Claudia Faye Alcoa RW
Alcoa s Pre-Production Alcoa’s Pre Production Reliability y Activities (PPRA) ( ) or, “How to Maximize the Life Cycle Costs of Production Equipment” By Claudia Faye, Al Alcoa Reliability R li bilit Specialist S i li t
Presentation Outline • Alcoa Al Global Gl b l Primary Pi Products’ P d t ’ need d for f PPRA • 9 Basic Deliverables of the PPRA • Development of the PPRA – Organization of Activities to Deliverable – Organization of Activities to Project Phases
• PPRA Lite Process – – – –
Project Registration P Progress R Reporting ti Cost and Benefit Tracking Next e t Steps
• Examples from PPRA Lite Smaller Projects
Presentation Outline • Alcoa Al Global Gl b l Primary Pi Products’ P d t ’ need d for f PPRA • 9 Basic Deliverables of the PPRA • Development of the PPRA – Organization of Activities to Deliverable – Organization of Activities to Project Phases
• PPRA Lite Process – – – –
Project Registration P Progress R Reporting ti Cost and Benefit Tracking Next e t Steps
• Examples from PPRA Lite Smaller Projects
Striving for a Common Project Goal “Project Project management management’s s and owner owner’s s concept of project success must focus on a new paradigm:
A successful commercial operation is the project objective, not mechanical completion!” l ti !” Construction Industry Institute Report 121-1
The Reliability Model PPRA
Design LCC
Defects
REX
Buy
Store
Cost of Ownership
“Like a Store”
Defects
Defects
AM Install/ Startup
Operate
With Discipline
With Care
Defects
Defects
Maintain With Precision Defects
Root Causes
Rate Losses & Downtime Unnecessary Work Source: The RM Group Inc., in cooperation with Andrew Fraser, Reliable Manufacturing Assoc. Assoc
Uptime & Necessary Work
Minimum unit cost of Production
Phases of Life Cycle Cost Commitment 85-97%
65-95%
100 50-85%
75
0
Prreliminaryy De esign
25
Plan nning
50
Consstruction/S Startup
302-66%1
Life Cycle Phases Sources: 1) Ben Blanchard, Design and Manage to Life Cycle Cost, MA Press, Forest Grove, OR, 1978; 2) John Schultz, Allied Reliability, Charleston, SC
When Can We Minimize Life Cycle Costs? • If 85% to 97% of base life cycle costs are committed by the time equipment is handed over to operations & maintenance, we can influence i fl life lif cycle l costs t mostt in i the capital process.
How Can We Minimize Life Cycle Costs? • By following a structured process to capture all opportunities / minimize ‘defects’ defects • Alcoa has developed structured processes for – New facilities/major expansions – Smaller projects within sustaining facilities
• PPRA (Pre-Production Reliability Activities) – Based on BE&K’s Preproduction Reliability Maintenance Activities
PPRA Objectives • Minimize the cost of production while meeting operational & EHS requirements • Integrate new assets into facilities quickly & seamlessly – When the button is pressed, 100% capacity is achieved quickly and sustainably.
• Increase asset performance and minimize life cycle costs – Operating, maintenance & disposal costs can total 20x total i installed ll d costs. They Th are worth h minimizing! i i i i !
What Affects Life Cycle Costs? • Capital Phase: – – – –
Design Buy uy Store Installation & Start-up
• After Hand-over: – Operate – Maintain
• What affects how well we maintain equipment? – – – – –
Leadership, Partnerships & Strategies Work Control + Planning/Scheduling Materials Management Reliability l b l Engineering Operations Improvement
REX + AM
Presentation Outline • Alcoa Al Global Gl b l Primary Pi Products’ P d t ’ need d for f PPRA • 9 Basic Deliverables of the PPRA • Development of the PPRA – Organization of Activities to Deliverable – Organization of Activities to Project Phases
• PPRA Lite Process – – – –
Project Registration P Progress R Reporting ti Cost and Benefit Tracking Next e t Steps
• Examples from PPRA Lite Smaller Projects
PPRA Deliverables 1.
Maintenance Philosophy and Processes are understood, and remaining PPRA deliverables are aligned
2.
