Predictive Maintenance Program Implementation Experience

Predictive Maintenance Program
Implementation Experience
TR-111915
Final Report, December 1998
Effective December 6, 2006, this report has been made publicly available
in accordance with Section 734.3(b)(3) and published in accordance with
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not require any license agreement from EPRI. This notice supersedes the
export control restrictions and any proprietary licensed material notices
embedded in the document prior to publication.
Project Manager
R. Pflasterer
EPRIGEN • 3412 Hillview Avenue, Palo Alto, California 94304 • PO Box 10416, Palo Alto, California 94303 USA
800.313.3774 • 650.855.2121 • askepri@epri.com • www.epri.com
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CITATION
This report was prepared by
EPRI Maintenance & Diagnostic Center

440 Baldwin Tower
Eddystone, Pennsylvania 19022
Principal Investigator
W. Woyshner
This report describes research sponsored by EPRIGEN.
The report is a corporate document that should be cited in the literature in the
following manner:
Predictive Maintenance Program Implementation Experience, EPRIGEN, Palo Alto, CA:

1998. Report TR-111915.
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REPORT SUMMARY
Predictive maintenance (PDM) is a process of collecting data, assessing machinery

condition, and deciding when to perform maintenance. PDM saves money and
improves machinery reliability as compared to preventive or corrective maintenance.
This report describes the implementation of PDM programs at Commonwealth
Edison’s (ComEd’s) fossil power plants.
Background
In October 1995 ComEd of Chicago, Illinois, and the EPRI’s Maintenance and
Diagnostic (M&D) Center of Eddystone, Pennsylvania, joined together to develop and
implement a PDM Program within the fossil division of the ComEd system. The
implementation involved 10 generating stations, and it included the Fossil Operations
Availability Systems Team and ComEd's System Material Analysis Department
(SMAD). In order for a PDM program to be successful, it is very important that all staff
levels at the plant and at the central office have an awareness of the program. This is
especially important when a program that employs a new approach to maintenance
decision making is being implemented. Typically, any significant change in working
habits is many times resisted initially, unless “Buy-In” of those affected by the changes
occurs.
This report is part of EPRIGEN’s development efforts under the Plant Maintenance
Optimization (PMO) Target, number 54 in 1998 and 75 in 1999. The PMO mission is to
lead the industry by developing and demonstrating products and services that will
improve utilization of power plant maintenance resources and increase profitability for
generation business units/companies.
Objectives
To implement predictive maintenance programs at 10 ComEd generating stations; to
achieve ComEd’s aggressive cost improvement goals through the use of predictive
maintenance; to change from a corrective maintenance strategy to a predictive
maintenance strategy.
Approach
The PDM Implementation Program comprised four major initiatives: 1) PDM Program
Implementation Support, 2) Level-of-Awareness (LOA) Training, 3) Technology
Implementation, and 4) PDM Program Follow-Up Reviews and Meetings. The project
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team worked with ComEd’s Fossil Operations Availability Systems Team, PDM
Specialists from the 10 generating stations, and selected SMAD personnel to implement
PDM programs at each station. The team subsequently described the details of each
initiative and the tasks within them for this report. In addition, they wrote a section
dedicated to Cost Benefit Analyses.
Results
PDM programs were implemented at 10 ComEd fossil generating stations. ComEd’s
aggressive cost reduction goals were exceeded, and substantial progress was achieved
moving from a corrective maintenance strategy to a predictive maintenance strategy.
The program’s success can be measured by the cost-effective identification and
correction of potential equipment failures at the 10 generating stations with cost
benefits calculated at over $10.6 million in the first two years of the project. These
savings are an excellent indicator that a level of awareness and “Buy-In” of the PDM
Programs now exists at most of the stations.
EPRI Perspective
Predictive maintenance has become the dominant theme for the M&D Center at
Eddystone, Pennsylvania. That Center is operated in cooperation with PECO Energy
(PECO). Over 40 diagnostic systems are installed and operating at PECO's Eddystone
station. The M&D Center provides the utility industry a broad range of products and
services related to predictive maintenance. These include PDM Assessment services,
PDM Program Implementation services, training courses on PDM technologies, PDM
automation tools such as the O&M Workstation, and specific PDM services such as
thermography surveys. Over the past 11 years, the EPRI M&D Center has gained a
wealth of experience implementing PDM Programs at various utilities. The techniques
and experiences described in this report will be very beneficial to all EPRI members
that are implementing PDM into multi-station organizations.
TR-111915
Interest Categories
Fossil Steam Plant Performance Optimization
Fossil Steam Plant O&M Cost Reduction
Combustion Turbine/Combined Cycle Plants
Assessment & Optimization
Keywords
Diagnostic monitoring
Maintenance practices
Reliability/availability
Maintenance optimization
Performance
Predictive maintenance
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EPRIGEN Licensed Material
ABSTRACT
This report is part of EPRIGEN’s development efforts under the Plant Maintenance
Optimization (PMO) Target, number 54 in 1998 and 75 in 1999. The PMO mission is to
lead the industry by developing and demonstrating products and services that will
improve utilization of power plant maintenance resources and increase profitability for
generation business units/companies. This report describes the experience
implementing predictive maintenance (PDM) programs at Commonwealth Edison’s
(ComEd’s) fossil power plants.
Predictive maintenance is a process of collecting data, assessing machinery condition,

and deciding when to perform maintenance. A predictive maintenance program
establishes the resources necessary to sustain an ongoing predictive maintenance
process. Those resources include people, work processes (procedures) and
technologies. Predictive maintenance saves money and improves machinery reliability
as compared to preventive or corrective maintenance.
This report describes the process and results of implementing predictive maintenance
programs. The implementation process was broken down into four major initiatives:
implementation support, Level Of Awareness (LOA) training, technology
implementation, and follow-up. Specific results from this implementation includes the
project schedule, the mini-assessment, the PDM plan, and the opportunities for further
improvement. The PDM plan includes: key findings, plant equipment assessment,
establishing the technologies, setting up the organization, establishing cost benefit
worksheets, and training. The PDM technologies implemented include: vibration,
lubrication, infrared thermography, ultrasonic, and motor current analysis.
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CONTENTS
1 INTRODUCTION AND OVERVIEW..................................................................................... 1-1

Project Major Initiatives....................................................................................................... 1-3
2 PDM PROGRAM IMPLEMENTATION ................................................................................ 2-1

PDM Program Implementation Support .............................................................................. 2-1
Initial PDM Course .............................................................................................................. 2-1
Coaching Sessions ............................................................................................................. 2-1
Coaching Session # 1 ..................................................................................................... 2-2
Progress Meeting with Fossil Senior Leadership Team .................................................. 2-3
Coaching Session #2 ...................................................................................................... 2-3
14 Key Elements of a PDM Program Implementation Plan................................................. 2-5
Progress Meeting with All Station's Operations, Maintenance, & Technical Leaders ......... 2-7
Mini Plant Assessment at Waukegan & Crawford Stations ............................................. 2-8
2nd Progress Meeting with All Station's Operations, Maintenance, & Technical
Leaders ........................................................................................................................... 2-9
Equipment Condition Assessment Meetings....................................................................... 2-9
Coaching Session #5 .................................................................................................... 2-11
2nd Progress Meeting with Fossil Senior Leadership Team ......................................... 2-12
3 LEVEL OF AWARENESS (LOA) TRAINING ...................................................................... 3-1

Predictive Maintenance LOA Training................................................................................. 3-2
Infrared Thermography (IRT) LOA Training ........................................................................ 3-2
Vibration Analysis LOA Training ......................................................................................... 3-3
Lube Oil Analysis LOA Training .......................................................................................... 3-3
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4 TECHNOLOGY IMPLEMENTATION................................................................................... 4-1

IRT Program ....................................................................................................................... 4-1
Task 1: Infrared Thermography Report Generation Training Course ............................. 4-1
Task 2 - Initial IRT Field Survey w/Hands-On Training.................................................... 4-2
Task 3: Prepare an IRT Formal Report .......................................................................... 4-3
Task 4: IRT Program Follow-Up Support/Meetings ........................................................ 4-3
Task 5 - Consolidated IRT Training and Advanced IRT Applications.............................. 4-4
The EMPM Program ........................................................................................................... 4-4
Task 1: Initial EMPM Project Kick-Off at the Joliet 29 Generating Station ..................... 4-5
Task 2: Presentation of the EMPM Project at the Other Nine (9) Generating
Stations ........................................................................................................................... 4-6
Task 3: Continuation of the Full EMPM Project at the Joliet 29 Generating Station....... 4-6
Task 4: EMPM Project Review and Follow-Up Meetings at the Other Nine (9)
Generating Stations ........................................................................................................ 4-6
Vibration Analysis Program................................................................................................. 4-6
Lube Oil Analysis Program ................................................................................................. 4-7
Plant PDM/PD Program Review Sessions .......................................................................... 4-7
5 PDM PROGRAM RESULTS................................................................................................ 5-1

Cost Benefit Analyses Overview Discussion....................................................................... 5-1
Basic Assumptions.......................................................................................................... 5-1
LOA Training....................................................................................................................... 5-2
PDM Specialist, Waukegan Generating Station .............................................................. 5-2
PDM Specialist, Joliet 9 Generating Station.................................................................... 5-2
PDM Specialist, Powerton Generating Station ................................................................ 5-3
Operations Availability Systems Team ............................................................................ 5-3
PDM Specialist, Joliet 29 Generating Station.................................................................. 5-3
PDM Specialist, Kincaid Generating Station ................................................................... 5-4
LOA Training Results ...................................................................................................... 5-4
6 SUMMATION....................................................................................................................... 6-1
7 REFERENCES .................................................................................................................... 7-1
A PLANNING SCHEDULE .....................................................................................................A-1
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B PDM MINI-ASSESSMENT QUESTIONNAIRE....................................................................B-1

General Questions..............................................................................................................B-1
Personal.......................................................................................................................... B-1
Plant Operations and Maintenance................................................................................. B-1
Preventive Maintenance.................................................................................................. B-2
Predictive Maintenance................................................................................................... B-2
Communications ............................................................................................................. B-3
Training ........................................................................................................................... B-3
Computerized Maintenance Management System.......................................................... B-4
C WAUKEGAN STATION PDM PLAN...................................................................................C-1

Overview.............................................................................................................................C-1
Introduction .....................................................................................................................C-1
Scope..............................................................................................................................C-2
Key Findings and Recommendations..............................................................................C-2
Recommendation #1 ...................................................................................................C-2
Goals and Expected Benefits..........................................................................................C-4
Condition-Based Maintenance Strategy Improvement ....................................................C-6
Implementation ...................................................................................................................C-7
Strategies for Implementation .........................................................................................C-7
Plant Equipment Assessment .........................................................................................C-8
Technology Application Descriptions.........................................................................C-17
Vibration TAD................................................................................................................C-17
Technology Application .............................................................................................C-17
Activities ....................................................................................................................C-17
Responsibilities .........................................................................................................C-18
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Resource Requirements............................................................................................C-18
Training Requirements ..............................................................................................C-18
Miscellaneous Requirements ....................................................................................C-19
Lubrication TAD ............................................................................................................C-19
Activities ....................................................................................................................C-19
IR Thermography TAD ..................................................................................................C-21
Activities ....................................................................................................................C-21
Ultrasonic TAD ..............................................................................................................C-22
Activities ....................................................................................................................C-22
Motor Current Analysis..................................................................................................C-23
Activities ....................................................................................................................C-24
Organization..................................................................................................................C-25
Communication Formats and Description..................................................................C-25
Standard Reports ......................................................................................................C-26
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Work Flow Diagrams .................................................................................................C-27

Roles and Responsibilities Document for the Station................................................C-29
Process Specialists ...................................................................................................C-29
Coaches and Team Members ...................................................................................C-29
PDM Specialists Role................................................................................................C-30
Operations Department .............................................................................................C-31
Operations Lead........................................................................................................C-31
Operations.................................................................................................................C-31
Plant Support PDM Roles .........................................................................................C-32
Guidelines for Integrating PDM Strategies with an Asset Management System .......C-33
Financial........................................................................................................................C-34
Planning and Estimating Guides ...............................................................................C-34
Program Benefit to Cost Summary & Estimated Gross Benefits ...............................C-41
Cost Benefit Procedure .............................................................................................C-41
Training Program ..........................................................................................................C-44
Training Matrix...........................................................................................................C-44
Training Type Descriptions........................................................................................C-45
D STRENGTHS, OPPORTUNITIES, AND RECOMMENDATIONS EVALUATIONS .............D-1

Strengths, Opportunities, & Recommendations for Typical Station ....................................D-1
Strengths.........................................................................................................................D-1
Opportunities...................................................................................................................D-2
Recommendations ..........................................................................................................D-3
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LIST OF FIGURES
Figure 2-1 Example of Monthly Equipment Condition Assessment Report.......................... 2-11

Figure C-1 Expected Heat Rate Benefits...............................................................................C-4
Figure C-2 Expected O&M Cost Reductions..........................................................................C-5
Figure C-3 Expected EFOR Reductions ................................................................................C-5
Figure C-4 Ratio of PDM/CM for Major Equipment ................................................................C-6
Figure C-5 Relative CM, PM and PDM Now ..........................................................................C-6
Figure C-6 Expected Future Relative CM, PM and PDM .......................................................C-7
Figure C-7 Current Work Flow at Waukegan For Major Equipment .....................................C-27
Figure C-8 Work Flow at Waukegan for Major Equipment with PDM Implementation .........C-28
Figure C-9 Organizational Charts Including PDM Strategies ...............................................C-28
Figure C-10 Planning & Estimating Guide, System: Periodic Vibration Monitoring ..............C-35
Figure C-11 Planning & Estimating Guide, System: Periodic Acoustic Leak Detection .......C-36
Figure C-12 Planning & Estimating Guide, System: Infrared Thermography (Plant)............C-37
Figure C-13 Planning & Estimating Guide, System: Electric Motor Predictive
Maintenance .................................................................................................................C-38
Figure C-14 Planning & Estimating Guide, System: Lube Oil Monitoring.............................C-39
Figure C-15 Planning & Estimating Guide, System: Integrated Predictive Maintenance
Program ........................................................................................................................C-40
Figure C-16 Occurrence Assumption and Cost Benefit Worksheet .....................................C-44
Figure C-17 Typical Training Matrix .....................................................................................C-45
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LIST OF TABLES
Table 2-1 Equipment Selection Process................................................................................ 2-5

Table 2-2 Major PDM Program Issues................................................................................. 2-12
Table 5-1 ComEd Level Of Awareness Training Overall Averages........................................ 5-5
Table A-1 Schedule for Events .............................................................................................. A-1
Table C-1 Unit #6 Equipment and Technologies .................................................................C-10
Table C-4 Cost Summary ....................................................................................................C-41
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1
INTRODUCTION AND OVERVIEW
In the interest of improving their maintenance processes and procedures, ComEd is

implementing predictive maintenance practices in ten (10) of their fossil generating
plants. The EPRI M&D Center provided assistance to ComEd in establishing the
recommended steps to be taken regarding technologies, processes, training, and cost
benefit analyses. This report covers the highlights and key elements of that program.
In order for a Predictive Maintenance (PDM) program to be successful, it is very

important that all staff levels at the plant, and at the Central Office, have an awareness
that such a program, one that employs a new approach to maintenance decision
making, is being implemented. The goals and tasks of the new maintenance program
must have "Buy-In" from all plant & Central Office personnel. Typically, any
significant change in the working habits of the staff is resisted initially, and is often
ultimately unsuccessful, unless "Buy-In" of those affected by the changes occur. Most
PDM Program implementation efforts focus on technology applications versus
equipment condition evaluation and therefore fail to reach full potential. The years of
experience gained at the EPRI M&D Center has resulted in the formulation of a six-step
process when implementing a PDM Program.
1. Consider why you are implementing a PDM Program, and get an understanding of
how PDM supports your goals (for example financial, reliability, safety, regulatory).
2. Establish or modify a formal PDM program which is focused on the PDM goals in
mind, including programmatic issues (e.g., your Organizational readiness), and
technical issues (for example identify components and applied technologies).
3. Formulate a detailed action plan, by creating task lists & schedules for all
technologies and PDM process activities.
4. Execute the plan, by having the discipline to perform the planned tasks according to
the schedule, such as:
— Procuring Equipment,
— Educating Personnel in Roles & Responsibilities,
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Introduction and Overview
— Obtain Training on Technology Applications,
— Developing Equipment Condition Reporting Mechanisms, etc.
5. Create measures and a means to evaluate the program's effectiveness"
6. Automate the PDM process"
Most utilities begin the PDM Program implementation at Step 4; thereby missing the
most important steps in the implementation process. The project, discussed in this
report, systematically applied the Six Steps listed above, and focused on providing the
awareness of the new maintenance program and achieving the formal "Buy-In" from all
staff levels, which are both necessary to create and implement a successful PDM
Program.
ComEd of Chicago, Illinois and the EPRI M&D Center, of Eddystone, Pennsylvania,
joined together to develop and implement a Predictive Maintenance Program (PDM).
The implementation involved ten (10) generating stations, the Operations Availability
Systems Team (AST), and the System Material Analysis Department (SMAD).
Implementing this program at ComEd was recognized as a difficult task and required
significant commitment from the ComEd team members. The experience of the AST
with implementing programs and/or initiatives within the utility organization and
culture, coupled with the expertise from EPRI M&D Center personnel with condition
monitoring tools and PDM program implementation, were instrumental to the project
success.
The motivation of the entire staff at ComEd to change the way maintenance decisions
would be made to lower O&M costs, as part of a competitive action plan, added fuel to
the fire for accomplishing the PDM program implementation.
The PDM Program was successfully initiated and developed via these four (4) major
initiatives of the project. The techniques and experiences consolidated in these four
initiatives will be very beneficial to all EPRI members that are implementing PDM into
multi-station organizations. The program's success was measured by the cost-effective
identification and correction of potential equipment failures at the ten (10) generating
stations. This is evidence that a level of awareness and "Buy-In" of the PDM Programs
exists at most stations. The program's success also resulted in over $10.8 million
calculated in cost benefits over the first two years of the project. As mentioned
previously, this initial "Buy-In" of the PDM Program is an important first step toward
changing the work culture and the process in which maintenance decisions are made at
all of ComEd's Fossil Generating Stations.
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Introduction and Overview
Project Major Initiatives
PDM Program Implementation Support - The objective of this initiative was to

present, discuss, coach, and review the PDM program with the Operations Availability
systems Team, the selected PDM specialists from the ten (10) generating stations, and
the selected SMAD personnel prior to, during, and after the implementation of the
PDM Program.
Level-of-Awareness (LOA) Training - The objective of the "Level-of-Awareness

