1. 0 Objectives The research will reveal the style of YTL Power Services in maintenance and reliability management of its power station in Paka. Furthermore, the research will also covers method adopted by the management in improving productivity of the maintenance staff. 2. 0 Scope and Limitation All the data involved employer and employees of YTL Power Services Sdn.
Bhd who manage YTL’s Paka Power Station only. The information that was given to us includes the strategic view of maintenance and reliability management in power station and methods used by YTL Power Services to increase productivity of the staff. The scope of study is mainly focus on the management approach and the impact of the approach to the organization. Beside that, we were unable to collect all the relevant data in details because of the confidential status of the documents. So, we will try to cover the issue thoroughly but efficiently in order to give a clear view of the management style that being practiced at YTL Power Service (Paka Power Station).
3.
0 Methodology We have conducted interview session (face to face) with the management; Maintenance Manager; Mr Mohd Mahdi, QA Engineer; Pn Surya ti, and Special Task Manager; Mr Alan Munro in order to have a better view. We tried to explore the company’s history, vision, mission, performance and the most important part is the way the company manage maintenance and reliability. 4. 0 Literature Review 4. 1 Maintenance and Reliability The major dictionary define maintain as cause to continue (Oxford) or keep an existing state (Webster).
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In today’s dynamic environment, a reliable production system is considered as a critical factor for competitiveness; thus, maintenance has risen from a mere tactical to a more strategic level for manufacturing organisations (Brah & Chong, 2004; Pinjala, Pintelon, & Vereecke, 2006). Total productive maintenance embodies continuous improvement and care of assets to ensure that their ...
Moubray, J (1991) define maintenance is to ensure that physical assets to fulfill their intended functions.
The “intended function” of any asset can be defined in a number of ways, depending on exactly where and how it is being used. Maintenance is also responding to changing expectations. Figure 1 shows the growing expectation of maintenance since 1930’s. The evolution of maintenance can be traced through three generations. [1] THIRD GENERATIONHigher plant availability and reliability. Great safety.
Better product quality. No damage to the environment. Longer equipment life. Greater cost effectiveness. SECOND GENERATIONHigher plant availability. Longer equipment life.
Lower cost. FIRST GENERATION Fit it when it broke 1940 1950 1960 1970 1980 1990 2000 Figure 1: Growing expectation of maintenance The modern view of maintenance is that it is all about preserving the function of physical assets. In other words, carrying out tasks that serve the central purpose of ensuring that the machines are capable of doing what the users want them to do, when they want them to do it. The possible maintenance policies can be grouped under four heading viz. [2] q Corrective – wait until a failure occurs and the remedy the situation (restoring the asset to productive capability) as quickly as possible. q Preventive – believe that a regular maintenance attention will keep an otherwise troublesome failure mode at bay.
q Predictive – rather than looking at a calendar and assessing what attention the equipment needs, the workers should examine the ‘vital signs’ and infer what the equipment is trying to tell us. The term ‘Condition Monitoring’ has come to mean using a piece of technology (most often a vibration analyzer) to assess the health of the plant and equipment. q Detective – applies to the types of devices that only need to work when required and do not tell us when they are in failed state e. g. a fire alarm or smoke detector. They generally require a periodic functional to ascertain that they are still working.
Apart from detective maintenance, the central problem that companies have struggled with is how to make the choice between the other three. This has led to the increasing interest within industry in two strategies, which offer a path to long term continuous improvement rather than the promise of quick fix. These are Reliability Centered Maintenance (RCM) and Total Productive Maintenance (TPM).
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Two strategies, although having similar names, actually have very different strength. 4. 2 Reliability Centered Maintenance Reliability Centered Maintenance (RCM) was created to provide guidelines on monitoring equipment and their failures and how to schedule maintenance tasks and what frequencies to prevent unit malfunction [3].
