Work Management Improvement at Burlington Generating Station

Work Management Improvement at
Burlington Generating Station
Technical Report
Work Management Improvement at

1004591
Final Report, November 2001
EPRI Project Managers

M. Perakis
M. DeCoster
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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Work Management Improvement at Burlington Generating Station, EPRI, Palo Alto, CA: 2001.
1004591.
iii
REPORT SUMMARY
The Work Coordination Process (WCP), developed in an EPRI tailored collaboration effort to
upgrade the maintenance program at Burlington Generating Station, is an organized
methodology to prepare for and perform preventative and corrective maintenance during both
outages and running periods. The coordinating process supports both the need of operational
personnel for maximum equipment availability and the need of maintenance personnel for access
to plant equipment to ensure maximum reliability
Background
The WCP was developed as Phase 3 of the overall effort to upgrade the maintenance program at
the Burlington Generating Station of Public Service Electric and Gas (PSEG). Phase 1 of the
upgrade was a Streamlined Reliability Centered Maintenance (SRCM) effort to identify the
critical components that should be accessed routinely for preventive maintenance. Phase 2 of the
maintenance program upgrade consisted of task planning associated with the SRCM
requirements. This task planning was done in Systems Applications Programs (SAP), the
corporate computerized maintenance management system at PSEG. Phase 2 was approximately
50% complete as of February 2000. Phase 3, the development and implementation of the new
WCP, is detailed in this report.
Objectives
To develop a work coordination process at Burlington Generating Station as part of a
methodology for organized preparation and performance of preventive and corrective
maintenance for outage and running periods.
Approach
The project team developed the WCP with input from the station groups that would use the
process, including maintenance, operations, stores, planning/scheduling and management. To
ensure an effective result and efficient development process, the team developed goals early on
and revised the work coordination process document six times before final publication. There
were three major tasks: establish specific project goals, develop the work coordination process,
and implement/refine the process. Specific project goals included developing a process that was
easy to implement, would meet the needs of Operations and Maintenance, would use the SRCM
results, would address emergent work, and could be monitored with performance indicators. In
an effort to train representatives on the techniques and to allow them to achieve success and to
build upon that success, the team implemented process changes and a culture change as part of
the project.
Results
All three tasksspecific project goals, work coordination process development, and
implementationwere completed. The level of support and acceptance of the new work
coordination process has been very high. Station representatives have embraced the process and
use it daily to prepare for and complete maintenance. Performance indicators display the success
of the preparation and implementation phases associated with the completion of maintenance.
EPRI Perspective
This Guideline is part of EPRIs development efforts under Target 69, Plant Maintenance
Optimization (PMO). The PMO mission is to lead the industry by developing and demonstrating
products and services that will improve use of power plant maintenance resources and increase
profitability for generation businesses. This project was performed at a combined cycle
(combustion turbine/steam) power plant used for electricity generation. Quantitative
improvements include several leading metrics which lead to bottom-line savings in commercial
availability, maintenance cost, plant efficiency, and inventory cost.
Other process and people improvement projects are described in Maintenance Work
Management Improvement: Improving Culture and Work Process, 1998 (TR-109734) and
Maintenance Optimization Project at Merom, 1999 (TR-111897, V1 & V2). Other EPRI reports
related to this type of project are Maintenance Work Management Best Practices Guidelines:
Maintenance Assessment and Improvement, 1998 (TR-109968); Maintenance Work Management
Practices Assessment, 1997 (TR-106430); Plant Maintenance Optimization, 1997 (TB-108949R1); Value-Based Maintenance Grid for Assessing Work Management, 1999 (TR-108937), and,
Best Practice Guideline for Maintenance Planning and Scheduling, 2000 (1000320).
Keywords
Maintenance Implementation
Maintenance Optimization
Work Management
Planning
Scheduling
vi
ABSTRACT
Electric utility deregulation brings a greater need for power plant reliability and cost efficiency.
The fossil generation plants of PSEG Power are addressing this challenge with programs to
generate electric power whenever required and at the lowest possible cost. One such effort is the
Work Coordination Process for Maintenance at Burlington Generating Station.
Burlington Generating Station was the pilot power plant selected to implement this program.
The reliability and cost-efficiency program has three phases. Phase 1 was to review all the plant
systems and determine the importance the equipment. Phase 2 was to use this information to
develop a preventive maintenance program. Phase 3 was to implement a work coordination
process, the subject of this report.
An unexpected outage at one of the PSEG base-load power plants can result in an immediate
need for replacement power. Base-load stations run at all times to supply the routine electricity
requirements. For replacement power, the lowest cost producer will be called upon to
supplement the base load plants. Depending on the cost of production, the replacement power
may come from PSEG stations or be purchased from other companies. The fossil generation
goal is to minimize the cost and maximize the reliability of PSEG fossil power production so that
PSEG stations are called upon to provide the replacement power.
Similar to an immediate need for electricity from an unexpected outage, fossil power plants may
need to generate power due to extreme whether conditions. Generation requirements due to
weather conditions can usually be planned in advance. With todays weather forecasting
capabilities, the PSEG trading organization can plan for extra power requirements and schedule
fossil generation to meet these requirements.
For both cases, immediate replacement power or extra demand due to weather conditions, PSEG
Fossil needs to be ready. A program has been implemented within the fossil generation
department to maximize power plant reliability and cost efficiency. The program is to ensure
that PSEG Power fossil plants are the most cost efficient and reliable plants in the system.
The work coordination process supports higher level goals for station reliability and cost
efficiency. This process is another tool used to reduce maintenance costs and increase
equipment reliability.
vii
CONTENTS
1 INTRODUCTION ....................................................................................................................1-1
2 SCOPE OF WORK .................................................................................................................2-1
Task 1 Specific Project Goals ............................................................................................2-1
Task 2 Develop the Process ..............................................................................................2-1
Task 3 Process Implementation .........................................................................................2-2
3 DEVELOPMENT AND IMPLEMENTATION ACTIVITIES......................................................3-1
Manpower Utilization .............................................................................................................3-2
4 RESULTS ...............................................................................................................................4-1
Task 1 Specific Project Goals ............................................................................................4-1
Task 2 Work Coordination Process....................................................................................4-2
Task 3 WCP Implementation..............................................................................................4-3
Preparation Performance Indicator...................................................................................4-3
Maintenance Implementation Performance Indicator .......................................................4-4
Operations Implementation Performance Indicator ..........................................................4-4
Overall Implementation Performance Indicator ................................................................4-5
Workweek 1 Results.........................................................................................................4-6
Using SAP to Organize and Track ........................................................................................4-7
SAP Task Planning...........................................................................................................4-8
SAP Scheduling................................................................................................................4-9
SAP Parts Ordering / Pre-staging.....................................................................................4-9
SAP Job Tracking...........................................................................................................4-11
Lessons Learned.................................................................................................................4-11
A BURLINGTON GENERATING STATION WORK COORDINATION PROCESS................. A-1
ix
LIST OF FIGURES
Figure 3-1 BGS PM Tasks per Week.........................................................................................3-2
Figure 4-1 Preparation Performance Indicator...........................................................................4-3
Figure 4-2 Maintenance Implementation Performance Indicator ...............................................4-4
Figure 4-3 Operations Implementation Performance Indicator ..................................................4-5
Figure 4-4 Overall Implementation Performance Indicator ........................................................4-6
xi
1
INTRODUCTION
With concurrence from Public Service Electric & Gas (PSEG), EPRI developed the Work
Coordination Process for Burlington Generating Station. The process is an organized
methodology to prepare for and perform maintenance activities. The process was developed to
reduce maintenance costs and increase plant reliability.
The process was specifically developed for Burlington Generating Station (BGS), a combined
cycle (combustion turbine/steam) power plant used for electricity generation at PSEG. The
Work Coordination Process (WCP) is used to coordinate both preventive maintenance (PM)
tasks and corrective maintenance (CM) tasks and is used for outages and running periods. The
PM tasks are being developed based upon the results from the Streamlined Reliability Centered
Maintenance (SRCM) effort. The SRCM effort at BGS was recently completed as part of an
EPRI tailored collaboration work scope.
The WCP consists of a preparation phase and an implementation phase.
During the preparation phase, representatives from specific work groups review the scope of
upcoming work. This early review allows sufficient time for the Planning group to prepare work
instructions, for Stores to order parts and for Operations and Maintenance to prepare for
implementation. The preparation phase starts six weeks before work is to be performed. This
preparation phase is critical in eliminating barriers that may prevent work from being done.
There are two review meetings during the preparation phase. The first meeting provides a
preliminary review of the work five weeks before implementation. This meeting is used to
identify required parts, planning changes, manpower requirements, training issues, etc. The
second meeting provides a final check to ensure that all preparations are complete. This final
review meeting occurs one week before implementation. If preparations have not been
completed before this meeting, actions are taken to resolve any preparation requirements. If the
preparation activities can not be completed, then as a last resort, jobs may be rescheduled.
During the implementation phase, work groups complete the agreed upon tasks. Since the work
groups participate in the preparation phase, they have assisted in removing barriers that could
prevent jobs from being performed. The Operations and Maintenance work groups implement
their activities in a self-directed manner. If problems arise during the implementation, then
assistance from support personnel may be called upon. These support personnel may include
Planning/Scheduling, Management, Stores, etc. Work groups take the necessary actions to
resolve unexpected barriers and complete the work as scheduled.
The WCP was developed as Phase 3 of the overall effort to upgrade the maintenance program at
BGS. Phase 1 of the upgrade was the Streamlined Reliability Centered Maintenance (SRCM) effort.
1-1
Introduction
SRCM identified the critical components that should be accessed routinely for preventive
maintenance. Phase 2 of the maintenance program upgrade was to perform the task planning
associated with the SRCM requirements. Phase 2 is being performed at the station and as of
February 2000 is approximately 50% complete. Phase 3 for development and implementation of
the WCP is detailed in this report.
Phase 1 of the reliability and cost-efficiency program is the Streamlined Reliability Centered
Maintenance (SRCM) effort. This effort identified the importance of the power plant equipment.
Components that could prevent startup, negatively impact safety or the environment, cause a
shutdown, etc. were classified as critical. These critical components were then examined closely
to determine the type and frequency of preventive maintenance that should be performed to
maximize plant reliability. Phase 1 was completed in the summer of 1999.
Phase 2 of the program is the PM task development. This effort was to develop individual PM
tasks based upon the results of the Phase 1. These PM tasks describe what work that must be
performed to ensure equipment reliability. The frequency of the PM tasks is based upon the
criticality and failure frequency of the equipment. Phase 2 was started in 1999 and will continue
in 2000. The task planning is expected to reach 2000 plans. This scope of work was originally
performed and is maintained in SAP. SAP is the enterprise wide computer system for resource
planning and tracking.
Phase 3 of the program is the work coordination process. This effort developed an organized
method to prepare for and implement work. The work includes both preventive maintenance
(pre-planned) and corrective maintenance (unexpected). The process is used to work on
equipment during the running season and will also be used for work during plant outages. The
work coordination program is designed to balance the needs for generation and maintenance.
The duration for Phase 3 at BGS was approximately five months.
1-2
2
SCOPE OF WORK
The scope of this project consisted of three major tasks.
Establish Specific Project Goals
Develop the Work Coordination Process
Implement and Refine the Work Coordination Process
Task 1 Specific Project Goals

