Chapter 5: Global Performance Evaluation

GPE is a powerful systematic methodology:

• To achieve the targets & goals
• To overcome the constraints & problems.
• To determine the strength & weakness points
• To support the decision making process

Cost Quality rate Quantity

performance performance
Under HSE
Conditions

Maintenance Resources Time

quality productivity utilization
HSEM HSE management View – Part I - Dr. Attia Gomaa - 2007 1/Ch. 5
 Cost Quality Quantity
GPE?
Under HSE Conditions
Maintenance Resources Time
1- HSE conditions
Acceptable level 5- Quality control
Non-acceptable level Acceptable level
2- Work quantity control Non-acceptable level
Over estimation 6- Resources control
Under estimation Over estimation
3- Time control Under estimation
Behind schedule (late) 7- Maintenance control
Ahead schedule (early) Over estimation
4- Cost control Under estimation
Cost overrun Evaluation Policy:
Cost under-run N:± 10% G: + (10-20)% VG: + (20-30)%
B: - (10-20)% VB: - (20-30)%
D> ± 30% Why? “Excellent or Catastrophic”

HSEM HSE management View – Part I - Dr. Attia Gomaa - 2007 2/Ch. 5
 How does GPE
support the decision making process?

(1) (2) (3) (4) (5)

Indicators Indicators Indicator Indicators Indicators
to correct to prevent to detect to discover to Minimize
early hidden the risk of
hazard/ hazard/ hazard/ hazard/ hazard/
failure/ failure/ failure/ failure/ failure/
division division division division division

Corrective
Preventive Indicators Proactive
Indicators
Indicators
HSEM HSE management View – Part I - Dr. Attia Gomaa - 2007 3/Ch. 5
 Review Policy:

• Criticality analysis for all activities & resources

HSE effect (major & minor)
Time effect (critical & noncritical)
Cost effect (major & minor)
Process effect (major & minor)
Availability (Low & High)

• Activities & resources classification (A, B and C)

• Review frequency (daily, weekly, monthly, .. etc.)
• Review forms
• Actual performance

HSEM HSE management View – Part I - Dr. Attia Gomaa - 2007 4/Ch. 5
 GPE Levels
(1) Follow-up: (Technical)
 Target performance
 Actual performance
 Analysis
 Recommendation
(2) Performance Evaluation:
• Total view (process, HSE, Maint.)
• Evaluation Indicators for each view
• Analysis
• Strength and weakness points
• Recommendation
• Conclusion

(3) KPI for decision making:

(Top: Global & Summarized)

• Global indicators
• Strength and weakness points
• Recommendation
• Conclusion
HSEM HSE management View – Part I - Dr. Attia Gomaa - 2007 5/Ch. 5
 Performance Indicators for Equipment Losses
Category Equipment losses Performance Indicator
Down-time losses Equipment failures Availability
(lost availability) Set-up and adjustments Reliability
Speed losses Idling and minor stoppages Performance efficiency
(lost performance) Reduced speed operation Capacity factor
Defect losses Scrap and rework Quality rate
(lost quality) Start-up losses
Resource losses Critical resource Resource productivity
(unused) consumption rates
Safety losses Accident / Incident Lost Time Injury (LTI)
Unsafe act/ condition
Cost losses All the previous losses Repair cost
CM/PM cost ratio
Down time cost
Total losses All the previous losses OEE / NEE
Process productivity
Profit / Value added
HSEM HSE management View – Part I - Dr. Attia Gomaa - 2007 6/Ch. 5
 Process Time Analysis
Total (calendar) time (T0)

Planned (target) time (T1) t1

Available time (T2) t2

Operating (used) time (T3) t3

Net operating time or uptime (T4) t4

Productive time (T5) t5

Non-productive time (TL)

Total time losses

t1 = Planned down time ,t2 = Unplanned down time ,t3 = Standby time
t4 = Speed losses time, t5 = Quality losses time.
Equipment time elements.
HSEM HSE management View – Part I - Dr. Attia Gomaa - 2007 7/Ch. 5
 Annual GPE

