Outage Management

Outage Management Preparation

(R1 – P3)

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 Outage Management
Pekerjaan outage management merupakan aktivitas untuk
mengoptimalkan interval pelaksanaan serta lingkup pekerjaan outage
yang memberikan peluang besar dalam peningkatan kinerja
pembangkit.

Secara umum, di beberapa pembangkit, outage juga menjadi momen

untuk mengevaluasi desain di equipment dan system dalam rangka
mengoptimalkan outage selanjutnya.

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 Fokus Outage Management
Mitigasi Risk secara maksimum dengan Cost yang minimum
• Mengoptimalkan pekerjaan yang dapat diselesaikan
• Meningkatkan interval antar outage
• Mengurangi durasi outage

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 Outage Management Optimization

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 Outage Planner Transaction

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 Outage Pre-Planning
• Ekspektasi Outage – performance terkait parameter operasi, biaya,
waktu vs scope
• Contingency plan

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 Outage Pre-Planning
Ekspektasi Outage
• Penetapan Sasaran Outage
• Identifikasi Sasaran Outage

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 Ekspektasi Outage
Penetapan Sasaran Outage
Pedoman berikut ini harus dipertimbangkan dalam menetapkan sasaran outage:
• Input dari management
• Achiveable dan controllable
• Approval maintenance manager
• Sosialisasi untuk seluruh personel

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 Ekspektasi Outage
Identifikasi Sasaran Outage
• Area berikut ini dapat dipertimbangkan dalam menetapkan
sasaran outage:
• Outage duration
• Schedule adherence
• Safety significant events
• Percentage completion of planned activities
• Percentage emergent work
• Reportable injuries
• Plant systems/equipment performance (post-outage)
• Budget

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 Contingency Plan
• A process whereby potential problems are systematically identified,
assessed, and provided for by responsible planning or mitigating
actions.
• The necessity for a contingency plan is based on the impact and
probability of a problem occurring.

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 Struktur Organisasi Outage

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 Struktur
Organisasi
Outage

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 Proses Outage Framework
Outage Planner (OP): present Objective, Scope, Plan level 01,
material utama.
H-18m R1 Para supervisor memberikan input, sesuai bidang masing-
masing (PdM, WO WPCOND, rekomendasi engineering)

OP: Prioritisasi menggunakan ReAP dan mengacu

R1-R2 ke anggaran, Output adalah Planning level 2

OP: Presentasi planning level 02, menerima input dari para

H-12m R2 project leader  Project leader harus sudah ada

OP membuat WO (PM) Parent di maximo untuk

R2-R3 seluruh kegiatan outage

H-6m
R3 WO (PM) Parent lockdown

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 OP melakukan Planning & Scheduling (PM Child WO),
R3-P1 harus cukup detil untuk mengendalikan pekerjaan

OP mempresentasikan masing2 PM Child WO ke OC

H-3m
P1 (Level 03). Scope Freeze

OP mengintegrasikan masing2 PM Child WO (di maximo),

P1-P2 develop gantt chart, develop contingency plan

OP mempresentasikan rencana outage yang sudah

H-2m P2 integrated (Gantt Chart), resource masing-masing kegiatan,
penjelasan critical point dan milestones

P2-P3 Persiapan eksekusi (staging, tools, briefing contractor dsb)

H-1m P3 Outage Kick Off Meeting

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 Outage Plan Checklist
 Contractor Kick off  Turbine Laydown Plan Development
 Contractor Walk down  Boiler Laydown -Staging Plan
 Develop Outage Org Chart  Special Staging BOP
 Boiler Tooling Pre Stage  Turbine Lift Plans
 Turbine Tooling Pre Stage  Meeting with Security
 Tooling Walk down  Transportation Plan
 Manpower Plan - Engineers, Supervisors, Cost  Freeze Scope
Team, QA  Develop Material Schedule
 Work Order Packages  Welding Plan
 Mobilize & Setup Turbine Trailers  NDE Plan
 Establish Break Areas  QA Plan
 Pre Outage Scaffold Plan  Address Stores Availability
 Outage Scaffold Plan  Develop Welding Plan
 Temporary Power Plan  Create Job Description List
 Heavy Equipment Plan  Prepare Preoutage Test Plan
 Overhead Crane Inspections  Prepare Emergent Work List
 Yard Crane Inspections  Prepare Spares List
 Long Lead Items List
 Major Contractors Identified
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 Procurement Plan
 Develop DOW
 Storage Plan
 Physical Constraint List
 Risk Analysis
 Lessons Learned Meetings
 Contract Analysis
 OCC Set up with Issues Board
 Contingency Plan
 Consumables List
 Quality Plan
 FME Plan
 SHE Plan
 Welfare Plan
 Commissioning Plan
 Readiness Review Schedule
 Rigging Plan
 Develop Defects List
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 Outage Plan Checklist
• Material • Labor
• Sparepart • Man power
• Consumables • Contractor briefing
• Material staging • Method
• Tool • Laydown
• Special tool (Turbine/Boiler) • Turbine lift
• Heavy equipment & Crane • Welding & NDT
• Temporary power • QA
• Scaffolding & Insulation • Safety
• Rigging • Plant access
• LOTO
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 Possible Temporary Outage Facilities
• Portable toilets
• Eyewash stations
• First aid kit
• Showers and lockers
• On-site food services
• Temporary offices (or trailers) for outage personnel or team meeting space
• Temporary power – including regulated for computers
• Tool room
• Welding supply storage and heaters
• Consumables storage
• Waste disposal facilities
• Shared computers and network access locations – for CMMS outage entries/status
• Smoking areas
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 Outage Management
Outage Management Execution
Outage Management Evaluation