The first part of this project was to establish specific project goals. The goals were established to
ensure that actions taken for development and implementation are effective and efficient. The
plant management personnel were available to support this effort. The following specific project
goals were established as part of Task 1.
Goal Number 1 was to develop a process that was easy to implement. The station work force is
small, consisting of one scheduler and one task planner. An easy process was necessary to
ensure longevity.
Goal Number 2 was to develop a process to meet two needs simultaneously. The process must
support Operations need for maximum equipment availability and support the
Maintenance/Planning group need for access to plant equipment to ensure maximum reliability.
Goal Number 3 was to use the results from the SRCM work that was performed earlier.
Goal Number 4 was to develop a process with mechanisms for prioritizing emergent work and
other corrective maintenance items.
Goal Number 5 was to establish performance indicators to measure the effectiveness of the
process and indicate where changes to the process may be necessary.
Task 2 Develop the Process

Task 2 was to develop the WCP in accordance with the goals established in Task 1. The specific
steps, responsibilities, timing and expectations were to be documented in the BGS-WCP
handbook.
2-1
Scope of Work
The steps in the work coordination process were customized to the needs of the station. The
work coordination process integrates required activities such as:
Early identification of work scope to allow adequate preparation time,
Detailed task planning of manpower, duration, parts, responsibility, etc., to support effective
implementation in the field,
Scheduling to coordinate the performance of simultaneous tasks,
Preparation including clearance writing, parts acquisition, training, etc.
Pre-staging to gather consumables, parts, procedures, equipment, etc.
Implementation so that the equipment is effectively maintained,
Reviewing and prioritizing emergent work to ensure that Priority 1 jobs are worked
appropriately and that low priority jobs do not impact high priority jobs,
A critique process for adjusting the process to achieve maximum effectiveness and
efficiency.
A work coordination handbook was developed to explain the sequence of activities and who has
responsibilities to perform those activities. The handbook was made available to all station
personnel, selected offsite personnel from Stores, managers from other PSEG fossil stations, and
off-site outage support managers. This wide distribution was done so all participants understand
what actions are required by the work coordination process. Actions must be performed with an
awareness of the overall process. The work coordination handbook is included as Appendix A
Task 3 Process Implementation

