O&m Fftpresentation

FEMP First Thursday Seminars
Operations,
Maintenance,
and
Commissioning
Building 54, Pearl Harbor Naval Facilities Engineering Command, Hawaii
www.femp.energy.gov/training
1 | www.femp.energy.gov/training eere.energy.gov
Objectives
Upon completion of this seminar, you will be able to:
1. give an up-to-date definition of operations and maintenance today.
2. explain the relationship of O&M and commissioning.
3. discuss the benefits of a well run O&M program.
4. explain some of the common barriers to O&M and how to overcome those
barriers.
5. list 5 performance measures for an effective O&M program.
6. explain O.M.E.T.A. in terms of an complete O&M program.
7. explain lifecycle implications in O&M from new component design to
replacement.
8. discuss the benefits of each of these types of maintenance: reactive,
preventative, predictive, and reliability centered.
9. locate resources to support you in O&M.
Operations,
Maintenance,
and
Commissioning
Ray Pugh
Operations and Maintenance
Pacific Northwest National
Laboratory
Building 54, Pearl Harbor Naval Facilities Engineering Command, Hawaii
www.femp.energy.gov/training
Commissioning?
Is It Part of Your O&M?
What is Commissioning?
Process of verifying (typically new construction)
that all subsystems, i.e., HVAC, Electrical,
Fire Safety, etc., perform in accordance with
design expectations.
Commissioning
If the building subsystem’s
performance/operation meets or exceeds design
criteria,
a key question is, “For how long?”
Commissioning
• A well designed and supported
O&M program is critical to:
– Maintaining system performance
– Extending equipment/component operational life
– Cost avoidance
• Equipment replacement
• Maintaining system efficiency
What is O&M?
Operations & Maintenance
Classic Definition:
The processes related to the performance of
routine, preventative, predictive, scheduled,
unscheduled and emergency maintenance.
Includes operational factors such as
– scheduling
– procedures
– work/systems control
Defining
Modern Definition:
The coordinated integration of the operations,
maintenance, engineering support, training, and
administrative areas (OMETA) of any process in
order to maintain and/or increase the efficiency,
reliability, and safety of the process.
Northwest Survey Findings:

History of Neglect
• Operating equipment in manual override
• Incorrectly adjusted equipment
• Inoperative equipment
• Steam, air, water leaks
• Faulty control systems
• Damaged HVAC equipment
Importance of
• Northwest industries survey
• Potential energy savings of between
5 - 7 thousand MWh per year could
be achieved by improving O&M practices.
• O&M energy savings of 5 - 20% common
• Low-cost, no-cost savings prevalent
O&M Potential
DOE Case Study
DOE Forrestal Building
– No steam metering
or active O&M
– Performed system
audit to correct
deficiencies
– Annual steam savings
of $250,000
(leaks and traps)
“O&M First” Benefits

• Reduce energy consumption
• Reduce unscheduled equipment repair
and/or replacement
• Reduced capital costs for replacing
equipment which prematurely fails
• Ensure other energy conservation technologies
achieve their expected cost savings
• Improved staff morale
Barriers to an “O&M First” Philosophy

• Limited staff
• Lack of training
• Inadequate diagnostic equipment
• Missing technical documentation
• Budget
• Inadequate building/equipment metering
• Lack of management commitment
• Poor morale
Barriers to Selling O&M to Management

You must address each and every concern
– The program will not succeed
– Costs are too much
– Too technical/I’ll have less control
– Limited understanding of technologies
– No confidence
– No personal benefit
– Human resource problems
Overcoming the Barriers to Selling

O&M to Management
• Understand the decision makers
• Understand the competition
• Speak the language of decision makers
– Economics:
• Return on investment
• NPV??
• Life Cycle Costs
• Help them reach their goals
• EDUCATE!!!!
Overcoming the Barriers to Selling

O&M to Management
Getting the program off the ground:
– Start small
– Select troubled equipment
– Pick situations which will provide immediate,

positive results
– Keep accurate records
Time and costs
•
• Maintenance cost savings
• Maintenance cost avoidance
– Blow your own horn
Measuring The Quality

of your O&M Program
O&M Performance Indicators
O&M Metrics:
• Work orders
generated/closed out
• Backlog of corrective
maintenance
• Backlog of preventive
maintenance
• Safety record
Effective Operations & Maintenance

Program Management: OMETA
OPERATIONS
MAINTENANCE ENGINEERING
O&M
INTEGRATION
TRAINING ADMINISTRATION
Engineering Support
Maintenance
Training
Operations
Administration
OMETA
Operations
• Organizational structure
• Interface defined and understood
• Plant evolutions and testing

authorized and controlled
• Use of approved procedures
• Operating conditions effectively monitored
Maintenance
• Work priority system
• Work documentation
• Maintenance program implemented
Engineering Support
• Sufficient staff and resources
• Adequate design and modification
• Interface with Operations and

