000000000001004377

Consolidated Plant Maintenance
Optimization Guideline
For Fossil Power Plants
Technical Report
Consolidated Plant Maintenance

Optimization Guideline
For Fossil Power Plants
1004377
Final Report, December 2003
EPRI Project Manager

R. Chambers
EPRI 3412 Hillview Avenue, Palo Alto, California 94304 PO Box 10412, Palo Alto, California 94303 USA
800.313.3774 650.855.2121 askepri@epri.com www.epri.com
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This report describes research sponsored by EPRI.
The report is a corporate document that should be cited in the literature in the following manner:
Consolidated Plant Maintenance Optimization Guideline: For Fossil Power Plants, EPRI, Palo
Alto, CA: 2003. 1004377.
iii
PRODUCT DESCRIPTION
This Guideline describes a consolidated approach to plant maintenance optimization in fossil

power plants. It is based on over 130 documents and 13 years of development work performed
by the EPRI Maintenance Program. It provides an historical perspective of development work
that went into the concept of how to improve maintenance processes at fossil power plants. The
Guideline illustrates key elements that make up those maintenance processes, which include not
only technologies, but also specific processes (for example, management approaches, people
skills, and work culture). In addition, this Guideline presents a step-by-step methodology for
maintenance optimization.
Results & Findings
Fossil power plants that have applied maintenance optimizations have achieved a typical return
that is several times their original investment. They have achieved improved equipment
reliability with aging equipment and reduced their maintenance costs. The work environment
also improves with better communication, resolution of culture issues, fewer delays in the work
process, and better understanding of equipment condition. Maintenance work changes from a
fire-fighting mode to a more organized and planned mode.
Challenges & Objectives
This report was written for fossil power plant maintenance staff and their managers. It describes
methods to improve maintenance processes in fossil power plants. Critical proponents for this
type of improvement project are the support and buy-in of the plant manager and the corporate
vice president of production. Maintenance improvement projects are particularly valuable for
aging power plants, allowing them to more easily adjust to new business requirements and
markets. Maintenance is a key budget item of power generation, and those resources are
constantly being challenged. There is ever-present pressure to reduce maintenance costs while
ensuring that all appropriate activities required to maintain plant availability, reliability, and
safety are fulfilled with less resources.
Applications, Values & Use
The maintenance improvement process in this guideline has been implemented at several fossil
power plants and will be implemented at many more. Each implementation results in new
information and improved methods for EPRI members. The EPRI Maintenance Management and
Technology Program will continue to develop improved methods and new technologies to
include in maintenance enhancement projects.
EPRI Perspective
EPRI provides a broad approach to maintenance improvements. The approach consolidates
several aspects of maintenance improvement into a single implementation effort. Other sources
v
tend to specialize in only one of the following three aspects of maintenance improvement:
predictive maintenance, work process improvement, or maintenance basis development (also
called reliability centered maintenance).
Approach
The project teams primary goals were to provide an overview of todays best maintenance
methods and the process required to implement it. The teams work builds on EPRI report
1004075, Maintenance Excellence Matrix. Together, these two reports describe how to plan for
and implement a maintenance improvement project. The first reports matrix is used to measure
current maintenance performance and plan an improvement project while this current report
provides a step-by-step approach to implementing that improvement project.
Keywords
Maintenance optimization
Maintenance improvement
Reliability improvement
Availability improvement
Cost reduction
vi
ABSTRACT
This Guideline describes a consolidated approach to plant maintenance optimization (PMO) in
fossil power plants. It is based on over 130 documents and 13 years of development work
performed by the EPRI Maintenance Target. It provides an historical perspective of development
work that went into the concept of how to improve maintenance processes at fossil power plants.
It also illustrates key elements that make up those maintenance processes, which include not only
technologies, but also specific processes such as management approaches, people skills, and
work culture. In addition, this Guideline presents a step-by-step methodology to implement
PMO.
vii
CONTENTS
1 INTRODUCTION ................................................................................................................. 1-1

Guideline Approach............................................................................................................ 1-1
Background ........................................................................................................................ 1-2
Expected Benefits from PMO ............................................................................................. 1-3
2 PLANT MAINTENANCE OPTIMIZATION DEFINITIONS .................................................... 2-1
Key Basic Maintenance Process Definitions....................................................................... 2-1
Plant Maintenance Optimization (PMO) ......................................................................... 2-1
Work Identification ......................................................................................................... 2-1
Maintenance Basis ........................................................................................................ 2-2
Maintenance Basis Optimization (MBO) ........................................................................ 2-2
Corrective Maintenance (CM) ........................................................................................ 2-2
Preventive Maintenance (PM)........................................................................................ 2-2
Predictive Maintenance (PdM) ....................................................................................... 2-2
Proactive Maintenance (PAM) ....................................................................................... 2-2
Work Control.................................................................................................................. 2-3
Work Execution.............................................................................................................. 2-3
Work Closeout ............................................................................................................... 2-3
3 PLANT MAINTENANCE OPTIMIZATION HISTORY........................................................... 3-1
Most Important Guidelines in Three Maintenance Project Areas.................................... 3-2
4 PLANT MAINTENANCE OPTIMIZATION PROCESS ......................................................... 4-1
Management and Business Culture.................................................................................... 4-2
Benchmarking................................................................................................................ 4-3
Organization .................................................................................................................. 4-3
Functional Roles and Responsibilities ....................................................................... 4-4
Maintenance Management ................................................................................... 4-4
ix
Maintenance Programs......................................................................................... 4-4

Planning ............................................................................................................... 4-5
Scheduling............................................................................................................ 4-5
Fix It Now (FIN) .................................................................................................... 4-5
PdM Coordination................................................................................................. 4-5
Technology Ownership ......................................................................................... 4-5
Maintenance Basis ............................................................................................... 4-6
PAM (Continuous Improvement)........................................................................... 4-6
Maintenance Execution ........................................................................................ 4-6
Work Execution .................................................................................................... 4-6
Plant Operations................................................................................................... 4-6
Lab ....................................................................................................................... 4-7
PMO Department Coordination............................................................................. 4-7
Training ................................................................................................................ 4-7
Metrics........................................................................................................................... 4-7
Maintenance Processes ..................................................................................................... 4-8
Work Identification ......................................................................................................... 4-9
Maintenance Basis.................................................................................................... 4-9
Corrective Maintenance Run to Failure................................................................4-10
Preventive Maintenance...........................................................................................4-10
Predictive Maintenance ............................................................................................4-10
Proactive Maintenance.............................................................................................4-10
Corrective Maintenance Unexpected.....................................................................4-11
Work Order Generation ............................................................................................4-11
Work Control.................................................................................................................4-11
Work Execution.............................................................................................................4-12
Work Closeout ..............................................................................................................4-12
People Skills/Work Culture ................................................................................................4-12
Training ........................................................................................................................4-13
Human Performance.....................................................................................................4-13
Technologies.....................................................................................................................4-14
Maintenance Management Systems .............................................................................4-15
Maintenance and Diagnostic Tools...........................................................................4-15
Information Integration Systems ...................................................................................4-16
5 PLANT MAINTENANCE OPTIMIZATION IMPLEMENTATION........................................... 5-1

Implementing a Maintenance Optimization Initiative ........................................................... 5-1
Step 1: Educating Key Stakeholders and Establishing Sponsorship and Buy-In ................ 5-4
Step 2: Capturing Current Maintenance Optimization Activities and Initiatives ................... 5-7
Step 3: Initiating a Significant Change ................................................................................ 5-7
Process Improvement .................................................................................................... 5-7
Change Management .................................................................................................... 5-8
Change Sponsor............................................................................................................ 5-8
Change Agent................................................................................................................ 5-8
Change Targets ............................................................................................................. 5-9
Organizing for a Plant Maintenance Optimization (PMO) Initiative ................................. 5-9
Establishing Process Improvement Teams ...................................................................5-11
Maintenance Peer Groups ............................................................................................5-11
Additional Organizational Readiness Considerations....................................................5-11
Step 4: Developing High-Level Policy and Guidance.........................................................5-12
Step 5: Benchmarking and Maintenance Assessment .......................................................5-13
Benchmarking...............................................................................................................5-13
Maintenance Assessment.............................................................................................5-14
Step 6: Developing an PMO Implementation Plan and Schedule ......................................5-14
Step 7: Educating the Workforce .......................................................................................5-15
Step 8: Implementation......................................................................................................5-15
Step 9: Performance Measurement ...................................................................................5-16
Step 10: Continuous Improvement ....................................................................................5-19
6 REFERENCES .................................................................................................................... 6-1
A PLANT MAINTENANCE OPTIMIZATION WORKSHOP..................................................... A-1
Introduction ........................................................................................................................ A-1
Objectives .......................................................................................................................... A-2
Results ............................................................................................................................... A-2
Power Plant Maintenance Issues ....................................................................................... A-6
Recommendations ............................................................................................................. A-7
B PLANT MAINTENANCE OPTIMIZATION ASSESSMENT.................................................. B-1
Executive Summary ........................................................................................................... B-1
xi
Plant Maintenance Optimization Project (PMO) ............................................................. B-1

PMO Assessment Summary.......................................................................................... B-1
Assessment Highlights (Typical) .................................................................................... B-2
Overall Comment ...................................................................................................... B-2
Maintenance Strategy (PM Basis) ............................................................................. B-2
Work Identification (CM, PM, PdM, RCA, Prioritization, WO Coding) ........................ B-2
Work Control (Planning, Scheduling, Backlog, Outage)............................................. B-3
Work Execution......................................................................................................... B-4
Work Closeout .......................................................................................................... B-4
Work Management System (CMMS) ......................................................................... B-4
Maintenance and Diagnostic Technologies ............................................................... B-4
Information Integration .............................................................................................. B-4
Accountability............................................................................................................ B-4
Organization.............................................................................................................. B-5
Leadership ................................................................................................................ B-5
Metrics ...................................................................................................................... B-5
Human Performance ................................................................................................. B-5
Training..................................................................................................................... B-5
Utilization .................................................................................................................. B-5
Qualifications ............................................................................................................ B-5
Recommendations ............................................................................................................. B-6
PM Basis ....................................................................................................................... B-6
PdM Process ................................................................................................................. B-6
Planning and Scheduling ............................................................................................... B-7
Introduction ........................................................................................................................ B-7
Composite Chart............................................................................................................ B-8
Consistency Chart ......................................................................................................... B-8
Concern Confidence Chart ............................................................................................ B-8
Section 1: Work Process .................................................................................................. B-12
Work Process Model.................................................................................................... B-12
Maintenance Strategy.................................................................................................. B-14
Work Identification ....................................................................................................... B-16
Work Control................................................................................................................ B-21
Planning .................................................................................................................. B-22
xii
Scheduling .............................................................................................................. B-23

Backlog Management ............................................................................................. B-24
Outage Management .............................................................................................. B-25
Work Execution....................................................................................................... B-26
Work Closeout ........................................................................................................ B-27
Section 2: Technologies ................................................................................................... B-28
Work Management System.......................................................................................... B-29
Maintenance & Diagnostic Technologies ..................................................................... B-29
Information Integration ................................................................................................. B-32
Section 3: Management and Business Culture ................................................................. B-32
Continuous Improvement............................................................................................. B-32
Accountability .............................................................................................................. B-34
Organization ................................................................................................................ B-34
Leadership................................................................................................................... B-35
Metrics......................................................................................................................... B-36
Inter-Communication (between depts., between mgmt and workforce) ........................ B-37
Setting Goals ............................................................................................................... B-37
Benchmarking.............................................................................................................. B-38
Section 4: People and Work Culture................................................................................. B-39
Training ....................................................................................................................... B-39
Utilization ..................................................................................................................... B-40
Human Performance.................................................................................................... B-40
Qualifications ............................................................................................................... B-41
C PLANT MAINTENANCE OPTIMIZATION IMPLEMENTATION SCHEDULE...................... C-1
xiii
LIST OF FIGURES
Figure 1-1 Utility Return on Investment Benefits ..................................................................... 1-4
Figure 1-2 Industry Return on Investment Benefit ................................................................... 1-5
Figure 3-1 History of Plant Maintenance Optimization............................................................. 3-1
Figure 4-1 Maintenance Excellence Matrix.............................................................................. 4-2
Figure 4-2 Management & Business Culture Category of the Maintenance Excellence
Matrix .............................................................................................................................. 4-3
Figure 4-3 Functional Organization Diagram........................................................................... 4-4
Figure 4-4 Maintenance Processes Category of the Maintenance Excellence Matrix.............. 4-8
Figure 4-5 Sample Maintenance Workflow Model ................................................................... 4-9
Figure 4-6 People Skills & Work Culture Category of the Maintenance Excellence Matrix......4-13
Figure 4-7 Technologies Category of the Maintenance Excellence Matrix..............................4-14
Figure 4-8 Tools Supporting Maintenance Process................................................................4-15
Figure 4-9 Condition Monitoring Tools Influencing Process....................................................4-16
Figure 4-10 PlantView used in the Maintenance Processes ...................................................4-17
Figure 5-1 Relationship of Major Categories ........................................................................... 5-2
Figure 5-2 Maintenance Optimization Sequence (A to Z) ........................................................ 5-3
Figure 5-3 PMO Initiative Organization Chart.........................................................................5-10
Figure 5-4 PMO Assessment Matrix.......................................................................................5-17
Figure A-1 Power Plants Composite Self-Assessment Maintenance Spider Chart .............. A-3
Figure A-2 Power Plants Organizational Consistency of Self-Assessment Maintenance
Spider Chart .................................................................................................................... A-4
Figure A-3 Power Plants Organizational Concern/Confidence of Self Assessment ................ A-5
Figure A-4 Maintenance Excellence Matrix ............................................................................. A-6
Figure B-1 Composite Chart Example..................................................................................... B-8
Figure B-2 Consistency Chart Example................................................................................... B-9
Figure B-3 Concern Confidence Chart Example...................................................................... B-9
Figure B-4 PMO Program ..................................................................................................... B-11
Figure B-5 Work Process ...................................................................................................... B-13
Figure B-6 Work Process Model ........................................................................................... B-13
Figure B-7 Maintenance Strategy.......................................................................................... B-14
Figure B-8 Work Identification ............................................................................................... B-16
Figure B-9 Current Work Flow............................................................................................... B-18
xv
Figure B-10 Work Control ..................................................................................................... B-21

Figure B-11 Backlog Management ........................................................................................ B-25
Figure B-12 Work Execution ................................................................................................. B-26
Figure B-13 Work Closeout ................................................................................................... B-27
Figure B-14 Industry Benchmark against Individual Best in Element Chart ........................... B-39
Figure C-1 Plant Sponsorship, Buy-In and Training................................................................. C-1
Figure C-2 Plant Sponsorship, Buy-In and Training................................................................. C-1
Figure C-3 Maintenance Basis Plan and Schedule ................................................................. C-2
Figure C-4 PdM Plan and Schedule ........................................................................................ C-3
Figure C-5 Work Process Plan and Schedule ......................................................................... C-4
Figure C-6 Corporate Support Plan and Schedule .................................................................. C-4
xvi
LIST OF TABLES
Table 1-1 Before and After PMO Implementation.................................................................... 1-3
Table 3-1 Most Important Predictive Maintenance Guidelines (PdM) ...................................... 3-3
Table 3-2 Most Important Work Process Improvement Guidelines .......................................... 3-3
Table 3-3 Most Important Maintenance Basis Development Guidelines.................................. 3-4
Table 4-1 Examples of some of the Key Metrics ..................................................................... 4-8
Table 5-1 Typical MO Workshop Agenda................................................................................ 5-6
Table 5-2 Example of Change Management Checklist............................................................ 5-9
Table 6-1 Reports in the Maintenance Target Foundation Area (Formerly called 69.0) ........... 6-1
Table 6-2 Reports in the Maintenance Target Work Process Improvement Area
(Formerly called 69.1)...................................................................................................... 6-3
Table 6-3 Reports in the Maintenance Target Maintenance Task Selection Area
(Formerly called 69.2)...................................................................................................... 6-4
Table 6-4 Reports in the Maintenance Target Predictive Maintenance Area
(Formerly called 69.3)...................................................................................................... 6-5
Table A-1 Power Plants Issues Identified in Workshop........................................................... A-7
Table B-1 General Work Issues Workshop ........................................................................... B-10
Table B-2 Key Elements of a Maintenance Optimization Program ........................................ B-12
xvii
1
INTRODUCTION
Guideline Approach
This Guideline is organized into the following six Sections and three Appendices.
This Section 1 covers the background and expected benefits of plant maintenance
optimization.
Section 2 provides some key plant maintenance optimization definitions.
Section 3 describes plant maintenance optimization history, how three distinct project areas
evolved into a consolidated improvement approach. The three project areas are: predictive
maintenance, work process improvement, and maintenance basis development. This section
also has a list of the most important EPRI Maintenance Target Products in each project area.
Section 4 describes the plant maintenance optimization process. This is based on the
Maintenance Excellence Matrix that was published last year. The matrix has four categories
of maintenance attributes, which are: people, process, technology & management. These
categories are broken down into 19 key elements and 104 sub-elements in the Matrix.
Section 5 describes plant maintenance optimization implementation process. It provides a

step-by-step approach through four project implementation phases of: education, planning,
implementation, and performance measuring. This section is the most important content in
this Consolidated PMO Guideline.
Section 6 contains plant maintenance optimization references and a list of EPRI Maintenance
Target products. This table can be used to find specific references to EPRI Products in a wide
variety of maintenance subjects.
Appendix A is a PMO workshop example. A workshop is a 2-day on-site self-assessment

that results in a spider chart plot of the plants maintenance performance.
Appendix B is a PMO assessment example. An assessment is a detailed review of all

maintenance elements that results in a colored matrix display of maintenance performance.
Appendix C is a PMO implementation schedule example. This shows the typical timing
of tasks in a plant maintenance optimization implementation project.
The most important sections are Sections 3, 4 and 5. They describe plant maintenance
optimization from three different perspectives. The history of how PMO evolved. What the
PMO process looks like in a power plant. And, how to implement PMO a improvement.
1-1
Introduction
Background
EPRI has been working with the power industry for a number of years in the development and
implementation of advanced maintenance processes and technologies; and has also been working
with participating power plants in the assessment and improvement of their current maintenance
programs. These efforts included developing the means to assess the progress of key aspects
of the maintenance program to determine their status compared to the industry best practices.
The focus of all of these activities has been to improve maintenance effectiveness.
This Consolidated Plant Maintenance Optimization Guideline captures expertise and lessons
learned from many fossil power plant implementation projects. The Guideline is meant to allow
EPRI Members to effectively launch and manage maintenance optimization projects as well as
track progress and performance after completing those projects.
This Guideline is based on over 130 documents, and 13 years of development work performed
by the EPRI Maintenance Target. As such, it ties together a vast amount of information and
describes the current best practices for fossil power plant maintenance.
PMO will be described from three different perspectives in this Consolidated Guideline.
The historical perspective reveals how three maintenance project areas have consolidated
into a single optimization approach. The process perspective reveals four categories of attributes
that describe all aspects of maintenance in a fossil power plant. And finally, the implementation
perspective reveals four phases of a successful implementation effort.
Three project areas of PMO history are:
Predictive Maintenance (PdM)
Work Process Improvement
Maintenance Basis Development
Four categories of PMO process are:
People
Process
Management
Technology
Four phases of PMO implementation are:
Educate
Plan
Implement
Measure Performance
1-2
Introduction
Expected Benefits from PMO

Benefits to be expected from the use of this Guideline to perform Plant Maintenance
Optimization are based on EPRIs, the power industrys, and other commercial industrys
experiences. Those benefits include:
Improved awareness and support for safety and environmental goals.
Improved plant reliability and capacity (MW output), or maintain existing levels for
those plants that have achieved their desired goals.
Comparison of the existing plant maintenance program and its effectiveness with
industry norms and best practices.
Trending of the maintenance effectiveness over time.
Recommendations for improving maintenance effectiveness.
Insights to management on ways to enhance the maintenance process.
Improved plant personnel awareness of their role in maintenance effectiveness and provide
a road-map that will help to better understand what is needed for improvement.
The following table describes the typical maintenance practice before and after a plant
maintenance optimization implementation.
Table 1-1
Before and After PMO Implementation
Before
After
Reactive Maintenance Mode

Mostly Corrective Tasks
Large Growing Backlog
Few Records & Drawings
Poor Communication
Planned Maintenance Strategy

Have a Maintenance Basis
Do Predictive Maintenance
Do Planning & Scheduling
Good Communication
Old Equipment and Staff

Reliability & Performance Issues
New Operational Mode Problems
Reduced Staff and Retirements
Meeting Company Goals

Mostly Preventive Tasks
Small or No Backlog
Capturing Maintenance History
New Market Conditions

New Ownership
New Business Requirements
New Management
Continuous Improvement Results

Improved Reliability
Can Adjust to Change
Culture Issues Resolved
In addition to the above benefits, substantial cost benefits have been demonstrated at several
utilities that have implemented Plant Maintenance Optimization. Figure 1-1 illustrates the net
cost savings of five utilities over a 3-4 year period.
1-3
Introduction
Utility Experience -- Return on Investment
Georgia Power
(5 plants)
Year 1
Nevada Power
(2 plants)
Year 2
Year 3
Year 4
Year from start of PMO Implementation
CP&L
(8 plants)
ComEd
(8 plants)
PECO
(1 plant)
-$5,000,000
$0
$5,000,000
$10,000,000
$15,000,000
$20,000,000
$25,000,000
Net Cost Savings
Figure 1-1
Utility Return on Investment Benefits
Figure 1-2 presents the Return on Investment (ROI) for other industries when implementing
PMO programs. Note that for power producing utilities the return is close to 10 to 1.
1-4
Introduction
Return on Investment -Industry PMO Experience

Mining
Manufacturing
Automotive
Power Producers
Petrochmical
Petrochemical
Process
0
10
12
Benefit to Cost Ratio
Figure 1-2
Industry Return on Investment Benefit
It is evident then that the benefits obtained by implementing an effective PMO Program far
outweigh the investment in resources, manpower, and effort.
1-5
2
PLANT MAINTENANCE OPTIMIZATION DEFINITIONS
It is extremely beneficial for the project sponsors and key project advocates to understand the
Key Elements of maintenance and their respective definitions to be successful with leading
the organization through a Maintenance Optimization initiative.
Therefore, to help the EPRI members more effectively utilize this Guideline, and even more
important to help the members to be successful with maintenance optimization, it is necessary,
even critical, to establish a common set of definitions among the management team members
to infuse good and accurate communications. The management team members involved in the
maintenance optimization initiative must clearly understand the key basic maintenance process
definitions. Without a clear understanding among the team members of these basic maintenance
process concepts, the organization could struggle with success when optimizing maintenance
because of miscommunication of the initiative which could affect the overall direction for the
future of maintenance within their organization. The Maintenance Excellence Matrix, EPRI
1004705, contains the definitions for all key aspects of PMO.
Key Basic Maintenance Process Definitions

Plant Maintenance Optimization (PMO)
Maintenance Optimization is the overall process to improve an organizations maintenance
business. Optimizing maintenance includes improving the four major maintenance processes
Work Identification, Work Control, Work Execution, and Work Closeout. Also Maintenance
Optimization involves improving an organizations: maintenance management and the business
culture; people skills and the workforce work culture; and, the effective application of
technology to automate and improve maintenance effectiveness.
Work Identification
Work Identification includes the specific strategies used to determine what specific task(s) will
be required to ensure that the appropriate work is performed to achieve high levels of equipment
reliability at minimum cost. It includes the process for an organization to develop and manage
the Maintenance Basis; and, it includes the four sub-processes that identify maintenance work
to be accomplished: Preventive, Corrective, Predictive, or Proactive Maintenance.
2-1
Plant Maintenance Optimization Definitions
Maintenance Basis
The Maintenance Basis is a documented rationale for understanding expected equipment
and system failures as well as their associated maintenance tasks and frequencies to achieve
an organizations desired goals for safety, equipment reliability, and O&M costs.
Maintenance Basis Optimization (MBO)
The MBO process is a step-by-step approach to optimize the Maintenance Basis by incorporating
plant knowledge, maintenance history, and industry experience. (One form of Maintenance Basis
Optimization is the well known Reliability Centered Maintenance (RCM) Analysis process).
Corrective Maintenance (CM)
The Corrective Maintenance process is the most basic of maintenance processes. Maintenance
tasks are generated as a result of an equipment failure. This process can generate two unique
types of tasks:
Expected corrective tasks (CM-E) which occur when the equipment is purposely
run-to-failure.
Unexpected corrective tasks (CM-U) which occur when equipment failures are not desired
or planned (These occur on mission critical or costly plant equipment).
Preventive Maintenance (PM)

