Maintenance Excellence Matrix

Assessment Guideline for Fossil Power Plants

Technical Report

Maintenance Excellence Matrix
Assessment Guideline for Fossil Power Plants
1004705

Final Report, November 2002

EPRI Project Manager R. Chambers

EPRI • 3412 Hillview Avenue, Palo Alto, California 94304 • PO Box 10412, Palo Alto, California 94303 • USA 800.313.3774 • 650.855.2121 • askepri@epri.com • www.epri.com

DISCLAIMER OF WARRANTIES AND LIMITATION OF LIABILITIES
THIS DOCUMENT WAS PREPARED BY THE ORGANIZATION(S) NAMED BELOW AS AN ACCOUNT OF WORK SPONSORED OR COSPONSORED BY THE ELECTRIC POWER RESEARCH INSTITUTE, INC. (EPRI). NEITHER EPRI, ANY MEMBER OF EPRI, ANY COSPONSOR, THE ORGANIZATION(S) BELOW, NOR ANY PERSON ACTING ON BEHALF OF ANY OF THEM: (A) MAKES ANY WARRANTY OR REPRESENTATION WHATSOEVER, EXPRESS OR IMPLIED, (I) WITH RESPECT TO THE USE OF ANY INFORMATION, APPARATUS, METHOD, PROCESS, OR SIMILAR ITEM DISCLOSED IN THIS DOCUMENT, INCLUDING MERCHANTABILITY AND FITNESS FOR A PARTICULAR PURPOSE, OR (II) THAT SUCH USE DOES NOT INFRINGE ON OR INTERFERE WITH PRIVATELY OWNED RIGHTS, INCLUDING ANY PARTY'S INTELLECTUAL PROPERTY, OR (III) THAT THIS DOCUMENT IS SUITABLE TO ANY PARTICULAR USER'S CIRCUMSTANCE; OR (B) ASSUMES RESPONSIBILITY FOR ANY DAMAGES OR OTHER LIABILITY WHATSOEVER (INCLUDING ANY CONSEQUENTIAL DAMAGES, EVEN IF EPRI OR ANY EPRI REPRESENTATIVE HAS BEEN ADVISED OF THE POSSIBILITY OF SUCH DAMAGES) RESULTING FROM YOUR SELECTION OR USE OF THIS DOCUMENT OR ANY INFORMATION, APPARATUS, METHOD, PROCESS, OR SIMILAR ITEM DISCLOSED IN THIS DOCUMENT. ORGANIZATION(S) THAT PREPARED THIS DOCUMENT N&T Consulting EPRIsolutions

ORDERING INFORMATION
Requests for copies of this report should be directed to EPRI Orders and Conferences, 1355 Willow Way, Suite 278, Concord, CA 94520, (800) 313-3774, press 2 or internally x5379, (925) 609-9169, (925) 609-1310 (fax). Electric Power Research Institute and EPRI are registered service marks of the Electric Power Research Institute, Inc. EPRI. ELECTRIFY THE WORLD is a service mark of the Electric Power Research Institute, Inc. Copyright © 2002 Electric Power Research Institute, Inc. All rights reserved.

2002. PA 19342 Principal Investigators W. Woyshner R. Cherry This report describes research sponsored by EPRI. Palo Alto. EPRI. iii . Niemkiewicz E. The report is a corporate document that should be cited in the literature in the following manner: Maintenance Excellence Matrix: Assessment Guideline for Fossil Power Plants. CA. 1004705. CA 95065 Principal Investigator M.CITATIONS This report was prepared by N&T Consulting 861 Prospect Heights Santa Cruz. DeCoster EPRIsolutions 30 Bethel Road Glen Mills. Colsher Contributors J.

.

number 69 in 2002. In 2001 the EPRI TEAM target for the Nuclear Generation organizations built on the PMO Assessment Guidelines and added more detail to the definitions. The PMO mission is to lead the industry by developing and demonstrating products and services that will improve use of power plant maintenance resources and increase profitability for generation businesses. In 2000 EPRI published the Plant Maintenance Optimization Assessment Guidelines. One of the ways that EPRI has helped the member utilities meet this challenge is through improved maintenance technology applications. which included much of then available information for assessing and optimizing 19 key maintenance elements.REPORT SUMMARY This Guideline consolidates information from previous EPRI Plant Maintenance Optimization (PMO) Target Guidelines to assist fossil generating stations improve their maintenance processes by presenting all of the activities that contribute to a well organized maintenance program. This information can be used to perform a self-assessment to determine how well the existing maintenance program measures up to ‘Best Practices’ and to determine what needs to be done to achieve ‘World Class Performance. This guideline draws from these two key foundation documents to provide the fossil generation organizations a comprehensive tool to perform assessments of maintenance practices at the category. and sub-element levels. attributes. Approach The project team used information generated by the EPRI PMO target as well as input from nuclear maintenance organizations such as the Institute of Nuclear Power Operations. This project is part of EPRI’s development efforts under the PMO Target. Objectives To provide utilities a comprehensive self-assessment Guideline on improving maintenance processes in fossil power plants. element. and processes of self assessment to create the nuclear maintenance self assessment guidelines. the NRC. processes and procedures.’ Background The business environment that has prevailed in recent years in the power generation industry has made it imperative to improve plant efficiency and availability and to accomplish these improvements with the same or reduced resources. v . and other industry sources to compile a self-assessment and maintenance optimization Guideline on all aspects of the maintenance process in fossil plants.

EPRI Perspective The preparation of reliable maintenance improvement information represents a significant advantage in the competitive market. and graphically depict the results to communicate performance results and facilitate strategic decision making in targeting maintenance improvements. This Self-assessment Guideline will contribute substantially to the identification of the areas that need improvement to achieve ‘World Class Performance’ goals. and/or targeted subelement assessments and benchmarking. Keywords Maintenance Assessment Optimization Fossil vi . Along with the parallel efforts of the EPRI Nuclear TEAM target. benchmarking. benchmark their performance at the desired level of detail. Utilities that have implemented EPRI-developed maintenance hardware tools and condition monitoring and predictive maintenance programs have realized substantial benefits as a result. The report also cross-references specific maintenance elements to the EPRI library of technical reports to help EPRI members find information relevant to targeted improvement areas. the ongoing work of producing and enhancing this Guideline is providing the basis for the development of a web-based tool to help utility personnel perform comprehensive maintenance self-assessments. However. the goals leading to maintenance optimization and improved maintenance effectiveness have not been met in all cases.Results This report provides an effective approach for a utility to assess their maintenance practices. The included tools and references to the EPRI PMO target legacy reports can also be used as part of continuous improvement efforts that are needed to maintain future competitiveness.

This Guideline thus provides information on how to set up a comprehensive and detailed maintenance self-assessment program. and Sub-element. maintenance process. These reviews can be self-assessments or can be performed by EPRI or industry experts. and conducting interviews to determine the current maintenance status. It also supports development of an effective strategic Plant Maintenance Optimization initiative. and to utilize the best maintenance processes and technologies. The current status is then compared with industry ‘Best Practices. This Plant Maintenance Optimization (PMO) Maintenance Excellence Matrix contains information to assist generating stations develop continuous improvement maintenance programs. These aspects are organized into four major Categories that are then divided into nineteen Elements and 103 Sub-elements with definitions for each Category. The self-assessment process consists of reviewing plant documents. along with plant personnel. and people skills and human performance. It is these Attributes that are compared with current plant practices to determine specific areas for improvement. technologies including automation. work culture. Element. to ensure that plants are operating safely and efficiently. the management approach.ABSTRACT Plant maintenance benefits significantly from periodic improvement reviews. ‘Best Practices’ covers all aspects of maintenance including maintenance processes. vii .’ These comparisons identify areas that need improvement. Attributes have been determined and criteria have been established for each Sub-element.

.

...................1-4 Document Approach........................................................................................................................................................................................................................3-9 Workshop Style Guided Self-Assessments..CONTENTS 1 INTRODUCTION ......................................................................................................................................2-9 3 SELF-ASSESSMENT APPROACH ............................................................3-3 Objectives of the Assessment ..3-7 Interview Process .....................................................................................................................................3-3 Self-Assessing Goals .....1-3 Expected Benefits of the Consolidated PMO Guidelines ...........................................................................................................................................3-1 Management Support....................3-4 Assembling the Self-Assessment Team..........................1-1 Background ...............................................3-15 ix ................................................2-8 Technologies ........................................................3-10 One-day Workshop Style Assessment – Specific Sub-element .....................................................3-6 Gathering Data .......................................................................1-1 Need for Guidelines Document .......1-4 2 PLANT MAINTENANCE EFFECTIVENESS — (BEST PRACTICES).........................................................................................3-5 Training of the Self-Assessment Team .............................................................................................................................................................................................................1-2 EPRI Credentials for Developing PMO Self-Assessment Guidelines ...........................................3-9 Focused Assessments .......................2-1 Management and Work Culture ................................................................................................................................................................2-6 People Skills/Human Resources ...........................................................................................................................................................................................................................................................................................................................................................................2-3 Maintenance Processes ......................................................................................................................................3-10 Maintenance Optimization Workshop to Develop a Self-Evaluation Maintenance Matrix................................................

...................... D-1 x ...........................................................4-1 5 IMPROVEMENT PROCESS............................................................................................5-1 6 REFERENCES ........................................................................... C-1 D TECHNOLOGIES................................................................... A-1 B MAINTENANCE PROCESSES ...............................4 GAP ANALYSIS ....................................................................................................................................................................................................... B-1 C PEOPLE SKILLS AND HUMAN RESOURCES ...................................................................................6-1 A MANAGEMENT AND WORK CULTURE ..........................................................

........4-4 Figure 6-1 EPRI PMO Target TR1000321 – Plant Maintenance Optimization Assessment Guideline...........6-13 Figure 6-6 EPRI TR 1004015 Guideline on Proactive Maintenance............................................2-9 Figure 3-1 PdM Related Sub-Elements Evaluated ................6-17 Figure 6-10 INPO Excellence in Human Performance ........................................................................2-5 Figure 2-4 Maintenance Process Flow ..................................................2-8 Figure 2-6 People Skills/Human Resources Matrix ....................................................................................................................................................6-16 Figure 6-9 INPO 97-013: Guidelines for the Conduct of Maintenance at Nuclear Stations..........................................................3-11 Figure 3-2 Example of PdM Program Assessment (Spider Chart Evaluation).....................................................6-11 Figure 6-4 EPRI TR 114002 Guide for Building a High Performance Generating Plant .......................................................................................................................6-14 Figure 6-7 EPRI TR 107759 Assessing Maintenance Effectiveness (Nuclear..................4-2 Figure 4-2 Example of Matrix Analysis ......... December 2000 .............................................6-15 Figure 6-8 Utility Maintenance Documents ......................................................................................................2-8 Figure 2-7 Technologies Matrix .........6-12 Figure 6-5 EPRI TR 110272 CMMS and Maintenance Work Process Integration Guide ..................................................................................................................................................................2-2 Figure 2-2 Category to Element to Sub-element and Attributes ..........3-15 Figure 3-4 Example of Maintenance Excellence Matrix ......................................................................................... NMAC)..... December 1997........2-3 Figure 2-3 Management and Work Culture......................................................................................................................3-13 Figure 3-3 Example of Composite Diagram (Spider Chart) .............................6-18 xi .......2-7 Figure 2-5 Maintenance Process Matrix ..............................................................................6-9 Figure 6-2 EPRI TR 108937 Value Based Maintenance Grid................................6-10 Figure 6-3 EPRI TR 109734 Maintenance Work Management Improvement ..........................LIST OF FIGURES Figure 2-1 Maintenance Excellence Matrix .......................................3-17 Figure 4-1 Gap Analysis Matrix......................................

.

.......3-12 Table 3-4 Prioritized Issue List................................................................................3-16 Table 6-1 Plant Maintenance Optimization Target........................................... Publication List (July 2002)..............................................................6-2 xiii .................................................3-14 Table 3-5 Prioritization Maintenance Issues List .....................................3-9 Table 3-3 Example of One-Day Workshop Agenda....................................3-5 Table 3-2 Potential Interviewees for Maintenance Assessment .....................LIST OF TABLES Table 3-1 Potential Objectives .....................................................................

.

elements. NEI. performance monitoring and maintenance optimization.’ December 1997 (Section 6. INPO.1 INTRODUCTION Background EPRI has been working with the utility industry for a number of years in the development and implementation of advanced maintenance processes and technologies. has also been working with the participating utilities in the assessment of their current maintenance program. reference. and utility expertise. The comprehensive information gathered to date has been organized within this report through the ‘Maintenance Excellence Matrix’. NRC. The Institute of Nuclear Power Operations (INPO) provides assistance to utilities in both maintenance and equipment reliability areas. These efforts included developing the means to assess the progress of key aspects of the maintenance program to determine their status compared to the highest industry standards. The focus of all of these activities has been to improve maintenance effectiveness. this support has been captured in the principles utilized in these documents. Therefore. and. 1-1 . and sub-elements of maintenance to allow the EPRI members to effectively assess maintenance and strategically and effectively target needed improvement areas as well as track progress and performance. and. 1) and INPO 97-013-‘Guidelines for the Conduct of Maintenance at Nuclear Stations. Section 6 contains the references and the illustrations on how this information was utilized. reference 2) are just two examples of INPO’s input into the maintenance philosophy of nuclear utilities. In addition to EPRI’s expertise and experience. which identifies and defines all categories. this document also captures the experience of other industry organizations. This Consolidated Plant Maintenance Optimization (PMO) Guideline captures the EPRI Fossil and Nuclear experiences. In addition to the extensive work performed through the EPRI PMO target over the past decade. Utility insurers reinforce the importance of good maintenance programs through credits available to plants that substantially reduce insurance premiums based on the presence of specific maintenance program elements applied to critical components and systems at the plant. The knowledge and lessons learned are extensive however until this consolidated guideline development there has been no easy means for a fossil generating organization to integrate the best of all of these industry initiatives into a single comprehensive approach that allows for benchmarking. comparison and targeted maintenance improvement. EPRI realizes that there are other organizations that have similar expertise and experience. INPO’s ‘Excellence in Human Performance’ (Section 6. the Nuclear organizations have done extensive work in parallel efforts regarding maintenance assessment.

3) update the plant’s latest technologies. effective. In order for the utility to learn from other plants within the utility. This Guideline is intended for use by the utility to assist them in conducting a self-evaluation of their maintenance program and subsequently more effectively developing a strategy targeting improvements. Need for Guidelines Document There is a continuing need for fossil utilities to perform Self-Assessments of their maintenance programs to: 1) help them improve the maintenance process. which will contribute to: • • • • • • • Improved safety Support the resolution of any environmental issues Minimize unplanned capacity loss The prevention of significant equipment failures The reduction of the cost of maintenance The incorporation of new technologies and advanced maintenance processes The management of the risk associated with maintenance activities 1-2 . and efficient. However.Introduction This Consolidated PMO and Self-Assessment Guideline contains all aspects of a utility’s maintenance program. this Guideline was prepared to present a process that can be applied when performing Self-Assessments and developing improvement plans that will make the plant’s maintenance practices even more effective. if the utility wants support from subject matter experts. this document could be used by a contractor or by EPRI service support personnel to facilitate the assessment process. As a result of these efforts. 2) establish a work culture that promotes a learning environment. The need for maintenance Self-Assessment is based upon improving maintenance effectiveness. consisting of: • • • • The Management Team’s support of the program and the Work Culture promoted within the organization The Maintenance Process The Maintenance Staff and Craft’s utilization and skills. it is to the utility’s benefit if the SelfAssessment process methodology is consistent. including the human performance of the staff and Craft The Technologies which are necessary to assure an efficient use of the processes and to determine the condition of the equipment These comprise the four major categories of Maintenance. and. This document is intended to satisfy these needs.

The EPRI PMO Fossil Target has been active in the maintenance arena for several years. and EPRI FMAC and NMAC. Much of this work has been performed through the EPRI Fossil PMO Target. Assessing Maintenance Effectiveness (Section 6. The Self-Assessment process will clearly show where improvements can be made and how to move the organization towards ‘Best Practices’ levels. 1-3 . development. reference 7). and. The PMO Assessment Guideline was used as a starting point for this document. These documents are each referenced in the PMO target report cross-reference table (refer to Section 6). Because of these efforts and experiences. Numerous documents exist to support utility maintenance assessment and improvement activities. This Guideline will assist the member utility with breaking maintenance down into its logical and manageable elements and sub-elements through the guidance of the Maintenance Excellence Matrix. with contributions also from EPRI TEAM. In Addition the EPRI FMAC and NMAC have also developed several maintenance application documents: specifically Improving Maintenance Effectiveness (Section 6. reference 5). This maintenance self-improvement process and this guideline will contribute to: • • • • An increase awareness of how current practices in the plant rank with the industry Providing complete details of the issues associated with each aspect of maintenance to ensure that key issues are not omitted The effective development of targeted maintenance improvement strategies The effective utilization of the library of EPRI PMO documents for targeted improvement initiatives EPRI Credentials for Developing PMO Self-Assessment Guidelines EPRI has been an industry leader in research. PMO target report cross-reference table).Introduction • • Improve human performance Improved maintenance work culture that supports continuous improvement The need for this PMO Guideline is based on the complexity of all the aspects of a maintenance program. and the EPRI Maintenance and Diagnostic Center (M&DC). EPRI has been able to compile this document in such a concise way that utilities have a comprehensive process that can help them in the assessment of their maintenance program. and application of Maintenance Optimization technologies and strategies for many years. The EPRI Fossil PMO target has developed numerous documents and studies directed towards improving maintenance practices: More than 100 legacy documents have been reviewed for incorporating the knowledge contained into this consolidated Guideline (refer to Section 6.

Section 2 provides the details of all key aspects of maintenance optimization. and Attributes. elements. Benefits to be expected from the use of this Guideline are based on EPRI’s. the plant’s assessment and improvement processes are often focused on one or more of the elements. or maintain existing levels for those plants that have achieved their desired goals Comparison of the existing plant maintenance program and its effectiveness with industry norms and ‘Best Practices’ Trending of the maintenance effectiveness over time Recommendations for improving the effectiveness Insights to management on ways to enhance the maintenance process Improved plant personnel awareness of their role in maintenance effectiveness and provide a ‘road-map’ that will help to better understand what is needed for improvement Document Approach This document is divided into the following five Sections. which is divided into Categories.Introduction Expected Benefits of the Consolidated PMO Guidelines The Self-Assessment approach examines the existing maintenance practices and its interfaces with other plant programs and processes. These key aspects if they are fully incorporated in the utility’s maintenance program. and other commercial industry’s experiences and include: • • • • • • • Improved awareness and support for safety and environmental goals Improved plant reliability and capacity (MW output). Sub-elements. EPRI member value obtained from the legacy of EPRI maintenance optimization-related reports will be significantly increased. and sub-elements of maintenance and illustrates how they are linked. The effectiveness of the program will be determined by comparing the results to the observed industry ‘Best Practices. credentials of those compiling the document and the expected benefits of utilizing the document.’ Recommendations for improvements will be identified to ensure that the program under review is on the path to ‘Bestin-Class’ performance. would represent ‘best practices’. the power industry’s. • • Section 1 covers the background. This Section also specifically defines the categories. and usually not on the maintenance process as a whole. 1-4 . the need for the document. In many cases. This Guideline also assembles all of the key aspects of a complete maintenance program and illustrates through the ‘Maintenance Spider Chart’ and the ‘Maintenance Excellence Matrix’ how they are related. In addition. Elements. to determine whether the ingredients necessary to achieve optimum effectiveness are in place. elements of the maintenance programs are scattered throughout the utility’s organization.

This table can help the user with the specific use of the references for assisting with the improvement initiatives. 1-5 .Introduction • • • • Section 3 presents a description of various self-assessment process options and how to utilize the excellence matrix. Section 4 provides a method (Gap Analysis) of evaluating the results of the assessment with the ‘Best Practices’ to determine the areas the need improvement. Section 5 utilizes the results of the ‘Gap Analysis’ to provide an improvement process. Section 6 contains references that EPRI used in the preparation of this document and a table of all appropriate EPRI PMO Target reports.

.

however. therefore. One person can have ownership of more than one element and/or sub-element. it is essential that these owners need to have a clear understanding of their particular areas on the Matrix. For the sub-element. If each attribute is adhered to then the sub-element has achieved ‘Best Practice. It is not important to have separate owners for each area. These major categories are divided into related key elements. It is important to point out that to fully utilize this Matrix it is necessary to establish ownership for each Category. In addition. there are many areas to address when evaluating the progress. it is important to have ownership established for all boxes on the Matrix. Element. EPRI has prepared the Maintenance Excellence Matrix shown in Figure 2-1. and then each element is again divided into sub-elements.2 PLANT MAINTENANCE EFFECTIVENESS — (BEST PRACTICES) Before a utility’s maintenance program can be assessed it is important to understand what comprises an optimum or effective program. which are: • • • • Management and Work Culture Maintenance Processes People Skills/Human Resource Technologies. and to establish a set of attributes that are adjusted based on the importance to the specific sub element (Attribute Weighting Factors) that will provide a description of the specifics of this ‘Best Practices’ program. There are many ingredients in an effective maintenance program. 2-1 . These ingredients are divided into four major categories. and Sub-element. attributes have been developed that will be utilized to rank the elements. In order to present these critical items in a logical and intelligible manner.’ Each attribute (for elements in the Maintenance Process Category) has been assigned a Recommended Nominal Weighting Factor (RNWF) based on EPRI experience for the impact of the specific attribute to the overall score (performance rating) of a particular sub-element.

Control/Staging Post Job Critique Pre-Job Briefs Data Capture & Utilization Mgmt /Spvr.0 Maintenance Processes Work Execution Tools/Mat. Mon.Maint. Sub-Element N/A Individual Goals Contract Mngmt Discipline Workforce to Mgmt Plant Goals System/ Comp Own Process Improvement N/A Business Planning Facilities Empowermt Peer Group Meetings Customer Satisfaction Craft Owership Use of OE N/A N/A N/A Motivation Wrkr .Wrkr Comm.0 Technologies Maintenance & Diagnostic Technology Information Integration System Execution Tools Cond Mon. Management Work Order Generation Scheduling N/A N/A Contract Mngmt N/A 2.Discipline Procedure Use Qualification Process Plant Systems Mbl/Shared Workforce Self Check Re-Qualification Process Business Literacy N/A CAP Prog Utilization Qual Tracking Program N/A N/A N/A N/A Specialty Training N/A N/A N/A Training Facilities N/A N/A N/A 3. Goals Bus.Plant Maintenance Effectiveness — (Best Practices) Category Element Benchmarking Goals/Business Plan Organization Within Industry Org Perf Goals Roles & Respons. Eng Overall Goals Personnel Performance Self-Assessment Outside Industry Maint Dept. Direction Ops. On-line Cond. Tasks Work Quality Return Equip to service Contractor Training N/A Conflict Resolution Succession Planning Safety N/A N/A Work Closeout Work Close Procedures House Keeping N/A N/A N/A Training Utilization Human Performance Qualifications Processes & Policies Mgmt/Union Interaction Behaviors & Values Personnel Selection Personnel Skills Dvlpmnt Multi . Documents N/A N/A N/A Financial Budget & Schedule Dispatch System Industry Database N/A N/A N/A Figure 2-1 Maintenance Excellence Matrix 2-2 . Goals Specialty Teams Policies & Processes Mangers to Workforce Maintenance Dept. Tools Equip Tech. Plan Adherence Change Mgmt Prog.0 Management & Work Culture Leadership Communication Metrics Accountability/ Ownership Continuous Improvement Work Identification Work Control Work ID Procedures Work Mangement Process & Procedures Work Exec Procedures Maintenance Basis Outage Mgmt Process & Procedures Equip Clearance & Tagging Post Maint Testing Corrective Maintenance Prioritize Work Preventive Maintenance Risk Assessment Predictive Maintenance Stores/Inv. Periodic Equipment Condition Data Technology Software Process Data Utilization Equip Perf Mon.0 People Skills/ Human Resources Maintenance Management System CMMS Risk Assmnt Tools Scheduling Tools Reporting & Decision N/A N/A N/A N/A N/A 4. N/A N/A CAP Program N/A N/A N/A N/A N/A N/A N/A R&D Activities Proactive Maintenance Planning N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A Empl Ideas Solicited N/A N/A N/A N/A N/A N/A N/A Team Prob Solving 1. development Productivity / Metrics Peer Check Contractor Quals Perform Maint.

A work culture that is receptive to new work ideas is needed. It is important to notice how the Categories are linked to the Elements. which presents definitions for the Categories. Attribute 2. to human resources.Plant Maintenance Effectiveness — (Best Practices) The Matrix represents all aspects of maintenance from the manager’s responsibilities. Attribute 2. For details of the Matrix refer to Appendices A through D. Attribute 4. Elements.’ This Maintenance Excellence Matrix is in a state of development. Each attribute has been stated in a manner to easily allow for the creation of a direct question (one per attribute) for use in the assessment process. the goals. Attribute 3. Attribute 3. Sub-elements. Attribute 2. Attribute 3. If the organization were to score the proficiency or applicability of each attribute on a scale of one to ten then an overall score can be obtained for the sub-element by averaging the scores of each attribute. Also. and the expectations. Figure 2-2 illustrates these hierarchal relationships. Attribute 2. Attribute 4. ------ Figure 2-2 Category to Element to Sub-element and Attributes The following is a general description and an example of the content of the Matrix. -----5. Attribute 4. Attribute 3. ------ Sub-element 1. -----5. behind each sub-element are the attributes that describe the ‘Best Practice’. Category Element Element Element Element Sub-element 1. -----5. the objectives. Management needs to set forth in a business plan. ------ Sub-element 1. -----5. All participants in the 2-3 . and then further linked to the Sub-elements. The attributes indicate best practices and are in the form of statements. and additional definitions and attributes will be added in time. to the maintenance processes. and the Attributes needed to define ‘Best Practices. and to the technologies needed for the maintenance program. Management and Work Culture For maintenance to be successful at a plant it requires good management and an organizational structure that incorporates good communications and decision-making based on integrated information. ------ Sub-element 1. Attribute 4.

Communication. Policies and Processes. Metrics. for instance. The Leadership Element.Plant Maintenance Effectiveness — (Best Practices) maintenance program of the plant must have a clear understanding of their roles and responsibilities and must be held accountable. This portion of the Matrix (Figure 2-3) shows the Management and Work Culture Category with its Elements and Sub-elements. 2-4 . Discipline. Organization. Accountability/Ownership. and how they inter-relate. Leadership. and Continuous Improvement. is designed to include Direction. and others. Goals/Business Plan. Elements of this Category include Benchmarking.

Plant Maintenance Effectiveness — (Best Practices) Category Element Benchmarking Goals/Business Plan Sub-Element Within Industry Org Perf Goals Roles & Respons. Plan Adherence Change Mgmt Prog N/A Individual Goals Contract Mngmt Discipline Workforce to Mgmt Plant Goals System/ Comp Own Process Improvement N/A Business Planning Facilities Empowermt N/A N/A N/A Motivation N/A N/A N/A N/A N/A N/A N/A R&D Activities 1. Goals Specialty Teams Policies & Processes Mangers to Workforce Maintenance Dept. Eng Overall Goals Personnel Performance Self-Assessment Outside Industry Maint Dept. Direction Ops. Goals Bus.Maint.Wrkr Comm.0 Management & Work Culture Organization Leadership Communication Metrics Accountability/ Ownership Continuous Improvement Peer Group Meetings Wrkr . Customer Satisfaction Craft Owership Use of OE N/A N/A CAP Program Attributes Figure 2-3 Management and Work Culture 2-5 .

Plant Maintenance Effectiveness — (Best Practices) As an example to determine the Best Practices for the Elements and Sub-elements of Category Management and Work Culture. maintenance management and workers Specific written procedures for administrative maintenance functions and maintenance sub-processes are available The organization's goals and business plan are provided to maintenance management and supervisors with clear expectations of what is to be done A clear set of maintenance task definitions exists Management communicates individual roles. unmistakable terms A3 A4 A5 A6 A7 The effectiveness of this Sub-element would be based on how well the organization is incorporating these Attributes. Then Sub-element ‘Direction’ was selected and the arrow points to its Attributes which are listed below. the work control process. and standards in clear. and the Work Closeout process. Maintenance Processes The maintenance process category includes how work is identified. and Motivation). The Attributes for the Sub-element ‘Direction’ are: A1 A2 A clear and distinct set of high level maintenance policies is established A documented set of maintenance process descriptions for major maintenance processes is established including: work identification and work management which includes work control (planning and scheduling). and work closeout A set of values and expected behaviors for the maintenance organization has been jointly established among the leadership. expected behaviors. the Element ‘Leadership’ was selected. The Attributes for each Sub-element are also included. This same approach would apply for ‘Best Practices’ for the Category of ‘Management and Work Culture’ by reviewing each of its eight Elements. These maintenance processes are illustrated in Figure 2-4. 2-6 . how the work is executed. The ‘Best Practices’ for the Element of ‘Leadership’ would be achieved by how well the Attributes are being effectively used by each Sub-element (Polices and Processes. If all of the attributes are an integral part of the ‘Direction’ Subelement of the Plant then ‘Best Practices’ would be achieved. as highlighted in Figure 2-3. results. Empowerment. Appendix A contains the definition of all of the Elements and Sub-elements for Management and Work Culture. Discipline. responsibilities. work execution.

Also. root cause analysis efforts) maintenance. includes the daily and outage work process procedures. and the tasks recommended by proactive (projects. and work safety issues. prejob briefings. for example. environmental. includes the development and management of the Maintenance Basis through some form of Reliability-Centered Maintenance (RCM) analysis. data. to mention a few. 2-7 . and housekeeping activities. Work Execution Element defines how maintenance is carried out including: tools/materials. as a failure of non-critical equipment does not present a safety. corrective action process. condition monitoring tasks. This determines the best mix of preventive (time-based) maintenance. post job critiquing. Figure 2-5 illustrates all of the Elements and Sub-elements for this Category. for example. and scheduling. work identification determines what non-critical equipment can be allowed to run-tofailure. Preventive CM Equipment Failure Accomplishing the Work Work Control Work Execution Work Close-out Maintenance Basis ID of Maintenance Task Type PdM Condition Directed PAM Root Cause Figure 2-4 Maintenance Process Flow The Work Identification Element. work quality. prioritizing. The Work Control Element. or reliability concern. ‘as found’ and ‘as left’ documents.Plant Maintenance Effectiveness — (Best Practices) Identifying the Right Work PM Scheduled. as well as the Attributes for each of the Sub-elements for Maintenance Process flow. The Work Closeout Element includes postmaintenance testing. The most cost-effective strategy for this type of equipment is to be reactive (when it fails. Appendix B provides detailed descriptions of all of the Elements and Sub-elements. fix it). planning. Proactive Maintenance (PAM) is designed to eliminate tasks.

This Category addresses Training. and Qualifications. which examines the qualification and requalification programs. union-management relationship. Tasks Work Quality Return Equip to service Safety N/A N/A Work Closeout Work Close Procedures House Keeping N/A N/A N/A Figure 2-5 Maintenance Process Matrix People Skills/Human Resources Figure 2-6 illustrates the Element and Sub-elements for this Category. multi-disciplined and shared work forces. Utilization. It covers all maintenance-related training including: classroom.Discipline Procedure Use Qualification Process Sub-Element Plant Systems Mbl/Shared Workforce Self Check Re-Qualification Process Mgmt /Spvr development Productivity / Metrics Peer Check Contractor Quals Business Literacy N/A CAP Prog Utilization Qual Tracking Program Contractor Training N/A Conflict Resolution Succession Planning Specialty Training N/A N/A N/A Training Facilities N/A N/A N/A Figure 2-6 People Skills/Human Resources Matrix Appendix C contains detailed descriptions of this portion of the Matrix and the Attributes of each of the Sub-elements of People Skills and Human Resources. 2-8 .Plant Maintenance Effectiveness — (Best Practices) Category Element Work Identification Work Control Work ID Procedures Work Mangement Process & Procedures Work Exec Procedures Maintenance Basis 2. Also included as part of this Category are Qualifications. Human Performance. procedure use. Human performance covers such Sub-elements as self and peer checks. Management Proactive Maintenance Planning Work Order Generation Scheduling N/A N/A Outage Mgmt Process & Procedures Equip Clearance & Tagging Post Maint Testing Contract Mngmt. N/A Work Execution Tools/Mat. safety. 3. 6. technical.0 Maintenance Processes Sub-Element Corrective Maintenance Prioritize Work Preventive Maintenance Risk Assessment Predictive Maintenance Stores/Inv. Control/Staging Post Job Critique Pre-Job Briefs Data Capture & Utilization Perform Maint.0 People Skills/ Human Resources Category Element Training Utilization Human Performance Qualifications Processes & Policies Mgmt/Union Interaction Behaviors & Values Personnel Selection Personnel Skills Dvlpmnt Multi . ref. and conflict resolution. Utilization investigates productivity. 1) was especially helpful in developing these Attributes. personnel behaviors and values. On-the-Job. and programmatic training. Plant personnel and contractors need to be part of this process. INPO’s ‘Excellence In Human Performance’ (Sec.

and the Attributes for each of the Sub-elements in the Technologies Category. Tools for Scheduling. this figure shows the Maintenance Management System element and its Subelements including: the Computerized Maintenance Management System (CMMS). 2-9 . Mon. As an example. Risk Management Tools.0 Technologies Sub-Element Reporting & Decision N/A N/A N/A N/A N/A Execution Tools Cond Mon. Documents N/A N/A N/A Financial Budget & Schedule Dispatch System Industry db (EPIX) N/A N/A N/A Figure 2-7 Technologies Matrix Appendix D contains definitions of the Elements. Reporting and the Decision-making processes. Category Element Maintenance Management System Maintenance & Diagnostic Technology Information Integration System CMMS Risk Assmnt Tools Scheduling Tools 4. Sub-elements. On-line Cond. Tools Equip Tech. and automation and reporting tools. Periodic Equipment Condition Data Technology Software Process Data Utilization Equip Perf Mon.Plant Maintenance Effectiveness — (Best Practices) Technologies This Category covers the use of technology including: the maintenance management software. as shown in Figure 2-7. condition monitoring technologies.

.

3 SELF-ASSESSMENT APPROACH For fossil plant applications. that is. One-time focused self-assessment activities may be triggered by: • • • • • • Declining trends in performance data. Increased emphasis may be placed on the maintenance program because of issues involving equipment problems • • Periodic Self-assessments of the maintenance process may be a normal part of the plant continuous improvement effort. In general. and Sub-elements as illustrated previously in Figure 2-1. increased emphasis on integrated maintenance activities and the equipment reliability process may indicate a need to assess the effectiveness of the maintenance program Significant change initiatives for which an early progress check is needed. This Assessment Approach is designed to support either a one-time focused maintenance assessment. the maintenance program is not used to satisfy regulatory driven requirements. Significant changes to the maintenance program will necessitate examination of the change impact. 3-1 . Elements. or problems tracked in the corrective action process Plant events triggered by equipment failures Either indication of process inefficiencies manifested by work control issues or equipment problems Input from ongoing self-assessment activities or from internal or external oversight groups (introduces the Maintenance Excellence Matrix for use) Benchmarking activities revealing potential performance improvement opportunities that warrant a focused review Impending inspections or assist visits. The Team can come entirely from the plant performing the Assessment or the plant Team can be supported by one or more outside experts. Early examination allows adjustments to be made where necessary Recent resolution of industry issues. or a program of continued periodically focused self-assessments. Furthermore. peers. The Assessment approach employs a Team of subject matter and plant process experts to perform an evaluation of the maintenance program and its interfaces with other plant programs and processes. the Assessment is structured around the Categories. However. or facilitators who understand the plant programs and processes. they are not necessarily triggered by any event or a particular concern. These areas have been found to completely and effectively address the entire scope of the maintenance program. they are consistent with the areas identified by the industry.

It is important to interview a broad cross-section of the plant staff. The Gap Analysis is discussed in more detail in Section 4. These interviews utilize the Attributes for each of the Sub-elements (Appendices A through D) as the basis of the interview questions. performance indicators. In summary. is then conducted to quantify areas that need improvement and those areas that are acceptable. the next step is to form the Team. and how to collect the needed information. The roles and responsibilities of the Team members need to be defined. The Team determines what to examine. which compares the results of the document review and personnel interviews with industry ‘Best Practices’. Following the plant information review. The next step is for the Assessment Team to gather and review plant documents. interviews are conducted and documented.Self-Assessment Approach The Self-Assessment process starts with obtaining management sponsorship and developing specific goals and objectives desired from the Assessment. operating histories. and that management is behind it 100 percent. and staff resources. The last step of the Assessment is to develop and implement an Improvement Process Plan (Section 5). This step will help the Team have an even better understanding of the status of the plant maintenance procedures and processes. Team members are trained in the Assessment Process and in the use of the Maintenance Excellence Matrix and the associated Attributes. the specific steps of the self-assessment approach are the following: • • • • • • • 3-2 Obtain management sponsorship Establish goals for the Assessment Prepare Assessment objectives Form an Assessment Team Train the Team Obtain plant data Conduct interviews . and maintenance histories. Members need to know how they are to be integrated in the assessment process that is to be used to evaluate current maintenance conditions at the plant. The Team documents the findings from the interview process A Gap Analysis. how to compare existing practices with the industry ‘Best Practices’ to determine areas of improvement. Management sponsorship includes oversight. as well as providing financial. who to interview. Once sponsorship is obtained and objectives set. material. The Gap Analysis results are then reviewed with plant personnel to clarify the findings. These interviews are typically one-on-one. Results of the Assessment are documented in a report and presented to the plant management. and. This is required because plant resources will be utilized and it is essential for the plant staff to realize that this effort is important.

Self-Assessing Goals To support Management’s expectations. Management needs to convey their expectations.Self-Assessment Approach • • Conduct a Gap Analysis Develop an Improvement Process Management Support Before undertaking another initiative. This alignment allows Management to review progress. Management is asking the staff to invest significant effort into this assessment process. Management must be very clear on the magnitude of what the organization is planning to undertake through the assessment process. Therefore. and that management is wholly committed to providing the resources that are necessary to make the process successful. goals should be developed that provide alignment with the plant and corporate goals. but to the rest of the organization. measurable. Goals should also be designed such that they are realistic. what they hope to accomplish. and. Areas where goals can be developed include: Corporate • • • • • • Enhance safety issues Meet environmental requirements Customer satisfaction Provide uninterrupted/reliable service while controlling cost Improve the competitive position Reduce capital costs Maintenance Organization • • • • Minimize O&M costs Maximize reliability/availability Extend equipment life Extend time between planned outages 3-3 . that there is benefit to the individual that there is benefit to the utility. The goals should be designed so that performance is easily measurable. Goals should be very specific. further. These expectations should be conveyed to not only the Assessment Team. The staff must believe that the potential outcome is worth the effort. These expectations should clearly define exactly what Management expects from the assessment. it is important that management sponsorship and support is obtained. achievable. and can be accomplished in a reasonable time frame.