Training" was to enhance the level of awareness, or basic understanding of the
involvement needed by all levels at the generating stations, and the central office staff,
for a successful PDM Program.
Technology Implementation - The Technology Implementation activities of this project

were identified as a result of the PDM Program Implementation Support. The objective
of the Technology Implementation was to provide the utility with In-Field, Hands-On
training for some selected PDM technologies, (e.g. the Infrared Thermography (IRT)
Program and the Electric Motor Predictive Maintenance (EMPM) Program), so that the
applicable ComEd personnel would receive first hand knowledge of how to get started
in gathering, analyzing, reporting, and storing data from the condition monitoring
technologies used in the PDM Program.
PDM Program Follow-Up Meetings - Subsequent meetings (e.g. PDM Program

Review Sessions, Coaching Sessions, IRT Folllow-Up, etc.), with all plant PDM
Specialists and the Operations Availability Systems Team, provided reviews of the
PDM Program progress, discussions on technical aspects, reassessments of program
goals, and assurances that the program's objectives were being met.
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2
PDM PROGRAM IMPLEMENTATION
PDM Program Implementation Support
Appendix A of this report includes an overall schedule showing the sequence of events
explained in this report; and, it links the explanation of each event to the time that the
event occurred. The schedule also displays the time of occurrence of the financial
benefits gained throughout the implementation process of the PDM Program.
Initial PDM Course
The introduction of PDM to ComEd was a "PDM Program: Development &

Implementation" course held at the Joliet 29 Generating Station training facility. The
course attendees were the PDM Implementation sponsors from the various plants, and
the Operations Availability Systems Team.
The goals of the course were: 1) To understand technical, organizational, and financial
issues surrounding the implementation of PDM; 2) Raise the level of awareness of the
effectiveness and limitations of PDM technologies as applied power plant equipment;
and, 3) Show how a PDM Program can be implemented at ComEd. The topics
discussed during the first day included Planning, Design, Implementation, Evaluation,
and Automation of a PDM Program. The second day discussions involved Technology
Reviews of the different technologies used in a PDM Program. These technologies
included both Periodic and On-Line Systems such as: Vibration Monitoring; Lube Oil
Sampling and Analysis; Infrared Thermography; Acoustic Valve Leak Detection; On-
Line Water Chemistry Analysis; and, On-Line Performance Monitoring.
Coaching Sessions
The most significant portion of the PDM Program Implementation Support was the
coaching sessions. These sessions were divided into five different meetings at various
ComEd selected locations, and they were spaced approximately three months apart.
The purpose of the sessions was to ensure program consistency and program cost
minimization through economics of scale across the ten plants. The specific topics of
each session were somewhat different; however, the intent was to present, discuss, and
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PDM Program Implementation
review the PDM Program with the Operations Availability Systems Team and the PDM
specialists from each station.
Coaching Session # 1
The EPRI M&D Center provided two engineers for the initial coaching session held at
the Joliet 29 Generating Station training facility, approximately seven months after the
initial PDM course.
The focus of the first coaching session was PDM equipment selection, technology
applications, and programmatic issues such as organization and communications.
Equipment selection included: Infrared Thermography equipment; Vibration Analysis
equipment; Lube Oil Analysis equipment; and the software applicable to each of the
technologies for the reporting of the respective data gathered. Suggestions from the
M&D Center were made as to what was required to do the job; however, vendor
selection was made by ComEd. The application of which of the different PDM
technologies should be applied to the selected station equipment, and how often they
should be surveyed, was discussed. The programmatic issues discussed were: how to
organize each individual station's PDM group; how to establish communications
between the individual groups at each station and the Fossil Operations Availability
Systems Team; and, how to organize all the data from all the plants into a central
database so that all plants could share information. The highlights of the formal
presentation of the first coaching session were as follows:
• Assessing the Plant For PDM
• Identifying Plant Controllable Costs
• Work Flow Diagram (Existing and PDM Impacted)
• Creating an Equipment and Technology (E&T) Matrix
• PDM Technology Hardware and Software
• PDM Organizational Issues
• Identifying Financial Goals
• Cost Benefit Analyses and Procedures
• Formal Presentation to Management on Return On Investment (ROI)
• Homework Assignment Attachment
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Progress Meeting with Fossil Senior Leadership Team
The ComEd PDM Manager and PDM Leader, and the EPRI M&D Center project
manager, presented a PDM Program progress update at the Senior Leadership Team
meeting held at ComEd's Fossil Division headquarters. Topics discussed for upper
management buy-in to the PDM Program included the six steps required when
implementing a PDM Program, as stated previously.
The ensuing PDM Program Progress and Results discussions of the presentation
included:
• Completion of ten (10) of the forty (40) total weeks of LOA Training, with the after-
test scores indicating a 20% to 30% increase over the before-test scores.
• Completion of the first five (5) coaching sessions where the positive and negative
aspects of the PDM Program Implementation Plan, along with critical personnel
concerns, were being worked out.
• Completion of the Infrared Thermography Technology Implementation and Hands

Training at eight stations. A total of 221 anomalies had been detected. Example
case histories were presented with actual Cost Benefit Analyses numbers. The IR
field survey data report-generation training had also been completed.
• Completion of the EMPM full participation program at the Joliet 2 Generating

Station that had been started, and the conduct of kick-off presentations at five (5)
other stations. Various motor anomalies had been detected.
The mission of this presentation was to set management expectations, expose

management to critical and potential PDM Program failure mechanisms, obtain their
buy-in, and show hard evidence of a Return-On-Investment (ROI) during these early
stages of implementation. The general reaction from ComEd Senior Leadership Team
was extremely positive and support to proceed was recognized.
Coaching Session #2
The EPRI M&D Center provided an engineer for the second coaching session held at
the ComEd's Central Testing, Engineering and Material (C-TEAM) training facility,
approximately three months after the first coaching session. The focus of the second
coaching session was a Review of the Homework Assignments, via Presentations by
each Plant's PDM Specialist, and the Introduction of the 14 Key Elements of a PDM
Program Implementation Plan. Prior to beginning the second coaching session, some
initial program implementation questions were fielded. Some of those questions and
their responses were as follows:
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• Question: Why create a PDM Implementation Plan if the M&D Center is working
with the PDM Specialist, shouldn't they know what to do?
• The responses to these questions were:
— If you fail to plan, then you plan to fail.
— The PDM Implementation Plan serves as scheduling guide, and a reminder to

the PDM Coordinators and Specialists.
— Convincing management that the PDM Specialist, Coordinator, and Engineering

have a plan that requires the investment, plainly identifies the potential for the
return on investment, and describes how it will be achieved.
— If Management support is not gained, or is lost during the implementation

phases, the probability of failure is high.
— The plan also gives plant Management the necessary "Yard Stick" to measure the
progress and success of the PDM Program.
The homework assignment was for the PDM Specialist to gather the required
information, identified on the first coaching session's "Homework Assignment" to help
develop the PDM Program Implementation Plan. The most consequential portion of
the Homework Assignment was how to select which pieces of plant equipment would
be the most beneficial for inclusion in the PDM Program. The process for determining
how to select those pieces of equipment is by listing the most likely candidates, as
shown in Table 2-1 below.
The next step is to apply corresponding numbers adjacent to each piece of equipment
that represents its importance in the two categories outlined (1 having the most effect,
and 10, etc. having the least). The two numbers entered for each category are added
together and the equipment that is determined to have the smallest accumulative
number is the first piece of equipment that should be monitored in the PDM program.
Therefore, based on the above example, the pulverizers and boiler feedpumps are the
two pieces of equipment that the initial PDM program's attention should be focused on.
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Table 2-1
Equipment Selection Process
Equipment Identification O&M Cost Lost Availability Totals

(EFOR)
Pulverizers 1 4 5
Boiler Feed Pumps 2 3 5
Condensate Pumps 13 1 14
Forced Draft Fans 5 5 10
Induced Draft Fans 11 8 19
Circulating Water Pumps 4 2 6
Boiler Water Circ. Pumps 7 6 13
Air Compressors 10 7 17
Etc.
The introduction of the 14 Key Elements of a PDM Program Implementation Plan was
also presented during the second coaching session. The following is a list of these
items:
14 Key Elements of a PDM Program Implementation Plan
1. Assignment of a PDM Coordinator - During the incubation period of predictive

maintenance, the EPRI M&D Center learned that the initial implementation phases
must be treated much like a capital project. The project initiatives require a full time
resource to provide the required focus, and to carry out each critical activity
regarding the project's plans. It has been the M&D Center's experience that if a
PDM Coordinator is tasked with both predictive and reactive maintenance
activities, the reactive work almost always supersedes the predictive activities; and,
eventually, the lack of continuity to the PDM Program results in failure, or less than
expected results.
2. Illustration of Goals - An effective PDM Program is focused on plant equipment

which affects O&M costs, plant availability, etc. It is critical to have special goals set
and graphically depicted prior to implementing a PDM Program. Setting these
goals helps maintain the focus of the program on protecting the essential plant
equipment, which eventually results in cost savings to the organization.
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3. Equipment and Condition Indicators (E&CI) Matrix - is a matrix list of the plant's
essential equipment to be included in the PDM Program. Also, included in the
E&CI matrix is each available parameter measured, or equipment condition
indicators used, for each piece of equipment included in the listing. Some
equipment condition indicators include:
— Diagnostic Test Data - Vibration, IRT, Lube Oil, Acoustics, etc.
— Batch Test Data - Thermal Performance, Mill Fineness, Turbine Inspections,

NDR, Off-Line Electrical Testing
— Process Parameter Trends - Pressure, Temperature, Flow, Amperage, etc.
— Visual Inspections/Indicators
— Preventative Maintenance - As Found Data
— (This E&CI matrix should also indicate the "Owner " of each piece of equipment
on the list, or the person responsible for the long term maintenance/performance
of the equipment.)
4. Technology Application Descriptions - is a document that describes how a special

technology will be implemented. The document explains what plant equipment
will be monitored, who will perform the data collection and/or analysis, and what
tests will be required.
5. Planning and Estimating Guides - are cost estimates for implementing the specific
technologies described in the Technology Application Descriptions.
6. Program Cost Table - is a summary of all costs of implementing or enhancing the

PDM Program.
7. Organizational Charts (with Roles & Responsibilities) - is a plant organization

chart listing each and every role and responsibility for all personnel involved in the
implementation of the PDM Program. The chart should be developed and
presented to management for approval.
8. PDM Report Format - is a document that summarizes all the condition indicators
for a piece of equipment, and documents all maintenance actions required for that
piece of equipment. This report is the primary deliverable of a PDM Program. This
document is also referred to as the Equipment Condition Report.
9. Communication Formats - include written and verbal mechanisms intended to

transfer information regarding the PDM Program, or specific equipment conditions
or recommendations.
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10. Work Flow Diagrams - depicting and understanding the actual process of how
maintenance work is executed and closed-out once the need for the tasks has been
identified (i.e. as a result of PM work order or equipment failure) is critical when
implementing PDM. The actual existing work flow process must be adjusted
properly to receive the information regarding equipment condition, so that
maintenance tasks are re-evaluated, re-scheduled, or eliminated prior to the work
being performed. The PDM process of collecting data, converting it to information,
and taking the respective corrective action, must be 'built-in' to the current
maintenance process, not 'added-on'.
— (These work flow diagrams depict the 'as found' work process and clearly define
the desired process with the PDM process integrated.)
11. Schedule - is a Gantt chart that depicts all key activities and milestones of the PDM
Program. The program schedule is critical for monitoring program progress.
12. Training Matrix - is a matrix that identifies each person involved with the PDM
Program that is to be trained, and what type of training they are to receive.
13. Cost Benefit/Calculation Procedure - is the procedure that will be utilized to

calculate the benefit of making maintenance decisions based on current equipment
conditions.
14. Miscellaneous Recommendations (Strengths and Weaknesses) - are based on

weaknesses/opportunities observed during the Assessment process.
Progress Meeting with All Station's Operations, Maintenance, & Technical

Leaders
The progress meeting with all of the stations' Operations, Maintenance, and Technical
leaders was held at the Joliet 29 Generating Station training facility. This meeting was
used as a forum for accomplishing goals similar to those achieved at the presentation to
senior management; and, to gauge the level of understanding by these plant
management personnel as to the current PDM Program status and their "Buy-In". Their
understanding of the activities and progress was weak, with the exception of a few.
This realization reinforced the need for each plant's PDM Specialist to create and/or
complete a formal plan, and to present these plans for review and approval by this
management group. This approach would provide answers to their questions and
further stimulate future support.
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Mini Plant Assessment at Waukegan & Crawford Stations
The EPRI M&D Center provided two (2) engineers for the mini Plant Assessments held
at Waukegan & Crawford Generating Stations. The focus of the mini Plant
Assessments was to examine ways to integrate existing programs or processes to meet
the PDM goals. Some of the basic assumptions made in the Plant Assessment process
are that:
• Every Plant is Different
• Plant Personnel Feedback is Essential
• Participation by all Plant Personnel is Critical for the Success of the PDM Program
• Plant Personnel Need Management Support
The Plant Assessments consisted of interviews of plant personnel including,

management, maintenance, bargaining unit craft, supervisors, operations, etc. Typical
questions asked in the interview can be found in Appendix B. The results of the Plant
Assessments were organized into a special PDM Program Implementation Plan for each
station (see Appendix C for the Waukegan Station as typical). Upon completion of
these plans, presentations were made to plant management and staff for comments and
approval to proceed.
Coaching Session #3
The EPRI M&D Center then provided an engineer for the third coaching session held at
the Joliet 29 Generating Station training facility, approximately three months after the
second coaching session. The focal points of the third coaching session were on:
1)Reviewing the 14 Key Elements of a PDM Program Implementation Plan; 2) Review
of the PDM Program Implementation Plan from Waukegan & Crawford Generating
Stations; 3) Presentations from each of the ten (10) Stations on Actual Cost Benefits
Gained from their Programs; and, 4) Summarization of All Cost Benefits &
Occurrences.
The review of the 14 Key elements of a PDM Program Implementation Plan was
performed so that everyone in attendance could properly critique the PDM Program
Implementation Plans to be presented.
Presentations were given for Waukegan Station's PDM Program Implementation Plan
(see Appendix C), by the respective station's PDM Specialist. Also presented were two
(2) individual Cost Benefit Analyses from each station's PDM Specialist. In addition,
the PDM Coordinators presented a summary of all PDM Occurrences to-date and their
associated total Cost Benefit Analyses values.
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2nd Progress Meeting with All Station's Operations, Maintenance, & Technical
Leaders
The EPRI M&D Center provided one (1) engineer for the 2nd progress meeting with all
of the stations' Operations, Maintenance, & Technical leaders which was held at the
Central Testing, Engineering and Material (C-TEAM) training facility. The focus points
of the second progress meeting were: 1) Maintenance Strategy Optimization Overview;
2) Review the Progress of the PDM Plan Implementation at the Waukegan & Crawford
Generating Stations; and, 3) Review the Cost Benefit Analyses Methodology. Some of
the management personnel had realized the value of having a formal PDM Program
Implementation Plan to ensure success prior to this meeting; however, the general
consensus arrived at in this meeting was that each plant must have a formal plan to be
successful.
Coaching Session #4
The EPRI M&D Center provided an engineer for the fourth coaching session held at the
Operations Availability Systems Team's facility, approximately four (4) months after
the third coaching session. The agenda consisted of: 1) The Design & Discussion of
Equipment Condition Assessment Meetings, including setting goals and determining
deliverables; 2) Review Inter-Organizational Communications for Standardized
Equipment Condition Reports (Table 2-2), Cost Benefit Calculations, Standardized
Lesson Plans; 3) assimilation of an Equipment Condition Assessment Meeting; and, 4) a
Detailed Demonstration of the O&M Workstation.
Equipment Condition Assessment Meetings
The output of an effective PDM Program is the consensus from Operations,