For Gas Generator

0470-ZH-001B

HSEM HSE management View – Part I - Dr. Attia Gomaa - 2007 8/Ch. 5
 # Item 2003 2004 %04/03 Remark
1 Total time (hour) 8760 8760 100 -
2 Operating time (hour) 4300 4500 105 N
PM Information:
3 Number of PMs 45 50 111 G
4 PM duration (hour) 150 200 133 G
5 PM down time (hour) 100 120 120 G
6 PM man-hour 300 400 133 G
7 PM spare parts cost (LE) 4000 6000 150 G
CM Information:
8 Number of CMs 15 10 66.7 VG
9 CM duration (hour) 60 40 66.7 VG
10 CM down time (hour) 40 25 62.5 VG
11 CM man-hour 100 80 80 G
12 CM spare parts cost (LE) 3000 1000 33.3 VG
Safety Information:
13 Lost time injury (LTI)
14 No. of critical nearmiss
VB: Very bad B: Bad N: Normal G: Good VG: Very Good EX:EXC.
HSEM HSE management View – Part I - Dr. Attia Gomaa - 2007 9/Ch. 5
 Target Matrix :
Description: GPE for Power Station (One running turbine – No standby)
Item HSE Maintenance Process
Manager Manager Manager
Policy - Safety first - RCM - Continuous running
- Accident Prevention - RBI - RBI
- RBI
Targets -Zero crit. NearMiss - Zero failure -Max capacity 40MW
-Zero Incident - CM downtime=0 - Zero failure
-Zero Accident - CM/PM = 0
-Zero lost time - PM downtime<25day/y
Constraints -Limited budget - Limited budget - Limited budget
& Problems -Insufficient Tools - Insufficient labor - Downtime cost =
-Bad awareness - Insufficient spare parts 100,000 $/day
- Insufficient tools - Insufficient operators
PE / KPI -LTI - Reliability - Capacity factor
Indicators -Incidence rates - Availability - Process productivity
-Critical NearMiss% - Backlog w/o - OEE / NEE
-Critical STOP% - Spare parts cost - Cost performance
Remark Contractor: EMC

HSEM HSE management View – Part I - Dr. Attia Gomaa - 2007 10/Ch. 5
 GPE Levels:
Description: GPE for Power Station (One running turbine – No standby)

Management level
Module Top Middle Operational
(1) HSE -LTI -Critical NearMiss
HSE Strength & -Incidence rates -Incident
Management weakness points -Critical NearMiss% -Accident
-Critical STOP% -Lost time

(2) Maintenance - Reliability - No. of failure

Maintenance Strength & - Availability - CM downtime
management weakness points - Backlog w/o - CM/PM
- Spare parts cost - PM downtime
- Backlog w/o
(3) Process - Capacity factor Max. capacity
Process Strength & - Process productivity Actual capacity
management weakness points - OEE / NEE
- Cost performance

HSEM HSE management View – Part I - Dr. Attia Gomaa - 2007 11/Ch. 5
 Information Matrix
Description: GPE for Power Station (One running turbine – No standby)

From / To (1) HSE (2) Maintenance (3) Process

(1)
HSE

(2)
Maintenance

(3)
Process

HSEM HSE management View – Part I - Dr. Attia Gomaa - 2007 12/Ch. 5
 Critical Items
Description: GPE for Power Station (One running turbine – No standby)

Critical (1) HSE (2) Maintenance (3) Process

items
(1)
Activities
- HSE
- Time
- Cost

(2)
Resources

- HSE
- Limitation
- Cost

Remark

HSEM HSE management View – Part I - Dr. Attia Gomaa - 2007 13/Ch. 5
 Incidence rate = (N / H) * 200,000

• N = Number of accidents
• H = Total hours worked by all.