Task 3 was to implement the WCP in accordance with the development work completed in the
previous task. Refinements in the process were made as implementation progressed. Additional
changes can be made as part of the continuous improvement process.
A major part of this project (~ 50%) was Task 3. This task was to implement the new work
coordination process and to make changes where necessary. This task involves a culture change
and process change.
The process change is to instruct company employees on the steps and timing required by the
new WCP. Training was given to Planning, Plant Engineers and Scheduling personnel. These
personnel then instructed other station representatives. The instruction taught personnel the
details associated with the process. Company personnel learned how to coordinate efforts to
perform maintenance in a proactive manner and respond appropriately to emergent work.
Training was also provided on how to use the computer system, SAP, for implementing the
process.
The culture change was to get people to believe that the process was valuable and that they could
implement it. This required a balance between the needs of Operations for equipment
availability and Maintenance/Planning for access to equipment for reliability. The culture
2-2
Scope of Work
change required first and foremost communication and management support. This
communication and support comes equally from Maintenance/Planning and Operations. The
process could not have succeeded with separate agendas. Both organizations pulled together to
implement the process in support of the overall plant goal of equipment availability when
required for generation. With one agenda this effort will evolve into normal activities and the
WCP will become a routine.
.
2-3
3
DEVELOPMENT AND IMPLEMENTATION ACTIVITIES
In October and November of 1999, four draft revisions of the process were distributed for review
and comment. This was done to receive input from various workgroups as well as management.
Preparation for the first workweek was started in the third week of November 1999. The start of
the process was the identification of tasks for workweek 1. The first implementation week was
scheduled for the first week in January 2000.
The process was started before the WCP document was formerly issued. It was a high priority to
start the process based on the six-week lead-time required to prepare for each workweek. It was
important to start the implementation phase in January 2000 due to the amount of work
scheduled for the entire year.
The WCP document went through two more revisions in November and December during the
early preparation phase. During this time, there were two minor changes, one relative to parts
staging and another relative to documentation methods. The work groups responsible for the
activity, Stores and Operations respectively, suggested both changes. This very positive sign
indicated that the process has longevity because station representatives are willing to improve the
process.
Revision 1 of the WCP was formally distributed on Jan 1, 2000. It was distributed to all site
personnel (~60 employees) including representatives from Stores. It was also distributed to offsite outage support organization representatives (~6 managers) and will be sent to managers of
other PSEG fossil stations.
The process was developed to implement preventive and corrective maintenance.
Burlington Generating Station now has a clearly established process for the performance of
preventive maintenance (PM). For PM tasks, the work groups understand how to identify the
tasks, schedule them, perform the work, and status them as complete. The process uses the
corporate computer system, SAP, for these tasks. The BGS WCP does not require any paper to
be produced. No schedules are printed or distributed. Work groups use the computer system to
plan, schedule and implement the work.
The WCP has a defined process for identifying and prioritizing corrective maintenance. A scope
control committee with representatives from Operations, Maintenance and Planning/Scheduling
has been established. The committee meets daily to review and prioritize new work orders
generated since the last meeting. The CM effort is to focus on backlog work and new work to
schedule those jobs into daily work windows or outage windows.
3-1
Development and Implementation Activities
Manpower Utilization
Figure 3-1 displays the number of PM tasks scheduled for each workweek. This graph indicates
that most PM tasks occur during the first 22 weeks of the year. As indicated on the long-term
schedule in Appendix A, the heavy running season starts around week 23 of the year. The
baseline PM tasks are organized so that most yearly maintenance is done before the high
equipment stress period, and when manpower is not consumed with plant operation. BGS is a
load following station.
BGS - PM Tasks Per Week
50
40
30
20
10
Number of PM Tasks
60
52
49
46
43
40
37
34
31
28
25
22
19
16
13
10
Week
Weekly
2 Weeks
Monthly
3 Month
6 Month
Yearly
Figure 3-1
BGS PM Tasks per Week
Operations shift manpower consists of two plant operators (336 man-hours per week), two
technical operators (336 man-hours per week), one maintenance operator (168 man-hours per
week), two licensed operators (336 man-hours per week) and one shift operating supervisor (168
man-hours per week). Counting only the plant operators, technical operators and maintenance
operator, there are a total of 840 man-hours available each week to perform maintenance. One
licensed operator may be available to support maintenance depending on operating requirements.
During the most demanding weeks, weeks 2, 4 and 14 in Figure 3-1, the manpower required to
complete the PM tasks consumes 31%, 29% and 30% of the 840 manhours available. The
manhours for licensed operators and the shift operating supervisor are not included in the
available number.
3-2
Development and Implementation Activities
The PM baseline scheduling allows for approximately one-third of the Operations manpower to
be scheduled for PM tasks. This reserves one-third of the Operations manpower for emergent /
corrective maintenance and one-third for normal plant operations.
3-3
4
RESULTS
All three tasks: specific project goals, WCP development, and Implementation were completed.
Task 1 Specific Project Goals

Goal Number 1, to develop a process that was easy to implement, was successfully completed.
The existing processes and culture regarding the identification, scheduling, preparation and
performance of corrective and preventive maintenance tasks was studied. Considerable time was
expended in understanding the needs of involved work groups. An incremental change was
made to the process for managing work. This incremental change was successful. Work is
scheduled by week. The more detailed scheduling by day or by hour was purposely not pursued
for routine work (preventive maintenance). Work groups have the flexibility to perform work
within the week since PM tasks are typically not interdependent. To organize and track the
work, the existing computer sstem, SAP, was used. Using SAP was another way to keep the
process as simple as possible.
Goal Number 2 to develop the WCP to meet two needs simultaneously, was successfully
completed. The process supports Operations need for maximum equipment availability and
supports the Maintenance group need for access to plant equipment to ensure maximum
reliability. The work coordination process balances both requirements to achieve optimum
equipment availability. The scope control committee is comprised of representatives from
Maintenance, Operations and Planning/Scheduling. This committee reviews the new tasks from
a station perspective, not an individual group perspective, to determine the best time to do work.
Goal Number 3, to use the results from the Streamlined Reliability Centered Maintenance
(SRCM) effort performed in 1999, was successfully completed. The work coordination process
is a mechanism to schedule and implement the PM tasks that were created based upon the SRCM
effort. The SRCM project identified that not all equipment is Priority 1. The WCP is used to
access plant equipment on a routine basis in a preplanned and systematic manner and provides a
mechanism to implement SRCM results.
Goal Number 4, to have a WCP with mechanisms for prioritizing emergent work and other
corrective maintenance items, was successfully implemented. This goal was accomplished by
including a scope control function as part of the normal work coordination process and by
including a long-range schedule in the work coordination process. The scope control function
allows station representatives to identify the priority for new work. The scope control committee
uses the long-range schedule as input into the decision of when to schedule work. The long
range schedule identifies future opportunities to perform maintenance.
4-1
Results
Goal Number 5, to establish performance indicators, was successfully completed. These

indicators guide changes to the process by identifying weak areas. The performance indicators,
included in this section under Task 3 WCP Implementation, indicate the success of the project.
Task 2 Work Coordination Process

The Work Coordination Process was successfully developed in accordance with the goals for the
project. The BGS WCP is included in its entirety as Appendix A to this report.
Because work groups developed the process and are willing to improve it, the BGS work
coordination process is a success. The Planning/Scheduling organization and management have
adopted the new coordination process. Personnel from these organizations have been involved
from the beginning with development. Their acceptance was an easy culture change. Craft
personnel are becoming more familiar with the process as implementation continues. The
culture change for craft personnel will likely take longer than for management personnel.
Early indications are positive. Overall the level of support and acceptance of this new process
has been very high.
Although all station personnel are involved with the routine implementation of the process,
several individuals standout for their commitment to development. Recognition is in order for
those representatives who had key roles in the development, training and culture change. The
success of the project could not have been achieved without the commitment and guidance of
these knowledgeable personnel. Their positions are identified to help guide development on
future projects.
Thomas Freck, Engineer Maintenance and Planning/Scheduling, for his foresight regarding the
need for change, for his big picture thinking, willingness to participate in detailed reviews (CM
backlog), and especially for his willingness to allow the process to be developed by the
workgroups responsible for implementation.
Joe Mosteller, Engineer Operations, for his patience in helping us all communicate better and
his suggestions in making the documentation process simple.
Paul Hunkele, Scheduler, for his guidance in navigating the culture change, for his willingness to
embrace new challenges (chair the scope control committee, chair the scope review meetings,
develop performance indicators), and for continued help in tying it all together.
Scott Landrieu, Stores/Supply Chain, for recognizing the vital role of his support organization,
suggested changes to involve Purchasing early if needed, changing the culture in his business
area, and supporting the process when at first it appeared to not succeed.
Frank Kalfrin, Planner, for his commitment and attention to detail, his perseverance despite the
mountain of task planning, his SAP computer expertise, and having the toughest skin in the
world.
4-2
Results
Task 3 WCP Implementation