Maintenance, and Technical staff personnel on the maintenance requirements for the
equipment included in the program, based on their personal review of all equipment
condition indicators. In today's busy utility environment it is difficult to assemble all
knowledgeable personnel to participate in the Equipment Condition Assessment.
Furthermore, facilitation of this critical activity in a PDM Program is required to reach a
consensus decision on the current maintenance requirements of a piece of equipment.
The initial Equipment Condition Assessment meeting simulation and critique was
facilitated by the EPRI M&D Center engineers at the Crawford Generating Station, with
the goal of providing equipment condition status reports periodically.
These meetings were attended by the applicable plant Operations Dept., plant
Maintenance Dept., and the plant Technical Staff personnel, in an effort to communicate
all equipment condition information for PDM Program equipment, and making the
"Best" possible decision on current maintenance requirements. The data typically
reviewed was:
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• Vibration, Thermography, Lube Oil, Motor Testing, etc.
• Maintenance Work Order summaries (6 months, 1 year)
• Maintenance Costs
• Maintenance Outage Schedule
• Operation Logs
• Operations Walk-Around Logs
• Component Availability Data
• System/Component Technical Information
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Date: 8/14/97
Team: Combustion/Steam
Equipment Condition Lube Ops. Mtr

Equipment Status
IR Vib.
Oil Log Cur.
PDM Recommendation Required Action Action Date Person Responsible Work Request #
Forced Draft Fan #17A ACCEPTABLE
Forced Draft Fan Motor #17A ACCEPTABLE
Forced Draft Fan #17B ACCEPTABLE
Forced Draft Fan Motor #17A ACCEPTABLE
Check Alignment, Remove Fan from

Forced Draft Fan #17C UNACCEPTABLE X Inspect Fan/Bearing at service and perform 8/15/97 John Doe WO55529
next opportunity inspection.
Forced Draft Fan Motor #17C ACCEPTABLE
Boiler Feed Pump #17A ACCEPTABLE
Boiler Feed Pump Motor #17A ACCEPTABLE

Perform vib. & lube oil
Check OB Bearing for
Boiler Feed Pump #17B MARGINAL X tests & re-evaluate 8/21/97 John Doe WO58907
wear
status
Resurvey after maint. for
Boiler Feed Pump Motor #17B MARGINAL X Clean/Replace Air filters 8/21/97 John Doe WO77777
re-evaluation.
Remove pump from
Boiler Feed Pump #17C UNACCEPTABLE X Replace Lube Oil service ASAP and 8/15/97 John Doe WO67432
perform required maint.
Clean/Replace Air filters Resurvey after maint. for
Boiler Feed Pump Motor #17C UNACCEPTABLE X 8/15/97 John Doe WO79332
ASAP re-evaluation.
Equipment Condition Status Terminology: Acceptable - Continue normal operating process

Marginal - Continue operating, Maint. action may be necessary
Unacceptable - Normal operating procedures affected, maintenance actions recommended
Figure 2-1
Example of Monthly Equipment Condition Assessment Report
Coaching Session #5
The EPRI M&D Center provided an engineer for the fifth coaching session held at the
Joliet 29 Generating Station training facility, approximately five (5) months after the
fourth coaching session. This last coaching session's agenda was as follows:
• Review Standardization of the Equipment Status Report
• Open Discussion (i.e. Brainstorming) of Major Issues Regarding the PDM Program
• Implementation
• Review Cost Benefit Analyses
• Joliet 29 Station Program Update
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The most significant portion of Coaching Session 5 was the Open Discussion or
"Brainstorming" of the major issues regarding the PDM Program Implementation at
ComEd. The process of "Brainstorming" involved all PDM Specialists and the
Availability System Team members present at the meeting and their concerns with the
implementation process. The brainstorming process was to list every issue from
everyone involved. The next step was to prioritize those issues.
This was done by giving everyone involved a fictitious $100 to spend, in any amounts
and on however many issues they desire. The dollar values are added up for each
issue, and the top five dollar amounts are the five issues that are attacked first, to help
resolve open issues in a prioritized manner. Included in Table 2-3 are the results of this
prioritization process.
2nd Progress Meeting with Fossil Senior Leadership Team
The EPRI M&D Center provided an engineer for the second Senior Leadership Team
meeting. The ComEd PDM Program Manager and the Availability Systems Team
Leader presented the accomplishments for each plant's PDM program, shared various
case history examples of Return On Investment (cost benefits), and explained that the
initial goal of $2 million annually in net savings per plant was well on it's way after the
first 16 months. However, to attain or exceed this goal, the following issues must be
prioritized and addressed by this leadership team and each station.
Table 2-2
Major PDM Program Issues
Priority Issues
$122 Focused hard on PDM and made PMs an orphan.
$50 Teams need more condition monitoring technology training (data

collection and analysis)
$255 Union agreement negotiations must be completed (It's holding back work
force and causing inconsistencies).
$70 "No time made available to get coaches, planners, specialists, and
operations personnel together for Equipment Condition Assessment
meeting."
$150 Lack of Operations Department involvement in PDM.
$85 "Getting resources, specifically Ops./Maint. Departments, committed to

PDM functions is poor (I.e. data collection, training, etc.) No union
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agreement."
$13 "Too many people doing data collection, not enough response time
allowed."
$47 Lack of complete sharing of good practices from station to station.
$75 Establish station-wide Rules and Responsibilities (#3 also affects this).
$15 "Training overload, too much/too quick."
$50 Lack of station personnel knowledge and matrix of PDM goals.
$105 PDM information not fully integrated with existing work flow process.
$73 Not all stations have a complete PDM plan.
$87 "Do not have total ""Buy-In"" from coaches, planners, and shift advisors."
$100 PDM specialists are not paid enough (overtime pay was cut out).
$17 Asset Mgmt. System's automatic generation of condition monitoring work

request not happening.
$45 "More involvement of Craft personnel in PDM program (i.e. data

collection, analysis, corrective action, etc.)."
$25 Short-term Mgmt. Focus diverts us from long-term PDM goals.
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3
LEVEL OF AWARENESS (LOA) TRAINING
Four different modular Level-Of-Awareness (LOA) training sessions were developed to

assist with the integration of the individual PDM Programs into each of the generating
station's environment. The modules were presented in a simple, understandable
format, and were targeted for a wide audience. The key questions that were answered
throughout the individual sessions were:
• What is the program or technology?
• How does the program or technology work?
• How will the program or technology benefit you and your company?
The following are the four (4) LOA training modules performed for ComEd.
• Predictive Maintenance
• Infrared Thermography
• Vibration Analysis
• Lube Oil Analysis
Each module was performed in a 3 1/2 - hour session, twice a day, for a five-day
period at each generating station. Each session was limited to 10 - 20 persons;
therefore, approximately 100 to 150 persons at each station received the LOA Training
(See Section 3 PDM Program for exact numbers). The sessions were targeted for each
station's Management, Operations, engineering, and Maintenance personnel. The
Operations Availability Systems Team personnel received exposure to each LOA
training module, by rotating their involvement into different LOA training sessions
conducted at each generating station. The following is a detailed description of the
content of each of the LOA Training modules.
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Level of Awareness (LOA) Training
Predictive Maintenance LOA Training
This module provided a comprehensive approach to the introduction of the PDM

Program into the generating station environment. It explained both the programmatic
and technological aspects of the PDM Program. It also described each person's roles
and responsibilities, as well as providing a step-by-step formula for implementing a
successful PDM Program. The course content discussions covered the following topics:
• What is PDM
• PDM Program Elements
• Plant Maintenance Optimization
• Maintenance Strategies
• PDM Technologies
• PDM Analysis
• PDM Challenges
• How does PDM Work
• Equipment & Technology Matrix
• PDM Goals
• PDM Program Impact
Infrared Thermography (IRT) LOA Training
This module assisted ComEd personnel in implementing the IRT Program at each
station, because of the overall exposure it afforded to all station personnel regarding
the many applications of this technology in a station environment. With the knowledge
gained from participating in this LOA Training course, station personnel can now assist
and/or call on the PDM Group to use IRT to troubleshoot problems identified within
the station. The course content discussions covered the following IRT topics:
• Introduction to the Technology
• Theoretical Overview
• Instrument Classifications
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• Advantages
• Measurement Methods
• PDM Program Objectives
• Periodic IRT PDM Surveys
• Field Applications
• PDM Program Cost Benefit Analyses
Vibration Analysis LOA Training
This module discussed the proper use of vibration monitoring as a valuable tool to
detect and diagnose machinery problems before serious failure occurs. The course
content discussions covered the following topics:
• What is Vibration Analysis
• How Does Vibration Analysis Work
• On-Line and Periodic Vibration Systems
• Procedures for Data Handling
• Analysis Techniques
• Condition Monitoring
• Trending and Reporting formats
Lube Oil Analysis LOA Training
This module discussed the basics of lube oil analysis as part of the PDM Program. The
course content discussions covered the following topics:
• What is oil analysis
• Component life expectancy
• Basic tests
• Basics of wear particle analysis
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• Failure progression
• Proper sampling techniques
• Logistics of setting up a program
• Case histories
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4
TECHNOLOGY IMPLEMENTATION
The Technology Implementation activities of this project were a result of the PDM
Program Implementation Support initiative of the project. The four (4) technologies
chosen to be implemented at ComEd were: 1) Infrared thermography (IRT); 2) Electric
Motor Predictive Maintenance (EMPM); 3) Vibration Analysis; and, 4) Lube Oil
Analysis. The vibration and lube oil analysis programs were somewhat already in
existence at most of the ComEd's plants; therefore, ComEd took the responsibility for
ensuring that the changes and training requirements developed from the PDM Program
implementation plans would take place for those technologies. The EPRI M&D Center
provided assistance in the development and initial implementation of the IRT and the
EMPM Programs.
IRT Program
The approach for the development and implementation of the IRT Program was
divided into five separate tasks, which were performed for all 10 generating stations.
These tasks were as follows:
1. Infrared Thermography Report Generation Training Session
2. Initial IRT Field Survey w/Hands-On Field Survey Training
3. Prepare Initial IRT Field Survey Formal Report
4. IRT Program Follow-Up Support
5. Consolidated IRT Classroom Training, Program Proficiency/Benefit

Review/Advanced Applications Technology Transfer
Task 1: Infrared Thermography Report Generation Training Course
The EPRI M&D Center conducted a two-day IRT Report Generation training course at
ComEd's Joliet 29 Generating Station training facility. The course provided each of the
selected PDM Specialists from the ten (10) generating stations with the necessary
training to generate an IRT report from the data gathered during field surveys. The
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Technology Implementation
software used was EPRI's Infrared Report - Software Integration Program (IR-SIP),
which was developed by the M&D Center. The three off-the-shelf software products
necessary to operate IR-SIP were provided by ComEd; and, the IR-SIP program
diskettes, operating procedures, and example reports, were provided by the M&D
Center. The success of the training was somewhat limited due to the significant time
lag from when the training was given to the time the IRT equipment and the off-the-
shelf software became available to the PDM Specialist. However, follow-up training
was provided at later dates. The lesson learned was not to provide report generation
training until all of the necessary equipment and software is in place at all locations.
Task 2 - Initial IRT Field Survey w/Hands-On Training
The EPRI M&D Center conducted a five (5)- day IR survey on the selected mechanical,
electrical, and switch yard components, on one unit, at each of the ten (10) stations. The
surveys were performed in the following manner:
An IRT Field Survey entrance meeting was held with plant management, planning,
engineering, electrical/mechanical maintenance supervisors, and PDM personnel to
discuss:
• A short overview of the IRT Technology and its applications
• Development of a list of plant equipment to be surveyed
• Specific plant problems, in which IRT can assist in solving
• Plant personnel assistance during the survey (e.g. Performance Eng., System Eng.,
Electricians, etc.)
The conduct of IRT Field Survey/Hands-On Training which included:
• On-site investigations of electrical, mechanical, and switch yard equipment
• Informal, hands-on, IRT field survey training for applicable plant personnel
An IRT Field Survey exit meeting was held, with the same personnel as the entrance
meeting, to discuss:
• Survey findings and corrective actions
• Prioritization of corrective actions for Critical & Serious Findings
• Open discussion on IRT PDM Program/Equipment Requirements
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Task 3: Prepare an IRT Formal Report
The EPRI M&D Center generated a formal, comprehensive report from the survey data,
using the IR-SIP software developed by the M&D Center for all ten (10) generating
stations. This report serves as an equipment status document, and as a guide to be
used as the foundation of the IRT Program.
The information provided in the reports included:
• An executive summary cover letter
• A database of equipment surveyed, which can be used for future surveys
• Definitions of IRT terms used throughout report
• The severity used to determine how severe the findings were
• A list of thermograms found
• Data sheets containing thermal and visual images, with arrows identifying the areas
of interest
The report for each station was provided in hard copy and disk copy formats. The
initial IR-SIP training (Task 1) provided each station with the information necessary to
integrate the M&D Center's constructed report with the station's IR-SIP program.
Subsequent surveys on the units that the M&D Center surveyed, and other units, will
only require an update to the delivered database, which is a minimum effort as
compared to the initial database development.
Task 4: IRT Program Follow-Up Support/Meetings
The EPRI M&D Center re-visited each station during one of the subsequent surveys to
review the overall IRT Program progress. The IRT Program Follow-Up and Reviews
consisted of reviewing two (2) station per week to evaluate each station's progress in
developing the following IRT PDM tasks:
• Creation of an "equipment to be surveyed list" for units other than the units
surveyed during the initial IRT training session
• The ability to generate IRT reports using IR-SIP
• The use of IRT equipment in the field
• The ability to generate Cost Benefits for findings
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Task 5 - Consolidated IRT Training and Advanced IRT Applications
Technology Transfer
An M&D IR Thermographer provided formal classroom training on the following IRT

topics:
• Heat transfer concepts
• IRT theoretical overview
• IRT equipment operation and classification
• IRT measurement methods
• Periodic IRT survey requirements
• Hands-on field application training
• IRT report requirements
The IR Thermographer also provided information regarding innovative IRT

applications. This task was a one-week effort for each station. The innovative
applications included training on: innovative IRT methods and techniques used to
improve the station's performance; identifying the process indicators and systems
information that will assist in locating the performance deficiencies; and, benefit
analyses associated with the advanced applications.
The EMPM Program
The Electric Motor Predictive Maintenance (EMPM) project is an EPRI Tailored

Collaboration project with the objective to provide assistance in the development of
EMPM programs at various utilities. The program includes data collection, storage,
evaluation, and the communication needed to establish a successful program. The
program also addresses the programmatic aspects of effective communication of
information which are a result of PDM activities. Various electrical condition
monitoring techniques are performed such as:
• Insulation resistance testing
• Polarization index testing
• DC Step voltage testing
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• Winding resistance testing
• Dissipation factor and capacitance testing
• Heater testing
In addition, various new condition monitoring technologies are applied, such as:
• Vibration analysis
• Infrared thermography inspections
• Lube oil analysis
• Motor current analysis (for broken rotor bars)
The approach for the development and implementation of an Electric Motor Predictive
Maintenance (EMPM) Program at ComEd was divided into four (4) major tasks which
were as follows:
1. Initial EMPM Project meetings and Implementation at the Joliet 29 Generating