This sub-element includes periodic condition monitoring and periodic time-based actions taken
to maintain a piece of equipment within design operating conditions and to extend its life. It is
normally performed before equipment failure, or to reduce the likelihood of equipment failure.
Predictive Maintenance is the process which requires technologies, people skills, and
communication to integrate all equipment condition data available, such as: diagnostic and
performance data; maintenance histories; operator logs; and, design data, to make timely
decisions about maintenance requirements of major/critical equipment.
Proactive Maintenance (PAM)
Proactive Maintenance is the organizations process for Learning from the Experience
of performing maintenance work. This process involves utilization of direct feedback from
maintenance personnel, through Failure Cause Codes, equipment Condition Codes and Work
Order Completion Remarks, to improve the effectiveness of the maintenance work. PAM also
includes making appropriate adjustments to the maintenance task balance to eliminate failures
or deficiencies in the future. Incidents that require root cause analysis are identified as part of
the PAM process.
2-2
Plant Maintenance Optimization Definitions
Work Control
Work Control is the process of prioritizing, assessing risk, planning, and scheduling maintenance
work, as well as managing the backlog of maintenance tasks.
Work Execution
The Work Execution process includes work execution procedure development and control,
clearance of equipment for performing maintenance, staging of materials, pre- job briefing, the
performance of work tasks, Quality Assurance programs, safety practices, and post-job critiques.
Work Closeout
The Work Closeout process includes Post-Maintenance Testing (PMT), post-job critiques,
documentation of appropriate information on work performed, as-found and as-left
condition of equipment and maintenance history, appropriate feedback to the workforce
regarding conditions found, and the return of equipment to operations for service.
2-3
3
PLANT MAINTENANCE OPTIMIZATION HISTORY
Over the past 13 years the EPRI Maintenance Target developed several methods to improve
fossil power plant maintenance processes. Over that time, improvement methods evolved from
three distinct project areas into a consolidated approach called Plant Maintenance Optimization.
These three project areas are: Predictive Maintenance, Work Process improvement, and
Maintenance Basis development. In the past EPRI developed Guidelines addressing each of
these three distinct project areas, and this document ties them together in the Consolidated
PMO Guideline.
As shown in Figure 3-1, the EPRI Maintenance Target in Palo Alto and the EPRI M&D
Center in Philadelphia were sister organizations in the early-1990s. The M&D Center initially
developed Predictive Maintenance technology and Predictive Maintenance (PdM) Guidelines.
Predictive
Maintenance
(PDM)
M&D
Center
(Philadelphia)
EPRIsolutions
PDM
Guidelines
Maintenance
Excellence
Matrix
Work Process,
Planning & Scheduling
(P&S)
P&S
Guidelines
Maintenance
Target
(Palo Alto)
Plant Maintenance
Optimization
(PMO)
Consolidated
PMO
Guideline
Maintenance Basis,
Reliability Cent. Maint.
(Streamlined-RCM)
S-RCM
Guidelines
year
1990
1995
2000
2003
Figure 3-1
History of Plant Maintenance Optimization
3-1
Plant Maintenance Optimization History
These activities were based at PECOs Eddystone Power Plant in Philadelphia and they
demonstrated a wide variety of monitoring and diagnostic equipment and systems.
Then the Maintenance Target developed Work Process improvements and Maintenance Basis
development, and produced associated Guidelines in the mid-1990s. The most important Work
Process improvement is to establish Planning and Scheduling (P&S). Also, most of Maintenance
Basis development was done using EPRIs streamlined Reliability Centered Maintenance
(Streamlined-RCM) approach for fossil power plants.
Improvement projects at power plants during the mid-1990s were performed one project area
at a time. Depending on the needs of each company or power plant, the first improvement project
could have been Predictive Maintenance, Work Process Improvement, or Streamlined RCM.
After the first improvement project, additional projects were performed in other project areas
if needed. These separate projects tended to overlap, tended to take a long time to perform in
series, and did not build on the progress of previous projects.
Then in the late1990s, the EPRI Maintenance Target began combining all three project areas into
single improvement projects, and called them Plant Maintenance Optimization improvement
projects. This promised to reduce implementation costs and increase overall improvement
efficiency. Then in the early-2000s EPRIsolutions was formed, and these combined
improvement projects continue to be performed by EPRIsolutions.
EPRI developed several Guidelines in the three project areas, which will be described later.
However, until now there was no guideline describing the combined PMO improvement process.
While this Consolidated PMO Guideline does not repeat material from previous guidelines, it
does describe how to combine these three project areas into a single improvement effort.
Last year EPRI developed the predecessor document to this Consolidated PMO Guideline. It was
the Maintenance Excellence Matrix, EPRI Product number 1004705. The Matrix is a measuringstick for assessing maintenance processes at fossil power plants. It is used to identify specific
maintenance processes that need to be improved, thereby customizing improvement efforts at
each fossil power plant at any point in time. Ideally Plant Maintenance Optimization (PMO) is
a long-term process that starts with an improvement project and keeps going with continuous
improvement.
Most Important Guidelines in Three Maintenance Project Areas
Table 3-1 contains the most important EPRI Reports in the project area of Predictive
Maintenance.
3-2

Table 3-1
Most Important Predictive Maintenance Guidelines (PdM)
Number
Product Title
Date
TR-103374
Predictive Maintenance Guidelines-Volume 1
8/94
TR-103374-V2
10/97
TR-103374-V3
Predictive Maintenance Guidelines-Volume 3, PDM Implementation
10/98
TR-103374-V4
Predictive Maintenance Guidelines-Volume 4: PDM Best Practices
12/99
TR-108936
Predictive Maintenance Program: Development and Implementation
TR-109241
Predictive Maintenance Assessment Guidelines
11/97
TR-111915
Predictive Maintenance Program Implementation Experience
10/98
1004628
Infrared Thermography (IRT) Anomalies Manual (revision 2001)
12/01
1004019
Guideline for Developing and Managing Infrared Thermography Program
1004384
Lube Oil PdM, Handling, and Quality Assurance Guideline
12/02
1004705
Maintenance Excellence Matrix: Assessment Guideline for Fossil Power Plants
12/02
9/97
9/01
Table 3-2 contains the most important EPRI Reports in the project area of Work Process
Improvement.
Table 3-2
Most Important Work Process Improvement Guidelines
Number
Product Title
Date
TR-111464
Computerized Maintenance Management System Best Practices
9/98
1000320
Best Practice Guideline for Maintenance Planning and Scheduling
12/00
1000321
Plant Maintenance Optimization Assessment Guideline
12/00
1004015
Guideline on Proactive Maintenance
11/01
1004017
Guidelines on the Effects of Cycling Operation on Maintenance Activities
12/01
1004382
Risk Based Maintenance Guideline
11/02
1004705
Maintenance Excellence Matrix
11/02
1004383
Outage Management Benchmarking Guideline
1004898
Risk Based Maintenance Application Case Study
3/03
12/03
3-3
Table 3-3 contains the most important EPRI Reports in the project area of Maintenance Basis
Development.
Table 3-3
Most Important Maintenance Basis Development Guidelines
Number
Product Title
Date
TR-109795
Streamlined Reliability-Centered Maintenance (SRCM) Program
12/97
TR-109795-V2
Streamlined Reliability Centered Maintenance (SRCM) Implementation

Guidelines
10/98
TR-109795-V3

Guide
10/99
1004016
Streamlined Reliability Centered Maintenance Analysis Application Update
10/01
1004376
Streamlined Reliability Centered Maintenance at Reliant Energy
11/02
TR-107902
Cost Benefit Analysis for Maintenance Optimization
12/99
1004018
Boiler Reliability Optimization Guideline
TP-114094
Equipment Maintenance Optimization Manuals (2)
12/99
1006537
EPRI Boiler Reliability Optimization Program: Case Studies from 1998-2001
12/01
1007442
Reliability Assessment of the Coronado Generating Station
These Reports are available from EPRI Orders and Conferences or from EPRIweb
(www.epri.com). These Reports should be read by the PMO Maintenance Team as they
contain valuable background information for any maintenance improvement initiative.
3-4
9/01
3/03
4
PLANT MAINTENANCE OPTIMIZATION PROCESS
Maintenance affects all aspects of the plants organization. To optimize maintenance it is

important not only to examine the maintenance processes, but also the management approach,
work culture, skill set, motivation of the work force, and the effective use of the technologies.
Therefore, Plant Maintenance Optimization is a program to create a work environment that
optimizes the use of resources, maintenance processes, employee skills, and technology for
the purpose of meeting the maintenance objectives. The PMO Categories include:
Management and Business Culture Creating a positive work environment that promotes a
learning organization optimizes plant maintenance. This is accomplished by: setting goals;
providing strong leadership; promoting good communication; establishing an organization
where individuals know their roles and responsibilities and are held accountable; and,
providing the means to learn from the staffs experiences. Metrics are tracked for the purpose
of understanding the areas where improvement opportunities exist and are corrected.
Maintenance Processes Using the industrys best maintenance practices to minimize

the impact on production and to maximize the workforce utilization optimizes Plant
maintenance. This is accomplished by identifying work at the right time so it can be
prioritized, planned, scheduled, and performed. Work is documented and reviewed to learn
from the experience. These processes include day-to-day work, both planned and unplanned
outage work and work resulting from proactive activities such as engineering projects.
People Skills/Work Culture Plant maintenance is optimized by developing a highly

motivated, qualified and skilled workforce, and a safe work environment. This is
accomplished by providing an effective training and qualification program, and by
implementing a human performance initiative that stresses positive behaviors and values.
Technologies Plant maintenance is optimized by utilizing cost effective technologies

that maximize maintenance process efficiencies, provides timely information on equipment
condition, and captures the lessons learned. Integration technologies are incorporated that
allow access to multiple plants and department data sources, and allow the findings,
recommendations, and corrective actions to be shared. Examples of technology tools are
the CMMS, Process Data (PI/PHD), PlantView-PdM, PlantView-Events, PlantView-MBO,
PlantView-Engineering Reports, and a number of condition monitoring technologies.
The Categories as shown in Figure 4-1 are expanded to include 19 Elements with each Element
having a number of Sub-elements.
4-1
Plant Maintenance Optimization Process

Categories
Elements
Benchmarking
1.0 Management &

Business Culture
4.0 Technologies
Outside Industry
N/A
N/A
N/A
N/A
N/A
Business Planning
N/A
N/A
N/A
Org Perf Goals
Maint Dept. Goals
Individual Goals
Organization
Roles & Respons.
Specialty Teams
Contract Mngmt
Facilities
N/A
N/A
N/A
Leadership
Direction
Policies & Processes
Discipline
Empowermt
Motivation
N/A
N/A
Communication
Ops,Maint, Eng
Mangers to Workforce
Workforce to Mgmt
Peer Group
Meetings
Wrkr - Wrkr Comm.
N/A
N/A
Overall Goals
Maintenance Dept.
Goals
Plant Goals
Customer
Satisfaction
N/A
N/A
N/A
System/ Comp Own
Craft Owership
N/A
N/A
N/A
Accountability/
Ownership
3.0 People Skills &

Work Culture
Within Industry
Goals/Business Plan
Metrics
2.0 Maintenance
Processes
Sub-Elements
Personnel Performance Bus. Plan Adherence
Continuous
Improvement
Self-Assessment
Change Mgmt Prog
Process Improvement
Use of OE
CAP Program
R&D Activities
Empl Ideas
Solicited
Work
Identification
Work ID Procedures
Maint. Basis
Corrective Maint.
Preventive Maint.
Predictive Maint.
Proactive Maint.
Work Order
Generation
Work Control
Work Mgmt Process

& Procedures
Outage Mgmt Process

& Procedures
Prioritize Work
Risk Assessment
Stores/Inv.
Management
Planning
Scheduling
Work Execution
Work Exec Procedures
Equip Clearance &

Tagging
Tools/Mat.
Control/Staging
Pre-Job Briefs
Perform Maint
Tasks
Work Quality
Safety
Work Closeout
Work Close
Procedures
Post Maint Testing
Post Job Critique
Data Capture &

Feedback
House Keeping
Return Equip to
service
N/A
Training
Processes & Policies
Personnel Skills
Dvlpmnt
Plant Systems
Mgmt /Spvr
development
Business Literacy
Contractor
Training
Specialty Training
Utilization
Mgmt/Union Interaction
Multi - Discipline
Mbl/Shared Workforce
Productivity /
Metrics
N/A
N/A
N/A
Human
Performance
Behaviors & Values
Procedure Use
Self Check
Peer Check
Qualifications
Personnel Selection
Qualification Process
Re-Qualification
Process
Contractor Quals
Qual Tracking
Program
Succession
Planning
N/A
Maintenance
Management
System
CMMS
Risk Assmnt Tools
Scheduling Tools
Reporting &
Decision
N/A
N/A
N/A
Maintenance &
Diagnostic
Technology
Execution Tools
Cond Mon. On-line
Cond. Mon. Periodic
Technology
Software
Process Data
Utilization
Equip Perf Mon.

Tools
N/A
Information Integration
System
Financial
Budget & Schedule
Equip Cond. Data
Dispatch System
Industry databases
Equip Tech.
Documents
N/A
CAP Prog Utilization Conflict Resolution
N/A
Figure 4-1
A detailed explanation of each Element and Sub-element is contained in EPRI 1004705.

Although all of these elements are addressed when optimizing maintenance, this Section focuses
on the 19 Key Elements of the four major Categories.
Management and Business Culture

In any improvement process it is important to have a strong management involvement. When
optimizing maintenance, the working environment and expectations become important. Creating
a positive work environment that promotes a learning organization is vital. Many fossil plants
have a work culture that is reactive, whereas PMO emphasizes a planned working environment
where firefighting is minimized. This requires a change in the behavior of management and the
staff, which can only be achieved by strong leadership and an organization structure that
promotes PMO. This category of Maintenance Optimization includes the following Key
Elements:
Benchmarking
Goals/Business Plan
Organization
4-2
Leadership
Communication
Metrics
Accountability/Ownership
Continuous Improvement
Benchmarking
Goals/Business Plan
Organization
1.0
&
1.0Management
Management
&
Business
Culture
Business Culture
Leadership
Communication
Metrics
Accountability/
Ownership
Continuous
Improvement
Figure 4-2
Management & Business Culture Category of the Maintenance Excellence Matrix
Management and Work Culture encompass all Elements and Sub-elements of Maintenance
Optimization. As an example of what is included in each Key Element, the following addresses
three elements of this category.
Benchmarking
Benchmarking of the maintenance practices among the utilitys plants, similar utilities,
and other industries, is periodically performed to take advantage of lessons learned, maintain
competitiveness, and utilize best industry practices. Also, EPRIs industry experience should
be reviewed to assure that the latest best practices are captured.
Organization
Although the organizational structures of the plants can differ, the functional activities and
responsibilities remain the same. The organizational structure needs to recognize those activities
that support the processes, as well as the execution of the work. Figure 4-2 illustrates a functional
organization diagram that displays how the maintenance optimization key elements are
efficiently supported.
4-3
HUMAN
PERFORMANCE
SUPPORT SERVICES
SUPPORT
SERVICES
TRAINING
COORDINATION
LAB
OPERATIONS
OPERATIONS
MANAGEMENT
MANAGEMENT
OPERATIONS
OPERATIONS
FUEL
HANDLING
CORPORATE
PMO Coordination
Technical Support
Outage Management
PLANT
MANAGEMENT
MAINTENANCE
MAINTENANCE
MANAGEMENT
MANAGEMENT
MAINTENANCE
MAINTENANCE
EXECUTION
EXECUTION
WORK
WO
RK
EXECUTION &
EXECUTION
&
CLOSEOUT
CLOSEOUT
MAINTENANCE
PROGRAMS
PLANNING
Engineering
FIN
FIN
SCHEDULING
PdM
MAINTENANCE
BASIS
PAM
Figure 4-3
Functional Organization Diagram
Functional Roles and Responsibilities

Maintenance Management
The Maintenance Management Function is responsible for managing the overall maintenance
program including plant Maintenance Optimization. These responsibilities encompass:
supporting the development of the business plan; developing and managing the maintenance
budget; and, assuring that the maintenance execution process and the maintenance programs
are implemented, monitored and adjusted as needed to maintain a best practice maintenance
organization.
Maintenance Programs
The Maintenance Programs Function has the responsibility to lead the PMO processes, Planning
and Scheduling, PdM, Maintenance Basis, and PAM. This responsibility includes: assuring that
the PMO processes are implemented and functioning properly; tracking improvement metrics;
conducting self-assessments; documenting benefits; and, adjusting the PMO processes as
required. This function also has the responsibility to support existing or new maintenance
initiatives, standardizing where appropriate, and sharing best practices with other plants.
4-4
Planning
The Planning Function has responsibilities for preparing work packages, optimizing the
sequence of work, identifying concurrent work opportunities, checking for duplicate Work
Orders, reviewing Work Order backlog, tracking planning metrics, and making improvements
when required. Planning also has the responsibility to maintain the equipment database and
ensure that the latest maintenance basis is entered into the CMMS.
Scheduling
The Scheduling Function has the responsibility for maintaining the rolling five-week schedule.
The scheduling will support maintenance execution and operations and resource management
in preparing and maintaining the work schedule. The scheduling function also is responsible
for tracking scheduling metrics.
Fix It Now (FIN)
Some organizations have a FIN process that addresses work activities that need minimal
planning and can be accomplished without impacting the Schedule. The responsibilities of
the FIN Function are to minimize the impact of interruptible (emergent, minor maintenance,
sponsored) work on the weekly schedule, and aid in the reduction of the backlog. Some of
this interruptible work is minor and might not require a Work Order. Daily FIN work is to be
coordinated with Operations and Maintenance execution.
PdM Coordination
The PdM Coordination Function has the responsibility to manage the plant PdM program.
These activities include: coordinating with the technology owners to ensure that technology
exams are documented; supporting the integrated equipment condition assessment analysis; issue
equipment condition assessment reports; conducting monthly PdM/Reliability Meeting(s); and,
training plant personnel in the PdM process. The PdM responsibilities also cover communicating
with planning and scheduling to ensure that equipment repair, based on the integrated condition
assessment analyses, is accomplished.
Technology Ownership
The Technology Ownership Function that supports the PdM function. These responsibilities
include utilizing specific technologies (i.e., oil analysis, vibration analysis, thermography,
Process Data, Performance Testing, operation rounds, etc.) to ensure that data is collected and
analyzed properly. Findings and recommendations are generated and updated in a report format
such as PlantView. The responsibilities also include supporting the integrated equipment
condition assessment analysis.
4-5
Maintenance Basis
The Maintenance Basis Function has the responsibility to maintain the Maintenance Basis,
update the Basis using the MBO process, and support the PAM process.
PAM (Continuous Improvement)
The PAM Function has the responsibility to oversee the continuous improvement program. The
specific responsibilities include: reviewing work closeout documentation; event reports; outage
reports; and, engineering assessments. Based on the results of these reviews, analyses should be
conducted and recommendations made to support the necessary adjustments to the maintenance
optimization process. Also, PAM is responsible for periodically administering the selfassessment process.
Maintenance Execution
This supervisory functions responsibilities include: implementation of the workflow

process; support scheduling in the preparation of the schedule; successful execution of all
daily maintenance tasks; adherence to safety and environmental requirements; support post
maintenance tests; ensure that Work Orders are properly completed including all documentation;
and, tracking the work process metrics.
Work Execution
The Work Execution Function performs the maintenance work assignments in a safe, efficient,
and quality manner, and provides documentation and feedback on the work performed. This
function also has the responsibility to support, as needed, the implementation of adjustments
to the maintenance processes.
Plant Operations
The Plant Operations Function is responsible for operating plant equipment according to design
specifications. The maintenance responsibilities of this function include:
Identifying and prioritizing work; providing a description of the problem and/or work
requested; and, documenting information using the CMMS.
Providing clearances when work is ready to begin.
Supporting the PdM process by providing early indications of equipment problems using
information obtained from observations, rounds, and logs.
Supporting the PdM equipment assessment efforts as required.
Supporting the MBO process as required to maintain the Maintenance Basis.
4-6
Lab
The Laboratory Function provides monitoring and maintaining water chemistry, performance,
etc. within design specifications, providing analysis support for the PdM Program, and
monitoring plant results.
PMO Department Coordination
The Corporate PMO Coordination Function has the responsibility to support plants in their
maintenance optimization efforts. These responsibilities include: maintain and update the
Department standard maintenance basis; facilitate the MBO and PdM process at each plant;
promote standardization of the PMO process throughout the Department; facilitate periodic
Plant PMO self-assessments; chair the PMO Meetings; stay abreast of the latest industry
advances in PMO processes and technologies; provide PMO training and coaching; monitor
metrics and return-on-investment; and, support the plants that have specific PMO needs.
This is a support function, ownership of the PMO processes remains at the plants.
Training
The training Function that provides assurance of a competent workforce by: tracking the skills
and knowledge levels of the staff; establishing job qualification requirements; and, implementing
developmental plans for skill improvement. This function also will provide training for the
maintenance processes such as PdM, PAM, MBO, Planning and Scheduling, etc.
This function also has the responsibility to capture undocumented knowledge before it is lost
through retirement or downsizing.
Metrics
Performance indicators measure the effectiveness of the maintenance program. These
performance indicators are measured and trended. Plant leadership reviews the indicators and
determines the appropriate plant action. The performance indicator trends will be important in
determining what part of PMO is working and what part is not. Goals will be established and
accountability assigned for each indicator.
Detailed metrics can be found in the Maintenance Excellence Matrices (1004705). Some of the
key metrics are listed in the following Table 4-1.
4-7