Design es g lets d designers g know o what a is important: po a – Specified reliability requirements • MTTR, MTBM, preferred equipment/materials
– Use off equipment i with i h known k reliability li bili • Use best practice • Review similar installations • Talk to the right people
– Required reliability, simplification and lowest LCC • Reliability and economic modeling
– Standardization • Design from existing stores
– Equipment is maintainable • Physically (access, special tools, etc.) and aligned with the strategy
PPRA Deliverables 3.
Equipment Specifications let vendors know what is important, including: – – – – – –
MTTR/MTBM, FMEAs material specs parts list & manuals (format, minimum info & timing) AM PdM and Lube Ex design considerations AM, training requirements precision installation parameters (alignment, balance, vibration)
4.
EDMS has O&M manuals, drawings, technical specifications, work procedures, etc., in correct format and d in i entirety i
5.
CMMS considers asset hierarchy and criticality, and h correctt BOM has BOMs and d EMPs EMP sett up
PPRA Deliverables 6.
Maintenance Personnel, Contracts and Training requirements are understood & gaps closed. PM, PdM, TPM, Equip Specific training, timing, content and reuse is considered
7.
Material Management System and Inventory is minimized, based on standardization, equipment criticality, lead time, PM frequency and Pf Interval; materials have been received before commissioning
8.
Equipment Maintenance Plans and Procedures are based on equipment criticality and FMEAs FMEAs, optimizes PMs and PdM, and include stated parameters and autonomous maintenance activities
PPRA Deliverables 9.
Commissioning and Start-up Start up Plans that manage all the activities that maintenance personnel will complete during the project’s commissioning and start-up plans, and ensures: –
precision installation by taking PdM baselines
–
punchlists are generated
–
spare parts hand-over process exists
–
vendor provided training is provided vendor-provided
–
EMPs are achievable
–
final versions of documentation is received (i.e. commissioning and validation documents, engineering drawings and vendor manuals)
How PPRA Addresses Life Cycle Costs? • Capital Phase: – – – –
Design in Reliability
Design 2. Design 3. Equipment Specifications Buy 7. EMPs for spare parts/stored equipment Store Installation & Start-up 9. C & SU Plans
• After Aft H Hand-over: d – Operate – Maintain
Ensure new assets are REX compliant
• What affects how well we maintain equipment? – – – – –
Leadership, Partnerships & Strategies 1. Maintenance Philosophy Work Control+Planning/Scheduling 6Personnel/Training 8EMP 5CMMS Materials Management 7. Materials Management & Inventory Reliability Engineering 4. 4 EDMS EDMS, 5. 5 CMMS Operations Improvement 8. EMP 6. Personnel & Training
Presentation Outline • Alcoa Al Global Gl b l Primary Pi Products’ P d t ’ need d for f PPRA • 9 Basic Deliverables of the PPRA • Development of the PPRA – Organization of Activities to Deliverable – Organization of Activities to Project Phases
• PPRA Lite Process – – – –
Project Registration P Progress R Reporting ti Cost and Benefit Tracking Next e t Steps
• Examples from PPRA Lite Smaller Projects
Deliverables by Activities B4 Define PPRA Tasks/Resource/C ost Requirements for FEL3
C7 Define Remaining PPRA Tasks/ Resource/Cost Requirements
B2 Ensure Alignment with Maintenance Philosophy & Goals
B3 Assess Internal/External Resource Strategy for R&M Activities
A1 Ensure R&M Representation in Blitz Development
B1 Ensure R&M impact/needs are considered in the Solution Analysis
FEL 1 – Blitz/Problem Identification FEL 2 – Solution Analysis FEL 3 – Request for Authorization Detailed Design & Procurement Construction Commissioning & Start-up
0
PPRA Management
C10 Evaluate Special Safety Requirements or Concerns
Capital Project Phases
D3 Evaluate Waste Materials Disposal Processes for Maintenance Tasks