Station
2. Presentation of the EMPM Project at the other nine (9) generating stations
3. Continuation of the full EMPM Project at the Joliet 29 Generating Station
4. EMPM Project Review and Follow-Up Meetings at the Other Nine (9) Generating
Station
Task 1: Initial EMPM Project Kick-Off at the Joliet 29 Generating Station
ComEd picked the Joliet Generating Station as the station to fully participate in EPRI's
Tailored Collaboration project for EMPM. The following topics were discussed in the
initial implementation meetings, and then in the initial field survey that followed:
• Overview of the program
• Selection of the technologies and electrical tests used in the program
• Test data collection and evaluation
• Test database and motor information database
• On-line Motor Current Signature Analysis techniques
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• Review of the existing motor program
Task 2: Presentation of the EMPM Project at the Other Nine (9) Generating
Stations
The remaining ComEd generating stations were presented with an overview of the
EMPM Project. Also reviewed at the remaining stations were the existing motor
programs to determine what is working well and what is not. Also, as part of the
overview, the different technologies used in the program, and how to implement and
review the data was discussed. Further program discussions took place over the next
several months, via Telnet (e.g. telephone, fax, Internet e-mail, etc.) communications.
Task 3: Continuation of the Full EMPM Project at the Joliet 29 Generating Station
The data collection and analysis for the EMPM Project at the Joliet 29 Generating
Station will continue for a period of three (3) years from the date of the initial kick-off
meetings and field surveys.
Task 4: EMPM Project Review and Follow-Up Meetings at the Other Nine (9)
Generating Stations
Subsequent site visits at the other nine (9) generating stations were made to assist
ComEd personnel with monitoring the EMPM program, calculating cost benefits, and
creating case histories that depict specific cost savings at each plant (e.g. reduction of
PMs, avoidance of catastrophic failures, and individual increases in component
availability.
Vibration Analysis Program
The responsibility of the existing Vibration Program at the ComEd plants was given to
each plant's PDM Specialist, with integrated support and guidance from SMAD. The
PDM Specialist was to develop and implement the necessary changes to the Vibration
Analysis Program, that resulted from the implementation of CAP (Competitive Action
Plan) and the PDM Program Implementation plan. These changes included dividing
the equipment in the established routes into individual process Team areas of
responsibility. This allows the Process Teams themselves to be responsible for the
collection and analysis of the vibration data. In order to prepare them for this
responsibility, a sequence of training was planned for the Team members. In addition
to the Vibration Analysis LOA training, the Team members were exposed to
approximately 40 hours of hands-on basic vibration training, provided by the PDM
Specialist, as well as advanced classes in vibration analysis, balancing, and vibration
hardware, developed especially for ComEd and provided by an outside contractor.
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Lube Oil Analysis Program
The PDM Specialist also has acquired some of the responsibilities of the Lube Oil
Analysis Coordinator; by establishing the frequency found on the Equipment and
Technology (E&T) Matrix of the PDM Program Implementation plan, coordinating the
lube oil sampling, the sending off of samples for analysis, and reviewing and trending
the analyzed data. The sampling of the lube oil was done by plant Operating
personnel. The majority of the lube oil analysis is performed at ComEd's Central
Testing, Engineering and Material (C-TEAM) Facility by SMAD. One station is
utilizing a particle counter to screen samples for particle contamination; thereby,
reducing the amount of samples actually being sent to SMAD for analysis. In addition
to the Lube Oil Analysis LOA training, SMAD also provided, by an outside contractor,
training for the PDM Specialist and other selected Operating personnel on the proper
handling and taking of samples, to make sure meaningful samples are being taken
from the correct locations on the equipment. This ensures that accurate data is being
collected, which is needed to better assess the actual equipment and lubricant
conditions.
Plant PDM/PD Program Review Sessions
The Plant PDM/PD Program Review sessions were conducted with and EPRI M&D
Center engineer and ComEd's Fossil Operations Availability Systems Team personnel
at all ten plants. During each plant's visit, individual interviews were conducted with
plant management, maintenance supervisors, and various craft personnel to capture the
current strengths, weaknesses, and corresponding opportunities for PDM Program
improvement (see Appendix D). The results of these sessions are discussed in the
"PDM Program Results" section of this report.
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5
PDM PROGRAM RESULTS
Cost Benefit Analyses Overview Discussion
The PDM Program conducted at ComEd showed significant cost benefits. This section
explains the procedures for estimating cost benefits in detail, provides examples of cost
benefit calculations, and covers other aspects of the benefits of PDM.
Basic Assumptions
With any cost benefit analysis procedure, some assumptions and suppositions are
needed to simplify the process. Some of the basic assumptions of this procedure are:
1. There are two areas where a predictive (or condition based) analysis of plant
equipment has an impact on plant Operations and Maintenance. The first area deals
with the loss of generating revenue associated with the detected fault. The second
area deals with the maintenance savings associated with early detection of the fault.
2. Not all equipment failures are catastrophic.
3. Not all catastrophic failures result in a loss a generation.
4. There are three possible outcomes for any detected plant equipment fault:
— Catastrophic Failure - Includes the total destruction of the equipment under

surveillance and all other damages caused by the failure. These types of failures
are often given a relatively low probability of occurring.
— Moderate Failure - Includes only the costs of replacing the failed component
parts and the impact of the failure on generating capability. These types of
failures are given a higher probability of occurrence than the catastrophic
occurrence.
— Loss of Performance - Includes the costs associated with the resulting loss of
service of the faulty equipment if the fault had gone undetected. This category
could also be considered a "Minor Failure", and often mirrors the "actual" costs
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PDM Program Results
of the repair. The probability of occurrence is assigned a percentage such that

the total of all three types adds up to 100%.
5. There are costs associated with the actions taken as a result of a detection. These
costs are not always known when the cost benefit analysis is done, so they must be
estimated. These costs are subtracted from the estimated total benefit to yield a net
benefit differential. The benefits associated with the detection of the fault, as
defined in this procedure, is actually this benefit differential. Therefore, the
reported benefit is the actual net savings experienced by the utility, not the gross
costs avoided.
LOA Training
The following two questions regarding LOA training were proposed by the EPRI M&D
Center to several of the ComEd station personnel:
1. Would you recommend LOA type training to another multi-station type utility?
Please provide reasons why you would or would not.
2. Does LOA Training help eliminate PDM barriers and provide better "Buy-In" from
station personnel? Please provide reasons why or why not.
The responses were as follows:
PDM Specialist, Waukegan Generating Station
1. Yes, I feel that whether it is a single or multi-unit station, the benefits of the LOA
Training are well worth the efforts. You can reach all the people necessary to make
the program successful. The information learned can be shared from site to site
(which is important considering he way personnel move in the industry today).
2. Absolutely, the structured presentations used for the LOA Training are simple, easy
to understand, and do not rely on personnel having a maintenance background to
realize the advantages of the PDM Program. It shows all personnel that everyone,
no matter the discipline they have, play an important role in the success of the PDM
Program.
PDM Specialist, Joliet 9 Generating Station
1. Yes, I would recommend LOA type training for other multi-station organizations. It
benefited our station because it gave everyone a broad look of the "big picture" of
PDM in general. Then the technology-specific LOAs gave everyone their first taste
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PDM Program Results
of the objectives of the program without going into so much detail that would have
put people to sleep.
2. We may have had barriers without the LOA Training, but we will never know. I do
feel, however, that we had great response if not eager response when it came time to
find the personnel to become involved. We actually had more people interested
that I could handle. I do not think we would have had the same response without
the LOAs.
PDM Specialist, Powerton Generating Station
The majority of the Powerton employees that attended the LOA courses took something
from the courses that helped them understand the concept of a PDM Program and its
technologies.
The station operators really took an interest in the Oil Analysis LOA course. At this
time, operators are responsible for gathering all lube and oil sampling. After taking the
course, for just a few days, I had operators interested in making sure they took good
samples.
Operations Availability Systems Team
Yes, a comprehensive LOA program would be recommended for another company in

the same multi-facility situation. Widespread communication of the theory, benefits,
program justification, and application of PDM related technologies, has proven to be
beneficial in the overall implementation of the program. During recent PDM
Assessments at several of the stations, it became apparent that the stations that had
ensured station-wide attendance to the LOAs experienced much greater interest,
understanding and buy-in to the PDM concepts being implemented at the station. This
knowledge has helped those stations in moving forward from a Corrective/Reactive
maintenance methodology to one that will become more Preventive/Predictive.
PDM Specialist, Joliet 29 Generating Station
Contents of the initial Oil Analysis classes were too complex for the participants. LOA
Training was somewhat out of sequence, due to making site personnel aware of a
program that was not yet fully functional.
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PDM Program Results
PDM Specialist, Kincaid Generating Station
Courses had over 90% of all plant personnel in attendance. Plant personnel were very
interested in course materials. Instructors were impressed with the many responses
from the class attendees.
LOA Training Results
Table 5-1 shows the average % improvement that students reported from LOA training.
In the four training subjects, students reported a 12% to 22% improvement in the
understanding of that subject.
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PDM Program Results
Table 5-1
ComEd Level Of Awareness Training Overall Averages
LOA % Average Collins Crawford Fisk Joliet 9 Joliet 29 Kincaid Powerton Stateline Waukeg. Will Co. Overall
Improvement Station Station Station Station Station Station Station Station Station Station Average
PDM Program 14% 17% 8% 13% 13% 4% 1% 19% 12% 12% 12%
Infrared Thermog. 27% 19% 23% 23% 17% 25% 22% 21% 16% 22% 22%
Vibration Analysis 16% 12% 19% 22% 22% 19% 16% 19% 29% 15% 19%
Oil Analysis 10% 24% 15% 12% 11% 25% 19% 17% 5% 7% 15%
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6
SUMMATION
The program's success can be measured by the cost-effective identification and

correction of potential equipment failures at most generating stations. This is an
excellent indicator that a level of awareness and "Buy-In" of the PDM Programs exists
at most stations. The program's success can also be measured by the dollars calculated
in cost benefits over the first eighteen months of the project. This initial "Buy-In" of the
PDM Program is an important first step toward changing the work culture and the
process in which maintenance decisions are made at all of ComEd's Fossil Generating
Stations. The next step for ComEd to further increase the Cost Benefits of the PDM
Program is to incur standardization of Equipment Condition Assessment meetings at
each station, and piloting the automation of the PDM processes by utilizing the EPRI
M&D Center's Operations & Maintenance Workstation (O&MW).
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7
REFERENCES
1. Implementing Predictive Maintenance Across the Fossil Division Saves ComEd Over 7
Million Dollars in 18 Months, Electric Power Research Institute, IN-111104, September
1998.
2. Predictive Maintenance Guidelines, Electric Power Research Institute, TR-103374,

August 1994.
3. Predictive Maintenance Guidelines - Volume 2, Electric Power Research Institute, TR-

103374-2, October 1997.
4. Predictive Maintenance Assessment Guidelines, Electric Power Research Institute, TR-

109241, November 1997.
5. Predictive Maintenance Guidelines Volume 3, Electric Power Research Institute, TR-

103374-V3, December 1998.
6. Condition Monitoring as a Maintenance Management Tool: A Case History, Blane., K., BP

Oil Company, Marcus Hook, PA.
7. Techniques For Achieving CBM Program Buy-In, Nochera, J , paper given at EPRI
Fossil Plant Maintenance Conference, Baltimore, MD August 1996.
8. Development of a Predictive Maintenance Implementation Plan, Matusheski et al., EPRI

6th Predictive Maintenance Conference, Philadelphia, PA, July 1994.
9. Predictive Maintenance Program: Development and Implementation, EPRI M&D Center

Training Course Notes.
10. Benefits of Predictive Maintenance Program in a Power Plant Environment, Colsher et al,
EPRI 5th Predictive Maintenance Conference, Knoxville, TN, July 1992.
11. Beyond Detection - Realizing the Value in a PDM Program, VanDerHorn, G.,
Matusheski, R., MARCON Conference, Knoxville, TN, May 1997.
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A
PLANNING SCHEDULE
When planning a Predictive Maintenance program, all of the key tasks should be laid
out on a time schedule to indicate what events will occur when, how they interact, and
the total length of the project. From the time schedule the required man-hour and
material resources can then be summarized. The schedule included here is only one of
many computer generated time schedules that are available today, and it was selected
for scheduling the ComEd PDM Implementation activities.
Table A-1
Schedule for Events
Task Name Duration Start Finish
ComEd PDM Implementation 574d 10/3/95 12/12/97
Initial PDM Course 2d 10/3/95 10/4/95
Finalized R&D Project & Service Work Contracts 1d 1/26/96 1/26/96
Project Schedule Roll-Out 1d 2/14/96 2/14/96
Initial Meeting with Project Sponsors 1d 2/14/96 2/14/96
First Coaching Session 2d 4/22/96 4/23/96
Cost Benefit Analysis (CBA) to Date 0d 5/21/96 5/21/96
First Program Meeting with Fossil Div. Sr. Mgmt. 1d 5/21/96 5/21/96
Second Coaching Session 5d 7/8/96 7/12/96
First Program Meeting with All Station Leaders 1d 8/12/96 8/12/96
Waukegan Sta. PDM Implem. Mini-Assessment 20d 9/3/96 9/30/96
Crawford Sta. PDM Implem. Mini-Assessment 23d 10/1/96 10/31/96
Third Coaching Session 1d 10/22/96 10/22/96
Second Program Meeting with All Station Leaders 1d 11/19/96 11/19/96
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Planning Schedule
Fourth Coaching Session 1d 2/10/97 2/10/97
Crawford Sta. Equipment Condition Assess. Meeting 1d 2/17/97 2/17/97
Fifth Coaching Session 1d 7/29/97 7/29/97
Second Progress Meeting with Senior Management 1d 8/21/97 8/21/97
Plant PDM/PM Program Review Session 2d 4/7/97 4/8/97
Typical for all Generating Stations 2d 4/7/97 4/8/97
Level-Of-Awareness Training Implementation 60d 3/4/96 5/2/96
PDM LOA Training (Typical for all Stations) 5d 3/4/96 3/8/96
Vibration Analysis LOA Training (Typical for all) 5d 4/1/96 4/5/96
Oil Analysis LOA Training (Typical for all Sta.) 5d 5/20/96 5/24/96
Technology Implementation 468d 2/28/96 12/12/97
IRT Program Initial Field Survey (Typical all) 5d 6/17/96 6/21/96
Initial IR-SIP Training Course 2d 2/28/96 2/29/96
Follow-Up IR-SIP Training Course 3d 9/18/96 9/20/96
IRT Program Follow-Up Session (Typical all) 5d 11/4/96 11/8/96
Consolidated IRT Classroom & Field Training 5d 12/8/97 12/12/97
EMPM Program Initial Roll-Out Meeting (Typ.) 3d 7/15/96 7/17/96
EMPM Program Follow-Up Session (Typical) 1d 2/25/97 2/25/97
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B
PDM MINI-ASSESSMENT QUESTIONNAIRE
When conducting a PDM Assessment, it is important that a great deal of information be

accumulated in order to form a complete evaluation of the existing maintenance
processes and procedures, so that meaningful evaluations can be made and solid
recommendations presented. Included in this Appendix are the questions asked of key
personnel in all ten (10) of the ComEd plants.
General Questions
Personal
1. What is your current function is the organization?
2. How long have you held this position?
3. What is your background? (Emphasize your work with this company) This helps us
to understand where he or she came from and gives us good perspective of what the person
feels is important. People tend to believe in things they do, or did in the past.
Plant Operations and Maintenance
1. Who sets the priority for work requests? Who should?
2. Are there any existing procedures or processed that you consider to be highly
efficient and cost effective? (i.e. quality program, equipment reliability initiatives,
etc.).
3. Are there any old processes or procedures that should be brought back?
4. In your opinion, are current resources (personnel and materials) adequate for
maintaining the facility?
5. Is your company planning to reorganize or down-size anytime soon? Only ask the
following if the response to 5 is positive.
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PDM Mini-Assessment Questionnaire
— Will personnel reduction resulting from down-sizing cause problem maintaining

or operating in the future?
— What steps should be taken to relieve some of these difficulties?
— Are you aware of any other programs for cost reductions, either at the plant level
or at the corporate level?
— What are the risks involved with reducing these costs?
6. Do seasonal variations affect maintenance workload?
7. Does management support you when requesting investment in maintenance?
Preventive Maintenance
1. What types of preventive activities are carried out on a regular basis? Describe your
predictive maintenance activities.
2. How does it differ from one model to the next?
3. Do the maintenance crews capture the "as found" condition of the components that
were repaired or replaced during these preventive procedures?
4. Are there any written schedules for performing these activities?
Predictive Maintenance
1. What is your definition of Predictive Maintenance? Ask for his or her definition as
they understand it. This is important to know what the person perceives as the
definition. Take time here to encourage the person interviewed. It may help to
show the guidelines definition of PDM, CM, PM, PAM, RCM.
2. What are the most troublesome equipment or components? Why? Is their

perception the same as their colleagues and does it match the maintenance records?
If it does not, then that means they may be solving the wrong problems.
Information gathered here can be used to develop an equipment and technology
matrix and set priorities.
3. What, if any, monitoring or diagnostics have been applied to these systems? Does
the culture at the facility support monitoring as a solution for equipment problems?
This will give clues as to the reception and "buy-in" of monitoring solutions.
4. What diagnostic technologies are used in your equipment maintenance program?
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— What diagnostic technologies are used by your maintenance craft personnel?
— Are there any technologies utilized by equipment operator?
— Are any technologies conducted by facility technical, engineering staff or outside

organization? If applicable.
— Are there any contracted services that have been conducted in the past or present
that were effective? If applicable.
5. What condition monitoring diagnostic technologies do you know of that your

organization is not using?
6. To what equipment problems would you apply them?
7. Do repairs recommended reflect the actual "as found" problem?
Communications
1. On a scale of 1 to 10 (10 being perfect) how well does your organization, within the
facility, communicate information regarding diagnostic testing or special testing
related to a specific equipment problem? We are trying to establish how well the
personnel communicate and use operations, maintenance and engineering to help diagnose
problems.
2. Explain how the conversion of data to information and corrective action works. Use
the Data Information, Corrective Action presentation slide
On a scale of 1 to 10
DATA INFORMATION ACTION
Explain any reasons for low scores.
3. Is your branch involved in the process of evaluating component conditions?
4. If yes, how is this information transferred to other parts of the organization?
Training
1. Is the current training program adequate to the needs of the facilities maintenance
personnel? What other courses should be offered?
2. Do you feel you need training? If so, in what areas? (Either maintenance
philosophy, PDM program training or special condition monitoring technology
training).
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3. Do you have any experience using personal computers? Would training in this area
be helpful?
4. Do you feel confident in crafts in which you had some previous training or would
some refreshers help? Craft personnel only.
Computerized Maintenance Management System
1. Does your facility have a computerized maintenance management system?
2. Do you use this system? Who does?
3. Do you know your typical costs for maintenance activities (labor and parts)? We
want to know their level of awareness of this business issue.
4. Are you aware of any sort of equipment trouble list? Who keeps it?
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C
WAUKEGAN STATION PDM PLAN
Attached is the PDM Assessment report for the ComEd Waukegan plant which will
serve as the PDM Implementation plan. The M&D Center also assisted ComEd in the
Assessment and the Implementation Plan for the Crawford station. With these road
maps, ComEd will prepare their own Assessment reports for implementing PDM at the
remaining stations.
Overview
Introduction
ComED is currently preparing for the challenges associated with deregulation.