Plants may find that additional or other factors may need to be considered. is the single most important element contributing to success. and designing the Self-Assessment to achieve these objectives. After determining the maintenance objectives and Assessment objectives to be addressed by the Assessment. Having realistic objectives. these objectives are communicated to the sponsoring management and key participants of the maintenance program and processes for their comments and support. The final set of maintenance objectives and assessment objectives should be communicated in writing to Management and the staff. This concurrence step is important at this point in the Assessment process. but to also promote continuous improvement.Self-Assessment Approach • Enhance safety throughout all areas Objectives of the Assessment The objective of the Assessment needs to address the overall goals and objectives of the maintenance program that have been captured in the business plan or maintenance strategy documentation. because all of the subsequent steps will be directed toward assessing the program with respect to these stated objectives 3-4 . Table 3-1 is a list of potential self-assessment objectives. The objectives of a Self-Assessment program are not only to establish the current constitution and effectiveness of the maintenance process. The importance of clearly and completely identifying Maintenance Process objectives and Assessment objectives cannot be overemphasized.

independent professionals including peers or industry experts. and Corporate Management including General Office engineering staff should be considered.Self-Assessment Approach Table 3-1 Potential Objectives Cost • • • • Reduce overall maintenance costs Reduce scope addition to scheduled outages Eliminate unplanned outages due to equipment failure Optimize spare parts inventory Reliability • • • • Prevent critical equipment failures Improve equipment performance Reduce number of unplanned load reductions Detect and prevent aging-related failures Availability • • • Reduce unavailability of equipment due to failure Maximize unit availability Shorten outage duration Infrastructure • • • • Support re-engineering or re-organizational changes Accommodate staff turnover and loss of experience personnel Achieve consistency among sister plants or within a company Increase lead time for workweek and outage planning Assembling the Self-Assessment Team The Self-Assessment Team should be composed of plant personnel and. When selecting people it is important to get the best mix of experience and technical knowledge. work control. A key plant system engineer or component engineer who uses and supports maintenance technology is a good assessor. if desired. An ideal size for the Maintenance Assessment Team is six to eight persons. Maintenance supervisors. Independent experts and facilitators should be chosen based on their knowledge of the subject matter and industry experience. and Outage Management personnel. and those who ultimately manage and/or fund the process. This size enables the use of three to four interview groups of two persons each. Experience has shown that one interviewer and less than three interview groups have several disadvantages: • The process drags on and looses enthusiasm and efficiency 3-5 . Team members should be chosen based on participation in the existing Maintenance Program. those who derive or desire benefit from the process. Operations staff.

Achieving this coherency requires that each person understand the objectives of the Assessment that was carefully developed and communicated to Management. training of the Assessment Team is an important step. Maintenance. It is important to review each of the following steps: • • 3-6 Examination of plant information for reference and review Performing plant interviews . Larger interview groups. It is then necessary to provide an overview of the scope of the Maintenance Assessment. and information management. or more Team members. might be desirable under some circumstances. Spontaneous questions or comments in the interviews should be channeled through the lead reviewer. Operations. consistent Assessment at their location Other sites or units send Team representatives because a stated objective of the Assessment is to achieve corporate consistency among plants Training of the Self-Assessment Team Whichever schedule or variation thereof is used. The maintenance scope and what leads to ‘Best Practices’ (Section 2 and Appendices A through D) will have to be understood by the Assessment Team. Also. organization. These objectives define their mission. If larger interview groups are used. It is important to provide background and perspective about maintenance in the power generation industry. someone other than the lead interviewer should keep notes. The other reviewers should have clearly defined areas or specific questions determined in advance. The scope involves interfaces with the plant work process. Until now. the interviews should be structured so that one reviewer directs the interview. a detailed review of the assessment steps is provided to the Assessment Team. the Team is a group of individuals selected for their individual expertise. pointing out the increased emphasis that is placed on maintenance improvement by Management. and Regulators. such as: • • • Other sites or units send Team representatives so they can use the Assessment as a benchmark for their programs Other sites or units send Team representatives so they can perform a similar. communications.Self-Assessment Approach • • It is difficult to capture all the necessary experience and expertise with only one interviewer The Team can develop biases and false conclusions that can be challenged in debrief meetings with another set of reviewers Experience has also shown that larger interview groups can be inefficient and intimidating to interviewees. The first objective of the training is to integrate the group into a Team. and plant culture. Next. Team training is best accomplished by providing an overview of the categories and elements that will form the backbone of the Assessment.

) Number of units Design megawatt output per unit Rated megawatt output per unit Type of units List of major equipment with some detailed descriptions 2. Operating history • • • • Each unit’s forced outage rate percentages for the last 3 years Each unit’s availability factor for the last 3 years Each unit’s capacity factor for the last 3 years List of equipment causing reliability. etc.Self-Assessment Approach • • • • • • Compiling ‘as is’ condition of the maintenance program Evaluation of the plant relative to industry ‘Best Practices’ Development of recommended actions Prioritization of recommendations Assembly of results for presentation to Management Prepare a report with the Assessment findings and proposed Improvement Process Plan Gathering Data The following is a list of plant data that should be reviewed by the Team before the interview process. Financial • • • • Plant and/or unit operating and maintenance budgets over the last 3 years Typical maintenance person’s burdened hourly cost Description of any major capital expenditure projects Replacement power costs 3-7 . Plant data such as: • • • • • • Plant history (i. Candidate plant data should include: 1. or forced outages issues for the last 3 years 4. in-service dates. Plant Organization Chart • • Specifics on Maintenance/Operation/Technical/Engineering Staff Total number of plant employees and the number of department/section 3.e. major design changes.

capacity factor Safety Environmental 6. Sample work package 15. Human performance processes 21. Work process • Provide the procedures and/or flow chart on how Work Orders are generated. List of pre-defined work packages if available 16. List of other Plant initiatives 17. Metrics 22. Goals • List of specific plant/corporate goals such as: – – – – O&M budget reduction Reliability. List of any work process procedures 18. prioritized and scheduled.) 12. CMMS document (Work Order coding. PAM process 9. Training program description if available 20. etc. PM listing 13. Maintenance Basis process 8. CAP procedures 11. Outage processes and/or procedures 19. priority system. processed and closed-out 7.Self-Assessment Approach 5. Improvement processes 3-8 . Backlog management report 14. Business plan 10.

performance measures. or daily observations can identify areas of declining performance.Self-Assessment Approach Interview Process Interviews should be scheduled early in the Assessment Process to ensure that sufficient time is available to consider all of the input and to seek clarification or follow-up information. Interviews should be assigned on the basis of subject area and the Assessment Team member’s expertise. their participation. the corrective action program. 3-9 . if necessary. Table 3-2 Potential Interviewees for Maintenance Assessment • • • • • • • • • • • • • • Plant Manager Site Engineering/Technical Superintendent Operations Manager/Superintendent Maintenance Manager/Superintendent Work Control Manager/Supervisor PM Coordinator Maintenance Program Coordinator PdM Team System Engineers Component Engineers Performance Monitoring Engineers Maintenance Supervisors Maintenance Personnel Operation Personnel Focused Assessments Many times. The focused assessment process can be used to quickly identify areas that are weak and allow the supervisor or manager to focus his attention here rather than using a ‘shotgun’ approach to find the problem. but. not stifle. small groups of workers or system engineers can be interviewed at the same time. In the interest of efficiency. management and supervision need to take quick. In order for this to happen. focused actions to reverse the trend. When these indicators appear. only if it will enhance. it is necessary to identify the areas that are causing the decline. Sometimes. Interviews should be conducted with as many of the personnel listed in Table 3-2. interviews conducted by individuals from crossfunctional areas with different perspectives can also be beneficial and should not be discounted. as can reasonably be accommodated by the Assessment Team. However. Team members with similar backgrounds should interview plant personnel.

When this technique is used. it might be helpful to select only one or two sub-elements for assessing. however. it might be useful to trend the scores in the areas assessed.e. or ‘Work Order Generation. These two techniques are a one-day workshop on a specific sub-element and a one and a half day Maintenance Optimization Workshop to create a fully self-evaluated Maintenance Excellence Matrix. elements. If a work group is using a periodic self-assessment for continuous improvement. one or more work groups do not feel that Planning is being effective). were applied to provide a quick and effective method for the utility to evaluate either a single sub-element. in addition to the typical detailed method previously described. One-day Workshop Style Assessment – Specific Sub-element An assessment was performed at a nuclear generating station to evaluate the effectiveness of the Predictive Maintenance process. These areas can then be rated on a one or two month frequency to track performance. multiple sub-elements. This technique is useful in areas like ‘Pre-job Briefs’. This technique will then identify areas of declining performance very early to allow issues to be addressed before they become problems. Therefore. and/or the entire Maintenance Excellence Matrix. This focuses the problem on areas that can be addressed rather than generalized complaints with no focus. it is often helpful to have them also rate the attributes (i.’ Workshop Style Guided Self-Assessments To provide the user with alternative methods for applying the Maintenance Excellence Matrix and evaluating one or more of the sub-elements. If a work group is involved. This included a focus on the specific PdM Process Element. EPRI team members worked with various utilities to apply self-assessment or assisted selfassessment techniques. 3-10 . ‘Self-Check’. the supervisor may want to distribute the sheets to the members of the group so that they can also rate the attributes. If there is another work group involved. attributes from many other sub-elements were also partially evaluated (Figure 3-1). and/or categories of maintenance. Two specific application techniques. The area(s) of concern would have been identified by other processes such as the corrective action program. The supervisor then only needs to review the Maintenance Excellence Matrix to select the one or more sub-element areas related to the issue. it is useful to have Planning rate themselves and to have the complaining work groups rate Planning. It is up to the responsible manager/supervisor to determine the level and number of people that would be involved in the assessment process. A Gap Analysis of the opinions can then be made to determine the areas that require improvement. An assessment package composed of the attribute sheets for the selected subelements is then assembled and the attributes are rated.Self-Assessment Approach The Focused Self-Assessment does not require as detailed level of goal development or assessment team formation as a periodic assessment.

Roles & Respons. Eng Policies & Processes Mangers to Workforce Maintenance Dept. Plan Adherence Change Mgmt Prog Maint. Tools Equip Tech. Goals Individual Goals Contract Mngmt Discipline Workforce to Mgmt Plant Goals System/ Comp Own Process Improvement Corrective Maint.Self-Assessment Approach Benchmarking Goals/Business Plan Organization 1. Stores/Inv.Maint.0 People Skills/ Human Resources Utiliz ation Predictive N/A N/A N/A Maintenance N/A N/A N/A Program Prob Team CAP Program R&D Activities Solving Predictive Maint. Data System N/A N/A N/A N/A N/A N/A Industry Equip databases Figure 3-1 PdM Related Sub-Elements Evaluated 3-11 . OnExecution Tools line Budget & Financial Schedule Reporting & Decision tls Cond. N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A Empl Ideas Solicited N/A Contract Mngmt ALARA N/A Training Facilities N/A N/A N/A Maint Dept. Goals Bus. Improvement Work Identification 2. Planning Work Quality Work Order Generation Scheduling Safety N/A Outage Mgmt Prioritize Work Process & Equipment Clear Tools/Mat Pre-Job Briefs Control/Stage & Tag Post Maint Data Capture & Post Job Critique Testing Utilization Personnel Skills Dvlpmnt Plant Systems Mbl/Shared Workforce Self Check Re-Qual Process Mgmt /Spvr development Productivity / Metrics Peer Check Contractor Quals Return Equip to House Keeping service Business Literacy N/A CAP Prog Utilization Qual Tracking Program N/A Process Data Utilization Contractor Training N/A Conflict Resolution Succession Planning N/A Equip Perf Mon. Technology Periodic Software Dispatch Equip Cond. Management Perform Maint Tasks Proactive Maint. Basis Overall Goals Personnel Performance SelfAssessment Work ID Procedures Work Mgmt Process & Work Exec Procedures Work Close Procedures Processes & Policies Mgmt/Union Interaction Cont. Mon.0 Technologies Cond Mon.0 Management & Work Culture Leadership Communication Metrics Accountability/ Ownership Within Industry Org Perf Goals Outside Industry N/A N/A Business Planning Facilities Empowermt Peer Group Meetings Customer Satisfaction Craft Owership Use of Industry OE Preventive Maint.Wrkr Comm. Specialty Teams Direction Ops.Discipline Maintenance & Behaviors & Procedure Use Human Performance Values Diagnostic Personnel Qualification Qualifications Selection Process Technologies Maintenance Management System Maintenance & Diagnostic Tech Information Integration System CMMS Risk Assmnt Tools Scheduling Tools 4. Documents ACAD Training N/A N/A N/A Multi .0 Maintenance Processes Work Control Work Execution Work Closeout Training 3. Risk Assessment N/A N/A N/A Motivation Wrkr .

PdM technicians. Plant manager Summarize The group was presented the industry ‘Best Practices’ by an EPRI PdM program expert and was directed to score pre-selected attributes.Self-Assessment Approach A team consisting of utility maintenance and engineering personnel and EPRI PdM process experts developed a one-day agenda to evaluate the organization’s attributes with the industry’s ‘Best Practices’ (Table 3-3). Attributes from other related sub-elements were also chosen. several system engineers. 30 to 40 minutes each) to assess managements perception. Engineering manager and/or System and Component Engineering managers. Work control manager. Once the values were calculated. the results were organized and a ‘Spider Chart’ was generated to graphically depict the effectiveness of the PdM process at the station (Figure 3-2). knowledge. Each of the attributes. This agenda was developed in coordination with the utility key PdM program stakeholders. 3-12 . were from the Work Identification element-PdM program sub-element. which were pre-selected for evaluation. which included the PdM Coordinator. and the Maintenance and Diagnostic Technology element. Table 3-3 Example of One-Day Workshop Agenda PdM Program Self-Assessment (One-Day) Workshop Style Morning • • • • • Introduction/Background/Objectives of PdM Assessment Present ‘What is the INDUSTRY STANDARD PdM Program’ PdM Assessment Exercise (the 14 key attributes scoring) PdM ‘Brainstorming Session’ to capture and prioritize issues/barriers preventing your plant from having a ‘World Class’ PdM program Present ‘Spider Chart’ results and discuss the prioritized issue list Afternoon • Conduct a few management interviews (approx. and support of the PdM process • Potential interviewees are Maintenance director. and the corporate PdM program support personnel. work control maintenance and operations representatives.

00 Organization\Roles and Responsibility Financial Basis/Plan Quantifiable Goals Schedules Training Program Communication Formats Equipment Condition Status Report Figure 3-2 Example of PdM Program Assessment (Spider Chart Evaluation) To complete the morning portion of the agenda. the key stakeholders participated in a ‘Brainstorming’ session.00 1.00 3.00 PDM Process/Work Flow Diagrams 6.00 5. These prioritized issues (Table 3-4) provided the basis for the organization to propose solutions and develop actions to close the gap between the current performance and that of ‘World Class.00 7.00 4.00 0.Self-Assessment Approach Continuous Improvement Customer Satisfaction WORLD CLASS Metrics/Cost Benefit Tracking Equipment Condition Indicator Matrix 10. This was to capture and prioritize all of the issues that were preventing the station from becoming a ‘World Class Performer’ in the PdM process.00 Technology Applications 9.00 8.’ 3-13 .00 PDM supervisor 2.

The interviews consisted of converting various attributes from a statement format to a question format and having the interviewees qualitatively discuss the specific attribute and provide a score from 0 to 10 for each attribute associated with the PdM process. We do not have all the skills needed to meet this expectation Priority 165 102 85 80 70 60 60 60 45 45 40 35 9 10 11 12 P5 P6 P10 P15 25 15 10 5 The afternoon session of this assessment technique involved various interviews with operations. and assisted in the ‘buyin’ for the recommended improvements. 3-14 . maintenance.Self-Assessment Approach Table 3-4 Prioritized Issue List Issue Id # 1 2 3 4 1 2 3 4 5 6 7 8 P7 P12 P14 P4 P1 P2 P8 P16 P3 P11 P13 P9 Issue Description E&CI Matrix needs work and needs to be communicated Reactive culture is preventing us from focusing on PdM activities PdM process is not well integrated into overall maintenance process No cost avoidance evaluated and measured Roles and responsibilities are not clear Resource allocation to PdM programmatic activities Lack of management (resources and focus) Incomplete PdM critical component list with failure modes Communication between Maintenance/Engineering/Operations No integrated report of E&CI Component ownership is unclear/fragmented PdM data used as reactive versus proactive/ not given enough forecast Lack of communication from other groups PdM awareness low – LTA PdM group not clearly defined No unexpected failure is an unreasonable expectation. and the engineering personnel with each interview lasting approximately 30 to 40 minutes in duration. These interviews also provided information to the station management regarding the performance of the sub-elements. The input gathered from these interviews was integrated into the PdM Spider Chart scoring that was previously generated by the key stakeholders during the morning session.

00 Benchmarking Work Identification Work Control Work Processes Work Execution Work Close Out World Class Work Management Systems M&D Technologies Setting Goals Communication Inter Metrics Leadership Information Integration Tools Technology Continuous Improvement Accountability Organization Management & Work Culture Figure 3-3 Example of Composite Diagram (Spider Chart) 3-15 .00 6.00 Utilization 5.00 1.00 4.00 0. Personnel Skills Qualification 10. Maintenance Optimization Workshop to Develop a Self-Evaluation Maintenance Matrix Over the past decade numerous Maintenance Optimization Workshops have been conducted by EPRI for the utility maintenance organizations.00 7.00 Training 2.00 Human Performance 8. and.00 9.Self-Assessment Approach It is highly recommended that the One-Day Workshop-Style Assessment be facilitated by an EPRI experts or specific subject matter experts who are familiar with the sub-element being assessed. 2) a list of prioritized maintenance issues (Table 3-5). Typically these workshops have resulted in providing: 1) a ‘Maintenance Spider Chart’ (Figure 3-3) depicting the utility identified score for each of the 19 maintenance elements.00 3.

did not change. A trial workshop was recently conducted at a member utility with numerous utility leadership. A blank Maintenance Excellence Matrix was provided (Figure 3-4). and engineering personnel. maintenance craft. In the afternoon of the first day the typical guided exercises used to score the 19 maintenance elements were adjusted by utilizing the definitions of each of the 103 maintenance sub-elements in an interactive scoring session with the utility group.Self-Assessment Approach Table 3-5 Prioritization Maintenance Issues List Issue Id # P3 P4 P5 P6 P7 P8 P9 P10 Issue Description Interruption to the defined work process causes inefficiencies Lack of procedures (work ID/work execution) Lack of identifying component criticality causes prioritization problems Not enough budget for current workload or future plans Craft ownership/accountability for specific maintenance projects is inadequate Training for craft skills development is less than adequate After design change-lack of configuration control Financial systems to support maintenance cost tracking are inadequate (loose) Documenting the history and details of failure is inadequate Communications of equipment failures between regions is inadequate Predictive maintenance data utilization is poor Change management program across the organization is inadequate Lack of use of the Computerized Maintenance Management System (CMMS) Lack of benchmarking (decisions made on not enough data) No clear maintenance strategy for electrical equipment testing program Maintenance history data is not being used in a proactive manner Differences in planning processes across the four regions Continuous improvement (acting on employee ideas) is less than adequate Priority 82 75 70 60 57 55 45 35 P11 P12 P13 P14 P15 P16 P17 P18 P19 P20 33 30 27 25 17 17 15 7 5 0 A 1 ½ day workshop was developed to allow for an organization’s maintenance leadership to quickly be able to identify those areas within maintenance that are self perceived to be weaknesses and those areas that are self perceived as areas of strength. The morning session involved EPRI maintenance experts defining the four major maintenance categories and their specific 19 elements. maintenance supervisors. Examples of industry’s ‘Best Practices’ with many of the elements were also presented. The typical approach to this workshop. Each of the 19 elements was addressed by using the definitions for 3-16 . which has been performed at numerous fossil generating stations over the past ten years.

The workshop attendees applied individual values to each sub-element and then averaged the scores for the respective sub-elements to provide the element ranking. The interaction among the utility leaders was also more pointed due to the level of definition provided during this modified workshop Maintenance Excellence Matrix scoring exercise. N/A N/A CAP Program N/A N/A N/A N/A N/A N/A N/A R&D Activities N/A N/A N/A N/A N/A N/A N/A Empl Ideas Solicited Work Order Generation Scheduling N/A N/A N/A N/A N/A N/A N/A Team Prob Solving Equipment Reliability Contract Mngmt 1. Eng Sub-element Outside Industry Maint Dept. On-line Cond. Risk Assessment Predictive Maint.Wrkr Comm. Periodic Budget & Schedule Equip Cond.Discipline Procedure Use Qualification Process Plant Systems Mbl/Shared Workforce Self Check Mgmt /Spvr development Productivity / Metrics Peer Check Business Literacy Contractor Training N/A Conflict Resolution Succession Planning Specialty Training N/A N/A Training Facilities N/A N/A 3. a briefing of the results by the EPRI maintenance experts to the utility leadership was given. This enabled the attendees to capture and prioritize the issues that prevented the utility from attaining maintenance excellence. Stores/Inv. however.Self-Assessment Approach each sub-element included in Appendices A thru D. Plan Adherence System/ Comp Own Change Mgmt Prog Process Improvement Work Identification Work ID Procedures Work Mgmt Process & Procedures Work Exec Procedures Work Close Procedures Maint. Management Perform Maint Tasks House Keeping Proactive Maint.0 Maintenance Process Work Control Work Execution Pre-Job Briefs Data Capture & Utilization Work Quality Return Equip to service Safety N/A Work Closeout N/A N/A Training Processes & Policies Mgmt/Union Interaction Behaviors & Values Personnel Skills Dvlpmnt Multi .0 People Skills/ Human Resources Utilization Human Performance N/A CAP Prog Utilization Qual Tracking Program Qualifications Personnel Selection Re-Qual Process Contractor Quals N/A N/A Maintenance Management System Maintenance & Diagnostic Tech Information Integration System CMMS Risk Assmnt & Sched. It is highly recommended that the One and one half day Maintenance Workshop-Style Assessment be facilitated by an EPRI experts or specific subject matter experts who are familiar with the sub-element being assessed. Goals Specialty Teams Policies & Processes Mangers to Workforce Department Goals N/A Individual Goals Contract Mngmt Discipline Workforce to Mgmt Plant Goals N/A Business Planning Facilities Empowermt Peer Group Meetings Customer Satisfaction N/A Use of OE N/A N/A N/A Motivation Wrkr . and. 3-17 .0 Technologies Execution Tools Financial Cond Mon.Maint. Data N/A N/A N/A N/A Equip Tech. Industry Database Documents Figure 3-4 Example of Maintenance Excellence Matrix Conducting the guided exercise in this manner took slightly more time than normal to accomplish. Prioritize Work Tools/Mat. Improvement Overall Goals Personnel Performance SelfAssessment Bus. Basis Outage Mgmt Process & Procedures Equip Clearance & Tagging Post Maint Testing Corrective Maint.0 Management & Work Culture Leadership Communication Metrics Accountability Cont. Mon.Tools Scheduling Tools Reporting & Decision tls Technology Software Dispatch System N/A Process Data Utilization N/A Equip Perf Mon. The format for the morning of the second day was not changed. Category Element Benchmarking Goals/Business Plan Organization Within Industry Org Perf Goals Roles & Respons. Tools N/A N/A 4. Direction Ops. Control/Staging Post Job Critique Preventive Maint. by providing this level of definition detail to guide the scoring of each element resulted in more pointed issues being identified in the subsequent ‘brainstorming’ session of the workshop. Planning 2.

.

and finally. indicated by RED on the Maintenance Matrix. By comparing this result with the Maintenance Excellence Matrix. and. Elements are ranked by summarizing the status of all of its Sub-elements. Element. the ranking process utilizes colors for each Sub-element. The following colors have been selected (refer to Figure 4-1) to rate each Category. Since the Attributes are generally subjective.4 GAP ANALYSIS The next step of the Assessment Process is to determine the ‘as found’ condition of each Category. and Sub-element. specifically the Sub-element Attributes. implies that some or all of the following has occurred: – – – – – • The Sub-element has experienced multiple occurrences of events A substantially declining trend in performance for the Sub-element has been identified Action plans have not been developed for previously identified weaknesses in the Sub-element Progress on action plans to correct previously identified weaknesses have fallen substantially behind schedule Attributes within the Sub-element do not comply with regulations YELLOW – Some Improvement is Needed Improvement needed for a Sub-element. but have weaknesses. a ranking can be established. The ‘as found’ condition is then compared to the ‘Best Practices’ to establish a ranking. This process can be accomplished by using the documentation review and the information learned during the interviews. indicated by YELLOW. by analyzing this data to obtain the ‘as found’ condition of the existing maintenance program. implies that some or all of the following has occurred: – – – – – The Sub-element has experienced and identified an event A declining trend in performance for the Sub-element has been identified Actions to correct identified weaknesses in the sub-element are in progress but have not been completed Progress on action plans to correct previously identified weaknesses have fallen behind schedule Attributes within the Sub-element comply with regulations. the Categories are ranked based on the evaluation of its Elements. Element. which could result in a violation 4-1 . and Sub-element: • RED – Significant Weakness Significant Weakness for a Sub-element.

& Diagnostic Technology Information Integration System Figure 4-1 Gap Analysis Matrix 4-2 . Goals Bus.0 Maintenance Processes Work Identification Work Control Work Execution Work Closeout Work ID Procedures Work Mgmt Process Work Exec Procedures Work Close Procedures Maint. Tools Equip Tech. Control/Staging Post Job Critique Preventive Maint. Mon. Management Perform Maint Tasks House Keeping Proactive Maint.0 Management & Work Culture Organization Leadership Communication Metrics Accountability/ Ownership Continuous Improvement 2. Direction Ops. Stores/Inv. Data Reporting & Decision Technology Software Dispatch System N/A Process Data Utilization Industry Equip Databases N/A Equip Perf Mon.0 Technologies Maint. Basis Outage Mgmt Process Equip Clearance & Tagging Post Maint Testing Corrective Maint. Planning Work Quality Return Equip to service Work Order Generation Scheduling Safety N/A N/A Contract Mngmt N/A N/A Training Processes & Policies Mgmt/Union Interaction Behaviors & Values Personnel Selection Personnel Skills Dvlpmnt Multi . On-line Budget & Schedule Scheduling Tools Cond.0 People Skills/ Human Resources Utilization Human Performance Qualifications Maintenance Mgmt System CMMS Execution Tools Financial Risk Assmnt Tools Cond Mon.Maint. Periodic Equip Cond. Documents N/A N/A N/A N/A N/A N/A 4. Plan Adherence Change Mgmt Prog N/A Individual Goals Contract Mngmt Discipline Workforce to Mgmt Plant Goals System/ Comp Own Process Improvement N/A Business Planning Facilities Empowermt Peer Group Meetings Customer Satisfaction Craft Owership Use of OE N/A N/A N/A Motivation N/A N/A N/A CAP Program N/A N/A N/A N/A N/A N/A N/A R&D Activities N/A N/A N/A N/A N/A N/A N/A Empl Ideas Solicited N/A N/A N/A N/A N/A N/A N/A Team Prob Solving 1.Discipline Procedure Use Qualification Process Plant Systems Mbl/Shared Workforce Self Check Re-Qualification Process Mgmt /Spvr development Productivity / Metrics Peer Check Contractor Quals Business Literacy N/A CAP Prog Utilization Qual Tracking Program Contractor Training N/A Conflict Resolution Succession Planning Specialty Training N/A N/A N/A Training Facilities N/A N/A N/A 3. Eng Overall Goals Personnel Performance Self-Assessment Sub-elements Outside Industry Maint Dept. Goals Specialty Teams Policies & Processes Mangers to Workforce Maintenance Dept. Prioritize Work Tools/Mat. Risk Assessment Pre-Job Briefs Data Capture & Utilization Predictive Maint.Gap Analysis Categories Elements Benchmarking Goals/Business Plan Within Industry Org Perf Goals Roles & Respons.

and. the Work Identification Element. the Team ranked the Maintenance Basis Sub-element as YELLOW. the Team has reviewed the data and the conducted interviews related to the Category Maintenance Processes. indicated by BLUE: – – Indicates that no observations were made for that Sub-element during the past quarter Is appropriate for situations where the data is too sparse to draw any conclusion An example of the Gap Analyses methodology is shown in Figure 4-2 on the following page. Also.Gap Analysis • WHITE – Satisfactory Performance Satisfactory performance for a Sub-element. and have no identified weaknesses • GREEN – Significant Strength Significant strength for a Sub-element. The other Attributes for the Maintenance Basis Sub-element were satisfactory. as illustrated in Figure 4-2. one Sub-element (Proactive Maintenance) was considered RED and two were GREEN. and the Sub-element Maintenance Basis. Upon review of all of the Sub-elements it was determined that three additional Subelements had a rating of YELLOW. the Team determined that Attribute A1 had not been established to firmly determine the criticality of all of the plant systems and equipment. Instead a cursory approach was utilized to establish criticality. implies that most of the following have occurred: – – – – The Sub-element has not experienced an event There is evidence of an improving trend in performance for the Sub-element All action plans to correct previously identified weaknesses are complete and evaluated as effective Attributes within the Sub-elements comply with regulations. implies that most of the following have occurred: – – – – The Sub-element has not experienced an event No evidence of a declining trend in performance for the Sub-element has been observed Progress on action plans to correct previously identified weaknesses are on or ahead of schedule Attributes within the Sub-element comply with regulations. Upon review of the data and utilizing the Maintenance Basis Attributes. In this example. indicated by GREEN. and have appropriate components to ensure no violations • BLUE – Not Enough Data to Evaluate No data available for a Sub-element. there was only an informal review of the Maintenance Basis in response to Attribute A-8. indicated by WHITE. After reviewing all of the Attributes. 4-3 .

cost and efficiency Plant systems and equipment are ranked in accordance with the criteria in A1 above Non-critical (run-to-failure) equipment has been determined in the ranking process Failure modes and causes of the critical equipment have been determined Maintenance tasks have been established that address the failure modes determined in A4 above. Prioritize Work Tools/Mat. Basis Corrective Maint.Gap Analysis Work Identification Work ID Procedures Maint. reliability. Management Perform Maint Tasks Proactive Maint.0 Maintenance Processes Work Control Work Mgmt Process & Outage Mgmt Process & Procedures Procedures Work Exec Procedures Equip Clearance & Tagging Post Maint Testing Work Execution Pre-Job Briefs Data Capture & Utilization Work Quality Return Equip to service Safety N/A N/A N/A Work Closeout Work Close Procedures House Keeping N/A N/A A1 A2 A3 A4 A5 A6 A7 A8 A9 A10 Criteria is established in order to determine the criticality of plant Systems and Equipment. Planning Work Order Generation Scheduling N/A Contract Mngmt N/A N/A 2. predictive and proactive maintenance tasks Frequencies of performing the preventive maintenance tasks have been established Maintenance basis is managed in compliance with the Maintenance Basis procedure Periodic reviews of the maintenance basis are conducted Equipment that will be monitored in the PdM program has been determined Clear ownership of the maintenance basis exists Figure 4-2 Example of Matrix Analysis 4-4 . Control/Staging Post Job Critique Preventive Maint. Stores/Inv. Risk Assessment Predictive Maint. including importance of safety. environmental. including preventive.

The Category was also considered RED because of the needed improvement in the Work Identification Element.Gap Analysis Although two of the Sub-elements were GREEN. and gave the Work Identification Element a RED. the Team placed more emphasis on the RED Sub-element and the four YELLOW Sub-elements. 4-5 . which indicates considerable strength. and some improvement is needed in the Work Closeout process.

.

but should be kept as small as possible and focused on the specific problem.5 IMPROVEMENT PROCESS There are a number of approaches that utilities employ to improve their management processes. Sub-elements and their Attributes used to make the evaluation) Establish steps required to correct the problem Establish a time frame (schedule) to complete each step Establish metrics to measure progress Share findings and the Improvement Plan with other plants and other utilities to accomplish the following: – – Learn from their experience with similar problems to help adjust the Improvement Plan. The Team size could be one person if that is all that is needed Roles and responsibilities for the Team members Statement of the problem and what specific areas need improvement What indicators were used to detect the problem (e.g. skills. or technologies. The Team size would depend on the magnitude of the problem. This may be addressed by an existing program. and. Some utilities have an Excellence or Station Improvement Plan for event tracking and managing improvement. the resulting Maintenance Excellence Matrix needs to be used to develop a specific action plan for those areas on the Matrix that need improvement. For Elements that need improvement it is the responsibility of the Element Owners to develop the plan utilizing the specific plans from the Sub-element Owners. once a problem is corrected this Team would be disbanded. if needed Share the Plan with others so that they can utilize it to compare with their evaluations of similar problem areas or help them to avoid the problem • • • • • • • Either using an existing improvement process or developing as new. or may need a new program with enough management support to effectively change broad work culture and work process issues. the findings of the maintenance self-assessment need to be addressed. This hierarchal process follows on to the Categories. Once the self-assessment process. Subelements that are either RED or YELLOW must have an action plan to correct those specific areas. including the Gap Analysis. Whatever process a utility employs it should contain these basic elements: • Form a temporary Team to correct problems. is complete. It will be the responsibility of the Owners of those Sub-elements to develop the Improvement Process Plan. Owners of the Category areas would utilize 5-1 . Excellence Matrix. Many utilities have a Correction Action Program (CAP) process with an existing procedure.

accountability is maintained throughout the organization. This collection of SelfAssessment and Improvement Processes could be used to: • • • • Share experiences and learn from those experiences Obtain. develop. make adjustments to the process. the Self-assessment process for that Category. If all plants in the utility use the Maintenance Excellence Matrix approach. a plan needs to be developed to obtain the missing data and then a reassessment of those areas should be performed. For other plants within the utility. By following this process. focusing on Management issues that are needed to improve their areas of responsibility. and tracks deficiencies and improvement. Element. containing detailed information from the Sub-element Owners based on the needs obtained from the Sub-element Attributes that were deficient. and Sub-element should be accomplished periodically to evaluate the success of the improvement process and.Improvement Process the Element Owner’s plans. The Element Owners plans can be less specific. a consistent uniform approach would be established. but would also include the details from the Element and Sub-element plans. this review process will be straightforward and it will become a learning experience throughout the utility. Once the Improvement Process has been completed. if necessary. the RED and YELLOW Matrix boxes must implement an improvement process. The Category Owners plan could be even less specific. For those cases where not enough data is available. the WHITE (satisfactory) color matrix boxes should be examined until all of the matrix boxes are GREEN.’ which will be documented and shared. utilizing input from the specific Sub-elements. but need to take into account the improvements needed to link the Sub-element plans for their particular Elements. Finally the plant/utility should be moving towards ‘Best Practices. If these Assessment and Improvement Processes are adopted by a number of utilities and put on the Internet for all to share. and it is shared on the utility’s intranet. 5-2 . or enhance ‘Best Practices’ for each maintenance item in the Excellence Matrix Prevent problems happening at your plant because of the knowledge learned at other utilities Based on the collected input each maintenance area can be kept up-to-date by adding new or modifying existing Sub-element Attributes Some of the approaches that utilities have taken to implement their continuous improvement processes are: • The Corrective Action Process (CAP) that identifies. As previously indicated. insist that the information be used as ‘Operating Experience’ and insist that the Improvement Plan be reviewed and an action plan be developed to prevent similar problems from occurring at their plant. Once these have been resolved. This process allows the plan to be flexible. categorizes. EPRI or a similar non-biased organization could monitor and act as a gatekeeper.

By identifying each of these Categories.’ This allows for direct comparison to other maintenance organizations within or among all utilities. and will help increase the efficiency of the process of continually improving maintenance. By creating this comprehensive maintenance Matrix and Standard Attributes by which to assess maintenance.Improvement Process • • • • Periodic Self-Assessments of many forms generating corrective actions and improvement recommendations. This will also assist the Maintenance Director/Manager with ensuring that multiple common corrective actions do not exist for the same deficiency. or implementation/application of policies and procedures. This Guideline includes a review of many industry processes. special industry ‘Best Practices’ can be constantly evaluated very specifically. 5-3 . which assist substantially when executing an effective continuous improvement process that can be extended indefinitely. Elements. External Assessments by contractors that have special expertise and can generate recommendations for improvement. Utilization of industry operating experience reports identifying deficiencies and causes that occur at industry peer facilities. and Standards in an attempt to create a comprehensive maintenance matrix that addresses all elements of the business of maintenance. Quality assurance activities reviewing quality. and Attributes an industry Standard can be created by which each organization can organize their findings and recommendations from each of the process improvement activities into manageable ‘Bins. Sub-elements. practices. and can be used by all to continually target specific performance improvements of the appropriate elements of maintenance. and the utilization of appropriate materials in maintenance.

.

INPO 928-Work Management Process Description. These organizations had a major impact on developing the Attributes. INPO 97-013-Guidelines for the Conduct of Maintenance at Nuclear Stations. and EPRI expertise. EPRI NMAC TR107759-Assessing Maintenance Effectiveness. EPRI TEAM-Guidelines and Templates for Maintenance Effectiveness 5. December 1998 10. March 2000 7. INPO. INPO 98-06-Predictive Maintenance Activities to Improve Equipment Performance. December 1996 8.6 REFERENCES A number of industry experiences went into developing this Self-Assessment Guideline. Specific references for each Attribute can be found in Appendices A through D. EPRI Technical Report. March 1998 6. INPO-Excellence in Human Performance. EPRI PMO Maintenance Reports. Numerous inputs came from utility experiences. INPO-Principles for Effective Self-Assessment and Corrective Action Process. NUMARC 93-01 Rev 3-Industry Guidelines for Monitoring The Effectiveness of Maintenance at Nuclear Power Plants. Utility’s-Maintenance Standards Manuals and Conduct of Maintenance Documents 6-1 . The following list includes all non-EPRI PMO Target References that were used to prepare this document. EPRI NMAC TR107042-Improving Maintenance Effectiveness Guidelines. INPO AP-913-Equipment Reliability Process Description. December 1999 3. Figures 6-1 through 6-10 illustrate the areas on the Excellence Matrix where specific attributes were obtained from these organizations. September 1997 2. December 2000 9. December 2000 13. IAEA-Good Practices for Cost Effective Maintenance of Nuclear Power Plants 12. and the following references indicate what sources were used. December 1997 4. 1. EPRI TEAM TR1001032-Predictive Maintenance Self-Assessment Guidelines for Nuclear Power Plants. July 2000 11.