It is not a mathematical formula. Instead, it is a method by which a company can use its failure data, system design redundancies and operating experiences to develop a flexible and cohesive maintenance design. RCM is being used more frequently in the electric utility industry because it is a cost effective approach to achieve equipment reliability. With the advent of independent System Operators and sanctions for equipment downtime, utilities must re-evaluate routine maintenance practices and think in terms of increasing equipment performance. [4] According to Jack McMahon, this RCM (reliability centered maintenance) approach can “avoid the repetitive maintenance mode that eats up profits. [6] Moubray (1991) decided the RCM analysis process by five parts: PART ANALYSIS CRITERIA Part 1 The Plant Register Part 2 Failure Modes & Effects 1.
Functions 2. Performance Standards 3. Functional Failure 4. Failure Modes 5. Failure Effects Part 3 Consequences 1. Hidden Failure 2.
Safety & Environmental 3. Operational 4. Non-operational Part 4 Task 1. Scheduled Restoration 2.
Scheduled Discard 3. On-condition Part 5 Default Action 1. Failure-Finding Task 2. No Schedule Maintenance Redesign Table 1: RCM process analysis 4. 3 Total Productive Maintenance TPM is a manufacturing led initiative that emphasizes the importance of people, a ‘can do’ and ‘continuous improvement’ philosophy and the importance of production and maintenance staff working together. It is presented as a key part of an overall manufacturing philosophy.
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In essence, TPM seeks to reshape the organization to liberate its own potential. [2] The modern business world is a rapidly changing, so the last thing a company needs if it is to compete in the global marketplace is to get in its own way because of the way in which it approaches the business of looking after its income generating physical assets. So, TPM is concerns with the fundamental rethink of business processes to achieve improvements in cost, quality, speed etc. It encourages radical changes, such as: q Flatter organizational structures – fewer managers, empowered teams q Multi-skilled workforce q Rigorous reappraisals of the way things are done – often with the goal of simplification. 5. 0 Findings 5.
1 Company Background YTL Power Services is a multi-disciplinary services company registered in Malaysia, specializing in the operation and maintenance of power stations. YTL Corporation Berhad and Siemens AG of Germany up to the end of 2001 jointly own the enterprise. From 2002 the company ownership is 100% YTL Corporation. The company had its origins in Malaysia’s newly competitive power industry, which was transformed in early 1990’s by privatization and the arrival of independent power producers. The company manages the entire range of operation and maintenance (O&M) activities for YTL Power’s two Malaysian power stations, which together generate about 12% of the electricity consumed in Peninsular Malaysia. YTL Power Services also provides engineering expertise to other power projects in the region.
Technology transfer is built into the structure of the company and has been the guiding philosophy behind its formation and growth. YTL Power Services is a modern company operating in a high technology environment and the use of the latest equipment and techniques for maintaining and running combined cycle gas turbine power plants is integral to the company’s organization. The primary objective of YTL Power Services is to operate and maintain power stations with optimum availability, efficiency and profitability in this competitive market. profitability in this competitive market. Figure 2: YTL Power Station in Paka 5.
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2 Performance Record. A measure of the performance of YTL Power Services can be seen in the results from the Paka and Pasir Gudang plants over the first years of commercial service. As base-load stations they provide power around the clock, so they must achieve high reliability and availability. The time availability achieved at both stations is good by industry standards. Table 2: Time availability achieved at Paka Station and Pasir Gudang Station Over seven years of operations at the power stations, YTL Power Services have comfortably met the production targets stipulated by the Power Purchase Agreement: (Figure 3) Figure 3: Target and achieved production 5. 3 Strategic View Of Maintenance and Reliability Management practices in YTLPS 5.
3. 1 Implementation of Reliability Centered Maintenance (RCM) From our interview session, we found out that YTL Power Services (YTLPS) has adopted and practiced a sensible framework for making choices known as reliability centered management. Luckily we managed to interview the person responsible in introducing the RCM in YTLPS; Mr Alan Munro who is currently appointed as a Special Task Manager. He oversees the implementation of RCM and responsible’s of the RCM training for the employees. The RCM program was started in YTLPS about six years ago.
Apart from the tight and busy schedules for the power station personnel (because the plant were in the final commissioning stages and just starting full-scale commercial operation) it was decided to give RCM a high priority so that principles could be established at an early stage and built into the station procedures. The program completed in about 3 years time and the impact on the plant’s reliabilities was outstanding. The next three years, YTLPS concentrated on revising the earlier implemented RCM so that they can determine and solve any problem occurred. From the interview session also, we were clarified by Mr. Alan Munro that the methodology of RCM analysis was to consider the function and failure modes of each item of equipment and to formulate a maintenance strategy that us directed towards maintaining equipment only when it needs maintenance and maintaining only those items which need to be maintained. The decision diagram is shown in figure 4.