Reorganization and down-sizing are among the difficult tasks facing our Company and
our employees as we prepare for the Deregulation of the electrical utility industry.
Least-cost power will be the order of the day for us.
The new economic environment will require that maintenance strategies be put in place
to help us be effective in a competitive market. This will require all employees
involved in the daily operation and maintenance of Waukegan Station to increase their
awareness of each individual's responsibilities in reducing costs and maintaining
availability.
Predictive Maintenance (PDM) represents a new and permanent way of doing business
in a competitive environment. Predictive Maintenance is an approach to plant
maintenance that relies on condition-based maintenance. This approach evaluates the
condition of various equipment in the plant in order to determine an appropriate
operating or maintenance action. The Predictive Maintenance process applies new and
existing technologies with plant know-how to increase the capability of this assessment
process based on equipment condition.
Fossil Senior Leadership and Station Leadership are committed to supporting the
development and implementation of a PDM Program for Waukegan Station. This has
helped to stimulate personnel involvement in Predictive Maintenance at all of our
plants. However, in order for PDM to be successful, it will require the support and
commitment of all the employees of Fossil Operations.
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Waukegan Station PDM Plan
Scope
The information contained in this report is to be used as an action plan to formalize the
development and implementation a PDM Program at Waukegan Station. The
information given will provide a method for introducing and utilizing available
technologies at our plants in order to assist plant personnel in maximizing the
effectiveness of the plant maintenance and operational processes.
Some of the important issues addressed will be:
• Station recommendations/expectations based on interviews
• Define Station Goals of the PDM Program
• Development of a Plant Equipment Assessment methodology
• Development of application descriptions for each technology (TAD's)
• Integration of the PDM Program into the Station Organizational Work Flow
• Development of a Financial plan which includes Program Costs and Benefits
• Development of a Training Program
• Schedule for Plan Development and Implementation
Key Findings and Recommendations
A team consisting of members of EPRI's M&D Center Staff, Developmental Services

Availability Systems Team personnel, and the Station PDM Specialist conducted
interviews with Plant personnel to obtain information relating to programmatic issues,
equipment problems, and existing technologies being used. In addition, these
interview will help in identifying needs and expectations of the Station Leadership
from the PDM program. Based on these interviews, the team will propose
recommendations for activities of the Station PDM Program. The following
recommendation have been reviewed and approved by Station Leadership and should
be used as guidelines in the development and implementation of a PDM Program at
Waukegan Station.
Recommendation #1
Process Specialists and Team Coaches will be trained on all PDM technologies, in order
to support the PDM program within their Process Areas.
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Recommendation #2
PDM Specialists will facilitate and coordinate the training needed to implement the
PDM program within the teams. This will include providing support in targeting the
proficiencies needed by the Process Specialists and Team Coaches, plus providing
hands-on training for all team members. The PDM Specialist will also provide training
and support to the Process Specialists and Team Coaches in the applications and
software currently being used for reporting.
Recommendation #3
Operations information is critical to the PDM program. Shift turnover and logging of
equipment condition in the Operations Logs will be improved. The station is currently
investigating several options in this area.
Recommendation #4
Root cause analysis will be performed on all equipment designated as station assets.
Recommendation #5
Operations involvement in the PDM program will include tracking of component

availability for all equipment included in the PDM program. Also, process parameter
tracking of these components by respective operations will be performed on a monthly
basis.
Recommendation #6
PDM Level of Awareness training will be conducted for the operators. In addition, any
applicable application training on the various technologies must be attended. This is a
crucial step in obtaining operations participation.
Recommendation #7
The new Asset Management System for Waukegan under design by the FBI team
should contain the following capabilities:
• ability to flag recurring maintenance problems based on threshold settings.
• ability to provide monthly maintenance costs on a component basis.
• automation of equipment condition alarming and reporting.
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• automation of operations parameters logging activities should be investigated.
Recommendation #8
The general practice at Waukegan Station is to write work requests for equipment
problems. However, in some cases this does not occur. It is recognized that this can
result in the loss of captured costs and history on assets in the plant. Therefore, work
requests will be written for all work done to assets in the Equipment Technology
matrix at Waukegan Station. By capturing work performed to an asset, Waukegan will
better be able to determine what type of predictive maintenance technology to use,
track all costs including lost revenue, and identify failure trends.
Note: Any station employee can initiate a work request using TJM. In the first quarter
of 1997 all TJM files will be transferred into an Asset Management System called
MAXIMO. This Asset Management System will provide more capabilities for tracking
asset costs and for trending asset performance.
Recommendation #9
Development and implementation of a comprehensive Boiler PDM program.
Goals and Expected Benefits
W a uke gan S tation, C os t S av ing from

H eat R ate Im p ro v em ents
1.0
0.9 S avings ($M)
0.8
0.7
0.6
0.5
0.4
0.3
0.2
0.1
0.0
1 3 5 7 9 11
M o n th s
Figure C-1
Expected Heat Rate Benefits
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Waukegan Station
O&M Cost Reductions from PDM Program
1
0.9
Savings ($M)
0.8
0.7
0.6
0.5
0.4
0.3
0.2
0.1
0 Months
Months
Months
Months
Months
1 Month
11
3
9
Note: This would reflect a reduction from $16M to $15M.
Figure C-2
Expected O&M Cost Reductions
Waukegan Station
Cost Savings from EFOR Reductions from PDM Program
8
% 6
5
4
Goal 3%
3
2 (1.2 million)
1
0
5 Months
1 Month
2 Months
3 Months
4 Months
6 Months
7 Months
8 Months
9 Months
10 Months
11 Months
12 Months
Note: A reduction of EFOR to 7-8% would result in increased demand for Waukegan Station and
further reduce $cost per net MWHR. 1% EFOR reduction would result in a savings of $402,336.
Figure C-3
Expected EFOR Reductions
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Waukegan Station
Ratio of $ Spent PDM/$ Spent CM for Major (Top Ten) Equipment
0.8 80%
0.7
0.6
0.5
0.4
0.3
0.2
0.1 Current Personnel Perception
0
1996 1997 1998 1999
Note: The New Maintenance Management System Should Provide Capabilities to Track this Ratio.
Figure C-4
Ratio of PDM/CM for Major Equipment
Condition-Based Maintenance Strategy Improvement
Where Are We Now ?

Corrective
Preventive
Predictive
15%
5%
● Corrective = 80%
80% ● Preventive = 15%
● Predictive = 5%
Figure C-5
Relative CM, PM and PDM Now
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Where Do We Want To Be ?
Corrective
Preventive
Predictive
5%
15%
● Predictive = 80%
80%
● Preventive = 15%
● Corrective = 5%
Figure C-6
Expected Future Relative CM, PM and PDM
Implementation
Strategies for Implementation
WAUKEGAN STATION MISSION STATEMENT
Waukegan Station's Process Teams will work together to improve the reliability and viability of
the Station. PDM is an integral part of this process. Equipment will be operated and maintained
based upon proper collection and analysis of data. Proven technologies, including vibration
analysis, oil analysis, IR/Thermography, motor current analysis, and ultrasound/leak detection
will provide the necessary information needed to make sound, informed decisions of equipment
condition. Root cause analysis and Proactive Maintenance strategies will be utilized to prevent
future failures.
PDM is an approach to plant maintenance that evaluates the condition of critical

equipment in the plant to determine which operating or maintenance actions may be
required. By monitoring plant equipment condition, operating practices can be
temporarily modified, and maintenance planned and performed before failure occurs.
This approach will not only reduce maintenance costs and increase equipment life, but
it will also allow for the efficient planning and scheduling of limited resources at all of
our Generating facilities.
In order for a PDM Program to succeed, we must first increase the level of awareness
in the technologies available for assessing equipment condition. Plant personnel must
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be trained in the various technologies so they may begin the process of gathering and
combining all the information available to make timely and informed decisions about
the operating practices and maintenance requirements of the plant equipment. This
information should include; diagnostic and performance data, maintenance histories,
operational logs, and design data. In addition, personnel must be trained in analyzing
the available data, creating reports, and capturing cost/benefit information supporting
their decisions. Finally, the PDM plan must be used as a 'Driver' for the efficient use of
our Asset Management System.
The following steps should be emphasized when implementing a PDM Program.
• Understand your goals for the PDM Program
— financial, safety, reliability, etc.
• Evaluate three critical issues
— financial benefit potential
— organizational issues and plan
— technical plan for the equipment included
• Establish a formal PDM plan (70% of the issue for success is organizational -
communication)
• Identify the components that will impact the goals set in 1 and 2 if the PDM
program is effective; and, apply the respective technologies
• Educate all personnel on their Roles and Responsibilities
• Apply the formal plan and stick to it
• Develop a means to evaluate the plans effectiveness
• Automate the new effective process
Plant Equipment Assessment
In developing and implementing a PDM Program, the objective is to start with the most
critical components required for generation, and with the equipment that is costing the
most unexpected O&M expenditures and loss of availability. This is necessary in order
to use the limited resources available at the Station in the most effective manner.
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To accomplish this objective, an Equipment & Technologies matrix needs to be

developed. Waukegan Station's Equipment & Technologies matrix was built by the
PDM Specialist with assistance from Technical, Operations, and Maintenance Leads.
The matrix includes the following:
• A listing of the targeted equipment for the PDM Program
• Technologies that will be applied to the equipment
• A listing of the severity criteria for the monitored equipment (i.e. alarm limits,
temperature anomalies, etc.)
• Suggested intervals for PDM monitoring techniques
In addition to information obtained from Station Leads, targeted equipment was

identified using information from several sources including:
• A Top 10 list of equipment for O&M cost and availability loss was supplied by the
Availability Systems Team using Station Maintenance Management System records
• The AST provided an equipment listing based on parts and labor costs
• Identified on Waukegan's Capability chart
When examining Waukegan's Top 10 list for parts and labor costs, there were items not
included in the matrix. One example is Building and Grounds, which cannot be
influenced by PDM technologies. Others, such as Boilers, Sootblowers and
Electronic/Control systems will be included as the program progresses. Therefore,
these have not been included in the evaluation and formation of the Equipment &
Technology list for this plan.
The Equipment & Technologies (E&T) Matrices are included on the following pages of
this plan. A Matrix is included for each Unit (6,7, and 8).
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Table C-1
Unit #6 Equipment and Technologies
Equipment Vibs Interval Oil Interval IR Interval MtrCur Interval Acoust Interval
#6 Turb-Gen Yes M Yes Q No - No - No -
#6 Exciter Yes S/A No - Yes** S/A No - No -
#6 Reserve Exciter Yes S/A No - Yes** S/A Yes S/A No -
#17 A FD Fan Yes M Yes* Q Yes** S/A Yes S/A No -
#17 B FD Fan Yes M Yes* Q Yes** S/A Yes S/A No -
#17 C FD Fan Yes M Yes* Q Yes** S/A Yes S/A No -
#17 A ID Fan Yes M Yes* Q Yes** S/A Yes S/A No -
#17 B ID Fan Yes M Yes* Q Yes** S/A Yes S/A No -
#6 A Circ Wtr Pmp Yes Q No - Yes** S/A Yes S/A No -
#6 B Circ Wtr Pmp Yes Q No - Yes** S/A Yes S/A No -
#6 A Condensate Yes M No - Yes** S/A No - No -
#6 B Condensate Yes M No - Yes** S/A No - No -
#6 C Condensate Yes M No - Yes** S/A No - No -
#6 A BFP Yes M Yes* Q Yes** S/A Yes S/A No -
#6 B BFP Yes M Yes* Q Yes** S/A Yes S/A No -
#6 C BFP Yes M Yes* Q Yes** S/A Yes S/A No -
#6 B Htr Dm Pmp Yes M Yes* Q Yes** S/A No - No -
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#6 C Htr Drn Pmp Yes M Yes* Q Yes** S/A No - No -
#17 A Seal Air Blower Yes M(?) No - Yes** S/A No - No -
#17 B Seal Air Blower Yes M(?) No - Yes** S/A No - No -
Notes: Yes* = Fluid Drive Only, Yes** = Motor Control Cabinet, M* = Exhauster only; mill & motor Quarterly,
M = Monthly, Q = Quarterly, S/A = Semi-Annually
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Table C-2
#7 HP Turb-Gen Yes M Yes Q No - No - No -
#7 LP Turb-Gen Yes M Yes Q No - No - No -
#7 HP Exciter Yes S/A ? ? Yes** S/A No - No -
#7 LP Exciter Yes S/A ? ? Yes** S/A No - No -
#7 Reserve Exciter Yes S/A ? ? Yes** S/A Yes S/A No -
#7 A FD Fan Yes M Yes* Q Yes** S/A Yes S/A No -
#7 B FD Fan Yes M Yes* Q Yes** S/A Yes S/A No -
#7 C FD Fan Yes M Yes* Q Yes** S/A Yes S/A No -
#7 D FD Fan Yes M Yes* Q Yes** S/A Yes S/A No -
#7 A ID Fan Yes M Yes* Q Yes** S/A Yes S/A No -
#7 B ID Fan Yes M Yes* Q Yes** S/A Yes S/A No -
#7 C ID Fan Yes M Yes* Q Yes** S/A Yes S/A No -
#7 D ID Fan Yes M Yes* Q Yes** S/A Yes S/A No -
#7 A Mill Yes M* Yes* Q Yes** S/A Yes S/A No -
#7 B Mill Yes M* Yes* Q Yes** S/A Yes S/A No -
#7 C Mill Yes M* Yes* Q Yes** S/A Yes S/A No -
#7 D Mill Yes M* Yes* Q Yes** S/A Yes S/A No -
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#7 E Mill Yes M* Yes* Q Yes** S/A Yes S/A No -
#7 F Mill Yes M* Yes* Q Yes** S/A Yes S/A No -
#7 G Mill Yes M* Yes* Q Yes** S/A Yes S/A No -
#7 H Mill Yes M* Yes* Q Yes** S/A Yes S/A No -
#7 A Circ Wtr Pmp Yes Q No - Yes** S/A Yes S/A No -
#7 B Circ Wtr Pmp Yes Q No - Yes** S/A Yes S/A No -
#7 C Circ Wtr Pmp Yes Q No - Yes** S/A Yes S/A No -
#7 D Circ Wtr Pmp Yes Q No - Yes** S/A Yes S/A No -
#7 A Condensate Yes M No - Yes** S/A No - No -
#7 B Condensate Yes M No - Yes** S/A No - No -
#7 C Condensate Yes M No - Yes** S/A No - No -
#7 C BFP Yes M Yes* Q Yes** S/A Yes S/A No -
#7 D BFP Yes M Yes* Q Yes** S/A Yes S/A No -
#7 A BWCP Yes Q No - Yes** S/A Yes S/A No -
#7 B BWCP Yes Q No - Yes** S/A Yes S/A No -
#7 C BWCP Yes Q No - Yes** S/A Yes S/A No -
#7 D BWCP Yes Q No - Yes** S/A Yes S/A No -
#7 A-1 Htr Dm Pmp Yes M Yes Q Yes** S/A No - No -
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#7 A-2 Htr Dm Pmp Yes M Yes Q Yes** S/A No - No -
#7 B-1 Htr Dm Pmp Yes M Yes Q Yes** S/A No - No -
#7 B-2 Htr Dm Pmp Yes M Yes Q Yes** S/A No - No -
#7 E-N Htr Dm Pmp Yes M Yes Q Yes** S/A No - No -
#7 E-N Htr Dm Pmp Yes M Yes Q Yes** S/A No - No -
#7 A HP Hse Serv Pmp Yes M(?) No - Yes** S/A No - No -
#7 B HP Hse Serv Pmp Yes M(?) No - Yes** S/A No - No -
#7 A LP Hse Serv Pmp Yes M(?) No - Yes** S/A No - No -
#7 B LP Hse Serv Pmp Yes M(?) No - Yes** S/A No - No -
#7 C LP Hse Serv Pmp Yes M(?) No - Yes** S/A No - No -
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Table C-3
#8 HP Turb-Gen Yes M Yes Q No - No - No -
#8 LP Turb-Gen Yes M Yes Q No - No - No -
#8 Aux Oil Pump Yes Q No - No - No - No -
#8 Electronic Hyd Controls No - Yes ? No - No - No -
#8 A FD Fan Yes M Yes Q Yes** S/A Yes S/A No -
#8 B FD Fan Yes M Yes Q Yes** S/A Yes S/A No -
FD Fan Aux Oil Pumps Yes M No - No - No - No -
#8 A ID Fan Yes M Yes# Q Yes** S/A Yes S/A No -
#8 B ID Fan Yes M Yes# Q Yes** S/A Yes S/A No -
ID Fan Aux Oil Pumps Yes M No - No - No - No -
#8 A Mill Yes M* Yes Q Yes** S/A Yes S/A No -
#8 B Mill Yes M* Yes Q Yes** S/A Yes S/A No -
#8 C Mill Yes M* Yes Q Yes** S/A Yes S/A No -
#8 D Mill Yes M* Yes Q Yes** S/A Yes S/A No -
#8 E Mill Yes M* Yes Q Yes** S/A Yes S/A No -
#8 F Mill Yes M* Yes Q Yes** S/A Yes S/A No -
#8 A Circ Wtr Pmp Yes M Yes Q Yes** S/A Yes S/A No -
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#8 B Circ Wtr Pmp Yes M Yes Q Yes** S/A Yes S/A No -
#8 A Cond/Bstr Yes M Yes Q Yes** S/A Yes S/A No -
#8 B Cond/Bstr Yes M Yes Q Yes** S/A Yes S/A No -
A BFP Aux Oil Pump Yes M No - No - No - No -
#8 A BWCP Yes M Yes Q Yes** S/A Yes S/A No -
#8 B BWCP Yes M Yes Q Yes** S/A Yes S/A No -
#8 C BWCP Yes M Yes Q Yes** S/A Yes S/A No -
#8 D BWCP Yes M Yes Q Yes** S/A Yes S/A No -
#8 B Htr Dm Pmp Yes M No - Yes** S/A No - No -
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Technology Application Descriptions
The following section contains Technology Application Descriptions (TADs) for each
technology being applied at Waukegan Station. The TADs will answer the Who, What,
When, and Where questions on the application of each PDM technology at Waukegan
Station. They will serve as outlines for the use of the various technologies by
prescribing guidelines and responsibilities for the implementation and support of each
technology.
Vibration TAD
Technology Application
Vibration Monitoring at Waukegan Station will be performed by Station personnel