The WCP was developed into a standalone booklet and distributed to all site personnel. Site
personnel included approximately 60 representatives from Administration, Management,
Maintenance and Operations. The WCP booklet was also distributed to targeted offsite
management personnel including Stores, System Maintenance Division, Maplewood Testing
Services, and Central Maintenance Shop. These offsite organizations support station activities
and are vital to the stations success.
Performance indicators for the first five weeks of the process are included here. These
performance indicators show the early success of the project. There are four indicators produced
after the completion of each workweek.
Preparation Performance Indicator
The Preparation Performance Indicator, shown in Figure 4-1, measures the number of work
orders that made it through the planning process. It is a ratio of jobs at I-1 (end of preparation)
compared to the number of jobs at I-6 (beginning of preparation). The station goal was 80% or
better for each week.
Number Planned (I-6)

Number Scheduled (I-1)
Preparation PI %
1
2
35
39
25
40
71% 103%
3
4
38
45
37
45
97% 100%
Work Week (Q1-2000)

5
6
7
35
39
56
30
42
0
86% 108%
8
58
0
9
37
0
10
29
0
11
26
0
12
27
0
13
28
0
70
120%
60
100%
50
80%
40
60%
30
40%
20
Percent (Schd / Plnd)
Number of Work Orders
Number Planned (I-6)

Preparation PI %
20%
10
0
0%
1
10 11 12 13
Work Week (Q1 - 2000)
Figure 4-1
4-3
Results
Maintenance Implementation Performance Indicator

The Maintenance Implementation Performance Indicator, shown in Figure 4-2, measures the
number of work orders completed. It is a ratio of jobs completed (SAP System status = TECO)
compared to the number of jobs scheduled at I-1 (final scope review meeting). The station goal
was 80% or better for each week.
Work Week (Q1-2000)
1
2
3
4
5
6
7
5
2
4
1
1
4
Number Completed (I+1)
5
2
4
1
1
Maint Imp PI %
100% 100% 100% 100% 100%
10
11
12
13
120%
100%
80%
60%
40%
20%
Percent (Cmplt / Schd)

Maint Imp PI %
0%
1
10
11
12
13
Figure 4-2
Operations Implementation Performance Indicator

The Operations Implementation Performance Indicator, shown in Figure 4-3, measures the
number of work orders completed. It is a ratio of jobs completed (SAP System status = TECO)
compared to the number of jobs scheduled at I-1 (final scope review meeting). The station goal
was 80% or better for each week.
4-4
Results
1
20
16
80%

Ops Imp PI %
2
38
36
95%
3
34
19
56%
Work Week (Q1-2000)

4
5
6
7
44
29
39
33
35
75% 121%
10
11
12
13

50
140%
120%
40
100%
35
30
80%
25
60%
20
15
40%
10
Percent (Cmplt / Schd)
45

Ops Imp PI %
20%
5
0
0%
1
10
11
12
13
Figure 4-3
Overall Implementation Performance Indicator

At the start of the first quarter, there were a total of 476 PM work orders scheduled for Q1 2000. The Overall Implementation Performance Indicator, Figure 4-4, displays the remaining
number of PM work orders to be completed in this quarter compared to the original scheduled
number. As planning of new PM tasks continues, the Actual Remaining number of tasks
increases. This will not change the original Scheduled Remaining numbers. The Actual
Remaining line indicates the PM tasks remaining after the completion of the week. The goal is
to complete all scheduled and new PM tasks within the quarter.
4-5
Results
Sch Remaining
Actual Remaining
Start
476
476
1
450
456
2
411
415
3
373
392
4
328
350
Work Week (Q1-2000)

5
6
7
8
293 250 210 166
333
9
128
10
101
11
79
12
50
13
0
Overall PM Implementation Performance Indicator

500
450
400
350
300
Sch Remaining
Actual Remaining
250
200
150
100
50
13
12
11
10
St
ar
t
Figure 4-4
Overall Implementation Performance Indicator
Workweek 1 Results
For workweek 1, 72% of the jobs made it through the six-week preparation phase. Eighteen jobs
were removed from the week due to outage conditions. These 18 tasks should have been moved
prior to the start of the six-week preparation process since it was known early on that the
equipment was unavailable for work. The 18 jobs were removed as part of the preliminary scope
review meeting (I-5) so parts acquisition was not affected. To compensate for the tasks that were
removed from the workweek 1 scope, eight tasks were added to workweek 1. For the week, 80%
of the Operations jobs were completed and 100% of the Maintenance jobs were completed. Four
of the tasks for Operations could not be completed due to equipment unavailability. These
additional four tasks should have been removed along with the eighteen jobs removed during the
preparation phase. Operations completed all tasks that could be completed. Figure 4-4 indicates
that actual remaining was slightly higher than scheduled remaining at the completion of Week 1.
Workweek 2 Results
For workweek 2, 103% of the jobs made it through the six-week preparation phase. An
additional job was added during the preparation phase. Maintenance completed 100% of
scheduled tasks and Operations completed 95% (36/38) of scheduled tasks. Two jobs could not
be completed due to frozen transducer lines. Heaters were placed on these lines and the jobs
were postponed.
4-6
Results
The Overall Performance Indicator, Figure 4-4, indicates close tracking between the scheduled
work-off rate and the actual work-off rate.
Workweek 3 Results
For workweek 3, 97% of the jobs made it through the six-week preparation phase. Maintenance
completed 100% of scheduled work and Operations completed 56% of scheduled work.
Operations was not able to perform some work due to extreme weather conditions that could not
be planned for. A major lesson learned from the process is that the performance of transducer
calibrations is difficult in cold weather. Agreement has been reached to alter the PM baseline
planning so that these yearly tasks are scheduled in April instead of January.
Workweek 4 Results
For workweek 4, 100% of the jobs made it through the six-week preparation phase.
Maintenance completed 100% of scheduled work and Operations completed 75% of scheduled
work. Operations was not able to perform some work due to extreme weather conditions that
could not be planned for.
The overall implementation indicator shows 392 jobs remaining at the beginning of week 4 and
390 jobs remaining at the end of week 4. This is because an additional ~40 jobs were added to
the quarter. The additional jobs are due to an outage being planned for April.
Workweek 5 Results
For workweek 5, 86% of the tasks made it through the six-week preparation phase. Maintenance
completed 100% of scheduled work and Operations completed 121% of scheduled work. At the
completion of week 5, Figure 4-4 indicates 333 jopbs remaining for the first quarter of 2000.
That is compared to 293 jobs that were origiinally schedule to be outstanding at this time.
Although it appears that overall implementation is behind schedule, this is not the case. A total
of 41 jobs have been added since the scheduled remaining line was developed. These jobs were
added to weeks 9 through 13. Excluding the 41 jobs that were added would indicate that there
are 292 of the original jobs remaining. Consideration is being given to revise the scheduled
remaining line as tasks are added.
Using SAP to Organize and Track