2 4. Publication List (July 2002) Foundation 69.2 4. Fall 1998 Technology Center Newsletter. Fall 2001 Technology Center Newsletter.2 4.2 4.2 4. Spring 2001 Technology Center Newsletter.2 4.2 4.References Over the past decade the EPRI Fossil PMO Target has performed a significant amount of base funded and collaborative work in the maintenance area.2 4.2 4.2 4.2 4. Spring 2000 Technology Center Newsletter.2 4. Winter 2001 Date 4/98 8/98 12/98 4/99 8/99 12/99 4/00 8/00 12/00 6/01 11/01 AP-101840-V1 AP-101840-V2 AP-101840-V3 AP-101840-V4 AP-101840-V5 AP-101840-V6 TR-109511 TR-109511-R1 TR-109511-R2 Diagnostics Monitoring Products Guides Volume 1 Diagnostics Monitoring Products Guides Volume 2 Diagnostics Monitoring Products Guides Volume 3 Diagnostics Monitoring Products Guides Volume 4 Diagnostics Monitoring Products Guides Volume 5 Diagnostics Monitoring Products Guides Volume 6 EPRI M&D Center Course Catalog (1998) EPRI M&D Course Catalog (1999) EPRI M&D Center Course Catalog (2000) 6-2 . Table 6-1 lists pertinent references and cross-references for each report to the primary elements and or subelements for which they provide assistance to improvement initiatives. Table 6-1 Plant Maintenance Optimization Target.2 1992 1993 1995 1996 1997 1998 11/97 11/98 11/99 4. Winter 1999 Technology Center Newsletter.0 Report Number NL-110767 NL-111243 NL-112053 NL-112883 NL-113462 NL-114518 1000049 1000855 1001283 1006129 1006644 Element/SubElement Nos. Winter 2000 Technology Center Newsletter. Spring 1999 Technology Center Newsletter. 4. Fall 1999 Technology Center Newsletter.2 4.2 4. Spring 1998 Technology Center Newsletter. This work has generated over 100 documents that could influence improvements for the user of this Guideline.2 4. Fall 2000 Technology Center Newsletter.2 4.2 4.2 4.2 4.2 Title Technology Center Newsletter. Winter 1998 Technology Center Newsletter.

1.15.3 4. 3.4. 4.3 4. 2. 3.15. 4. 4. 4.2 4.3 2.5. 1. 2. 3. 2. 4.6.3 6-3 .1.2. 4.2. 4. 4.1. 3. 4.8.2. 3. (July 1999) Thermography Interest Group Mtg.2. 3.3.6 4.2 4.4.References Foundation 69.2.3 4.2.3 Title EPRI M&D Center Course Catalog (2001) Thermography Interest Group Mtg. Min.2.0 Date 3/01 9/99 8/00 1/99 9/99 4/00 7/96 6/99 7/01 7/99 10/99 11/99 11/99 12/99 6/00 9/00 10/00 5/02 4. 2. Min.6 4. Conf.3 2.4.3 1. 1. 4. 2.4.1.1.1.3 2. 2. 3. 4.2.3.2. Chapters 1-6 High Temperature Infrared Thermography Applied to Boilers Global Coal Initiative: Executive Summary Predictive Maintenance Level of Awareness Training Code. 3.2.1. 3.3 1. 70 & 71 1000870 1000963 1004621 Element/SubElement Nos.1. 3. 68.0 Report Number 1001423 WM-113677 1000964 WM-112482 WM-113678 1000042 TR-106753 TR-113534-CD 1001423 TB-113351 TB-113905 TE-114093 BR-114214 TR-114910 1006366. Version 1. 69. 2.2 1. 4. (July 2000) PDM Advisory Group Meeting Minutes (Nov 1998) PDM Advisory Group Meeting Minutes (June 1999) PDM Advisory Group Meeting Minutes (Nov. 67. 4.1.2.2. 1999) Proceedings: 1996 EPRI Fossil Plant Maint.2. 3.2. Power Generation Services: Enhancing the Value of Technology Productivity Improvement Handbook for Fossil Steam Power Plants: Second Edition Productivity Improvement Handbook for Fossil Steam Power Plants.1.15.4.1.15. 4. EPRI 1999 Maintenance Conference Proceedings 2001 EPRI International Maintenance Conference Lube Oil Monitoring Acoustic Monitoring Techniques and Applications Infrared Thermography for Thermal Loss Mgmt.2.2.2.

4.1.5.5.4.4.0 Maintenance Work Management Practices Assessment A Guide for Work Process Improvement and Best-In-Class Benchmarking in Fossil Power Plants Value-Based Maintenance Grid for Assessing Work Management Plant Maintenance Optimization Work Management Assessment and Improvement CMMS Selection at Wisconsin P. 1. 1.5 Title CBAM – Cost Benefit Analysis Module Version 2.5. 1. 1. 2. 1.S.5. 1.1 Report Number TR/SW/AP107902 TR-106430 Element/SubElement Nos.1.2.1 Work Process Improvement Target 69.1 TR-109728 12/97 4.4. 1.8. Assessment and Improvement Computerized Maintenance Management System and Maintenance Work Process Integration Plant Maintenance Optimization Target Enhances Nevada Power’s Performance Improvement Program 1/98 TR-110272 3/98 Refer to Figure 6-5 IN-112089 5/98 1.4.1.3.1 TR-109734 12/97 Refer to Figure 6-3 TR-109968 Maintenance Work Management Best Practices Guidelines: Maint.1.3.1 4.3.8.7.1.1.4.5. 2.8.1.1.5.1.8. 3.1.3.1.References Target 69. 1.1.5.1 TR-111464 Computerized Maintenance Management System Best Practices Guideline Maintenance Optimization Project at Merom Volume 1: Work Culture and Process Improvements 9/98 TR-111897-V1 2/99 6-4 .8.8. Computerized Maintenance Management System CMMS Selection at Cinergy (Computerized Maintenance Management System) Maintenance Work Management Improvement Date 12/96 12/96 TR-107071 3/97 TR-108937 8/97 Refer to Figure 6-2 TB-108949-R1 9/97 TR-108938 10/97 4.

8.8.2 TR-106503 12/96 2.4.4.8. 2.2. 1.3 Target 69. 3. 1.7.1.3.1.2.8. 4. 1. 2.2.2.2 Title Streamlined Reliability Centered Maintenance at PG&E’s Moss Landing Plant TU Electric Identifies Maintenance Cost Saving with Stream-Lined RCM Process Pilot Application of Streamlined ReliabilityCentered Maintenance at TU Electric'’ Fossil Power Plants Date 9/95 IN-106321 12/96 2. 2.2.2.1. 1.1 Report Number TR-111897-V2 Element/SubElement Nos.2.1 thru 2.5.1 Refer to Figure 6-2 Refer to Figure 6-6 1004591 11/01 1006517 Work Management Improvement at Louisa Generating Station Guideline on Proactive Maintenance 11/01 1004015 11/01 1004014 1004017 Effectiveness Audit Guideline Guidelines on the Effects of Cycling Operation on Maintenance Activities 11/01 12/01 1.2 6-5 . 4.7 1000320 Best Practice Guideline for Maintenance Planning and Scheduling Plant Maintenance Optimization Assessment Guideline Work Management Improvement at Burlington Generating Station 12/00 1000321 12/00 Refer to Figure 6-1 1. 4.4.2.4 2.2 Report Number TR-105582 Element/SubElement Nos.2 Maintenance Task Selection Target 69.2.6. 1. 2.3.3.1.1.6.2.8. Title Maintenance Optimization Project at Merom Volume 2: Heat Rate Improvement CMMS Implementation at Cinergy Guide for Building a High Performance Generation Plant: A Systematic People-Based Approach Work Culture and Process Improvement Predictive Maintenance Project Date 2/99 TR-111151 TR-114002 7/98 12/99 Refer to Figure 6-4 TR-114324 12/99 1.References Target 69.2.2.4.2. 2. 4.2.

2. Unit 3 Streamlined Reliability Centered Maintenance at Montana Power Company’s Colstrip Unit 1 Streamlined Reliability Centered Maintenance (SRCM) Implementation Guidelines SRCM Implementation Guide (Including software description for system analysis templates: Task Selection Templates. 3. Task Implementation Template.3 2.1. 4.15.2 TR-109990 3/98 2.1.1.2 SO-114286 11/99 2.1.15.1.2 TR-107902 12/99 1. 3.1 4. 3. 3.2.Volume 1 Date 8/94 TR-103374-V2 Predictive Maintenance Guidelines . 2. 2.Volume 2 10/97 TR-103374-V3 Predictive Maintenance Guidelines .Volume 3 10/98 6-6 .1.2 TP-114094 12/99 2.2. 2.3 Report Number TR-103374 Element/SubElement Nos.1.3 Predictive Maintenance Target 69.2.4. 4.2 1004018 1004016 0/01 10/01 2.2.1.2 2. 4. 1. 4.1.4.2 Report Number TR-109795 Title Streamlined Reliability-Centered Maintenance (SRCM) Program for Fossil-Fired Power Plants Streamlined Reliability Centered Maintenance at MidAmerican Energy’s Council Bluffs Energy Center.2 1006537 12/01 1.3 Title Predictive Maintenance Guidelines .6.1. 2.6.2 TR-109989 12/97 2. 4.2 Target 69. 3.2 TR-109795-V3 10/99 2.1. 4.3 2.2 TR-109795-V2 10/98 2. and Living Program Module) Cost Benefit Analysis for Maintenance Optimization EPRI’s Streamlined RCM Implementation Support Equipment Maintenance Optimization Manuals (2) Boiler Reliability Optimization Guideline Streamlined Reliability Centered Maintenance Analysis Application Update EPRI Boiler Reliability Optimization Program: Case Studies from 1998-2001 Date 12/97 Element/SubElement Nos.15.8.1.4. 3. 3.1.1.References Target 69.

3 TE-114093 Infrared Thermography for Plant Thermal Loss Management Predictive Maintenance Guidelines: Volume 4: PdM Best Practices Boiler Reliability Optimization Interim Guideline 10/99 TR-103374-V4 10/99 2.1. 4.4.1. 1. 3.2.2.1. 4.15 Title PDM Guidelines: Volume 4: PDM Best Practices Predictive Maintenance Program: Development and Implementation Predictive Maintenance Assessment Guidelines Predictive Maintenance Program Implementation Experience Duquesne Light.2. 4.3.5.1. 4.3 IN-112089 5/99 1.1. Condenser.15.2.3 2.1. 3.15. 2. 4. and Steam Cycle Operations & Maintenance Workstation: User’s Manual Operations & Maintenance Workstation: Administration Manual O&M Workstation .2. 4. 3.15.4.4. 4.2.3 IN-103282 2/96 TR-108935 TR-111916 TR-109529 8/97 10/98 12/97 4. 4. 3.3 IN-111720 2/99 4. 4. 3.8.3 TR-109729-V2 3/98 4.4.5 TR-113997 10/99 2.2.2.3 4. 1.8.2 Reference Manual Implementing Predictive Maintenance Across the Fossil Division Saves ComEd over 7 Million Dollars in 18 Months NYPA’s Use of High-Temperature Lenses for Infrared Thermography Leads to Reduced Tube Metal Temperatures Plant Maintenance Optimization (PMO) Target Enhances Nevada Power’s Performance Improvement Program Date 12/99 TR-108936 9/97 TR-109241 TR-111915 11/97 10/98 2. and SC Electric & Gas Implement Substation Predictive Maintenance Infrared Thermography Anomalies Manual Infrared Thermography Anomaly Assessment Infrared Thermography Developments for Boiler. 4. 4.5 6-7 .4. 4.1.2.3 2.4. 3.2.2.4. 1.3.3 4.3 CM-114214 IN-111104 12/99 10/98 4.3 Report Number TR-103374-V4 Element/SubElement Nos.4 4. 4.References Target 69.2. 3.2.3 TR-109729-V1 3/98 4.3 2. PECO Energy.15 2.V. 4.15. 2.2.2.2.2. 3.2.

1. 4. 3.1.15. Version 3.3 4.2.15.3.4 1004547 1004013 12/01 6/02 4.3 2. 4.4 1000948 10/00 4. 3. 4. 6-8 . 4. 4. 4.2 SO-114285 11/99 2.2.2.15 1000947 10/00 4.2. Version 2.2.2.3 Report Number TR-114283 Title Remote Equipment Diagnostics: Infrastructure Description EPRI’s Predictive Maintenance (PdM) Implementation Support Operations and Maintenance Workstation. User Manual Integration of Plant Operations Data into the Equipment Condition Status Report Infrared Thermography Surveys and Database Development Infrared Thermography Report Software Evaluation Infrared Thermography Electronic Performance Support System Maintenance Application Guide Date 11/99 Element/SubElement Nos.2. 4.References Target 69.2.4.3 4. 4.4.4.15 TP-114721 1/00 2.2. The following figures graphically depict these ten references and the respective elements and sub-elements that each reference provides the user with guidance for improvement.3 Ten key references were utilized that provided numerous definitions and attributes to support the Maintenance Excellence Matrix.2 TR-114283 12/99 4. 4.2.2.2.3. 4.0 – Reference Manual Equipment Maintenance Optimization Manual Prototypes Remote Equipment Diagnostics: Infrastructure Description PlantView/PdM: Software for Predictive Maintenance Process Automation Condition Status Report.3 CM-114214 11/99 TP-114094 11/99 2.3.3 TP-114487 12/99 TP-114718 12/99 2.2.

Periodic Budget & Schedule Equip Cond. Basis Corrective Maint. Predictive Maint. December 2000 6-9 . Preventive Maint.0 Maintenance Processes Work ID Procedures Work Mgmt Process & Procedures Maint. Eng Mangers to Workforce Department Goals Overall Goals Personnel Performance SelfAssessment Bus.Wrkr Comm. Control/Staging Post Job Critique Pre-Job Briefs Data Capture & Utilization Perform Maint Tasks House Keeping Work Quality Return Equip to service Safety N/A Work Closeout N/A N/A Training Processes & Policies Personnel Skills Dvlpmnt Multi . On-line Cond.Tools Scheduling Tools Reporting & Decision tls Technology Software Dispatch System N/A Process Data Utilization Industry Database N/A Equip Perf Mon. Work Control Outage Mgmt Process & Procedures Equip Clearance & Tagging Post Maint Testing Prioritize Work Risk Assessment Planning Scheduling Contract Mngmt Work Execution Work Exec Procedures Work Close Procedures Tools/Mat.0 Management & Work Culture Communication Metrics Accountability Cont.Maint. Plan Adherence System/ Comp Own Change Mgmt Prog Process Improvement N/A Use of OE N/A CAP Program N/A R&D Activities N/A Empl Ideas Solicited Work Order Generation N/A Team Prob Solving Equipment Reliability Work Identification 2.0 Technologies CMMS Risk Assmnt & Sched.References Category Element Benchmarking Goals/Business Plan Organization Leadership Within Industry Sub-element Outside Industry N/A Individual Goals Contract Mngmt Discipline Workforce to Mgmt Plant Goals N/A Business Planning Facilities Empowermt Peer Group Meetings Customer Satisfaction N/A N/A N/A Motivation Wrkr . Stores/Inv.Discipline Plant Systems Mgmt /Spvr development Productivity / Metrics Peer Check Business Literacy Contractor Training N/A Conflict Resolution Succession Planning Specialty Training N/A N/A Training Facilities N/A N/A Utilization 3. N/A N/A N/A N/A Org Perf Goals Roles & Respons. Tools Equip Tech. Management Proactive Maint. Direction Maint Dept.0 People Skills/Human Reources Mgmt/Union Interaction Behaviors & Values Mbl/Shared Workforce N/A CAP Prog Utilization Qual Tracking Program Human Performance Procedure Use Qualification Process Self Check Qualifications Personnel Selection Re-Qual Process Contractor Quals N/A N/A Maintenance Management System 4. Goals Specialty Teams Policies & Processes N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A 1. Improvement Ops. Data N/A N/A N/A N/A Figure 6-1 EPRI PMO Target TR1000321 – Plant Maintenance Optimization Assessment Guideline. Documents N/A N/A Maintenance & Diagnostic Tech Information Integration System Execution Tools Financial Cond Mon. Mon.

Tools Equip Tech.0 Technologies Maintenance & Diagnostic Tech Information Integration System CMMS Risk Assmnt & Sched. Outside Industry Maint Dept.Maint. Documents N/A N/A Financial Budget & Schedule Equip Cond. Control/Staging Risk Assessment Planning Work Execution Pre-Job Briefs Data Capture & Utilization Work Quality Return Equip to service Safety N/A Work Closeout Post Job Critique N/A N/A Training Processes & Policies Mgmt/Union Interaction Behaviors & Values Personnel Skills Dvlpmnt Multi . Direction Ops.0 Maintenance Processes Work ID Procedures Work Mgmt Process & Procedures Work Exec Procedures Work Close Procedures Maint. Data Dispatch System Industry Database N/A N/A Figure 6-2 EPRI TR 108937 Value Based Maintenance Grid 6-10 . Management Perform Maint Tasks House Keeping Proactive Maint. Improvement SelfAssessment Change Mgmt Prog Use of OE CAP Program R&D Activities Work Identification 2. Preventive Maint. Mon. Basis Outage Mgmt Process & Procedures Equip Clearance & Tagging Post Maint Testing Corrective Maint. On-line Cond.Tools Scheduling Tools Reporting & Decision tls N/A N/A N/A N/A Execution Tools Cond Mon.0 Management & Work Culture Communication Metrics Accountability Overall Goals Personnel Performance Department Goals Bus. Periodic Technology Software Process Data Utilization Equip Perf Mon. Stores/Inv. N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A Policies & Processes Eng Mangers to Workforce Discipline Workforce to Mgmt Plant Goals Empowermt Peer Group Meetings Customer Satisfaction 1.References Category Element Benchmarking Goals/Business Plan Organization Leadership Sub-element Within Industry Org Perf Goals Roles & Respons. Goals Specialty Teams N/A Individual Goals Contract Mngmt N/A Business Planning Facilities N/A N/A N/A N/A N/A N/A N/A N/A N/A Motivation Wrkr . Work Control Prioritize Work Tools/Mat. Plan Adherence System/ Comp Own Process Improvement Craft Ownership N/A N/A N/A Empl Ideas Solicited Work Order Generation Scheduling N/A Team Prob Solving Equipment Reliability Contract Mngmt Cont.0 People Skills/Human Reources Human Performance N/A CAP Prog Utilization Qual Tracking Program Qualifications Personnel Selection Re-Qual Process Contractor Quals N/A N/A Maintenance Management System 4. Predictive Maint.Wrkr Comm.Discipline Procedure Use Qualification Process Plant Systems Mbl/Shared Workforce Self Check Mgmt /Spvr development Productivity / Metrics Peer Check Business Literacy Contractor Training N/A Conflict Resolution Succession Planning Specialty Training N/A N/A Training Facilities N/A N/A Utilization 3.

Discipline Procedure Use Qualification Process Plant Systems Mbl/Shared Workforce Self Check Mgmt /Spvr development Productivity / Metrics Peer Check Business Literacy Contractor Training N/A Conflict Resolution Succession Planning Specialty Training N/A N/A Training Facilities N/A N/A Utilization 3. Documents N/A N/A Maintenance & Diagnostic Tech Information Integration System Execution Tools N/A N/A Financial Budget & Schedule N/A N/A Figure 6-3 EPRI TR 109734 Maintenance Work Management Improvement 6-11 .0 Management & Work Culture Communication Metrics Accountability Cont. Planning Work Control Scheduling Work Execution Work Exec Procedures Equip Clearance & Tools/Mat. Data Reporting & Decision tls Technology Software Dispatch System N/A Process Data Utilization Industry Database N/A Equip Perf Mon. Prioritize Work Work Identification 2. Direction Ops. Basis Outage Mgmt Process & Procedures Preventive Maint. Risk Assessment Predictive Maint.0 Maintenance Processes Work ID Procedures Work Mgmt Process Procedures & Maint. Tools Equip Tech.Wrkr Comm. Periodic Equip Cond.0 People Skills/Human Reources Mgmt/Union Interaction Behaviors & Values N/A CAP Prog Utilization Qual Tracking Program Human Performance Qualifications Personnel Selection Re-Qual Process Contractor Quals N/A N/A Maintenance Management System 4. Plan Adherence System/ Comp Own SelfAssessment Craft Ownership Use of OE N/A CAP Program N/A R&D Activities N/A Empl Ideas Solicited Work Order Generation N/A Team Prob Solving Equipment Reliability Contract Mngmt Change Mgmt Prog Process Improvement Corrective Maint. Improvement Sub-element Within Industry Org Perf Goals Roles & Respons. On-line Scheduling Tools Cond. N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A Overall Goals Personnel Performance Bus. Goals Specialty Teams Policies & Processes Mangers to Workforce Department Goals N/A Individual Goals Contract Mngmt Discipline Workforce to Mgmt Plant Goals N/A Business Planning Facilities Empowermt Peer Group Meetings Customer Satisfaction N/A N/A N/A Motivation Wrkr . Management Perform Maint Tasks House Keeping Proactive Maint.0 Technologies CMMS Risk Assmnt & Sched.Tools Cond Mon. Stores/Inv.Maint. Mon. Eng Outside Industry Maint Dept. Control/ Tagging Staging Post Maint Testing Post Job Critique Pre-Job Briefs Data Capture & Utilization Work Quality Return Equip to service Safety N/A Work Closeout Work Close Procedures N/A N/A Training Processes & Policies Personnel Skills Dvlpmnt Multi .References Category Element Benchmarking Goals/Business Plan Organization Leadership 1.

Predictive Maint.Tools Re-Qual Process Contractor Quals N/A N/A Maintenance Management System 4. Maint. Mon.0 Technologies CMMS Scheduling Tools Reporting & Decision tls Technology Software Dispatch System N/A Process Data Utilization Industry Database N/A Equip Perf Mon. 2. Eng Specialty Teams Policies & Processes Mangers to Workforce Contract Mngmt Discipline Workforce to Mgmt Plant Goals Facilities Empowermt Peer Group Meetings Customer Satisfaction Craft Ownership 1. Documents N/A N/A Maintenance & Diagnostic Tech Information Integration System Execution Tools Cond Mon. N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A Roles & Respons. Stores/Inv. Improvement Change Mgmt Prog Process Improvement Use of OE CAP Program R&D Activities Work Identification Work ID Procedures Maint. Management Perform Maint Tasks Proactive Maint. Plan Adherence System/ Comp Own Cont. Periodic N/A N/A Financial Budget & Schedule Equip Cond.0 People Skills/Human Reources Mgmt/Union Interaction Behaviors & Values Multi . Goals N/A Individual Goals N/A Business Planning N/A N/A N/A Motivation Wrkr . Data N/A N/A Figure 6-4 EPRI TR 114002 Guide for Building a High Performance Generating Plant 6-12 .0 Management & Work Culture Communication N/A N/A N/A Empl Ideas Solicited Work Order Generation Scheduling N/A N/A N/A Team Prob Solving Equipment Reliability Contract Mngmt Metrics Accountability Overall Goals Department Goals Personnel Performance SelfAssessment Bus. On-line Cond.References Category Element Benchmarking Goals/Business Plan Organization Leadership Within Industry Org Perf Goals Sub-element Outside Industry Maint Dept.Discipline Procedure Use Mbl/Shared Workforce Self Check N/A CAP Prog Utilization Qual Tracking Program N/A Conflict Resolution Succession Planning N/A N/A N/A N/A Human Performance Qualifications Personnel Selection Qualification Process Risk Assmnt & Sched. Preventive Maint. Control/ Staging Pre-Job Briefs Work Quality Safety N/A Work Closeout Post Maint Testing Post Job Critique Data Capture & Utilization House Keeping Return Equip to service N/A N/A Training Processes & Policies Personnel Skills Dvlpmnt Plant Systems Mgmt /Spvr development Productivity / Metrics Peer Check Business Literacy Contractor Training Specialty Training Training Facilities Utilization 3.Wrkr Comm. Tools Equip Tech. Direction Ops.0 Maintenance Processes Work Control Work Mgmt Process & Procedures Prioritize Work Risk Assessment Planning Work Execution Work Exec Procedures Work Close Procedures Equip Clearance & Tagging Tools/Mat. Basis Outage Mgmt Process & Procedures Corrective Maint.

Discipline Procedure Use Qualification Process Plant Systems Mbl/Shared Workforce Self Check Business Literacy Specialty Training N/A N/A Training Facilities N/A N/A Utilization N/A CAP Prog Utilization Qual Tracking Program 3.0 Technologies Maintenance & Diagnostic Tech Information Integration System Execution Tools Financial N/A N/A N/A N/A Figure 6-5 EPRI TR 110272 CMMS and Maintenance Work Process Integration Guide 6-13 . Stores/Inv. Goals Specialty Teams Policies & Processes Mangers to Workforce Department Goals Individual Goals Contract Mngmt Discipline Workforce to Mgmt Plant Goals Business Planning Facilities Empowermt Peer Group Meetings Customer Satisfaction Craft Ownership N/A N/A Motivation Wrkr . Tools Equip Tech. Periodic Equip Cond.Tools Cond Mon. Predictive Maint. Documents N/A N/A 4.References Category Element Benchmarking Within Industry Sub-element Outside Industry N/A N/A N/A N/A N/A N/A Goals/Business Plan Organization Leadership Org Perf Goals Roles & Respons. Mon. 2. Basis Outage Mgmt Process & Procedures Corrective Maint. Data Reporting & Decision tls Technology Software Dispatch System N/A Process Data Utilization Industry Database N/A Equip Perf Mon. Preventive Maint. N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A Team Prob Solving Equipment Reliability Contract Mngmt 1. Eng Maint Dept.0 People Skills/Human Resources Human Performance Qualifications Personnel Selection Re-Qual Process Contractor Quals N/A N/A Maintenance Management System CMMS Risk Assmnt & Sched. On-line Budget & Schedule Scheduling Tools Cond.0 Management & Work Culture Communication Metrics Accountability Overall Goals Personnel Performance SelfAssessment N/A N/A N/A N/A Empl Ideas Solicited Work Order Generation Scheduling Bus. Improvement Change Mgmt Prog Use of OE CAP Program R&D Activities Work Identification Work ID Procedures Work Mgmt Process & Procedures Maint.Wrkr Comm. Plan Adherence System/ Comp Own Process Improvement Cont. Direction Ops. Management Perform Maint Tasks House Keeping Proactive Maint.0 Maintenance Processes Work Control Prioritize Work Risk Assessment Planning Work Execution Work Exec Procedures Work Close Procedures Equip Clearance & Tools/Mat. Control/ Tagging Staging Post Maint Testing Post Job Critique Pre-Job Briefs Data Capture & Utilization Mgmt /Spvr development Productivity / Metrics Peer Check Work Quality Return Equip to service Contractor Training N/A Conflict Resolution Succession Planning Safety N/A Work Closeout N/A N/A Training Processes & Policies Mgmt/Union Interaction Behaviors & Values Personnel Skills Dvlpmnt Multi .Maint.

Documents N/A N/A 4. Preventive Maint.0 Technologies Execution Tools N/A N/A Financial Budget & Schedule N/A N/A Figure 6-6 EPRI TR 1004015 Guideline on Proactive Maintenance 6-14 .0 Maintenance Processes Work Control Prioritize Work Risk Assessment Stores/Inv. Plan Adherence System/ Comp Own SelfAssessment Change Mgmt Prog Process Improvement N/A CAP Program N/A R&D Activities Work Identification Work ID Procedures Work Mgmt Process & Procedures Maint. Management Perform Maint Tasks Planning Work Execution Work Exec Procedures Equip Clearance & Tools/Mat. Predictive Maint. Proactive Maint. Eng Mangers to Workforce Peer Group Meetings Customer Satisfaction Craft Ownership Use of OE N/A N/A N/A N/A N/A Empl Ideas Solicited N/A N/A N/A Team Prob Solving Overall Goals Department Goals Personnel Performance Bus.0 Management & Work Culture Ops. Control/ Tagging Staging Pre-Job Briefs Work Quality Safety N/A Work Closeout Work Close Procedures Post Maint Testing Post Job Critique Data Capture & Utilization House Keeping Return Equip to service N/A N/A Training Processes & Policies Personnel Skills Dvlpmnt Multi .Wrkr Comm. Periodic Equip Cond. Data Reporting & Decision tls Technology Software Dispatch System N/A Process Data Utilization Industry Database N/A Equip Perf Mon. On-line Scheduling Tools Cond.Maint. Improvement 1.0 People Skills/Human Reources Mgmt/Union Interaction Behaviors & Values Mbl/Shared Workforce Self Check Productivity / Metrics Peer Check N/A CAP Prog Utilization N/A N/A Human Performance Conflict Resolution Succession Planning N/A Qualifications Personnel Selection Qualification Process Re-Qual Process Contractor Quals Qual Tracking Program N/A N/A Maintenance Management System Maintenance & Diagnostic Tech Information Integration System CMMS Risk Assmnt & Sched. Goals Specialty Teams Policies & Processes N/A Individual Goals Contract Mngmt Discipline Workforce to Mgmt Plant Goals N/A Business Planning Facilities Empowermt N/A N/A N/A Motivation Wrkr .References Category Element Benchmarking Goals/Business Plan Organization Sub-element Within Industry Org Perf Goals Roles & Respons.Tools Cond Mon.Discipline Procedure Use Plant Systems Mgmt /Spvr development Business Literacy Contractor Training N/A Specialty Training N/A Training Facilities Utilization 3. Work Order Generation Scheduling Equipment Reliability Contract Mngmt 2. Tools Equip Tech. Mon. Direction Outside Industry Maint Dept. N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A Leadership Communication Metrics Accountability Cont. Basis Outage Mgmt Process & Procedures Corrective Maint.

0 Technologies Maintenance & Diagnostic Tech Information Integration System CMMS Scheduling Tools Cond. Periodic Equip Cond. Predictive Maint.Discipline Mbl/Shared Workforce Self Check N/A N/A Conflict Resolution Succession Planning N/A N/A Human Performance Qualifications Behaviors & Values Procedure Use Qualification Process Risk Assmnt & Sched. Work Control Work Execution Prioritize Work Risk Assessment Planning Work Exec Procedures Tools/Mat. Direction Ops. Online Budget & Schedule CAP Prog Utilization N/A N/A Personnel Selection Re-Qual Process Contractor Quals Qual Tracking Program N/A N/A Maintenance Management System 4. Documents N/A N/A Execution Tools Process Data Utilization N/A N/A Financial Dispatch System Industry Database N/A N/A Figure 6-7 EPRI TR 107759 Assessing Maintenance Effectiveness (Nuclear. Control/Staging Pre-Job Briefs Work Quality Safety N/A Work Closeout Work Close Procedures Post Job Critique Data Capture & Utilization Mgmt /Spvr development Productivity / Metrics Peer Check House Keeping Return Equip to service Contractor Training N/A N/A Training Utilization 3. Improvement Overall Goals Personnel Performance SelfAssessment Use of OE CAP Program R&D Activities Work Identification 2. Basis Outage Mgmt Process & Procedures Equip Clearance & Tagging Post Maint Testing Personnel Skills Dvlpmnt Corrective Maint.Maint.Wrkr Comm.References Category Element Benchmarking Goals/Business Plan Organization Leadership 1. Mon.0 Maintenance Processes Work ID Procedures Work Mgmt Process Procedures & Maint. Tools Equip Tech. Goals Specialty Teams N/A Individual Goals Contract Mngmt N/A Business Planning Facilities N/A N/A N/A Motivation Wrkr . Preventive Maint. NMAC) 6-15 .Tools Cond Mon. Management Perform Maint Tasks Proactive Maint. Eng Outside Industry Maint Dept.0 People Skills/Human Reources Processes & Policies Plant Systems Business Literacy Specialty Training Training Facilities Mgmt/Union Interaction Multi .0 Management & Work Culture Sub-element Within Industry Org Perf Goals Roles & Respons. Stores/Inv. N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A Empl Ideas Solicited Work Order Generation Scheduling N/A N/A N/A N/A N/A N/A N/A Team Prob Solving Equipment Reliability Contract Mngmt Policies & Processes Mangers to Workforce Department Goals Bus. Data Reporting & Decision Tls Technology Software N/A N/A Equip Perf Mon. Plan Adherence Change Mgmt Prog Discipline Workforce to Mgmt Plant Goals System/ Comp Own Process Improvement Empowermt Peer Group Meetings Customer Satisfaction N/A Communication Metrics Accountability Cont.

Wrkr Comm. Plan Adherence System/ Comp Own Process Improvement N/A N/A N/A N/A Empl Ideas Solicited N/A Team Prob Solving Cont. Work Order Generation Equipment Reliability 2.Discipline N/A CAP Prog Utilization Qual Tracking Program N/A Human Performance Behaviors & Values Procedure Use Qualification Process Risk Assmnt & Sched.References Category Element Benchmarking Within Industry Sub-element Outside Industry N/A N/A N/A N/A N/A N/A Goals/Business Plan Org Perf Goals Maint Dept.0 Maintenance Processes Work Control Prioritize Work Risk Assessment Stores/Inv.Tools Cond Mon.Maint. Data Reporting & Decision tls Technology Software Dispatch System N/A Process Data Utilization Industry Database N/A Equip Perf Mon. N/A N/A N/A N/A Communication Metrics Ops.0 Technologies Maintenance & Diagnostic Tech Information Integration System CMMS Scheduling Tools Cond. Specialty Teams Contract Mngmt Facilities N/A N/A N/A N/A Leadership 1. Eng Workforce to Mgmt Plant Goals N/A N/A N/A N/A N/A N/A Overall Goals Accountability Personnel Performance Bus.0 People Skills/Human Reources Mgmt/Union Interaction Multi . Control/ Tagging Staging Pre-Job Briefs Work Quality Safety N/A Work Closeout Work Close Procedures Post Maint Testing Post Job Critique Data Capture & Utilization Mgmt /Spvr development Productivity / Metrics House Keeping Return Equip to service Contractor Training N/A Conflict Resolution Succession Planning N/A N/A Training Processes & Policies Personnel Skills Dvlpmnt Plant Systems Mbl/Shared Workforce Business Literacy Specialty Training N/A Training Facilities Utilization 3. On-line Budget & Schedule Self Check Peer Check N/A N/A Qualifications Personnel Selection Re-Qual Process Contractor Quals N/A N/A Maintenance Management System 4. Management Perform Maint Tasks Planning Scheduling Contract Mngmt Work Execution Work Exec Procedures Equip Clearance & Tools/Mat. Proactive Maint. Mon. Goals Individual Goals Business Planning N/A N/A N/A N/A Organization Roles & Respons. Documents N/A N/A Execution Tools Financial N/A N/A N/A N/A Figure 6-8 Utility Maintenance Documents 6-16 . Preventive Maint. Periodic Equip Cond. Predictive Maint. Improvement SelfAssessment Change Mgmt Prog Use of OE CAP Program R&D Activities Work Identification Work ID Procedures Work Mgmt Process & Procedures Maint. Basis Outage Mgmt Process & Procedures Corrective Maint.0 Management & Work Culture Direction Policies & Processes Mangers to Workforce Department Goals Discipline Empowermt Peer Group Meetings Customer Satisfaction Motivation Wrkr . Tools Equip Tech.

Eng Workforce to Mgmt N/A N/A N/A Metrics Accountability Overall Goals Department Goals Plant Goals N/A N/A N/A N/A Empl Ideas Solicited Work Order Generation Scheduling N/A N/A Team Prob Solving Equipment Reliability Contract Mngmt Personnel Performance Bus. Plan Adherence System/ Comp Own Process Improvement Cont. Mon.Discipline Procedure Use Plant Systems Mbl/Shared Workforce Self Check Business Literacy Specialty Training N/A N/A Training Facilities N/A N/A Utilization 3. Stores/Inv.References Category Element Benchmarking Within Industry Sub-element Outside Industry N/A N/A N/A N/A N/A N/A Goals/Business Plan Organization Org Perf Goals Roles & Respons.0 People Skills/Human Reources N/A Human Performance CAP Prog Utilization Qual Tracking Program Qualifications Personnel Selection Qualification Process Risk Assmnt & Sched.Maint. Preventive Maint. N/A N/A N/A N/A N/A Communication Ops. Management Proactive Maint. Predictive Maint.0 Technologies CMMS Scheduling Tools Cond.Tools Cond Mon. Tools Equip Tech. Data Reporting & Decision tls Technology Software Dispatch System N/A Process Data Utilization Industry Database N/A Equip Perf Mon.0 Management & Work Culture Direction Policies & Processes Mangers to Workforce Discipline Empowermt Peer Group Meetings Customer Satisfaction N/A Motivation Wrkr . Maint Dept. Basis Outage Mgmt Process & Procedures Corrective Maint. Work Control Prioritize Work Risk Assessment Planning Work Execution Work Exec Procedures Equip Clearance & Tools/Mat. Periodic Equip Cond. Improvement SelfAssessment Change Mgmt Prog Use of OE CAP Program R&D Activities Work Identification 2. December 1997 6-17 . Documents N/A N/A Maintenance & Diagnostic Tech Information Integration System Execution Tools Financial N/A N/A N/A N/A Figure 6-9 INPO 97-013: Guidelines for the Conduct of Maintenance at Nuclear Stations.Wrkr Comm. On-line Budget & Schedule Re-Qual Process Contractor Quals Succession Planning N/A N/A Maintenance Management System 4.0 Maintenance Processes Work ID Procedures Work Mgmt Process & Procedures Maint. Control/ Tagging Staging Pre-Job Briefs Perform Maint Tasks Work Quality Safety N/A Work Closeout Work Close Procedures Post Maint Testing Post Job Critique Data Capture & Utilization Mgmt /Spvr development Productivity / Metrics Peer Check House Keeping Return Equip to service Contractor Training N/A Conflict Resolution N/A N/A Training Processes & Policies Mgmt/Union Interaction Behaviors & Values Personnel Skills Dvlpmnt Multi . Goals Individual Goals Business Planning N/A N/A N/A N/A N/A N/A N/A N/A Specialty Teams Contract Mngmt Facilities Leadership 1.