Table 4-1
Examples of some of the Key Metrics
Equivalent Forced Outage Rate (EFOR)
Commercial Availability
Percent of Unexpected Corrective Work Orders
Percent PM Adherence
Scheduling Adherence
Percent of Rework Work Orders
Total Number of WOs and Hours in Backlog
Percent of Work Orders Generated as a result of PMs
Percent of Work Orders Generated as a result of PdM
Percent PM Hours Worked
Percent PdM Hours Worked
Planning Effectiveness (1- ABS [Estimated Actual]/Actual)
Equipment Maintenance Cost
Equipment Reliability
Percent of Work Orders Waiting for parts
Percent Overtime hours
Avoided Cost as a result of PdM Finds
Percent Emergent Work Order Tasks
Percent Training Hours to Total Hours Worked
Maintenance Processes
The key elements of this category that need to be addressed when optimizing the maintenance
processes of a site include:
Work Identification
Work Control
Work Execution
Work Closeout
Work
Identification
Maintenance
2.02.0
Maintenance
Processes
Processes
Work Control
Work Execution
Work Closeout
Figure 4-4
Maintenance Processes Category of the Maintenance Excellence Matrix
4-8
These elements cover the key maintenance processes that need to be linked and integrated
together to assure that work (both outage and day-to-day) flows smoothly to minimize
unexpected maintenance. The integration of these processes is illustrated in the Maintenance
Workflow Model (Figure 4-5).
IDENTIFYING THE RIGHT WORK
MAINTENANCE BASIS
Corrective
Maintenance
Run -to-Failure
Corrective
Maintenance
Unexpected
ACCOMPLISHING THE WORK
Preventive
Maintenance
Work
Identification
Work
Control
Work
Work
Execution
Execution
Work
Completion
Predictive
Maintenance
Proactive
Maintenance
Proactive Maintenance
Event Reporting
Outage /Project
Assessments
LEARNING FROM THE EXPERIENCE
Figure 4-5
Sample Maintenance Workflow Model
Work Identification
Work Identification is a process that identifies all of the maintenance work activities that are
to be performed at a plant. Work activities are identified from the Maintenance Basis, which
includes the Run-to-Failure corrective maintenance, Predictive Maintenance (PdM), and
Proactive Maintenance (PAM) including planned outages. It also includes unexpected work
resulting from equipment failure, or sponsored work (work that is considered important but is
not part of the work control process).
Maintenance Basis
The Maintenance Basis is a documented rationale for understanding expected equipment and
system failures, as well as their associated maintenance tasks and frequencies. The Maintenance
Basis protects critical plant assets from premature failure by specifying and utilizing the most
cost-effective methods to manage these assets. PMO dictates that the plant will maintain a plant
Maintenance Basis document that will be updated, when necessary, as new information is
available.
4-9
Developing, modifying, and updating the Maintenance Basis will be accomplished through
the Maintenance Basis Optimization (MBO) process, which is a modified Reliability Centered
Maintenance (RCM) Process. The MBO process is a step-by-step approach to optimize the
Maintenance Basis by incorporating plant knowledge, maintenance history, and industry
experience. Through this process, the maintenance organization is able to document the
basis for the maintenance program, assist in managing the changes to the program, develop
standards for preventive maintenance work activities, and match resources to high value work.
(There are several EPRI references that address this process which further explains the process).
Corrective Maintenance Run to Failure
Included in this maintenance process is equipment that has been determined to be non-critical
in the MBO process and will be allowed to Run to Failure. The equipment identified here are
usually low cost items and spares are on hand for immediate replacement.
Preventive Maintenance
Preventive maintenance tasks in the basis include time-directed inspections, repairs, predictive
maintenance data collection tasks, operator rounds, and surveillance tests which are performed
on regular scheduled intervals.
Predictive Maintenance
Predictive Maintenance (PdM) is a process that monitors the running condition of plant
equipment; therefore, it provides early detection of emerging anomalies and makes the
recommendations for repair, which mitigates the further degradation of the equipment.
PdM integrates all available equipment design, condition indicators, and maintenance experience
to make timely decisions on work that will fit into the plants planning and scheduling process.
This process requires input and participation from technical support, maintenance, operations,
and management.
The Improvement Process for maintenance is referred to as Proactive Maintenance (PAM). PAM
is a process that adjusts plant maintenance, as required, to achieve and maintain a best practices
maintenance organization. The continuous improvement process includes the corrective action
plans resulting from:
Work Closeout analysis
Event Reporting
Outage Assessments and Engineering Studies
Annual Maintenance Assessments utilizing elements of the Excellence Matrix (Figure 4-1)
4-10
Event Reporting is a process that captures specific incidences that exceed set criteria on the
key indicators (safety, environmental, generation, and costs). The Event Reports are usually
shared with other Plants for the purpose of alerting them of potential problems, and to seek their
experience. The event reporting process could be automated using a tool such as PlantView to
document, track progress, and obtain feedback. PlantView archives completed cases and those
events that have been prioritized.
Results from Outages and Engineering Studies examine the long-term condition assessment that
evaluates, tracks, and recommends corrective actions for key plant assets. The evaluation of
these assets considers: equipment age; long-term projection for the life expectancy of the plant;
current condition; maintenance history; and, the Return-on-Investment (ROI) of any long-term
action plan. For most cases this action plan will be part of the Business Plan.
Corrective Maintenance Unexpected
Unexpected Corrective Maintenance activities are work performed as a result of critical
equipment failure where the strategy was to prevent failure. Maintenance is required because of
a failure of the Maintenance Basis. CM-U also includes sponsored work that results from the
desire to expedite work that could have gone through the work control process. Sponsored work
usually results in work that interrupts the schedule and avoids the normal planning process.
Work Order Generation
This process is idealized when it is advantageous to categorize the specific work request in the
Computerized Maintenance Management System (CMMS) so that it can be tracked and included
in the continuous improvement process. A suggested approach for documenting the identification
of work in the CMMS is:
PM-PR:
calendar or service hours directed
PM-CMT:
condition-directed data collection
CM-U:
corrective maintenance conducted as a result of an unexpected failure

(failure of the maintenance basis) or sponsored work
CM-CDM: corrective maintenance conducted as a result of predictive maintenance

monitoring
CM-E:
corrective maintenance conducted on non-critical equipment that was

identified as run-to-failure
There are a number of other codes that are specified in the CMMS but the above focus on the
optimization part of maintenance.
Work Control
Work Control is a process to prioritize, plan, and schedule work, as well as manage the backlog.
Work should be performed according to priority, and workforce, parts, and asset availabilities.
4-11
Priorities need to be established to emphasize the importance of scheduling work with sufficient
time so that it can be properly planned. Risk evaluations are made to help balance available
resources with the urgency of work. Checks are performed to minimize the impact of duplicate
and sponsored work (non-emergent work that tends to interrupt the scheduled work).
The Planning process includes developing work packages for each activity. These packages
include instructions, procedures, drawings, clearances, availability of parts and labor, and other
information required to accomplish the work. Work packages should be standardized as much
as possible to minimize the amount of time and effort involved in the planning process.
The sequence or scheduling of work should be optimized, which means the activities should
be performed concurrently (job bundling) where appropriate. Work should be scheduled using
a multi-week rolling schedule. Emphasis must be placed on accomplishing the work on the
schedule. Schedule compliance is very important to obtain buy-in.
This work control process also applies to the planned outage process.
Work Execution
Work Execution is the safe and efficient performance of assigned work activities. Execution
involves completing work within the planned scope, schedule, and budget, while ensuring
absolute adherence to all safety and environmental requirements. This includes any postmaintenance testing if it is included in the work package. Pre-job briefs are conducted before
work begins to assure that the execution adheres to safety and procedural requirements
(procedures, work package requirements, plant and equipment modifications, etc.). Rework
and temporary repairs such as patches should be documented and tracked until full corrective
maintenance activity can be performed to restore equipment to its original design function.
Work Closeout
Work Closeout is the documentation of the current work activities (Orders). This documentation
includes: a description of the work accomplished; and, a post job critique, which covers the
adequacy of the work packages, equipment condition codes, the availability of parts. This
information is housed in the CMMS. Work closeout also includes housekeeping. The work
closeout documentation document needs to be approved for its content. The quality of the
documentation is important for use in the continuous improvement process.
People Skills/Work Culture

For any maintenance improvement process the people are the most important ingredient.
This is especially true today where the work force is aging, and the downsizing of staff that has
occurred at most power producers. Many utilities have abandoned, or have placed on hold, their
apprentice programs, so there is a lack of young talent that can learn the trade by working
along side of an experienced Craft. There needs to be a process in place that can aide in the
skill development, and an approach to capture the experience of the existing work force
before they retire.
4-12
This category covers the following key elements:
Training
Utilization
Human Performance
Qualifications.
Training
3.0 People
SkillsSkills
&
3.0
People
Work Culture
Work
Utilization
Human
Performance
Qualifications
Figure 4-6
People Skills & Work Culture Category of the Maintenance Excellence Matrix
As an example of what is included in each key element, the following addresses two elements
of this category.
Training
As a result of loss of experience, the training program in many power producers has become
paramount. Training covers two basic areas, skill development and capturing undocumented
knowledge. Skill development includes setting criteria and lesson plans to qualify and re-qualify
the workforce. It also includes providing training for the maintenance processes as they are
developed, and for new technologies as they are implemented. Capturing knowledge is capturing
the knowledge of the experienced worker who may be about to retire.
To address aging workforce issues, and to ensure long-term skill consistency, a means to
electronically capture maintenance craft knowledge pertaining to unit specific equipment needs
to be implemented. The ability to capture experience before it is lost is critical in establishing a
solid foundation of best practices and future access to electronic references. For the maintenance
area it is important to capture detailed work packages around specific equipment. This includes
items such as special rigging, unique tools, and disassembly and assembly procedures. This
knowledge capture of information needs to be organized so that it provides information through
procedures and lesson plans.
Human Performance
Excellence in Human Performance promotes behavior throughout an organization that supports
safe and reliable operation of the plant. Progress toward excellent human performance requires
a work environment in which individuals and leaders routinely exhibit desired behaviors. Such
behaviors must be clearly described, communicated, and, most importantly, reinforced. Peer
pressure, open communication, and positive reinforcement establish a culture in which
individuals, leaders, and organizational processes eliminate obstacles to excellent human
4-13
performance. This approach will reduce, or even eliminate, plant events caused by human
error. Events are undesirable consequences that challenge the safety of employees,
environmental compliance, and generation capability.
Procedures need to be sufficiently detailed for a qualified individual to perform the required
task safely and expeditiously without direct supervision. Requirements for verification or quality
control inspection are considered and included in the procedure as appropriate. Procedures are
developed and used for critical activities affecting safety, environmental compliance, and
reliability. Procedures are also applied to tasks that are complex, repetitive, or have a large
scope. Procedures that apply to like pieces of equipment should be standardized and used where
applicable. The use of parts and materials conforms to procedures concerning procurement
and material control. A process should be developed to ensure that maintenance personnel
understand the importance of procedural compliance where applicable. They must also know
the appropriate steps to take if the task cannot be performed by the procedure as written, or
if they believe that the procedure is incorrect.
Maintenance personnel should meet applicable education, training, and experience requirements.
Craft training consists of self-study, classroom, and utilization of the knowledge capture
electronic reference tool such as PlantView-Automated Training Module (ATM) and on the
job elements. Training/qualification status is tracked and readily available to supervision who
are making work assignments. Qualifications of contract personnel are provided in accordance
with contractual agreements.
Technologies
This category addresses the technology tools required to support the PMO Process.
The technologies include all technical advances such as: automation; web-based applications;
condition monitoring; and, computer maintenance management systems that directly support
and streamline the workforces effective utilization of the PMO Process. The key elements
include:
Maintenance Management System
Maintenance and Diagnostic Tools
Information Integration System

Maintenance
Management
System
4.0 Technologies
Maintenance &
Diagnostic
Technology
System
Figure 4-7
Technologies Category of the Maintenance Excellence Matrix
4-14
Maintenance Management Systems

Figure 4-8 illustrates examples of the maintenance management tools that support the key
areas of the PMO Process. The CMMS supports the daily work routine emphasizing Work Order
management. There are several commercially available products that are available; however,
when specifying the desired functions of this tool it is important to include the maintenance
process that the tool needs to conform to, and the links to other tools that will support the
automation process. The maintenance optimization process should dictate the requirements
of the tools, the tools should not dictate the process.
LEARNING THE RIGHT WAY

MAINTENANCE BASIS
Training
Skill Development & Knowledge Capture
CMMS
Corrective
Maintenance
Run
Run-to-Failure
- to- Failure
Preventive
Maintenance
Corrective
Maintenance
Unexpected
CMMS & PaSTA
Work
Identification
CMMS
Work
Control
Work
Work
Execution
Execution
Work
Closeout
Closeout
Predictive
Maintenance
Improvement
Project/Outage
Maintenance
Event Reporting
Long Term
Condition Assessment
Figure 4-8
Tools Supporting Maintenance Process
In addition to the CMMS, a day-to-day scheduling tool needs to be available that will allow
a several week look-ahead, and track specific leading metrics to support the continuous
improvement process for work control, work execution and work closeout. It needs to be
automated in such a way that it reduces the labor hours required to accomplish the work effort.
EPRIsolutions PaSTA tool is an example. It supports the day-to day schedule and captures
work process metrics. This tool focuses on the Work Control process, including the 4 to 13
week scheduling cycle. Note: this tool needs to link to the CMMS.
Maintenance and Diagnostic Tools
Maintenance and diagnostic technologies include tools that support the condition assessment
process. They include: Diagnostic technologies such as vibration, lube oil, thermography,
acoustics, and others; Performance (efficiency) technologies that address plant and equipment
performance, for example: turbine section efficiency, boiler performance, pump efficiency; and,
Tools that support the use of process data including process control systems, process data, and
historians (i.e. PI).
4-15
Figure 4-9 illustrates an example of how some condition monitoring tools influence the process.

MAINTENANCE BASIS
Corrective
Corrective
Maintenance
Maintenance
Run
Run-to-Failure
- to- Failure
Training
Corrective
Maintenance
Unexpected
Preventive
Maintenance
Work
Identification
Predictive
Maintenance
Vibration
Vibration
Thermography
Thermograph
Lube Oil
Lube
Oil
Process
ProcessData
Performance
Performanc
Others
Others
Work
Control
Maintenance
Proactive
Improvement
Improvement
Work
Work
Execution
Execution
Work
Closeout
Closeout
Event Reporting
Long Term
Project/Outage
Maintenance
Figure 4-9
Condition Monitoring Tools Influencing Process
Information Integration Systems

There are several tools that can be used to help automate the process and the integration of
information. Many utilities have Digital Control Systems (DCSs), which automates the control
process; and, they are also a source of process data. Data historians integrate and achieve process
data. The CMMS is an integration and automation tool.
EPRI has developed a unique integration tool (PlantView) that has several modules that support
the integration and automation for the maintenance processes, technologies, and training. The
module that supports training is also used to capture undocumented knowledge which is one
of the prime concerns on many utilities that are facing an aging workforce.
4-16
Figure 4-10 illustrates where PlantView can be used in the maintenance processes.
Training
MAINTENANCE BASIS
PlantView-MBO
Corrective
Corrective
Maintenance
Maintenance
Run-to-Failure
Run
- to- Failure
Preventive
Maintenance
PlantView-ATM
Corrective
Maintenance
Unexpected
Work
Identification
Work
Control
Work
Work
Execution
Execution
Work
Closeout
Closeout
Predictive
Maintenance
PlantView-PdM
Improvement
Project/Outage
Maintenance
PlantView-PAM
Long Term
Event Reporting
PlantView-ER
Figure 4-10
PlantView used in the Maintenance Processes
4-17
5
PLANT MAINTENANCE OPTIMIZATION
IMPLEMENTATION
Implementing a Maintenance Optimization Initiative

While the utility industry has benefited from the new maintenance and diagnostic technologies
and maintenance methods, developments from EPRI and Industry realizing the full potential
from implementing these technologies and techniques has only occurred for a few power
generating organizations. The primary reason for this shortfall of realizing the full impact on
costs benefits and equipment reliability is attributed to poor implementation, lack of management
buy-in and follow through, and resistance to change within an organization.
EPRI has extensive experience assisting utilities in the implementation of all facets of
Maintenance Optimization. The experience resulted from participation in developing EPRI PMO
Research and Development and consulting engagements with utilities over the past 15 years.
There are two key factors in creating s successful maintenance optimization initiative,
implementation, and integration, and they are: 1) developing an appropriate and sustainable
maintenance management strategy that is responsive to an organizations needs and corporate
goals; and, 2) obtaining the necessary cross-functional support and participation from
maintenance, engineering, operations, and management for the implementation of a
comprehensive living Plant Maintenance Optimization program.
The most significant challenges for the organizations optimizing maintenance are:
Obtaining initial buy-in, culture issues and sponsorship.
Understanding the future state and what changes need to take place.
Clearly obtaining the goals specific to the Maintenance Optimization Initiative.
Determining the current maintenance improvement initiatives in progress within their

organization.
Clearly identifying the gap between the current and desired state.
Creating an integrated maintenance optimization plan.
Sustaining momentum and excitement through the early stages when progress seems slow
and intangible.
Measuring the specific impact or Return on Investment.
Applying only cost-effective maintenance technology.
Communicating with and engaging the workforce.
Creating a learning organization and continuous improving environment.

5-1
Plant Maintenance Optimization Implementation
Maintenance excellence centers around optimizing the four major maintenance processes (work
identification, work control, work execution, and work closeout). However, in addition to having
these sound fundamental processes there are three additional categories of maintenance that need
to be addressed. These categories include the Technologies used for automating the maintenance
processes and technologies used for maintenance execution and diagnostics. Applying the
appropriate level of technology to support maintenance that provides for adequate return-oninvestment must be considered and continually addressed. Another maintenance category is
People Skills and Work Culture. This makes up the working environment and greatly affects the
proficiency with executing the maintenance processes, as well as how much value is obtained
when applying technologies. Finally, the Management and Business Culture must be healthy
and supportive of a learning culture where an organization has leadership, direction, and exhibits
continuous improvement behaviors. Figure 5-1 illustrates the relationship among these four
major categories that must be balanced to result in a high performing maintenance organization.
Work
Identification
Work
Control
Maintenance
Processes
Work
Close-out
Work
Execution
Figure 5-1
Relationship of Major Categories
This Section of the Report clearly describes the comprehensive process and the roadmap
for implementing a maintenance optimization initiative based on practical experience.
It also outlines the recommended sequence of steps through the four phases of the maintenance
optimization process, which are as follows:
Phase I: Educating and creating common understanding.
Step 1. Educating key Stakeholders and establishing sponsorship and buy-in.
Step 2. Capturing current maintenance initiatives for integration into the MO process.
5-2
Phase II: Planning

Step 3. Initiating the significant change.
Step 4. Developing high-level maintenance policy and guidance.
Step 5. Benchmarking and assessment.
Step 6. Developing an implementation plan.
Phase III: Implementing
Step 7. Educating the workforce.
Step 8. Implementation.
Phase IV: Measuring performance and continuous improvement.
Step 9. Measuring performance.
Step 10. Continuous improvement.
These phases and steps are shown graphically in Figure 5-2.
Phase I
Introduce & Educate
Phase III
Implementation
Phase II
Planning
Phase IV
Measure &
Improve
Work Process
PM
Educate
Stakeholders
Capture
Current
Initiatives
Initiate
Significant
Change Initiative
Create
Implementation
Plan
Task Selection
(RCM PM Basis)
PdM
PAM
Measure
Performance
CM
Develop
Maintenance
Policy
Maintenance Basis
Technology
Benchmark
& Assess
Re-Assess
Set
New Targets
Continuous
Improvement
Figure 5-2
Maintenance Optimization Sequence (A to Z)
5-3
The logical A to Z step-by-step approach shown in Figure 5-2 is described within this Section,
while pointing the utility to key EPRI Reports and Guidelines to support the utility through the
process. Also, numerous Industry best practices and methods are referred to throughout the
Section to ensure that every lesson learned in past implementation initiatives is shared to further
enhance the opportunity for success.
Step 1: Educating Key Stakeholders and Establishing Sponsorship

and Buy-In
When leadership decides to improve maintenance, or when an advocate within the organization
desires to improve maintenance, it is a critical first step to educate all of the stakeholders as to
what is MO and what impact could it have on the organizations goals.
Stakeholders include all those involved directly and indirectly with the maintenance processes,
the suppliers to the processes and the customers of the processes. This could include
Maintenance, Engineering, Operations and Corporate support personnel. It also includes
leadership managers, supervisors and the workforce.
Many meetings and other venues have been used including individual communications to various
members of the workforce. The EPRI team of maintenance experts has standardized a very
effective approach to accomplish this important first step through the Maintenance Optimization
Workshop.
The Maintenance Optimization Workshop targets the key Stakeholders and could consist of
20 to 30 personnel such as:
Corporate Vice President
Plant Manager
Operations Superintendent
Maintenance Manager
Engineering Manager
Maintenance Supervisors
Craft Representative
Technical Support Personnel
Others
The objectives of the Workshop are to educate the Key Stakeholders. It is critical to establish:
Common maintenance definitions and terms. Many maintenance optimization initiatives

fail as a result of a lack of common understanding of maintenance processes, tasks, and
methodologies.
Clear and common understanding of the four major maintenance categories; 1) Maintenance
processes, 2) Maintenance technologies, 3) Management and business culture, and, 4) People
skills and workforce culture, are all imperative for achieving success with a Maintenance
Optimization Initiative.
5-4
High-level understanding of all sub-elements (refer to EPRI Consolidated PMO Guidelines

for detailed definitions of sub-elements) so the organization has a collective understanding
of all that requires consideration to improve maintenance.
A general understanding of the potential impact/benefit that could be recognized by an

organization successful with optimizing maintenance.
Over 200 Maintenance Optimization Workshops have been conducted by EPRI in cooperation
with EPRI Member companies. The typical Workshop goals are to:
Enhance your organizations awareness of the EPRI Maintenance Optimization Process

and current industry best practices.
Communicate the MO vision and, through a number of guided self-assessment exercises,

assess the current state of maintenance management processes, improvement initiatives,
and opportunities.
Define specific critical issues that impede maintenance improvement and goal achievement
in your organization.
Facilitate a comprehensive evaluation of the maintenance program to assess current

initiatives and strategies while capturing key issues impacting best in class performance.
Develop an improvement plan outline that addresses the organizations maintenance issues
and current skills.
Create inertia and strengthen sponsorship within the organization.
The typical Workshop (Refer to Appendix A for a typical Workshop Summary Report)
deliverables/outcomes are:
A list of the goals to be targeted by optimizing maintenance.
A prioritized list of maintenance issues that block movement to the desired state
of maintenance excellence.
An assessment of the maintenance strengths and improvement opportunities within

the organization (Maintenance Spider Chart and Excellence Matrix).
Recommendations to be considered for an action plan to achieve maintenance improvement

goals.
For the convenience of the user of this Guide, Table 5-1 identifies the typical agenda for
conducting a Maintenance Optimization Workshop.
5-5

Table 5-1
Typical MO Workshop Agenda
Day 1
Kick-off
Introduce Attendees
15 min.
Workshop Objectives
5 min.
EPRI Maintenance Optimization Overview
Goals and Mission Statement Discussions

(Define O&M, Availability/Reliability, Capital Expenditure Goals)
75 min.
Break
15 min.
Work Identification (Optimizing the Maintenance Task Balance)
Asset Criticality Ranking, RCM/SRCM Techniques
Preventive Maintenance (PM) Process
Predictive Maintenance (PdM) Process

Condition Monitoring Techniques
Proactive Maintenance (PAM) Process
135 min.
Lunch
Work Control/Work Execution (Maintenance Work Process)
Planning, Scheduling
Performing Maintenance Tasks
Work Quality, etc.
45 min.
Maintenance Management and Work Culture
Process of Process Improvement
Change Management
Maintenance Metrics
Break
Applying Technology to Automate Maintenance
30 min.
15 min.
45 min.
Maintenance Key Element Review
Create the Maintenance Spider Diagram
60 min.
Facing Utility Challenges
Rank and Prioritize Issues Brainstorming
Day 1 Summary Presentation of Preliminary Spider Chart
60 min.
15 min.
Day 2
Workshop Results, Detailed Discussion and Summary Executive Team
5-6
Presentation of Spider Chart and Prioritized Issues
Addressing Utility Challenges/Issues (Brainstorming)
Summarize Observations and Considerations for Next Steps
2-3 hrs.
Step 2: Capturing Current Maintenance Optimization Activities and

Initiatives
All utilities are engaged at almost all times in maintenance optimization initiatives. It is
important to identify these and incorporate them appropriately. This can begin with the key
Stakeholders at the Workshop; but, it should also include interviews with each maintenance
group member, and a review of the 3-year O&M and capital approved project plans. These
initiatives must be identified early and integrated, modified, or eliminated as part of a singlefocused maintenance optimization initiative that will address all of the organizations top
priority needs.
Step 3: Initiating a Significant Change