SAP, Systems Applications Programs, is the enterprise resource-planning program used by
PSEG. This application is used corporate wide for computerized maintenance management as
well as other corporate functions such as procurement, finances, scheduling, etc. The work
coordination process was developed considering the capabilities of SAP. The following
information is provided to explain how SAP is used at Burlington Generating Station as part of
the work coordination process.
4-7
Results
SAP is used by the work coordination process to do task planning, scheduling, parts ordering,
and job tracking.
SAP Task Planning
The streamlined reliability centered maintenance effort identified the need for approximately
2000 preventive maintenance tasks. Planning of the individual tasks includes identifying the
component, task steps, frequency of performance, responsible organization, associated parts, job
duration and required manpower. This planning, referred to a baseline task planning, was done
in SAP. As of January 2000, approximately 50% of the PM baseline tasks were planned. Task
planning may take two calendar years since there is only one task planner working on this effort
at less than full time. The task planner is also involved with planning emergent work and other
work coordination activities.
Part of the baseline task planning is to assign each task to a maintenance plan. The maintenance
plan contains a frequency for performance. There are maintenance plans for weekly, monthly,
quarterly, six months, yearly, three-year and five-year jobs. Each baseline PM task was coded
into a maintenance plan. The maintenance plan is used to create active PM tasks from the
baseline tasks. When a maintenance plan is called, a series of active PM tasks will be created
based upon the frequency of the plan and the duration of the call. For example, if the a
monthly maintenance plan is called for the first half of the year, then six active PM tasks will be
created for each baseline task in the plan. If there are 10 baseline tasks in the plan, then a total of
60 active PM tasks will be created.
Task planning was started before the development of the work coordination process was started.
Goal 1 of this project was to develop a system that was easy to implement. Since much of the
task planning was already completed in SAP and station personnel were trained in the use of
SAP, it was desirable to use SAP as much as possible.
4-8
Results
SAP Scheduling
The PM process includes creating active preventive maintenance tasks from the baseline tasks.
This is the responsibility of the task planner as described previously. Following the creation of
the active PM tasks, the planner takes the first cut at scheduling. Scheduling is done by week.
The effort of calling PM tasks and scheduling is done at least three months before the work is
to be performed.
The planner schedules jobs based upon the maintenance plan. One maintenance plan includes
weekly PM tasks. After the planner calls this plan for a given duration, the planner can then
schedule these active PM tasks by assigning them to an appropriate workweek. The planner uses
the maintenance plan as a guide for scheduling.
Additional scheduling is done as part of the work coordination process (reference Appendix A).
Five weeks before the workweek, the scheduler meets with the Generation Supervisor and Shift
Operating Supervisor. This is the preliminary meeting to review the scope of work for the future
week. Based upon this meeting, a scheduling change may be required. The work group
representatives are not authorized to change the workweek. With this process, work is identified
by week. Schedulers do not identify work by day or by hour.
As identified in the Appendix A during I-3 week, the representatives from Maintenance or
Operations are authorized to move work within the week as desired. The work group can do this
in SAP by inputting a scheduled start date/time on the work order. The work groups can move
work only within the. With this process, work is identified by day or by hour. If there is no need
for coordination between tasks, then scheduling down to the hour or day is not necessary. The
decision on scheduling to the hour or day is done by the work groups.
Work groups are responsible for using SAP to review the work scope. Variants were setup in
SAP to sort the work. Users can select a variant to easily identify what work is scheduled in any
week. Varients were also setup in SAP to review the work scope by maintenance activity type,
e.g., environmental or safety.
SAP Parts Ordering / Pre-staging
The preliminary meeting with the Shift Operating Supervisor and Generation Supervisor occurs
five weeks before the implementation week. This meeting includes a review of the parts
associated with the scheduled work. The supervisors identify if any parts are definitely required
and if any parts may be required.
4-9
Results
There are three categories for ordering parts associated with PM tasks. The categories are:
Parts definitely required, order through SAP,
Parts are probably required, pre-stage from storeroom stock, dont order parts through SAP,
Parts are probably not required, no pre-stage required, dont order parts, check storeroom
stock for quantity on hand in case parts are necessary.
Based upon this information from the review meeting, the planner notifies the storeroom by:
Ordering parts that are definitely required by inputting the quantity in SAP,
Printing the material list from SAP associated with each PM task,
Marking on the material list the parts that are probably required. Storeroom will pre-stage
from stock without an SAP order.
Providing the list to the storeroom for ordering and pre-staging as necessary.
The work coordination process includes ordering parts based upon scheduled work. The task
planning on each job identifies the entire list of potential parts. The performance of the PM task
usually does not require all of the potential parts. Most PM tasks do not require replacement
parts. If during the performance of the PM, parts are required, then the task planning is
referenced to describe parts and identify stock numbers to ensure the correct parts are issued.
There are some jobs that have required parts for each job. Some PM tasks require the
replacement of parts as normal steps in the work scope. For jobs where parts will definitely be
needed, the parts are ordered five weeks in advance. This is done in SAP by identifying the
quantity required on the material list of the active PM task.
Some PM tasks may require parts depending only on the health of the equipment (as opposed to
required steps in the PM procedure). For these jobs it is not necessary to order additional parts
each time since the likely hood of using them is infrequent. For these circumstances having a
small supply on the storeroom shelf is sufficient. The normal storeroom stock can be used on an
as needed basis. This process prevents inventory buildup. For PM tasks where parts are not
definitely required, the planner will not order parts in SAP. For these tasks, the materials list
from SAP is manually provided to the storeroom. The planner prints the entire parts list for the
job, highlights the parts that may be needed, and provides this list to the storeroom for prestaging. The storeroom pre-stages these parts by moving them parts from the shelf to a pre-stage
bin in the storeroom.
There are pre-staged parts that the work groups do not remove from the storeroom. Parts receive
an issued status only when they are removed from the storeroom. Parts are not issued when
they are pre-staged. This process prevents unnecessary restocking of parts.
4-10
Results
SAP Job Tracking