Preventive Maint. N/A N/A N/A N/A N/A N/A N/A Metrics Overall Goals Accountability Personnel Performance Bus. Basis Outage Mgmt Process & Procedures Corrective Maint. Tools Equip Tech.0 Technologies Maintenance & Diagnostic Tech Information Integration System Execution Tools Financial N/A N/A N/A N/A Figure 6-10 INPO Excellence in Human Performance 6-18 . Mon. Direction Facilities Empowermt N/A Motivation N/A N/A Policies & Processes Mangers to Workforce Department Goals Communication Ops. Goals Specialty Teams N/A Individual Goals Contract Mngmt Discipline N/A Business Planning N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A Roles & Respons. Plan Adherence System/ Comp Own N/A N/A N/A N/A Cont. Work Control Prioritize Work Risk Assessment Planning Work Execution Work Exec Procedures Equip Clearance & Tools/Mat.0 People Skills/Human Reources Mgmt/Union Interaction Behaviors & Values Personnel Selection Multi .Tools Cond Mon. Stores/Inv.Wrkr Comm. Predictive Maint. Eng Workforce to Mgmt Plant Goals Peer Group Meetings Customer Satisfaction N/A Wrkr .Maint. Periodic Equip Cond.References Category Element Benchmarking Goals/Business Plan Organization Leadership 1.Discipline Mbl/Shared Workforce Self Check Re-Qual Process N/A CAP Prog Utilization Qual Tracking Program N/A Process Data Utilization Industry Database N/A Conflict Resolution Succession Planning N/A Equip Perf Mon. Management Perform Maint Tasks Proactive Maint. Control/ Tagging Staging Pre-Job Briefs Work Quality Safety ALARA Work Closeout Work Close Procedures Post Maint Testing Post Job Critique Data Capture & Utilization Mgmt /Spvr development Productivity / Metrics Peer Check Contractor Quals Reporting & Decision tls Technology Software Dispatch System House Keeping Return Equip to service Contractor Training N/A N/A Training Processes & Policies Personnel Skills Dvlpmnt Plant Systems Business Literacy INPO ACAD Specialty Training Utilization 3.0 Maintenance Processes Work ID Procedures Work Mgmt Process & Procedures Maint. Improvement SelfAssessment Change Mgmt Prog Process Improvement Use of OE CAP Program R&D Activities Empl Ideas Solicited Work Order Generation Scheduling Team Prob Solving Equipment Reliability Contract Mngmt Work Identification 2. Data N/A N/A 4. On-line Budget & Schedule N/A N/A N/A N/A CMMS Scheduling Tools Cond. Documents N/A N/A Human Performance Qualifications Maintenance Management System Procedure Use Qualification Process Risk Assmnt & Sched.0 Management & Work Culture Sub-element Within Industry Org Perf Goals Outside Industry Maint Dept.

A MANAGEMENT AND WORK CULTURE A-1 .

and continuous improvement effort.2 Outside Industry This sub-element addresses the benchmarking process and proficiency among all other industries. RNWF EPRI Maintenance Consulting Experience EPRI Maintenance Consulting Experience EPRI Maintenance Consulting Experience 1. and creating a productive work environment and healthy work culture. The elements of this category include benchmarking. EPRI Maintenance Consulting Experience 1.Management and Work Culture 1.1. that there is benefit to the individuals. and leadership. and that management is wholly committed to providing the resources and support that are necessary to accomplish the goals within the business plan.1. 1. as well as how effective communication drives the organization's accountability. The staff must believe that the potential outcome is worth the effort. This environment allows the organization to perform maintenance effectively and with high safety standards.2 Goals/Business Plan This element addresses the maintenance organization's process for creating a business plan. business planning.1 Benchmarking This element addresses the maintenance organization's process and proficiency.1 Within Industry This sub-element addresses the benchmarking process and proficiency within the utility industry.. It is important for the maintenance department to be very clear on the magnitude of what they are planning to undertake and what they hope to accomplish with their business plan.0 Management and Work Culture This category includes the maintenance organization's processes for managing its business. EPRI Maintenance Consulting Experience A-2 . 1. with benchmarking of the plant performance to allow for a direct comparison of the organizational practices with the best-in-class within the utility industry and among all other industries.

units.2. stations. A1 A2 A3 A4 A5 Goals targeting high quality product at minimum cost are established Customer satisfaction goals are established Product and service reliability and availability goals are established Workforce effectiveness goals are established Capital and Asset management cost goals are established TR 1000321 EPRI PMO Assessment Guideline TR 1000321 EPRI PMO Assessment Guideline TR 1000321 EPRI PMO Assessment Guideline TR 1000321 EPRI PMO Assessment Guideline TR 1000321 EPRI PMO Assessment Guideline TR 1000321 EPRI PMO Assessment Guideline 1. vision. and Work Closeout) goals. Work Execution. These expectations are conveyed to the individual maintenance departments as goals that align directly to the mission and vision. They include all general goals and maintenance process (Work Identification. Work Control. and goals. etc.Management and Work Culture 1. A1 A2 A3 Goals targeting a high quality product at minimum cost are established Customer satisfaction goals are established Product and service reliability and availability goals are established EPRI Maintenance Consulting Experience TR1000321 EPRI PMO Assessment Guideline TR1000321 EPRI PMO Assessment Guideline TR1000321 EPRI PMO Assessment Guideline A-3 .2. etc. and clearly conveys their expectations.1 Overall Performance Goals This sub-element addresses how management performs in setting overall (all facilities. units. These expectations are conveyed to the organization as goals that align directly to the corporate mission.) maintenance goals and clearly conveys their expectations.2 Maintenance Department Goals This sub-element addresses how management performs at setting specific maintenance department goals for individual facilities. stations.

and long term (10 years).. Engineering. and from Operations.3 Individual Goals This sub-element addresses the effectiveness of the organization's process for setting individual maintenance personnel goals on an annual/semi-annual basis. etc. Industry experts experience Industry experts experience Industry experts experience A-4 . etc.2.2.Management and Work Culture A4 A5 A6 A7 A8 A9 Workforce effectiveness goals are established Maintenance cost target goals are established Specific work identification goals are established Specific work control goals are established Specific work execution goals are established Specific work closeout goals are established TR1000321 EPRI PMO Assessment Guideline TR1000321 EPRI PMO Assessment Guideline TR1000321 EPRI PMO Assessment Guideline TR1000321 EPRI PMO Assessment Guideline TR1000321 EPRI PMO Assessment Guideline TR1000321 EPRI PMO Assessment Guideline 1. A1 A2 Personnel performance assessment/appraisal process exists and is used by the organization Managers and Supervisors work in cooperation with personnel to set individual goals using a performance assessment/appraisal procedure Industry experts experience Industry experts experience Industry experts experience 1. A1 A2 Formal Business process/procedure plan exists and is used by the maintenance organization Business plan alignment is obtained from other facilities. intermediate term (3-5 years). stations.4 Business Planning This sub-element addresses the maintenance organization's formal process for creating and obtaining management approval of a detailed business plan for the short term (1 year).

A1 A2 A3 Mobile maintenance groups are utilized where appropriate Dedicated shared resources are utilized for tasks requiring unique skills Functional teams composed of Operations. Maintenance. fix-it-now. The appropriate facilities exist to support maintenance in accomplishing the identification. etc. 1. Engineering. tasks. and closeout of work.making.). complex equipment). are utilized for tasks requiring cross-organizational activities Industry experts experience Industry experts experience Industry experts experience Industry experts experience A-5 . and responsibilities exist for individuals in each unique position Defined training and qualification requirements exist for each position Each maintenance worker is knowledgeable of their specific role and responsibilities TR1000321 EPRI PMO Assessment Guideline INPO 97-013 EPRI Maintenance Consultants experience A2 A3 INPO 97-013 INPO 97-013 1. execution.2 Specialty Teams This sub-element addresses the maintenance department's approach to creating unique organizations to accomplish specialty maintenance tasks (plant outage maintenance. switchyard maintenance. process teams.Management and Work Culture 1. skill levels.3. and/or to share resources among multiple locations. Clearly defined lines of reporting. etc. component ownership. and accountability are evident in a well-organized maintenance organization.1 Roles and Responsibilities This sub-element addresses the organization's processes and policies for documenting and communicating individuals specific roles and responsibilities.3. control.g. A1 Defined jobs. responsibility. and successfully accomplishing plant maintenance (e. process ownership.3 Organization This element includes the organizational structure in place to provide for coordinated maintenance decision.

Management and Work Culture 1. INPO 97-013 1. etc. workshop/machine shop areas.4 Facilities This sub-element addresses the quality of all maintenance-related work spaces including management and supervisors areas.1 Shops-Satellite Work Areas A1 An area layout designed to support worker safety and efficiency is established The location and type of work performed is considered in determining the types and level of environmental controls and services to be included I Supervisors maintain workplace environmental controls conducive to maintenance quality and work efficiency Storage facilities convenient to work areas are established. and workers keep the areas neat and clean INPO 97-013 A2 INPO 97-013 A3 INPO 97-013 A4 INPO 97-013 A-6 .3 Contract Management This sub-element addresses the organization's approach to utilizing contracted resources for specialty or infrequent tasks.4. satellite work areas.3.3. A1 Specialty tasks are identified which require unique contracted worker skills TR1000321 EPRI PMO Assessment Guideline EPRI Maintenance Consulting Experience EPRI Maintenance Consulting Experience EPRI Maintenance Consulting Experience EPRI Maintenance Consulting Experience A2 Base levels of manpower are established to provide the basis for what level of work will be contracted Contract management procedures are established A3 A4 Contract management responsibilities are clearly established 1. and/or for resource leveling.3.

rigs.3 Temporary Facilities A1 A2 Areas needed for supporting activities during outages are established Necessary services such as communications. are in place Operating access to equipment is maintained Labeling of facilities to designate responsibility and entry authorization is established Temporary storage of parts with controls commensurate with each part's requirements is established Personnel plans for movement into and out of the staging areas during planned outages that have assigned areas for equipment.3. compressed air.4 Leadership Management should provide direction for the organization by clearly defining expectations and providing the necessary support and budgets for initiatives to be successful.4. environmental controls. water.Management and Work Culture 1. Leadership also includes the discipline to adhere to the business plan. special tools. work meetings.4. with provisions for security and fire protection. and parts are understood and in place INPO 97-013 A2 A3 INPO 97-013 INPO 97-013 A4 INPO 97-013 A5 INPO 97-013 1. and lighting are provided INPO 97-013 INPO 97-013 1.2 Laydown and Staging Areas A1 Authorizations for access. electrical power.4 Management and Supervisor Facilities A1 Manager and supervisor facilities are adequate to perform Management tasks such as interviews. Industry experts experience 1. Industry experts experience A-7 .3. counseling.3.4. etc. and adherence to the plan and schedule should be monitored. Workers must be empowered to make decisions.

unmistakable terms Various Leadership Publications Various Leadership Publications Various Leadership Publications A3 TR114002 Guide for building a high performance Generating plant A4 Various Leadership Publications A5 Various Leadership Publications A6 A7 Various Leadership Publications INPO 97-013 1. processes. written maintenance process descriptions. and guidance for the requirements/thresholds for maintenance procedures and processes.4. responsibilities. and guidance for the requirements/thresholds for maintenance procedures. This Direction includes the link of polices. and standards in clear.1 Direction This sub-element addresses the mechanisms that maintenance and plant management have established for providing the organization with direction regarding how to operate the business of maintenance. expected behaviors. The Direction sub-element includes the existence of clear/distinct policies. A1 A2 A clear and distinct set of high level maintenance policies is established A documented set of maintenance process descriptions for major maintenance processes is established including: work identification and work management which includes work control (planning and scheduling). results. work execution.4. INPO 97-013 A-8 . and revisions to these procedures and processes. maintenance management and workers Specific written procedures for administrative maintenance functions and maintenance sub-processes are available The organization's goals and business plan are provided to maintenance management and supervisors with clear expectations of what is to be done A clear set of maintenance task definitions exists Management communicates individual roles. written maintenance process descriptions.Management and Work Culture 1. and procedures to be implemented that will allow the organization to attain the specific business plan goals addressed in the goals/business plan sub-element. and work closeout A set of values and expected behaviors for the maintenance organization has been jointly established among the leadership.2 Policies and Processes This sub-element includes the existence of clear/distinct policies.

control. legibility when reproduced) is provided Clear indication of hold points. preparation. specific nomenclature.e. proper arrangement of multiple verb objects. and clear table. and limitations are provided Clear indication of acceptance criteria. views. graph. page and revision identification. compatibility. level of detail. and data sheet layout is provided Consistent use of illustrations (i. and. scope. caution and note format. or data to be recorded is provided Systematic station and system prerequisites. coordination of multiple actions. process descriptions and procedures A conduct of Maintenance document exists which describes the high level guidance for conducting and managing maintenance Maintenance managers and workers create process descriptions for critical maintenance processes Policy guidance provides procedures that include: verification and validation. periodic review. precautions. concise instructional steps in logical sequence. revisions and changes Procedure identification and status (titling and numbering. instructional step format. appropriate level of detail. and impact on other system's operational impact of activity is provided Consistent format (for organization. approval. applicability. independent verification requirements. use. effective formatting.Management and Work Culture A1 A Management Model exists which provides guidance for the requirements of maintenance policies. quantitative and compatible values. and page format) is provided Clearly understood text. follow-on steps. warning and caution location. referencing and branching methods. and restoration instructions are provided INPO 97-013 A2 INPO 97-013 A3 INPO 97-013 A4 INPO 97-013 A5 INPO 97-013 A6 INPO 97-013 A7 INPO 97-013 A8 INPO 97-013 A9 INPO 97-013 A10 INPO 97-013 A11 INPO 97-013 A12 INPO 97-013 A-9 . instructional step designation. and originator) is provided Procedure purpose. using standard grammar and punctuation.

up-to-date. such as reference material revisions. format enhancements. and human factor considerations Checklists for the review. ensuring that the scope and depth of the review is consistent and adequate.4. incorporation of industry and in-house experience. or portions used as reference in support of maintenance.2.1 Review A1 All procedures are periodically reviewed (i. is provided Applicable operating experience information is provided Procedure development and preparation using personal computer desktop publishing and computer-aided writing programs. are used INPO 97-013 A2 INPO 97-013 A-10 .4. or will be delayed and extended past the anticipated schedule. permanent incorporation of changes. in easy-to-read text with clear illustrations.1.1 Procedure Control A1 A2 Responsibilities for procedure administration are clearly defined Control procedures in accordance with administrative requirements are provided Vendor manuals.Management and Work Culture Steps that inform control room operators of expected alarms or equipment operations are provided Guidance to workers to expeditiously notify control room operators of maintenance that cannot be completed as originally planned. and controlled Controls on troubleshooting to prevent unauthorized work and equipment modifications are provided INPO 97-013 INPO 97-013 A3 INPO 97-013 A4 INPO 97-013 1. every two years or before use for infrequently used procedures) for changes affecting content.2.e. are technically accurate. is provided Other administrative requirements for successful task completion are available A13 INPO 97-013 A14 INPO 97-013 A15 A16 INPO 97-013 INPO 97-013 A17 INPO 97-013 1.

4.management personnel are held accountable for their roles & responsibilities and their performance goals A3 A4 EPRI Maintenance Consulting Experience 1. supervisor. When there is a conflict with maintenance experience and vendor recommendations. and worker Non. to allow them to accomplish those goals for which they are responsible.2. a documented engineering evaluation may be required INPO 97-013 1.4.3 Discipline This sub-element addresses the effectiveness of management in establishing a professional environment where people can be held accountable but also see a path to learn from their experiences. Significant revisions are reviewed to determine potential impact on initial and continuing training programs Reviews to evaluate the qualifications of personnel presently performing the tasks are in place INPO 97-013 A2 INPO 97-013 1. A1 Managers are held accountable to the maintenance business plan EPRI Maintenance Consulting Experience EPRI Maintenance Consulting Experience EPRI Maintenance Consulting Experience EPRI Maintenance Consulting Experience A2 Supervisors are held accountable to specific preset performance expectations consistent with the Maintenance business plan One and three year maintenance business plan goals are appropriately incorporated into the individual performance goals of each maintenance manager.4 Empowerment This sub-element addresses the effectiveness of an organization in providing the appropriate level of authority to individuals within the organization.1.2 Revision A1 Procedure revisions are given the same review and approval as new procedures.4. Various Leadership Publications A-11 .Management and Work Culture A3 Vendor manuals receive the same review and approval as station maintenance procedures.

A1 The performance of managers. planners.00 Industry Expert experience A-12 .50 Various Leadership Publications INPO 97-013 A2 1. supervisors. supervisors and managers are clearly established Financial rewards based on performance to preset goals are an integral part of maintenance workers compensation 1. supervisor.00 1. engineers.00 1. and other personnel who support maintenance.00 INPO 97-013 A3 A4 A5 A6 A7 1. Also. are recognized An environment in which feedback and communication are continuously encouraged is present All information necessary for the worker to perform a quality job is provided Employees are publicly recognized for good performance (tie to A1) Managers provide the appropriate amount of 'one-on-one' time with workers Group successes are celebrated (least important) Progression paths for workers.00 1.4. particularly those doing superior performance. warehouse personnel. craftsmen. and worker with the appropriate authority to accomplish the task Authority for budget is provided to the manager.00 1.50 Industry Expert experience Industry Expert experience Industry Expert experience Industry Expert experience Industry Expert experience A8 2. supervisor.5 Motivation This sub-element addresses the timeliness and effectiveness of an organization in providing the appropriate level of feedback (positive and negative) to individuals within the organization regarding their performance.Management and Work Culture Responsibilities are clearly presented to the manager. worker responsible for accomplishing the task A1 Various Leadership Publications A2 Various Leadership Publications 1. this sub-element includes the organization's methods for providing compensation as motivation directly tied to individual performance.

with managers and supervisors assessing adherence to these standards. worker-to-worker. Maintenance. Management. 1.Management and Work Culture 1.5. is effectively communicated Communication of Maintenance business plan from management to workforce is strong Communication of individual expectations from management to workforce is strong INPO 97-013 A2 Utilities Maintenance Documents A3 Utilities Maintenance Documents A-13 . workforce-to-management. Operations. Engineering This sub-element addresses the communication both formal and non-formal between groups. engineering and operations of short.2 Management to Workforce This sub-element addresses the communication both formal and non-formal from management to the worker. this element addresses the existing methods and quality of communication for management-to-workforce. and management peer communications. Engineering. A1 Standards for equipment performance and material condition to all personnel.1 Operations. A1 A communication method for advising each maintenance . and others within the organization. Specifically.5.and long-range maintenance schedules is established Communication of maintenance business plan performance throughout the year from maintenance to Operations and engineering is strong System and Component performance/condition information is exchanged among these groups to help make the right maintenance decisions INPO 97-013 TR1000321 EPRI PMO Assessment Guideline A2 TR1000321 EPRI PMO Assessment Guidelines TR1000321 EPRI PMO Assessment Guidelines A3 1.5 Communication This element includes the quality (formal and informal) of communications and information exchange between Maintenance.

5. open communication that is essential for the safe and efficient performance of plant maintenance. C140 from the worker to management. then their Managers. A1 The principle of solving problems at the lowest possible level is confirmed.5. or the exchange of critical information related to the plant or plant equipment (this is not limited to radio or telephone communications) Utilities Maintenance Documents Utilities Maintenance Documents A2 Utilities Maintenance Documents A-14 . both formal and non-formal. and to provide a forum for technicians to surface issues to management A4 Utilities Maintenance Documents 1. A1 Repeat backs are used to ensure accurate communication. when they feel that they have not been dealt with properly by their direct foreman/supervisor Questions or concerns in regard to a technician's qualification for an assigned task are discussed and resolved with the first line supervisor prior to the start of the job Utilities Maintenance Documents A2 Utilities Maintenance Documents A3 Utilities Maintenance Documents 1. Clear and unambiguous communication is an integral part of procedure compliance and safe work practice. especially when portable radios.Management and Work Culture Supervisors meet with their teams on a periodic basis to ensure effective dissemination of management expectations. Potential grievance issues are discussed with the first line supervisor Maintenance personnel discuss concerns with their Supervisors.3 Workforce to Management This sub-element addresses the communication. or telephones are being used Three-way (repeat back) communication is used to ensure that the message is received and understood.4 Peer Group Meetings This sub-element addresses the effective. headsets. It is mandatory for all orders/directions that involve operation of plant equipment.

work control. changing valve positions. and. hazmat event. during valve diagnostic testing). or managers when there is a potential problem with performing a task Utilities Maintenance Documents A4 Utilities Maintenance Documents A5 Utilities Maintenance Documents A6 Utilities Maintenance Documents A7 A8 INPO 97-013 INPO 97-013 A9 INPO 97-013 1. supervisors. fire. and the 'Productivity' sub-element for worker productivity metrics). etc. man down. page systems or telephones Three-way (repeat back) is used when verifying equipment out-of-service (OOS) that involves some personal safety risk (e. maintenance department goal measurements (maintenance budget versus cost. TR1077595 EPRI Assessing Maintenance Effectiveness A-15 . perform equipment configuration changes or alterations (e. lifted leads. maintenance induced plant downtime. significant component malfunction. and work closeout activity metrics. exchange critical information or data (e. work execution. verifying the other individual's understanding Workers inform coworkers. It includes global goal measurements.). such as in a job or shift turnover.) Three-way (repeat back) is used while communicating in areas with high background noise. etc. individuals pass on relevant and accurate information carefully.g. installing jumpers. the 'Utilization' element.).g. such as: capacity factor. etc.6 Metrics This element addresses the quality and effectiveness of a maintenance organization's performance indicators/metrics. sound-powered headsets. confirming that a component is electrically de-energized) Three-way (repeat back) is used when communicating between departments related to plant equipment Individuals regularly use repeat backs When communicating. cost and reliability. and.g. all specified work identification.Management and Work Culture A3 Three-way (repeat back) communication is used to: report an event (e. or when using radios. This element does not address worker productivity metrics (refer to 'People Skills' category.g.

A1 Total maintenance budget dollars across multiple sites.6.1. are calculated.6.1 Overall Goals This sub-element addresses Metrics for measuring the effectiveness of the maintenance organization in supporting the overall goals of the organization.Management and Work Culture 1. if applicable. trended and available to maintenance management TR1077595 EPRI Assessing Maintenance Effectiveness 1.1 General A1 Components and systems requiring corrective maintenance more than a designated number of times within a given interval are tracked Number of equipment failures are tracked Mean times between failures are tracked Preventive maintenance tasks that are overdue are tracked Number of overdue preventive maintenance tasks accepted with technical justification are tracked Historical equipment data that indicates high maintenance cost are tracked Components and systems with high unavailability or low reliability are tracked Analysis reports of component performance that indicate failure rates greater than industry-wide averages are generated Performance Indicators for all the sub-elements of Work Identification are established Performance indicators are tracked INPO 97-013 A2 A3 A4 A5 INPO 97-013 INPO 97-013 INPO 97-013 INPO 97-013 A6 A7 A8 INPO 97-013 INPO 97-013 INPO 97-013 A9 TR1000321 EPRI PMO Assessment Guidelines TR1000321 EPRI PMO Assessment Guidelines INPO 97-013 A10 A11 Appropriate action based on the results of the performance indicator tracking are recommended A-16 .

etc. preventive maintenance activities.Management and Work Culture A12 Number of power reductions attributable to maintenance program deficiencies are tracked Equipment deficiencies that adversely impact the operators' ability to effectively operate the plant are tracked Goals that are challenging but achievable are established Actions to support the goals that are determined with input from personnel involved in conducting maintenance activities are established The status of meeting goals is established and given frequently and with wide dissemination through station information centers (using bar graphs. providing the personnel with timely information on goals and their status Maintenance backlog to verify that important jobs are not being delayed unnecessarily. on-demand (percent of stock items not available on request) are tracked Scheduled work requests delayed because of parts unavailability are tracked Work requests in progress with material restraints are tracked Quantity of discontinued and infrequently used inventory are tracked Summaries of items scheduled versus items completed are tracked Number and duration of unplanned outages are tracked Timeliness of scheduled surveillances. and predictive maintenance activities are tracked Management of the maintenance backlog is tracked INPO 97-013 A13 INPO 97-013 A14 A15 INPO 97-013 INPO 97-013 A16 INPO 97-013 A17 INPO 97-013 A18 INPO 97-013 A19 A20 A21 A22 A23 A24 INPO 97-013 INPO 97-013 INPO 97-013 INPO 97-013 INPO 97-013 INPO 97-013 A25 TR109968 EPRI Maintenance Work Mgmt. and that the amount of work in the backlog is controlled. Best Practices INPO 97-013 A26 Work delays and their contributors are tracked A-17 . is monitored Not-in-stock.).

post maintenance test failure. and. is monitored Backlog management of Corrective Maintenance is established A27 INPO 97-013 A28 A29 INPO 97-013 INPO 97-013 A30 INPO 97-013 A31 TR1000321 EPRI PMO Assessment Guidelines TR1000321 EPRI PMO Assessment Guidelines TR1000321 EPRI PMO Assessment Guidelines TR1000321 EPRI PMO Assessment Guidelines TR1000321 EPRI PMO Assessment Guidelines TR1000321 EPRI PMO Assessment Guidelines TR1000321 EPRI PMO Assessment Guidelines TR1000321 EPRI PMO Assessment Guidelines TR1000321 EPRI PMO Assessment Guidelines A32 Backlog management of Preventive Maintenance is established A33 Work Identification metrics of CM ratio (CM/total work) and Emergency work (Emergency hours/total hours) are established Work Control metric of Schedule compliance (Planned hours/total hours) is established Work Control metric of Planning effectiveness (Estimated/Actual hours) is established Work Control metric of PM compliance (Completed PMs/Scheduled PMs) is established Work Control metric of Sponsored work (Sponsored hours/Total hours) is established Work Execution metric of Rework (Rework hours/Total hours) is established A34 A35 A36 A37 A38 A39 Productivity metric of Resource Utilization (Complete WOs hrs. damage to other components during maintenance./Total period hrs.) is established A-18 .e. possibly involving: incorrect reassembly.Management and Work Culture Actions to support the goals that are determined with input from personnel involved in conducting maintenance activities are in place Number of unplanned unit trips caused by maintenance activities are tracked Corrective maintenance recurring within a specific period (i. 12 months or during a refuel cycle) is monitored Additional maintenance required during or following completion of maintenance activities.

corrective.2 Work Identification A1 Component count included in the maintenance program for safety and nonsafety equipment (periodic.6. and corrective maintenance performed during non-outage periods for safety/non-safety equipment) is tracked TR1077595 EPRI Assessing Maintenance Effectiveness A2 TR1077595 EPRI Assessing Maintenance Effectiveness A-19 . and is tracked The percent of contracted maintenance is obtained by dividing the total expenditure for contracted maintenance (including the in-house maintenance staff support for the same) by the total budget for maintenance and multiplying the answer by 100.Management and Work Culture A40 The utilization of the craft resources is determined by the man-hours for selected equipment type Maintenance man-hours expended for a selected equipment type are tracked TR1077595 EPRI Assessing Maintenance Effectiveness TR1077595 EPRI Assessing Maintenance Effectiveness TR1077595 EPRI Assessing Maintenance Effectiveness TR1077595 EPRI Assessing Maintenance Effectiveness TR1077595 EPRI Assessing Maintenance Effectiveness A41 A42 Economic objective is the percentage of contracted maintenance and is tracked Maintenance-induced plant trips that are directly attributable to a maintenance action are tracked Procedure change percentage per period provides information of systemic problems in the adequacy of procedures. and is tracked Staff productivity measures the craft to staff man-hours and is tracked A43 A44 A45 TR1077595 EPRI Assessing Maintenance Effectiveness A46 TR1077595 EPRI Assessing Maintenance Effectiveness TR1077595 EPRI Assessing Maintenance Effectiveness A47 Staff productivity measures the Work Orders per staff week and is tracked 1.1. is measured by dividing the number of procedures subject to change during the period by the total number of maintenance and surveillance procedures and multiplying the answer by 100. and predictive maintenance) is available Percent of non-outage maintenance (this relates to the amount of periodic. predictive.

tools) Planning productivity exists as a percent of equipment for which Bills of Materials (BOMs) are constructed Planning productivity exists as the number or BOMs prepared per year Various EPRI PMO Technical Report A2 Various EPRI PMO Technical Report Various EPRI PMO Technical Report Various EPRI PMO Technical Report A3 A4 Planning productivity exists as a percentage of Work Orders with BOMs A-20 . permits.3 Work Control A1 The quality of planning is established (e.g. parts.6.1. ratio of estimated to actual labor and materials. completeness and accuracy of jobs steps.Management and Work Culture Work Order count comparison (this relates to the total number of WOs serviced over a monitoring period and their breakdown) is tracked Component availability is determined by the number of hours a component is available to perform divided by the total number of hours in a given period and is tracked Component reliability is determined by the number of hours a component operates satisfactorily divided by the number of hours a component is called for to run and is tracked Cost of preventive maintenance activities is expressed as a percentage of the overall maintenance budget and is tracked Cost of corrective maintenance activities is expressed as a percentage of the overall maintenance budget and is tracked Percentage of man-hours expended on preventive maintenance as a percentage of the total man-hours is calculated and is tracked Percentage of man-hours expended on corrective maintenance as a percentage of the total man-hours is calculated and is tracked TR1077595 EPRI Assessing Maintenance Effectiveness TR1077595 EPRI Assessing Maintenance Effectiveness A3 A4 A5 TR1077595 EPRI Assessing Maintenance Effectiveness A6 TR1077595 EPRI Assessing Maintenance Effectiveness TR1077595 EPRI Assessing Maintenance Effectiveness TR1077595 EPRI Assessing Maintenance Effectiveness TR1077595 EPRI Assessing Maintenance Effectiveness A7 A8 A9 1.

identification. and total A13 A14 A15 Percentage of inventory accuracy is measured/tracked A16 Inventory aging is measured/tracked A17 Inventory value is measured/tracked A-21 .Management and Work Culture A5 Planning productivity exists as a percentage of equipment covered by standard job plans Planning productivity exists as a percentage of Work Orders using standard job plans Planning productivity exists as a number of jobs approved but not planned Various EPRI PMO Technical Report Various EPRI PMO Technical Report Various EPRI PMO Technical Report Various EPRI PMO Technical Report Various EPRI PMO Technical Report Various EPRI PMO Technical Report Various EPRI PMO Technical Report Various EPRI PMO Technical Report Various EPRI PMO Technical Report Various EPRI PMO Technical Report Various EPRI PMO Technical Report Various EPRI PMO Technical Report Various EPRI PMO Technical Report A6 A7 A8 Planning productivity exists as planning backlog size A9 Planning productivity exists as planning backlog input rate and trends A10 Planning productivity exists as the number of Work Orders planned per day A11 Planning productivity exists as the ratio of planners to maintenance crafts A12 Planning productivity exists as the ratio of planners to maintenance supervisors Planning productivity exists as responsibility for assembling the critical defined path Inventory turns by part type (activity-frequency).

A19 Dollars of safety stock maintained is measured/tracked A20 Dollars of obsolete/excess parts identified this period (written off) is measured/tracked Dollars of percentage obsolete/excess parts is measured/tracked A21 A22 Dollars of percentage stock versus non-stock parts is measured/tracked A23 Quality assurance and control by number of items received in a QA/QC program is measured/tracked Quality assurance and control by number of errors in delivered items is measured/tracked Quality assurance and control by number of percentage of stock items in a QA/QC program is measured/tracked Vendor stocking is by number of percentage of vendor stocked items A24 A25 A26 A27 Vendor stocking is percentage of orders delivered as requested A28 Vendor stocking is the average delivery time of vendor stocked materials 1.Management and Work Culture Various EPRI PMO Technical Report Various EPRI PMO Technical Report Various EPRI PMO Technical Report Various EPRI PMO Technical Report Various EPRI PMO Technical Report Various EPRI PMO Technical Report Various EPRI PMO Technical Report Various EPRI PMO Technical Report Various EPRI PMO Technical Report Various EPRI PMO Technical Report Various EPRI PMO Technical Report A18 Dollars of inventory stocked is measured/tracked.6.4 Work Execution A1 Loss-of-time accidents caused by maintenance activities are tracked TR1077595 EPRI Assessing Maintenance Effectiveness A-22 .1.

CM. Condition Directed Maintenance (from PM -CMT).Management and Work Culture A2 Cost of maintenance training is expressed as a percentage of the overall maintenance budget and is tracked Percentage of man-hours expended on maintenance training as a percentage of the total man-hours is tracked Utilization of the craft resources as determined by the craft man-hours by maintenance type and discipline is tracked Number of maintenance-induced plant trips are tracked TR1077595 EPRI Assessing Maintenance Effectiveness TR1077595 EPRI Assessing Maintenance Effectiveness TR1077595 EPRI Assessing Maintenance Effectiveness TR1077595 EPRI Assessing Maintenance Effectiveness TR1077595 EPRI Assessing Maintenance Effectiveness TR1077595 EPRI Assessing Maintenance Effectiveness TR1077595 EPRI Assessing Maintenance Effectiveness TR1077595 EPRI Assessing Maintenance Effectiveness A3 A4 A5 A6 Number of maintenance-induced violations and Licensee Event Reports (LERs) are tracked Personal safety objects are lost man-hours due to injuries and are tracked A7 A8 Craft productivity measures the percent of Work Orders attributable to rework and is tracked Craft productivity measures the craft man-hours by maintenance type and discipline for mechanical.Expected (or elective maintenance). PM -Condition Monitoring Task.1. and instrumentation and control groups and is tracked A9 1.5 Work Closeout A1 Quantity of maintenance task types.6. or Proactive tasks (PAM) Number of work orders reviewed are tracked TR1004015 EPRI Guideline for Proactive Maintenance A2 TR1004015 EPRI Guideline for Proactive Maintenance TR1004015 EPRI Guideline for Proactive Maintenance TR1004015 EPRI Guideline for Proactive Maintenance A3 ‘As Found’ condition code types are applied and tracked A4 Number of PM changes influenced by work close-out are tracked A-23 . PM -Restore/Replace. electrical. CM-Unexpected.

Management and Work Culture TR1004015 EPRI Guideline for Proactive Maintenance

A5

Number of events analyzed for root cause are tracked

1.6.2 Plant Goals This sub-element addresses the metrics required to assure the alignment and tracking of the maintenance goals with the plant goals. A1 The status of meeting goals are established and given frequently and with wide dissemination through station information centers (using bar graphs, etc.) providing the personnel with timely information on goals and their status Key high level indicators such as overall maintenance budget as a percentage of total O&M budget are tracked Total Maintenance overtime hours and costs are measured and tracked INPO 97-013

A2

Various EPRI PMO Technical reports Various EPRI PMO Technical reports

A3

1.6.3 Customer Satisfaction Every department, Maintenance, Operations, and Engineering is always both a customer and a supplier. All departments have internal customers; and, this internal customer satisfaction is a process of identifying, understanding, measuring, and meeting the needs of other work groups within the organization, in order to best meet the needs of ultimate customers outside the organization. This sub-element addresses the organization's methods and practices for measuring and ensuring that customer needs are met. A1 Specific inter-departmental needs are identified TR1000321 EPRI PMO Assessment Guidelines

Various EPRI PMO Technical Reports INPO 97-013

A2

The status of meeting goals is communicated provided frequently and with wide dissemination through station information centers (using bar graphs, etc.), providing the personnel and customers with timely information on goals and their status Need for service to internal customers is acknowledged and the term is current in plant vocabulary

A3

TR114002 Guide for building a high performance Generating plant

A-24

Management and Work Culture A4 Formal process is in place for internal customer satisfaction measurement/management Various EPRI PMO Technical Reports

1.7 Accountability/Ownership This element addresses how all personnel recognize what is expected of them, and how they perform accordingly. This includes how managers and supervisors are held accountable, and the level of craft ownership of the overall operation and performance of the plant (i.e. Ownership of systems and components, reliability, maintenance work and quality, and cost expenditures) on an individual basis. 1.7.1 Personnel Performance This sub-element addresses the effectiveness of an organization's personnel development, and periodic performance appraisal of individual maintenance workers. A1 Personnel involved in significant or frequent violations of maintenance requirements are encouraged to improve through counseling, remedial training, or disciplinary measures, where appropriate Feedback is used through measures such as personal performance appraisals to improve maintenance personnel performance Individuals take full responsibility and ownership for all aspects of the individual's job tasks and goals All maintenance personnel hold both their peers and themselves accountable for required support Industry expert experience Various EPRI and INPO Documents

INPO 97-013

A2

INPO 97-013

A3

Utilities Maintenance Documents

A4

Utilities Maintenance Documents

1.7.2 Business Plan Adherence This sub-element addresses the effectiveness of the maintenance organization's process for periodically reviewing its short and long-term business plan goals. These reviews include budget performance, schedule adherence, and goals achieved. A1 All managers and first-line supervisors are involved in periodically updating the business plan item performance Various Industry Publications

A-25

Management and Work Culture All managers and first-line supervisors are involved in periodically reviewing and critiquing the business plan adherence Crew-level involvement is included in the business plan reviews

A2

A3

1.7.3 System/Component Ownership This sub-element addresses the need for ownership at the component and/or the system level. Owners have the responsibility for the overall performance of their equipment. A1 Ownership of equipment/systems is formally assigned by leadership and/or maintenance management System and/or Component reliability and availability are owned by maintenance assigned personnel The system/component owner is responsible for learning from maintenance history and proactively making adjustments for future improvement in maintenance and or equipment reliability The maintenance basis is owned by the assigned system/component owner EPRI Maintenance Consulting Experience EPRI Maintenance Consulting Experience EPRI Maintenance Consulting Experience EPRI Maintenance Consulting Experience

A2

A3

A4

EPRI Maintenance Consulting Experience

1.7.4 Craft Ownership This sub-element addresses the leadership role that the craft have in the success of the plant. A1 A2 A3 A4 Craft act as human-performance lead in each shop Craft personnel participate on projects (lead if possible) Craft act as mentors to identify successors in their areas of expertise Craft participate in training material development and/or training advisory committees Craft review appropriate corrective action responses 0.50 0.50 0.50 0.50 INPO Craft Ownership Documents INPO Craft Ownership Document INPO Craft Ownership Document INPO Craft Ownership Document

A5

0.50

INPO Craft Ownership Document

A-26

Management and Work Culture A6 A7 A8 A9 A10 A11 A12 A13 A14 A15 A16 A17 A18 A19 A20 CM backlogs are assigned to craft or craft teams Craft perform peer field observations Craft are assigned as owners for specific equipment (system or components) Craft perform rework evaluations Craft perform walk-downs of assigned work from work control scheduled Craft are participate in component/system health teams when applicable Craft are involved in conducting pre-job briefings/post-job reviews Craft are responsible for maintenance work execution procedure quality Craft/supervisors conduct workweek critiques on improving ownership Craft are involved in outage scope decisions Craft serves as Subject Matter Expert instructors Craft make work package closeout and feedback a part of their job Craft own the troubleshooting process Craft participate on benchmarking assignments Craft write corrective action reports 0.50 0.50 0.50 0.50 0.50 0.50 0.50 0.50 0.50 0.50 0.50 0.50 0.50 0.50 0.50 INPO Craft Ownership Document INPO Craft Ownership Document INPO Craft Ownership Document INPO Craft Ownership Document INPO Craft Ownership Document INPO Craft Ownership Document INPO Craft Ownership Document INPO Craft Ownership Document INPO Craft Ownership Document INPO Craft Ownership Document INPO Craft Ownership Document INPO Craft Ownership Document INPO Craft Ownership Document INPO Craft Ownership Document INPO Craft Ownership Document

1.8 Continuous Improvement This element addresses the organization's ability to be a 'Learning' organization that is able to avoid repetitive mistakes. This includes evaluation of activities such as performing selfassessments, continually improving processes by utilizing industry experience and applying new industry techniques. EPRI Maintenance Consultant experience

A-27

workweek critiques.1 Self-Assessment This sub-element addresses the organization's effective use of self-assessments (activities aimed at comparing existing performance to established standards to determine areas in need of improvement) to provide a self-evaluation and corrective action program to compare actual divisional performance to Management expectations and industry standards. allocated for self-assessment activities. outside experts. manager in-field observations. and self-checking Is periodic-conducted on an event-dependent or periodic basis. such as a post-outage critique and scheduled program assessments Is proactive-conducted to identify improvements needed to move performance to levels that exceed current expectations. rather than a programmatic review of maintenance procedures and policies for compliance with governing documentation Maintenance organization has sufficient resources. infrequently performed tests. A1 Is conducted in response to a performance shortfall.8. or to prepare for performance of an evolution. and a clear definition of standards that are expected to be met in each area Maintenance organization has established an ownership for resolving issues developed in the self-assessment. Maintenance organization includes performance-based review of maintenance field activities that evaluates program implementation. Periodic reports to management include trends. An unbiased input can be achieved by involving personnel from external organizations (e.) Maintenance organization has developed an agenda for the self-assessment with specific areas to examine. a brief explanation for trends that appear to be unusual (positively or negatively).Management and Work Culture 1. for example. the corporate office. and corrective measures where warranted. for example. with a specific time frame for resolution INPO Principles for Effective SelfAssessment and CA Program INPO 97-013 A2 INPO 97 A3 INPO 97 A4 INPO 97 A5 INPO 97 A6 INPO 97 A7 INPO 97 A8 INPO 97-013 A-28 . a sister plant. such as root cause analysis Is continuous-conducted on a routine basis to identify performance strengths and shortfalls. etc. both personnel and time.g.

lessons learned from outage critiques are established Change management plans are expected and approved by maintenance management for any significant maintenance program changes TR1000321 EPRI PMO Assessment Guidelines INPO 97-013 A2 TR1000321 EPRI PMO Assessment Guidelines 1. A1 A formal process for managing "process improvement is established EPRI Process Improvement Documents EPRI Process Improvement Documents TR114002 Guide for building a high performance Generating plant TR114002 Guide for building a high performance Generating plant TR114002 Guide for building a high performance Generating plant A2 All Maintenance personnel continuously look for and are involved in improving maintenance processes (e. and organization self-assessments are performed in accordance with divisional self-assessment schedules Is performed by personnel with the necessary expertise to conduct these activities INPO 97-013 A10 Utilities Maintenance Documents A11 Utilities Maintenance Documents 1. etc.8. and equipment.8. work execution. A1 Guidance training for changes to processes.3 Process Improvement This sub-element addresses an organization's policies and procedures for managing the improvement processes within the maintenance organization. process.2 Change Management Program This sub-element addresses an organization's policies and procedures for managing change within the maintenance organization. work planning. and. industry and in-house operating experience.g. Workers think in terms of working on the process rather than doing a task A3 A4 Workers understand interfaces between their process and those of others A-29 .Management and Work Culture A9 Maintenance organization uses trends in maintenance-related industry events to initiate self-assessment Task. procedures.