Implementing a Maintenance Optimization Initiative is an effort that will significantly change
an existing organizations norms and maintenance processes. Therefore, to ensure success it is
recommended that process improvement, change management, and work culture improvement
techniques are applied as part of the implementation. (Refer to EPRI TR 114324).
This Section describes the process of process improvement, basic change management plan
concepts and organizing for the maintenance optimization project.
Process Improvement
The business of maintenance is a collection of interdependent processes that can also be clearly
defined in a step-by-step manner.
Process mapping is an effective way to gain a thorough understanding of the flow of the process,
and to see the process as it actually is, not just as it appears. It is important that the process map
accurately reflects the process in order to determine the focus for the improvement efforts.
Therefore, it is necessary to validate the maintenance processes maps, to eliminate the risk of
addressing problems based on assumptions rather than facts. Constructing maintenance process
maps is a team effort, and selection of team members for this activity should be done carefully.
The key is to recruit people who have the required knowledge (such as process owners and
experts). The following illustrates the flow of the activities.
Determine the boundaries of the process that requires improvement. Capture as-is
Suppliers, Inputs, Process, Outputs, Customers (SIPOC).
Benchmark the process against industry Best Practices.
Capture the current as-is process.
Map any sub-processes.
Capture issues with the current process brainstorm.
Prioritize the issues.
Create metrics/measures.
5-7
Create schedules and assign responsibilities for each issue. Determine the root cause
and potential correction plans.
Create the to be process diagram and SIPOC.
Implement improvements and measure effectiveness.
Change Management
Because Maintenance Optimization is typically a significant change to how the organization
might be structured, the processes an organization employs, new expected behaviors, and new
maintenance technology applications, it is very important to apply change management
techniques to help ensure an organizations success.
The nature of a change and organizations affected can vary from simple to very complex. The
amount of change management will differ for each. This brief change management explanation
is intended to provide some basic understanding of change management methods to be used to
support a maintenance optimization initiative, and the roles and responsibilities of the Change
Sponsor, Agent, and Targets.
Change Sponsor
A Change Sponsor is a leader who champions and has overall decision authority for the entire
scope of the change. The scope of approval should encompass all impacted organizations. As
champion of the change, the Change Sponsor should establish and articulate a clear mission for
the change, describe the change, and promote and encourage efforts associated with making the
change happen.
The Change Sponsor roles and responsibilities include identifying problems and performance
gaps warranting the change, appointing the Change Agent, approving plans and documentation,
removing barriers, recognizing and rewarding successful implantation, and holding all
accountable.
Change Agent
The Change Agent is the person responsible for integrating the effort to make the change happen.
The Change Agents roles and responsibilities include identifying problems or performance gaps
warranting the change, screening the change recommendations, obtaining Change Sponsor
approval of plans and documentation, driving change implementation, monitoring and reporting
progress or problems to the Change Sponsor, directing activities, and setting expectations of
other Change Agents from functional areas involved with the Maintenance Optimization
initiative.
5-8
Change Targets
The Change Targets are the individuals or a group who must change behavior or processes as
a result of the Maintenance Optimization initiative.
There are many training programs and much industry literature that describe the science of
change management, including sponsor, agent, and target models. It is recommended that the
Oversight Committee and project manager for maintenance optimization be versed in change
management techniques. The following information and change management checklist
(Table 5-2) is provided to assist the user with developing a basic change management plan.
The plan to optimize maintenance typically represents a significant change and this plan should
address all items in the change management checklist. It should be formalized and signed off by
all key PMO Stakeholders.
Table 5-2
Example of Change Management Checklist
1
Define the change and the purpose.
Identify the sponsor, agent, target roles and responsibilities.
Identify benchmarks (current and target performance levels).
Define your gap.
Process mapping/description.
Identify the potential risks (resistance to the change).
Clearly identify the resources (manpower and materials) needed.
Address the potential labor-relations impact.
Develop an implementation schedule.
10
Arrive at an action tracking or activity tracking plan.
11
Develop a communication plan.
12
Identify a training requirements/plan.
13
Establish a performance metrics review schedule and identify metrics owners.
14
Miscellaneous detail considerations.
Organizing for a Plant Maintenance Optimization (PMO) Initiative

It is important early in the PMO process to organize effectively to provide for the appropriate
resources, leadership, oversight, sponsorship, and governance for the initiative. The experience
gained from implementing PMO within many utility organizations has led to the formation of
a Leadership Team. This Team consists of the utility plant and corporate executives who are
responsible for establishing the overall objectives to be accomplished by the PMO project
organization. Figure 5-3 is an example of an PMO organization chart. The individual process
improvement teams will vary from organization-to-organization, based on the specific
improvement activities required.
5-9
Leadership Team
Oversight
Committee
PMO
Manager/Coordinator
Process
Improvement
Team
MBO/
PdM
Process
Improvement
Team
Process
Improvement
Team
Working
Group
Working
Group
Work
Control
Training
and
Qualifications
Human
Performance
Continuing
Improvement
Working
Group
Other
New
Technology
Figure 5-3
PMO Initiative Organization Chart
It is recommended that an oversight committee be created to provide for:
Sustaining sponsorship
Establishing charters and goals
Setting visions and missions for the initiative
Determining governance and direction accountability
Conducting performance reviews
Making project course corrections
The typical composition of this committee includes:
Plant manager(s)
Maintenance manager(s)
Operations manager(s)
Corporate support manager(s)
IT manager(s)
In addition to the Oversight Committee it is recommended that a dedicated Maintenance

Optimization manager/coordinator be assigned with single-point accountability for overall
project management. It is strongly recommended that a full-time dedicated resource be
assigned as the PMO manager.
5-10
Establishing Process Improvement Teams

Process improvement teams should be used to assess processes, review current processes,
and design the to be processes. These teams should normally include representatives from
the functional groups that supply, work within, and/or are customers of the processes to be
improved. It is important for these teams to include knowledgeable and experienced members
who are recognized as highly competent within their own functional areas. These members will
gain significant experience with improving processes through a learn by doing approach.
Working groups have a similar make-up as process teams; however, they are not tasked with
the specific improvement of a process; but, they are responsible for a cross-cutting improvement
initiative to support Maintenance Optimization such as human performance improvement,
developing a correction action program, making new technology applications, etc.
Process teams and working groups will vary from organization-to-organization based on the
specific improvement activities required.
Maintenance Peer Groups
A recent industry Best Practice for multi-plant site organizations is the implementation and
effective use of maintenance peer groups.
Maintenance peer groups consist of key maintenance department/area managers. Peer Groups
communicate frequently and meet periodically to collectively drive change to address
maintenance and business plan goals. Multi-location/department organizations are typically
represented by a maintenance peer group that is accountable to an executive sponsor for the
development of action plans and achieving results.
Peer Groups operate under a clear set of expectations, detailed action plans and schedules,
clearly defined deliverables, and agreed-on reporting formats.
Peer Group action plans are tied to business plan goals and objectives.
Peer Groups report periodically to executive management.
Implementing a maintenance peer group is also the most effective means to drive continuous
improvement and standardization of maintenance practices across an organization.
Additional Organizational Readiness Considerations
The two most significant causes of failure for success with implementing a Maintenance
Optimization Initiative are: 1) failure to obtain workforce buy-in to the significant change;
and, 2) lack of leadership managers and supervisors holding the workforce accountable to the
PMO Initiative. These are the most difficult barriers to overcome. As stated earlier educating
and communicating with the workforce helps; however, recognizing the resistance from
managing and holding personnel accountable are keys to success in the U.S. utility market.
5-11
It is rare that supervisors, middle management mangers, and sometimes even leadership have
the appropriate level of leadership development skills such as:
Holding workers accountable
Managing behaviors
Process improvement techniques
Managing conflict
Change management
Team building
Worker motivation skills
Others
The industry has focused on providing technical skills to build workforce expertise, but has
not typically provided a good balance with management/supervisor development.
Prior to commencing with the Maintenance Optimization Initiative, an organization may want
to quickly assess managers/supervisors for presence of these skills and address any significant
deficiencies to ensure success with your organizations current maintenance performance and
identify industry Best Practices.
Step 4: Developing High-Level Policy and Guidance

The next step in the Maintenance Optimization Implementation process is to develop the
high-level policy, guidance, and organizational design principles.
The typical conduct of maintenance document includes:
Identifying and defining all desired maintenance processes (the EPRI Maintenance
Excellence Matrix identifies the recommended default processes).
Organizational design principles for effectively managing maintenance.
Maintenance definitions to be used by the organization (the EPRI maintenance definitions

are recommended).
Standards for work execution.
Behaviors and values.
Maintenance metrics.
Refer to Section 4 of this Guideline for specific maintenance process elements to be considered
for inclusion in a conduct of maintenance document.
5-12
Step 5: Benchmarking and Maintenance Assessment

Benchmarking
Benchmarking is an important tool whereby a company:
Measures its performance or process against the best in class practices of other companies.
Determines how those companies achieved their performance levels.
Uses the information to drive its own performance improvements.
Benchmarking provides a means for ongoing measurement of the performance gap between
a given business unit and world class industry leaders. Determining where the maintenance
processes and practices stand against a benchmarked performance allows the determination
of the competitive gap.
To ensure that an organization has a solid understanding of how the Best-In-Class maintenance
organizations perform, benchmarking should be conducted as part of the MO strategy. Many
organizations, however, only benchmark the lagging type. Lagging indicators are a look
backward in time at an organizations performance such as resulting capacity factor,
maintenance dollars spent, forced outage rate, etc. While these are very important indicators and
do give a good perspective on what could be accomplished, they are also very difficult in use in
many cases because of the lack of clarity of similarity of your business to those benchmarked.
An appropriate mix of lagging indicators, leading indicators, and process best practice
benchmarking is recommended.
Leading indicators are those that are measured that have indirect influence on overall goals.
For example, measuring age of preventive maintenance backlog could indicate future equipment
reliability impact, or measuring schedule adherence could indicate work control inefficiencies.
The most critical benchmarking to assess an organization leadership is process benchmarking
against industry best practices. This is where maintenance personnel from the organization
with experience on how the maintenance work identification, control, execution, and closeout
processes are performed benchmark the actual steps or processes within industry good
performers. This provides the specific how-to details which will influence the detail changes
that can result in the improvement of maintenance.
The experiences gained by EPRI over the last decade include experiences with numerous best
practices associated with all elements of maintenance. Many of these best practices have been
documented in EPRI Guidelines. The user of this Guide can reduce the amount of effort required
for process benchmarking by reviewing the Guidelines highlighted in Section 6, References.
5-13
Maintenance Assessment
Based on the results of the maintenance Workshop described in Step 1: Educating Key
Stakeholders, and the benchmarking results mentioned above, the organization should perform
some level of maintenance assessment to identify the specific gaps between current maintenance
performance levels and future target performance levels. EPRI developed a detailed Fossil Plant
Maintenance Assessment Guideline, TR109241, which guides the user through a detailed
process for assessing maintenance.
It is recommended that the user apply the Plant Maintenance Assessment Guideline to perform a
self-assessment. It is also recommended that some level of independent assessment be performed
by utilizing the corporate support or expert consultants. Refer to Appendix B for a generic PMO
Assessment Report which was prepared by EPRI.
Step 6: Developing an PMO Implementation Plan and Schedule

At this point in the PMO process, a Workshop has been conducted to create: a common
understanding and buy-in among the leadership, managers, and supervisor;, An Oversight
Committee And Project Team has been formed, benchmarking was performed; and, current
maintenance practices were assessed against the new standards established by the organization.
The next important step is to create a detailed PMO Implementation Plan to provide the roadmap
for implementation.
EPRI has assisted numerous organizations with developing comprehensive PMO implementation
plans over the past decade, and, EPRI has created numerous Guidelines which assist with
assembling the pieces of a PMO Implementation Plan. The elements contained in such a plan
include:
Action Plans for Maintenance Process Improvement
Specific targeted Goals
Organizational recommendations
Roles and Responsibilities
Specific program communication requirements
Schedules
Performance measurement reporting methods
Budget
Schedule
Training plan
Appendix C illustrates a generic Implementation Plan/Schedule as generated by Microsoft

Project software.
5-14
Step 7: Educating the Workforce

Informing, educating, and involving the workforce in maintenance optimization is paramount
to the success of the initiative. The process of engaging and communicating with the workforce
begins at the Workshop described in Step 1: Educating Key Stakeholders by involving key
Stakeholders such as some workforce supervisors and Craft representatives. Continuing and
developing this amount of education and communication with the workforce as the initiative
progresses helps to establish workforce buy-in and momentum.
There are various methods for accomplishing this such as company newsletters, tailgate
meetings, all-hands meetings, and formal training. The EPRI and EPRIsolutions experience
indicates that success can be accelerated and amplified when formal maintenance optimization
Level of Awareness training is provided to all personnel as part of a continuous training
program.
Regardless of the mechanisms chosen for educating and communicating with the workforce it is
important to formal identify those communication mechanisms in a communication plan as part
of the overall change management plan described in Step 3: Initiating a Significant Change.
Step 8: Implementation
Once a comprehensive PMO Implementation Plan has been developed that includes all
appropriate initiative goals, roles and responsibilities, communication plan, schedules, etc.,
as described in Step 6: Implementation Plan and as per the example in Appendix C, the
implementation phase begins. The Implementation Plan could include improvement activities
in the Work Control and Execution process, Work Identification, Technology Application,
Management and Business Culture, and/or People Skills and Work Culture (Refer to Figure 5-2).
It is critical that the Maintenance Optimization project improvement team begin to communicate
to the workforce the scope and magnitude of this significant change through Maintenance
Optimization Level-of Awareness training as described in Step 7, and also through other
mechanisms as per the formal Communication Plan.
The PMO project manager must now utilize the project schedule to drive progress, and must also
provide a significant amount of management to hold all appropriate participants accountable to
their respective responsibilities and tasks, as per the Implementation Plan.
It is recommended that the PMO project manager prepare and deliver, with the project team
members, periodic formal progress updates to the Oversight Committee. These updates should
include the status of the project progress and the resulting impact on the organizations goals as
targeted in the Implementation Plan (refer to Step 9: Performance Measurement).
The project Oversight Committee and Leadership have the responsibility to monitor the progress
with implementation, and make immediate corrections when necessary, to ensure that project
momentum does not diminish.
5-15
Step 9: Performance Measurement

Once the PMO process has been implemented, the activities are not over. To maintain and
enhance the maintenance improvement process it is important to track progress, find out what is
working and what is not working, and develop an Action Plan to improve the process. This will
be an ongoing effort; in fact it will be part of the every day activity of the maintenance program,
and hopefully over time become part of the culture of the organization.
The improvement areas address all aspects of the maintenance optimization process including:
Management approaches
Maintenance processes
Staff skills and human performance
Technologies and tools
The first item of the improvement process is to establish leading and lagging performance
indicators. These metrics have been addressed in Section 4 of this Report. The important point
is that for each Category, Element, and Sub-element, it is necessary to establish criteria that will
provide an early indication of progress or lack thereof. Also, the goal of tracking performance is
to improve the process; and, care should be taken to avoid using it as a negative against the staff,
especially the Craft. Metrics work only if the input to them is accurate and honest, and can be
accomplished with a positive approach. One of the key tools to help with the tracking of progress
is to utilize the Maintenance Excellence Matrix (this EPRI product explains how to use the
matrix). Figure 5-4 shows the results of an assessment at a plant, which illustrates the areas
that need to be addressed to improve the maintenance program.
5-16

Category
Element
Sub-element
N/A
N/A
N/A
N/A
N/A
N/A
Maint Dept. Goals
Individual Goals
Business Planning
N/A
N/A
N/A
N/A
Specialty Teams
Contract Mngmt
Facilities
N/A
N/A
N/A
N/A
Direction
Discipline
Empowermt
Motivation
N/A
N/A
N/A
Communication
Ops,Maint, Eng
Workforce to Mgmt
Peer Group Meetings
N/A
N/A
N/A
N/A
Metrics
Overall Goals
Maintenance Dept. Goals
Plant Goals
Customer Satisfaction
N/A
N/A
N/A
N/A
Accountability/ Ownership
Personnel Performance
Bus. Plan Adherence
System/ Comp Own
Craft Owership
N/A
N/A
N/A
N/A
Continuous
Improvement
Self-Assessment
Change Mgmt Prog
Process Improvement
Use of OE
CAP Program
R&D Activities
Empl Ideas Solicited
Team Prob Solving
Work
Identification
Work ID Procedures
Maint. Basis
Corrective Maint.
Preventive Maint.
Predictive Maint.
Proactive Maint.
Work Order
Generation
N/A
Risk Assessment
Stores/Inv.
Management
Planning
Scheduling
Contract Mngmt
Benchmarking
1.0 Management &

Business Culture
2.0 Maintenance
Processes
3.0 People Skills/

Work Culture
4.0 Technologies
Within Industry
Outside Industry
Goals/Business Plan
Org Perf Goals
Organization
Roles & Respons.
Leadership
Work Control
Work Mgmt Process
Outage Mgmt Process
Prioritize Work
Work Execution
Equip Clearance &

Tagging
Tools/Mat.
Control/Staging
Pre-Job Briefs
Perform Maint Tasks
Work Quality
Safety
N/A
Work Closeout
Work Close Procedures
Post Maint Testing
Post Job Critique
Data Capture &

Utilization
House Keeping
Return Equip to
service
N/A
N/A
Training
Personnel Skills Dvlpmnt
Plant Systems
Mgmt /Spvr
development
Business Literacy
Contractor Training
Specialty Training
Training Facilities
Utilization
Multi - Discipline
Productivity / Metrics
N/A
N/A
N/A
N/A
Human
Performance
Behaviors & Values
Procedure Use
Self Check
Peer Check
CAP Prog Utilization
Conflict Resolution
N/A
N/A
Qualifications
Personnel Selection
Re-Qualification
Process
Contractor Quals
Qual Tracking
Program
Succession Planning
N/A
N/A
Maintenance Mgmt
System
CMMS
Risk Assmnt Tools
Scheduling Tools
Reporting & Decision
N/A
N/A
N/A
N/A
Maint. & Diagnostic

Technology
Execution Tools
Cond Mon. On-line
Cond. Mon. Periodic
Technology Software
Process Data
Utilization
Equip Perf Mon.

Tools
N/A
N/A
System
Financial
Budget & Schedule
Equip Cond. Data
Dispatch System
Industry databases
Equip Tech.
Documents
N/A
N/A
Figure 5-4
PMO Assessment Matrix
The colors indicate the status in each key area and they include:
RED Significant Weakness
Significant Weakness in the Sub-element, implies that some or all of the following has occurred:
A substantially declining trend in performance for that area has been identified.
Action plans have not been developed for previously identified weaknesses.
Progress on action plans to correct previously identified weaknesses have fallen substantially
behind schedule.
The particular Sub-element needs significant attention as soon as possible.
YELLOW Some Improvement is Needed

Improvement needed for a Sub-element, indicated by YELLOW, implies that some or all of
the following has occurred:
The Sub-element has experienced and identified an event (problem); however, there is time
to plan the recommended correction.
A declining trend in performance for the Sub-element has been identified.
5-17
Actions to correct identified weaknesses in the sub-element are in progress but have not
been completed.
Progress on action plans to correct previously identified weaknesses have fallen behind
schedule.
WHITE Satisfactory Performance

Satisfactory performance for a Sub-element, indicated by WHITE, implies that most of the
following have occurred:
The Sub-element has not experienced an event but improvement could be achieved with
further attention, if schedules permit.
No evidence of a declining trend in performance for the Sub-element has been observed.
Progress on action plans to correct previously identified weaknesses are on, or ahead of,
schedule.
Attributes within the Sub-element comply with regulations, and have no identified
weaknesses.
GREEN Significant Strength

Significant strength for a Sub-element, indicated by GREEN, implies that most of the following
have occurred:
The Sub-element has not experienced an event.
There is evidence of an improving trend in performance for the Sub-element.
All action plans to correct previously identified weaknesses are complete and evaluated
as effective.
BLUE Not Enough Data to Evaluate

No data available for a Sub-element, indicated by BLUE:
Indicates that no observations were made for that Sub-element during the past quarter.
Is appropriate for situations where the data is too sparse to draw any conclusions.
GRAY Not considered for this assessment.

The initial assessment using the matrix is tedious; but, once developed, it can be used efficiently
to track ongoing performance by re-assessing periodically focusing on those areas that need
improvement. Appendix A contains another performance indicator tool called a Spider Chart.
This chart measures the progress of each of the Key Elements and rates their status with World
Class standards.
In addition to these specific measuring tools, leading metrics for each maintenance area needs to
be developed. For the Maintenance Processes Category, it is important to evaluate, for example:
the scheduling task by measuring schedule compliance; or, measuring the number of unexpected
failures which would indicate the effectiveness of the Maintenance Basis.
5-18
Also, it is still important to track the plant Key Performance Indicators (KPI) which are lagging,
but they do address the bottom line. Assuming that PMO has been successfully implemented,
and improvements are an ongoing process, then the plant availability (reliability), safety, costs
and environment should be trending in the right direction or should be meeting the expectations
spelled out in the Business Plan.
Step 10: Continuous Improvement

Once the metrics have been established and are being tacked, it is necessary to take the
appropriate action to correct or enhance those areas that need addressing. It is important to
focus most of the resources set aside for improvement into those troubled areas. Many times,
when metrics are not established, the improvement process focuses on the wrong areas.
The improvement process includes the following:
Establish problem or improvement areas by evaluating the metrics.
Assign an owner.
If significant, send the description of the problem to in-house experts, to other plants in
the organization and, if needed, to outside consultants.
Establish a Team that will work part time to develop an Action Plan to correct the situation.
Develop a specific technical approach to solve or reduce the impact of the troubled area.
This Plan will address not only the technical aspects, but also the financial and staffing
requirements to correct the situation. In addition, this Plan needs to have an Implementation
Schedule.
Track the Action Plan and report on the progress.
Track feedback from other plants.
5-19
6
REFERENCES
The following references are EPRI Maintenance Target products organized according to project
area. They went into developing this Consolidated Plant Maintenance Optimization Guideline.
Other inputs came from power plant experiences, power plant standards, and power plant
conduct of maintenance documents, and EPRIsolutions expertise.
Over the past decade, the EPRI Maintenance Target has performed a significant amount of
member-funded and collaborative research work. This work has generated over 130 documents
that are listed below.
Table 6-1
Reports in the Maintenance Target Foundation Area (Formerly called 69.0)
Number
Product Title
Date
NL-110767
Technology Center Newsletter, Spring 1998
4/98
NL-111243
Technology Center Newsletter, Fall 1998
8/98
NL-112053
Technology Center Newsletter, Winter 1998
12/98
NL-112883
4/99
NL-113462
8/99
NL-114518
12/99
1000049
4/00
1000855
8/00
1001283
12/00
1006129
6/01
1006644
1006860
1/02
1004441
Fossil Technology Centers News-Spring 2002
4/02
1004687
Fossil Technology Centers News-Fall 2002
1007961
Fossil Technology Centers News-Spring 2003
6/03
1004893
Fossil Technology Centers News-Summer 2003
8/03
11/01
10/02
6-1
References
Table 6-1
Reports in the Maintenance Target Foundation Area (Formerly called 69.0) (Continued)
Number
Product Title
Date
AP-101840-V1
Diagnostics Monitoring Products Guides Volume 1
1992
AP-101840-V2
1993
AP-101840-V3
1995
AP-101840-V4
1996
AP-101840-V5
1997
AP-101840-V6
1998
TR-109511
EPRI M&D Center Course Catalog (1998)
11/97
TR-109511-R1
EPRI M&D Course Catalog (1999)
11/98
TR-109511-R2
11/99
1001423
3/01
WM-113677
Thermography Interest Group Mtg. Min. (July 1999)
9/99
1000964
Thermography Interest Group Mtg. Min. (July 2000)
8/00
WM-112482
PDM Advisory Group Meeting Minutes (Nov 1998)
1/99
WM-113678
PDM Advisory Group Meeting Minutes (June 1999)
9/99
1000042
PDM Advisory Group Meeting Minutes (Nov. 1999)
4/00
TR-106753
Proceedings: 1996 EPRI Fossil Plant Maintenance Conference
7/96
TR-113534-CD
EPRI 1999 Maintenance Conference Proceedings
6/99
1004660
2001 EPRI International Maintenance Conference
7/01
TB-113351
Lube Oil Monitoring
7/99
TB-113905
Acoustic Monitoring Techniques and Applications
10/99
TE-114093
Infrared Thermography for Thermal Loss Management
11/99
BR-114214
Power Generation Services: Enhancing the Value of Technology
11/99
TR-114910
Productivity Improvement Handbook for Fossil Steam Power Plants:

Second Edition
12/99
1006366, 67,
68, 69, 70 & 71
Productivity Improvement Handbook for Fossil Steam Power Plants,

Chapters 1-6
6/00
1000870
High Temperature Infrared Thermography Applied to Boilers
9/00
1000963
Global Coal Initiative: Executive Summary
1004621
Predictive Maintenance Level of Awareness Training CBT, Version 1.0
5/02
1004373
Thermography Introduction CBT Module
6/03
1004386
On-Line Continuous Monitoring
12/02
1004372
2003 EPRI International Maintenance Conference Proceedings
10/03
AP-101840-V5
1997
AP-101840-V6
1998
6-2
10/00
References
Table 6-2
Reports in the Maintenance Target Work Process Improvement Area (Formerly called 69.1)
Number
TR-106211-V1-3
TR/SW/AP-107902
TR-106430
TR-107071
TR-108937
TB-108949-R1
TR-108938
TR-109728
TR-109734
TR-109968
TR-110272
IN-112089
TR-111464
TR-111897-V1
TR-111897-V2
TR-111151
TR-114002
TR-114324
1000320
1000321
1004591
1006517
1004015
1004014
1004017
1004382
1004705
1007289
1001825
1004383
1004377
1004898
Product Title
Integrated Knowledge Framework (IKF) for Coal-Fired Power Plants
CBAM Cost Benefit Analysis Module Version 2.0
Maintenance Work Management Practices Assessment
A Guide for Work Process Improvement and Best-In-Class Benchmarking
in Fossil Power Plants
Value-Based Maintenance Grid for Assessing Work Management
Plant Maintenance Optimization Work Management Assessment and
Improvement
CMMS Selection at Wisconsin P.S. Computerized Maintenance
Management System
CMMS Selection at Cinergy (Computerized Maintenance Management
System)
Maintenance Work Management Improvement
Maintenance Work Management Best Practices Guidelines: Maintenance
Assessment & Improvement
Computerized Maintenance Management System and Maintenance Work
Process Integration
Plant Maintenance Optimization Target Enhances Nevada Powers
Performance Improvement Program
Computerized Maintenance Management System Best Practices
Guideline
Maintenance Optimization Project at Merom-Volume 1: Work Culture and
Process Improvements
Maintenance Optimization Project at Merom-Volume 2: Heat Rate
Improvement
CMMS Implementation at Cinergy
Guide for Building a High Performance Generation Plant: A Systematic
People-Based Approach
Work Culture & Process Improvement-Predictive Maintenance Project
Best Practice Guideline for Maintenance Planning and Scheduling
Plant Maintenance Optimization Assessment Guideline
Work Management Improvement at Burlington Generating Station
Work Management Improvement at Louisa Generating Station
Guideline on Proactive Maintenance
Effectiveness Audit Guideline
Guidelines on the Effects of Cycling Operation on Maintenance Activities
Risk Based Maintenance Guideline
Risk-Based Management of Power Plant Equipment: Proceedings of the
International Seminar, London, October 21-23, 2002
Reliability Centered Maintenance Living Program and PerformanceFocused Maintenance (T&D, Vujovic)
Outage Management Benchmarking Guideline
Consolidated Plant Maintenance Optimization Guideline
Risk Based Maintenance Management Application Report
Date
3/96
12/96
12/96
3/97
8/97
9/97
10/97
12/97
12/97
1/98
3/98
5/98
9/98
2/99
2/99
7/98
12/99
12/99
12/00
12/00
11/01
11/01
11/01
11/01
12/01
11/02
11/02
11/02
12/02
3/03
12/03
12/03
6-3
References
Table 6-3
Reports in the Maintenance Target Maintenance Task Selection Area (Formerly called 69.2)
Number
Product Title
Date
TR-105582
Streamlined Reliability Centered Maintenance at PG&Es Moss Landing Plant
IN-106321
TU Electric Identifies Maintenance Cost Saving with Stream-Lined RCM

Process
12/96
TR-106503
Pilot Application of Streamlined Reliability-Centered Maintenance at TU

Electric Fossil Power Plants
12/96
TR-109795
Streamlined Reliability-Centered Maintenance (SRCM) Program for FossilFired Power Plants
12/97
TR-109989
Streamlined Reliability Centered Maintenance at MidAmerican Energys

Council Bluffs Energy Center, Unit 3
12/97
TR-109990
Streamlined Reliability Centered Maintenance at Montana Power Companys

Colstrip Unit 1
TR-109795-V2

Guidelines
10/98
TR-109795-V3
SRCM Implementation Guide (Including software description for system

analysis templates: Task Selection Templates, Task Implementation
Template, and Living Program Module)
10/99
TR-107902
Cost Benefit Analysis for Maintenance Optimization
12/99
SO-114286
EPRIs Streamlined RCM Implementation Support
11/99
TP-114094
Equipment Maintenance Optimization Manuals (2)
12/99
TR-113997
Boiler Reliability Optimization Interim Guideline
10/99
1004018
Boiler Reliability Optimization Guideline
9/01
1004620
Equipment Reliability Database (Product Brief)
9/01
1006537
EPRI Boiler Reliability Optimization Program: Case Studies from 1998-2001
12/01
1004016
Streamlined Reliability Centered Maintenance Analysis Application Update
10/01
1004376
Streamlined Reliability Centered Maintenance at Reliant Energy
11/02
1004380
Maintenance Basis Optimization (MBO) Software Users Manual
12/02
1008831
Users Manual for PlantView Maintenance Basis Opt. Module v2.702
6/03
1004379
Equipment Reliability Database (ERD) Software Users Manual
3/03
1007442
Reliability Assessment of the Coronado Generating Station
3/03
1004896
Users Manual for the Equipment Reliability Database, PlantView v2.93
6-4
9/95
3/98
12/03
References
Table 6-4
Reports in the Maintenance Target Predictive Maintenance Area (Formerly called 69.3)
Number
Product Title
Date
TR-103374
8/94
TR-103374-V2
10/97
TR-103374-V3
Predictive Maintenance Guidelines-Volume 3, PDM Implement. Plan
10/98
TR-103374-V4
PDM Guidelines: Volume 4: PDM Best Practices
12/99
TR-108936
Predictive Maintenance Program: Development and Implementation
TR-109241
Predictive Maintenance Assessment Guidelines
11/97
TR-111915
Predictive Maintenance Program Implementation Experience
10/98
IN-103282
Duquesne Light, PECO Energy, and SC Electric & Gas Implement Substation
Predictive Maintenance
2/96
TR-108935
Infrared Thermography Anomalies Manual
8/97
TR-111916
Infrared Thermography Anomaly Assessment
10/98
TR-109529
Infrared Thermography Develop. for Boiler, Condenser & Steam Cycle
12/97
TR-109729-V1
Operations & Maintenance Workstation: Users Manual
3/98
TR-109729-V2
Operations & Maintenance Workstation: Administration Manual
3/98
CM-114214
O&M Workstation-V.2 Reference Manual
TR-108936
Predictive Maintenance Program Course Notes
IN-111104
Implementing Predictive Maintenance Across the Fossil Division Saves

ComEd over 7 Million Dollars in18 Months
IN-111720
NYPAs Use of High-Temperature Lenses for Infrared Thermography Leads to

Reduced Tube Metal Temperatures
2/99
IN-112089
Plant Maintenance Optimization (PMO) Target Enhances Nevada Powers

Performance Improvement Program
5/99
TR-114283
Remote Equipment Diagnostics: Infrastructure Description
11/99
SO-114285
EPRIs Predictive Maintenance (PdM) Implementation Support
11/99
CM-114214
Operations and Maintenance Workstation, Version 2.0 Ref. Manual
11/99
TP-114094
Equipment Maintenance Optimization Manual Prototypes
11/99
TR-114283
Remote Equipment Diagnostics: Infrastructure Description
12/99
9/97
12/99
1/98
10/98
6-5
References
Table 6-4
Reports in the Maintenance Target Predictive Maintenance Area (Formerly called 69.3)
(Continued)
Number
Product Title
Date
TP-114487
PlantView/PDM: Software for Predictive Maintenance Process Automation
12/99
TP-114718
Condition Status Report, Version 3, User Manual
12/99
TP-114721
Integration of Plant Operations Data into the Equip. Condit. Status Report
1000870
High Temperature Infrared Thermography (IRT) Applied to Boilers
10/00
1000947
Infrared Thermography Surveys and Database Development
10/00
1000948
Infrared Thermography Report Software Evaluation
10/00
1001053
PDM Case History Database (Product Brief)
11/00
1004550
Wireless Sensor Application (Technical Brief)
9/01
1004590
Equipment Maintenance Optimization Manual Applications
12/01
1004547
Infrared Thermography (Technical Brief)
12/01
1004628
Infrared Thermography (IRT) Anomalies Manual (revision 2001)
12/01
1004019
Guideline for Developing and Managing an Infrared Thermography Program
9/01
1004013
Electronic Performance Support System Maintenance Application Guide
6/02
1004549
Lube Oil Management and Analysis Program to Include New On-Line

Monitoring Techniques
6/02
1007267
EPRI Wireless and EPSS Technology Conference: Developing and Applying

Wireless Technology in the Electric Power Industry
8/02
1007053
Infrared Thermography Users Group (IRUG) 2002 Meeting
9/02
1004386
On-Line Continuous Monitoring (Technical Update)
12/02
1004384
Lube Oil PdM, Handling, and Quality Assurance Guideline
12/02
1004387
Wireless Sensor Application Guideline
12/02
1004393
Electronic Performance Support System (EPSS) Maintenance Application

Guideline
12/02
6-6
1/00
A
PLANT MAINTENANCE OPTIMIZATION WORKSHOP
Introduction
The Electric Power Research Institute (EPRI) and EPRIsolutions Centers of Excellence, in
combination with the staff of the EPRI Family of Companies, showcase years of experience
in the area of maintenance optimization, and asset management; including the development
and implementation of a number of key processes, tools, and enterprise-wide resource programs.
These efforts have shown that there are two key factors in creating a successful maintenance
optimization initiative, implementation, and integration and they are:
Developing an appropriate and sustainable maintenance management strategy that is

responsive to an organizations needs and corporate goals, and
Obtaining the necessary cross-functional support and participation from Maintenance,

Engineering, Operations and Management for the implementation of a comprehensive
living Maintenance Optimization program.
EPRI has been assisting utilities with the optimization of key elements of their inspection and
maintenance management programs for the past 15 years. Initiatives have included most aspects
of, engineering, design, operational performance, inspection and maintenance, including:
strategic goal development; risk management; engineering analysis and design; and, predictive,
preventive, and proactive maintenance processes.
The elements of management and work culture, personnel skills and qualifications, human
performance factors, and evaluation and implementation of the latest technologies and process
methodologies are evaluated in our analysis. New technology assessment, employment, and
integration with best practice maintenance processes have been the cornerstone of many EPRI
applications. In each case, this work has focused on both the programmatic and technical aspects
of improving maintenance.
While focused on the application and integration of maintenance management processes and
tools, EPRI has been continuously involved in the evaluation and application of state-of-the-art
plant asset management tools and techniques. During this time, EPRI has developed tools and
technologies associated with risk and reliability-based strategies for maintenance management.
Tools for predictive, proactive, and preventive processes, as well as engineering tools, system
analysis and design technologies, have also been developed. These technologies and techniques
have been successfully applied hundreds of times over a decade at utilities around the world.
It should be noted that while great progress has been made in the area of maintenance
management and optimization, an enterprise-wide, integrated approach is new to the
utility industry. EPRIs maintenance optimization efforts provide a platform for building an
integrated set of processes and tools that support the culture and dynamics of an organization.
A-1
Plant Maintenance Optimization Workshop
The challenge is to implement and integrate maintenance management, processes, and tools into
day-to-day operations. Concentrating on todays best practices is equally important to success
as a focus on future process enhancements and technologies. Therefore, it is critical to evaluate
the organization relative to todays best practices to better manage risk, maximize system
reliability, and increase system performance while achieving corporate goals and objectives.
In support of this effort, EPRIsolutions has facilitated a Maintenance Optimization.
Objectives
The EPRI Team performed a facilitated Plant Maintenance Optimization (PMO) Workshop
and Strategy Planning Session, which serves as the basis for a number of follow-up interactive
sessions with a power plant organizations Maintenance Leadership and Team. The objectives
of the effort were to:
Enhance your organizations awareness of the EPRIs Plant Maintenance Optimization

Process and current industry best practices.
Communicate EPRI PMO vision and expertise; and, through a number of guided selfassessment exercises, assess the current state of maintenance management processes,
improvement initiatives and opportunities.
Define specific critical issues that impede maintenance improvement and goal achievement
in your organization.
Facilitate a comprehensive evaluation of the maintenance program to assess current

initiatives and strategies while capturing key issues impacting best in class performance.
Develop an improvement plan outline that addresses the organizations maintenance issues
and current skills.
Results
All of the following Maintenance Spider Charts in this Section are graphic tools which provide
an excellent mechanism for the maintenance leadership team to clearly understand an
organizations overall performance in maintenance, as well as easily identify and communicate
the organizations strengths and opportunities in the respective categories and elements. Each
element is ranked on a scale of 1 to 10 with 10 being the best performance. The score of 8 or
better in any individual element indicates an industry best practice for the specific element.
The World Class circle is shown at a score of 8. An organization that achieves a score of 8 or
better in all elements would be considered a World Class Maintenance performer.
EPRI staff facilitated a self-assessment maintenance effort that allowed each Workshop
participant to rank the organization in each of 4 overall maintenance processes, 19 elements,
more than 104 sub-elements, and more than 1000 attributes. The scores of each participant were
tallied, grouped, analyzed, and the results are shown in Figure A-1. The composite assessment
spider chart provides a snap shot of the organization as it rates itself relative to organizations
considered world class performers in each of the respective areas. The overall profile of the
organization is made up of the ratings provided by all workshop participants regardless if they
are part of the Leadership team or reside within the management or technical support structure
of the organization.
A-2
The results shown in Figure A-1 indicate a great deal of balance in the overall organization
across all maintenance categories. The interpretation of the results clearly shows opportunities
in the area of Work Control, CMMS system, and Information Integration systems. In addition,
some opportunity to improve in the Work Identification area may exist.
Personnel Skills
Work Identification
Qualifications
10.00
Work Processes
Work Control
9.00
Human Performance
Work Execution
8.00
7.00
6.00
Utilization
Work Closeout
5.00
4.00
3.00
Training
CMM Systems
2.00
Technology
1.00
0.00
Bench Marking
M&D Technologies
Goals/Business Plan
Communication
World Class
Metrics
Leadership
Organization
Management & Work Culture
Figure A-1
Power Plants Composite Self-Assessment Maintenance Spider Chart
Figure A-2 provides a measure of the consistency of the self-assessment maintenance effort
by highlighting the differences in the ranking between the leadership team, the maintenance
management group, and technical support group. The scores are very consistent and, more
importantly, the peaks and valleys are consistent which indicates the overall organizations
beliefs are that the strengths and opportunities for improvement are identical. This signifies that
it is likely that the entire organization would support improvement in the specific maintenance
areas where improvements are targeted. In high performing organizations, differences in the
ranking provided by each group are typically non-existent, indicating that communication is
excellent, and that all processes and the reasons for these processes and change management
are apparent to all employees at each level throughout the organization.
The results provided in Figure A-2 indicate a good degree of consistency in most categories,
but they also highlight a small difference in the ranking in the areas of Organization and
Accountability and Ownership. It is important for a power plant to understand the differences
between the leadership and the other groups regarding the scores for this element and seek to
A-3
understand the cause of the difference and address this as part of any future maintenance
improvement initiative. Some discussions at the Workshop included the indication that the
leadership is still feeling that the final organizational changes are not yet clear; therefore, their
score for these two elements is lower than the score of the other groups who may not be as
aware of the current situation.
Work Identification
Personnel Skills
Qualifications
10.00
Work Processes
Work Control
9.00
Human Performance
Work Execution
8.00
7.00
6.00
Utilization
Work Closeout
5.00
World Class
4.00
3.00
Training
CMM Systems
2.00
1.00
Technology
0.00
Bench Marking
M&D Technologies
Goals/Business Plan
Communication
Metrics
Technical Support
Leadership
Organization
Maintenance Management
Leadership Team
Management & Work Culture
Figure A-2
Power Plants Organizational Consistency of Self-Assessment Maintenance Spider Chart
Participants in the Workshop may inherently have a more or less optimistic perception of
reality, and this perception directly influences the ranking scale used in the self-assessment
requiring results to be calibrated and normalized to a common perception scale. Once
accomplished, the results of the self-assessment can be used to emphasize the feeling or
strength of conviction of a particular issue to identify the emotion of an organization on
a particular item of interest. Figure A-3 provides a chart that highlights the concern and/or
confidence associated with each issue. If the chart shows a significant positive score relative to
a particular issue, the organization feels very confident in this issue (sometimes overly confident)
while a significant negative trend indicates a very real concern in an area. For the concern
confidence chart, the circle on the chart indicates the 0 line, or the areas of neither concern nor
confidence with respect to the other elements of maintenance.
The results clearly show a concern on behalf of the organization in the CMMS and Information
Integration areas. Some concern exists around the Work Control processes. The benchmarking
concern is most likely from the concern pertaining to benchmarking against non-utility
A-4
industries. At the same time, the results indicate that this organization is extremely confident
in the work execution area. This is typical with a workforce with an average worker age near
50 years. This almost overconfidence could be a concern to an organization in the 5-year time
horizon if solid apprentice, mentoring, training and knowledge capture programs are not in place.
Overconfidence in this area can cause a leadership team to ignore or delay actions to ensure the
future performance of the maintenance organization.
Qualifications
Human Performance
Utilization
Training
Work Identification
1000
Work Control
800
Work Execution
600
400
Work Closeout
200
0
-200
CMM Systems
-400
-600
-800
Bench Marking
Goals/Business Plan
Communication
Concern/Confidence
Ambivalence
M&D Technologies
Metrics
Leadership
Organization
Figure A-3
Power Plants Organizational Concern/Confidence of Self Assessment
Finally, the data was processed to create the excellence matrix to provide a snapshot of the
organizations self-perceived performance in each of the 104 sub-elements of maintenance.
The excellence matrix highlights those areas in which the organization performs well, but also
points to those areas where improvements in the performance are required as the organization
continues the pursuit of achieving a best in class status. Figure A-4 shows the maintenance
excellence matrix of the organization as developed based on the self-assessment on a scale of
0 to 10 where 8 constitutes best practice performance in a specific maintenance sub-element.
In order to provide a clear picture of the performance of the organization, elements colored in
red indicate a score of 0 to 2.5, yellow indicates a score of 2.5 to 5, white indicates a score
of 5 to 7.5, and green indicates a score of 7.5 to 10.
Generally, the matrix provided in Figure A-4 can be viewed as a dashboard that provides a
summary picture of the organization at the point in time at which the self-assessment was
performed. The data indicates that this organization performs at proficient levels in many areas
as substantiated by the very large number of elements shown in white; but, it also indicates that
A-5
there are 41 areas (in yellow) that the organization will have to monitor closely in order to raise
the performance overall, and to pursue the organizations primary vision of becoming recognized
as a world class maintenance performer. There was only one sub-element that was scored red
(Risk Assessment Tools) which indicates an opportunity for significant improvement. The
organization should address this sub-element for potential improvement. Last, there are at least
3 areas in which the organization performs very well, and its performance is approaching best
in class status.
It should also be noted that the overall technology category scored weak in many elements
and this warrants some evaluation potentially by a cross-functional team and/or maintenance
peer group.
Categories
Elements
Benchmarking
1.0 Management &

Work Culture
Within Industry
Outside Industry
N/A
N/A
N/A
N/A
N/A
Goals/Business Plan
Org Perf Goals
Maint Dept. Goals
Individual Goals
Business Planning
N/A
N/A
N/A
Organization
Roles & Respons.
Specialty Teams
Contract Mngmt
Facilities
N/A
N/A
N/A
Leadership
Direction
Discipline
Empowermt
Motivation
N/A
N/A
Communication
Ops,Maint, Eng
Workforce to Mgmt
Peer Group
Meetings
Wkr to Wkr
N/A
N/A
Metrics
Overall G oals
Maintenance Dept.
Goals
Division/Region Goals
Customer
Satisfaction
N/A
N/A
N/A
System/ Comp Own
Craft Ow ership
N/A
N/A
N/A
Accountability/
Ow nership
2.0 Maintenance
Processes
3.0 People Skills/

Human Resources
4.0 Technologies
Sub-Elements
Personnel Performance Bus. Plan Adherence
Continuous
Improvement
Self-Assessment
Change Mgmt Prog
Process Improvement
Use of OE
CAP Program
R&D Activities
Team Problem
Solving
Work
Identification
Work ID Procedures
Maint. Bas is
Corrective Maint.
Preventive Maint.
Predictive Maint.
Proactive Maint.
Work Order
Generation
Work Control
Work Mgmt Process
Outage Mgmt Process
Prioritize Work
Risk Assessment
Stores/Inv.
Management
Planning
Scheduling
Work Execution
E quip Clearance &

Tagging
Tools/Mat.
Control/Staging
Pre-Job Briefs
Perform Maint
Tasks
Work Quality
Safety
Work Closeout
Work Close
Procedures
Post Maint Testing
Post Job Critique
Data Capture &

Utilization
House Keeping
Return Equip to
service
N/A
Training
Personnel Skills
Dvlpmnt
Distribution Systems
Mgmt /Spvr
development
Business Literacy
Contractor
Training
Specialty Training
N/A
N/A
N/A
Utilization
Multi - Discipline
Productivity /
Metrics
Human
Performance
Behaviors & V alues
Procedure Use
Self Check
Peer Check
Contractor Quals
CAP Prog Utilization Conflict Resolution

Qual Tracking
Program
N/A
Qualifications
Personnel Selection
Maintenance Mgmt
System
CMMS
Risk Assmnt Tools
Scheduling Tools
Reporting &
Decision
N/A
N/A
N/A
Maint. & Diagnostic

Technology
Execution Tools
Cond Mon. On-line
Cond. Mon. Periodic
Technology
Software
Process Data
Utilization
Equip Perf Mon.