SAP is used to track the completion of work. The Shift Operating Supervisor and Generation
Supervisor are responsible to status the work in SAP based upon the progress. When jobs are
completed, the SAP work order should receive a System Status of TECO, technically complete.
If a job has started, and will not complete that day, the job should have a User Status of WIP,
work in progress, at the end of the day and until it is completed.
The SAP user status is also available to track jobs in the preparation phase. The User Status
identifies jobs that are PIP planning in progress, PLNC planning complete, and SCHD
scheduled. User status is also available to identify jobs that are WKCT work complete and
ready for testing, and WOC work order complete. Appendix A provides information on when
these user status entries are required.
This tracking allows all personnel to review in real time the status of work using the same
computer system. The same variant that is used for identification of tasks is also used to track
the progress. The normal setup for the variant is to display by workweek those work orders that
are outstanding or in progress. The sort of the variant can be changed to display only work
orders that are closed (TECO). SAP identifies what work is complete and what is outstanding.
These sorts are used to create performance indicators.
Another variant has been set up for tracking work by maintenance activity type (MAT). Where
the previous variant sorted the work by week, this variant selects all work orders by type
independent of the week. With this method of tracking, personnel from the safety group can
review work associated with safety (MAT = SAF), and personnel from the environmental group
can review environmental work (MAT=ENV).
SAP keeps all work groups on the same page by organizing and tracking the work for all
representatives to see. By having one system, there is no need to transfer data to a separate
scheduling tool and all representatives, including support groups and management, can see the
most current status of work.
Lessons Learned
There have been several valuable lessons learned during the project.
Initially when parts were pre-staged, they received a status of issued in SAP. If parts were not
removed from the pre-staging bin, then restocking was required. The first lesson learned was
that the process should be changed so that the status of issued is received only on parts that are
removed from the storeroom. For parts that are pre-staged in the storeroom, a new shelf location
is identified but the parts are not issued. The shelf location is the pre-stage shelf.
Initially the process was to develop a notification to document the completion of each PM task.
It was identified that tracking of only a small portion of the PM tasks was required. The
recording of as-found and/or as-left readings will be performed on standing notifications. The
concept of a standing notification in SAP is that one notification would capture all of the
4-11
Results
readings. With this process adjustment important parameters would be captured while
eliminating unnecessary documentation.
Initially the annual calibrations of the gas generator transducers were scheduled during weeks 1
through 4. Because of the difficulty of performing this work in cold weather conditions, this
scope of work was moved to the second work window of the year instead of the first work
window of the year. The second group of work windows for gas generator tasks occurs in weeks
14 through 17. The long-term schedule in Appendix A identifies all equipment work windows.
Initially the goal was to complete 80% of the scheduled tasks in any given week. This concept is
under review since there is a potential to build a PM backlog. The idea that the goal should be
100% for each week is being investigated. Figure 4-4 indicates that there are more scheduled
tasks remaining at the completion of week 5 than was originally anticipated. Although the
number of tasks is due to additional planning, the goal of 80% was seen as an area for
investigation.
4-12
A
BURLINGTON GENERATING STATION
WORK COORDINATION PROCESS
A-1

Work Coordination Process
A-2

PSEG
Revision 1
January 1, 2000
A-3

PSEG Burlington Generating Station
Table of Contents
Description
Overview
Responsibilities
Critique and Performance Indicators
Emergent Work / Scope Control Committee
Long Term Schedule
Outage Preparation
Definitions
Page
2
3
4
14
15
16
18
19
Revision: 1
Date: 01-01-2000
A-4

Overview
The Work Coordination Process is a methodology for organized preparation and performance of
preventive and corrective maintenance.
The process is to identify work in advance so that the required preparation and implementation
activities can be performed in an organized manner. These preparation activities can include
task planning, parts acquisition, staging of tools / equipment / materials, personnel training, etc.
With sufficient preparation, work can be performed as scheduled. The Work Coordination
Process is designed to organize the performance of routine work (preventive maintenance) and
emergent work (corrective maintenance).
Routine work is planned in SAP a minimum of six weeks before implementation. This allows
adequate preparation time. Emergent work is reviewed by a committee and scheduled according
to committee guidelines. In general, preventive maintenance is performed by Operations, while
corrective maintenance and predictive maintenance are performed by Maintenance.
The Work Coordination Process is used for preparation of both outage work and daily work.
The sequence of activities is the same, only the preparation time is changed.
Using resources wisely and doing the right job at the right time will result in power generation
when required. The Work Coordination Process organizes activities that are best for the station.
The process is objective in that it does not favor any work group over another work group.
Using resources wisely (being efficient) and doing the right job (being effective) are the
fundamental principles of the Burlington Generating Station Work Coordination Process. This
document defines work group actions to achieve these principles and ultimately meet generation
goals.
This document was created with input from Planning / Scheduling, Maintenance, Operations,
Plant Engineers and Stores, the same work groups that will benefit from a coordinated effort of
early identification, time for preparation and methodical implementation.
The process is periodically reviewed and updated based upon continuous improvement efforts.
A-5

Responsibilities
All Station Groups
All station groups are responsible to follow the BGS Work Coordination Process and provide
inputs for improvement.
Planning / Scheduling
Planning is focused on task planning of preventive maintenance (PM) and corrective
maintenance (CM), developing and updating the Long Term Schedule, grouping PM tasks into
the appropriate work weeks and early identification of parts.
Scheduling is focused on balancing jobs between work groups (based on work group manpower),
coordination of offsite personnel as appropriate to support scheduled activities, deciding on parts
expediting, running the scope control committee, grouping CM tasks into the appropriate work
weeks and development of performance indicators.
Operations
Operations is responsible for identification of manpower availability, ensuring experience
requirements are met based upon planned work, completion of scheduled work, status of jobs in
SAP, and identification of work process improvements based upon the Operations
Implementation Performance Indicator. Operations participates on the scope control committee.
Maintenance
Maintenance is responsible for identification of manpower availability, ensuring experience
requirements are met based upon planned work, completion of scheduled work, status of jobs in
SAP, and identification of work process improvements based upon the Maintenance
Implementation Performance Indicator. Maintenance participates on the scope control
committee.
Plant Engineers
Plant Engineers are responsible for monitoring the work Coordination process and soliciting help
in making process changes based upon performance indicators.
Stores
Stores is responsible for parts procurement, pre-staging and issuance and where necessary,
identification of jobs without parts.
A-6


The process for routine work involves Planning / Scheduling, Operations, Maintenance, Plant
Engineers and Stores. When using the process for outage preparation, Maintenance also includes
offsite organizations (reference the Outage Preparation section). The activities for each group
and the timing for each effort are provided here.
I-6 (6 weeks before Implementation)
Review all PMs due during Implementation week and update task planning including
safety precautions, task steps, list of parts / equipment / tools / consumables, etc.
Order parts (PMs and CMs) using SAP.
Modify PM frequency based upon streamlined reliability centered maintenance
(SRCM) program requirements. Add / delete PMs based upon SRCM program
requirements.
When CM and PM planning is complete, update SAP User Status to PLNC
planning complete.
Friday, Record number of jobs planned (#Planned). This number will be part of the
preparation performance indicator.
Operations
Review workweek tasks and planning in preparation for Preliminary Scope Review
Meeting at I-5.
Maintenance
Review workweek tasks and planning in preparation for Preliminary Scope Review
Meeting at I-5.
Plant Engineers (Operations and Maintenance)
Stores
none
none
A-7


Preliminary Scope Review Meeting (Planning / Scheduling, Operations and Maintenance).
Thursday, 10:00 10:30 a.m. in 10 unit conference room. The purpose of this meeting is to:
Balance the work scope between work groups (Operations, Maintenance, others)
Solicit buy-in from the workgroups for performing the work
Give advance notice of scope to workgroups so work groups can prepare
Agree on parts to be pre-staged
Identify any required planning changes
Thursday, at preliminary scope review meeting, update main work center (work
group) in SAP for workweek jobs.
Friday, after updating main work center(s) in SAP, print all material lists (PMs and
CMs) for work orders with parts identified in planning. Stamp the material lists for
pre-stage and identify workweek. Deliver material lists and PRE-STAGING BIN
sheets to Stores.
After Preliminary Scope Review Meeting, update main work center(s) in SAP for
those PMs that need to be permanently changed in SAP. The new responsibilities
will be incorporated for PMs in the next cycle.
Provide material lists for jobs that do not require pre-staging.
Operations
Thursday at Preliminary Scope Review Meeting, balance (hand-off) jobs between

Maintenance and Operations. Identify any responsibility changes that need to be
permanently updated in SAP for next cycle.
Before the meeting, review scope of work to identify any manpower concerns,
training / experience requirements, planning changes, and parts for pre-staging.
Notify Planning / Scheduling at meeting.
Maintenance
Thursday at Preliminary Scope Review Meeting, balance (hand-off) jobs between