Most investigations find that industry-operating experience was available which.4 Use of Operating Experience This sub-element addresses a maintenance organization's application of Operating Experience (OE). Operating Experience is interactively reviewed by the members of the group planning to perform the work Experienced team members discuss the potential error which could occur to heighten the awareness of less experienced team members to 'Error Likely Situations' Vendor Notices applicable to the associated components are reviewed Post job briefings are conducted (when appropriate) to critique how the job went. and to determine if improvements can be made and documented as Operating Experiences Utilities Maintenance Documents Utilities Maintenance Documents A2 A3 Utilities Maintenance Documents Utilities Maintenance Documents A4 Utilities Maintenance Documents A5 Utilities Maintenance Documents A6 Utilities Maintenance Documents A7 A8 Utilities Maintenance Documents Utilities Maintenance Documents A-30 . A1 Sources of operating experience: Personal experience. Event Reports from other facilities within the company (including non-nuclear) Sources from EPRI and Vendor Correspondence During the work package planning process. if used effectively.Management and Work Culture Recommended process improvement initiatives are tracked through completion by the management team All Maintenance personnel are trained on the process improvement techniques EPRI Process Improvement Documents EPRI Process Improvement Documents A5 A6 1. sources of Operating Experience are reviewed and applicable items included in the package Discussion of operating experience during shift briefings with Operations personnel is encouraged During 'Pre-Job' briefings. Station Event Reports. Few events have occurred at plants that reveal a completely new cause or failure mechanism. could have prevented recurrence of the event.8.

Management and Work Culture A9 All efforts are made to capture low level events which could be trended. A1 A2 A corrective action process exists The expectation for using self-evaluations for continuous improvement is communicated to all station personnel. steps required to correct the problem. environment. and corrective actions implemented to prevent more serious events Utilities Maintenance Documents 1. root cause analysis if required. and time schedule when specific tasks will be accomplished The event action plan is provided to other plants and other utilities using the intranet and internet for review and comment. which includes: the corrective action team.5 Corrective Action Process (CAP) This sub-element addresses the process in place to manage corrective actions resulting from deficiencies identified while performing any maintenance activity. prioritization and event ownership assignment Event owner develops an action plan. This provides an alert to others and others could provide added recommendations INPO Utilities Maintenance Documents INPO 97-002 A3 A4 Utilities Maintenance Documents Utilities Maintenance Documents A5 A6 Utilities Maintenance Documents INPO 97-002 A7 INPO 97-002 A8 Utilities Maintenance Documents A9 Utilities Maintenance Documents A10 Utilities Maintenance Documents A-31 .8. MW production (availability) and cost CAP criteria have been set and if exceeded will trigger an event Corrective Actions adequately address the fundamental cause of problems. Self-evaluations are driven from within (self-driven) Ownership of the CAP process has been established The corrective action process for maintenance addresses specific events that impact safety. rather than the symptoms Employees at all levels are self identify events and report problems in accordance with CAP program criteria Cap Program Owner documents events and presents to management review team for approval.

8. The Maintenance Managers review outstanding events regularly.Management and Work Culture The action plan progress. at staff meetings.6 Research and Development Activities This sub-element addresses an organization's activities associated with performing Research and Development to improve or advance maintenance processes through the application of technologies. TR1000321 EPRI PMO Assessment Guidelines EPRI Maintenance Consulting Experience A2 EPRI Maintenance Consulting Experience EPRI Maintenance Consulting Experience A3 Plant has representative on EPRI working/user groups A-32 . EPRI or other collaborative organization participation) Maintenance organization actively participates in EPRI. to verify that corrective actions stay on schedule Corrective action effectiveness is also validated through meaningful indicators and follow-up monitoring Employees who identify problems receive prompt feedback concerning corrective actions Events and associated causes are trended to identify repeat occurrences. including comments from others. generic issues and vulnerabilities at a low level before significant problems result Corrective actions to prevent recurrence of significant problems are reviewed for effectiveness Corrective action program is periodically assessed for overall effectiveness A11 INPO 97-002 A12 Utilities Maintenance Documents A13 Utilities Maintenance Documents A14 Utilities Maintenance Documents A15 Utilities Maintenance Documents A16 Utilities Maintenance Documents A17 Utilities Maintenance Documents 1. formal corporate R&D efforts. are tracked and periodically reviewed and for timeliness and effectiveness at the Manager's level Corrective actions are tracked through completion using an electronic tracking system.g. A1 The maintenance organization is involved in R&D activities to improve/advance the maintenance processes and technologies (e.

8 Team Problem Solving Problems are addressed in a timely manor and solutions are sought form knowledgeable personnel. Employees are encouraged to provide feedback and a process is in place to facilitate the capture of this data. or an adverse condition affecting the meeting of maintenance goals INPO 97-013 1.8.7 Employee Ideas Solicited An environment is established that promotes input from all levels within an organization. A1 Management solicits and acts on feedback from workers about problems that may lead to error.Management and Work Culture A4 Maintenance representatives have EPRI User Ids EPRI Maintenance Consulting Experience EPRI Maintenance Consulting Experience A5 An EPRI coordinator has been assigned for maintenance related R&D activities 1. A1 All maintenance personnel participate in maintenance department problemsolving and decision-making task forces INPO 97-013 A-33 . Once resolved the team is disbanded. Teams are formed temporarily to address specific problems.8.

.

B MAINTENANCE PROCESSES B-1 .

Predictive.50 1.50 1. or Proactive Maintenance. both planned and unplanned outage work and work resulting from proactive activities such as engineering projects. 2.e.1. how it is executed and the how the organization learns form the work accomplished.1 Work Identification/Maintenance Basis This element identifies the strategies applied to determine what specific task(s) will be required to ensure that the appropriate work is performed to achieve high levels of equipment reliability.50 1. how it is planned and scheduled. A1 A2 A3 A4 A5 A6 Maintenance Basis determination procedures exist Preventive Maintenance Program Procedure exists Predictive Maintenance Program Procedure exists Proactive Maintenance Program Procedure exists Corrective Maintenance Process Procedure exists Work Order Generation Policy and /or Procedure exists RNWF N/A N/A TR1000321 EPRI PMO Assessment Guidelines 1.0 Maintenance Processes The maintenance processes defines the methods.Maintenance Processes 2. which govern the business of maintenance.50 1. Predictive. Corrective. These processes include day-to-day work. SRCM.). and Proactive Maintenance). MBO etc. Preventive. These processes cover how work is identified. RCM. It also includes procedures and guidelines governing the overall equipment reliability process and maintenance basis determination processes (i. It addresses the process of determining and documenting an organizations bases for maintenance tasks and the four sub-processes that identify which maintenance work is to be accomplished: Preventive. 2.1 Work Identification Procedures This sub-element addresses the administrative procedures and policies in place to govern and guide the four major work identification processes (Corrective.00 EPRI Maintenance Consulting Experience EPRI Maintenance Consulting Experience EPRI Maintenance Consulting Experience EPRI Maintenance Consulting Experience EPRI Maintenance Consulting Experience B-2 .00 1.00 TR1000321 EPRI PMO Assessment Guidelines 3.

00 B-3 .2 Maintenance Basis This sub-element addresses the process for determining the basis for identifying the optimum maintenance work task balance. including importance of safety.00 A5 Maintenance tasks have been established that address the failure modes determined in A4 above.00 A10 Clear ownership of the maintenance basis exists 1.00 A8 1.00 TR1000321 EPRI PMO Assessment Guidelines A2 1.00 A9 Equipment that will be monitored in the PdM program has been determined 1. A1 Criteria is established in order to determine the criticality of plant Systems and Equipment.00 TR1000321 EPRI PMO Assessment Guidelines TR1000321 EPRI PMO Assessment Guidelines TR1000321 EPRI PMO Assessment Guidelines TR1000321 EPRI PMO Assessment Guidelines EPRI Maintenance Consulting Experience A7 1.00 A6 1. cost and efficiency Plant systems and equipment are ranked in accordance with the criteria in A1 above Non-critical (run-to-failure) equipment has been determined in the ranking process Failure modes and causes of the critical equipment have been determined 3.00 TR1000321 EPRI PMO Assessment Guidelines TR1000321 EPRI PMO Assessment Guidelines TR1000321 EPRI PMO Assessment Guidelines TR1000321 EPRI PMO Assessment Guidelines A3 1.1.Maintenance Processes 2. and determines the strategy for maintaining plant equipment reliability. environmental. reliability.00 A4 1. including preventive. predictive and proactive maintenance tasks Frequencies of performing the preventive maintenance tasks have been established Maintenance basis is managed in compliance with the Maintenance Basis procedure Periodic reviews of the maintenance basis are conducted 1.00 TR1000321 EPRI PMO Assessment Guidelines 1.

50 INPO AP 928 2.3 Corrective Maintenance (CM) The required maintenance needed to restore equipment or components that are degraded or not performing the intended functions.00 2.1. A1 Ownership of the Preventive maintenance program has been assigned 1. It is normally performed before equipment failure or to reduce the likelihood of equipment failure.00 TR1000321 EPRI PMO Assessment Guidelines TR1000321 EPRI PMO Assessment Guidelines INPO 97-013 A2 2.00 TR1000321 EPRI PMO Assessment Guidelines B-4 . including predictive maintenance data collection tasks (PM-CMT).50 1. inspections (PM-CMT).00 A3 1. CM-E and CM-U) CM-U and CM-E Work Orders in the maintenance management system are categorized Maintenance backlog is monitored to verify that important jobs are not being delayed unnecessarily.00 TR1000321 EPRI PMO Assessment Guidelines TR1000321 EPRI PMO Assessment Guidelines A2 Preventive Maintenance tasks. A1 Corrective maintenance Work Orders are distinguished between expected (Run-to-Failure equipment) and unexpected (E.Maintenance Processes 2.4 Preventive Maintenance (PM) This sub-element includes periodic condition monitoring and periodic time-based actions taken to maintain a piece of equipment within design operating conditions and/or to extend its life.g.1.00 A3 4.00 TR1000321 EPRI PMO Assessment Guidelines EPRI Maintenance Consulting Experience A5 1. and that the amount of work in the backlog is controlled Maintenance condition/Condition Codes are identified in the Computerized Maintenance Management System (CMMS) Run-to-failure components are identified in the CMMS system 1. and repair and replace tasks (PM-RR) have been identified Preventive Maintenance task frequencies have been identified 1.00 A4 1.

00 TR1000321 EPRI PMO Assessment Guidelines INPO 97 A10 0. at a level appropriate to the importance of the equipment.50 A9 1.00 TR1000321 EPRI PMO Assessment Guidelines TR1000321 EPRI PMO Assessment Guidelines A5 1.g.00 A6 1. PM tasks to perform condition monitoring task .PM-RR's.50 A8 0. predictive maintenance data collection tasks.Maintenance Processes A4 Preventive Maintenance tasks (PM-RR and PM-CMT) and frequencies have been categorized in the Maintenance Management System Routes for preventive maintenance condition monitoring tasks.50 INPO 97 B-5 . any preventive maintenance that was missed or deferred past an established grace period Level of review for different types of equipment in the station procedures used to implement the preventive maintenance program are identified Reviews for safety-related or operationally important equipment have sufficient technical input to ensure that any potential consequences are recognized and addressed Station management periodically reviews the statistics on deferred or missed preventive maintenance actions 1.00 TR1000321 EPRI PMO Assessment Guidelines TR1000321 EPRI PMO Assessment Guidelines TR1000321 EPRI PMO Assessment Guidelines A7 0. including inspections.50 A11 0. PM tasks to restore replace .PM-CMTs) Preventive maintenance task performance including schedule compliance and quality of work performed are tracked Management reviews and approves. and surveillance have been established Preventive maintenance process is managed in accordance with the PM procedure Work Orders (CDMs) resulting from a preventive maintenance tasks are identified and categorized Maintenance task codes when performing preventive maintenance Work Orders are assigned (e. operator rounds.50 INPO 97 A12 0.50 INPO 97 A13 0.

other surveillance tasks. operator logs.5 Predictive Maintenance (PdM) This sub-element addresses the systematic approach for determining the need for equipment repair or replacement. Maintenance. resulting in timely maintenance decisions/corrective actions based maintenance on the condition of the equipment. process. and other appropriate condition indicators to be monitored Predictive maintenance data (condition indicators) collection tasks are categorized in the Maintenance Management System as PM . whose primary function is focused on managing the predictive maintenance program and supporting the maintenance basis and proactive processes.33 A5 1.00 A8 0. All monitoring tasks have been identified as a result of the Maintenance Basis determination process.33 A7 1.33 TR103374 EPRI PdM Guidelines V1-V4 B-6 . A1 Predictive maintenance process is developed 1.33 A3 0. and Engineering observations. The matrix identifies/documents all of the condition indicators for the selected equipment. and limiting maintenance activities to only those that are required to prevent costly major repairs or unscheduled downtime.Maintenance Processes 2. equipment specific testing. etc. NDE. maintenance histories.00 TR103374 EPRI PdM Guidelines V1-V4 TR103374 EPRI PdM Guidelines V1-V4 TR103374 EPRI PdM Guidelines V1-V4 A6 0. including diagnostic technologies.1.33 A4 0. Ops rounds.50 0. process data. performance (efficiency) testing. 0. Operations.CMTs. has been assigned System/equipment owners as part of the roles and responsibilities efforts have been assigned Condition indicator (technology) owners as part of the roles and responsibilities efforts have been assigned An equipment condition indicator matrix has been established. Predictive Maintenance is a process that integrates all equipment condition data such as diagnostics.33 TR103374 EPRI PdM Guidelines V1-V4 TR103374 EPRI PdM Guidelines V1-V4 TR103374 EPRI PdM Guidelines V1-V4 TR103374 EPRI PdM Guidelines V1-V4 A2 Predictive maintenance program including the organizational structure is developed Roles and responsibilities for the plant organization concerning the predictive maintenance program are established Coordinator.

33 A13 0.33 A10 0.33 A11 0.33 A21 PdM Program Performance Indicators are established and tracked 0. maintenance and engineering/technical staff are conducted Condition Directed Maintenance (CDM) Work Orders resulting from an integrated analyses are identified and categorized Maintenance task codes for PM-CMT and CDM Work Orders are assigned in the CMMS A comprehensive equipment condition assessment status report is regularly provided and used to drive timely condition based maintenance decisions. Avoided cost benefit status report is regularly provided TR103374 EPRI PdM Guidelines V1-V4 TR103374 EPRI PdM Guidelines V1-V4 TR103374 EPRI PdM Guidelines V1-V4 TR103374 EPRI PdM Guidelines V1-V4 0.33 A18 0.33 A17 High priority Work Orders resulting from predictive maintenance tasks that could not be scheduled because of their urgency are tracked Condition monitoring task schedule compliance is tracked 0.33 A15 1.33 B-7 . operations.Maintenance Processes A9 Frequencies of the data collection have been determined (should be part of the Maintenance Basis) Routes for predictive maintenance condition monitoring tasks have been established (should be part of Preventive Maintenance) Predictive maintenance process is managed in accordance with the PdM procedure Integrated analysis utilizing results from the analysis of the condition indicator data and the experience of the system/equipment owner.33 A20 0.33 A12 0.33 A19 Operations has and uses routes that define the order and frequency of equipment checks PdM Program goals have been established 0.00 A16 0.33 TR103374 EPRI PdM Guidelines V1-V4 TR103374 EPRI PdM Guidelines V1-V4 TR103374 EPRI PdM Guidelines V1 TR103374 EPRI PdM Guidelines V1 TR103374 EPRI PdM Guidelines V1 TR103374 EPRI PdM Guidelines V1-V4 Various EPRI PMO Technical Reports TR103374 EPRI PdM Guidelines V1-V4 TR103374 EPRI PdM Guidelines V1-V4 A14 0.

Corrective Action Program.33 A23 Customer satisfaction of the PDM program is monitored 0. maintenance feedback capture.50 TR1000321 EPRI PMO Assessment Guidelines 0. This includes the closeout of work. analysis of maintenance history.33 A24 Continuous improvement of the PDM process is managed through industry peer group participation and application of industry Operating Experience (OE) 0. O&M and Capital projects that relate to equipment deficiencies. is managed in accordance with the Proactive Maintenance Procedure Proactive maintenance program including its organizational structure has been established Roles and responsibilities for the plant organization concerning the Proactive maintenance program have been established Ownership of Proactive maintenance program has been assigned 1.50 B-8 .Maintenance Processes TR103374 EPRI PdM Guidelines V1-V4 TR103374 EPRI PdM Guidelines V1-V4 TR103374 EPRI PdM Guidelines V1-V4 A22 Customers of the PDM process are clearly identified 0. and a review of the unexpected corrective maintenance tasks.50 TR1000321 EPRI PMO Assessment Guidelines TR1000321 EPRI PMO Assessment Guidelines TR1000321 EPRI PMO Assessment Guidelines TR1000321 EPRI PMO Assessment Guidelines A3 0.50 A5 Root cause failure analysis process that covers both detailed and nondetailed approaches has been established 0.50 A2 0. (The incident or event is important to the degree that action to preclude repetition is deemed appropriate by the maintenance manager).33 2. A1 Proactive maintenance process which includes Root Cause analysis.6 Proactive Maintenance (PAM) This sub-element addresses the maintenance organization's process for 'Learning from the Experience' of performing maintenance work. and making appropriate adjustments to the maintenance task balance to eliminate failures or deficiencies in the future.50 A4 0. Incidents that require root cause analysis are identified in a PAM process based on incident type and performance trends.1.

50 A7 An overall organizational Corrective Action Program (CAP) has been established Criteria for initiating Corrective Action Program has been determined 0.Maintenance Processes A6 Criteria for initiating a root cause analysis has been determined TR1000321 EPRI PMO Assessment Guidelines TR1000321 EPRI PMO Assessment Guidelines TR1000321 EPRI PMO Assessment Guidelines TR1000321 EPRI PMO Assessment Guidelines TR1000321 EPRI PMO Assessment Guidelines TR1000321 EPRI PMO Assessment Guidelines TR1000321 EPRI PMO Assessment Guidelines 0.50 A10 PAM Work Orders resulting from proactive maintenance tasks are identified and categorized Maintenance task codes for Work Orders resulting from the Proactive Maintenance Program are assigned (e. PAM) All completed Work Orders are reviewed for suspected cause of failure when applicable and repetitive equipment failures are reviewed for potential initiation of the CAP process Feedback to the initiator resulting from actions taken from the review are provided Recommendations to initiate modifications to the maintenance basis are provided Recommendations to initiate a root cause analysis are provided 0.50 A16 Condition assessment status reports from resulting root cause analysis are readily available to maintenance staff PAM program performance indicators are monitored by maintenance management Status of the actions taken resulting from proactive maintenance recommendations are tracked 0.50 A17 0.50 A12 0.50 A18 0.50 A9 Proactive maintenance procedure has been established 0.50 A11 0.50 B-9 .50 A15 0.50 A8 0.g.50 TR1000321 EPRI PMO Assessment Guidelines TR1000321 EPRI PMO Assessment Guidelines TR1000321 EPRI PMO Assessment Guidelines TR1000321 EPRI PMO Assessment Guidelines TR1000321 EPRI PMO Assessment Guidelines TR1000321 EPRI PMO Assessment Guidelines A14 0.50 A13 0.

Maintenance Processes Periodic and systematic reviews of maintenance histories are performed to identify any trends of degraded equipment performance, including the performance of similar components installed in other locations, to obtain the best information available on the performance of specific components. All work orders are screened to allow for identifying PAM opportunities

A19

INPO 97-013 0.50

A20

0.50

TR1000321 EPRI PMO Assessment Guidelines

2.1.7 Work Order Generation This sub-element addresses how a request to perform work is initiated and administered at the facility. This includes all basic attributes associated with having a documented and consistent process for creating a work request with a unique identifier, and recording the appropriate level of description for the work. A1 Approach where anyone can initiate a Work Order is established 1.50

0.50

TR1000321 EPRI PMO Assessment Guidelines TR1000321 EPRI PMO Assessment Guidelines TR1000321 EPRI PMO Assessment Guidelines TR1000321 EPRI PMO Assessment Guidelines TR1000321 EPRI PMO Assessment Guidelines INPO 97

A2

Process where Work Orders are approved by the supervisor is established

0.50

A3

Maintenance task codes to the Work Orders are assigned when initiated

0.50

A4

Recommended priorities to the Work Orders by the initiator are established

0.50

A5

Plant condition and safety considerations control are identified

0.50

A6

Detailed master list of equipment, components, and structures to be included in the maintenance program, including both critical and non-critical equipment, has been developed Equipment is labeled with its number for consistent and accurate identification of work (Operations sometimes uses different terms to identify equipment than those used by Maintenance or the ‘Master Equipment List’)

0.50

A7

INPO 97 1.50

B-10

Maintenance Processes A8 Maintenance Request (MR) form (and/or work packages) for directing and documenting maintenance activities that help to control maintenance activities by providing appropriate reviews and approvals and establishing necessary work controls for personnel safety, plant conditions, proper conduct of maintenance, and post maintenance testing is established Maintenance requests are screened to determine if detailed planning and scheduling (into work management system) are required, or if the work can be performed directly by a fix-it-now or similar expedited work control process Work Order number and record are available to allow effective cost and historical data to be stored and be retrievable Work identification date is on the Work Order INPO 97 0.50

A9

INPO 97 1.00

A10

0.50

INPO 97-013

A11

0.50

Various EPRI PMO Technical Reports Various EPRI PMO Technical Reports Various EPRI PMO Technical Reports Various EPRI PMO Technical Reports

A12

All appropriate work activities have a Work Order

1.00

A13

Work Order has a space for a problem description, and clearly communicates symptoms observed and any special Operations considerations Organization places emphasis on early identification of the work to allow the routine work management process to plan and execute the work Identifiers of the Work Order documents the work themselves

0.50

A14

1.00 0.50

A15 2.2 Work Control

This element addresses the process and procedures of 'How' an organization accomplishes maintenance tasks. This includes prioritization, risk assessment, planning and scheduling of maintenance work. Also included in this sub-element are the processes of acquiring parts, inventory management, and contract management for maintenance work activities. 2.2.1 Work Management Process/Procedures This element addresses the organization's formal policies and procedures in place to manage 'How' maintenance is accomplished while the plant is on-line. This includes work initiation, planning and scheduling, work execution, and work completion.

N/A

TR1000321 EPRI PMO Assessment Guidelines

1.00

Various EPRI PMO Technical Reports

B-11

Maintenance Processes

2.2.1.1 Process Description/Policies A1 A2 A3 A4 A5 A6 A7 A8 Contains planning and preparing work Contains scheduling and coordinating work Conditions to perform work is established Contains the conducting of work activities Contains the controlling of work during emergencies Contains the performing of emergent work Contains the evaluating of the impact of work activities on risk assessment Controlling of non-station utility and contractor personnel working at the station is established Completed work documentation requirements are established Contains post-maintenance testing of work Implementing removal/return-to-service procedures is established Contains reviewing completed work records No single department or position is solely responsible for writing work requests 0.42 0.42 0.42 0.42 0.42 0.42 0.42 0.42 0.42 0.42 0.42 0.42 0.42 INPO 97 INPO 97 INPO 97 INPO 97 INPO 97 INPO 97 INPO 97 INPO 97

A9 A10 A11 A12 A13

INPO 97 INPO 97 INPO 97 INPO 97 Various EPRI PMO Technical Reports

2.2.1.2 Procedure A1 Personnel responsibilities for identifying deficiencies and initiating Maintenance Requests (MRs) that adequately describe the symptoms of problems are established Supervisory responsibilities for controlling the conduct of maintenance activities and processing MRs are established INPO 97 0.42

A2

0.42

INPO 97

B-12

Maintenance Processes A3 Description of the process for initiating and processing the MR, including the pre-job review, approval cycle, and post-job review is established Definition of the priorities used to schedule work is established Resource loading of the schedule is established Determination of the impact of maintenance activities on Operations is established Work plan and schedule is established Requirements for personnel and equipment safety and (i.e. confined space entry permits, welding and burning permits, clearance tag-outs, work permits, etc.) are established Post maintenance testing/operability testing is established Method for collection of maintenance history and equipment failure data is established Applicable cross-reference to outage scheduling and management procedures is established INPO 97

0.42 0.42 0.42 0.42 0.42

A4 A5 A6

INPO 97 INPO 97 INPO 97

A7 A8

INPO 97 INPO 97

0.42

A9 A10

0.42 0.42

INPO 97 INPO 97

A11

0.42

INPO 97

2.2.2 Outage Management Process/Procedures This sub-element addresses the organization's formal policies and procedures in place to manage 'How' maintenance is accomplished while the plant is off-line for a planned outage, maintenance outage, or refueling outage. This includes work initiation, planning and scheduling, work execution, and work completion. A A1 All attributes of Section 2.2.1 apply Coordination of common resources used for outages with other plants is established Contractor and corporate support roles and responsibilities for outage planning, scheduling, and execution are established

1.00

INPO 97-013

.38/ea 0.38 INPO 97-013

A2

0.38

INPO 97-013

B-13

Maintenance Processes

2.2.3 Prioritize Work This element addresses the process of 'How' an organization screens, and determines and tracks the priority of all work requests identified. A1 Personnel with a strong knowledge of plant operations review each MR to determine its impact on Operations: and, they set meaningful priorities that determine how soon an MR needs to be worked based primarily on nuclear safety, personnel safety, station reliability, and repair costs, including generation losses Communication among cognizant departments to set priorities properly is established Priority system that is simple and flexible to enhance its use and accuracy is in existence and is proceduralized Impacts on plant safety or reliability until repairs are completed are tracked Availability of redundant equipment is established Licensing commitments (i.e. limiting conditions for Operations) are established Equipment and conditions required for equipment repair are established Clear priority system is documented and utilized (e.g. emergent, work within X days, routine PM, as available, etc.) Authority for assigning priority is documented and enforced 1.00 EPRI Maintenance Consulting Experience INPO 97-013 2.00

A2

1.00

INPO 97-013

A3

1.00 1.00 1.00 1.00 1.00 1.00

INPO 97-013

A4 A5 A6

INPO 97-013 INPO 97-013 INPO 97-013

A7 A8

INPO 97-013 Various EPRI PMO Technical Reports Various EPRI PMO Technical Reports

A9

1.00

2.2.4 Risk Assessment This sub-element addresses the process of establishing the risk associated with planning and execution of work. Safety and reliability concerns are addressed in the risk assessment process. Various EPRI PMO Technical Reports

1.00

B-14

processes.16 B-15 . storing.16 A7 INPO 97-013 0. or surveillances of supplier facilities. or records relevant to the part. A1 A2 A3 A4 Engineering and technical specifications for parts exists and is accessible Work requests in progress with material restraints are tracked Quantity of discontinued and infrequently used inventory is tracked Reliability of supplier performance by audits.16 Various EPRI PMO Technical Reports INPO 97-013 INPO 97-013 INPO 97-013 INPO 97-013 0. inspections.2.Maintenance Processes A1 Methods to ensure that safety and risk significance are considered when planning maintenance on safety systems and balance-of-plant equipment that affects safety and reliability.16 A6 INPO 97-013 0. handling.16 0.50 INPO 97-013 A3 INPO 97-013 2. are established Impacts on plant safety or reliability until repairs are completed are established Work activities on safety systems to minimize out-of-service time.50 2. resulting in establishing a balance between maximizing reliability and minimizing unavailability. material.16 0.00 0. are coordinated INPO 97-013 5. including multiple technical disciplines working simultaneously and providing aroundthe-clock job coverage. promptly initiates technical reviews to aid in the resolution of these items Quality assurance records are controlled and maintained to provide documentation of acceptability for qualified parts and materials to ensure tractability of parts and materials Appropriate personnel review design requirements to ensure that upgraded or substitute parts are consistent with the application of the part and component 1.16 A5 INPO 97-013 0. or service provided is verified Deficient or nonconforming items are segregated from accessible conforming materials and deficiencies resolved in an effective and timely manner.5 Stores/Inventory Management This sub-element includes an organization's proficiency with ordering.00 A2 2. and issuing all parts and materials for the maintenance tasks. methods.

16 INPO 97-013 A12 0.16 A14 INPO 97-013 0. and services that are needed immediately to support safe and reliable operation are developed When developing minimum/maximum levels. identifies and considers parts or materials that have multiple applications or are used in more than one system or piece of equipment The station Stores Group and other User groups track procurement progress and take necessary measures to meet maintenance and outage schedules by tracking the status of a part from the time need is identified by the maintenance request until the part is made available to the craftsmen.16 INPO 97-013 A13 INPO 97-013 0. and. thereby. qualified materials management personnel inspect parts. has the necessary product control requirements furnished by the vendor. is packaged in accordance with the purchase order specifications.Maintenance Processes Emergency procurement and an expediting process to obtain parts. and a tracking or follow-up system is established to promptly resolve nonconformance problems A8 INPO 97-013 0.16 INPO 97-013 A16 INPO 97-013 0. materials.16 A11 0. such as special storage or shelf-life information. appears to be in good condition Engineering staff and quality control personnel approve any deviation from design specifications of material or equipment received before it is accepted or returned to the Stores system Separate receiving and inspection area and a separate hold area are provided Nonconforming material is clearly tagged or labeled and segregated to prevent inadvertent issue.16 A9 INPO 97-013 0. tractability to the maintenance request is maintained Need for specialized services from vendors early to provide for timely submittal of bid proposals and contract awards is identified Where applicable general service agreements are in place so that services can be supplied on short notice Upon receipt.16 A15 0.16 A10 INPO 97-013 0. and equipment before acceptance for storage or use to verify: that the material delivered agrees with the approved purchase documentation. materials.16 B-16 .

16 INPO 97-013 INPO 97-013 A21 A22 INPO 97-013 INPO 97-013 A23 A24 INPO 97-013 INPO 97-013 A25 A26 INPO 97-013 INPO 97-013 A27 A28 INPO 97-013 Various EPRI PMO Technical Reports Various EPRI PMO Technical Reports Various EPRI PMO Technical Reports A29 0.Maintenance Processes A17 Method to accept material that has been repaired or reworked by the maintenance department has been developed Whenever materials or parts have been repaired or reworked.16 B-17 .16 0.16 0.16 0.16 0.16 0. suitable testing. particularly carbon steel Relief valves.16 0.16 0.16 0. and other equipment are stored on their bases Elastomers and polypropylene parts are properly stored in areas not exposed to light Machined surfaces are protected Hazardous chemicals or solvents are stored in accordance with Material Safety Data Sheet instructions Equipment internals are protected from intrusion of foreign materials Accurate and organized inventory exists for all parts and materials to support maintenance tasks Storage areas/bins are well marked INPO 97-013 0.16 A19 A20 0.16 0. motors.16 A18 INPO 97-013 0.16 A30 Up-to-date and accessible parts numbering system exists 0. and inspection requirements were specified by Engineering to ensure that the materials or parts will perform acceptably when placed into service Procedures for items requiring special handling instructions are prepared Corrosive chemicals are segregated or not stored near equipment or metal stock Flammables are stored in appropriate containers and fire-rated cabinets Stainless steel components are protected from direct contact with other metals.

16 A37 Computer system is integrated with the Work Order system and purchasing 0. sister plants.16 B-18 .16 A40 0.16 A43 Procedures for non-stock orders are defined and monitored 0.16 A39 Issues and returns are tied to Work Order number and equipment number.16 A33 Bar coding is applied.16 A35 0. limiting access to inventory 0. to resolve errors and speed transactions All items available for use are on the system.16 A36 Inventory is accurately tracked and reported 0.16 A42 Non-stock material issues and returns are marked 0. including remote storage. and lay-down yards Procedures are defined and followed.16 A34 0. where applicable.Maintenance Processes Various EPRI PMO Technical Reports Various EPRI PMO Technical Reports Various EPRI PMO Technical Reports Various EPRI PMO Technical Reports Various EPRI PMO Technical Reports Various EPRI PMO Technical Reports Various EPRI PMO Technical Reports Various EPRI PMO Technical Reports Various EPRI PMO Technical Reports Various EPRI PMO Technical Reports Various EPRI PMO Technical Reports Various EPRI PMO Technical Reports Various EPRI PMO Technical Reports A31 Storage areas are kept neat and clean 0.16 A41 Materials issued/returned are tracked and reported 0.16 A32 Records monitoring usage and inventory levels are continuously updated 0. where applicable Need dates and priorities are identified on the material bill (requisition) 0.16 A38 Customer satisfaction is monitored and continuously enhanced 0.

16 A48 0. large shafts can sag if not rotated. Planning. inspects. notification/delivery.16 0. or for non-stock items on-hand or available from sister locations Prompt return for credit of unused material Various EPRI PMO Technical Reports Various EPRI PMO Technical Reports Various EPRI PMO Technical Reports Various EPRI PMO Technical Reports Various EPRI PMO Technical Reports Various EPRI PMO Technical Reports Various EPRI PMO Technical Reports Various EPRI PMO Technical Reports Various EPRI PMO Technical Reports Various EPRI PMO Technical Reports 0. fan blades-can corrode if the protective lubricant and sheathing are somehow compromised. This also includes procedures for materials with finite shelf life such as chemicals.16 Various EPRI PMO Technical Reports Various EPRI PMO Technical Reports A55 Vendor stocking agreements exist 0.16 A45 0.16 A47 Shipping and receiving of materials and other parts/tools are coordinated with the storeroom Receiving notifies appropriate user (Maintenance.e. receiving. and returns are established Order status tracking system exists 0.16 A49 0.16 A46 Emergency deliver charges are tracked and reported (stock and non-stock) 0. motors. Operations.16 B-19 .16 A52 Quality Assurance/Quality Control function (QA/QC) inspects selected. and some gaskets) Vendor stocking for fast-moving or agreed-upon items is utilized/controlled 0.) of material received Adequate and secure shipping and receiving areas exist 0. and critical surfaces-pumps.16 A50 Procedures for ordering. received materials for correspondence to the materials ordered QA/QC maintains.Maintenance Processes A44 Checks are in place to avoid orders for stocked items.16 A53 A54 0. and ensures proper storage of materials that can degrade in storage (i.16 A51 0. etc. additives.

etc. instrumentation.Maintenance Processes Automated communication.16 0. work requiring post maintenance testing. complex tasks.2.16 INPO 97-013 A63 2. on-demand (percent of stock items not available on request) is tracked Scheduled work requests delayed because of parts unavailability are tracked A62 0.).16 A58 Formal vendor notification process for non-compliance exists 0. ordering.30 Various EPRI PMO Technical Reports B-20 .16 A59 QA/QC program exists focusing only on safety.16 A60 0.16 A56 0. such as packing adjustments.16 A61 Participation in a pooled spare parts system with other stations within the utility or with other utilities (additionally. work requiring specialty resources. and to what level of detail planning will be performed for the specified tasks. regulatory. and error-prone items and vendors QA/QC program is audited periodically by the technical staff 0. This includes determining what activities will involve detailed planning (infrequently performed work.6 Planning INPO 97-013 This element addresses the organization's proficiency and effectiveness of work activity planning. etc. calibrations. A1 Planning personnel clearly identify responsibilities and specific craft type required for various types of work.16 A57 0. and stock queries to vendor are in place Vendor certification and performance is managed Various EPRI PMO Technical Reports Various EPRI PMO Technical Reports Various EPRI PMO Technical Reports Various EPRI PMO Technical Reports Various EPRI PMO Technical Reports INPO 97-013 0. 2. informal communications with other utilities to establish commonality of stocked items is a method to avoid overstocking) is established Not-in-stock.00 Various EPRI PMO Technical Reports 0. equipment lubrication.