assigned to the Availability Team. Analysis tools will be used by the Team to collect,
interpret, and present data to the appropriate plant personnel for the purpose of
making operations and maintenance decisions based on equipment condition. Various
activities and requirements will necessary in order to implement this program. This
technology will be combined with lube oil analysis data. One technology serves as an
important backup to the other. Careful coordination of these two technologies increases
the value of both.
Activities
• Perform periodic monitoring surveys on critical rotating equipment without

continuous monitoring protection. Surveys will be performed on intervals set forth
in the Equipment & Technology matrix. These surveys will be identified through an
Asset Management System.
Support Steps:
1. Perform baseline survey on identified equipment.
2. Establish action alert levels for equipment.
3. Establish PM routes in the Asset Management System automatic generation and

scheduling.
• Perform monitoring surveys on critical equipment with continuous monitoring

protection when established overall vibration action levels are reached. These
surveys will also be used to validate the accuracy of the continuous monitoring
protection.
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Support steps:
1. Establishment of vibration action alert levels for equipment.
Responsibilities
• Station Leads, as the sustaining sponsors, will commit the appropriate resources
such as capital and personnel to become the vibration specialists within each team.
This will be necessary for the collection and analysis of data.
• The Process Specialist will be responsible for coordinating data, assigning problem
severity, initiating action, coordinating post maintenance surveys, documentation
distribution and case closing of any finds.
• The Predictive Specialist will support the PDM efforts of the Process Specialists and
the Process Teams.
• Initially, these surveys will be conducted by the PDM Specialist with

representatives from the various teams, and in the future by the appropriate team
members trained in the techniques of proper data collection.
Resource Requirements
• Each team will provide one member to be trained; however, all members will
subsequently be trained. Team members will report survey results to the Process
Specialist.
• SMAD will provide technical support as needed, including fast response to special
problem diagnostic testing/analysis.
Training Requirements
• 3-6 months of vibration OJT.
• Basic Vibration theory.
• Use of data collection tools.
• Basic frequency analysis.
• Data trending analysis.
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Miscellaneous Requirements
• Software requirements will be established by a combined effort between SMAD,

Availability Systems personnel and Fossil Division PDM Specialists to provide
maximum service value. Any additional software/hardware needed will be
provided by the Station or Division.
Lubrication TAD
Lubrication samples will be taken for the purpose of analysis by the appropriate
resource. This technology will be combined with vibration analysis data. One
technology serves as an important backup to the other. Careful coordination of these
two technologies increases the value of both.
Activities
• Perform periodic sampling surveys on critical rotating equipment. Surveys will be

performed on intervals set forth in the Equipment & Technology matrix. These
surveys will be identified through an Asset Management System.
Support Steps:
1. Install sample ports on equipment in program.
2. Establish PM routes in the Asset Management System for automatic generation and
scheduling.
• Perform sampling surveys as required in support of other PDM technologies.
Support steps:
1. Install sample ports on equipment as required.
Responsibilities
• Station Leads as sustaining sponsors, will jointly commit the appropriate resources,
such as capital and personnel necessary for the collection and analysis of data.
• The location and installation of quality sample points will be the responsibility of
the Process Specialists with assistance from the PDM Specialist and support from
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the appropriate teams. This is vital to the program as it ensures quality samples and
repeatability of data.
distribution and case closings for any finds reported.
• The PDM Specialist will support the PDM efforts of the Process Specialists and the
Process Teams.
• Surveys will be coordinated by the Process Specialists. Survey results will be

forwarded to the PDM Specialist for archiving.
• The resulting data from surveys will be reviewed by the Process Specialist, SMAD,
and PDM Specialist.
• An outside resource will provide OJT on proper sampling techniques, sample port
locations, as well as basic data interpretation.
• Resources will consist of a combination of Shift Teams working in conjunction with

the Availability Teams.
problem diagnostic testing.
• Basic lube oil theory and wear particle analysis.
• Sampling techniques and location.
• Data interpretation.
• Software requirements will be established by a combined effort between SMAD,

Availability Systems personnel, and Fossil Division PDM Specialists to provide
maximum service value. Any additional software/hardware needed will be
provided by the Station or Division.
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IR Thermography TAD
IR Thermography at Waukegan Station will be performed by Station personnel

assigned to the Availability Team. This technology will be combined with acoustic leak
detection, and coordinated with Plant Operations. When combined, these two
technologies provide qualitative and quantitative data to maintenance and operations
Activities
• Periodic IR surveys on all critical equipment, rotating or static electrical, mechanical

and switchyard equipment for trending and performance. Also included will be
valves and other mechanical equipment deemed essential to performance. These
surveys will be identified through an Asset Management System.
Support Steps:
1. Perform baseline surveys on identified equipment.
scheduling.
Responsibilities
such as capital and personnel to become the IR/Thermography specialists within
each team. This will be necessary for the collection and analysis of data.
• Surveys will be conducted by Station personnel trained in the techniques of proper

data acquisition.
• The Process Specialist will be responsible for assigning problem severity, initiating
action, coordinating post maintenance surveys, documentation distribution and case
closings for any finds reported.
Process Teams.
• Each team will start with one member trained. Subsequently, all members will be
trained. Team members will report survey results to the Process Specialist.
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• Basic IR Thermography theory.
• Basic equipment operation (e.g. IR Camera).
• Basic data collection techniques.
• Report generation software (IR-Sip).
• EPRI supplied software (IR-SIP) will be the reporting software of choice. Any
additional software/hardware needed will be provided by the Station or Division.
Ultrasonic TAD
Ultrasonic and Acoustic leak detection at Waukegan Station will be performed by

Station personnel with coordination from the Operations department. This technology,
when combined with Infrared Thermography, provide qualitative and quantitative
data to guide maintenance on system repairs.
Activities
• Periodic ultrasonic and acoustic leak detection surveys on all critical plant valving,
gearboxes, compressed air and gas systems, and other applicable equipment as
determined by Operations with recommendations by the Process Specialist and
SMAD. These surveys should be identified through an asset management system.
Support Steps:
1. Establish baseline indications for identified equipment.
scheduling.
• Perform Ulrtrasonic/Acoutstic surveys as required in support of other technologies.
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Responsibilities
• The Operations Leader will determine and provide the appropriate resources such
as capital and Shift Team members necessary for the collection of data. This will be
coordinated by the Process Specialist.
• Operations should establish a survey route and prepare data sheets using ComEd
standard software such as Microsoft Excel spreadsheets. The Process Specialist will
provide support in the formation of the routes in the Asset Management System and
data sheets.
• Operations will report survey results to the Process Specialist. Technical direction
will be provided by the PDM Specialist and SMAD.
• The Process Specialist will be responsible for assigning problem severity, initiating
action, coordinating post maintenance surveys, documentation distribution and case
closings for any finds reported.
Process Teams.
• Operations will supply personnel for PM routes and as-required surveys.
• Basics on instrumentation and hardware use.
• (to be completed by the Station)
Motor Current Analysis
Motor Current Analysis at Waukegan Station will be performed by I.C.E. team

members with coordination from SMAD. This technology, when combined with
periodic vibration, thermography, and oil analysis, provides a complete picture of
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motor condition. This will assist the station in determining which motors need
attention, rather than basing motor repairs on time.
Activities
Periodic surveys on all motors currently included in the Equipment & Technology
matrix. These surveys will be identified through an Asset Management System.
Support Steps:
1. Establish baseline indications for identified equipment.
scheduling.
Responsibilities
such as capital and personnel to become the motor current analysis specialists
within each team. This will be necessary for the collection and analysis of data.
• Surveys will be conducted by Station personnel trained in the techniques of proper

data acquisition.
distribution and case closings for any finds reported.
Process Teams.
• Each team will start with one member trained. Subsequently, all members will be
trained. Team members will report survey results to the Process Specialist.
• Basics in motor current analysis techniques.
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• Basics in use of diagnostic tools (e.g. Tec Smartmeter).
• (to be completed by the Station).
Organization
Communication Formats and Description
1. The Process Specialists will facilitate a bi-monthly equipment condition status

review meeting for all components listed on the equipment and condition indicator
matrix. In attendance at this meeting will be the Shift Advisor, the PDM Specialist
and associated Team Coaches. This team will review all indicators with the
assistance of the PDM Specialist, and collectively agree on the operating and
maintenance requirements of these critical components.
2. The PDM Specialist will attend the current weekly process meetings to address any
equipment condition indications from the PDM program which cannot be shelved
until the bi-monthly meetings.
3. An equipment Condition Status Report should be generated as a result of the bi-

monthly meeting and forwarded to the following with an executive summary of
exception.
— Operations Leader.
— Shift Advisor.
— Maintenance Leader.
— Maintenance Coaches.
— Maintenance Planner.
— Process Specialists.
— Plant Manager.
4. A Thermography report as created from initial program set-up should be generated

2 -3 times/year (after each survey performed), and distributed to the above-listed
personnel.
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5. A report resulting from the periodic acoustic surveys of plant air systems should be
generated with exceptions requiring corrective action. The report should also be
forwarded to the above-listed personnel.
6. Formal cost benefit analysis calculations will be performed by the Process

Specialists and Process Teams. Copies of the calculations will be forwarded to the
PDM Specialist for review and archiving.
7. PDM program goals and progress should be posted along with the station O&M,
EFOR, EA, and heat rate performance, quarterly.
8. Tracking of the ratio of dollars spent for maintenance as a result of PDM vs. dollars
spent on corrective maintenance for major equipment.
Standard Reports
Equipment status report - functional requirements:
• Equipment status - i.e. good, marginal, bad.
• Rating system as opposed to numerical values.
• Current and previous recommendations.
• Diagnostic Graphs.
• Performance data.
Priority work list - functional requirements
• by process.
• by systems.
• by monitored equipment.
The following are some of the reports that will be available in the new Asset
Management System:
• Equipment History Graph - Graph showing mean time between failure, total
equipment costs, and total downtime hours.
• Daily Maintenance Schedule - Schedule showing predictive and preventive task

start and completion dates.
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• Weekly Station Schedule by Process Team and Dates - Schedule showing predictive
and preventive task starts and completions by equipment.
• Summary failure report - Report showing problem description, most recent failure,
number of equipment failures, MTBF, average downtime, and equipment name.
• Number of scheduled events - Report showing process team, number of predictive

maintenance work requests, and number of PDM work requests started on time.
Work Flow Diagrams
Current Work Flow at Waukegan for Major Equipment

Resources Data Analysis Work Planning
Load
Operations Logs 80 - 85% Dispatch
Data
Operations Shift
Load Critical
Advisors
Work
System of Process 10 - 15% Process Bins Shift Advisor Shift Assistant
Data Process (1 Per Process) Equipment (Permits, Blocks
Coaches & Availability and Schedule)
Mechanics
Diagnostic Data Shift Advisor Review
A, B
(Specialist Informed)
Process Coach
Batch Testing Data Priority Evaluation
All Others
and Assignment
Process Specialists B,C If Top-Ten
Etc.
Maintenance Planners Create Outage
Histories (EWCS) Work Request Backlog Plan
Post Maintenance Cancelled

Equipment Work Package
Testing Data Status Report (Planning, Parts, Etc)
PM Schedule Rework
Work Execution Notification
Permits Cleared
Eng. Ops. Maint. Process Team
Experience Work Order Post Maint. Mechanic Minor PMs
Close Out Test/Check Work Performed (blanket W.OS.)
Coach Ops. & Maint.
A - causes unit der ate
Planners B - within 5 days
History TJM enters work Rework
history C - can be planned
Evaluation
Figure C-7
Current Work Flow at Waukegan For Major Equipment
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Work Flow at Waukegan for Major Equipment With PDM Program Implementation
Resources Data Analysis Work Planning
Load
Operations Logs 80 - 85%
Data Dispatch
Operations Shift
Load Critical
Advisors
Work
System of Process 10 - 15% Process Bins Shift Advisor Shift Assistant
Data Process (1 Per Process) Equipment (Permits, Blocks
Coaches & Availability and Schedule)
Mechanics
Diagnostic Data Shift Advisor Review
A, B
(Specialist Informed)
Process Coach
Batch Testing Data Priority Evaluation
All Others
and Assignment
Process Specialists B,C If Top-Ten
Etc.
Maintenance Planners Create Outage
Histories (EWCS) Work Request Backlog Plan
Post Maintenance Cancelled

Equipment Work Package
Testing Data Status Report (Planning, Parts, Etc)
PM Schedule Rework
Work Execution Notification
Permits Cleared
Eng. Ops. Maint. Process Team
Experience Work Order Post Maint. Mechanic Minor PMs
Close Out Test/Check Work Performed (blanket W.OS.)
Coach Ops. & Maint.
A - causes unit der ate
Planners B - within 5 days
History TJM enters work Rework
history C - can be planned
Evaluation
Figure C-8
Work Flow at Waukegan for Major Equipment with PDM Implementation
Waukegan Organization
(PDM Program Roles and Responsibilities)
• Review and Approve PDM Implementation Plan
Plant Manager
• Review Cost Benefit Analysis - semi-annual
• Enable the PDM process
Compliance • Assist PDM Specialist with Training

Site
Specialist Central Support Store Keeper Implementation for PDM
Developmental Services Training
SMAD Facilitator
• PDM Program initial • Balancing
Support implementation support
Services support. • Technology • Ensure operations L.O.A. training is Maintenance • Support PDM directed maintena
Specialists • All training aspects of data analysis attended • Implement PDM program and integrate Leader decisions
PDM support and support • Sponsor Operations personnel into process teams. • Ensure recommended work is b
coordination • Training participation in bi-monthly meetings. • Attend bi-monthly equipment condition performed
support Operations status meeting with operations,
• UT
• Investigate utilization of on-line • Review PDM program benefits
Leader maintenance and specialist.
inspections technologies periodically
? I/S • Motor current • Boiler/Feedwwater Tube leak • Assist in creating/producing equipment
Specialist signature • Support PDM directed corrective condition status report.
analysis actions • Attend weekly planning meeting - pending
• Ensure recommended work is being equipment anomalies. PDM
performed • Balance and alignment support and Specialist
Electrical • Review PDM program benefits coordination.
EMPM Systems Chemist periodically • New technology evaluation.
Program Engineer • Investigate the automation of Ops • Root cause failure analysis coordination.
Coordination Logs activities Work
Planner
• PM Schedule Review
• Work order and tag close o
ICE Team Process • Provide maint.
Operations Team
Specialist cost/component/month
• Utilize - spot radiometers overall vibration, mtr., etc. to track problem • Track CM/PM/PDM/Perf/ C
Boiler / Ash Operations Team components and perform post maintenance tests. I.C.E. Team
Process Specialist • Performed process parameters trend reviews - monthly
• Assist in equipment selection for I.R. and acoustic valve leak Boiler/Ash Team
Turbine / Generator Operations Team detection routes.
Process Specialist • Perform lube oil sampling Turbine/
• Operations logged data collection and reporting run time hours, Generator Team
Support Process equip. starts / stops, etc.
Operations Team
Specialist • Component availability data collection.
Support Process
• Acoustic Leak Detection Surveys
Team
Coal Handling
Process Specialist Operations Team
Coal Handling
Team
• Ensure corrective maintenance and actions are taken based on PDM recommendations
• Analize maintenance activities on system components • Vibration data collection and analysis
• Be trained in all technologies associated with PDM, and pass this knowledge to the Teams
• Thermography inspection
• Review systems for PDM monitoring evaluations • Electric motor testing and analysis (I.C.E.)
• Prepare equipment status reports • Equipment performance testing
• Work with PDM Specalist to report on program effectiveness • Balance and alignment
• Perform in cost/benefit analysis process
• Coordinate Lube Oil Analysis program
• Facilitate bi-monthly equipment condition status meetings • Assist in cost/benefit analysis process
• Interface with Operations and Teams to prioritize work • Assist in periodic data evaluation with specialists
• Review WR’s against equipment to ID adverse trends
Figure C-9
Organizational Charts Including PDM Strategies
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Roles and Responsibilities Document for the Station
(To be completed by Waukegan Management)
Process Specialists
Process Specialists will facilitate the PDM activities performed on the assets within their
Process Areas. The Specialists will:
• Be trained in all technologies associated with PDM, and pass this knowledge to the
Teams.
• Ensure that proper operational or maintenance actions are taken based on PDM
recommendations.
• Recommend ways of reducing the frequency, duration, and extent to which any
maintenance activities are performed.
• Review assigned systems for evaluation of any PDM monitoring technologies that
could improve availability and/or reduce O&M costs.
• Prepare equipment status reports.
• Prepare PDM recommendations for long-term maintenance issues.
• Perform cost/benefit analysis calculations.
• Facilitate bi-monthly equipment condition status meetings with operations,

maintenance and specialists.
• Interface with Operations and Process Teams to prioritize work.
• Review work requests against equipment to identify adverse trends.
• Coordinate with PDM Specialist for necessary support for the diagnosis and
analysis of data.
Coaches and Team Members
PDM combines and uses a variety of data in order to make decisions based on
equipment condition. While PDM requires management support, and in many cases
technical assistance, the Coaches and Process Team members also play an integral part
of this process. Their involvement in the process includes the following:
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• Coaches will be trained in all technologies associated with PDM, and pass this
knowledge to the Teams.
• Vibration data collection and analysis, including installation of monitors and taking
hand-held readings on equipment.
• IR Thermography surveys and inspections.
• Electric motor testing and analysis (I.C.E.).
• Motor current signature analysis (I.C.E.).
• Equipment performance testing.
• Perform balances and alignments based on PDM data analysis.
• Assist in cost/benefit analysis process.
• Assist in periodic data evaluation with Specialists.
PDM Specialists Role
The PDM Specialist will support the implementation of the PDM program. They must
be involved in the planning process. They will transfer PDM skills and knowledge to
the Process Team level. The PDM Program should be viewed as a project with plant
maintenance and operations personnel performing PDM functions for the major
components within their areas of responsibility. The roles and responsibilities in this
process are as follows:
• Coordinate training needs for the Process Teams.
• Provide support to the Process Specialists and Team Coaches for PDM program cost
benefit tracking.
• Facilitate the implementation of the PDM program for the identified critical
components using the selected technologies, and integrate this information with the
process teams.
• Attend bi-monthly equipment condition status meeting with operations,

maintenance and specialists.
• Attend weekly Team and planning meetings.
• Balance and alignment support and coordination.
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• New technology evaluation.
• Assist Process Specialists and Teams in Root Cause Analysis and Proactive
Maintenance applications.
• Provide services to all Process Teams regarding the condition of all major
equipment in the Station.
• Support Process Data Analysis.
• Act as an hands-on instructor to ensure knowledge transfer to Process Teams