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 Outage Execution

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 Outage Work Week Management:

• Outage Control Center

• Daily Report
• Daily Schedule and Scope Management (Ms. Project & Maximo)

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 OCC STANDARD:
OUTAGE CONTROL CENTER

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 OCC STANDARD: WORKFLOW MEETINGS

 Shift Turnover Meeting – Ensures a seamless transfer from one shift to the next shift
 Daily OCC brief – Shift brief for the OCC led by the on-duty Shift Outage Manager
 Daily Outage Report – Provides written status of the outage
 Scope Control/Cost Meeting – Discuss and disposition outage scope changes
 Daily Schedule Review Meeting – Review and update 3 day look-ahead

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 OCC STANDARD: BEHAVIORS

Safety
10-30-1 Rule
60 Minute Rule

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 OCC STANDARD: BEHAVIORS - RULES

10-30-1 Rule: Is a foundational behavior that allows the OCC to function as intended because it
sets the expectation that issues that are delaying progress in the field be escalated to the OCC
after initial troubleshooting by the craft ad supervision is unsuccessful
 “10” - If a delay is encountered by craft personnel in the field and is not or cannot be resolved
within 10 minutes at the craft level it shall be immediately escalated to the craft supervisor.
 “30” – Once escalated to the supervisor, if the issue cannot be resolved by the craft-supervisor
team within 30 minutes the issue shall be immediately escalated to the OCC for assistance
 “1” – Once notified the OCC will post the problem to the appropriate issue board and provide
feedback to the field within one hour. In addition, the OCC will update the field every hour until
the issue is properly resolved.
 If the issue is on critical path, nothing shall preclude immediate escalation of the issue to the
OCC to ensure appropriate resources are applied for prompt resolution with minimum or no
impact to schedule.

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 OCC STANDARD: BEHAVIORS - RULES

 60 Minute Rule – This rule applies to “hand-offs.” When equipment or systems are being turnover
(handed off) from one work group to another (i.e. operations to maintenance, scaffold contractor to
boiler contractor, etc) the following shall apply:
 The work group current working on the equipment or system shall contact the receiving work
group no less than 60 minutes prior to expected turnover.
 The OCC shall be informed of critical path turnovers concurrent with the action in the field.
 The OCC shall be informed if the current work group is unable to communicate with the receiving
work group, so that appropriate facilitation can occur.

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 DAILY OUTAGE REPORT

• Produce a daily outage report with identified issues and recommended

resolutions
• Identify items that will be displayed on an issues board with actions,
owner and due dates
• Review the 3 day look ahead schedule and identify the critical path and
the next two items behind the critical path

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 DAILY OUTAGE REPORT
DAILY MEETING OUTAGE Critical Path Next 24 Hours
MAKMUR SEJAHTERA WISESA • Generator Re-wedge
• Sand Blast HP Rotor
Outage Update • Balance LP Rotor
Unit : Unit 1
Year : 2018
Day : D17 - 3 Agustus 2018
Next Major Activities
Safety Tips
• All Boiler Tubes Welded
We experienced our first OSHA recordable injury today. A contract employee felt
• Air Heater Turnover to Operations for testing
something in his eye and instinctively rubbed it. There was an object in his eye
and, by rubbing it, probably pushed it further into his eye. Trying to wash his eye
was unsuccessful, and he was taken to the doctor to have the metal removed.
Eye protection is important. Do not take shortcuts; wear the proper personal
protective equipment. When removing your safety glasses or face shield, ensure
Issues
that items will not fall into your face or eyes.
• Feed Water Header repairs starting today. This work will take 2 days but
Major Activities Completed Last Day
will not impact outage end date.
• Install Extension shaft
• Water wall project slipping behind schedule. Reviewing/revising plan to
• Stress relief completed on header
improve progress.
• BFP & Condensate Pump Inst. Cal/Inspection/test
• Completed welding BFP discharge valve
• Finished installing “B” Air Heater Hot & Cold Rotor Post Seals