14 0.Maintenance Processes A2 Planning packages adequately address temporary repairs (modifications) to the plant that allow equipment to remain in.e. vendor manuals. and by other corrective maintenance that should or could be worked within the tag-out boundary for the equipment) Risks associated with on-line maintenance and applicable contingency plans are identified Necessary procedures. are identified Industrial safety concerns are identified INPO 97-013 0. materials. and service is established Assessment of manpower and skill requirements for station. and maintenance histories are identified and reviewed Needed and available data for use in the analysis of a maintenance problem are identified In-house and industry experience are reviewed for possible generic implications related to safety-related or reliability-related maintenance Field job walk-downs to accurately define the work scope and special conditions are performed for all jobs Including special conditions. by work site inspection.14 INPO 97-013 A7 0.14 A3 INPO 97-013 0. or be returned to. by review of preventive maintenance activities. including applicable technical specifications and limiting conditions of operation. Procurement of necessary repair parts.30 A4 0. equipment. tools. service in a condition that is not the same as the original design specification The maintenance planning organization defines the problem and identifies the work scope (i. non-station utility. and contractor personnel with work instruction or work package detail tailored to the results of this assessment is established Resources including other tasks scheduled to occur in the immediate area during the same period are identified and reviewed Initial conditions and prerequisites. FME requirements.14 INPO 97-013 A12 0.30 INPO 97-013 A6 0. drawings.14 Various EPRI PMO Technical Reports A9 0.30 INPO 97-013 A10 INPO 97-013 0.14 A11 0. safety precautions. etc.14 INPO 97-013 A13 INPO 97-013 B-21 .14 INPO 97-013 A5 0.14 INPO 97-013 A8 0.

evaluated. with the highest priority work planned first There is an organized.14 A27 Standard job plans exist for recurring maintenance tasks 0.14 A23 0. and technical specification requirements are identified Equipment restoration and post maintenance inspection or testing requirements are established Work instructions or work packages are reviewed for completeness Staging and special permits are established Document and configuration control are maintained A14 0.14 0.14 A26 Quality of the job plan is reviewed.14 A24 0. code.14 A20 0. measured. accessible backlog of unplanned Work Orders 0. parts and services required for a maintenance Work Order are identified and communicated to materials procurement personnel A bill of materials is developed for all jobs 0.14 INPO 97-013 A15 0.14 A25 0. and improved 0.Maintenance Processes Quality control inspection.14 0.30 B-22 .14 A22 Labor hours are estimated and planned for each unique Craft type for all Work Orders Sequence of Crafts needed for the work to be executed smoothly are planned for each Work Order All materials.14 A21 0.14 INPO 97-013 A16 A17 A18 INPO 97-013 INPO 97-013 TR1000321 EPRI PMO Assessment Guidelines Various EPRI PMO Technical Reports Various EPRI PMO Technical Reports Various EPRI PMO Technical Reports Various EPRI PMO Technical Reports Various EPRI PMO Technical Reports Various EPRI PMO Technical Reports Various EPRI PMO Technical Reports Various EPRI PMO Technical Reports Various EPRI PMO Technical Reports A19 Estimated or planned labor hours and material costs are identified on all Work Orders Planning process is defined and followed.14 0.

25 A5 0.1 Outage Planning A1 Planning is performed at the appropriate level for all non-forced outages 0.25 Various EPRI PMO Technical Reports Various EPRI PMO Technical Reports Various EPRI PMO Technical Reports Various EPRI PMO Technical Reports A2 Per-outage meetings are conducted in a standard format and documented 0.25 A4 0. or have sole responsibility for.25 Various EPRI PMO Technical Reports A6 0.25 A3 Pre-outage meetings on management responsibility are defined.2.6. establish labor and contractor requirements. specify special coordination with parts of the plant not involved with the outage.30 2. and ensure that long lead-time parts and materials are/will be available Contract levels and staffing requirements are determined 0.25 B-23 .14 A29 0.25 A9 0.Maintenance Processes A28 Planning effectiveness indicators exist and are utilized to monitor and improve planning Maintenance Craft actively participate in. participation is comprehensive Pre-outage meetings take into account what may have been learned from previous outages on the same or similar equipment (post-outage meeting results) Pre-outage meetings are used to refine critical paths. job planning Various EPRI PMO Technical Reports Various EPRI PMO Technical Reports 0.25 Various EPRI PMO Technical Reports Various EPRI PMO Technical Reports Various EPRI PMO Technical Reports Various EPRI PMO Technical Reports A7 Material availability and lead-time are determined for the outage-related work 0.25 A8 Outage work packages are constructed and distributed to maintenance supervisors for review Outage plan is communicated to all affected 0.

25 A13 All functions of the organization involved in the outage share responsibility for accurate information being fed into the critical path assembly Project management software is used to generate the critical path and overall outage schedule Critical path is published prior to the outage 0.25 A11 Critical Path Scheduling is used for all planned outages 0.25 2.25 A12 Responsibility for assembling the critical path is defined 0.25 A14 0. and closeout processes.25 A16 Critical path is reviewed with all involved parties prior to the outage 0. execution.25 A19 Number of add-on jobs identified after the outage begins is measured and the reasons sought OEM supplies information (work identification) based on other installations 0.25 A18 0.25 A17 Critical path is updated frequently throughout the outage. and any changes are communicated to all parties involved Critical path includes shutdown and start-up 0.Maintenance Processes Various EPRI PMO Technical Reports Various EPRI PMO Technical Reports Various EPRI PMO Technical Reports Various EPRI PMO Technical Reports Various EPRI PMO Technical Reports Various EPRI PMO Technical Reports Various EPRI PMO Technical Reports Various EPRI PMO Technical Reports Various EPRI PMO Technical Reports Various EPRI PMO Technical Reports Various EPRI PMO Technical Reports A10 Only outage-required work is done 0. resource loading and monitoring schedule adherence throughout the work control.25 A15 0.00 B-24 .7 Scheduling This element addresses an organization's proficiency and effectiveness with scheduling of maintenance tasks.2. EPRI Maintenance Consulting Experience 2.25 A20 0.

and scheduled activities for the next one to two days and planned activities for the remaining days are identified. selected times during plant outages).39 INPO 97-013 A5 INPO 97-013 0.39 INPO 97-013 A7 INPO 97-013 0. or where several jobs are done under one clearance).39 INPO 97-013 INPO 97-013 INPO 97-013 A4 0.39 A9 0. or other constraints is established Tracking system to maintain the status of MRs currently being worked is established Tracking system to verify required post-maintenance and post-modification testing is accomplished before the return of a piece of equipment.39 0.Maintenance Processes A1 A2 A3 Adequate resources to perform the work are ensured Tests and inspection activities are integrated Status of MRs on hold for planning. parts. thereafter. material dedication.39 INPO 97-013 B-25 . is established Communication method for advising all groups of short-and long-range maintenance schedules is established Elective maintenance activities (CM tasks for run-to-failure components) are grouped and performed during periods of unplanned unavailability. Station personnel are apprised of scheduled maintenance activities that affect them to ensure proper activity coordination Short-duration rolling schedule covering approximately three days is published and updated.39 A6 0.e. rather than scheduling unavailability Elective activities that result in little or no gain in system reliability are performed during periods when the availability of the system is not important (i.39 INPO 97-013 A10 INPO 97-013 0. engineering. it is updated either daily or every other day following the routine planning meeting Responsible maintenance supervisor is provided with work packages in time for adequate shop-level preparation before starting the job 0.39 0. or a system to service (especially important following outages where many jobs may be performed on a system that is removed from service for an extended period.39 A8 INPO 97-013 0.39 A11 0.

use some similar method to allow the work force to accomplish emergent work per the appropriate manager's approval of such postponements and work stoppages to ensure that emergent work has a higher priority After jobs have been assigned and scheduled on the rolling schedule.39 A20 Schedules are communicated to Crafts and customers. or. parts are available at the job site.39 A15 INPO 97-013 0. and. work permits are available as required.39 A22 Compliance data is reviewed jointly 0. the fill-in work is independent of station condition requirements. is easily coordinated.39 A14 INPO 97-013 0. both when shift begins and when shift ends Schedules are prepared in advance of shifts 0. and schedules are used for assignment and follow-up Schedule compliance data is recorded and reported 0. and is easily initiated Schedule allows for unexpected. quality control inspectors are available as required.39 0.39 A19 0.39 B-26 . higher priority emergent work requirements. and identifies maintenance requests that could be postponed or stopped.39 A16 A17 0. the responsibility for support coordination is assumed by the group having responsibility for the most significant portion of the job (lead group) Lead group is responsible for coordinating activities such as verifying that clearance tag-outs are available as requested. when feasible. and turnovers among work groups and different shifts are properly performed Ongoing review of schedule effectiveness is performed Daily schedules exist by Craft type A12 INPO 97-013 0.Maintenance Processes Each supervisor has sufficient fill-in work assigned to maintain crew productivity.39 INPO 97-013 Various EPRI PMO Technical Reports Various EPRI PMO Technical Reports Various EPRI PMO Technical Reports Various EPRI PMO Technical Reports Various EPRI PMO Technical Reports Various EPRI PMO Technical Reports A18 Daily schedules include all appropriate entries.39 A21 0.39 A13 INPO 97-013 0.

00 B-27 . time.00 TR1000321 EPRI PMO Assessment Guidelines Various EPRI PMO Technical Reports Various EPRI PMO Technical Reports Various EPRI PMO Technical Reports Various EPRI PMO Technical Reports A3 1. This includes oversight/supervision of contractor crews for safety.00 A2 1.39 A26 2. or that their procedures are reviewed and approved by station quality assurance. and with regular maintenance and operating crews to eliminate competition for space. tools.00 A5 Contractor oversight responsibility is assigned 1.00 A4 Notification of contractor presence is provided to the appropriate work group 1. Also this element addresses coordination of work schedules of contractors with each other when multiple contractors are on site.00 EPRI Maintenance Consulting Experience INPO 97-013 2. is established Program is in place to ensure that contractor qualifications and training are adequate to support safety and high quality work Criteria for using contractors is defined and followed 1. quality. housekeeping.39 0. and equipment. A1 Control of non-station utility personnel and contractors conducting maintenance to ensure they are held accountable to the same policies and procedures as station personnel.39 A25 Formal work scheduling meetings are conducted with appropriate participants and standing agendas Responsibilities of meeting leader and participants are defined 0.2.39 A24 0.8 Contract Management This element addresses the organizations methods and practices associated with managing contractors used to complete specific maintenance work. and productivity.00 A6 Contractors document and hand-off work 1.Maintenance Processes A23 Schedule compliance corrective actions are developed and implemented jointly Backlog work is considered and integrated in the daily/weekly schedule Various EPRI PMO Technical Reports Various EPRI PMO Technical Reports Various EPRI PMO Technical Reports 0.

and post-job critiques.3.00 Utilities Maintenance Documents A2 2.3 Work Execution Work execution is the actual performance of work and includes execution procedures.00 Utilities Maintenance Documents A3 2. or with specific approval from Operations Procedures exist that governing safety requirements EPRI Maintenance Consulting Experience EPRI Maintenance Consulting Experience N/A 1.1 Work Execution Procedures This sub-element addresses the existence and quality of work execution procedures that an organization uses to ensure the safe and effective operation and maintenance of the plant.job briefing. and followed up Contractor performance is evaluated and the results are reported to the plant and to the contractor All contracted work is adequately integrated into the maintenance work schedule Various EPRI PMO Technical Reports Various EPRI PMO Technical Reports Various EPRI PMO Technical Reports A7 1. staging of materials.Maintenance Processes Coordination problems are reviewed and corrective actions are recorded.75 2. reported.00 Utilities Maintenance Documents A4 2.00 A9 1. A1 A process exists for determining the appropriate level of work execution procedural guidance is required for performing maintenance tasks All required work execution procedures are of high quality and well maintained Procedures exist that govern the process of temporary changes to plant configurations to allow performance of work on operating equipment Workers perform all manipulations of plant components per approved procedures. This includes evaluation of how well the procedures are designed to establish consistent methods and to reduce human performance errors. 2. clearance of equipment for performing maintenance.00 2. work instructions.00 Utilities Maintenance Documents A5 Utilities Maintenance Documents B-28 .00 2.00 A8 1. pre. QA and QV programs. safety practices.

maintenance supervisors.00 A4 A5 Proper use of process status and tag-out procedures are applied Clearance issues are discussed on a timely basis between Operations and Maintenance (during scheduling meetings) Equipment is sufficiently clean enough at the time of clearance to make the working environment safe and effective Clearance of equipment/equipment configuration changes are communicated among operations.00 2. solvents. and. and to maintain tractability Various EPRI PMO Technical Reports 1. and maintenance craft A6 1.3. including use in the correct application.00 A3 Clearances are performed prior to expected maintenance job start 1.00 2. accessible.00 1. toxic or hazardous chemicals. been established Clearance procedures are defined. A1 Maintenance personnel are made cognizant of activities that could impact the design configuration of the plant.00 A7 2.00 Various EPRI PMO Technical Reports Various EPRI PMO Technical Reports Various EPRI PMO Technical Reports INPO 97-013 Various EPRI PMO Technical Reports Various EPRI PMO Technical Reports Various EPRI PMO Technical Reports A2 2. Hand tools. A1 Parts.75 INPO 97-013 1.75 INPO 97-013 1. and M&TE needed to execute maintenance tasks effectively.66 B-29 . specialty tools.3. and followed 1. and M&TE equipment must be readily accessible in good condition and maintained within calibration tolerances to ensure that work can be executed in a timely manner. This sub-element also includes the issue and effective staging (the collection of materials needed for maintenance prior to the start of work) of materials.2 Equipment Clearance and Tagging This sub-element addresses the process of clearing and tagging out equipment in a timely manor in preparation for maintenance work to be performed.Maintenance Processes 2. materials.3 Tools/Material Control/Staging This sub-element addresses the accessibility of hand tools. materials. procedures established to control parts. or equipment removed from storage receives the same care as when stored. and equipment after issue to ensure proper chemical control.

of any items made obsolete by design modifications. unavailable components. tools and M&TE to the staging area is coordinated with scheduled maintenance work 1. is established Update of special tools and M&TE information and/or stocking levels following design modifications.29 INPO 97-013 A2 0. including technical evaluation of such tools.66 2. vendor notifications.Maintenance Processes Prior to use in the plant.1 Special Tools. is established Participation in a pooled M&TE system with other stations within the utility or with other utilities (additionally.66 A6 Delivery of materials.3. Measurement and Test Equipment A1 Early identification of 'long lead-time' specialty tools and M&TE items is established Selection of procurement sources for specialty tools and M&TE based on approved vendors and past vendor performance is established Review of 'like-for-like' or similar tolls or M&TE for replacement of obsolete.3. all extraneous packing material is removed from items to reduce FME intrusion. including removal from stock.29 A5 INPO 97-013 0.66 A5 Procedures are established and followed for staging 1.29 A4 INPO 97-013 0. Collection of material needed for maintenance work is available prior to the start of work Secure staging areas exist A2 1.29 A6 0.66 INPO 97-013 A3 1. informal communications with other utilities to establish commonality of stocked items is a method to avoid overstocking) is established Comparison of usage rate and lead time to ensure adequate stock and to avoid inappropriate (too high or low) inventory of an item is established 0.29 INPO 97-013 B-30 .66 Various EPRI PMO Technical Reports Various EPRI PMO Technical Reports Various EPRI PMO Technical Reports Various EPRI PMO Technical Reports A4 1.29 INPO 97-013 A3 INPO 97-013 0.

Maintenance Processes A7 Identification of proper handling and storage provisions during shipping to avoid damage is established Tools and M&TE catalogs exist that allow personnel to determine what is available for issue. noun name. Use of substitute materials will be allowed only after the proper evaluation and authorization has been obtained.29 A8 INPO 97-013 0. These include a cross-reference listing that provides information such as the manufacturer's part number. or other nationally recognized Standards.29 A10 0. to calibrate measurement and test equipment are used Calibration Standards are kept at the station in appropriately designed and maintained calibration facilities and label them appropriately When calibration Standards are issued for field use.29 A9 Utilities Maintenance Documents 0.29 0.29 0.29 INPO 97-013 A18 0.29 A16 0.29 0. Replacement tools shall be compared to the old tools and verified to be like-for-like prior to installation Tools available for all tasks are established INPO 97-013 0.29 TR1000321 EPRI PMO Assessment Guidelines INPO 97-013 INPO 97-013 INPO 97-013 INPO 97-013 A11 A12 A13 A14 Calibration procedure for M&TE is established Calibration frequency M&TE is established Specified department responsible special tools and/or M&TE is established Procedure for any unique consideration.29 INPO 97-013 B-31 . and component or system for which the tool is used Tools and M&TE used for maintenance are approved for the job. such as storage requirements and training and qualification requirements.29 0. the supervisor responsible for the Standard authorizes and minimizes the period of issue Calibration Standards on frequencies consistent with the vendor recommendations and the utility experience are established A15 INPO 97-013 0. station or utility part number. is established Only calibration Standards set by the National Institute of Standards and Technology.29 INPO 97-013 A17 0.

and is safe to use Equipment is clearly labeled that it has special uses. or de-mineralized water system A recall system is implemented to ensure that measurement and test equipment is removed from service before or at the expiration of its calibration Attach a sticker or some other means to the equipment. functional checks. note the scales or ranges that are inaccurate or inoperable. as a minimum.29 INPO 97-013 A20 INPO 97-013 0.29 INPO 97-013 A25 0.29 INPO 97-013 A29 INPO 97-013 0.29 INPO 97-013 A23 0. to avoid inadvertent use or possible misapplication Labels or tags. note any limited or restricted use such as on oil.29 INPO 97-013 B-32 . and consequences of being out of calibration is determined Amount and type of measurement and test equipment available for use.29 A22 0.29 INPO 97-013 A28 0. usage. that includes the date that the recalibration is required A19 0. historical reliability. note the calibrations that do not include the full indicating range Labels or tags. including some indication of the amount of inaccuracy Labels or tags. per equipment. or battery checks have clearly specified desired response or acceptance criteria. is considered Operational tests. oxygen.29 INPO 97-013 A27 0.29 INPO 97-013 A24 0. is functional. limitations. per equipment.29 A21 INPO 97-013 0. saltwater. when possible. compared to the equipment needed to support peak activity periods such as outages.29 INPO 97-013 A26 0. or restrictions to describe its applications or limitations Special equipment is segregated. per equipment. or are indicated on the equipment New measurement and test equipment is calibrated before use to verify that it meets acceptance criteria.29 A30 0.Maintenance Processes Approved procedures with appropriate acceptance criteria and tolerances for the calibration of measurement and test equipment are used Calibration frequency based on the manufacturer's recommendations.

00 B-33 .3. defective.29 INPO 97-013 2.29 INPO 97-013 A33 0. or those who routinely use them. what could go wrong and what contingency actions exist.50 A3 Utilities Maintenance Documents 1. Engineering. and for personnel having minor supporting roles (exceptions should be minimized) 1. A1 Pre-job briefings are conducted using the approved maintenance pre-job checklist The impact of maintenance activities on plant operations is explained as part of the pre-job brief and thoroughly understood by all involved parties.00 Utilities Maintenance Documents A5 Utilities Maintenance Documents 1. and other personnel as necessary prior to commencement of the work Briefings include: what are the critical steps of the tasks.50 A4 1.29 INPO 97-013 A34 0.29 A32 0.75 EPRI Maintenance Consulting Experience Utilities Maintenance Documents 1. Chemistry. usable tools are available for use is established Procedure to dispose of non-repairable tools in a timely manner is established INPO 97-013 0. a personal briefing for the affected individuals shall be conducted.00 A2 Utilities Maintenance Documents 1. are established Procedure to segregate worn.Maintenance Processes A31 Responsibility for the proper storage and issuance of both stationary and portable tools and equipment is assigned The responsibilities of maintaining tools to individuals or groups who are issued tools permanently. Maintenance technicians and supervisors are responsible for communicating and understanding the potential impact of work to Operations. or otherwise unusable tools so that only safe. If this is not possible. what are the potential human traps/errors that are likely to occur Participants are prompted to ask questions on any job-specific items that require clarification Personnel that will be directly involved in performing the evolution participate in the briefing.4 Pre-job Briefs This sub-element addresses the guidance for the performance of routine pre-job briefings for maintenance activities. what are the barriers that prevent failure. and.

is available at the work location and referred to as often as necessary to perform the task properly All instructions given in the Work Package are followed Measuring and Test Equipment (M&TE) usage in Work Order is recorded 1.29 Utilities Maintenance Documents A8 Utilities Maintenance Documents 0.29 Utilities Maintenance Documents A5 0. plant equipment. A1 The Work Package. instrument racks. pre-job preparations/walk-downs.29 0. Damaged equipment is reported to the Tool Room to have replacement equipment ordered EPRI Maintenance Consulting Experience 1. to avoid damage to pipes or threads Workers do not step or climb on snubbers.00 Utilities Maintenance Documents Utilities Maintenance Documents A8 A9 Utilities Maintenance Documents Utilities Maintenance Documents 2.00 1. tubing.29 B-34 . hoses. is available at the work location and referred to as often as necessary to perform the task properly All instructions given in the Work Package are followed A basic expectation of all site personnel is to use procedures and human performance techniques to operate error-free Properly-sized box-end or open-end wrenches are used. workers attention to detail. whenever possible.00 1. supervisor effectiveness and use of proper work practices and standards.75 0. conduit or cables Portable tools are inspected for damage or frayed wires prior to use to prevent electrical shock Tools and equipment are checked out and returned to the Tool and M&TE rooms. The use of adjustable wrenches and channel locks is minimized Strap wrenches instead of pipe wrenches are used. This includes receipt/ownership of equipment to be maintained by supervisors and workers.Maintenance Processes A6 A7 Work Package is required during Pre-Job briefing The Work Package.3. or a copy thereof.29 Utilities Maintenance Documents A7 0.00 1.29 0. copper piping. insulation. pipe hangers.29 Utilities Maintenance Documents A2 A3 Utilities Maintenance Documents Utilities Maintenance Documents A4 0.5 Perform Maintenance Tasks This sub-element addresses the actual performance of the maintenance task.29 Utilities Maintenance Documents A6 0. or a copy thereof.

or otherwise prepared for the work Supervision ensures accomplishment of the work that is scheduled for their worker.29 Utilities Maintenance Documents A15 0.29 Utilities Maintenance Documents A18 Utilities Maintenance Documents 0.29 Utilities Maintenance Documents A17 0.29 Utilities Maintenance Documents Utilities Maintenance Documents A12 Utilities Maintenance Documents 0. or inside confined spaces Proper safety lines and harnesses are worn by personnel when climbing Air flow breakers are used on all pneumatic tools to ensure both personnel and equipment safety All gas and electric welding equipment is inspected prior to use. electric inspect weld leads.e. the Work Week Manager or Outage Control Center should be contacted Delay codes are entered into the CMMS to provide for trending of delays Utilities Maintenance Documents 0. if the delay is greater than 10 minutes.29 A14 0. in wet environments. If the delay exceeds one-half hour. cords. As a guideline. gas inspect hose lines) All work on Structures/Systems/Components is performed using the appropriate Work Control Process documents. and are accountable for their worker's daily activities Supervisors allow adequate time for procedure/work package reviews and briefings prior to the start of all work assignments Pre-job walk-downs of jobs are performed as necessary to ensure that the work is ready to be performed as scheduled If work planning and coordination do not support the efficient completion of assigned work activities. and drop lights.29 A19 0. or the activity cannot be performed as described. Supervision will be informed and corrective actions initiated to resolve all problems Equipment is verified to have been properly taken out of service and isolated.29 0.29 A13 Utilities Maintenance Documents 0. and at the start of work after breaks (i. If during performance of work unexpected conditions develop.29 A10 A11 0. the supervisor should be contacted.29 Utilities Maintenance Documents B-35 .Maintenance Processes A9 Ground fault circuit interrupters are used at the power source on all 120 VAC receptacle circuits when using portable electrical tools. or when outdoors. conflicts arise. feedback should be provided to supervision. periodically during use. work will be stopped by the worker.29 Utilities Maintenance Documents A16 0.

must work through the appropriate line supervisor Supervisors frequent job sites to ensure that the work progresses safely and efficiently Supervisors address problems brought to their attention by technicians.29 Utilities Maintenance Documents A25 Utilities Maintenance Documents 0. Verification sign-off. and other maintenance sign-offs are used to ensure that tasks are completed correctly the first time Prior to being taken into the field. all controlled documents are be verified as being the current revision A20 Utilities Maintenance Documents 0. such as completed procedure steps and Surveillance Test steps are completed in accordance with usage level requirements. relaying problems to upper management as necessary Technical specification and equipment operability concerns are promptly communicated by Maintenance personnel to Operations Turnover of maintenance is sufficient for oncoming personnel to carry on without undue delay.29 Utilities Maintenance Documents A23 0.29 A28 0. and compliance with.29 A26 0.29 A22 0.29 A30 0. tagged and drained. Tools shall be controlled at the work-site Work is controlled through line-supervision as they are responsible for the job. all applicable administrative procedures and guidelines Verification points are strictly adhered to. Steps not applicable to work being performed are N/A to indicate that the steps were not inadvertently missed Supervisors have the responsibility to ensure their team's knowledge of.29 Utilities Maintenance Documents A29 Utilities Maintenance Documents 0.29 Utilities Maintenance Documents A27 Utilities Maintenance Documents 0. Personnel requiring technician support. self-checking.29 A21 Utilities Maintenance Documents 0. Parts shall be properly identified for reassembly Hard copy documentation.Maintenance Processes Equipment is properly isolated. tagged and restrained. Parts shall be properly identified for reassembly. if required.29 Utilities Maintenance Documents A24 0. is established for equipment disassembly. or otherwise placed in a safe working condition. For work in progress.29 Utilities Maintenance Documents B-36 . work areas and equipment carts shall be properly maintained. On-coming and off-going crews are both 100% responsible for the timely and accurate exchange of information A lay-down area.

is established Utilities Maintenance Documents 1.75 0. work is stopped and the supervisor notified of the situation so that the necessary steps can be taken to correct the procedure Supervision allows time for procedure review prior to the start of all work assignments No one at the site has the authority to authorize deviation from a procedure without instituting the approved procedure change control processes.29 A34 0.3.20 0.20 0.6 Work Quality This sub-element addresses the process of assuring that the work performed maintains a high standard and that all aspects of ensuring quality of maintenance work performed are employed. is established Utilities Maintenance Documents 0.20 INPO 97-013 INPO 97-013 INPO 97-013 INPO 97-013 INPO 97-013 B-37 . and to verify that maintenance activities are conducted in accordance with policies and procedures Quality of workmanship.Maintenance Processes A31 When procedures cannot be performed as written. material. and parts is established Accountability for tools. chemicals. especially if time-critical maintenance is involved for equipment vital to plant operations. A1 A2 Field observations are routinely conducted Work in progress is routinely monitored to determine ways to improve maintenance.20 0. Procedure errors (which prevent proper use of the procedure) identified during review or performance shall be corrected prior to continuing Work progress and time required to perform the job. especially if time-critical maintenance is involved for equipment vital to plant operations.29 INPO 97-013 2.20 A3 A4 A5 A6 A7 0.29 Utilities Maintenance Documents A33 Utilities Maintenance Documents 0.20 0. and materials is established Correct tools are available and used for the job Maintenance of clean and orderly work sites is established Work progress and time required to perform the job.20 INPO 97-013 INPO 97-013 0.29 A32 0.

including erection of scaffolds and transportation of equipment through the plant Worker Verification (WV) is the first level of quality verification provided by the qualified individual who performed the task that is documented within the work package. Inherent in this sign-off is a fundamental awareness of the importance of the signature.20 A10 Utilities Maintenance Documents 0. mechanical. WV is the first level of quality verification provided by the qualified individual who performed the task that is documented within the work package. and instrumentation If temporary dams are installed which will NOT be readily visible upon system closure. covers unattended openings or equipment.20 B-38 . working instruction. or proper notation when signing off for others at their direction) A8 INPO 97-013 0. Inherent in this sign-off is a fundamental awareness of the importance of the signature.20 A16 Utilities Maintenance Documents 0. etc. installs temporary dams.20 A15 Utilities Maintenance Documents 0. procedure or drawings. walls.e. or proper notation when signing off for others at their direction Worker Verification (WV) is applied when applicable. This is the practice of signing off performed steps of a procedure or work package.20 Utilities Maintenance Documents A12 A13 Utilities Maintenance Documents Utilities Maintenance Documents 0.Maintenance Processes Supervisory review of MRs is conducted following completion of maintenance to verify that the activity was completed satisfactorily in accordance with station procedures and standards. equipment.20 0. are protected in the course of work. procedure or drawings. only signing for actions that have been taken by the performing individual. identifies location of lost or dropped items. uses special cutting methods when breaching a system.20 A14 Utilities Maintenance Documents 0. verification of removal is included in the Work Orders Missing parts upon initial breach of a system or component are identified Necessary actions are taken to maintain system/component cleanliness (i.) Protective coatings on floors. This is the practice of signing off performed steps of a procedure or work package. vacuums. etc.20 A11 0. working instruction. secures tools with lanyards. and to capture maintenance history data All personnel assume responsibility for preventing the introduction of foreign material into systems and all components including electrical. only signing for actions that have been taken by the performing individual.

40 Utilities Maintenance Documents A6 0. eye and hearing protection. activities that will return a safety-related system or component to service. well known to all workers through training. removal of a Temporary Plant Alteration/Temporary Modification. Processes and procedures are in place and are being followed that cover safety concerns and what steps need to be followed if safety issues arise.00 A2 A3 0. and barricades are managed and kept current Safety meetings are conducted periodically and attended by all technicians and supervisors Supervisors and technicians are knowledgeable of. signals.3.00 Utilities Maintenance Documents A5 0. if possible Utilities Maintenance Documents 0.7 Safety This sub-element addresses the awareness of the personnel of the importance of safety. A1 Readily accessible supply of personal protective equipment is available. and.Maintenance Processes A17 Independent Verification (IV) is performed for all appropriate tasks (such as relay contact boot removal.00 Utilities Maintenance Documents Utilities Maintenance Documents A4 1. an activity that is not complex or is performed frequently and can be verified after completion Supervisor Verification (SV) is performed when applicable as an additional level of verification performed by a technically cognizant supervisor Individuals avoid hurrying through any phase of a task Factors that promote time pressures are carefully considered by managers and supervisors for potential influences on behavior and are eliminated.20 0.40 Utilities Maintenance Documents B-39 . tags. such as various types of work gloves.20 A18 0. and procedures are followed 1.20 2.40 1. and comply with. the requirements of all applicable corporate safety manuals Maintenance personnel comply with all confined space entry requirements when entering confined spaces MSDS and hazardous materials program is in place.20 Utilities Maintenance Documents A19 A20 INPO 97-013 INPO 97-013 0.75 INPO 97-013 1. locked valves. jumper removal: valve repositioning. and fall protection devices such as harnesses Safety signs.

or the first working day following a weekend or holiday Supervisors and managers spend adequate time in the field to re-enforce safety awareness and understanding safety challenges for the craft Maintenance work orders addressing equipment that impacts worker or environmental safety are prioritized appropriately with all other maintenance tasks Managers conduct immediate fact-finding investigations for all near misses that could have caused personnel injury A7 0. etc. safety shoes when required.40 0.40 Utilities Maintenance Documents A9 A10 Utilities Maintenance Documents Utilities Maintenance Documents A11 A12 Utilities Maintenance Documents Utilities Maintenance Documents 0.40 Utilities Maintenance Documents Utilities Maintenance Documents Utilities Maintenance Documents A16 0.40 A13 A14 A15 0.40 0.e.40 Utilities Maintenance Documents B-40 .40 0. hard hats.40 Utilities Maintenance Documents A17 1.) is deenergized when leaving the job site unattended (i.40 0. hearing protection. stress relief equipment.40 0. breaks.40 Utilities Maintenance Documents A8 0.Maintenance Processes All deviations from safe work practices are immediately addressed and brought to the attention of supervision Any equipment (i.) unless specifically waived by the supervisor Supervision is immediately informed in the event of personnel injury Supervisors or managers notify Management of injuries and near misses The maintenance organization tracks and monitors near misses and uses this information to proactively improve safety Accident reports are submitted within 24 hours of the event.40 A19 0. lunch. etc. eye glasses. welding machines.00 Utilities Maintenance Documents A18 Utilities Maintenance Documents 0.e.) The supervisor is immediately apprised of any and all safety concerns Procedural safety precautions or requirements are reviewed prior to commencing work Work is planned to identify and eliminate potential hazards Required protective safety equipment is worn (i.e. etc.

00 A5 2.4 Work Closeout This element includes the maintenance organization's proficiency with prescribing and performing of post maintenance testing. inspection.Maintenance Processes 2. and that no new deficiencies were introduced due to maintenance.00 0.00 EPRI Maintenance Consulting Experience Various EPRI PMO Technical Reports Various EPRI PMO Technical Reports Various EPRI PMO Technical Reports Various EPRI PMO Technical Reports Various EPRI PMO Technical Reports Various EPRI PMO Technical Reports 2. that the original deficiency was corrected.1 Work Closeout Procedures This sub-element addresses the administrative procedures and policies in place to govern and guide the maintenance work closeout processes.00 2. the capture of ‘as-found’ and ‘as-left’ information and the effective utilization of the information to proactively improve future maintenance and equipment reliability. transfer of equipment ownership to operations for return to service.2 Post-Maintenance Testing (PMT) This element addresses post-maintenance or post-modification testing.00 A1 2. housekeeping practices upon completion of work. A1 PMT is recommended when maintenance or modification affects the integrity or operation of a system INPO 97-013 2. or surveillance performed following maintenance or modification installation to verify that performance is based on design criteria. 2.00 A3 2.4.00 A4 Organizational responsibilities for overall control of the PMT is clearly established Guidance for providing maintenance craft feedback to inform them of the value and reason for providing quality work closeout remarks is included in the Work Closeout procedures 2. A2 Procedures exist that govern the appropriate capture of ‘as-found’ and ‘asleft’ data upon completion of as Work Order Guidance for capturing actual labor and material costs for all work orders is included in the Work Closeout procedures Procedures include guidance for the timely capture of maintenance history 2.4.75 INPO 97-013 B-41 .

such as the in-service inspection and environmental qualification programs PMT is recommended when maintenance or modification affects or removes design-approved temporary installations PMT is recommended when temporary systems have been installed as substitutes for normally operational systems or portions of systems PMT is recommended with modified computer program software After Preventive or Corrective maintenance is performed.50 B-42 . data recording.50 INPO 97-013 A12 INPO 97-013 0.75 INPO 97-013 A3 0.75 INPO 97-013 A4 0. even though no code or technical specification requirements apply A2 0.75 0. or special documentation requirements Technical support department or vendor support is used when required on PMTs tasks that are complex. and whether the proposed repair is to equipment covered by applicable codes or technical specifications Tests of any equipment affected by code or technical specification requirements are reviewed by cognizant personnel PMT reviews ensure the incorporation of testing required by the applicable code and technical specifications.75 INPO 97-013 INPO 97-013 A10 INPO 97-013 0.75 INPO 97-013 A5 0.75 A8 A9 0. a particular piece of equipment or system is verified through performance testing that it performs its intended function based on its design criteria Verification is made that the original deficiency was corrected Verification is made that new deficiencies were not introduced as a result of the repair or modification Work Orders received for planning are reviewed to determine test requirements.75 INPO 97-013 A6 A7 INPO 97-013 INPO 97-013 0.75 0.75 A11 0. and any additional testing.Maintenance Processes PMT is recommended when maintenance or modification affects the mechanical strengths of components or fittings PMT is recommended when equipment is included in special programs.50 A13 INPO 97-013 0.