Tools
N/A
Dispatch System
Industry Equip
Databases
Equip Tech.
Documents
N/A
System
Financial
Budget & Schedule
Equip Cond. Data
Figure A-4
Power Plant Maintenance Issues

Upon completion of scoring the self-assessment exercise at the Workshop, the participants
engaged in a brainstorming session which was intended to harvest the issues and barriers
preventing improvement in Maintenance.
The participants identified, discussed and prioritized the issues. Table A-1 lists, in order
of priority, the issues identified by the workshop participants.
A-6
N/A
Succession
Planning
Re-Qualification
Process

Table A-1
Power Plants Issues Identified in Workshop
Rank
Issue Description
Total
Inadequate Information Systems are preventing the organization from optimizing

maintenance activities, including planning and scheduling, and meeting performance.
650
Inefficient resource allocation for maintenance.
160
Maintenance Engineering does not have control over the work execution process and
workforce causing conflict with the Preventive (PM), Proactive (PAM) and Predictive
(PdM) maintenance processes.
140
There is an Organizational Barrier between the Engineering and Maintenance work

group and the Execution work force that hinders/prevents the PdM and PAM processes
from being developed/effective.
115
Senior leadership support for Maintenance Optimization is in question or missing.
80
Work Control processes are inefficient.
75
Inadequate policies and processes from Leadership for Maintenance Strategy.
75
The current Maintenance Organization needs to develop a plan and justification for
senior management for the future organizational maintenance strategy and allocation of
resources.
70
Time and energy spent on other initiatives is taking away from time spent on
maintenance activities.
60
10
Roles and responsibilities are not clearly defined for Maintenance and
Design/Engineering.
60
11
Cost justification for PM and PdM Programs is weak. Difficult to get resources to do PM
and PdM programs.
50
12
Ownership of equipment is not clearly defined.
20
13
Maintenance process changes do not get communicated among the numerous

operating divisions.
10
14
Operations is not providing timely access to equipment to perform maintenance.
15
Visual inspection data is not accessible for Predictive Maintenance and Proactive
Maintenance processes for Substations and Transmission.
16
Stores and Inventory management requires improvement.
17
The lack of resources drives the maintenance planning process. Work prioritization is
driven by the resources available, instead of maintenance work prioritization dictating
what resources are needed to accomplish the maintenance strategy.
18
Contractors are not used effectively/optimally for maintenance optimization efforts.
Recommendations
As part of the self-assessment workshop and the strategic planning session, EPRIsolutions staff
analyzed the information derived from the Workshop to formulate specific recommendations for
the organization. While there are additional opportunities for the organization to improve, and
the Maintenance Leadership team should engage the group to address all issues generated from
the Workshop, the EPRIsolutions recommendations focus only on the most significant areas
likely to provide the greatest benefit. These recommendations are:
A-7
1. Leadership should develop and provide high level policy and guidance through the creation
of maintenance policies and/or developing a Conduct of Maintenance Document.
2. Leadership should create a Maintenance Peer Group to drive standardization, optimization
and sharing of experiences and resources across the organization:
a.
Map current work processes in preparation for selected CMMS implementation and
integration.
b.
Create a cross-functional team to develop standard work processes and maximize the
future use of CMMS.
c.
Develop a comprehensive Maintenance Optimization Plan including specific Goals

and Performance Metrics.
d.
Assess PM, PdM, and PAM processes for enhancement.
3. Leadership should clearly identify organizational responsibilities, roles, and accountabilities.

4. Establish Equipment/System/Component Ownership to enable the optimization of the PM,
PdM, and PAM processes.
5. Perform Process of Process Improvement Training.
6. Develop a Comprehensive IT Plan for Maintenance Information Integration throughout the
organization.
7. Implement a process to identify the criticality of all systems and components. Evaluate the
System and Equipment Reliability Process (SERP) as a possible method to identify
equipment priority.
A-8
B
PLANT MAINTENANCE OPTIMIZATION ASSESSMENT
Executive Summary
Plant Maintenance Optimization Project (PMO)
The Power Plant has recognized the need to optimize its Maintenance Process. It has also
recognized the knowledge and expertise the Electric Power Research Institute (EPRI) has
developed over the years in this area. As a result, The Power Plant has contracted EPRI to assist
in the development and implementation of its Plant Maintenance Optimization (PMO) Project).
As part of this effort, a team consisting of personnel from The Power Plants corporate PMO
Team and the EPRI have developed a PMO Model to guide the Organization as it implements
the PMO Process. Successful implementation of the PMO Model which includes: Preventive
Maintenance Basis (Maintenance Strategy), Predictive Maintenance (Work Identification), and
Planning and Scheduling (Work Control) best practices will result in a world class Operating and
Maintenance program at the plant. The PMO Process is published in the The Power Plant PMO
Guidelines and Process Templates, and their Conduct of Maintenance Documents. A major effort
required to develop a PMO implementation plan includes conducting an Assessment, which
incorporates a Workshop.
PMO Assessment Summary
The Plant Assessment began with a one-day PMO Workshop for station personnel. The
Workshop provided an opportunity for the PMO/EPRI team to introduce the PMO Process
and get feedback from plant personnel. It also provided a forum to document the plant issues
and address the many questions associated with the implementation of PMO. Nominally
30 to 40 personnel, representing all disciplines at the plant, attended the Workshops. The balance
of the Assessment consisted of personnel interviews who representing a cross-section of the
plant disciplines. The purpose of the interviews was to gather data from plant personnel, at all
levels, to determine how work is currently being identified and performed. The data collected
was then evaluated and a gap analysis against the PMO Best Practice Model was performed.
This data was used to benchmark the plant against EPRI best practices and to tailor the
Assessment focus for the specific plant.
This report presents the findings and recommendations that will be used to develop the
Implementation Plan.
B-1
Plant Maintenance Optimization Assessment
Assessment Highlights (Typical)

Overall Comment
The conditions at the plant have been less than ideal. The plant has seen neglect over the
years and is extremely dirty due to numerous coal leaks. Equipment failures have been a
common occurrence. The plant workforce is aging and has lost a great deal of expertise due
to personnel leaving. There has also been a continuous change in many of the management
positions, as well as an endless stream of new initiatives to be implemented adding to an
already burdened workload. This has resulted in low personnel morale.
Plant personnel are extremely reluctant to believe conditions at the plant can or will change,
many personnel acknowledged positive results from the new management team.
Although many personnel are skeptical in regard to buying into the PMO Process and
the changes it will bring, everyone expressed a sincere desire to make the plant better.
Maintenance Strategy (PM Basis)
The PM Basis currently in place consists of the Preventive Maintenances (PMs) that are
in the Computer Maintenance Management System (CMMS). Although the PMs have been
reviewed in the past, there is general belief that they need to be revisited. The PM Basis is
not well documented or recognized as an integrated failure defense plan which includes PM,
Predictive Maintenance (PdM), and Proactive (PAM) tasks to be performed on equipment to
protect against known failure modes; or, to provide timely information as to degrading
equipment health conditions.
Work Identification (CM, PM, PdM, RCA, Prioritization, WO Coding)

Corrective Maintenance (CM)
Corrective maintenance comprises the majority of the work at the Plant. Sponsored work
is significant and could be as high as 40-50% of the total work effort. Work requests do
not always have a good description of the problem and there is a feeling of operating on
the edge as spares are not ready if needed.
Preventive Maintenance (PM)
B-2
Separate PM crews were assigned in the past to carry out the PM tasks; however, this left
the major maintenance workforce understaffed which contributed to an increase in equipment
failures. The maintenance crews have recently been reunited and some question if PMs will
be completed. Many believe that a good percentage of PMs are not required. There is no
clear ownership of the PM program. PM compliance runs between 50-70% depending on
the area as they are often sacrificed to emergent work.
PdM tasks are not a recognized part of the PM Basis and periodicities of application are
questionable. PdM tasks are not driven by the CMMS system and are applied with limited
expertise and ownership. No Equipment and Condition Indicators (E&CI) Matrices exist.
Root Cause Analysis (RCA)
There is a formal Root Cause Analysis process in place but it is perceived to be cumbersome
and time-consuming. Recommended actions resulting from the process are not implemented
in a timely manner.
Prioritization
The current priority system does not work well. Many personnel stated that in order to get
work accomplished they have to put a high priority on their Work Orders. Automatic priority
calculations performed by CMMS are not trusted and ignored. These priorities are usually
manually over-ridden.
Work Order Coding
Work order duplication is sometimes caused by the way jobs are coded. There is no
distinction for different types of corrective maintenance Work Orders (i.e. run to failure,
unexpected, or condition-directed). There is little training for job order coding.
Work Control (Planning, Scheduling, Backlog, Outage)

Planning
The Planning group was disassembled in an earlier initiative; however, the plant is trying to
re-establish the planning function. Personnel currently performing this function are scattered
in different locations. In order to move from a reactive to a planned work environment the
current planning process must be changed. This is recognized but resources are an issue as
those performing the planning function are often assigned other responsibilities. Pre-planned
work packages are being worked on but many do not contain accurate equipment lists. The
Craft and Foremen chase parts after the equipment is opened up. Parts are an issue.
Scheduling
There is a goal to set up a 28-day rolling schedule; however, this has not been implemented.
The scheduling process for day-to-day work is daily. The schedule is discussed at a 1:00 pm
meeting and usually issued by 3:00 pm. The schedule is also reviewed at a morning meeting.
There is also a small group that reviews the schedule and modifies it as appropriate. Schedule
compliance is still poor at less than 60%. Work is scheduled regardless of whether or not it
was planned.
Backlog Management
The backlog is large and of poor quality. Some effort has been made to purge the backlog,
which has helped. The backlog is not addressed during the day-to-day work schedule.
Outage
The outage planning process needs improvement and outage planning resources are limited.
B-3
Work Execution
Some of the workforce is inexperienced which occasionally has resulted in re-work. Job
interrupts occur about 10-20% of the time. In some cases patchwork is a problem; however,
most patchwork is due to a lack of parts. Patchwork is not tracked.
Work Closeout
Feedback on work closed out is poor. As found and as left conditions are not documented.
Pump broke-pump fixed is typical. This is caused by the crafts feeling that no one cares, and
the inability of the Foremen to document the information into CMMS due to time restraints.
Feedback to the work initiator is also poor. There is very little post-maintenance testing
performed after repairs are made.
Work Management System (CMMS)
CMMS is not user friendly. The Craft have limited use of CMMS and are not well trained.
Parts coding is not aligned with inventory and critical IDs for transmitters and other
instrument devices are not in place.
Maintenance and Diagnostic Technologies
There is a low level of awareness of PdM technology at the plant. PdM is currently being
applied in a limited manner; however, no formal PdM program is in place. Expertise in the
technologies is extremely weak and often results in the data being questioned. The credibility
of the personnel applying the technology tools is at risk due to lack of ownership and
training. There is no PdM Coordinator. Data integration is not a concept when determining
equipment problems, mostly due to a lack of ownership of the program and limited plant
roles and responsibilities. Although adequate tools are in place, common equipment
problems continue to occur with little warning.
There are some good technology reports being produced; however, the lack of expertise
and supporting data has caused some to question the information, resulting in limited action
being taken. Other key equipment condition indicator information has not been identified.
Accountability
B-4
There is no accountability regarding work instructions, checklists, and materials that are
required to do the work. System Teams have been established but a true system ownership
concept with defined roles and responsibilities is not in place. System Engineers are
perceived to be the System Owners but there is limited system health accountability.
Operators go to Maintenance first with system problems. There is no accountability to
the PM Basis.
Organization
Although resources are adequate for the most part, reallocation of some resources may be
required to implement the PMO Process and get over the hump. Roles and responsibilities
are not well defined in many cases. The plant has lost a lot of expertise and this will continue
to be an issue as the average age of the workforce is 49, and 40% of the workforce may leave
in the next five years.
Leadership
New leadership has made a difference but there is still a wait and see attitude. Action will be
required to obtain personnel buy-in. This is critical in regard to the Foremen as they are in a
key position to the successful implementation of PMO. Personnel have stated that
management is moving in the right direction. Management is sincere and is making an
investment in the future of the plant by the actions they are taking. This management team
must remain stable.
Metrics
There are current metrics in place for the plant such as: EFOR; Heat Rate; Availability;
Safety; Environmental; Non-Fuel O&M; and Production Expenses. Additional metrics
will be required to measure the effectiveness of the PM Basis, Work Process, and the
PdM efforts.
Human Performance
Communication and the relationship between Management and the Union are good. Overall
communication is fair and improving under new management; however, the Foremen are
sometimes left out. Operations and Engineering could also communicate better.
Communication as to why things do not get done must be passed back down to the floor.
Plant-to-plant communications could also be improved in regard to common problems.
Training
Skill training in the form of on-the-job is limited as there has been a lot of expertise that has
left in recent years. PdM technology knowledge and CMMS training for the craft are also
areas that must be addressed.
Utilization
Utilization is low due to work not being properly planned, incomplete job packages, and
fire fighting. Utilization could be improved as much as 20%.
Qualifications
Due to experienced workers leaving, qualifications across the workgroups are questionable.
B-5
Recommendations
There are over 100 recommendations contained in the report. The following summary captures
the essence of most of them.
PM Basis
Perform manpower utilization review (what can be done).
Initially, select critical PMs, based on manpower review (available time), to be performed
and hold someone accountable for them (System Owners).
Generate a PM Basis Matrix listing the selected critical components and tasks; and, hold
someone accountable for the development and implementation of the tasks (PMO
Coordinator).
Provide System Owner Training/Coaching.
PMO LOA Training for the workforce.
Initiate a PM Basis Process.
PdM Process
PDM Group needs to focus on PdM fulltime.
Generate an E&CI Matrix of the selected critical components and tasks (data collection) as
identified on the PM Basis Matrix; and, hold someone accountable for the implementation
of the tasks (PdM Coordinator).
Each PdM Technology Owner needs to define their primary technology, identify their E&CI
responsibilities, document, implement, and be held accountable.
Understand the 14 Key Elements of PdM and implement them effectively.
Define System Owner, PdM Coordinator, and Technology Owner roles and responsibilities
and hold them accountable.
PdM Technology Owner Process Training/Coaching.
System Owner PdM Process Training/Coaching.
PlantView Training/Coaching.
Define the PdM Budget.
Utilize data information action concept to determine what needs worked on and when:
B-6
Component Condition
Post Maintenance Testing
Repair Closeout
Reliability/Planning Meeting
Planning and Scheduling
Prioritization should be supported using PM Basis and Data Information Action concepts.
Planning needs to be thorough with problem identified; action required; procedures; and parts
and tools available (work package).
Scheduled work needs to ensure work package is complete before it is scheduled.
Work Orders should be coded properly (CM, PM, CD, and PR).
Job labor and expenses assigned to appropriate job.
Separate Emergency versus Sponsored work and indicate sponsor.
Create PMO metrics and Set Goals.
e.g. Achieve 100% PM Compliance on Critical Equipment.
Purge and clean up backlog PMs being number 1 priority.
Work Week Management Training/Coaching.
Track adequacy of resources for planning.
Weekly Planning and Scheduling Meeting which includes:
The Power Plant Guidelines and Templates
Conduct of Maintenance
Attendance
Get Commitment (Foreman)
Sponsored work controlled
Foremen Work Order Closeout.
Monthly Metric Review Meeting.
Annual System Owner State of the System presentation.
Introduction
The PMO Assessment at the Plant was initiated with an Interactive. The Workshop was
conducted to help understand the specifics of the plants attributes regarding Maintenance
Optimization; and, to identify areas of opportunity to improve the overall operation of the
plant. The Workshop provided a preliminary picture of the Plants strengths and weaknesses.
The following are the spider charts characterizing the attributes of the plant Organization.
Recognize that these charts were established and reflect the result of the Workshop.
B-7
Composite Chart
World Class Organizations will rate themselves at an average of 6.3. It was clear from
the Workshop exercise that the plant recognizes the need for improvement, and they rated
themselves accordingly.
Qualification
Communication Intra
PM Basis
10.00
8.00
Utilization
6.00
Training
4.00
Work Identification
Work Control
Work Execution
Work Close Out
2.00
Benchmarking
0.00
Setting Goals
Work Management Systems

M&D Technologies
Communication Inter
Metrics
Leadership
Information Integration Tools

Accountability
Organization
Figure B-1
Composite Chart Example
Consistency Chart
This chart plots the perception of critical issues of the plant from different levels in the
organization Workforce, Mid Level, and Plant Management. The more that these charts
are concentric, the better are the communication and teaming efforts. The chart shows good
concentric alignment, which indicates that good communication and teaming necessary to
achieve the cultural changes of the PMO Process exists.
Concern Confidence Chart
The Concern Confidence Chart identifies those areas of maintenance that are a concern by
inward indications, and those that are areas of confidence by outwardly extending indications.
Clearly the plant has the most concern in the information integration element; and some concern
as well in work identification, work closeout, work management system, and accountability
areas. However, they are quite confident in most of the other workforce capabilities.
B-8
Qualification
Communication Intra
Utilization
PM Basis
Work Identification
Work Control
Work Execution
5.00
4.00
3.00
2.00
Training
Work Close Out
1.00
Benchmarking
0.00
Setting Goals
M&D Technologies
Communication Inter
Metrics
Leadership
Accountability
Organization
Mid Mgmt
Mgmt
Foremen
Figure B-2
Consistency Chart Example
Concern
Confidence
PM Basis
Qualification
400
Work Identification
200
Communication Intra
Work Control
-200
Utilization
Work Execution
-400
-600
-800
Training
Work Close Out
-1000
-1200
Benchmarking
-1400
Setting Goals
M&D Technologies
Communication Inter
Metrics
Leadership
Accountability
Organization
Figure B-3
Concern Confidence Chart Example
B-9
A portion of the Workshop was devoted to identifying current issues that could adversely affect
the ability of the plant to implement the PMO Process. Table B-1 is a list of these issues, which
have been weighted in order of importance by the group at the Workshop. This report has been
structured to address and provide solutions for each of these issues.
Table B-1
General Work Issues Workshop
Issues
Rated
Factors
Resources People
150
Securing buy-in, understanding leadership role
125
PMs do not require capture of data/findings that would support identification of failure
modes/mechanisms
125
Getting over the hump of fire-fighting
120
Getting feedback from what was done and what was found
80
Large backlog of unplanned work
80
Loss of craft expertise due to retirement/attrition need to overcome with procedures
60
Inventory management the right parts, the right quantities
60
Setting the right priorities and supporting them
50
Quality of initial Work Order request
40
CMMS user interface for foremen/craft is unfriendly for obtaining feedback
40
Need the cultural change to boost attention commitment to the Continuous Improvement Process
35
Organize to have expertise in the correct jobs
30
Culture change dont accept low standards (i.e. dont accept patch work and rework)
30
Must reduce sponsored work
30
Concern over system engineers overload
30
Workforce adaptation to another round of changes
25
No coordination of data/information
20
Inventory accuracy
10
Customer focus all groups need to understand customer focus
10
Avoid redundant documentation
Ability to communicate both ways during implementation
B-10
The most critical issue to achieve success at the plant is the comprehensive implementation of
PMO. For a condition-based, highly planned, Maintenance Optimization Program to be effective,
it must integrate the Work Process, Management and Work Culture, Technologies, and the
People issues into the total operation of the plant. Each element is equally important to the
success of the program, as shown graphically in Figure B-4.
S
ES
PE
O
C
O
PL
E
PR
PMO
T
EN
TE
C
H
EM
G
N
O
LO
A
N
A
Figure B-4
PMO Program
All of the areas of a comprehensive Maintenance Optimization Program must coordinate

with each other to provide maximum value for the PMO Program; and, to ensure the successful
accomplishment of the program objectives. Many organizations think of condition based,
planned maintenance in terms of the technologies utilized. In reality, technologies contribute
only 30% to a condition-based, planned maintenance strategy, while 70% of the program
success is attributable to how, what and when information is applied.
For a Maintenance Optimization initiative to be successful, key elements of each area, when
properly applied, contribute to the total success of the program. Each element contributes more
or less depending on the maturity of the Program. The key elements are listed in Table B-2.
The Assessment consisted of analyzing the organization, its processes and performance results.
A work process model was developed to provide a Standard which can be used to evaluate each
The Power Plant This model was utilized along with the results of the Workshop when
completing the Assessment. After hardcopy data was reviewed, interviews were held with a
cross-section of key plant personnel (30 to 40). The Assessment documented the strengths and
weaknesses of each of the Maintenance Optimization spider chart elements.
Since certain strengths and weaknesses are identified, recommendations can be developed to
achieve the levels of the model. The Assessment team investigated where similar functions
reside now, while identifying potential roadblocks as heads up for plant management. The
Assessments purpose is to understand the current processes, technologies, organizational
strengths and weaknesses, and plant people to design a manageable change within the
implementation plan.
B-11
This report presents the maintenance model, the findings, and recommendations in each of
four sections. The four sections are separated into each of the major categories: Work Process,
Management and Work Culture, Technologies, and People. The next step in the PMO Process
is the development of the Implementation Plan, which will allow the Plant Leadership to
consider, sponsor, and incorporate the appropriate changes necessary to optimize the
maintenance program.
Table B-2
Key Elements of a Maintenance Optimization Program
Category
Key Element
WORK PROCESS
Work Identification
WORK PROCESS
Work Planning
WORK PROCESS
Work Execution
WORK PROCESS
Work Close-out
WORK PROCESS
Work Identification
WORK CULTURE/MANAGEMENT
Benchmarking
Setting Goals
Communications
Global Metrics
Leadership
Accountability
Organization
TECHNOLOGY
Work Management System
TECHNOLOGY
Diagnostic Technologies
TECHNOLOGY
Integration Tools/Techniques
PEOPLE/SKILLS
Training
PEOPLE/SKILLS
Utilization
PEOPLE/SKILLS
Qualifications
PEOPLE/SKILLS
Communication
Section 1: Work Process

Work Process Model
For the maintenance program to operate at an optimum level, all equipment maintenance work
should proceed through four distinct steps Maintenance Strategy, Work Identification, Work
Control (Planning & Scheduling), and Work Execution (including feedback), as shown in
Figures B-5 and B-6.
B-12
Work Flow Process

PM Basis
Maint.
Strategy
PDM
Work ID
Planning
Scheduling
Work
Activities
Work
Control
Work
Execution
Feedback
Figure B-5
Work Process
Note: Figures B-5 and B-6 are taken from The Power Plant Guidelines and Process Templates.
MAINTENANCE BASIS
Corrective
Maintenance
Run -to-Failure
Corrective
Maintenance
Unexpected
Preventive
Maintenance
Work
Identification
Work
Control
Work
Work
Execution
Execution
Work
Completion
Predictive
Maintenance
Proactive
Maintenance
Event Reporting
Outage /Project
Assessments
Figure B-6
Work Process Model
B-13
Maintenance Strategy
The current maintenance strategy as identified in Figure B-7 is built primarily from the current
PM Basis that exists at the plant. The intent is to develop an optimized set of PM tasks that will
ensure that the Plant will achieve its operating and maintenance goals in the future.
Work Flow Process

PM Basis
Maint.
Strategy
PDM
Work ID
Planning
Scheduling
Work
Activities
Work
Control
Work
Execution
Feedback
Figure B-7
Maintenance Strategy
Findings
The Management Team at the plant understands the PMO concept, but the staff and craft
are not familiar with the concept of the current PMO initiative.
Because of many past initiatives that were started and not successfully implemented, there
is reluctance by some plant personnel (Craft, Foremen, Supervisors, Operators, System
Owners) to buy into the PMO initiative. They will need to see action first.
The plant, in general, believes it is in a serious fire-fighting mode because of the recent
failures, which seriously affect the availability of resources for the PMO implementation,
or any other planned maintenance activity. Implementation resources will be required.
The work culture is reactive (i.e. personnel are rewarded for putting out fires, but not for
accomplishing planned tasks). Changing this reactive culture will be a major challenge;
however, the plant personnel including the craft are receptive to changing that culture. There
are no major turf battles or silos. Everyone at the plant wants the program to be successful.
B-14
The PM Basis has been reviewed in the past, but the general belief is that it needs to be
revisited. There is no ownership at the plant for the PM basis. For the most part, plant
personnel believe that a good PM Basis will improve plant reliability.
There is little documentation for the current PM Basis.
PMs do not always address the failure mechanisms.
There is no formal PdM Program in place. PdM is currently fragmented with no ownership.
The plant does not understand or practice the big picture concept of PdM. There is no
integrated analysis that uses all of the available information to assess the health of a
component or system. The PMO concept of data-to-information-to-action is not understood
or practiced. PdM is not perceived as a plant-wide process involving Operations,
Maintenance, Engineering, and Technical.
There is no formal Proactive Maintenance (PAM) process in place. This process should include:
Root Cause Analysis (RCA); a Corrective Action Program (CAP); related engineering projects
initiated at the plant or corporate level; and, a continuous PM Basis review. There is currently
an RCA program and some projects are being performed; but, there are no integrated processes
in place that have the proper resources with assigned roles and responsibilities, along with
accountability.
Recommendations
1. After the PMO Implementation Plan is developed, it is important to ensure implementation
of the plan. Besides the obvious benefit of improved plant performance, implementation is
also the first step in changing the work culture. Since it will take time to realize the benefits,
management support and commitment must be openly demonstrated and communicated to
all plant personnel.
2. Although resources are adequate to maintain current operation, they are not sufficient to
support the implementation phase of PMO. Resources will be needed to get over the hump.
These resources will be temporary and will be used to relieve plant staff to support the PMO
Implementation Plan. The resource requirement will be better determined after the
implementation plan is developed; however, estimates can be made now. The PM Basis
review will require support from the planners and the Foremen. Also, the work package
development will require support from the planners and Craft. It is estimated that 2 to 4
craft personnel may be required for a 1 to 2-year period.
3. It is also recommended that resources be realigned so that more focus can be placed on the
planned (PM Basis, PdM, PAM, Planning and Schedule) activities. The planning group needs
additional experienced support. It is recommended that the duties of Foremen be expanded to
include planning support. If this recommendation is accepted, then some of the existing
Foremen duties will have to be relieved.
4. A PM Basis team should be established to review the PM Basis. There are several
approaches to conducting this review. A detailed streamlined RCM analysis could be
conducted; or, a more simplified approach tied to a continuous improvement process
might be the best approach. The Implementation Plan will define the selected approach.
B-15
5. Ensure that Operator rounds are defined in the PM Basis.

