongly tightened engine components are wrongly reconditioned or assembled. Most of these mistakes could be avoided if the maintenance work were carried out by skilled enough engineers and staff. The management of a power plant should therefore consider to what extent the maintenance work should be carried out by the staff at the plant and for what measures the services of manufacturer should be used. This is a very important strategic decision and the manufacturer is nowadays prepared to extensive co-operation e.g. through maintenance agreements.

1.4.4. Spare part logistics

The engine manufacturer is often asked to give a recommendation for spare parts which should be kept on stock at a power plant. Before he does so, the base on which the recommendation is to be given, should be agreed upon. In the following some aspects:

1. If the annual running hours were known, the minimum spare part stock
could be planned according to the maintenance schedule given in the instruction manual. 2. The consequences of an eventual failure of an engine component evaluated. Can it e.g. be accepted that the engine is out of service until spare parts have been supplied from the service station or from the manufacturer? The result of such a consideration may be that cheaper but essential safety parts should be kept in stock at site. 3. The time needed for normal maintenance could be reduced if certain components immediately could be replaced by reconditioned ones in an exchange system. A complete set of injection valves, cylinder heads etc. could be of great advantage when trying to save time.

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Point of re-ordering
Amount of work

SAFETY STOCK
Time for delivery

Fig. 10 Spare Part Stock Control

For each article in stock a definite stock level should be defined, at the same time a decision for which part to stock must be done. This is an important factor of plant availability. The spare part logistics is to a great extent a co-operation between the plant, the local service station and the manufacturer. {the MAMA program includes all the required facilities for spare part logistics}

1.4.5. Maintenance planning

Since we now work according to the principle of preventive maintenance, this also means that we must be able to foresee (predict) the maintenance in advance. Maintenance planning is best done using a Maintenance Schedule as a tool. For more detail planning a Weekly Maintenance Plan will help to organise the work and in the day to day schedule we use a Daily Check List. These three tools shall work together as follows:

1.4.5.1. Weekly Maintenance Plan

This plan should be agreed upon mutually by Operation and Maintenance management since it basically takes both sides into account: operation must allow a scheduled stop or advice when the stop best may be performed maintenance shall be able to estimate the time required for the stop based on available staff and spare parts The Weekly Maintenance plan is a summary of the work that is estimated to be done according to the Maintenance schedule, the Plant Attention and other irregular work. It is good practice to do the WMP either in the beginning of the week or end of the previous week. {the MAMA system will automatically draw the Maintenance Plans}
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1.4.5.2. Maintenance schedule

Many types of maintenance schedules exist. The method we here introduce have the advantage of additionally also working as a planning tool. The schedule is used step by step in the following way:

1. Each individual schedule is issued on the day and running hour that the job
with the lowest period require. These are the Date and Hours which firstly are entered into the lines for Scheduled operating hours and dates".

2. The jobs performed are recorded on their respective lines and signed off. 3. Jobs are then scheduled starting from the date and hour given in (a).
"Hours" is estimated using the lowest period as in this example: 4. Hours for issuing the schedule is 3590 and the lowest period is 250 hours. The next time this job shall be performed is then at 3840 hours. If the estimated running hours per day is 22 hours this will mean that the next time to perform this job is eleven (11) days forward etc.

5. The schedule is used for guidance and jobs should be performed within its
limits with a maximum deviation of 10%. Note, that a deviation from the plan should not change the schedule which could cause a reduction in the number of jobs performed.

1.4.5.3. Daily Check List

The DCL is issued every week and the routine checks that it contain shall be performed at a given time or according to a given schedule every day. It should also be given task for the plant supervisor to follow this work up by personal inspections of the plant.

1.5.

Training is a must-Setting up the training plan

Everything in operation and maintenance is working towards best possible total economy. Obviously training must start from this understanding, everything in training should support this effort. Finally, it has to be emphasised that training of the staff at the power plant is important not only in respect of maintenance work, but also in order to create a better understanding of engine behaviour and condition. The engine manufacturer is obliged to provide training courses of various levels either at the factory, at local service stations or at site.

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