50 A15 INPO 97-013 0. auditable Work Orders EPRI Maintenance Consulting Experience 3.Maintenance Processes A14 The designated organization responsible for the PMT reviews the total work scope to minimize redundant testing The department performing or having the lead for performing the PMT assigns an individual with overall responsibility for conducting the test.75 A2 Utilities Maintenance Documents 0. and to accurately identify the 'as found' and 'as left' condition of equipment Work Order Completion remarks are thoroughly and clearly written to describe maintenance activities with sufficient detail to aid further problem analysis and troubleshooting. and reference information.00 2. Maintenance history includes documentation of component identification and description.75 B-43 . A1 Maintenance department personnel review completed Work Orders for the adequacy of repair.3 Post-Job Critique A supervisory review compares the work accomplished to the post-maintenance testing or inspection performed to determine that work is acceptable before the equipment or system is returned to normal service. completeness of documentation.4 Data Capture and Utilization This sub-element addresses the effective capture of equipment maintenance history.00 INPO 97-013 5. and an individual for reviewing the test data and determining the acceptability of equipment INPO 97-013 0. corrective and preventive maintenance or modification information.50 2.00 Utilities Maintenance Documents 0. and identification of rework Post-job briefing or critiques are conducted among supervisors and maintenance crews to develop lessons learned to improve future activities are performed for jobs that significantly exceed schedule Utilities Maintenance Documents 1.4. A1 Work documents are completed to include all appropriate information to help reconstruct the activity. This information provides a basis for traceable.00 A2 Utilities Maintenance Documents 5. performance. vendor reference information and correspondence. diagnostic monitoring data.4. and spare parts information.

g. any special documentation needs not included in the package. activities required to make the repair (parts replaced. as well as M&TE usage Appropriate preventive and predictive maintenance records and design modification packages are included 'As-found' conditions during corrective and preventive maintenance are captured 'As-found' condition codes are applied Maintenance Task Type Codes are verified (e.50 0.50 0.75 INPO 97-013 Utilities Maintenance Documents 0.50 A6 0.Maintenance Processes A3 A4 Detailed maintenance history is captured in a timely manner Feedback is provided to planning to improve future work packages.) Vendor repair information (i.e. etc.50 Various EPRI PMO Technical Reports Various EPRI PMO Technical Reports INPO 97-013 INPO 97-013 A13 Actual labor hours and material costs are captured for each Work Order 0. the 'as left' condition Calibration sheets.75 0. and.50 A12 0.50 0. parts not identified in the package Special tools and parts are logged where appropriate and the completion remarks include: the 'as found' condition. Feedback includes: special tools. socket sizes. what adjustments were needed.50 A14 A15 Startup tests and other baseline data are captured Appropriate test data are included in Work Order closeout information B-44 . are completed with 'as found' and 'as left' calibration data. or clearance. correspondence on component repairs and modification bulletins) are included Work histories are provided for single and multi-craft jobs 0. what nonconformance were found and resolved). any problems encountered with the work package. CM -Expected. unit or equipment identification. scaffolding requirements. PM-Condition Monitoring Task. and.75 INPO 97-013 A9 A10 INPO 97-013 TR1000321 EPRI PMO Assessment Guidelines INPO 97-013 A11 0. where appropriate.75 A5 Utilities Maintenance Documents 0.50 Utilities Maintenance Documents A7 0. PMRestore/Replace.50 INPO 97-013 A8 0.

and assume ownership of cleanliness and appearance of facilities. and housekeeping of facilities.00 A8 0. and the return of tools. neat.50 Utilities Maintenance Documents B-45 .25 0.Maintenance Processes A16 A17 A18 2. orderly.50 Utilities Maintenance Documents A3 Utilities Maintenance Documents 0.50 0. M&TE. the proper use.50 Utilities Maintenance Documents A9 0. and equipment Machine tools are maintained in accordance with vendor manuals and cleaned after use Maintenance personnel are responsible for checking out.4. cleanliness. and equipment upon completion of work activities. The location of the work in progress is posted with signage indicating the work group. and phone extension The location of the work in progress is posted with signage indicating the work group.5 Housekeeping This sub-element addresses the material conditions.25 INPO 97-013 INPO 97-013 INPO 97-013 Utilities Maintenance Documents 2. work in progress signs.00 Utilities Maintenance Documents Applicable industry experience information is included Closeout feedback to the initiator is performed Closeout approval is acquired 0.50 A4 A5 A6 A7 0. contact person. take pride in the plant's overall condition.50 0.00 A2 0.50 Utilities Maintenance Documents Utilities Maintenance Documents Utilities Maintenance Documents Utilities Maintenance Documents 1. contact person. and phone extension Work incomplete tags. A1 Tools and equipment are properly stored when work is completed. systems. or copies of Work Orders attached to tools or equipment are for identifying continuing work only and are not used to create a freestanding storage area General plant areas are NOT used as storage areas Walkways and equipment accesses are maintained free from obstructions Shop areas are kept clean. and other equipment 1. systems.50 0. and professional looking Knowledgeable individuals who are alert to deficiencies with plant housekeeping.

by a new MR or control document. based on satisfactory test completion. Professionalism dictates that the work area be left cleaner than it was found Work site clean-up expectations are communicated to Operations and Maintenance Craft Various EPRI PMO Technical Reports A10 2.Maintenance Processes After completion of a job. the original documents reference follow-up actions INPO 97-013 1.00 A5 1. and any miscellaneous materials. parts.00 A3 1. is verified by the Operations department by signature on the Work Order or other reference document Acceptance criteria are generated and available before the test and are included or referenced as part of the test instructions Verification is made from objective evidence such as conducting or witnessing the post-maintenance test or reviewing completed procedures and documented test results Test data and its acceptability are entered or cross-referenced to maintenance history Deficiencies identified during testing are documented and corrected on the original Work Order or control document. These processes assure that the proper testing has been accomplished and operations participates and accepts the equipment as ready for service.6 Return Equipment to Service This sub-element addresses the processes required to return equipment to service.00 INPO 97-013 A2 INPO 97-013 1. tools.00 INPO 97-013 A6 INPO 97-013 1.50 Various EPRI PMO Technical Reports 2. A1 Satisfactory and expeditious return to service of the equipment or system is established Operational acceptance of the equipment. and.00 1. the affected work areas will be left clean of debris.00 B-46 .00 INPO 97-013 A4 INPO 97-013 1.4.00 A11 0. or on another reporting system before the original Work Order is accepted as complete by Operations.

before the next shift change). and communicated to plant operations and the work originator Various EPRI PMO Technical Reports B-47 .Maintenance Processes A7 If a PMT fails and the equipment or system cannot be repaired and tested satisfactorily in a short period of time (normally. the degraded or inoperable status of the equipment is documented so that operators understand the limitations of this equipment and/or system Initiator's satisfaction to the Work Order is measured INPO 97-013 1.00 1.00 1.00 TR1000321 EPRI PMO Assessment Guidelines A9 A10 Equipment is released back and accepted by Operations Completed work is clearly defined and documented.00 A8 1.

.

C PEOPLE SKILLS AND HUMAN RESOURCES C-1 .

maintaining. training. as well as the methods of utilizing Management and Craft (union and non-union) in accomplishing maintenance. and effective maintenance in the plant. The program includes 'initial' and 'continuing' training. and implementing the maintenance training and qualification programs departments Policy/procedural guidance is provided for initial training to provide personnel with the knowledge and skills necessary to perform work RNWF EPRI Maintenance Consulting Experience EPRI Maintenance Consulting Experience INPO 97-013 INPO 97-013 A2 INPO 97-013 A3 INPO 97-013 A4 INPO 97-013 A5 INPO 97-013 C-2 . On-the-Job Training (OJT). etc. this includes the provision of training and the management of qualifications to ensure that the appropriate technical knowledge and skills to conduct safe. This Category also includes the Elements of Human Performance that affect the successful execution of maintenance.1 Training This element addresses the quality and application of the training program to ensure that personnel are prepared with the skills necessary to support all maintenance functions. instructors. efficient. classroom and laboratory work.1. and skill level Policy/procedural guidance is provided for utilizing subject-matter experts. A1 Policy/procedural guidance is provided for determining and supports training schedules Policy/procedural guidance is provided for determining the training needs of each individual based on job classification.0 People Skills/Human Resources This Category addresses the Elements of maintenance associated with the level of skills that are needed to accomplish maintenance. experience. 3. 3. previous education. and trainers Training policies and procedures clearly define the responsibilities for establishing.People Skills and Human Resources 3.1 Processes and Policies This element addresses the policies. processes and procedures in place to govern the maintenance Training and Qualification program. This includes the training and qualification of all personnel for all activities and tasks within maintenance.

update.e. immediate supervisor. procedure adherence.People Skills and Human Resources A6 Policy and procedural guidance is established for cross-discipline/multiple task training to develop worker knowledge and improve productivity Policy and procedural guidance is established for plant systems and component training for infrequently performed or difficult tasks Policy and procedural guidance is established for fundamentals refresher training to maintain and improve maintenance personnel knowledge and skills of academic principles Policy and procedural guidance is established for training to reinforce management standards and expectations. and tool use Qualified technicians and management personnel work together to periodically review. and to develop a source of potential supervisors and managers is established Maintenance staff work for short periods in other functional areas in the organization to broaden their perspective and understanding of overall plant functions (i. A1 A career development plan implemented for professional growth. and Outage) On-the-Job training and task performance evaluation is implemented to teach and evaluate job-related knowledge and skills within the job environment.2 Process Personnel Skills Development This sub-element addresses the training requirements necessary for personnel to satisfactorily accomplish their tasks and to provide a path for professional growth. and to develop an understanding of management standards and expectations Various EPRI Technical Reports INPO 97-013 A2 INPO 97-013 A3 INPO 97-013 C-3 . and OJT Coordinator work together to coordinate opportunities OJT activities are monitored by Maintenance management to facilitate OJT program improvement INPO 97-013 A7 INPO 97-013 A8 INPO 97-013 A9 INPO 97-013 A10 Utilities Maintenance Documents A11 Utilities Maintenance Documents A12 Utilities Maintenance Documents 3. such as self-checking. and enhance the training policies and procedures and opportunities for all section personnel The trainee.1. Engineering. Operations.

and applicable lessons learned from industry and in-house operating experiences A4 INPO 97-013 A5 INPO 97-013 A6 Utilities Maintenance Documents A7 Utilities Maintenance Documents A8 INPO 97-013 3.3 Plant Systems This sub-element includes the training in place to provide an in-depth knowledge of system function. scheduling tools. this is a joint responsibility with the training organization.People Skills and Human Resources Basic planning and scheduling skills used at the station to include familiarity with the content of work packages. and how to perform maintenance to keep it functioning at its optimum A1 Specific system/component training to provide the maintenance worker with in-depth knowledge and skills required to maintain the equipment Has configuration control training to sensitize maintenance personnel to maintenance activities that could change the design configuration of the plant Maintenance workers. supervisors. including classroom and laboratory performance Maintenance personnel are required to maintain their designated training current. Training is performed for all maintenance personnel that includes the changes in plant configurations and procedures. and computer-based information management systems Continuing training verification is employed to ensure that workers' knowledge and skills needed to successfully perform assigned maintenance tasks are maintained and enhanced Maintenance personnel are held accountable for their personal performance and professional conduct in training.1. how these functions relate to other systems. and managers are provided with basic plant operations and system functionality training Utilities Maintenance Documents INPO 97-013 A2 INPO 97-013 A3 Utilities Maintenance Documents C-4 . regulatory requirements.

1.1. Business terminology is included.People Skills and Human Resources 3. and periodically attend classes to ensure a welltrained. professional work force Managers observe training activities and attend training interface meetings INPO 97-013 A2 INPO 97-013 A3 Utilities Maintenance Documents A4 Utilities Maintenance Documents 3. A1 Training for contracted maintenance workers is managed to the same quality standards as company personnel TR1000321 EPRI PMO Assessment Guideline Utilities Maintenance Documents C-5 . A1 Basic industry literacy training is provided to all maintenance personnel Utilities Maintenance Documents EPRI Maintenance Consulting Experience EPRI Maintenance Consulting Experience A2 Maintenance managers and supervisors are trained on business processes and business related system tools 3. Engineering.6 Contractor Training This sub-element addresses the training program and standards of all maintenance contractors performing work within the plant. This training includes both technical and personnel.4 Management/Supervisor Development This sub-element addresses the training requirements necessary for management/supervisor to satisfactorily accomplish their responsibilities. and to stimulate comparison and emulation of good practices Training includes having staff work for short periods in other functional areas in the organization to broaden their perspective and understanding of overall plant functions (i.1.e. and Outage) Managers and supervisors actively participate in the development and implementation of training.5 Business Literacy This sub-element addresses the training necessary so that the personnel have a basic understanding of the business of maintenance. Operations. A1 Training includes scheduling the visiting of other generating stations to broaden the individual's perspective of maintenance activities.

1. administrative.1 Planning Personnel A1 Determine applicable safety.1. floor loading limits.7 Specialty Training This sub-element addresses the organizations training programs provided for those specific jobs that require a unique skill such as planning. I&C testing. welding. Utilities Maintenance Documents 3. and technical procedures necessary to perform the maintenance tasks Identify current revisions to procedures. PdM technology applications. and potential effects of a maintenance activity on surrounding equipment and systems Determine the impact of the maintenance activity in the design configuration of the plant INPO 97-013 A2 INPO 97-013 A3 INPO 97-013 A4 A5 INPO 97-013 INPO 97-013 A6 INPO 97-013 A7 INPO 97-013 A8 INPO 97-013 C-6 .People Skills and Human Resources The maintenance training organization is responsible and accountable to ensure properly trained maintenance personnel are used to perform maintenance work within the plant A2 Utilities Maintenance Documents 3. scheduling. etc. and other plant policies related to maintenance tasks Determine safety classification and environmental qualification requirements for replacement parts or component assemblies Determine quality assurance inspection requirements and hold points Understand plant system interactions and component isolation capabilities since this knowledge is required for initiating risk assessments and contingency plans for online maintenance and other high risk activities Understand integrated scheduling techniques to evaluate how a specific work plan could affect another Understand plant and equipment design for identification of large equipment transport paths.7. drawings. vendor manuals. overhead lift capabilities. NDE applications.

7.People Skills and Human Resources A9 Understand technical aspects and support activities required for the maintenance activity Determine maintenance task schedule duration and resource requirements Understand functional verification and the retest program Understand the work management process INPO 97-013 A10 A11 A12 3.7.) Individual training curriculum for each identified unique skill is established and implemented Utility Maintenance Documents A2 Utility Maintenance Documents 3. Utility Maintenance Documents C-7 . condition monitoring technologies. welding.2 Schedulers A1 INPO 97-013 INPO 97-013 INPO 97-013 Determine resource requirements (worker hours and task qualification requirements) for schedule resource loading Understand system interactions and operability requirements for schedule sequencing determinations Understand parts inventory systems for parts availability verification before scheduling Understand total activity duration as planned and contingency plans for job scope changes Understand critical path identification and scheduling methods INPO 97-013 A2 INPO 97-013 A3 INPO 97-013 A4 INPO 97-013 A5 INPO 97-013 3.1.1. NDE.g.1.8 Training Facilities This sub-element addresses the organization's facilities for conducting both classroom and hands-on training. I&C testing.3 Unique Work Execution Tasks A1 A program is in place that identifies unique work execution tasks and documents and provides the required specific task training (e. etc.

People Skills and Human Resources Training facilities to accommodate all identified training are adequately configured at the company site or adequate vendor supplied facilities are utilized. which allows more flexibility and backup when scheduling and accomplishing the work.3 Mbl/Shared Workforce This sub-element addresses the ability to utilize workers from other organizations and plants for more effectively utilizing maintenance personnel during peak and off peak maintenance demand periods. Utility Maintenance Documents Utility Maintenance Documents 3. A1 A process is established to utilize a mobile/shared workforce to maximize knowledge and utilization of the workforce Utility Maintenance Documents Utility Maintenance Documents C-8 .2.2. A1 Management works side by side with union officials in developing policies and direction. This includes the environment created to establish an interaction where both parties see value and benefit.2. A1 The maintenance organization employs multi-discipline workers to maximize knowledge and utilization of the workforce. This element also includes Productivity of the Craft. Utility Maintenance Documents Utility Maintenance Documents Utility Maintenance Documents 3. A1 Utility Maintenance Documents 3.2 Multi-Discipline This sub-element addresses the use of a workforce that has multiple skills.1 Management/Union Interaction This sub-element addresses the relationship between the union and management.2 Utilization This element addresses the organization's effectiveness with Management/Craft (union or non-union) interactions and ability to utilize multi-disciplined craft personnel for the various maintenance activities. 3.

2. and start and complete dates Maintenance supervisors determine and staff jobs appropriately with qualified personnel. tools. technicians report job completion to their supervisor. pre-stage parts. manning levels. and adequately review all work package documents before the start of the job so that technicians are at the job site and working without losing time Maintenance craft ensure that adequate pre-job reviews are performed to identify the most efficient means of accomplishing tasks Maintenance craft ensure that the schedule accurately reflects expected durations. and seek additional assignments Maintenance management measures Craft productivity in man-hours used by maintenance type and discipline Utility Maintenance Documents Utility Maintenance Documents A2 Utility Maintenance Documents A3 Utility Maintenance Documents A4 Utility Maintenance Documents A5 Utility Maintenance Documents A6 Utility Maintenance Documents A7 Utility Maintenance Documents A8 A9 Utility Maintenance Documents Utility Maintenance Documents A10 Utility Maintenance Documents A11 TR1077595 EPRI Assessing Maintenance Effectiveness C-9 . and act upon and share such knowledge Maintenance supervisors provide adequate direction for 'fill-in' work should a team accomplish their scheduled work early Maintenance craft follow and support the station's work control process Maintenance supervisors ensure that Maintenance personnel understand the need to be available for support of plant operation. A1 Maintenance craft schedule jobs.People Skills and Human Resources 3.4 Productivity This sub-element addresses the effective and efficient use of resources in the planning and execution of maintenance work activities. and equipment. while maintaining safety and efficiency Maintenance supervisors review jobs during actual performance and adjust staffing levels as necessary Maintenance supervisors critique significant jobs at closure to identify productivity issues. and that unscheduled absences result in challenges to support scheduled work activities Upon completion of a task. as necessary.

and higher levels of equipment reliability at minimum cost. high quality maintenance work personnel. The workers should set their behaviors and values to the policies and procedures of the leadership standards. and dividing the product by the sum of the support staff hours for the period TR1077595 EPRI Assessing Maintenance Effectiveness TR1077595 EPRI Assessing Maintenance Effectiveness A12 A13 A14 INPO 97-013 A15 TR1077595 EPRI Assessing Maintenance Effectiveness TR1077595 EPRI Assessing Maintenance Effectiveness A16 A17 TR1077595 EPRI Assessing Maintenance Effectiveness 3. and multiplying the answer by 100] Maintenance management measures man-hours expended per work item.1 Behaviors and Values Execution of work by individuals is the product of mental processes influenced by diverse factors related to the work environment and the demands of the task. and dividing this product by the sum of the reported actual on the job (wrench time) hours for the period Work Orders per staff week is measured by multiplying the total number of Work Orders processed in the monitoring week times the number of hours in the normal workweek. as well as the capabilities of each individual. C-10 . Excellence in human performance results in minimization of human error in support of safe. particularly repetitive tasks The effectiveness of Craft utilization is determined by the Work Orders per Craft period The Work Orders per wrench week is determined by multiplying the total number of Work Orders processed in the monitoring period by the number of hours in a normal workweek.3 Human Performance This element includes the evaluation of maintenance leadership desired behaviors for maintenance personnel that will ensure the appropriate level of professionalism by all workers.People Skills and Human Resources Maintenance management measures manpower utilization by general tasks expressed as a percentage of total man-hours The effectiveness of the Craft utilization is determined by the Craft resource utilization factor [The Craft resource utilization factor is determined by dividing the sum of the reported actual on the job (wrench time) hours for the period by the total Craft man-hours at work for the period. 3.3.

and bring concerns to the attention of supervision Employees share their knowledge with each other Maintenance Workers want to grow and develop technically Maintenance Workers are self-critical. any consumption of alcohol is to be identified during the call-out to allow determination of the need for testing upon arrival Maintenance Workers meet commitments with quality work Maintenance Workers set high standards of performance and hold themselves to those standards Maintenance Workers are organized and mentally ready to do the job throughout their assigned shift Maintenance Workers consider themselves part of a professional team that meets company objectives Maintenance Workers exhibit professional conduct Maintenance Workers have respect for fellow employees Maintenance Workers work together to correct problems. courteous. and motivate each other Maintenance Workers wear protective equipment Technicians and supervision cooperate to eliminate barriers to human performance improvements Utilities Maintenance Documents A2 Utilities Maintenance Documents A3 A4 Utilities Maintenance Documents Utilities Maintenance Documents A5 Utilities Maintenance Documents A6 Utilities Maintenance Documents A7 A8 A9 Utilities Maintenance Documents Utilities Maintenance Documents Utilities Maintenance Documents A10 A11 A12 Utilities Maintenance Documents Utilities Maintenance Documents Utilities Maintenance Documents A13 A14 A15 Utilities Maintenance Documents Utilities Maintenance Documents Utilities Maintenance Documents C-11 . looking for ways to improve performance Maintenance Workers are friendly.People Skills and Human Resources A1 Maintenance Workers strive to present a workplace that is free from intimidation and harassment of others Employees are expected to report to work Fit for Duty. In the event of an unscheduled call-out.

particularly when faced with uncertain or degrading conditions involving personnel safety or other critical tasks. and. usually through pre-job briefings but also through self-questioning. such as training program deficiencies. questioning manner. These programs provide individuals with tools to recognize and correct potential human performance error. work in a cautious.People Skills and Human Resources A16 A17 A18 Teamwork is a fundamental way of doing business Supervision and technicians take the time to reinforce desired behaviors Maintenance personnel contribute to the ability of employees to routinely exhibit the following behaviors at the job site: focus and concentrate on the task at hand. careers. or an inadequate labeling process that could create the conditions for error Management cultivates an atmosphere of open communication Individuals develop a strong sense of personal ownership of their jobs. where the most likely error could occur (think 'worst case'. and to take preventive actions Management encourages individuals to identify weaknesses with organizational processes. 'what if') and expect success but plan for failure Human Performance Enhancement techniques are implemented through various programs to raise awareness of human fallibility. and the plant Employees consider the implications of their actions on others Individuals exercise their authority to 'stop work' if unanticipated conditions arise Individuals take time to think about the task and to ensure that their attention is appropriately focused according to the safety-significance of the task Individuals are alert to the potential impact of distractions to themselves as well as to others Utilities Maintenance Documents Utilities Maintenance Documents Utilities Maintenance Documents A19 Utilities Maintenance Documents A20 Utilities Maintenance Documents A21 INPO 97-013 A22 A23 INPO 97-013 INPO 97-013 A24 A25 INPO 97-013 INPO 97-013 A26 INPO 97-013 A27 INPO 97-013 C-12 . take the time needed to 'do the job right the first time' Maintenance Workers determine ahead of time. expect to self-check and be checked by others (Peer Inspection). likely situations to occur.

People Skills and Human Resources A28 Individuals specifically consider their personal abilities to meet mental. and team requirements of the task Individuals approach each job with a questioning attitude. organizational weaknesses that create conditions for error Management reinforces desired job-site behaviors Management values the prevention of errors Management fosters a culture that values prevention of events Workers communicate to create shared understanding Workers anticipate error-likely situations Workers confirm the integrity of defenses INPO 97-013 A29 INPO 97-013 A30 INPO 97-013 A31 INPO 97-013 A32 INPO 97-013 A33 A34 A35 A36 INPO 97-013 INPO 97-013 INPO 97-013 INPO 97-013 A37 INPO 97-013 A38 A39 A40 A41 A42 A43 INPO 97-013 INPO 97-013 INPO 97-013 INPO 97-013 INPO 97-013 INPO 97-013 C-13 . physical. questioning manner and do not hesitate to call a time-out (stopping work) to regroup Team members at all levels practice effective communication techniques to create understanding Work teams inquire regularly to obtain necessary information Work teams regularly resolve conflicts to achieve the best solution Open communications are facilitated by managers Teamwork is promoted to eliminate error-likely situations and to strengthen defenses Management searches for. and eliminates. thinking through the steps and key decision points of a task before acting Individuals routinely ask 'what if' and are conscious of the expected results and potential consequences of each action Individuals work in a cautious.

is available and is used at the work location INPO 97-013 INPO 97-013 A3 INPO 97-013 A4 INPO 97-013 A5 INPO 97-013 A6 INPO 97-013 A7 INPO 97-013 A8 INPO 97-013 A9 Utilities Maintenance Documents A10 Utilities Maintenance Documents C-14 . individuals recall and thoughtfully consider knowledge of fundamental theories and bases Procedure deficiencies are identified for correction. or applicable Troubleshooting Process Control Forms The work package. or for tasks for which improper actions pose no immediate consequences to workers or equipment When using a procedure.3.2 Procedure Use Workers improve personal capabilities INPO 97-013 This sub-element addresses how individuals adhere to procedures in a deliberate. and physical completeness Maintenance Workers check procedures before use to ensure that the correct revision is being used Maintenance Workers continuously use procedures for activities having direct impact on nuclear safety and reliability or difficult. quicker methods exist. or a copy thereof.People Skills and Human Resources A44 3. A1 A2 Maintenance Workers have use of and adherence to procedures and policies Maintenance supervisors have procedures readily available and clearly identified to ensure that the user can determine the purpose. before proceeding Individuals effectively apply their knowledge of fundamentals and are sensitive to cues and important decision points of a task All work on plant Structures/Systems/Components (SSC) is performed using appropriate documentation such as Work Orders. conscientious fashion even when other. Action Requests. applicability. complex tasks independent of the frequency performed Maintenance Workers use references for tasks easily accomplished from memory. even seemingly minor ones.

components. Think (T)-understand exactly what is to be done before taking any action.3 Self Check This sub-element addresses the maintenance organizations proficiency with the use of selfchecking.3. equipment.3. and unit All technicians are responsible for conducting self-checking prior to manipulating a component or device. Consistently applied.” then do it. A1 Maintenance Workers ensure that the work is being performed on the correct component. Review (R)-verify that the actual response is the expected response Individuals identify the actual responses of the systems. connecting test equipment. and ensure that the correct procedures. identify correct components. system. Act (A)-touch the component without actuating it. lifting/landing leads.4 Peer Check This sub-element addresses how individuals actively monitor and challenge each other's actions and thought processes as they perform maintenance work. Utilities Maintenance Documents C-15 .) Self-checking encompasses the following (STAR): Stop (S)-pause before performing a task. [Self -Checking is a self-verification by the worker as a step or action is performed to ensure that the intended action is correctly and positively performed on the right equipment. and resources are used appropriately Individuals verify instructions. locations. train. tools. breakers or valves.People Skills and Human Resources 3. and determine contingency actions for unexpected plant responses INPO 97-013 A2 Utilities Maintenance Documents A3 Utilities Maintenance Documents A4 INPO 97-013 A5 A6 INPO 97-013 INPO 97-013 A7 INPO 97-013 3. or altering an equipment configuration (e. positioning switches. self -checking will minimize error by forming a barrier against complacency and overconfidence]. asking “Am I doing the right thing.g. or processes and compare them to expected outcomes Individuals anticipate error-likely situations Individuals make necessary checks of an activity before performing manipulations that can change the state of the plant. and time constraints. etc. removing or installing fuses.

5 CAP Program Utilization This sub-element addresses the use of the CAP Program. The CAP Procedures and the process are used regularly and the CAP Program is an integral part of the maintenance program. Install a jumper from terminal point A to terminal point B.3. The terminal points. which have multiple actions (e.People Skills and Human Resources The peer checker simultaneously witnesses and verifies the activity PRIOR to the performance. The act of installing a jumper is not the only action occurring in the step. e.e. the performer shall not be the source for telling the peer checker what is to be checked) Peer checks are performed completely for tasks. A1 Individuals at all levels of the organization use self-evaluations to identify areas for improvement INPO 97-002 INPO 97-002 C-16 . values. and problem-solving methods to detect organizational weaknesses that could affect the workplace Individuals realize their dependence on each other to recognize error-likely situations before problems arise A1 Utilities Maintenance Documents A2 Utilities Maintenance Documents A3 Utilities Maintenance Documents A4 Utilities Maintenance Documents A5 A6 INPO 97-013 INPO 97-013 A7 INPO 97-013 A8 INPO 97-013 3. panel number and room must also be checked/verified to be correct prior to and during the task) Management monitors trends and human performance in the plant Management verifies that individuals possess capabilities to achieve task requirements Maintenance managers and supervisors continually monitor organizational processes.g.g. assures that the correct component will be manipulated The peer checker is qualified to perform the assigned task or should have sufficient knowledge to evaluate the task The peer checker has access to the document or management direction that is providing direction to the task performer for task performance (i.

4. such as complacency.4 Qualifications This element addresses the maintenance organization's methods associated with the qualifications and skills of functions within the organization. This element also includes the use of a qualification matrix that identifies the unique skills required to perform various maintenance functions.6 Conflict Resolution This sub-element addresses the use on a process that resolves personnel issues that could be between individuals or working groups. The results of quality program reviews and of reviews by knowledgeable interdisciplinary groups. 3.3. A1 Maintenance supervisors and managers resolve conflicts between individuals or among work groups Workers and managers communicate regularly to obtain necessary information to resolve conflicts INPO 97-013 A2 INPO 97-013 3. with a focus on whether qualifications and skills are capable of supporting program goals.1 Personnel Selection This sub-element addresses the Maintenance organization's process used to select new employees.People Skills and Human Resources A2 Managers frequently monitor and influence personnel performance improvement by observing work activities and training Managers initiate self-evaluations to identify adverse cultural symptoms. and takes into account the importance and potential impacts of tasks that personnel are likely to perform INPO 97-013 Utilities Maintenance Documents C-17 . A1 Initial screening of applicants for maintenance positions is performed. are used to improve station performance INPO 97-002 A3 INPO 97-002 A4 INPO 97-002 3. such as independent safety review groups.

2 Qualification Process This sub-element addresses the process that is in place to determine the skill set of new employees or existing employees performing maintenance tasks. and ability to perform manager duties The screening process addresses integrity. judgment. suitability for the utility's culture and environment. and implementing the maintenance training and qualification programs All personnel are held accountable for their individual qualifications as tracked by the training coordinators and training staff. and technical competency A2 INPO 97-013 A3 INPO 97-013 A4 INPO 97-013 A5 INPO 97-013 A6 INPO 97-013 A7 INPO 97-013 3. ability to perform maintenance tasks. management capabilities. qualification of personnel is treated as a joint responsibility Close coordination between the managers and supervisors of the maintenance and training departments is established to manage personnel qualifications Utilities Maintenance Documents INPO 97-013 INPO 97-013 A3 Utilities Maintenance Documents A4 INPO 97-013 C-18 .People Skills and Human Resources A selection process that verifies that applicants have the aptitude to develop the skills and knowledge to perform assigned duties is established A screening process that includes verification of educational and professional background. leadership. is established Pre-selection testing and candidate interviews are used to determine the candidate's potential for success in the selection process The selection process assesses the individual's potential for development into other positions An evaluation is performed for manager and supervisor applicants that considers the candidate's maturity. maintaining. A1 A2 A Maintenance panel or qualified maintenance supervisor or manager approves the qualification of maintenance personnel The maintenance organization clearly defines the responsibilities for establishing. and potential for success in the selection process.4.

People Skills and Human Resources 3. it will determine the refresher training necessary to maintain current skill sets A1 A2 A maintenance panel or qualified maintenance supervisor or manager approves the re-qualification of maintenance personnel The maintenance organization clearly defines the responsibilities for establishing. qualification of personnel is treated as a joint responsibility Close coordination between the managers and supervisors of the maintenance and training departments is established to manage personnel re-qualifications INPO 97-013 INPO 97-013 A3 Utilities Maintenance Documents A4 Utilities Maintenance Documents 3.4.4 Contractor Qualifications This sub-element addresses the process of determine the capabilities of contractors to perform the specific work function.5 Qualification Tracking Program This sub-element addresses the process of ensuring that skill set of workers is maintain and meets the standards set down by the maintenance organization. maintaining. A1 A2 A system is employed to manage personnel qualifications and requalifications The qualification tracking program is integrated with the CMMS to ensure that maintenance work is not assigned to unqualified workers Utilities Maintenance Documents Utilities Maintenance Documents C-19 .3 Re-Qualification Process This sub-element addresses the process that is in place to determine the current skill set of the employees.4. If required. and implementing the maintenance training and requalification program’s departments All personnel are held accountable for their individual re-qualifications as tracked by the training coordinators and training staff.4. A1 All contractors performing maintenance work at the company facilities are held accountable to the same quality standards as company employees Utilities Maintenance Documents 3.

Varied and challenging assignments are used with emphasis on plant operational experience Individuals who aspire to management positions exhibit a strong sense of responsibility for their own development The development needs and the progress of Assessment of those individuals identified as having management and leadership potential are assessed on an ongoing basis.Management and Leadership Development 1994 INPO . and their readiness and potential for future management and leadership positions are systematically re-evaluated Human resource and training professionals serve as advisors and facilitators.Management and Leadership Development 1994 INPO . A1 A maintenance/leadership panel periodically addresses and maintains a succession planning list that includes internal and external potential candidates Maintenance Leadership and senior managers are personally responsible and held accountable for identifying.Management and Leadership Development 1994 INPO .People Skills and Human Resources 3. in the development.Management and Leadership Development 1994 C-20 .6 Succession Planning This sub-element addresses the process that is utilized to retain the skill sets through attrition of the workforce and as older employees reach retirement. and periodic review of the management and leadership development process and assessment of individuals Utilities Maintenance Documents Utilities Maintenance Documents A2 INPO . as needed. assessing.4. and developing a pool of qualified replacements for senior nuclear manager positions Senior managers actively and systematically identify individuals with strong management and leadership potential. considering individuals several levels down in the organization Senior managers place high priority on the timely development of the needed competencies of high-potential individuals.Management and Leadership Development 1994 A3 A4 A5 A6 A7 INPO . Emphasis is placed on early identification. implementation.Management and Leadership Development 1994 INPO .

D TECHNOLOGIES D-1 .

and maintenance craft The CMMS has the ability for any plant personnel to log work (maintenance) requests that contain: equipment identification codes. and closeout of maintenance activities. process data historians and distributed control systems. planning. planners. a description of the problem. engineering. maintenance management systems. This includes tools that support the risk and decision assessments and the capabilities to report on maintenance activities and effectiveness. It provided easy access to supervisors or management to approve work requests. set priorities and convert work requests to work orders RNWF INPO 97-013 INPO 97-013 INPO 97-013 INPO 97-013 A5 TR1000321 EPRI PMO Assessment Guidelines D-2 . execution. scheduling. This sub-element includes the evaluation of the system's capabilities for automating this process and the organization's proficiency with the application of the CMMS. which includes all technical advances such as: automation. This element also includes process improvement tools that support the Maintenance Basis. PdM. operators.1 Computer Maintenance Management System (CMMS) This sub element addresses the effectiveness of the Computerized Maintenance Management System (CMMS) used to support the organization's daily and outage work management process. 4. 4. A1 A2 A3 A4 The organization has a CMMS The CMMS is user friendly and is accessible to plant personnel The CMMS is used for daily and outage work The CMMS is effectively used by plant and central support personnel especially.0 Technologies This Category includes the technologies required to support the workforce in the maintenance optimization process. recommended priority. budget and metrics tracking.1 Maintenance Management System This element addresses the maintenance organization effectiveness with utilizing tools for managing the work identification.Technologies 4. and PAM processes and financial. and the time frame when work should be initiated. and processes. condition monitoring technologies.1.

procedures. skill requirements.e. The CMMS has work request/order codes that classifies preventive maintenance (PM) tasks as inspections. major outage) and tracked CMMS automatically searches for duplicate Work Orders TR1000321 EPRI PMO Assessment Guidelines A7 TR1000321 EPRI PMO Assessment Guidelines TR1000321 EPRI PMO Assessment Guidelines TR1000321 EPRI PMO Assessment Guidelines TR1000321 EPRI PMO Assessment Guidelines TR1000321 EPRI PMO Assessment Guidelines A8 A9 A10 A11 The CMMS for any given Work Order includes: standard work packages. or specific hold points associated with the work A12 INPO 97-013 A13 INPO 97-013 A14 A15 A16 INPO 97-013 INPO 97-013 INPO 97-013 D-3 . parts. special instructions. time constraints. environmental and seismic qualifications) Work Order has potential impact of maintenance activity on plant operations Work Order has results of evaluation of risks to safe plant operation Work Order includes inspection. post maintenance testing requirements. Work Order indicates personnel safety and protection requirements or permits (i.Technologies A6 The CMMS has work request/order codes that classifies corrective maintenance as: unexpected. draining. depressurization of the component. drawings. short outage. estimated planned labor hours and material costs. confined space entry permit. clearance tag-out. Work Orders can be placed in backlog (daily. and associated limiting conditions for operation.e. or engineering projects). welding and burning permit. isolation. surveillances and condition directed) Preventive Maintenance (PM) tasks are automatically generated at the prescribed time and are provided to scheduling for proper inclusion. condition-directed (work resulting from PMs. etc. clearance requirements. etc. etc. expected (work on equipment that was established as run-to-failure). special tools. time constraints.) Work Order has identification of qualification requirements (i. safety.

waiting on parts. Must be accomplished before Work Order can be completed The CMMS has condition codes (C1-C8 used to adjust the PM tasks) that establish the condition of the equipment when worker performs a PM tasks. the completeness of the work package. work progress. by other groups involved in the work A17 INPO 97-013 A18 INPO 97-013 A19 INPO 97-013 A20 INPO 97-013 A21 INPO 97-013 A22 INPO 97-013 A23 INPO 97-013 A24 INPO 97-013 A25 INPO 97-013 A26 A27 INPO 97-013 INPO 97-013 D-4 . when applicable. completed.) CMMS has as a tracking system to verify that required post-maintenance and post-modification testing is accomplished before the return of a piece of equipment or a system to service (especially important following outages where many jobs may be performed on a system that is removed from service for an extended period. job safety. Questions have to be answered before the Work Order can be completed Using the CMMS actual labor hours and material costs are captured for each Work Order CMMS automatically informs Work Order originator when the Work Order has been completed Work Order includes acceptance of the equipment by Operations Work Order contains closeout fields for final reviews and signoffs by maintenance and. etc. The code has to be entered before a Work Order can be completed CMMS has post maintenance critique questions (primarily yes/no answers) that are used to evaluate: description of the work needed to be performed. or where several jobs are done under one clearance) Work Orders have a field where the person) who did the work can signoff that it is completed and the completion date is automatically set Worker using the CMMS documents the equipment condition as he found it and a description of the work performed. closed-out.Technologies Work Order includes documentation of measurement and test equipment used and applicable ranges The CMMS can track work order status (backlog. etc. parts availability.

). and the outage scheduling process.2 Risk Assessment Tools This sub-element addresses the software tools that will support the risk assessment process.1. 4-3-2-1-week. A1 Scheduling tool exists for the daily scheduling process (13 week.3 Scheduling Tools This sub-element addresses the software tools that will support the day-to-day (daily) scheduling process (i. etc. This tool is based on the impact on safety. etc. plant/unit reliability. 13-week.) Tool (daily) is easy to use and used effectively when scheduling work EPRI Process Improvement Documents EPRI Process Improvement Documents EPRI Process Improvement Documents A2 A3 Tool (daily) is part of or linked to the CMMS D-5 .1.Technologies A28 Work Order documentation of lessons learned that would benefit the next individual assigned to perform the task All Work Orders are filed in a usable. retrievable system for future reference.e. 4 week. cost and labor resources Risk tools are accessible over the intranet and internet A4 EPRI Process Improvement Documents A5 EPRI Process Improvement Documents 4. regulatory requirements. A1 A2 Risk assessment tools exist Tools are easy to use and used effectively INPO 97-013 EPRI Process Improvement Documents INPO 97-013 A3 Risk assessment tools track and support the safety requirements and procedures A tool exist that support the evaluation of the risk associated with not doing maintenance. Maintenance histories are easily obtained INPO 97-013 A29 TR1000321 EPRI PMO Assessment Guidelines 4.

FIN (Fix It Now) work etc.] Tool (daily) has capability to schedule and track contracted work EPRI Process Improvement Documents A4 A5 EPRI Process Improvement Documents EPRI Process Improvement Documents EPRI Process Improvement Documents EPRI Process Improvement Documents A6 Tool (daily) has the ability to schedule work at any time in a calendar year or greater Tool (daily) can assign work to backlog. and planned work that exceeds estimate that causes a schedule interrupt Tool (daily) has built in metrics including: schedule compliance. unplanned outage. training. PM compliance. etc. track availably hours for work [excluding vacation. sponsored work. Tool (daily) can indicate status of work order planning (i. week when schedule is frozen) Tool (daily) automatically tracks work progress and maintains a rolling schedule Tool (daily) automatically tracks work that interrupts the schedule including high (emergency or urgent) priority work. sponsored work (important work that could wait to be scheduled). short outage.) It will automatically indicate when unplanned work falls in week that should only include planned work (i. etc. FIN. planning effectiveness (measure of planned vs. color code work order indicating planning status such as green is fully planned. known sick leave. These metrics are tracked and presented in graphs Tool (daily) links to the outage-scheduling tool A7 A8 A9 EPRI Process Improvement Documents EPRI Process Improvement Documents A10 A11 EPRI Process Improvement Documents A12 EPRI Process Improvement Documents EPRI Process Improvement Documents A13 Scheduling tool exists for the outage scheduling process D-6 .e.Technologies Tool (daily) has ability to assign crews. or major planned outage. meetings. actual hours). red not assigned to a planner. yellow waiting on parts.e. Contractor Schedule Compliance.