Why 200,000 ?
• 40 hours/week * 50 week/year = 2000 hours/year
• 100 workers * 2000 hours/year = 200,000 hours/year
3.00

2.55
2.46 2.46 2.46 2.45 2.44 2.46
2.50 2.37
2.28 2.26
2.16

2.00 1.89 1.87

Rate Per 100 Workers

1.86
1.76
1.68 1.70 1.69
1.56 1.56
1.47
1.50 1.32 1.32
1.25

1.07

1.00 0.81

S1
S2
0.50

0.00
88 89 90 91 92 93 94 95 96 97 98 99 00
Fiscal Y e ar

HSEM HSE management View – Part I - Dr. Attia Gomaa - 2007 14/Ch. 5
 Lost Time Injury Rate = (Lost time accidents) x 200,000
Employee hours worked

(# Incidents) x 200,000
Incident Frequency Rate =
Employee hours worked

(# Near-misses) x 200,000
Near-miss Frequency Rate =
Employee hours worked

Incident Severity Rate = (# Total days lost) x 200,000

Employee hours worked

First aid/Minor Injury rate = (# First aid/minor injuries) x 200,000

Employee hours worked

HSEM HSE management View – Part I - Dr. Attia Gomaa - 2007 15/Ch. 5
Recordable injury/illness rate = (# Recordable injuries) x 200,000
Employee hours worked

Disabling injury/illness rate = (# Disabling injuries) x 200,000

Employee hours worked

Medical only frequency rate = (# Medical only injuries) x 200,000

Employee hours worked

(# Property damage incidents) x 200,000

Property damage frequency rate =
Employee hours worked

HSEM HSE management View – Part I - Dr. Attia Gomaa - 2007 16/Ch. 5
Impact of Accidents on Profits and Sales

• A company’s profit margin determines how much

sales must increase to recover lost accident costs

Accident cost
 sales required to pay for accident/injury
Profit margin

Example:

$10,000 accident cost/0.04 profit margin = $250,000

HSEM HSE management View – Part I - Dr. Attia Gomaa - 2007 17/Ch. 5
 OSHA Occupational Safety & Health Administration
incidence rate per 100 worker years = 200,000 h exposure

FAR Fatal Accident Rate

fatalities per 1000 employees and entire life = 108 h exposure

FR Fatality Rate
per person per year (exposure poorly defined)

HSEM HSE management View – Part I - Dr. Attia Gomaa - 2007 18/Ch. 5
Case Study: A power station plant

Item 2005 2006

1- Cost information:
Price ($/kwh) 0.1 0.1
Total cost (M$) 15 16

2- Process information:
Max. capacity (MW) 40 40
Planned working days 340 310
Actual capacity (MWH) 25000 22000
Actual working days 320 300
HSEM HSE management View – Part I - Dr. Attia Gomaa - 2007 19/Ch. 5
Item 2005 2006

3- Maintenance information:
Combustion inspection (4 weeks/y) 20 -
Hot gas inspection (6 weeks/3y) - 50
Major inspection (12 weeks/5y) - -
No. of Weekly PM W/O (Target) 49 45
No. of Weekly PM W/O (Actual) 45 42
Number of CM W/O (Actual) 4 5
PM down time (running maint.) 0 0
CM down time (hours) 20 15
Backlog – Process 3 1
Backlog – Insufficient resources 1 0

HSEM HSE management View – Part I - Dr. Attia Gomaa - 2007 20/Ch. 5
Item 2005 2006

4- HSE Information:
Number of lost work days 26 25
Number of Near-Miss
Critical 5 1
Minor 100 150
Number of critical stop cards 2 4
Number of incidents 2 0
Number of accidents 1 0

Based on these data, determine the different PE indicators

for this system.

HSEM HSE management View – Part I - Dr. Attia Gomaa - 2007 21/Ch. 5
MWH = 1000 kwh

Capacity factor (utilization)2005 =

25000/(40*320*24)= 25000 /307200= 81%

Capacity factor (utilization)2006 =

22000/(40*300*24)= 22000 /288000= 76%

Evaluation Policy:
N:± 10% G: + (10-20)% VG: + (20-30)%
B: - (10-20)% VB: - (20-30)%
D> ± 30% Why? “Excellent or Catastrophic”

HSEM HSE management View – Part I - Dr. Attia Gomaa - 2007 22/Ch. 5
 Item 03 04 D% PE
(04-03)/03
1- Cost PE:
Revenue (M$) 25 22 -12 B
Total cost (M$) 15 16 -6 N
Profit (M$) 10 6 VB
40% 27%
2- Process PE:
Capacity factor % 81 76 -7 N

HSEM HSE management View – Part I - Dr. Attia Gomaa - 2007 23/Ch. 5