Maintenance and Operations. Identify any responsibility changes that need to be
permanently updated in SAP for next cycle.
Before the meeting, review scope of work to identify any manpower concerns,
training / experience requirements, planning changes, and parts for pre-staging.
Notify Planning / Scheduling at meeting.
Stores
A-8
none

Setup workweek staging-bins for the new workweek. One workweek staging bin for
Operations and one for Maintenance. Hang the associated PRESTAGING BIN
sign on each pre-staging bin. If additional bins are required, copy and hang
appropriate sign.
Pre-stage parts / materials / consumables as identified by material lists into the
appropriate bin. Place parts / materials / consumables for each work order in a
separate bag and mark the bag with the work order number. (Marking the bag with
the work order will simplify the return process for parts not used. The part can be
restocked using the correct work order number. Recording work order numbers is for
parts only since consumables are not restocked.)
Check stock for jobs that do not require pre-staging but may need parts based upon
planning.
When pre-staging is complete, seal (tape) pre-staging bins for inventory control.
A-9


none
Operations
none
Maintenance
none
none
Pre-stage parts / materials / consumables as identified by work orders. Keep work

order and associated parts together and pre-stage in either Operations workweek bin
or Maintenance workweek bin.
Stores
A-10


none
Operations
As necessary, lay out jobs for workweek by establishing in SAP the person, days and
times for performance.
It is acceptable to schedule jobs to occur on day shift or the weekend shifts provided
there is commitment from those personnel who will do the work.
Maintenance
As necessary, lay out jobs for workweek by establishing in SAP the person, days and
times for performance.
none

order and associated parts together and pre-stage in either Operations workweek bin
or Maintenance workweek bin.
Stores
A-11


Review list from Stores that identifies jobs where parts are not completely pre-staged.
Inform stores of expediting requirements.
Operations
none
Maintenance
none
none

orders and associated parts together and pre-stage in either Operations bin or
Maintenance bin.
Thursday, Identify jobs with parts that are not completely pre-staged. Work with
Purchasing to determine vendor commitment dates for jobs still requiring parts.
Notify Planning/Scheduling of jobs where parts are not pre-staged so that
Planning/Scheduling can decide if expediting is required. Identify commitment
date(s) from vendor and confidence level of those commitments.
Stores
A-12

I-1 (1 week before Implementation)

Final Scope Review Meeting (Scheduling, Operations, Maintenance and Stores). Tuesday, 10:00
10:30 a.m. in Planning & Scheduling conference room. This meeting is to determine the final
scope for the workweek. Representatives will decide if any additional resources are required
based upon emergent work or unplanned manpower shortages or if any jobs are to be removed
from the workweek due to parts, manpower, experience, etc. The primary objective is to take the
actions necessary to resolve any conflicts without rescheduling work. The jobs that remain in the
workweek are counted as scheduled (#scheduled).
10:00 10:30 a.m. Tuesday, Final Scope Review meeting.

Create Preparation Performance Indicator (P PI) for the workweek. Record number of
jobs scheduled (#Scheduled). This includes the number scheduled for Operations
(#OpsScheduled) and number scheduled for Maintenance (#MaintScheduled).
P PI (%) = #Scheduled / #Planned x 100
Identify actions based upon Preparation Performance Indicator. The goal is 80%.
After the Final Scope Review Meeting, for all jobs remaining in the week, update
SAP User Status to SCHD scheduled.
Operations
10:00 10:30 a.m. Tuesday, Final Scope Review meeting. Commit to performing all
scheduled work.
As necessary, setup equipment / tools required during workweek.
Write required tag-outs for Operations and Maintenance work.
Maintenance
10:00 10:30 a.m. Tuesday, Final Scope Review meeting. Identify external job
restraints. Commit to performing all scheduled work.
As necessary, setup equipment / tools required during workweek.
Submit tag-out request for implementation week.
none
Stores
A-13

A-14
Monday, Perform final check of pre-staging bins to ensure proper staging.

10:00 10:30 a.m. Tuesday, Final Scope Review meeting. Identify any parts
concerns for Implementation week work.

I (I is Implementation Week)
Track progress and assist as requested by Operations and Maintenance.
Operations
Remove appropriate Operations staging bin from storeroom to Operations area.

Implement schedule. For jobs that are started but will not complete the same
day, update SAP User Status to WIP work in progress. For jobs where repairs
are complete but testing is required, update SAP User Status to WKCT work
complete and ready for testing. For jobs that are complete, update SAP System
Status to TECO technically complete.
Implementation week for Operations is scheduled for back shift (Sunday 7:00 p.m.
through Thursday 7:00 a.m.). Working back shift was selected since there is lower
frequency of operation and therefore greater access to equipment. Four consecutive
shifts will allow for a high level of continuity within the shift.
Record any parts removed on back shift from the storeroom. This must be logged in
the storeroom issue book to ensure adequate restocking for future work.
Maintenance
Remove appropriate Maintenance staging bin from storeroom to Maintenance area.

Implement schedule. For jobs that are started but will not complete the same
day, update SAP User Status to WIP work in progress. For jobs where repairs
are complete but testing is required, update SAP User Status to WKCT work
complete and ready for testing. For jobs that are complete, update SAP System
Status to TECO technically complete.
Implementation week for Maintenance is scheduled for day work (five days, Monday
through Friday).
Assist as requested by Planning / Scheduling, Operations, and Maintenance.
Assist as requested by Planning / Scheduling, Operations, and Maintenance.
Stores
A-15

I+1 (1 week after Implementation)

Create Implementation Performance Indicators (I PI). One PI will be for Operations

and another will be for Maintenance.
I Ops PI (%) = #OpsCompleted / #OpsScheduled x 100
I Maint PI (%) = #MaintCompleted / #MaintScheduled x 100
Prepare weekly report of Preparation and Implementation performance indicators and

explanation of events.
Identify to Stores any parts that should be tagged as critical in SAP.
Operations
Identify actions based upon Implementation Performance Indicator for Operations.

The goal is 80%.
Maintenance
Identify actions based upon Implementation Performance Indicator for Maintenance.

The goal is 80%.
Monitor the long-term trends of performance indicators and identify actions as

appropriate.
Monitor the long-term trends of performance indicators and identify actions as

appropriate.
Stores
A-16

Critique and Performance Indicators

The critique process is a look at performance and discussing with station workgroups how to
improve the process. When work coordination process changes are made, it is important to
communicate these changes with the appropriate work groups and update this document if
appropriate.
A critique of each workweek is performed to identify successes and areas for improvement.
Performance indicators will assist in this process. The two general performance indicators
detailed in the Work Coordination Process are to measure preparation and implementation. The
preparation performance indicator measures how many planned jobs made it into the schedule.
The implementation performance indicator measures how may scheduled jobs were completed.
The two general performance indicators may be supplemented with additional indicators where
more detail may be warranted. An example of an additional performance indicator may include
a categorization of the jobs that did not make it through the preparation process (% of jobs
rescheduled due to conflicts with other work, % of jobs rescheduled due to generation
requirements, % of jobs rescheduled due to parts, etc.). Another performance indicator may
include a categorization of jobs not completed (% of jobs not complete due to generation
requirements, % not complete due to experience issues, % not complete due to unplanned
manpower shortages, etc.).
The backlog of maintenance work (CM and PM) will be reviewed periodically (usually
quarterly). Planning and Scheduling will use SAP reports to track open work orders. This
overall check will be done to ensure that the equipment is being properly maintained. These
reports will be considered as part of the overall critique of the work coordination process.
A-17