Maintenance personnel
• Data collected and trended
• Configuration control
Training
• Staff and resources are sufficient
• Training mated with job
• Evaluation
• Initial and continuing training needs met
Administration
• Program
• Work Control
• Configuration control
A Good O&M Program Has An

Integrated OMETA
Engineering Support
Maintenance
Training
Operations
Administration
Weak Link in OMETA = O&M Less Effective
Maintenance Program
OPERATIONS
ENGINEERING
MAINTENANCE
O&M
INTEGRATION
TRAINING ADMINISTRATION
Maintenance Programs
• Component Life-cycle
• Maintenance Programs and Practices
The Component Life Cycle

Nominal Life Cycle
Life Cycle
New
Component
Common Design Basis

Replacement Operations
End of Life Design Basis

Condition Degradation
Repair Preventative
Refurbish Maintenance/S
Schedule urveillance
Life Cycle
New Component New
Component
Design technical bases:
• Temperature Common Design Basis
Replacement Operations
• Pressure
• Clearances
• Vibration End of Life Design Basis
Repair Preventative
Refurbish Maintenance
Schedule Surveillance
Life Cycle
Design Basis Operation New
Component
• Operate and maintain
the component as the Common
Replacement
Design Basis
Operations
designer intended
(technical manual)
Design Basis
Degradation Condition Degradation
• Component is expected
to degrade at some
Repair Preventative
known controlled rate Refurbish
Schedule
Maintenance
Surveillance
Life Cycle
Preventive Maintenance New
Component
Surveillance
Common Design Basis
• Standard PM approach used Replacement Operations
– Keep up with routine
preventive maintenance
– Measure degradation-prone
areas End of Life Design Basis
Repair/Refurbish Schedule
• Brings component performance Repair Preventative
back to a more acceptable level Schedule Surveillance
Life Cycle
End-Of-Life Condition New
Component
• No longer cost effective
to refurbish component Common
Replacement
Design Basis
Operations
Component Replacement
• A new component
selected and Condition Degradation
purchased
Repair Preventative
Schedule Surveillance
BREAK
Ab Ream
Department of Energy
Federal Energy Management Program
Abbreviated Component
Life-Cycle
What Happens When Things Go Wrong
What Happens When Things Go Wrong
Why Things Go Wrong

Incorrect application
Off-Design Operation
Unaccounted for stressors
Improper maintenance
Premature failure
Maintenance Practices
The aggregate of direct and supporting
actions that detect, preclude or mitigate
the degradation of a system or component
functionality, or restore that function to
an acceptable level of performance
following failure.
Maintenance Practices – A Closer Look

• Reactive maintenance (corrective)
• Preventive maintenance (PM)
• Predictive maintenance (PDM)
• Reliability centered maintenance (RCM)
Reactive Maintenance
• “Run it till it breaks”
• The exclusive maintenance
mode up until the
last decade
• Continues to be the
predominate method
of maintenance
• A benchmark study in 1988
• >55% Reactive
• <30% Preventive
• <10% Predictive
• A CSI published study in 1992
• Approximately 50% Reactive
• 25% Preventive
• 15% Predictive
• 10% Proactive
• 1997 benchmark study:
• > 50% Reactive
• 25-30% Preventive
• < 25% Predictive and/or Proactive
• Winter 2000 Society for Maintenance and

Reliability Professionals newsletter:
• > 55% Reactive
• 31% Preventive
• 12% Predictive
• 2% Other
Ideal Reactive Maintenance

• Ideal Maintenance Program
– Best Practice or top quartile plants:
• <10% Reactive
• 25-35% Preventive
• 45-55% Predictive
• Balance Proactive
Advantages
• Low costs
• Less staff
Reactive Maintenance - Disadvantages

• Unplanned downtime
• Labor $
• Repair or replacement $
• Secondary equipment damage $
• Inefficient use of staff resources
Preventative Maintenance
Actions that detect, preclude, or mitigate
degradation of a component or system with
the aim of sustaining or extending its useful
life through controlling degradation to an
acceptable level.
• Maintenance activities are based on
specific time intervals (sometimes referred to
as “Periodic Maintenance”)
– Calendar days
– Run time
– Parts produced
• Includes routine tasks such as:

– Changing oil
– Replacing filters
– Greasing bearings
– Instrument calibration
• Useful against age related modes
of failure
– Wear
– Fatigue
– Corrosion
• Analogous to an automobile schedule

of maintenance.
Preventative Maintenance Advantages

• Cost effective
• Flexibility allows for the adjustment of
maintenance periodicity
• Increased component life-cycle
• Energy savings
• Reduced equipment or process failures
Preventative Maintenance Disadvantages

• Catastrophic failures still likely to occur
• Labor intensive
• Performance of unneeded maintenance
• Incidental damage to components through
poor maintenance practices
How to Build a
Preventative Maintenance Program
• Master equipment list
– Prioritize components based on
importance to process
– Assign components into logical groupings
• Determine the type and number of
maintenance activities required
– Assess the size of maintenance staff
– Identify tasks that may be performed by
operations maintenance personnel
How to Build a
• Determine the periodicity
– Manufacturer technical manuals
– Machinery history
– Root cause analysis findings - Why did it fail?
– Utilize good engineering judgment
• Prepare and implement a maintenance schedule
– Daily
– Weekly
– Quarterly
– Annually
How to Build a
• Prepare a schedule of maintenance activities
to be performed during outages
• If possible, incorporate schedule into a
computer-based management system
– more accurate
– ease in report generating
– ease in updating
• Provide a method to monitor program

performance
Predictive Maintenance
Measurements that detect the onset
of a degradation mechanism thereby
allowing casual stressors to be
eliminated or controlled prior to any
significant component degradation.
Predictive Maintenance
• Measuring component stress levels
before they can cause a problem
Predictive Maintenance - Advantages

• Increased component operational life/availability
• Allows for preemptive corrective actions
• Decrease in equipment or process downtime
• Decrease in costs for parts and labor
• Improved worker and environmental safety
• Improved worker morale
• Energy Savings
Predictive Maintenance - Disadvantages

• Increased investment in diagnostic equipment
• Increased investment in training of staff
• Savings potentials not readily

• seen by management
Reliability Centered Maintenance

• Plan is based upon reliability criteria with priority given to
the most critical components.
• Determine what types of failures are likely to occur.
• Focuses on preventing failures whose consequences
are likely to be serious.
• Emphasizes the use of predictive maintenance practices.
• Includes aspects of reactive and preventive
maintenance concepts.

• Pioneered by the U.S. Airline Industry
and is the standard for airlines today
• Adopted by many Nuclear Power Plants
• Being introduced into Fossil Power Plants

• Comprised of three major tasks:
1. Careful analysis of failure modes and effects
2. Identify effective maintenance tasks or
mitigation strategies
3. Integration into the existing maintenance program
Reliability Centered Maintenance -

Advantages
• Can be the most efficient maintenance
program
• Lower costs by eliminating unnecessary
maintenance or overhauls
• Minimize frequency of overhauls
• Reduced chance of sudden equipment failure
Reliability Centered Maintenance –

Advantages, cont.
• Able to focus maintenance activities on
critical components
• Increased component reliability
• Incorporates root cause analysis
Reliability Centered Maintenance -

Disadvantages
• Can have significant startup costs
– Manpower
– Equipment
– Training

• Represents the Premier Maintenance Program
• The underlying principles can be integrated into
any maintenance program
PNNL Maintenance Program

Utilizing one-line system diagrams
to generate equipment list
Comp System Main Sub-

Identifier Location
Type Acronym Component Component
CB E E-CB-EAL1 EAL1 0 PNL EAL150A Incoming CB
PNL EAL1, By Room 109
P E E-P-EAL1 EAL1 in hallway
P E E-P-EBH21 EBH21 PNL EBL21, Room 3150

PNL EBL21, Room 3150
P E E-P-EBL21 EBL21
Define Component Related Failures

POTENTIAL FAILURE
PNL BL21, Room 3150 Failure Cause Failure Rate
E MODE
Failed to close
1. Mechanical binding 5 (.0027 per yr) (1:370)
when it should
2. Contact degradation
(pitting, corrosion, dirt) 5 (.0027 per yr) (1:370)
3. Misalignment/adjustment 5 (.0027 per yr) (1:370)
4. Failure of trip units 5 (.0027 per yr) (1:370)

Failed while
1. Mechanical binding 1:833 (.0012 per yr)
opening
2. Contact degradation (pitting,
corrosion, dirt) 1:833 (.0012 per yr)
3. Misalignment/adjustment 1:833 (.0012 per yr)
4. Failure of trip units 1:833 (.0012 per yr)
Prioritize Component List

Effect Severity of Effect on R&D Operations Ranking
Safety related Inoperable due to degradation to safety of personnel or facility 10
without warning
Safety related Inoperable due to challenge to safety of personnel or facility 9
with warning
Very High Inoperable with destructive failure without compromising safety 8
High Inoperable with major damage 7
Moderate Inoperable with minor damage 6
Low Restricted due to degradation to safety of personnel or facility 5
Very Low Operable with significant degradation to equipment 4
performance
Minor Operable with minor degradation to equipment performance 3
Very Minor Operable with minimal interference 2
None Not affected 1