These metrics are tracked and presented in graphs A17 EPRI Process Improvement Documents EPRI Process Improvement Documents EPRI Process Improvement Documents A18 A19 4. or linked to. This includes contracted work Tool (outage) can track critical path projects and provide early warning of schedule interrupts Tool (outage) has resource loading and assigns tasks based on recourse availability Tool (daily) has built in metrics including: schedule compliance. actual hours). planning effectiveness (measure of planned vs. sponsored work (added scope). such as the current status of equipment condition.Technologies A14 Tool (outage) is easy to use and used effectively when scheduling work EPRI Process Improvement Documents EPRI Process Improvement Documents EPRI Process Improvement Documents A15 Tool (outage) is part of. contractor schedule compliance. etc. the CMMS A16 Tool (outage) has capability to combine all outage projects (jobs) into one comprehensive schedule in the form of a Gantt chart. A1 A tool exists that documents the maintenance basis EPRI Process Improvement Documents EPRI Process Improvement Documents EPRI Process Improvement Documents EPRI Process Improvement Documents A2 This maintenance basis tool is easy to update and use A3 This maintenance basis tool supports the Reliability-Centered Maintenance (RCM) process This maintenance basis tool supports the maintenance basis part of continuous improvement process A4 D-7 .1.4 Reporting and Decision Tools This sub-element addresses software that will support the maintenance decision-making process.

This standard work package tool is available over the wide area and local area network and over the intranet and internet. it can access industry standard work packages databases A tool exists that documents the maintenance procedures A9 A10 A11 A12 EPRI Process Improvement Documents EPRI Process Improvement Documents EPRI Process Improvement Documents EPRI Process Improvement Documents A13 This maintenance procedures tool is easy to update and use A14 This maintenance procedures tool supports the overall maintenance process A15 This maintenance procedures tool supports the process part of continuous improvement process D-8 . however. CMMS. This tool is available over the wide area and local area network and over the intranet and internet. etc.Technologies This maintenance basis tool is linked to other software systems such as. Internet access is limited based on security considerations. it can access industry maintenance basis databases This standard work package tool is easy to update and use EPRI Process Improvement Documents A5 A6 EPRI Process Improvement Documents A7 EPRI Process Improvement Documents EPRI Process Improvement Documents EPRI Process Improvement Documents EPRI Process Improvement Documents EPRI Process Improvement Documents A8 This standard work package tool supports the work management planning process This standard work package tool supports the planning part of continuous improvement process This standard work package tool is linked to other software systems such as CMMS. etc. system and condition assessment tools. however. continuous improvement. Internet access is limited based on security considerations. continuous improvement.

Internet access is limited based on security considerations. WAN (wide area network). people and human resources) Continuous improvement tools.2. This element also addresses the maintenance organization's effective use of analytical modeling software systems.Technologies A16 This maintenance procedures tool is linked to other software systems such as CMMS. process data and performance tools.1 Execution Tools This sub-element addresses products that support the recommendations coming from equipment assessment analyses. including both periodic and continuous on-line systems. 4. and inspection tools D-9 . however. are used to evaluate the current status of maintenance program Continuous improvement tool. This tool is available over the wide area and local area network and over the intranet and internet. intranet.2 Maintenance and Diagnostic Technology This element addresses the use and availability of monitoring and diagnostic technologies. NDE. etc. and internet EPRI Process Improvement Documents EPRI Process Improvement Documents A17 A18 EPRI Process Improvement Documents A19 EPRI Process Improvement Documents A20 EPRI Process Improvement Documents A21 EPRI Process Improvement Documents 4. continuous improvement. for example the maintenance excellence matrix that utilizes the metrics or attributes. it can access industry maintenance procedures databases Continuous improvement tools are available and are used to support the decision process associated with improving maintenance program (management and work culture. for example the maintenance excellence matrix that utilizes the metrics or attributes. Examples include rotating machinery balancing and alignment tools. are used to evaluate the progress of the improvement of maintenance program Continuous improvement tools are available over the LAN (local area network). maintenance processes.

and their use. August 1994– December 1999 A1 Alignment tools are available and used effectively A2 The latest Laser alignment tools are available and used effectively A3 Balancing tools are available and used effectively A4 The latest multi-plain balancing tools are available and used effectively A5 Model analysis tools are available and used to determine resonant mode shapes and frequencies A6 NDE and inspection tools (boroscopic. August 1994– December 1999 TR1003374–PdM Guidelines Volumes 1–4. D-10 . can be located in Reference 1 and in the EPRI M&D Center technology Assessment Guides. and sends data to a computerized system for review. Details of the technologies.2 Condition Monitoring-Continuous Online This sub-element addresses all of the technologies that have permanently installed sensors. August 1994– December 1999 TR1003374–PdM Guidelines Volumes 1–4. August 1994– December 1999 TR1003374–PdM Guidelines Volumes 1–4. August 1994– December 1999 TR1003374–PdM Guidelines Volumes 1–4.Technologies TR1003374–PdM Guidelines Volumes 1–4.2. eddy current etc. These systems should automatically alert the technology owner when values exceed the limits for early warning. August 1994– December 1999 TR1003374–PdM Guidelines Volumes 1–4.) exist and are used effectively A7 Acoustic emission tools are available and in use to track propagating cracks on critical piping and vessels 4. August 1994– December 1999 TR1003374–PdM Guidelines Volumes 1–4.

2. August 1994– December 1999 TR1003374–PdM Guidelines Volumes 1–4. orbit. August 1994– December 1999 TR1003374–PdM Guidelines Volumes 1–4. time wave. August 1994– December 1999 A2 Vibration system access sensors that are installed at each radial bearing location (horizontal and vertical) and thrust bearing.2. Vibration tool has capability of spectral analysis over a wide frequency range (0 Hz to 50 kHz) A3 TR1003374–PdM Guidelines Volumes 1–4. pattern or neural net capability A9 Reporting of the vibration findings is available over the LAN (local area network) and WAN (wide area network) D-11 .Technologies 4. August 1994– December 1999 TR1003374–PdM Guidelines Volumes 1–4. August 1994– December 1999 TR1003374–PdM Guidelines Volumes 1–4. etc) A8 Vibration tool has expert system.1 Vibration A1 Continuous online vibration diagnostic system is available and used effectively on all critical rotating machinery TR1003374–PdM Guidelines Volumes 1–4. specific frequencies. spectrums. etc. A5 Vibration tool has capability of automatically alerting when pre-described limits are exceeded A6 Vibration tool has capability of supporting balancing efforts This tool would be used instead of a separate balancing tool A7 Vibration tool has trending capability (overall value. and accelerometers or velocity probes that measure housing vibration. August 1994– December 1999 TR1003374–PdM Guidelines Volumes 1–4. August 1994– December 1999 TR1003374–PdM Guidelines Volumes 1–4. August 1994– December 1999 A4 Vibration tool has capability of analyses that include waterfall (start-stop). August 1994– December 1999 TR1003374–PdM Guidelines Volumes 1–4. bode. These sensor locations utilize both proximity probes that measure relative shaft vibration.

August 1994– December 1999 TR1003374–PdM Guidelines Volumes 1–4.2.3 Water Chemistry A1 A water chemistry system is installed and effectively used TR1003374–PdM Guidelines Volumes 1–4.2. August 1994– December 1999 TR1003374–PdM Guidelines Volumes 1–4. August 1994– December 1999 TR1003374–PdM Guidelines Volumes 1–4. August 1994– December 1999 TR1003374–PdM Guidelines Volumes 1–4.2 Leak Detection A1 Have an online leak detection system for critical valves that automatically alerts when leak is detected TR1003374–PdM Guidelines Volumes 1–4. August 1994– December 1999 A2 Valve leak detection tool has trending capability A3 Valve leak detection tool has analysis capability that can determine seriousness of the leak A4 Reporting of the leak detection findings is available over the LAN (local area network) and WAN (wide area network) A5 Leak detection tool is linked to equipment condition decision tools 4.2.2.Technologies TR1003374–PdM Guidelines Volumes 1–4. August 1994– December 1999 A2 Chemistry tool has trending capability A3 Chemistry tool has analysis capability that can automatically provide early warning of problems D-12 . August 1994– December 1999 TR1003374–PdM Guidelines Volumes 1–4. August 1994– December 1999 TR1003374–PdM Guidelines Volumes 1–4. August 1994– December 1999 A10 Vibration tool is linked to equipment condition decision tools 4.

partial arch. step-up and station transformers TR1003374–PdM Guidelines Volumes 1–4. moisture detection.2.Technologies A4 Water chemistry tool has expert system. August 1994– December 1999 A2 Transformer system includes for example: oil. loose parts and process parameter. August 1994– December 1999 TR1003374–PdM Guidelines Volumes 1–4. This tool is used primarily for safety TR1003374–PdM Guidelines Volumes 1–4.4 Header Leak Detection A1 Have acoustic header leak detection that automatically alarms. August 1994– December 1999 A5 Reporting of the water chemistry findings is available over the LAN (local area network) and WAN (wide area network) A6 The water chemistry tool is linked to equipment condition decision tools 4. August 1994– December 1999 TR1003374–PdM Guidelines Volumes 1–4. August 1994– December 1999 TR1003374–PdM Guidelines Volumes 1–4. August 1994– December 1999 TR1003374–PdM Guidelines Volumes 1–4. August 1994– December 1999 TR1003374–PdM Guidelines Volumes 1–4.2. August 1994– December 1999 4.2. analyses A3 Transformer tool has capability of automatically alerting when pre-described limits are exceeded A4 Transformer tool has trending capability A5 Transformer tool has expert system.2.5 Transformer Diagnostic A1 Continuous online transformer diagnostic system is available and used effectively on main. August 1994– December 1999 TR1003374–PdM Guidelines Volumes 1–4. pattern or neural net capability TR1003374–PdM Guidelines Volumes 1–4. pattern or neural net capability D-13 .

2. August 1994– December 1999 TR1003374–PdM Guidelines Volumes 1–4. August 1994– December 1999 TR1003374–PdM Guidelines Volumes 1–4.6 Breaker Diagnostic A1 Continuous online circuit breaker diagnostic system is available and used effectively on plant critical switchyard circuit breakers TR1003374–PdM Guidelines Volumes 1–4. August 1994– December 1999 A6 A7 Transformer tool is linked to equipment condition decision tools 4. August 1994– December 1999 TR1003374–PdM Guidelines Volumes 1–4. August 1994– December 1999 A2 Circuit breaker system includes.Technologies Reporting of the transformer diagnostic findings is available over the LAN (local area network) and WAN (wide area network) TR1003374–PdM Guidelines Volumes 1–4.2. August 1994– December 1999 TR1003374–PdM Guidelines Volumes 1–4.7 Lube Oil Diagnostic A1 Continuous lube diagnostic system is available and used effectively on all critical equipment TR1003374–PdM Guidelines Volumes 1–4. process parameter analysis A3 Circuit breaker tool has capability of automatically alerting when predescribed limits are exceeded A4 Circuit breaker tool has trending capability A5 Reporting of the Circuit breaker diagnostic findings is available over the LAN (local area network) and WAN (wide area network) A6 Circuit breaker tool is linked to equipment condition decision tools 4. August 1994– December 1999 D-14 . for example.2. August 1994– December 1999 TR1003374–PdM Guidelines Volumes 1–4.2. August 1994– December 1999 TR1003374–PdM Guidelines Volumes 1–4.

August 1994– December 1999 TR1003374–PdM Guidelines Volumes 1–4. August 1994– December 1999 TR1003374–PdM Guidelines Volumes 1–4. and/or spectroscopy is used Lube oil tool has capability of automatically alerting when pre-described limits are exceeded A5 A6 Lube oil tool has trending capability A7 Reporting of the lube oil diagnostic findings is available over the LAN (local area network) and WAN (wide area network) A8 Lube oil tool is linked to equipment condition decision tools 4. August 1994– December 1999 A2 D-15 . August 1994– December 1999 A3 Lube oil analysis uses the oil as a sensor to determine the condition of the equipment A4 Online continuous lube oil analyses include.Technologies A2 Lube oil analysis determines the condition of the oil TR1003374–PdM Guidelines Volumes 1–4.8 Loose Parts A1 Loose parts monitoring of critical equipment is available and used effectively. August 1994– December 1999 TR1003374–PdM Guidelines Volumes 1–4. and a combination of chemical.2. August 1994– December 1999 TR1003374–PdM Guidelines Volumes 1–4. August 1994– December 1999 TR1003374–PdM Guidelines Volumes 1–4. determining the size and amount of foreign partials in the oil. (Although this system is not widely used because the problems have been corrected it is still has some value for diagnostic evaluations) Reporting of the loose parts monitoring findings is available over the LAN (local area network) and WAN (wide area network) TR1003374–PdM Guidelines Volumes 1–4.2. August 1994– December 1999 TR1003374–PdM Guidelines Volumes 1–4. Ferrography. August 1994– December 1999 TR1003374–PdM Guidelines Volumes 1–4.

August 1994– December 1999 A3 Loose parts monitoring tool is linked to equipment condition decision tools 4. TR1003374–PdM Guidelines Volumes 1–4. These sensor locations utilize both proximity probes that measure relative shaft vibration. It is installed and used effectively on all critical rotating machinery. These systems are used to monitor equipment on a route.3.1 Vibration-Permanently Installed A1 Periodic online vibration diagnostic system is available.2.Technologies TR1003374–PdM Guidelines Volumes 1–4.9 Other A1 Other diagnostic monitoring tools that cover specific critical equipment are available and effectively used TR1003374–PdM Guidelines Volumes 1–4.2. August 1994– December 1999 TR1003374–PdM Guidelines Volumes 1–4. which is set up as a PM-CMT in the Maintenance Management System.2. and accelerometers or velocity probes that measure housing vibration. August 1994– December 1999 A2 D-16 .3 Condition Monitoring-Periodic This sub-element covers the periodic condition monitoring technologies that are used to monitor critical equipment. 4. August 1994– December 1999 TR1003374–PdM Guidelines Volumes 1–4. August 1994– December 1999 TR1003374–PdM Guidelines Volumes 1–4. Data collection is based on an established time frame (usually every 4 hrs or 8 hrs or 12 hrs) Periodic vibration system access sensors that are installed at each radial bearing location (horizontal and vertical) and thrust bearing.2. August 1994– December 1999 A2 Reporting of other diagnostic monitoring findings is available over the LAN (local area network) and WAN (wide area network) A3 Other diagnostic monitoring tools are linked to equipment condition decision tools 4. Basis). This System should automatically alert the Technology Owner when values exceed the limit for early warning. The periodicity is determined in the maintenance basis development (See Block MP/WI/Maint.

August 1994– December 1999 TR1003374–PdM Guidelines Volumes 1–4. D-17 . time wave. August 1994– December 1999 TR1003374–PdM Guidelines Volumes 1–4. Sensors are temporarily installed or existing sensors are used Vibration tool has capability of spectral analysis over a wide frequency range (0 Hz to 50 kHz) TR1003374–PdM Guidelines Volumes 1–4. August 1994– December 1999 TR1003374–PdM Guidelines Volumes 1–4. specific frequencies. August 1994– December 1999 A3 Vibration tool has capability of analyses that include waterfall (start-stop).Technologies A3 Periodic vibration tool has capability of spectral analysis over a wide frequency range (0 Hz to 50 kHz) TR1003374–PdM Guidelines Volumes 1–4. spectrums. orbit. August 1994– December 1999 TR1003374–PdM Guidelines Volumes 1–4.2. This system is used for troubleshooting specific equipment problems. bode.2 Vibration-Troubleshooting A1 Multi-channel vibration system that is used for troubleshooting is available and effectively used. etc) A6 Periodic vibration tool has expert system. August 1994– December 1999 A4 Periodic vibration tool has capability of automatically alerting when predescribed limits are exceeded A5 Periodic vibration tool has trending capability (overall value. August 1994– December 1999 TR1003374–PdM Guidelines Volumes 1–4. 4. etc.3. August 1994– December 1999 A2 TR1003374–PdM Guidelines Volumes 1–4. pattern or neural net capability A7 Reporting of the Periodic vibration findings is available over the LAN (local area network) and WAN (wide area network) A8 Periodic vibration tool is linked to equipment condition decision tools. August 1994– December 1999 TR1003374–PdM Guidelines Volumes 1–4.

Technologies Vibration tool has capability of automatically alerting when pre-described limits are exceeded TR1003374–PdM Guidelines Volumes 1–4, August 1994– December 1999 TR1003374–PdM Guidelines Volumes 1–4, August 1994– December 1999 TR1003374–PdM Guidelines Volumes 1–4, August 1994– December 1999 TR1003374–PdM Guidelines Volumes 1–4, August 1994– December 1999 TR1003374–PdM Guidelines Volumes 1–4, August 1994– December 1999 TR1003374–PdM Guidelines Volumes 1–4, August 1994– December 1999

A4

A5

Vibration tool has capability of supporting balancing efforts. This tool would be used instead of a separate balancing tool

A6

Vibration tool has short-term trending capability (overall value, spectrums, specific frequencies, etc.)

A7

Vibration tool has expert system, pattern or neural net capability

A8

Reporting of the vibration findings is available over the LAN (local area network) and WAN (wide area network)

A10

Vibration tool is linked to equipment condition decision tools

4.2.3.3 Vibration-Portable A1 Periodic vibration diagnostic system is available and used effectively on all critical rotating machinery TR1003374–PdM Guidelines Volumes 1–4, August 1994– December 1999 TR1003374–PdM Guidelines Volumes 1–4, August 1994– December 1999 TR1003374–PdM Guidelines Volumes 1–4, August 1994– December 1999

A2

Periodic vibration tool is portable (usually hand-held) system. Data collection is based on some establish time interval

A3

Periodic vibration tool has capability of spectral analysis over a wide frequency range (0 Hz to 50 kHz)

D-18

Technologies A4 Periodic vibration tool has trending capability (overall value, spectrums, specific frequencies, etc.) TR1003374–PdM Guidelines Volumes 1–4, August 1994– December 1999 TR1003374–PdM Guidelines Volumes 1–4, August 1994– December 1999 TR1003374–PdM Guidelines Volumes 1–4, August 1994– December 1999 TR1003374–PdM Guidelines Volumes 1–4, August 1994– December 1999

A5

Periodic vibration tool has expert system, pattern or neural net capability

A6

Reporting of the Periodic vibration findings is available over the LAN (local area network) and WAN (wide area network)

A7

Periodic vibration tool is linked to equipment condition decision tools

4.2.3.4 Thermography A1 Infrared Thermography diagnostic system is available and used effectively. These systems are portable and data collection is based on some established time interval Thermography system is used for monitoring electrical; mechanical; rotating machinery; equipment that effects safety or efficiency such as valves, traps, etc. and substation equipment Thermography tool has capability of analyses based on comparative temperature profiles with baseline or similar equipment, and can also measure exact temperatures Reporting of thermography findings is available over the LAN (local area network) and WAN (wide area network) TR1003374–PdM Guidelines Volumes 1–4, August 1994– December 1999 TR1003374–PdM Guidelines Volumes 1–4, August 1994– December 1999 TR1003374–PdM Guidelines Volumes 1–4, August 1994– December 1999 TR1003374–PdM Guidelines Volumes 1–4, August 1994– December 1999 TR1003374–PdM Guidelines Volumes 1–4, August 1994– December 1999

A2

A3

A4

A5

The thermography tool is linked to equipment condition decision tools

D-19

Technologies

4.2.3.5 Lube Oil Diagnostics A1 Periodic Lube oil analysis is available and used effectively. Data collection is based on some established time interval and is used on all critical equipment TR1003374–PdM Guidelines Volumes 1–4, August 1994– December 1999 TR1003374–PdM Guidelines Volumes 1–4, August 1994– December 1999 TR1003374–PdM Guidelines Volumes 1–4, August 1994– December 1999 TR1003374–PdM Guidelines Volumes 1–4, August 1994– December 1999 TR1003374–PdM Guidelines Volumes 1–4, August 1994– December 1999 TR1003374–PdM Guidelines Volumes 1–4, August 1994– December 1999 TR1003374–PdM Guidelines Volumes 1–4, August 1994– December 1999 TR1003374–PdM Guidelines Volumes 1–4, August 1994– December 1999

A2

Sampling ports are installed to obtain consist oil samples

A3

Lube oil analysis determines the condition of the oil

A4

Lube oil analysis uses the oil as a sensor to determine the condition of the equipment

A5

Lube oil analyses include: determining the size and amount of foreign partials in the oil; and a combination of chemical, Ferrography, and/or spectroscopy

A8

Lube oil tool has trending capability

A10

Reporting of the lube oil diagnostic findings is available over the LAN (local area network) and WAN (wide area network)

A11

Lube oil tool is linked to equipment condition decision tools

4.2.3.6 Leak Detection A1 Periodic leak detection system is available and used effectively. Data collection is based on some established time interval TR1003374–PdM Guidelines Volumes 1–4, August 1994– December 1999

D-20

Technologies A2 Periodic leak detection system is applied to valves, pipes, traps, shop air lines, etc. TR1003374–PdM Guidelines Volumes 1–4, August 1994– December 1999 TR1003374–PdM Guidelines Volumes 1–4, August 1994– December 1999

A3

Reporting of the leak detection findings is available over the LAN (local area network) and WAN (wide area network)

4.2.3.7 Water Chemistry A1 Periodic water chemistry analysis is available and used effectively. Data collection is based on some established time interval TR1003374–PdM Guidelines Volumes 1–4, August 1994– December 1999 TR1003374–PdM Guidelines Volumes 1–4, August 1994– December 1999 TR1003374–PdM Guidelines Volumes 1–4, August 1994– December 1999 TR1003374–PdM Guidelines Volumes 1–4, August 1994– December 1999 TR1003374–PdM Guidelines Volumes 1–4, August 1994– December 1999

A2

Chemistry tool has trending capability

A3

Periodic water chemistry tool has expert system, pattern or neural net capability

A4

Reporting of the water chemistry findings is available over the LAN (local area network) and WAN (wide area network)

A5

The water chemistry tool is linked to equipment condition decision tools

4.2.3.8 Transformer Diagnostics A1 Periodic transformer diagnostic system is available and used effectively on main, step-up and station transformers. Data collection is based on established time intervals Periodic transformer system includes for example: oil, moisture detection, partial arch, loose parts and process parameter, analyses TR1003374–PdM Guidelines Volumes 1–4, August 1994– December 1999 TR1003374–PdM Guidelines Volumes 1–4, August 1994– December 1999

A2

D-21

2. pattern or neural net capability A5 Reporting of the transformer diagnostic findings is available over the LAN (local area network) and WAN (wide area network) A6 Periodic transformer tool is linked to equipment condition decision tools 4. August 1994– December 1999 TR1003374–PdM Guidelines Volumes 1–4. process parameter analysis TR1003374–PdM Guidelines Volumes 1–4. August 1994– December 1999 A2 A3 Periodic circuit breaker tool has trending capability A4 Reporting of the Periodic circuit breaker diagnostic findings is available over the LAN (local area network) and WAN (wide area network) A5 Periodic circuit breaker tool is linked to equipment condition decision tools D-22 . Data collection is based on established time intervals Periodic circuit breaker system includes. August 1994– December 1999 TR1003374–PdM Guidelines Volumes 1–4.3.9 Breaker Diagnostics A1 Periodic circuit breaker diagnostic system is available and used effectively on plant critical switchyard circuit breakers.Technologies TR1003374–PdM Guidelines Volumes 1–4. August 1994– December 1999 TR1003374–PdM Guidelines Volumes 1–4. August 1994– December 1999 A3 Periodic transformer tool has trending capability A4 Periodic transformer tool has expert system. August 1994– December 1999 TR1003374–PdM Guidelines Volumes 1–4. for example. August 1994– December 1999 TR1003374–PdM Guidelines Volumes 1–4. August 1994– December 1999 TR1003374–PdM Guidelines Volumes 1–4. August 1994– December 1999 TR1003374–PdM Guidelines Volumes 1–4.

August 1994– December 1999 TR1003374–PdM Guidelines Volumes 1–4. absorption.e. vibration.2. August 1994– December 1999 TR1003374–PdM Guidelines Volumes 1–4. August 1994– December 1999 A2 Reporting of other diagnostic monitoring findings is available over the LAN (local area network) and WAN (wide area network) A3 Other diagnostic monitoring tools are linked to equipment condition decision tools D-23 .3. August 1994– December 1999 TR1003374–PdM Guidelines Volumes 1–4. August 1994– December 1999 TR1003374–PdM Guidelines Volumes 1–4. heater and motor current signature analysis) Motor diagnostics is also based on diagnostic monitoring (i.2. winding resistance. insulation resistance.11 Other A1 Other diagnostic monitoring tools that cover specific critical equipment are available and effectively used TR1003374–PdM Guidelines Volumes 1–4. lube oil) A4 A5 Reporting of motor diagnostic findings is available over the LAN (local area network) and WAN (wide area network) A6 The motor diagnostic system is linked to equipment condition decision tools 4. August 1994– December 1999 TR1003374–PdM Guidelines Volumes 1–4.10 Motor Diagnostics A1 Periodic Motor Diagnostic system exists and is effectively used on critical motors TR1003374–PdM Guidelines Volumes 1–4. August 1994– December 1999 A2 Data collection for the motor diagnostic system is based on some established time intervals A3 Motor diagnostics is based on electrical tests (i. DC step voltage.e.3. thermography. August 1994– December 1999 TR1003374–PdM Guidelines Volumes 1–4. polarization index. August 1994– December 1999 TR1003374–PdM Guidelines Volumes 1–4.Technologies 4. capacitance/dissipation factor.

4 Technology Software This sub-element addresses software that supports the analysis needed to evaluate the condition or performance of equipment and/or systems.Technologies 4.4. design modifications and for troubleshooting evaluations Analytical rotor dynamic analysis is combined with vibration monitoring systems to support the evaluation of equipment health used to establish baselines and for troubleshooting Reporting of rotor dynamic systems findings are available over the LAN (local area network) and WAN (wide area network) The rotor dynamic system is linked to equipment condition decision tools.4. and model analysis.2.2. Various EPRI PMO Technical Reports Various EPRI PMO Technical Reports Various EPRI PMO Technical Reports A2 A3 A4 Various EPRI PMO Technical Reports Various EPRI PMO Technical Reports A5 4.2 Finite Element Stress and Temperature A1 Analytical finite element stress and temperature analyses are available and used to determine resonant mode shapes and frequencies of all critical equipment Analytical finite element stress and temperature analyses are used to establish baselines. design modifications and for troubleshooting evaluations Analytical finite element stress and temperature analyses are combined with temperature and stress monitoring systems to support the evaluation of equipment health used to establish baselines and for troubleshooting Various EPRI PMO Technical Reports A2 Various EPRI PMO Technical Reports Various EPRI PMO Technical Reports A3 D-24 . 4. Examples would include finite element stress and thermal analysis. rotor dynamic analysis of rotating equipment.2.1 Rotor Dynamics A1 Analytical rotor dynamic analysis is available and used to determine resonant mode shapes and frequencies of all critical rotating equipment Analytical rotor dynamic analysis is used to establish baselines.

A1 A data historian (i.3 Other A1 Other analytical tools that cover specific critical equipment are available and effectively used Reporting of other analytical findings is available over the LAN (local area network) and WAN (wide area network) Other analytical tools are linked to equipment condition decision tools Various EPRI PMO Technical Reports Various EPRI PMO Technical Reports Various EPRI PMO Technical Reports A2 A3 4.4. that captures process data. August 1994– December 1999 TR1003374–PdM Guidelines Volumes 1–4. PI)/plant process computer.e.2. data historians.2. is available and is used effectively TR1003374–PdM Guidelines Volumes 1–4. August 1994– December 1999 TR1003374–PdM Guidelines Volumes 1–4.5 Process Data Utilization This sub-element addresses the use of process data in the condition assessment evaluation of systems and equipment. and the control system. Process information can come from the plant computer. August 1994– December 1999 TR1003374–PdM Guidelines Volumes 1–4. August 1994– December 1999 A2 The process data tool is routinely used to assess the condition of the system and equipment A3 The process data tool has capability of automatically alerting when predescribed limits are exceeded A4 The process data tool has trending capability and plotting capability D-25 .Technologies A4 Reporting of finite element systems findings are available over the LAN (local area network) and WAN (wide area network) The finite element system is linked to equipment condition decision tools Various EPRI PMO Technical Reports Various EPRI PMO Technical Reports A5 4.

Technologies TR1003374–PdM Guidelines Volumes 1–4. They could be on-line continuous tools that utilize sensor information to determine process or equipment performance. August 1994– December 1999 TR1003374–PdM Guidelines Volumes 1–4. pattern or neural net capability A6 Reporting of the process data findings is available over the LAN (local area network) and WAN (wide area network) A7 The process data tool is linked to equipment condition decision tools A8 Process data is an integral part of the Predictive Maintenance Program A9 System/Equipment owners utilize process information in their evaluations 4. August 1994– December 1999 TR1003374–PdM Guidelines Volumes 1–4. August 1994– December 1999 TR1003374–PdM Guidelines Volumes 1–4.6 Equipment Performance Monitoring Tools This sub-element addresses the use of performance tools in the condition assessment evaluation of systems and processes. August 1994– December 1999 TR1003374–PdM Guidelines Volumes 1–4. August 1994– December 1999 TR1003374–PdM Guidelines Volumes 1–4. A1 Performance system is available and is used effectively. August 1994– December 1999 A2 Performance tool is a continuous online system A3 The performance tool is routinely used to assess the condition of the system and equipment D-26 . August 1994– December 1999 A5 The process data tool has expert system. August 1994– December 1999 TR1003374–PdM Guidelines Volumes 1–4. Some of these systems are designed for off-line use.2. August 1994– December 1999 TR1003374–PdM Guidelines Volumes 1–4. It is applied to critical equipment and processes TR1003374–PdM Guidelines Volumes 1–4.

August 1994– December 1999 TR1003374–PdM Guidelines Volumes 1–4. D-27 . pattern or neural net capability A7 Reporting of the performance findings is available over the LAN (local area network) and WAN (wide area network) A8 The performance tool is linked to equipment condition decision tools A9 Process data is an integral part of the Predictive Maintenance Program A10 System/Equipment owners utilize process information in their evaluations 4.3 Information Integration System This element addresses the use of integration systems that relay on the local area networks. August 1994– December 1999 A5 The performance tool has trending capability A6 The performance tool has expert system. equipment condition status. August 1994– December 1999 TR1003374–PdM Guidelines Volumes 1–4.Technologies A4 The performance tool has capability of automatically alerting when predescribed limits are exceeded TR1003374–PdM Guidelines Volumes 1–4. and equipment technical documentation. They should link to industry databases such as Equipment Performance Information Exchange (EPIX). and web-based intranet and internet networks. August 1994– December 1999 TR1003374–PdM Guidelines Volumes 1–4. August 1994– December 1999 TR1003374–PdM Guidelines Volumes 1–4. scheduling. budgets. August 1994– December 1999 TR1003374–PdM Guidelines Volumes 1–4. August 1994– December 1999 TR1003374–PdM Guidelines Volumes 1–4. These systems include financial.

and costs A3 Financial tools tracks all costs by project. equipment condition decision tools A5 EPRI Process Improvement Documents EPRI Process Improvement Documents EPRI Process Improvement Documents EPRI Process Improvement Documents EPRI Process Improvement Documents A6 A7 A8 A9 D-28 .) Reporting of the financial performance/financial status is available over the LAN (local area network) and WAN (wide area network) Financial tools are linked to the CMMS. Fin work. contractor. includes: purchasing. Work Order.1 Financial This sub-element addresses the use of software that supports the financial aspects of the maintenance organization such as material purchases. A1 Financial software exists and is used effectively EPRI Process Improvement Documents EPRI Process Improvement Documents EPRI Process Improvement Documents EPRI Process Improvement Documents A2 Financial tools tracks labor. budgeting. outage. etc. PdM. material.e.Technologies 4. engineering. A4 Financial tools tracks all costs work by work order categories such as: corrective maintenance-unexpected.3. corrective maintenance-expected (work on equipment that was established as run-to-failure). and. etc.) Financial tools tracks all costs by maintenance organization (i. and equipment condition decision tools Financial tools are part of an enterprise system that. the cost of doing maintenance and tracking the return on investment as a measure of the financial success of doing maintenance. business plan. for example. maintenance management. cost tracking. time sheets. engineering projects). electrical. mechanical crew 1. etc. etc. business plan. corrective maintenancecondition directed (work resulting from PM). mechanical crew 2. journeyman. I&C. Financial tools tracks all costs by labor classification (management apprentice. etc.

2 Budget and Schedule This sub-element addresses the use of software that supports the maintenance budgeting process. the information can be shared with other plants and industries. Since these tools are web-based.. include purchasing. etc. cost tracking.3. and equipment condition decision tools. business plan. and reports the status of the health of the equipment.Technologies 4.3. budgeting. A1 System and equipment condition assessment (health) tools exist TR1000321 EPRI PMO Assessment Guidelines D-29 . A5 Bubget tools support the budgeting for the maintenance organization such as. time sheets. management. Reporting of the budget status is available over the LAN (local area network) and WAM (wide area network) Bubget tools are linked to the CMMS. Bubget software exists and is used effectively A6 A7 A8 A1 EPRI Process Improvement Documents 4. I&C. maintenance management. electrical. etc. A1 Bubget software exists and is used effectively EPRI Process Improvement Documents EPRI Process Improvement Documents EPRI Process Improvement Documents EPRI Process Improvement Documents EPRI Process Improvement Documents EPRI Process Improvement Documents EPRI Process Improvement Documents A2 Bubget tools support the business plan development A3 Bubget tools supports the budgeting efforts. business plan. mechanical. for example. etc. outages.3 Equipment Condition Data This sub-element addresses the use of networked base integration tools that support the condition process. and equipment condition decision tools Bubget tools are part of an enterprise system that. Engineering. for projects.

2) (i. operator logs/rounds. process. process. current condition (health).Technologies TR1000321 EPRI PMO Assessment Guidelines TR1000321 EPRI PMO Assessment Guidelines TR1000321 EPRI PMO Assessment Guidelines A2 These tools are easy to use and used effectively A3 The system and equipment assessment tools are combined into one software tool This tool is linked or can access key information from corporate and plant databases. equipment design manuals. etc. testing. and the availability of resources (financial and workforce) A10 TR1000321 EPRI PMO Assessment Guidelines A11 TR1000321 EPRI PMO Assessment Guidelines D-30 . such as drawings. performance. Also this tool is linked to the equipment technology document software This tool is linked or can access the Maintenance & Diagnostic Technology Tools (Section 4. and engineering. repair history. and decision This tool is linked to the financial tools A4 A5 TR1000321 EPRI PMO Assessment Guidelines A6 TR1000321 EPRI PMO Assessment Guidelines TR1000321 EPRI PMO Assessment Guidelines TR1000321 EPRI PMO Assessment Guidelines TR1000321 EPRI PMO Assessment Guidelines A7 A8 This tool can access the industry databases such as EPIX. execution. This tool supports maintenance decisions based on: impact on plant/unit reliability and the value. technology) This tool is linked to the Maintenance Management tools (Section 4. Internet access is limited based on security considerations.1) such as the CMMS. A9 Tools are available over the wide area and local area network and over the intranet and internet. life expectancy and age of the asset.e. craft. and information from operators. condition monitoring. EPRI. design data. This tool supports the evaluation of the current health (condition) of plant systems and components (equipment) based on diagnostic. and system P&IDs. risk assessment.

These reports would be a part of the system and equipment condition (health) assessment tool if it exists System Health reports exist and are available over the intranet and internet.3. A1 The dispatch system information is available to maintenance personnel through the data historian and or the control system Dispatch information such as load projections.4 Dispatch System This sub-element system provides information on the current demands of the units.e. methods to aid in the decision making Reporting capabilities of this system and equipment condition assessment tool includes: layered to satisfy management. access by other plants and access by other utilities and organizations This tool is available over the wide area and local area network and over the intranet and internet with internet access is limited based on security considerations Component Health reports exist and are available over the intranet and internet. is available to support the maintenance decision processes such as schedule Plant maintenance requirements can be readily sent to dispatch to support their decision process EPRI Process Improvement Documents EPRI Process Improvement Documents A2 A3 EPRI Process Improvement Documents D-31 .) This tool has the capabilities of documenting case histories for future references. These reports would be a part of the system and equipment condition (health) assessment tool if it exists TR1000321 EPRI PMO Assessment Guidelines TR1000321 EPRI PMO Assessment Guidelines A13 A14 TR1000321 EPRI PMO Assessment Guidelines A15 TR1000321 EPRI PMO Assessment Guidelines A16 INPO 97-013 A17 INPO 97-013 4. systems and component health (i. etc. etc. Pattern Recognition. color codes are used to provide a quick view of this current status. Neural Nets.Technologies A12 This tool utilizes Expert Systems. and craft. availability of the units. provide the current status of overall plant. current load conditions. supervisors. system and component engineers.

A1 A2 A3 EPIX is available over the Intranet and Internet EPIX is a tool that is routinely referenced by maintenance personnel EPIX cases are used to support the equipment condition assessment INPO 97-013 INPO 97-013 INPO 97-013 4. life expectancy) is an integral part of the Dispatch Decision tools EPRI Process Improvement Documents A4 4. cost.Technologies Maintenance Asset management (Risk. plant capability and design documents. engineering modifications.3. etc.3. A5 D-32 .6 Equipment Technical Documents This sub-element addresses the linking of equipment technical documents into a database that is accessible over the network. A1 Technical documentation software exists and is used effectively EPRI Process Improvement Documents EPRI Process Improvement Documents A2 Technical documentation tools include equipment manuals. drawings. condition.5 Equipment Performance Information Exchange (EPIX) Industry Database This sub-element addresses the availability and use of the EPIX industry database over the internet. P&IDs. Technical documentation software is designed to be easily updated A3 EPRI Process Improvement Documents EPRI Process Improvement Documents EPRI Process Improvement Documents A4 These tools are available over the LAN (local area network) and WAM (wide area network) These tools are linked to the CMMS and system and equipment condition decision tools. training material.

.

Inc. California 94303 • USA 800.2121 • askepri@epri. and society. electric utilities established the Electric Power Research Institute in 1973 as a nonprofit research consortium for the benefit of utility members. EPRI. All rights reserved. Electric Power Research Institute and EPRI are registered service marks of the Electric Power Research Institute.com . Palo Alto. Inc.855. EPRI’s multidisciplinary team of scientists and engineers draws on a worldwide network of technical and business expertise to help solve today’s toughest energy and environmental problems. the company provides a wide range of innovative products and services to more than 1000 energyrelated organizations in 40 countries. Now known simply as EPRI. EPRI. Inc.313. Printed on recycled paper in the United States of America 1004705 EPRI • 3412 Hillview Avenue. their customers.3774 • 650. U. Electrify the World © 2002 Electric Power Research Institute (EPRI).S. Palo Alto. ELECTRIFY THE WORLD is a service mark of the Electric Power Research Institute.Targets: Plant Maintenance Optimization About EPRI EPRI creates science and technology solutions for the global energy and energy services industry. California 94304 • PO Box 10412.com • www.epri.

Sign up to vote on this title
UsefulNot useful