Schedule Variance
18 hours behind (Additional repair time needed due to cracks found on HP
heater

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 POST OUTAGE ACTIVITIES

• Critique from:
• Contractor
• Management
• Team
• Critique in which activities:
• Major work performed by contractors
• Work not completed as scheduled with a major impact on the outage schedule
• Work that resulted in significantly higher work hours or cost than originally planned
• Rework items
• Test problems and unexpected test results
• Problem areas identified in previous outage critiques
• Complex work activities involving multiple crafts and support groups
• Management-significant emergent work items
• Major work items completed in significantly less time than scheduled
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 POST OUTAGE ACTIVITIES

• Lesson Learned
The documentation of outage lessons learned is a critical task during the performance of any
outage
The following expectations should be followed for the documentation of outage
lessons learned:
• Document any event that causes the critical path to slip by more than one hour.
• Document anything that would improve the critical path.
• Recommend improvements to task sequences, even for routine tasks.
• Document tool unavailability.
• Document anything that was missed in pre-outage planning.
• Document anything that would have improved resource usage and sharing.
• Identify support resources that were needed but not available.
• Recommend improvements to laydown plans.
• Recommend outage organization improvements.
• Identify work that could be done on-line instead of during the outage.
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 Outage Management
Outage Interval and Duration Optimization

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 Outage Interval Optimization
Strategic Planning
 Critical Equipment Overhauls
 5 year plan, 10 year plan
 Power Demands on System
 Units compete for Outage time and money
 Budget
Risk Tolerance
 Lost Market Opportunity
 Risk Evaluation and Prioritization
Failure Rate Consideration
 Historical Data
Pre-peak season tune-up
 Short 7-10 outage performing maintenance to mitigate reliability risk
 Permits extending Outage Interval

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 Life Extension Assessment
• Equipment inspection and current condition
• Data control room, PM, PdM
• Aging Assessment
• MTTR
• MTTF
• Outage (Planned and Force) Report
• Failure rate
• Obsolescene Assessment – analisa ketersidaan sparepart pada critical equipment
1. Analisa ketersediaan sparepart dalam 5 thn ke depan, apakah diperlukan substitusi dengan spesifikasi yang mendekati atau
lebih baik.
2. Analisa kebutuhan supplier yang lebih dari satu untuk menjaga kesiapan barang dalam waktu dekat.
3. Analisa kesiapan manufaktur dan supply melakukan just in time production dalam waktu yang wajar.
4. Analisa penyedia perangkat dari sumber lain dalam keadaan darurat (dari pabrik lain, shared inventory, stock-piled parts,
refurbishments, secondary suppliers, imitation parts, commercial dedications, dsb)
5. Analisa ketahanan perangkat terhadap degradasi penuaan yang signifikan.
6. Analisa kemungkinan re-engineering/re-design atau perangkat yang lebih baru diintegrasikan dengan mudah pada kondisi dan
konfigurasi yang ada. (hardware-software, digital-analog, solid-state, miniaturized electronics, smart components, dsb)
7. Analisa resiko dari upgrade teknis yang mungkin diperlukan dibanding dengan cost dan keselamatan kerja.
• Bad Actor Analysis and Repetitive Failure Management
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 Outage Duration Optimization:

• Scope Management
• On-Line vs Off-Line Work
• Complete Planning & Preparation
• Contingency Planning
• Discipline in Outage Execution
• High Impact Team

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 High Impact Team (HIT Team)

A group of multi-disciplined personnel that provide a detailed schedule

review of specific task, current work practices and methods, and
provide recommendations for improvements in safety, cost savings, and
schedule performance. The HIT team may be an extension of project
teams or a separate independent team as assigned by the Outage
Manager.

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 OH Hours OH Man hour
Rat-Cat Recondition Cost Cost
OH freq Replacement cost

Design Lifespan

Age Reliability Risk

Redundancy Next Step :

• Cumulative Reliability Risk
Consequential
Damage and Cost • Cumulative Cost

Production Loss

Estimated Lifetime

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 Outage Duration Optimization
Scope Optimization: REaP Pareto Chart

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 REaP Summary Report

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