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Figure 4: RCM Decision Diagram 5. 3. 2 Introduction of Condition Monitoring When RCM was first time introduce in YTLPS, the personnel felt that RCM will not be successful as it does not explain how to expedite the time to monitor or check the equipment. The traditional methods might require the personnel to dismantle the equipment to seek for any problems and corrected. But if the equipment is still under a good condition and does not require maintenance at that time, it is just a waste of time putting so much effort just to ensure the equipment needed maintenance or not. This traditional method definitely not a cost effective as it require a large amount of time to be spent for each equipment to fulfill the RCM requirement.
The difficulty to determine the correct equipment that needed maintenance leads to the introduction of the three techniques to expedite and simplified the work. The RCM program was then combined hand in hand with a condition-monitoring program to reinforce the data behind the analysis. There are the three techniques being practiced by YTLPS to monitor equipment conditions: a) Vibration monitoring Special test equipment that can display and measure the vibration signal is used. Although the equipment very costly, but the benefit of using it is enormous as the location and the condition of the equipment will be easily determine and decision can be made upon the results. b) Thermography This method is conducted using an infra-red camera to capture the inner image of the equipment and the condition will be known whether it requires maintenance or not, or the maintenance can still be scheduled on the next plan shut down. Figure 5: A technician using infra red camera to see the inner image of equipment.
c) Oil monitoring and analysis This methods required the sample of oil taken from the equipment and will be analyzed by the chemist. 5. 3. 3 Total Productive Maintenance The implementation of RCM and condition monitoring largely carried by YTLPS’s own staff has led to increased the plant availability, shorter durations shut downs and improve reliability of equipment. This successful achievement needs to be continuously maintained and retained. In order to maintain the achievement and retain the skillful and experience workers, YTLPS has adopted a few program to increase the employees’ productivity and motivation.
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They have imposed a total productive maintenance program for the staff that include: a) Workers’ Improvement Team (WIT) The team is made up by 5 to 6 employees from various department of the company in which comes from the three places; YTLPS in Paka, YTLPS in Pasir Gudang and YTL Corporation based in Kuala Lumpur. A project will be assigned to each group and experience and competency of each group member is required to solve any problems that occurs and implement the solution. From this WIT program, workers will share their experiences, views, information and knowledge that will be used to carry out the assigned project. This method is known to be the most effective way in increasing employees’ leaderships, self esteem, and the most important thing it definitely lead to the improvement in productivity as the workers become more effective and efficient in solving the similar problems occurs later on. b) Training Program (in house training and external training) As a service company in a high-tech field, YTLPS recognizes the critical importance of training. All staff have received intensive training in combined cycle gas turbine technology by Siemens, technical staff assisted closely with plant commissioning to gain on-the-job training.
Training also being provide on the implementation of RCM so that every staff involved will be familiar with the system. Training is a continuous process. A Training Needs Analysis programme regularly monitors and addresses employees’ training needs to ensure that they will continue to be well equipped for the job. Engineers and technicians are encourage to apply for and trained for government issued Certificate of Competency, above and beyond the statutory requirements. 6. 0 Evaluation and recommendations 6.
1 SWOT Analysis A. External Threat and Opportunities q YTLPS is a company with a solid future. As Malaysian progresses, electricity supply becomes still more important for the country’s development. q YTLPS will benefit from the plans of its Malaysian parent company. YTL Corporation sees the power sector as an important growth area, and is evaluating other opportunities in the Asia region and beyond. B.