Emergent Work / Scope Control Committee

The purpose of the scope control committee is to review all emergent work to decide when that
work is to be performed. This effort will ensure that priorities are correctly set while minimizing
the frequency of rescheduling near term work. The committee review will occur daily as new
work is identified.
The scope control committee will make this decision based upon the following criteria:
Safety, Environmental, Generation requirements
The next equipment work window identified on the Long Term Schedule
Manpower availability
Conflicts with currently scheduled work
Parts, equipment and tool concerns
Based upon the scope control committee results, station groups may need to re-prioritize near
term work. The scope control committee will make efforts to incorporate emergent work before
the beginning of a six-week preparation process. If work can be scheduled before the beginning
of the process, then preparation for the corrective maintenance can be done in the same manner
as for preventive maintenance. Scheduling six weeks in advance will minimize the need to
reschedule near term work. If emergent work is of sufficient priority that it is scheduled near
term (within six weeks for routine work or six months for outage work) then additional
actions/communications need to be made to expedite task planning, parts procurement, work
group commitment, etc.
The scope control committee is comprised of at least one representative from each of the
following work groups. All three groups must be represented for a committee decision. In the
absence of a committee, the Shift Operating Supervisor can prioritize emergent work.
Scope Control Committee Groups
Group Representatives
Scheduler
Operations
Operating Engineer
Shift Operating Supervisor
Manager Operations
Maintenance
Generation Supervisor
Maintenance Engineer
In general, work orders will be used for CM tasks. However, Work It Now (WIN) jobs can be
completed in the near term without planning, scheduling or coordination. The WIN jobs can be
completed under the notification with charges made to a standing work order. WIN jobs are
minor in scope and are agreed to at the scope control meeting. The WIN effort is to prevent
creating unnecessary paperwork. The general requirement for a job to be worked now is that
there is no benefit to creating a work order.
A-18

Long Term Schedule

The long-term schedule is included on the following page as Figure 1. It provides a template for
accessing equipment on a periodic basis. The long-term schedule allows for each piece of
equipment to be accessed once per quarter year. As an example of how to use the long-term
schedule, see that the 102 A&B Power Turbine and 102 Generator will be scheduled unavailable
during back-shift of weeks 6, 19, 32 and 45.
The preventive maintenance work orders are scheduled in accordance with the long-term
schedule. The yearly preventive maintenance is scheduled outside of the heavy running season
and outage season. Quarterly, monthly and weekly preventive work orders are scheduled during
these seasons.
Most yearly preventive maintenance tasks are scheduled before the heavy running season during
the first and second quarters of each year. This effort is to maximize equipment reliability for
the upcoming running season.
Corrective maintenance is scheduled in accordance with the scope control committee guidelines.
If the corrective maintenance work can be scheduled during the next scheduled work window,
then the long-term schedule is used to identify when that equipment window is.
A-19
Figure 1, Long Term Schedule
14
Apr
27
Jul
40
Oct
Week
Month
Week
Month
Week
Month
41
Oct
28
Jul
15
Apr
2
Jan
42
Oct
29
Jul
16
Apr
3
Jan
A-20
Heavy Running Season

Outage Season
Bulk of PM Performance
1
Jan
Week
Month
43
Oct
30
Jul
17
Apr
4
Jan
44
45
Oct/Nov Nov
31
32
Jul/Aug Aug
18
19
Apr/May May
5
6
Jan/Feb Feb
46
Nov
33
Aug
20
May
7
Feb
47
Nov
34
Aug
21
May
8
Feb
48
Nov
35
Aug
22
May
9
Feb
49
Dec
36
Sep
23
Jun
10
Mar
50
Dec
37
Sep
24
Jun
11
Mar
51
Dec
38
Sep
25
Jun
12
Mar
52
Dec
39
Sep
26
Jun
105 Unit
13
Mar
101A&B GG
102A&B GG
103A&B GG
104A&B GG
101 A&B PT / Gen
102 A&B PT / Gen
103 A&B PT / Gen
104 A&B PT / Gen
101 HRSG
102 HRSG
103 HRSG
104 HRSG


Outage Preparation
The Work Coordination Process is also used for outage preparation. The sequence of activities is
the same but the timing is extended. For outage preparation, I-6 identifies the activities required
six months before the outage, I-5 represents the activities required five months before the outage,
etc.
In preparing for outages, offsite work groups need to be involved with the work coordination
process. In preparation for outages, Maintenance in this document includes System Maintenance
Division (SMD), Central Maintenance Shop (CMS), Maplewood Testing Services (MTS) and
others as appropriate. These off-site groups should follow the activities and timing listed in the
Work Coordination Process for Maintenance.
Burlington Generating Station (BGS) representatives need to coordinate preparation and
implementation activities with off-site work groups for each BGS outage.
A-21

Definitions
BGS
CM
CMS
Effective
Efficient
I PI Ops
I PI Maint
LTS
MTS
P PI
PM
PSEG
SAP
SMD
SRCM
User Status
WIN
A-22

Corrective Maintenance. Work orders that are identified by
notifications.
Central Maintenance Shop
Doing the right job.
Using resources wisely.
Implementation Performance Indicator for Operations. This is the
weekly ratio of Operations jobs completed (end of I) compared to
Operations jobs scheduled (I-1).
Implementation Performance Indicator for Maintenance. This is the
weekly ratio of Maintenance jobs completed (end of I) compared to
Maintenance jobs scheduled (I-1).
Long Term Schedule. The schedule that identifies the quarterly (13
week) access to all plant equipment on a week-by-week basis. The
access is a planned system work window.
Maplewood Testing Services
Preparation Performance Indicator. This is the weekly ratio of all jobs
scheduled (at I-1) compared to all jobs planned (I-6).
Preventive Maintenance. Work orders that are identified based upon
the SRCM program.
Public Service Electric & Gas Company
Systems Applications Products. The computer system to integrate all
business functions.
System Maintenance Division
Streamlined Reliability Centered Maintenance. The program to
analyze equipment importance and failure rates to determine the type
and frequency of preventive maintenance.
User Status is the field in SAP to track work order (PM and CM)
preparation and performance. Valid codes are:
PIP planning in progress, hold for any reason
PLNC planning complete, ready for scheduling
SCED scheduled, ready for work
WIP work in progress
WKCT work complete and ready for testing
WOC work order complete
Work It Now jobs require no task planning or scheduling and little
coordination. These jobs can be easily completed without a work
order.

BGS Work Coordination Process Summary

MONDAY
TUESDAY
WEDNESDAY
THURSDAY
I-6
Update PM
planning.
FRIDAY
Order Parts
I-5
Preliminary
Scope Review
Meeting
Record Number
Planned
Material Lists
to Stores.
Setup
Pre-staging
Bins
I-4
===========
Pre-staging
===========
========="
===========
========="
===========
Identify Parts
Concerns
========="
!=========
I-3
Pre-staging.
===========
!=========
Layout Jobs
I-2
===========
Pre-staging
!=========
I-1
Final Scope
Review
Meeting
!=========
===========
Setup Tools /
Equipment
===========
========="
Implement
The
Schedule
========="
Issue
Critique
Report
Management
Review
Critique
I
!=========
I+1
Write Critique
A-23
Target:
Work Process Improvement Guidelines and
Techniques
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