6. Ensure that all PdM data collection tasks are included in the PM Basis.
7. Document the PdM, PM, and PAM processes.
8. A formal PdM program should be implemented as outlined in the PMO Guidelines
and Templates. The structure will be detailed as part of the Implementation Plan.
9. Create a position for the oversight of the PMO initiative. That person would have
responsibility for the PM Basis, PdM, and PAM Processes. This should be a full-time
position. Depending on the results of the Implementation Plan, the PMO Coordinator
might require a staff of 2 or 3, including Technology (vibration, lube oil, thermography,
performance) Owners. It is not anticipated that added staff will be required to implement
this recommendation.
10. Trust needs to be regained throughout the organization, especially at the craft level. Positive
feedback from management needs to work its way down through the organization.
11. It is recommended that responsibility for the PMO initiative should fall under the
Maintenance organization.
Work Identification
Figure B-8 identifies the work identification element of the Work Flow Process.
Work Flow Process

PM Basis
Maint.
Strategy
PDM
Work ID
Planning
Scheduling
Work
Activities
Work
Control
Work
Execution
Feedback
Figure B-8
Work Identification
B-16
Work on equipment is identified from one of the following four sources of information:
Corrective Maintenance Repair tasks (CM) tasks result from a component that fails to
perform its primary function (loss-of-performance, component breakdown, or catastrophic
failure) and must be dealt with immediately. These repair tasks have generally not been
scheduled.
Preventive Maintenance Tasks (PM) are scheduled tasks that are time-based recurring work
that has been demonstrated to be necessary to keep equipment in optimum running condition.
Implementation of this work should be both planned and scheduled.
Predictive Maintenance Tasks (PdM) are tasks that have been identified by the reliability
team after reviewing information derived from a variety of condition information sources.
These sources and their application are identified on an E&CI matrix. All efforts to maintain
this equipment should be both planned and scheduled.
Proactive Maintenance Tasks (PAM) are improvement projects that have been initiated to
resolve recurring problems (Feedback). Implementation of this work should be both planned
and scheduled.
The plant has a daily scheduling process. All work that has occurred over the past 24 hours is
considered for scheduling; and, the work can be emergency, urgent, or sponsored. Work that is
in the backlog that is older than 24 hours, is usually not considered. PM Work Orders are treated
the same as CMs, if they come due during the 24-hour period, and then they are considered for
scheduling. Emergency work and sponsored hot box work takes priority. The plant current
work flow chart shown in Figure B-9 is a representation of the as-is work flow process.
Findings
Organizational Rhythms
There is a daily meeting to discuss the work scope for the next day.
A schedule for the next day is provided.
There is a morning meeting to review the schedule and adjust for overnight Work Orders,
and to re-set the priority of some of the work.
CM Identification
There is too much sponsored (non-scheduled and non-emergent) work and it could be as high
as 40 -50 % of the total work effort. Although most felt that the sponsored work (work that is
not a true emergency or urgent) was important, they believe that it could be scheduled at a
later date.
Work requests/orders do not always have a good description of the problem or the work
required. This is sometimes caused by the lack of expertise of those initiating the work.
There is a significant amount of emergency work.
There is a feeling that the plant is operating on the edge as critical spares are not ready for
service when needed.
B-17

CM
Work Order
PM
Day 1
90% Ops
Ops can set priority
eMPAC
Automatically sets priority

(this frequently not used)
Supervisor
Approves Work Orders
Approval
Planning
Scheduling
AdHoc
Review
6:30 am
Meeting
Day 2
Foremen
Schedule
Crew
1:00 pm meeting to review
Prepared by planner by 3:00 pm

(day before)
Maintenance Manager, Supervisor

Adjust scheduling
Review schedule
Review new work (sponsored or emergency)
Adjust schedule
Supports crew in scoping job and

obtaining/ordering parts
Scope job (part of planning function)
Crew
Obtains parts (part of planning)

Executes work
Work Order
Close-out
Foremen type notes and comments into

eMPAC, craft do not.
No formal PMT
No or little feedback
Figure B-9
Current Work Flow
B-18
PM Program
Many believe that a good percentage of PMs are not needed.
Some have the perception that PMs are a low priority.
PM compliance runs between 50%-70%, depending on the area. The plant needs to approach
100% on PM compliance for critical equipment.
Electrical PMs have the highest schedule compliance.
There is no clear owner for the PM activities.
There are some issues with the knowledge level regarding calibration set-points and limits.
PMs are often sacrificed due to emergent work.
I&C calibration procedures are not widely used by the I&C group.
With the exception of CEMs, very few I&C PMs are performed and documentation is poor.
I&C work is mostly performed on request. Operations stated that quote they (I&C) used
to be here all the time they just dont come anymore unless we call them. Currently it is
totally reactive.
The I&C Program is in need of an overhaul.
PdM Program
The current PdM effort resides in Engineering.
Many PdM data collection tasks are not driven by PMs in the CMMS.
There is no integrated analysis being conducted where more than one indicator is used to
ine equipment health.
There is no owner of the PdM effort.
Root Cause Analysis
There is a formal RCA process but it is perceived to be cumbersome and time-consuming.
Actions resulting from the RCA process are not implemented in a timely manner.
Mills are a chronic problem, requiring a great deal of resources.
Pyrites are not being removed and continue to cause mill problems. Metal in the coal is also
a chronic problem and it is being addressed.
Instrumentation functionality (annunciator panels, etc.) is a problem and has caused

complacency problems with operating personnel due to numerous false alarms. There is
a project underway to resolve this issue.
Quality of the coal has been an issue. Operators remember when full load could be reached
with five mills, now all six are needed.
Coal leaks contribute to equipment problems and general housekeeping concerns.
B-19
Prioritization
The current Work Order priority system does not work. Most of the interviewees indicated
that in order to get work accomplished they had to put a high priority on their Work Orders.
Some workgroups stated that although the priority was the same, their work was not
accomplished, or did not have equal weighting.
In addition to the existing priority system there is an added layer. A group that discusses the
schedule each day re-prioritizes some of the work. This is not the best approach to correcting
the priority system.
Automatic priority calculations performed by CMMS are not trusted and are therefore
ignored. The priorities are usually manually over-ridden.
There is no set priority for PMs.
WO Coding
Work Order duplication is sometimes caused by the way jobs are coded.
There is little training for job order coding.
There is no distinction for different types of CMs (i.e. run to failure, unexpected, or
condition-directed).
Recommendations
1. A review of the existing PMs by the planners and foremen, facilitated by an outside coach, to
determine which PMs are not required would be beneficial. This could occur before a more
thorough review of the PM Basis is conducted. Only those PMs that are obviously unneeded
would be deferred. This task should not require a significant effort. The purpose for doing
this review is to help reduce the existing effort expended in performing these unneeded PMs
2. The schedule compliance for PMs should approach 100%. For a start, select a set of PMs
for critical equipment and ensure that the PMs get done on schedule.
3. Consider having a night shift to perform PMs when the load is down and equipment may
be easier to access.
4. The System Owners should own the PM Basis with the planners support.
5. Overhaul the I&C Program. Establish calibration procedures and set up a PM program
for Instrumentation. Document the processes and establish metrics to ensure that the new
approach is adhered to.
6. Incorporate and evaluate all available equipment condition indicators when analyzing
equipment condition. Have WOs generated after information is integrated and analyzed
perhaps by the System Owner, PdM Coordinator, or Planner. When a group decision is
made bad calls are usually minimized. PdM activities should include:
Expand analysis beyond typical PdM technologies.
Include operator rounds in the PdM evaluation process.
B-20
The PdM group should continue to move towards early prediction to allow for planning.
Treat the route data collection as the highest priority and do not sacrifice this for
troubleshooting. Add this collection task to the PM basis.
The PdM Team members should be allowed and encouraged to get training in accordance
with the Training Matrix. Certification of PdM personnel should be considered.
7. Coding of Work Orders should be modified to include: Traditional PMs, Data collection
tasks for PdM and Operator rounds. CMs should be coded to include: CMs that are for run
to failure equipment; CMs that are unexpected failures on critical equipment; and, CMs that
are driven by condition-directed tasks.
8. Re-establish the priority system. Train and educate the plant personnel on the definitions and
the importance of prioritization, and set up metrics to help with the continuous improvement
of this system.
Work Control
The Work Control function shown in Figure B-10 including Planning and Scheduling, is perhaps
the most important function to ensure that the Plant will be effective in the efficient use of its
resources.
Work Flow Process

PM Basis
Maint.
Strategy
PDM
Work ID
Planning
Scheduling
Work
Activities
Work
Control
Work
Execution
Feedback
Figure B-10
Work Control
B-21
The objective of the optimized maintenance work process is to attack the Corrective
Maintenance (CM) component of the workload. CM negatively impacts the plants ability to
meet the stations goals of improving availability and reducing the Equivalent Forced Outage
Rate (EFOR). Decreasing the amount of CM does not mean that equipment failures will no
longer occur. Rather, it means that management will be actively involved in deciding whether
the best economic decision for the station is to allow a specific component, with known
problems as a result of PdM information, to run-to-failure; or, should the load be affected to
perform the repair. Additionally, good work control results in the effective and efficient use
of the limited resources that are available.
Planning
Findings
To move away from the reactive (fire-fighting) work environment to a planned one, Work
Order planning must be improved. The planners recognize this but do not have the resources
to accomplish the changes required.
Less than 20% of the work gets planned.
The planners are sometimes assigned to other responsibilities, which reduces their ability to
perform the planning function.
The staff of the planning group is very dedicated. Most of the staff is qualified (they know
the planning process and understand plant equipment.).
Many pre-planned work packages do not have equipment lists or lists that are accurate.
The Craft assigned to do the work usually scopes the job. The equipment is disassembled
to determine what parts are needed. At times, the parts are unavailable and therefore work
is stopped. Planning typically does not scope the job.
The Craft and/or Foremen chase parts. The Foremen actually order some of the parts and
this effort absorbs some of their available time.
Inventory/Parts process needs to be improved. In some cases the parts coding is not
consistent with the job coding; and, the right part is not stocked or parts are no longer
available for aging equipment.
Obtaining clearances is not a major concern.
There is no checklist for inexperienced craft.
Recommendations
1. The Planning process needs to be improved. Jobs should be scoped as part of planning. Work
packages need to be prepared for each Work Order, which includes scoping, parts and their
availability, estimates of time and costs, special tools if needed, staging requirements,
procedures, etc.
2. Those assigned to the planning function should not be temporarily assigned to other duties,
especially as the recommended planning effort gets developed and implemented.
B-22
3. Planners need to work with Stores to ensure that parts are available before the work is issued
to the Foremen.
4. Planners should use pre-planned packages, if available, as a starting point.
5. Pre-planned packages should be updated or developed by the planners with support from
the Craft.
6. At the completion of the work, planners should compare estimates with the actual, and the
as found with the as-left work descriptions.
7. Separate emergency work from sponsored work. Learn how to negotiate sponsored work
(saying no) so that it can be converted to more efficient planned activity. Recognize the
efficiency in planning work.
8. The Planning Process outlined in the PMO Guidelines and Templates should be utilized.
Scheduling
Findings
The scheduling process for day-to-day work is daily. The schedule is reviewed at a morning
meeting and often modified. Schedule compliance is poor (less than 30%).
Usually the backlog is not addressed in this day-to-day process, because of the large number
of sponsored or emergent work.
Work is scheduled regardless of whether or not it is planned. Parts availability is not known
until the job is in progress.
Recommendations
1. The guidelines and templates developed for THE UTILITY, as part of this PMO effort,
should be utilized for the recommended scheduling process. This is a four-week process
where a percentage of the work is scheduled for each of the four weeks. The percentage
should always be less than 100%.
2. Once a schedule is set it should not be modified. (If it gets on the schedule it gets done).
3. Only planned work gets scheduled.
4. Metrics should be developed to track the planning and scheduling process for the purpose
of improving these processes. These metrics should be part of the continuous improvement
process.
5. Put sponsored work into the scheduling process.
6. Conduct weekly scheduled meetings on Thursday or Friday. Initially, the Production and
Maintenance Managers should attend to set the tone for commitments being made at the
meeting. The entire four-week schedule should be reviewed. Planners/Schedulers and
B-23
Supervisors are key. PdM must participate and System Owners, Storeroom, and Operations
must attend. Make a commitment to reduce sponsored work and to achieve high schedule
compliance.
Friday Agenda
Review Week 1 metric review, etc
Review present week and performanceidentify emergency and sponsored work
Review Week 1 who is assigned and are work packages ready
Review Week 2 status work packages and clearances required
Review Week 3 identify work packages and clearances required
Review Week 4 PMs loaded, Condition Directed recommended
Review forced outage plan
Backlog Management
Findings
The backlog is large.
The quality of the backlog is not good, which makes using it difficult.
Some effort has been made to purge the backlog, which has helped.
The backlog is not addressed during the day-to-day work schedule.
A typical Backlog Management Chart showing maintenance activities versus time is shown in
Figure B-11.
Recommendations
1. The backlog should be reviewed and purged. Anything that is not outage-related should
be purged if it has been in the backlog more than six months.
2. The recommended planning and scheduling process should provide the means to manage
the backlog.
B-24
Maintenance Activities
as % of Budget
120
100
80
60
40
20
0
0
12
16
20
24
28
32
36
40
44
48
Time in Months
% Corrective - CM
% Preventive - PM
% Predictive -CD
% ProActive - PR
Figure B-11
Backlog Management
Outage Management
Findings
There are four (4) types of outages:
Planned Unit off-line
Maintenance Short notice, load dependent
Forced unit trips
Reliability Planned, but short
Outages are coordinated with dispatch (reliability assets).
The Business Plan defines major work for planned outages. Base outage packages developed
in the past are used as references now. The plant used to have an outage staff.
The outage coordinator manages the schedule and resources for the outage.
Resources for the outage planning are limited.
The scheduling of the outage work is modified regularly. There is also scope growth during
the outage.
Most of the outage work is contracted.
B-25
Recommendations
1. Additional resources should be provided to improve the outage planning process.
2. A formal outage planning process needs to be established and implemented.
Work Execution
The Work Execution and its related work activities of the Work Flow Process are included
in Figure B-12.
Work Flow Process

PM Basis
Maint.
Strategy
PDM
Planning
Scheduling
Work
Activities
Work
Control
Work
Execution
Work ID
Feedback
Figure B-12
Work Execution
Findings
Some of the workforce is inexperienced which contributes to re-work.
Job interrupts occur often (30 to 40%) of the time.
In some cases patchwork is a problem but it is not significant. The cause of much of the
problem is lack of parts. Also, patching is not tracked.
B-26
Recommendations
1. Implement the new planning and scheduling process will help reduce the impact of these
issues.
2. Training should to be provided to improve the qualifications of the new members of the
workforce.
3. Patchwork should be documented and tracked.
Work Closeout
The final critical activity of the Work Flow Process is Work Closeout which is feedback
information to the PM Basis, PdM and Work Control Process, as shown in Figure B-13.
Work Flow Process

PM Basis
Maint.
Strategy
PDM
Work ID
Planning
Scheduling
Work
Activities
Work
Control
Work
Execution
Feedback
Figure B-13
Work Closeout
To learn and obtain continuous improvement from the work performed to ensure that the
problem with the equipment was fixed, and to ensure that the effort expended on the reliability
improvement initiative is providing benefit, the following issues should be addressed.
B-27
Findings
There is no feedback to the Work Order initiator.
The as found as left conditions are usually not documented. Most of the time this
maintenance history information is not included or is not sufficient.
PdM does not get feedback on conditions found when a WO is closed.
Foremen are burdened with doing all closeout documentation in CMMS.
Housekeeping is poor. This applies to the overall plant condition as well as cleaning up
after a specific job.
Post-maintenance testing is not a priority. Very little is done to check condition or establish
baselines for PdM.
Closeout documentation is not used.
Recommendations
1. The Craft should be trained to enter the as found-as left conditions in CMMS. This will
free up the Foremen for other responsibilities. Foremen would still be required to review
and closeout Work Orders. If insufficient documentation is indicated, then the craft should
be notified to correct the situation. This will be a learning process.
2. Post-maintenance testing should be planned for most condition-directed work.
3. Housekeeping must be improved. Some failures have been attributed to contamination. If
needed, contract support should be used to improve the situation, and plant personnel should
be expected to maintain the housekeeping effort.
Section 2: Technologies
The PMO Program is made up of the people, the processes, management and the technologies
that are involved in predictive maintenance as a maintenance strategy, and the program uses
information from all of the elements associated with each of these areas. The organization,
the responsibilities of all involved, and the processes used to collect, analyze, and act upon
machinery condition information define the Program.
The how, the what, and the when for collection of condition data should be presented in the
form of an Equipment and Condition Indicator (E&CI) Matrix (THE UTILITY-PMO Guidelines
and Process Templates). The Matrix specifies how the monitoring should be performed (which
technology to use), what equipment should be monitored, and when the data should be collected.
The how, the what, and the when of condition data analysis is based on exceeding preestablished threshold levels and this information is presented in an Event Report and in an
Asset Condition Status Report. Analysis of the data and diagnosis of the cause incorporates
all available information including diagnostic data from all related technologies, operating
conditions from process data, operating log information, maintenance history, design
B-28
information, and knowledge of the experienced personnel. Condition Assessment Reports

should list, by asset, any marginal or critical determinations by each technology, and include
recommendations for action based on the integrated analysis of the data.
The what, how, and when of action is based on analysis of the data: and, this establishes
what action is to be taken to correct the anomaly, how the work should be accomplished, and
when the work needs to be done to prevent an unplanned failure.
Determining the threshold levels to declare an event based on technology standards and
deviations from baselines for the monitored equipment must be done. Therefore, it is necessary
to establish baselines for all equipment in the PdM Program, and re-baseline the equipment
following any related repairs by performing post-repair acceptance testing.
Work Management System
Findings
CMMS is difficult to use. The latest updates have improved this situation but more needs
to be done.
Critical IDs for transmitters and other instrument devices are not in place.
The craft in general do not use CMMS because it is hard to use and there is lack of training.
Parts coding is not aligned with Inventory. This causes some of the difficulty in parts
availability.
Recommendations
1. All personnel, including the craft, should be trained in the use of CMMS. The craft should
be expected to use this tool to assist in the closeout process.
2. The CMMS administrator and Stores management should review the material coding to
ensure that it is current and accurate. Once updated, it should be maintained in CMMS by the
Stores management.
Maintenance & Diagnostic Technologies
Findings
There is a low Level of Awareness (LOA) of PdM technology and its use at the plant,
although several personnel expressed a strong desire to be more pro-active in the PdM area.
There is no formal PdM program in place.
There is no PdM Coordinator.
PdM technology application is fragmented with no ownership. Very few data collection tasks
are a result of a PM Basis, nor are they driven by CMMS.
B-29
Several personnel stated it would be great to have a knowledgeable go-to person for
technology application when problems arise.
Formal reporting is not in place for all technology applications.
There is no cost benefit process in place.
Most troublesome equipment includes Fans, Mills, and Boiler Feed Pumps.
Breaker testing is performed by an outside contractor, but the testing program is not as
extensive as it once was.
There are no Technology Owners in place to apply the technology tools.
The following technologies are being applied in a limited manner:
Vibration routes are performed with little knowledge of a PM Basis. Frequency of data
collection is excessive in many cases.
Formal vibration training has been limited to vendor training which is lacking in
vibration analysis techniques. Also, this information is not integrated with other plant
data. Action is not taken in many cases.
The Lube oil technology application is extremely limited.
Oil samples are taken quarterly on the Main Turbines and Boiler Feed Pumps.
There are PMs generated by CMMS to drive this action. There are no procedures in place
to collect lube oil samples.
Infra-red technology application is new at the plant and a formal IR program needs to be
established.
Operators use a spot radiometer to perform non-contact temperature measurements.
Motor testing is performed by Electrical Maintenance.
Motor testing has consisted of insulation resistance, winding resistance, polarization

index (PI) and DC Step Voltage. Testing is usually performed during the outages.
MCSA to detect broken rotor bars on-line has not yet been applied to all critical motors.
The plant has experienced critical failures due to broken rotor bars in the past.
There is no Acoustic leak detection program in place.
Several personnel stated that valve leakage is a problem and is costing the plant BTUs.
Recommendations
1.
A formal PdM Program/Group should be established in accordance with the PMO

Guidelines and Templates.
2.
A PdM Coordinator should be assigned to oversee the PdM Program.
3.
Dedicated Technology Owners should be assigned and trained for each technology, with
defined roles and responsibilities
B-30
4.
An Equipment and Condition Indicator (E&CI) Matrix should be developed to indicate

what technologies will be applied to critical plant equipment, and the periodicity of the
data collection. The E&CI Matrix should mirror the future PM Basis documents.
All data collection activities should be PMs driven by the PM Basis and CMMS.
5.
Formal technology reports should be developed for each technology applied. The reports
will be integrated into an overall equipment health reporting tool. Consider using a tool like
EPRIs PlantView.
6.
The EPRI cost benefit model should be utilized to track cost benefits.
7.
PdM LOA training should be provided to all plant personnel.
8.
Corporate support for technology application should be investigated and leveraged as

appropriate.
9.
Technology Peer groups should be formed in the future for each technology, and
periodically meet to discuss best practices and other program issues.
10. Operators should receive Vibration Level of Awareness (LOA) training.