Internal Strength and Weaknesses q The culture of maintenance for reliability and the attitude preventive better than cure in the YTLPS. q YTLPS is a modern company operating in a high maintaining and running combined cycle gas turbine power plants is integral to the company’s organization. q In June 1996, the quality system officially received the coveted ISO 9002 certification from SIRI M, making YTLPS the first power station O&M company in Malaysia to achieve company wide registration. q On 16 December 2002, YTLPS was the first organization in Malaysia to have been granted the ISO 9001: 2000. The certificate issued to YTLPS bears the Malaysian Accreditation (DSM) logo, which signifies that, is not only recognized nationally but also worldwide. q YTLPS has a very low staff turn over rate.
q YTLPS has the expertise. The YTLPS staffs coming from a variety of technical backgrounds, they had been carefully selected to build up a multi-skilled and flexible team of O&M specialists. q The RCM team always giving full commitment by attending the meeting and aggressively participating in their projects. q The management was successfully developed the plan and strategies of RCM program by appointed a consultant to train the staffs, properly schedule RCM program and have been gave full commitment to ensure the implementation and the effectiveness of RCM. q RCM is an effective method that leads to greater safety and environmental protection in maintaining plant. q RCM leads to improve operating performance by achieving the efficiency and reliability of the plant operating.
q RCM is an effective tool to achieve the maintenance effectiveness. q RCM provides a comprehensive, reliable and fully documented record of the maintenance requirements of all the significant assets used by the plant. q RCM helps to improve motivation of individual that are involved the maintenance and operations work. q RCM is a tool that should be used selectively for critical and very complicated systems and equipment. It is not a complete reliability and maintenance system. 6.
2 Recommendations q Above all the good performance shown by YTLPS, it is still required for the company to continuously focus on the employees. Employee’s career development should be viewed as on of the factors to retain good employees as the company’s valuable assets. q Integrated system’s maintenance that consist of computer-aided implementation and documentation is highly recommended. The advantage of this system is reproducibility on the basis of selected criteria and the fact that the company’s maintenance expertise is preserved.
q Increase capability of maintenance personnel. A significant upgrade in the level of maintenance personnel should take place to keep pace with new technologies and responsibilities. Successful maintenance operations should continually upgrade the skill level of crafts people through effective recruiting with higher standards and through more effective craft-training programs. Pay increases should be more directly linked to performance and demonstrated competency levels in required craft skills. q Initiate craft skills development to enhance human capital.
Successful maintenance operations should continually assess craft training needs and provide effective skills development through modern technical learning systems and competency-based development of required skills. A complete assessment of craft training needs should be accomplished to identify priority areas for skill development. Skill development should be competency based to provide demonstrated technical capabilities for each craft skill. The successful maintenance operation should develop an ongoing program for craft skill development. Continuous maintenance education based on modern technical learning systems should be viewed as a sound investment and an important part of continuous maintenance improvement. q Develop PRIDE-People Really Interested in Developing Excellence in maintenance.
Maintenance operations in the YTLPS should experience fundamental improvements in work ethics, attitude, values, job performance, and customer service to achieve real pride in maintenance excellence. Successful maintenance operations should have leadership that instills PRIDE and creates inspiration, cooperation, and commitment throughout the organization. Tangible savings and improvements should occur as a result of continuous maintenance improvement. q Establish effective maintenance planning and scheduling. Customer satisfaction and the utilization of available craft time should improve through more effective planning and scheduling systems. Developing better systems should be a top priority for YTLPS maintenance operation.
As reductions in breakdown repairs occur through effective preventive and / or predictive maintenance, the opportunity to increase planned maintenance work should result. Maintenance and operations should work closely to schedule repairs at the most convenient time. Maintenance should become more customer-oriented and focus on achieving greater customer satisfaction by completing scheduled repairs on time. The utilization of craft time should increase as levels of planned work increase and as the uncertainties and inefficiencies associated with breakdown repairs are reduced. 7. 0 Conclusion Maintenance is one of the areas in which there is most potential for power utilities to cut costs.
It is possible to implement an optimum maintenance strategy if the condition and importance of equipment can be determined cost-effectively. In other cases, an alternative strategy must be implemented in accordance with the relevant terms of reference. Therefore YTLPS has successfully set up and implements the company’s strategic view on the maintenance and reliability management. YTLPS is a company with a solid future. As Malaysia progresses, electricity supply becomes still more important for the country’s development, the IPP license for the YTL Paka power station runs for 21 years, which very much requires the plant to be maintained efficiently and economically.
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