(Thermography, Vibration, cost Benefit Analysis, etc.).
• Review PDM reports with Process Specialists and make recommendations for
action.
• Assist in report generation.
Operations Department
Operations is a critical element in PDM strategies. Conditions of plant equipment

should drive a large percentage of the Station's maintenance efforts. Operations should
be responsible for the following:
Operations Lead
• Ensure that Operations PDM training is attended.
• Sponsor Operations personnel participation in bi-monthly meetings.
• Investigate utilization of on-line technologies.
• Administer Boiler/Feedwater Tube leak detection program (Future).
• Support PDM directed corrective actions.
• Investigate the automation of Operators logs.
• Review PDM program benefits periodically.
Operations
• Assist Process Teams in the creation of equipment monitoring routes and data
collection.
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• Take action on controllable parameters in response to PDM information.
• Maintain lubrication levels and perform periodic sampling.
• Utilize Spot radiometer, Acoustic/Ultrasound guns to track equipment between

monitoring frequencies.
• Operations logged data collection reporting run times equipment starts and stops,
etc.
• Component availability data collection.
• Daily rounds to include reporting of ALL equipment problems noticed. (i.e.,

packing leaking, oil leaks, unusual noises, etc.).
• Perform process parameter trend reviews.
• Conduct acoustic leak detection surveys.
Plant Support PDM Roles
Plant Manager and Leaders
Upper management support of PDM is critical to the success of the program. Top
down commitment and support is necessary in order to instill the philosophy of
condition-based maintenance into the organization as a permanent way of doing
business. To accomplish this, the site leadership is responsible for the following:
• Review cost/benefit analysis - semi annually.
• Understand the PDM concepts/strategies in order to provide the necessary vision

for the PDM Program.
• 'Champion' the change - keep it visible and make it part of the 'culture'.
• Review staffing assignments to ensure that the necessary resources are committed to
the program.
• Recognize contributions of individuals and teams.
• Celebrate successes to emphasize the importance and value of the program.
• Support PDM directed decisions.
• Ensure that the recommended work is being performed.
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• Review PDM program benefits periodically.
I/S Specialist
• Work with the PDM Specialist to automate the processes.
• Provide support for software/hardware installations.
Electrical Systems Engineer
• Coordinate the EMPM Program in conjunction with the Rotating Machinery group
and the PDM Specialist.
Maintenance Planners
The Maintenance Planners must integrate the PDM strategies with daily, long term,
and outage planning. To accomplish this they should ensure the following:
• Plan maintenance activities based on PDM recommendations.
• Participate in the evaluation of the Preventive Maintenance schedule with Teams

and Process Specialists.
• Perform work requests and tag close out reviews.
• Provide maintenance cost/component/month.
• Track CM/PM/PDM/Performance/Component.
Guidelines for Integrating PDM Strategies with an Asset Management System
• Work Requests will be written for all maintenance problems involving equipment
contained in the Equipment and Technologies matrix and/or identified through the
use of PDM technologies.
• Technology routes and surveys will be set up and performed using PM work
requests generated both manually and automatically by the Asset Management
System.
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Financial
Planning and Estimating Guides
The following Planning and Estimating (P&E) Guides have been developed for the
various technologies to be included in the Station's PDM program. The projected
savings shown demonstrate the potential dollar benefits that can be realized when
implementing the technologies and the PDM program.
As new technologies are added to the program, new cost saving projections will be
prepared. Tracking the actual cost savings can be compared with these projections as
the PDM program matures, to verify real dollars saved.
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Planning & Estimating Guide

System: Periodic Vibration Monitoring
Annual Gross Benefits: 400,000 (1) Notes:

(1) Benefits are based on reducing EFOR and O&M costs
through early detection of equipment problems and
System Set-up Costs include the associated lube oil program benefits.
Unit
Material Qty Unit Cost Total (2) Purchase of new portable data collector and
Hardware state-of-the-art software.
Vendor Supplied 1 Vib. Analyzer $15,000 (2) $15,000 (3) Training for six Mechanics and four Process Specialists
Site Supplied $0 to attend Level I vibration at ComEd facilities, and
Software PDM Specialist attend Level II Vibration Analysis off-site,
Vendor supplied 1 $20,000 (2) $20,000 plus hands-on in-field training for Mechanics
Training Tuition's 1 Course $10,000 (2) $10,000
Misc. expenses 1 $1,000 (3) $1,000 (4) Misc. sensors, cables, supplies, etc.
Material Subtotal $46,000 (5) Most program start-up labor costs at Crawford have been
previously spent for equipment selection and route
Labor (5) set up. New software/hardware purchase and further
Engineering 20 man-days $304 (6) $6,080 plant personnel training is still required.
Training - Mechanics 30 man-days $304 (7) $9,120
Secretarial $0 (6) Four Process Specialists attend one-week vibration training.
(7) Six Mechanics trained to Vibration level I (Six man-week labor).

Labor Subtotal $15,200
(8) Approximately two man-days per month from each team
X five teams = ten man-days per month or 120 man-days
Total Start-up Cost $61,200 per year. This is for data collection and preliminary
analysis for approximately 110 machines.
Annual Operation & Maintenance Costs
O&M Labor-Mechanics 110 man-days $240 (8) $26,400 (9) Continued annual cost for training mechanics.
Training Labor 10 man-days $240 (9) $2,400
Training Tuition's 2 course $1,000 (9) $2,000 (10) Vibration analysis and balancing/alignment support for
SMAD Support 24 man-days $320 (10) $7,680 SMAD
Misc. Materials & Equip. N/A man-days $8,000 (11) $8,000 (11) Annual cost for miscellaneous materials and equipment
upgrade (every five years = $35,000 recurring cost for
new technology).
Total Annual O&M Cost $46,480
Pay Back Period

$2,500,000
$2,000,000
Cumulative Cost
$1,500,000
Cumulative Gross Benefit
$1,000,000 Cumulative Net Benefit
$500,000 Five Year Cumulative

$0 Net Benefit:
1 2 3 4 5 $1,815,686
Year
Figure C-10
Planning & Estimating Guide, System: Periodic Vibration Monitoring
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System: Periodic Acoustic Leak Detection
Typical Net Annual Benefit: 100,000 (1) Notes:

(1) Annual benefit of $100,000 should be easily obtained
if small air leaks are identified and corrected. Other
System Set-up Costs miscellaneous valve leak uses will also contribute
Unit to the benefit.
Material Qty Unit Cost Total
Hardware (2) Purchase of portable ultrasonic leak detection device.
Vendor Supplied 1Acoustic Device $5,000 (2) $5,000
Site Supplied $0 (3) The PDM Specialist and various operators will
Software participate in the walk-down of the plant air system
Vendor supplied $0 to identify components to be periodically surveyed.
Training Tuition's $0
Misc. expenses $0 (4) On-site hands-on training and component survey list
creation.
Material Subtotal $5,000
(5) The Process Team responsible for the plant compressed
Labor air systems should perform three surveys per year,
Operations/Engr. man-days (3) $0 approximately three days to survey and create tags.
Training $2,000 (4) $2,000
$0
Labor Subtotal $2,000
Total Start-up Cost $7,000

O&M Labor 15 man-days $304 (5) $4,560
Secretarial $0
$0
$0
Pay Back Period
$600,000
$500,000
$400,000 Cumulative Cost
$300,000 Cumulative Gross Benefit
Cumulative Net Benefit
$200,000
$0 Net Benefit:
1 2 3 4 5 $499,704
Year
Figure C-11
Planning & Estimating Guide, System: Periodic Acoustic Leak Detection
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System: Infrared Thermography (Plant)
Typical Net Annual Benefits 500,000 (1) Notes:

(1) Typical benefits of periodic thermography inspecition
in fossil power plants. Use includes mechanical,
System Set-up Costs electrical, and performance components.
Unit
Material Qty Unit Cost Total (2) Purchase of 4 IR cameras, shared over 10 stations
Hardware equals approximately $2,500 per station for system
Thermo. Cameras 1 Camera $25,000 (2) $0 contribution. These costs have been previously
Computer/Printer $0 spent and are not identified on this P&E guide.
Software
Vendor supplied 1 report software (3) $0 (3) EPRI IR-SIP software is supplied at no cost to members.
Training Tuition's $6,000 (6) $6,000
Misc. expenses $0 (4) Labor spent to be trained hands-on in the plant. 25 total
man-days will be used. Approximately 10 days remain
for
Material Subtotal $6,000 further hands-on training from EPRI M&DC.
Labor (5) LOA Level I and II training man-hours required from

Engineering 10 man-days $304 (4) $3,040 Craft and Process Specialists.
Training 30 man-days $304 (5) $9,120
Network Support (6) Remaining training costs for hands-on and
Thermography Levels I and II.
Labor Subtotal $12,160 (7) Labor necessary from ICE team and other station personnel.
(8) Labor and tuition for plant thermographers continued

Total Start-up Cost $18,160 education.
Annual Operation & Maintenance Costs (9) SMAD support for data analysis and troubleshooting.
O&M Labor 44 man-days $304 (7) $13,376
Training Labor 5 man-days $304 (8) $1,520 (10) Misc. supplies, materials, and annual equipment upgrade.
Training Tuitions 2 course $2,000 (8) $4,000 ($8,500 equip. $2,000 misc.)
SMAD Support 12 man-days $320 (9) $3,840
Misc. Materials & Equip. Misc. Misc. (10) $10,500
Pay Back Period
$3,000,000
$2,500,000
$2,000,000 Cumulative Cost
$1,500,000
Cumulative Net Benefit
$1,000,000
$0 Net Benefit:
1 2 3 4 5 $2,459,953
Year
Figure C-12
Planning & Estimating Guide, System: Infrared Thermography (Plant)
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System: Electric Motor Predictive Maintenance
Typical Net Annual Benefits $160,000 (1) Notes:

(1) Based on avoidance of 3 large electric
motor failures ($150,000), two small failures
System Set-up Costs ($20,000) avoided PMs, associated
Unit availability losses ($150,000), and life
Material Qty Unit Cost Total extention of all motors (25%). Total
Hardware station benefit of $320,000.
Vendor Supplied $0 (50% w/o PDM program.)
Site Supplied 1 N/A (2) $0 (2) Assumes that one testing device
Software will be purchased.
Vendor supplied 1 N/A $0 (3) $0 (3) EPRI EMPM & MICAA Database Software
Training Tuition's 2 Course $1,200 (6) $2,400 (4) Misc Tools - current probes, strobes,
Misc. expenses 1 N/A $1,500 (4) $1,500 DVM, cables, test leads, o'scope
(5) System walkdown, equipment research,
Material Subtotal $3,900 database set up, system coordination,
engineering support was performed by
Labor station personnel and EPRI M&DC cost is
Planning man-days $288 $4,000 for M&DC support in 1997.
Training 10 man-days $304 (6) $3,040 (6) Labor for trainees, classroom, and hands-on in plant.
Maintenance Labor 10 man-days $304 (5) N/A (7) Includes testing of (30) 4kV and (10) 480
Secretarial (data entry) 15 days $200 $3,000 motors,alternate, QA program for small
motors, Megger and PI Testing, Log
Labor Subtotal $10,040 and track motor running amps,
broken rotor bar tests, heater functional
Other PDM data analysis and review
Total Start-up Cost $13,940 PM task review, educate other plant
personnel.
(8) Purchase of new electric motor testing equpment.
O&M Labor 90 man-days $304 (7) $27,360
Training Labor 10 man-days $304 $3,040
Training Tuition's 1 course $2,000 $2,000
Equipment Leases 1 N/A $5,000 $5,000
Pay Back Period
1,000,000
800,000
Cumulative Cost
600,000
400,000 Cumulative Net Benefit
200,000
Five Year Cumulative
0 Net Benefit:
1 2 3 4 5
$636,960
Year
Figure C-13
Planning & Estimating Guide, System: Electric Motor Predictive Maintenance
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System: Lube Oil Monitoring
Year
Annual Gross Benefits: See Vibration Analysis (1) Notes: Cost
(1) Gross Benefit
Net
System Set-up Costs Cumulative Cost
Unit (2) Oil analysis vendor or central lab (SMAD) Cumulative Gross Benefit
Material Qty Unit Cost Total should provide sample bottles, labels and
Hardware mailers for samples collected as part of the Cumulative Net Benefit
Vendor Supplied $0 sample price.
Site Supplied $0
Software (3) EPRI M&D recommends that the analysis
Vendor supplied ? Programs $0 (3) $0 organization modem the analysis results to a
Training Tuition's 2 Course $1,000 (2) $2,000 computer at Crawford Station. Software to
Misc. expenses 1 $0 view and report shold be provided.
Material Subtotal $2,000 (4) Hands-on training for data collection and
handling of samples by the operators.
Labor
Chemist/Engr. Support 10 man-days $288 (2) $2,880 (5) Miscellaneous supplies/materials.
Maintenance Labor 20 man-days $288 $5,760
Network Support 3 man-days $288 (4) $864 (6) Process Specialist involvement in equpment
Training 10 man-days $288 $2,880 selection.
(7) Coordination of lube oil program will be
Labor Subtotal $12,384 performed by the PDM Specialist (hours are
captured

O&M Labor 24 man-days $288 (5) $6,912
Training Tuition's 2 course $1,000 $2,000
Subcontracted 280 Samples $30 (6) $8,400
Misc. Support 1 N/A $1,600 (7) $1,600
Pay Back Period

$140,000
$120,000
$100,000 Cumulative Cost
$80,000 Cumulative Gross Benefit
$60,000 Cumulative Net Benefit
$40,000
$0 Net Benefit:
1 2 3 4 5 #VALUE!
Year
Figure C-14
Planning & Estimating Guide, System: Lube Oil Monitoring
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System: Integrated Predictive Maintenance Program
Typical Net Annual Benefits 1,160,000 (1) Notes:

(1) Based on estimated impact of PDM
Program. The dedication of a full time
System Set-up Costs engineer to the PDM program raises
Unit the probability of success by 50 to 70%
Material Qty Unit Cost Total
Hardware (2) The PDM specialist computer will be used
Vendor Supplied $0 to support the program.
Site Supplied $0
Software (3) Additional PDM LOA training for operators.
Vendor supplied $0
Training Tuition's $25,000 (3) $2,500 (4) Miscellaneous materials, small tools, and supplies.
Misc. expenses 1 N/A $1,500 (4) $1,500
(5) All costs of start-up for the PDM program have been
Material Subtotal $4,000 expended except some additional training.
Labor
Engineering $0
Training $0
Planners $0
Secretarial $0
Labor Subtotal $0

O&M Labor 200 man-days $304 $60,800
Training Tuitions 2 course $1,200 $2,400
Secretarial 30 man-days $200 $6,000
Misc. Materials 1 N/A $2,000 (3) $2,000
Pay Back Period

$7,000,000
$6,000,000
$5,000,000
Cumulative Cost
$4,000,000
$3,000,000 Cumulative Net Benefit
$2,000,000 Five Year Cumulative
$1,000,000 Net Benefit:
$0 $5,752,377
1 2 3 4 5
Figure C-15
Planning & Estimating Guide, System: Integrated Predictive Maintenance Program
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Program Benefit to Cost Summary & Estimated Gross Benefits
• O&M Cost Reduction $1,000,000
• Heat Rate Performance Improvement $1,000,000
• EFOR Reduction Value $1,200,000
• Total Estimated Annual PDM Saving $3,200,000
Table C-4
Cost Summary
Technology of Program Start-Up Cost Annual Recurring