11. Provide proper training and develop procedures for the oil sampling and top-off processes.
12. Oil sampling locations and specific test slates should be identified for each piece of
equipment identified in the PM Basis.
13. Lube oil contamination issues should be identified and addressed. Centrifuges should
be utilized where appropriate.
14. IR should be applied using a team approach (Technology Owner/Electrician).
15. PdM information should provide more direction to Maintenance.
16. All anomalies detected should be formally documented and tracked.
17. A formal electric motor testing program should be established.
18. An Acoustic leak detection program should be established, using Acoustic and infra-red
thermography tools to identify thermal loses at the plant.
19. Pre-outage leak surveys should be performed.
20. Determine the initial PdM Program start-up costs and annual O&M costs, and incorporate
these figures into the Business Plan budget as a line item.
B-31
The key to utilizing the condition-based information in an effective manner is the ability to
quickly access the information and to trend the data over time to enable a prediction of when
work should be performed. Fortunately, the advancement of computer and network systems
in recent years can provide this capability. However, this is only true if the information that is
needed is stored in a computer system and is accessible by those who need it. Fortunately again,
nearly all technology data collection tools supplied by manufacturers can supply software to
allow downloading, storing, displaying, analyzing and trending of the data collected.
The Web-based product, EPRIs PlantView will be implemented throughout The Power Plant
to integrate condition information.
Findings
There is very little data integration being performed.
There are no integrated equipment health reports. PdM reports are limited to technology
reports.
The data and reports that are generated are not always acted on, and the recommendations are
often challenged.
The concept of data-to-information-to-action is not well understood.
All key equipment condition indicators are not always considered as maintenance
recommendations and actions are determined.
Recommendations
1. PlantView should be implemented as the plant data integration and communication tool
for all condition-directed activity (data information action) relating to critical plant
equipment.
2. PlantView training should be provided to all appropriate personnel. This training should
address the button pushing, software navigation, and the concept of moving data to
information to action.
3. All key equipment condition indicators should be considered as recommendations and
actions are determined. PlantView will provide the means in which to do this.
Section 3: Management and Business Culture

The effectiveness of the optimized maintenance program should be evaluated after the first
year of implementation, and every year thereafter, to determine that the right technologies
are being applied to the right assets at the right frequency to meet the stated objectives. These
assessments should validate the following:
B-32
Were there unexpected or premature failures that were not detected by at least one
technology? This could result in applying PdM to an asset that was not previously being
monitored, or increasing the frequency of monitoring on a previously established route,
or indicating the need for a new PdM technology, or readjusting a CM Task.
Were failures occurring that were detected but without sufficient time to take action?
This could result in adjustment of alert threshold levels.
Were there long periods of operation without any developing problems that contained
numerous condition data sets? This could result in decreasing the frequency of monitoring.
Was a technology ineffective in detecting an emerging problem? This could result in removal
of an ineffective technology from the program.
Did the costs, measured in dollars, exceed the benefits of the program? This could signal
the need to redesign the program.
Was all of the data that was collected analyzed? Was action taken on detected events?
This could result in a refocus of the program leaders and a re-aligning of sponsors.
Did the program fail to meet the established goals? This could result in a redesign of the
program.
Findings
The fire-fighting reactive mode has limited the use of continuous improvement processes.
PM Basis improvements have been tried in the past. Poor implementation resulted in the
process being unsuccessful.
With the exception of RCA there is no formal continuous improvement process.
Recommendations
1. A formal continuous improvement process should be put in place that would address the
following:
Work Order review to determine what could be done to eliminate unexpected failures
on critical equipment.
Periodic review of the PM Basis.
Capturing, actual vs. estimates, job order problem descriptions with As-found-As-left to
improve the planning process and the PM Basis review.
Formalize a Corrective Action Program (CAP) Process.
Revise the RCA process to be more streamlined.
Post plant goals and status reports for all plant personnel to review.
B-33
Accountability
In the process of managing change, there must be a clear understanding of roles and
responsibilities. To create success in managing change, there must be high accountability.
This requires leaders to take time for accountability meetings, and to provide performance
management where appropriate.
Findings
There is no accountability regarding work instructions, checklists, and materials that are
needed to do the work.
The move to a Technology Owner concept may be an issue due to the multi-skill pay scale.
System Ownership is on paper only with little accountability.
System Owners do not provide system health reports.
There is limited accountability for PdM technology application.
There is no accountability for the PM Basis.
Personnel expectations sometimes are not reviewed during the year.
Recommendations
1. Identify System and Technology Owners with a clear set of measurable expectations, which
should be reviewed periodically throughout the year.
2. System Owners need to be highly involved in the maintenance decision-making process.
3. System Owners should be held more accountable for their system health. System health
reports should be generated periodically.
4. Management must show their support of the PMO process and hold people accountable
to their individual roles and responsibilities.
5. Identify ownership for planning and scheduling, work close out, PM Basis, PMO, PdM,
Stores, CMMS, Continuous Improvement Processes, etc., with a clear set of measurable
expectations that should be reviewed periodically through the year.
Organization
The Assessment Team recommends that some key guidelines should be followed in structuring
this Organization. These guidelines are as follows:
Roles and responsibilities must be clearly defined and understood by the individuals in the
group, group clients and sponsoring management.
All goals and objectives for the group must be able to be accomplished by the functions
defined in the roles and responsibilities for the individuals.
B-34
The following departments are the major functional groups in the organization, with Production
Managers heading each group reporting directly to the Plant Manager:
Operations
Maintenance
Planning and Scheduling
Engineering
Methods and Standards
Training
Findings
Over the next 5 years about 40% of the workforce will reach retirement age.
Resources are adequate for the day-to-day workload.
Many have expressed concern that the plant does not have the resources needed to push
the plant over the hump in the PMO program.
Union and Management relationships are good.
In general, roles and responsibilities are not well defined.
There is concern that as new initiatives are rolled out, new responsibilities are assigned
and the accumulative effect has been overwhelming.
Recommendations
Execute organizational alignment consistent with the PMO recommendations. These are
contained in the Conduct of Maintenance and the PMO Guidelines and Templates.
Consider adding temporary craft support during the PMO implementation effort. The
implementation plan will determine the recommended number, but from 2 to 4 might be
needed for a 1 to 2 year period.
Re-align resources so that the right people are in the right places.
Clearly define roles and responsibilities for all employees. Utilize the PMO Guidelines
and Templates and evaluate the responsibilities and the required workload to meet the
expectations. Review these expectations with the individual personnel.
Review the need for additional resources to meet the expectations of the roles and
responsibilities.
Leadership
Leadership is classically described by many as Management providing Direction and
Discipline.
B-35
Findings
Foremen/Supervisors are in a key position for PMO implementation. Their buy-in is critical.
Stability at the management level will have to be maintained to ensure confidence. Too many
changes in the past have eroded confidence.
Personnel believe that the PMO program will be another flavor of the month.
Recommendations
1. Management must openly demonstrate its support for the PMO Process.
2. Additional initiatives should be minimized during the PMO implementation.
3. Management must remain stable for the foreseeable future.
Metrics
Metrics must be directly linked to corporate goals to ensure that the resources are being focused
in a cost-effective manner consistent with the companys vision, mission, and value statements.
There are two kinds of metrics. First are the classical lagging metrics that measure the output of
the process. Second are leading metrics that measure the effectiveness of different parts of the
process. Leading metrics and/or key indicators must directly associate with the lagging metrics
to ensure that the right parameters are being monitored to meet the objectives.
When designing metrics, there should be a balancing metric to ensure that the improvement
has not been accomplished at the expense of another measured characteristic. Consider the case
where equipment failures are tracked and performance is measured by a decrease in the absolute
number of failures. It may be necessary to look further than the one indicator to understand
whether the information reflects improvement to the overall maintenance program, or was
excessive maintenance being performed to protect the indicator.
By understanding these basics, metrics can be developed that will provide absolute measures
of improvement to the maintenance process. Further, Global metrics should be accepted by the
work organization as a tool to measure progress toward meeting the Stations goals.
Findings
Current metrics are in place for: EFOR; Heat Rate; Environment, Non-Fuel O&M; and
Production Expenses.
There are no metrics in place to measure the performance of the PMO activities.
The Business Plan metrics are well communicated.
Recommendations
1. Create leading metrics and reports on measuring the performance of each important step
of the work process.
B-36
2. Post all PMO Metrics to demonstrate the value of the process.

3. The Management Team should have a monthly staff meeting dedicated to metric review.
Inter-Communication (between depts., between mgmt and workforce)
If communication works well between departments and between management and the workforce,
the organization is flexible to change and to respond to other motivations in the marketplace.
Findings
There is good communication /relationship with the union.
Communications up and down the organization, and between departments as a whole, are
fair.
Communications between Operations and Engineering could be improved in some cases.

Email is often used to communicate but can never replace the value of face-to-face contact.
Operations usually go to Maintenance first with problems.
Foremen are sometimes left out.
Often there are good reasons why things do not get done; however, that information is not
passed back down to the appropriate personnel leaving them with a no-one cares attitude.
Work hand-offs are sometimes a problem.
Recommendations
1. Ensure that information is passed back down to personnel as to why some decisions are made
and some things do not get done.
2. Evaluate the work hand-off process and document problems. Solicit improvement ideas from
those involved.
3. Management should ensure that the PMO effort is well communicated. This can be
accomplished by conducting LOA training.
4. Advertise successes to encourage buy-in.
Setting Goals
Goals should be conveyed to the worker regarding how Corporate management expects the
Company to perform during a specific time period. Goals should be designed so that workers
have some direct influence on the success of the Company. To be effective, goals should meet
the following SMART criteria:
Specific
Measurable
B-37
Achievable
Reasonable
Timely
The plant has well-documented short-term and long-term goals. Goals set for the end of 2003
include: reducing the EFOR to 4.5% and increasing EAF to 86%. Plant personnel must recognize
what part they play in meeting these goals; and, they should also have a better understanding of
how properly applied technologies, and implementing the PMO initiative, can help to achieve
these goals.
Findings
Plant goals are not well known at all plant levels mostly management.
There are no goals associated with the work process.
There are no goals associated with the PdM efforts currently underway.
Recommendations
1. Goals should be established for each metric measured. World Class benchmark levels
should also be indicated on the metrics.
2. When goals are achieved celebrate.
3. Educate personnel on the part they play in meeting the plant goals.
Benchmarking
Figure B-14 presents the plant benchmarked Spider Chart utilizing the Power Industry as the
source database. In general, the plant recognizes that there are many areas that can be improved
upon as compared to the industry benchmarks. The Assessment and Workshops performed at the
plant led to the creation of this benchmarked spider chart.
Recognizing the need for improvement is the first step toward change. The PMO initiative will
provide the personnel at the plant with the means in which to accomplish this change. The low
areas should improve significantly with the implementation of PMO. Plant personnel have a
sincere desire to improve and, coupled with existing management strengths that are necessary
to succeed-Leadership, Accountability, and Communication, success is achievable.
B-38
Qualification
Communication Intra
PM Basis
10.00
8.00
Utilization
Work Identification
Work Control
6.00
Work Execution
4.00
Training
Work Close Out

2.00
0.00
Benchmarking
Setting Goals
M&D Technologies
Communication Inter
Metrics
Leadership
Accountability
Organization
Figure B-14
Industry Benchmark against Individual Best in Element Chart
Section 4: People and Work Culture

Training
Findings
Aging workforce is a concern. A lot of experience will be retiring over the next few years.
The average age is 50 years.
PdM technology owners need technology training and certification.
System Owners will require equipment, system, and process training.
Supervisory skills may be required for first line supervision and Foremen.
B-39
Recommendations
1. Implement a knowledge Capture process using EPRIs PlantView-ATM.
2. CMMS training should be provided to the crafts to alleviate the Foremens workload
in closing out Work Orders.
3. New apprentices should be hired to work with experienced workers to get On Job Training
(OJT) before the experienced workers leave.
4. Perform plant-wide LOA training.
5. Perform System Owner, PdM, and Planning and Scheduling coaching.
6. Provide proper training and certification for Technology Owners.
7. Provide first-line supervision the opportunity to receive supervisory skill training to
improve people skills.
8. Develop a training matrix to identify the training needs of all personnel associated with
implementation of the PMO process.
Utilization
Findings
Manpower is a major concern for the implementation of PMO. Concern is more so to

get over the hump.
Utilization is low because work is not planned, work packages are incomplete, and personnel
are pulled from jobs daily to put out fires. Utilization could be improved by as much as 20%.
Recommendations
1. Implement the PMO Planning and Scheduling process to significantly improve utilization.
Human Performance
In some organizations where reorganization and downsizing has occurred, personnel freezing
can be found. This freezing is represented by the behavior of limited coworker communication.
What communication there is, is directed towards complaining about the Company and not about
job improvement and work cooperation.
Findings
There is concern that Foremen/first line supervision will be reluctant to change as they are set
in their ways.
There is concern that many personnel who have been at the plant for a long time have settled
into a comfort zone.
B-40
Recommendations
1. Accountability must be enforced to ensure the effectiveness of PMO.
2. Use the metrics and measures of the PMO process to identify accountability issues.
Qualifications
Findings
Due to experienced workers leaving, qualifications across the workgroups are questionable.
Recommendations
1. Identify qualification issues across the workgroups and determine risk factors.
B-41
C
PLANT MAINTENANCE OPTIMIZATION
IMPLEMENTATION SCHEDULE
The following figures demonstrate the basis of an MO Implementation Plan, including the
overall plan and the key maintenance processes. It can be noted that specific functions are
identified, duration times are included, and calendar time-lines are identified.
2001
2002
2003
Duration
Qtr 3 Qtr 4 Qtr 1 Qtr 2 Qtr 3 Qtr 4 Qtr 1 Qtr 2 Qtr 3 Qtr 4 Qtr 1 Qtr 2 Qtr 3 Qtr 4
0%
569 days
0%
345 days
ID
1
Task Name
Plant Sponsorship, Buy-in, & Training
25
PM Basis
53
CBM Process
345 days
0%
90
Work Process
327 days
0%
177 Corporate Support Activities
0%
1 day
Figure C-1
Plant Sponsorship, Buy-In and Training
ID
1
Task Name
2001
2002
2003
Duration
Qtr 3 Qtr 4 Qtr 1 Qtr 2 Qtr 3 Qtr 4 Qtr 1 Qtr 2 Qtr 3 Qtr 4 Qtr 1
0%
569 days
0%
163.5 days
All-Plant Meeting
Management Ongoing Support
562 days
Monthly Metric Review
253 days
Annual System & Program Reviews
537 days
Expectations of Superintendents & Supervisors are Comm
0%
0%
0%
0%
21 days
0%
Level of Awareness on PMO & C.o.M.
48 days
Prepare presentation 10, 2 hr
23 days
0%
0%
Assemble attendance
23 days
10
Booklet Prepared (incl Glossary)
34 days
11
Conduct 10 sessions, w/possible make-up session
10 days
12
Posters
0%
0%
0%
60 days
13
PMO Process
60 days
0%
14
PMO Terms and Foundation
60 days
0%
15
PM Basis
60 days
0%
16
PdM Process
60 days
0%
17
P&S Process
60 days
0%
18
Close Out Reminders
60 days
0%
19
Organization Chart
60 days
0%
20
List of System Owners
60 days
0%
21
List of Technology Owners
60 days
0%
22
PdM Module Functionality
60 days
0%
23
Update PMO Guidelines and Template
24
Resource evaluation for PMO
0%
60 days
13.33 days
0%
25
PM Basis
345 days
0%
53
PdM Process
345 days
0%
90
Work Process
327 days
177
Corporate Support Activities
1 day
0%
0%
Figure C-2
Plant Sponsorship, Buy-In and Training
C-1
Plant Maintenance Optimization Implementation Schedule
ID
1
Task Name
25
PM Basis
2001
2002
2003
Duration
0%
569 days
0%
345 days
26
Define & obtain approval for PM Basis approach and resources.
27
Share and coordinate between plants
292 days
6 days
28
PM Basis Development
322 days
5 days
0%
0%
0%
0%
29
Selection Requirements for PM Basis Team
30
Dedicate three people of five to rotate (mech,elec,repr,I&C,O
302 days
31
Plant System Components loaded into EPRI PMBasis Softw
6 days
0%
32
Load application software, EPRI software & templates
6 days
0%
33
Training and coaching of PM Basis Team
34
Develop PM Basis Schedule
35
Obtain information sources (Histories, PM list, Industry info)
302 days
0%
36
Perform PM Basis Analysis
302 days
0%
37
Review and Approve by System Reliability Team & impacte
282 days
0%
38
Identify Manpower Requirements to do PM's and which one
282 days
0%
39
Generate System Owner PM Basis Matrix
282 days
0%
40
Implement PM Basis - Load into CMMS, Create SWE's, Upd
257 days
0%
41
Document and advertise PM Basis Success stories
257 days
0%
0%
21 days
0%
5 days
0%
42
Determine System Owners on Critical Systems (not necessarily
30 days
0%
43
Identify Equipment Owners; Plant and Corp Expertise
30 days
0%
44
Form System Teams (not formal)
10 days
45
Prepare PM Basis Guiding Document - clearly documenting R&R
20 days
46
System Owner Training
49
Establish Roles & Responsibilities
0%
0%
0%
282 days
25 days
0%
152 days
0%
53
PdM Process
345 days
0%
90
Work Process
327 days
177
50
PM Basis Living Program
Figure C-3
Maintenance Basis Plan and Schedule
C-2
1 day
0%
0%
ID
1
Task Name
25
PM Basis
53
PdM Process
54
Establish and review Roles and Responsibilities
55
PdM Coordinator
59
Establish PdM Process
60
61
2001
2002
2003
Duration
0%
569 days
0%
345 days
0%
345 days
0%
12 days
0%
46 days
0%
257 days
Technology Assessments - vibe,oil,IR, OpRnds,Motor,Acou
257 days
Equipment Assessments
257 days
62
Issue Guiding Document on PdM process ***
24 days
63
Establish PdM team and Group?
64
Identify Technology Owners
68
Develop Technology Training matrices
20 days
71
Institute Technical Applications Documents (TADs)***
151 days
72
Train applicable plant personnel on PdM Module use
60 days
73
Develop Cost Benefits Analysis and link to PdM Module
75
Periodic reliability meeting
77
PdM technology updates in PdM Module
78
Develop E&CI Matrices
21 days
0%
0%
0%
0%
0%
327 days
6 days
0%
0%
0%
0%
0%
247 days
66 days
0%
0%
266 days
79
System Owners id components
126 days
0%
80
Develop technology data collection routes
126 days
0%
81
Link operator rounds electronically to CBM Module.***
82
EPRI Review and Validate E&CI
0%
91 days
0%
121 days
0%
83
Determine On-Site Technology Demo training (eg:SPdM, IR Mec
66 days
84
Institute PdM Module technology column ownership including pa
152 days
85
PdM such as Switchyard
86 days
87
Annual State of the System presentation to plant leadership
88
PdM Program status presentation to mgmt (semi-annual)
136 days
0%
89
Participate in AmerenUE PdM Coordinator peer group.***
316 days
0%
90
Work Process
26 days
327 days
0%
0%
0%
0%
Figure C-4
PdM Plan and Schedule
C-3

2001
2002
2003
Duration
0%
569 days
0%
345 days
ID
1
Task Name
25
PM Basis
53
PdM Process
345 days
90
Work Process
327 days
0%
0%
0%
91
Job initiation training
95
Prioritization
1 day
97
Weekly system status report
1 day
100
WPAs
107
Planning
327 days
0%
112
Develop SWPs
302 days
0%
118
Update Drawings
327 days
0%
126
Determine Metrics to Use - Cond. Of Maint.
327 days
131
Scheduling
120 days
136
Review and adjust as needed the Roles & Responsibilities
5 days
0%
137
Review Resources
5 days
0%
138
Establish WO coding (See Conduct of Maintenance)
60 days
141
Issue Guiding Document and P&S - 4 week rolling, WWM, clear
15 days
142
Backlog
257 days
145
Minimize Standing WO's
257 days
146
Create Parts Availability (include regular stock) Metric and Goal
82 days
147
Weekly P&S Meeting
21 days
0%
154
Daily Scheduling
21 days
0%
156
Perform Planning & Scheduling Quality Audits (initialy quarterly)
132 days
157
Job Request Close Out
304 days
168
Improvement
172
PMT
176
Annual PMO Self Assessment using EPRI Criteria
177
36 days
0%
0%
0%
28 days
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
36 days
0%
302 days
0%
11 days
1 day
0%
Figure C-5
Work Process Plan and Schedule
2001
2002
2003
Duration
0%
569 days
0%
345 days
ID
1
Task Name
25
PM Basis
53
PdM Process
345 days
90
Work Process
327 days
177
178
PMO Peer Team
1 day
1 day
0%
0%
0%
0%
179
Common Guiding Documents
1 day
0%
180
CAP Review
1 day
0%
181
PMO Review (Metrics, Process, SWEs, PMT, PM Basis Livi
1 day
0%
182
Establish Corporate PdM Users Group
1 day
0%
183
CMMS
1 day
0%
184
Job Request Coding Capability
1 day
0%
185
Prioritization
1 day
0%
186
Integrate P&S WWM Form into CMMS
1 day
0%
187
Issue Work Package Library Process
1 day
0%
188
189
190
191
192
193
194
PdM Module
Implement PdM Module Skeleton
Provide PdM Module Admin Training
PdM Peer Team
0%
1 day
0%
1 day
0%
1 day
0%
Corporate PdM Certification Program
1 day
0%
Quarterly Corporate Review
1 day
0%
1 day
0%
EPRI Coaching
Figure C-6
Corporate Support Plan and Schedule
C-4
1 day
Program:
Plant Maintenance Optimization
About EPRI
EPRI creates science and technology solutions for
the global energy and energy services industry. U.S.
electric utilities established the Electric Power
Research Institute in 1973 as a nonprofit research
consortium for the benefit of utility members, their
customers, and society. Now known simply as EPRI,
the company provides a wide range of innovative
products and services to more than 1000 energyrelated organizations in 40 countries. EPRIs
multidisciplinary team of scientists and engineers
draws on a worldwide network of technical and
business expertise to help solve todays toughest
energy and environmental problems.
EPRI. Electrify the World
2003 Electric Power Research Institute (EPRI), Inc. All rights

reserved. Electric Power Research Institute and EPRI are registered
service marks of the Electric Power Research Institute, Inc.
EPRI. ELECTRIFY THE WORLD is a service mark of the Electric
Power Research Institute, Inc.
Printed on recycled paper in the United States of America
1004377
EPRI 3412 Hillview Avenue, Palo Alto, California 94304 PO Box 10412, Palo Alto, California 94303 USA
800.313.3774 650.855.2121 askepri@epri.com www.epri.com

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Consolidated Plant Maintenance

Consolidated Plant Maintenance

Final Report, December 2003

EPRI Project Manager

DISCLAIMER OF WARRANTIES AND LIMITATION OF LIABILITIES

This Guideline describes a consolidated approach to plant maintenance optimization in fossil

1 INTRODUCTION ................................................................................................................. 1-1

Maintenance Programs......................................................................................... 4-4

5 PLANT MAINTENANCE OPTIMIZATION IMPLEMENTATION........................................... 5-1

Plant Maintenance Optimization Project (PMO) ............................................................. B-1

Scheduling .............................................................................................................. B-23

Figure B-10 Work Control ..................................................................................................... B-21

Section 2 provides some key plant maintenance optimization definitions.

Section 5 describes plant maintenance optimization implementation process. It provides a

Appendix A is a PMO workshop example. A workshop is a 2-day on-site self-assessment

Appendix B is a PMO assessment example. An assessment is a detailed review of all

Predictive Maintenance (PdM)

Work Process Improvement

Maintenance Basis Development

Four categories of PMO process are:

Four phases of PMO implementation are:

Expected Benefits from PMO

Improved awareness and support for safety and environmental goals.

Trending of the maintenance effectiveness over time.

Recommendations for improving maintenance effectiveness.

Insights to management on ways to enhance the maintenance process.

Reactive Maintenance Mode

Planned Maintenance Strategy

Old Equipment and Staff

Meeting Company Goals

New Market Conditions

Continuous Improvement Results

Utility Experience -- Return on Investment

Year from start of PMO Implementation

Net Cost Savings

Return on Investment -Industry PMO Experience

Benefit to Cost Ratio

Key Basic Maintenance Process Definitions

Plant Maintenance Optimization Definitions

Preventive Maintenance (PM)

Plant Maintenance Optimization Definitions

Plant Maintenance Optimization History

Plant Maintenance Optimization History

Predictive Maintenance Guidelines-Volume 1

Predictive Maintenance Guidelines-Volume 2

Predictive Maintenance Guidelines-Volume 3, PDM Implementation

Predictive Maintenance Guidelines-Volume 4: PDM Best Practices

Predictive Maintenance Program: Development and Implementation

Predictive Maintenance Assessment Guidelines

Predictive Maintenance Program Implementation Experience

Infrared Thermography (IRT) Anomalies Manual (revision 2001)

Guideline for Developing and Managing Infrared Thermography Program

Lube Oil PdM, Handling, and Quality Assurance Guideline

Maintenance Excellence Matrix: Assessment Guideline for Fossil Power Plants

Computerized Maintenance Management System Best Practices

Best Practice Guideline for Maintenance Planning and Scheduling

Plant Maintenance Optimization Assessment Guideline

Guideline on Proactive Maintenance

Guidelines on the Effects of Cycling Operation on Maintenance Activities

Risk Based Maintenance Guideline

Maintenance Excellence Matrix

Outage Management Benchmarking Guideline

Risk Based Maintenance Application Case Study

Plant Maintenance Optimization History