Probability of Failure Component Failures/Years Ranking
Very high: failure almost inevitable >1 in 2 10
1 in 3 9
High: Repeated failures 1 in 8 8
1 in 20 7
Moderate: Occasional failure 1 in 80 6
1 in 400 5
1 in 2000 4
Low: Relatively few failures 1 in 15,000 3
1 in 150,000 2
Remote: Failure is unlikely 1 in 1,500,000 1

Detection Likelihood of Detection by Current Ranking
Maintenance Practices
Absolute Maintenance cannot detect potential failure cause 10
Uncertainty and subsequent failure mode
Very Remote Very remote change maintenance will detect 9

potential failure cause and subsequent failure
Remote Remote chance maintenance will detect potential 8
failure cause and subsequent failure
Very Low Very low chance maintenance will detect potential 7
failure cause and subsequent failure mode
Low Low chance maintenance will detect potential 6

failure cause and subsequent failure mode
Priority
• Risk Priority Number
• Severity x Failure Rate x Detection Probability =

RPN
• Maintenance Practices Adjusted and focused at
high RPN component and failure modes
Why Change?
Program Cost Savings

• 15 to 60% of traps in a plant can be
expected to blow through
• Approximate annual cost
(based on $3/1000 lb and a 100 psig system)
– ¼ orifice - $7,800
– ½ orifice - $30,000
• Assume plant with 100 traps
(1/4) and 20% failure:
– 20x $7800 = $156,000
What Does Reactive Maintenance Cost?

• Extra Inventory
• Downtime
• Energy
• Overtime
• Equipment Failure
Operations and Maintenance

• Start program development early
• Recognize the program entities
(OMETA)
• Evaluate needs
(Reactive, Preventive, Predictive)
• Document program results
Resources to Get Your Started

FEMP Website on O&M
http://www1.eere.energy.gov/femp/program/operations_maintenance.html
FEMP O&M Best Practices Guide

http://www1.eere.energy.gov/femp/pdfs/omguide_complete.pdf
Operations, Maintenance, and Commissioning
Seminar Evaluation
and the Open Book Quiz
Almost done . . .
The link below will take you to the brief

open-book Quiz and Evaluation.
Earn a Certificate of Completion for your records!
http://apps1.eere.energy.gov/femp/training/quiz/o&m.cfm

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FEMP First Thursday Seminars

Building 54, Pearl Harbor Naval Facilities Engineering Command, Hawaii

Operations & Maintenance

Northwest Survey Findings:

“O&M First” Benefits

Barriers to an “O&M First” Philosophy

Barriers to Selling O&M to Management

Overcoming the Barriers to Selling

Overcoming the Barriers to Selling

– Select troubled equipment

– Pick situations which will provide immediate,

• Maintenance cost savings

• Maintenance cost avoidance

– Blow your own horn

Measuring The Quality

O&M Performance Indicators

Effective Operations & Maintenance

• Interface defined and understood

• Plant evolutions and testing

• Use of approved procedures

• Operating conditions effectively monitored

• Maintenance program implemented

• Adequate design and modification

• Interface with Operations and

• Data collected and trended

• Training mated with job

• Initial and continuing training needs met

A Good O&M Program Has An

Weak Link in OMETA = O&M Less Effective

• Maintenance Programs and Practices

The Component Life Cycle

Common Design Basis

End of Life Design Basis

What Happens When Things Go Wrong

What Happens When Things Go Wrong

Why Things Go Wrong

Unaccounted for stressors

Maintenance Practices – A Closer Look

• Winter 2000 Society for Maintenance and

Ideal Reactive Maintenance

Reactive Maintenance - Disadvantages

• Includes routine tasks such as:

• Analogous to an automobile schedule

Preventative Maintenance Advantages

Preventative Maintenance Disadvantages

• Provide a method to monitor program

Predictive Maintenance - Advantages

Predictive Maintenance - Disadvantages

• Increased investment in training of staff

• Savings potentials not readily

Reliability Centered Maintenance

Reliability Centered Maintenance

Reliability Centered Maintenance

Reliability Centered Maintenance -

Reliability Centered Maintenance –

• Increased component reliability

• Incorporates root cause analysis

Reliability Centered Maintenance -

Reliability Centered Maintenance

PNNL Maintenance Program

Comp System Main Sub-

P E E-P-EBH21 EBH21 PNL EBL21, Room 3150

Define Component Related Failures