O&M Cost
Vibration Analysis $61,200 $46,480
Lube Oil Analysis $6,520 $30,000
Thermography Inspection $18,160 $31,236
Acoustic Leak Detection $7,000 $4,560
Electric Motor Testing $13,940 $37,400
PDM Program Implementation $4,000 $75,760
Total $110,820 $225,436
Expected Net Benefit: about $2,940,000.
Note: Approximately $150,000 of the $225,436 annual recurring cost is ComEd labor.
Cost Benefit Procedure
Use of the Cost Benefit Analysis Worksheet
A Cost Benefit Analysis (CBA) worksheet should be filled out whenever a predictive
maintenance technology has been used to identify a potential problem with a piece of
equipment, and a corrective action was initiated.
This process will be performed by the Process Specialists, Team members, with support
from the PDM Specialist.
The following section outlines the steps involved in preparing a CBA Worksheet:
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Only the first sheet of the CBA worksheet will have any information added to it. All
calculations are performed on the second page of the worksheet, based on entries on
the first page.
Starting at the top of the page, the unit-specific fields must be filled in, including
Occurrence number. It is recommended that a standard numbering system be used,
including a station designator, such as CRA for Crawford, J29 for Joliet 29, etc. plus an
Occurrence number as shown on the sample worksheet. Crawford's first Occurrence
for 1996 would be shown as CRA96-001.
The worksheet is based on assumptions of losses in two major categories: lost

generating revenues and expenses associated with repairs made. The levels of failures
are also separated into three potential categories: 1)catastrophic, which would indicate
damage severe enough to require total replacement, 2)moderate, which would indicate
some damage requiring repairs, and 3)loss of performance, which would include
possible deratings and also minor equipment damage. Actual costs also need to be
entered, in order to yield a net benefit for the Occurrence.
Loss of Generating Revenue
This section of the CBA will need to be filled out on a Unit by Unit and Occurrence by
occurrence basis. Enter the potential de-rating caused by loss of or failure of this piece
of equipment in the field marked "Power Reduction", enter the expected number of
hours the de-rating would last, and indicate (with a 1=yes and 0=no) if it will be a
forced outage. This will figure into the EFOR calculation later.
Maintenance Costs
The section relating to Maintenance Costs will require some research, usually through
the Maintenance Management Program, (TJM or EWCS). Costs associated with past
maintenance repairs, including both parts and labor can be found in both TJM and
EWCS and should be used as the basis for the "Cost of Parts" and "Labor Hours" fields
on the worksheet.
Percent Probability of Fault Occurrence
This section will require a consensus from a cross-section of personnel from your site.
People familiar with the equipment should be brought together for a brief meeting to
discuss the finds, the actions required and, based on a wide range of operating and
maintenance experience, an agreement on the probability of each scenario actually
occurring should be reached. The combination of probability for all possible scenarios
must equal 100%.
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Total Cost Benefit for this Occurrence
This section of the worksheet shows the values which have been calculated based on
the numbers you enter on the worksheet. The Total Cost Benefit for this Occurrence,
Maintenance Cost Savings, and impact on EFOR will change as the numbers above are
added or modified.
Input Data
The box labeled "Input Data" contains two numbers that the calculations are based
upon, and should not be modified. Any change to the Average Replacement Power
Costs or the Average Labor Rate will change the resulting figures for the CBA and will
hamper efforts to accumulate total saving for the Fossil Division
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Occurrence Assumption Worksheet

Plant Name: Waukegan Sta. 16 Unit Number: 7
Definition of detected fault: #7 Main Transformer, B phase bushing significantly hotter than adjacent phases
Occurrence No.: WAK-008 Max. Rated Load: 353
Occurence Assumption: (a)Catastr. (b)Moderate (c)Loss of Perf. (d)Actual
Transformer Bushing failure, Bushing replaced.

Occurrence Description destroyed, forced transformer
Loss of Generating Revenue

Power Reduction (MW) 353 353 0 353
Hours 3456 100 0 48
Capacity Factor (%) 60 60 0
Forced Outage (Yes =1 No =0) 1 1 0 0
Maintenance Costs
Cost of Parts ($) $1,250,000 $20,000 0 2000
Labor Hours (Hrs) 2160 1008 0 72
10 90
Percent Probability of Fault Occurrence
Definitions:
OCCURRENCE - any detected or diagnosed fault which the station takes action, whether the action was proactive or reactive.
When the station schedules repairs or modifies plant operation to minimize the fault's impact, a cost benefit analysis will be conducted.
If maintenance is deferred based on a PDM technology, the CBA, based on the deferral, will be calculated on the time-value of $$$ saved.
CATASTROPHIC - Total equipment failure requiring full repalcement.
MODERATE - System failure resulting in some repairable equipment damage.
LOSS OF PERFORMANCE - Reduction of operating capacity due to fault.
ACTUAL - Actual cost of outage.
Input Data
Calculated Values
Total Cost Benefit - This Occurrence $855,637 Average Replacement Power 9
Maintenance Costs Savings ($): $177,792 Costs ($/MWH)=
Impact on EFOR (%): 4.97
Average Labor Rate ($/HR) = 35
Figure C-16
Occurrence Assumption and Cost Benefit Worksheet
Training Program
Training Matrix
This section contains a training matrix along with training type descriptions of the
suggested classes. Listed also are the suggested recipients of this Predictive
Maintenance training, prerequisites, and possible resources . Specific classes may be
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developed in the future to address specific needs of the Teams under the direction of
SMAD and the PM Specialist.
Process
Process PDM Specialist/ Maintenance Station
PDM Activity Training Type* Teams Specialist Coaches Operations Planners Leadership
Predictive Maintenance Level of Awareness X X X X X X

Thermography Level of Awareness X X X X X X
Application X X X X
Analytical X X
Vibration Level of Awareness X X X X X X
Application I X X X X
Application II X X X
Analytical X X
Oil Level of Awareness X X X X X X
Application X X X X
Analytical X X X
Ultrasonic/Acoustics Application X X X
Motor Analysis Level of Awareness X X X X X X
Application X X X
PDM Reporting IR-SIP X X
PDM CSR X X
Maintenance Management Asset Management X X X X X X
Operations Information X X X X X
PI Archival System X X X X X X
Figure C-17
Typical Training Matrix
Training Type Descriptions
Predictive Maintenance
A. Level of Awareness
Provides a general overview of Predictive Maintenance programs, including how they

work, the technologies involved, and the challenges to be faced. In addition, PDM
program goals and what an effective program can do for us are discussed.
Available Resources:
• Availability Systems Team Tapes
Thermography
Provides an overview on the use of portable infrared (IR) scanners to record thermal
images and monitor conditions on a variety of equipment in a power plant setting. The
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session includes hands-on demonstrations with the IR camera and the presentation of
various case histories.
• PDM Specialist
• SMAD
• Outside vendor
B. Application
Basic physics needed to understand infrared thermography, basic equipment

operations, and the basic application and interpretation that is necessary to collect the
data and effectively analyze problems.
• PDM Specialist
• SMAD
• Outside vendor
C. Analytical
Covers physics, advanced theory, and application knowledge needed to analyze data
and recommend solutions.
• Vendor supplied/SMAD
Vibration
Provides and overview on the use of various sensors to monitor vibration of plant
equipment. Data gathering methods, the analysis of information, and the benefits of
vibration analysis are included in the topics discussed during the session.
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B. Application I
This course covers the basics of vibration monitoring, techniques and the applications
for the diagnosis of machine condition. The course reviews the use, including pitfalls,
of the various diagnostic tools used today.
• PDM Specialist
• SMAD
C. Application II
This course will cover the basics needed to utilize the equipment and software
currently in use at the Stations, including data collection by routes using the TEC
Smartmeter 1330 and Intellitrend software.
• PDM Specialist
Prerequisite: Individuals should participate in a minimum of 3-6 months hands-on

training in the field (i.e. data collection, terminology) prior to enrolling in this class.
D. Analytical
These courses build on the knowledge from Basic Vibration Testing and Analysis. This
includes Machinery dynamics, instrumentation, use of FFT analyzers for diagnostics,
sources of vibration and other advanced techniques.
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Oil
Provides an overview on the use of oil sampling to perform wear particle analysis.
Also included in the discussions are the proper techniques for obtaining samples from
equipment, and the logistics involved in setting up an oil analysis program.
B. Application
Additional details on sampling techniques and theory. In addition, basic analytical

techniques and interpretation of results as they relate to possible equipment conditions
are reviewed.
C. Analytical
Detailed analysis and interpretation of samples.
Ultrasound/Acoustics
A. Application
This training will teach plant personnel utilization of the instrumentation and practical
application of Acoustic/Ultrasonic Leak Detection as it applies to valves, flanges,
pressure vessels, air and gas systems.
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Motor Current Analysis
This course provides an overview of determining electric motor condition through

various periodic testing techniques of motors. Included will be the application of
motor current testing, static stator tests, and general motor condition evaluations.
• Rotating Equipment Group
• ICE Team
• SMAD
B. Application
This course will cover the basics of determining electric motor condition through
periodic testing of motor currents. Included will be the use of the TEC Smartmeter 1330
as a diagnostic tool for motor current analysis.
• Rotating Equipment Group
• SMAD
PDM Reporting
A. IR-SIP
Infrared Software Integration Program - Maintains an equipment database and

generates concise, informative thermography reports.
• PDM Specialist
• EPRI M&D
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B. PDM ESR
Computer based database reporting system that links Excel and Access functions to
integrate the tasks of organizing and reporting PDM program findings and equipment
conditions.
• PDM Specialist
• EPRI M&D
Maintenance Management System
A. Asset Management
Courses are being developed to tailor training to individual roles and responsibilities.
• FBI, AM, and AST teams
B. Operations Information
Courses are being developed to tailor training to individual roles and responsibilities.
• FBI, AM, and AST teams
C. PI Archival System
PI-Process Book is a data archival system. Personnel will need to be knowledgeable in

the use of this system in day-to-day problem identification.
• Station Technical Leader
• IS Group
• PDM Specialist
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D
STRENGTHS, OPPORTUNITIES, AND
RECOMMENDATIONS EVALUATIONS
As a result of the PDM Assessments, visits to the various ComEd plants to conduct
Level of Awareness (LOA) training sections, and the ensuing discussions, included is a
summary of the Strengths, Opportunities, and Recommendations to be considered by
ComEd in the PDM Implementation process.
Strengths, Opportunities, & Recommendations for Typical Station
Strengths
1. Good understanding of PDM vs. PM.
2. Knowledge of formal PDM program technologies is used.
3. Roles and Responsibilities are understood by the majority of the individuals.
4. Good knowledge of what is RCA and how to do it, this helps with understanding
how the system works.
5. Good communication:
— Daily huddles
— Monthly PDM meeting
— Weekly Planning meetings
— PDM hotline
— CCmail
— Verbal (phone)
— Regular Team meetings

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Strengths, Opportunities, and Recommendations Evaluations
— High level of involvement at meetings
— CETV
— Verbal back to craft
— Maintenance notes on the LAN (e.g. Mill notes)
— C.B.A.
6. Commitment of the money and available manpower to the PDM program is good
(non-operations).
7. Communication of equipment anomalies identified by PDM is strong.
8. In general, people are aware of PDM and feel it is working and providing value. It
is still in the early stages of implementation.
9. When problems are identified, they are captured and communicated.
10. Recognized the need to review/optimize the PM program.
11. Doing Cost/Benefit analysis for major PDM occurrences is allowing plant personnel
to recognize PDM value and justify program costs (still some opportunities).
12. A substantial amount of training has been done to date and is a major reason for
early success of PDM.
13. Program is doing well with the bargaining unit participation being voluntary.
14. Accountability and structure condition monitoring data is strong.
Opportunities
1. Lack of awareness of sponsorship (initiating/sustaining).
2. Communication of PDM/PM goals to all plant personnel.
3. Formalize the training matrix and increase awareness of it.
4. Establish and get input from all departments on a formal PM program and create
measures.
5. RCA should be driven by some criteria/trigger and ownership should be

established.
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6. Raise awareness and focus of PDM on 5 equipment problems for each process.
7. More PDM C.B.A. communication to plant personnel.
8. Provide more detail to all plant personnel regarding how work is prioritized:
— PDM generated work
— All other
9. Develop Availability Teams into Process Teams.
10. Re-instate Ops walk-down checklist - but specifically data that will be used in the
E&T matrix.
11. Communicate management commitment regarding PDM program to all Plant

personnel.
12. Capture and utilize maintenance as -found and history data.
13. Establish more PDM/PM effectiveness indicators.
14. Communicate to maintenance personnel the financial decisions related to allowing

equipment to be shut down for maintenance.
15. Continue to work on the bargaining unit agreement for increasing participation of
craft personnel in PDM.
Recommendations
1. Hold a PDM implementation update meeting to:
— Formalize and publicize an Organization chart that shows roles and

responsibilities for PDM.
— Illustrate PDM goals.
— Formalize and publicize training matrix and training philosophy:
— Set expectations for training philosophy.
— Craft need system training.
— Operators need more PI training.
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— Discuss E&T matrix.
— Communicate management commitment regarding PDM program to all Plant

personnel.
2. Review Equipment and Technology matrix with each Process Specialist.
3. Review E&T matrix with Operations specifically for process data points.
4. Maintenance needs to investigate industry best practices for optimizing

Preventative programs.
5. Process Specialists given responsibility to approve when an RCA will be done, and
they will also follow up on RCA recommendations.
6. Do more Cost/Benefit communication to plant personnel (i.e. CETV and posters in

the plant).
7. Provide more detail to plant personnel as to how work is prioritized:
— PDM generated work.
— All other.
8. Provide PDM LOAs to Operations.
9. Assign Operators portions of the E&T matrix.
10. Reinstate Op's walk-down checklist specifically for data to be included in the E&T
matrix.
11. Capture and utilize maintenance as-found and history data.
12. Establish more PDM/PM effectiveness indicators.
13. Communicate to maintenance personnel the financial decisions related to allowing

equipment to be shut down for maintenance.
craft personnel in PDM.
craft personnel in the PDM Program.
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Predictive Maintenance Program

Final Report, December 1998

ORGANIZATION(S) THAT PREPARED THIS REPORT

EPRI Maintenance & Diagnostic Center

Copyright © 1998 EPRIGEN, Inc. All rights reserved.

This report was prepared by

EPRI Maintenance & Diagnostic Center

This report describes research sponsored by EPRIGEN.

Predictive Maintenance Program Implementation Experience, EPRIGEN, Palo Alto, CA:

Predictive maintenance (PDM) is a process of collecting data, assessing machinery

Predictive maintenance is a process of collecting data, assessing machinery condition,

1 INTRODUCTION AND OVERVIEW..................................................................................... 1-1

2 PDM PROGRAM IMPLEMENTATION ................................................................................ 2-1

3 LEVEL OF AWARENESS (LOA) TRAINING ...................................................................... 3-1

4 TECHNOLOGY IMPLEMENTATION................................................................................... 4-1

5 PDM PROGRAM RESULTS................................................................................................ 5-1

7 REFERENCES .................................................................................................................... 7-1

A PLANNING SCHEDULE .....................................................................................................A-1

B PDM MINI-ASSESSMENT QUESTIONNAIRE....................................................................B-1

C WAUKEGAN STATION PDM PLAN...................................................................................C-1

Work Flow Diagrams .................................................................................................C-27

D STRENGTHS, OPPORTUNITIES, AND RECOMMENDATIONS EVALUATIONS .............D-1

Figure 2-1 Example of Monthly Equipment Condition Assessment Report.......................... 2-11

Table 2-1 Equipment Selection Process................................................................................ 2-5

In the interest of improving their maintenance processes and procedures, ComEd is

In order for a Predictive Maintenance (PDM) program to be successful, it is very

— Educating Personnel in Roles & Responsibilities,

— Obtain Training on Technology Applications,

— Developing Equipment Condition Reporting Mechanisms, etc.

5. Create measures and a means to evaluate the program's effectiveness"

6. Automate the PDM process"

Project Major Initiatives

PDM Program Implementation Support - The objective of this initiative was to

Level-of-Awareness (LOA) Training - The objective of the "Level-of-Awareness

Technology Implementation - The Technology Implementation activities of this project

PDM Program Follow-Up Meetings - Subsequent meetings (e.g. PDM Program

PDM Program Implementation Support

Initial PDM Course

The introduction of PDM to ComEd was a "PDM Program: Development &

• Assessing the Plant For PDM

• Identifying Plant Controllable Costs

• Work Flow Diagram (Existing and PDM Impacted)

• Creating an Equipment and Technology (E&T) Matrix

• PDM Technology Hardware and Software

• PDM Organizational Issues

• Identifying Financial Goals

• Cost Benefit Analyses and Procedures

• Formal Presentation to Management on Return On Investment (ROI)

• Homework Assignment Attachment

Progress Meeting with Fossil Senior Leadership Team

• Completion of the Infrared Thermography Technology Implementation and Hands

• Completion of the EMPM full participation program at the Joliet 2 Generating

The mission of this presentation was to set management expectations, expose

• The responses to these questions were:

— If you fail to plan, then you plan to fail.

— The PDM Implementation Plan serves as scheduling guide, and a reminder to

— Convincing management that the PDM Specialist, Coordinator, and Engineering

— If Management support is not gained, or is lost during the implementation

Equipment Identification O&M Cost Lost Availability Totals

Boiler Feed Pumps 2 3 5

Forced Draft Fans 5 5 10

Induced Draft Fans 11 8 19

Circulating Water Pumps 4 2 6

Boiler Water Circ. Pumps 7 6 13