Maintenance Philosophy & Processes
D13 Provide Person-toPerson Communication Systems
D14 Define Additional Maintenance & Reliability Metrics
C4 Evaluate Design for EHS considerations relating to Maintenance Tasks
C5 Develop/Utilize Existing Equipment Reliability Specifications
C6 Evaluate Maintenance Tooling/Eqpmnt/W orkshop Requirements
D12 Collect & Distribute/Save Equipment Documentation per Plant Standards
D16 List/Set-up Ongoing Technical Support for New Equipment
D18 Develop Orientation & Training Schedule
E1 Screen, Hire & Provide Orientation Training to New Employees
E2 Award Maintenance Contract Services
D9 Ensure Parts/Lubricants/S pecialized Tools are Ordered
D10 Develop Maintenance/ Storage Requirements for Spare Parts
C1 Ensure Adherance to Plant Doc & Info Management Systems
C2 Ensure Reliable Design to Meet Project Goals
C3 Ensure Maintainable Design to Meet Project Goals
C8 Determine Reliability & Maintenance Staffing Requirements
C9 Develop Hiring Schedule/Plan
C11 Define/Expand Contracted Maintenance Scopes of Work
C13 Identify Training Needs & Budget
D15 Identify Training Resources (Internal & External)
C12 Analyse & Minimize Spare Part/Lubricant Requirements
C14 Asses Additional Storeroom Requirements
D6 Determine Location/Numberin g System for Spare Parts
D7 Determine Spare Parts / Lubricants Min-Max & Order Levels
D8 Develop Asset Bill of Materials and Enter into eAM
C16 Define Asset Hierarchy & Perform Asset Criticality Analysis
D1 Develop Equipment Maintenance Plans & Enter into eAM
D2 Develop Work Procedures for PM, PdM & AM Activities
C15 Define R&M Commissioning & Start-up Requirements
D4 Develop R&M Commissioning and Start-up Plan
D5 Determine R&M Commissioning & Start-up Resources
E4 Revise Annual O&M Budget for New Equipment
D11 Ensure Parts/Lubricants/ Tools are Received/ Inspected/Tagged/S tored
E6 Identify Punchlist Items and Ensure Resolution
E7 Ensure a Visual Workplace
2&3 Design, Specifications & Doc Mngmnt
E3 Provide Maintenance Training
E8 Complete Dry Run of PM & PdM Activities
F1 Update EDMS with Finalized Documents
Personnel, Contracts & Training 6
Materials Management System & Inventory 7 Includes 4&5 updating EDMS & CMMS
Equipment Maintenance Plans & Procedures 8
E5 Review Commissioning & Start-up Progress to the Plan
1
F2 Record Initial PdM Baselines & Operational Parameters
F3 Complete Trials & Approve Equipment for Handover
9 Commissioning p Plan & Start-up
Activities by Steps C5 Develop/Utilize Existing Equipment Reliability Specifications
Activities by y Project j Phase g
p
A-1 Ensure R&M Representation in Blitz Development B-1 Ensure R&M impact/needs are considered in the Solution Analysis B-2 Ensure Alignment with M aintenance Philosophy & Goals B-3 Assess Internal/External Resource Strategy for R&M Activities B-4 Define P PRA Tasks/Resource/ Cost Requirements for FEL3
FEL 3 ((R fA )
FEL 2 (S oolution A n alysis)
FEL 1 ( B litz)
Indicated start & end times – consider capital start‐end phases, budgets, info availability, system start‐up
D eetailed D esign
PPRA is aligned with Alcoa Capital Process PPRA is aligned with Alcoa Capital Process
S taart-up & T raansition
C oonstructio n
C-1 Ensure Adherance to Plant Doc & Info M anagement Systems C-2 Ensure Reliable Design to M eet Project Goals C-3 Ensure M aintainable Design to M eet P roject Goals C-4 Evaluate Design for EHS considerations relating to M aintenance Tasks C-5 Develop/Utilize Existing Equipment Reliability Specifications C-6 Evaluate M aintenance Tooling/Equipment/Workshop Requirements C-7 Define Remaining PP RA Tasks/Resource/Cost Requirements C-8 Determine M aintenance and Reliability Staffing Requirements C-9 Develop Hiring Schedule/Plan C-10 Evaluate Special Safety Requirements or Concerns C-11 Define/Expand Contracted M aintenance Scopes of Work C-12 A nalyse & M inimize Spare P art/Lubricant Requirements C-13 Identify Training Needs & Budget C-14 A sses Additional Storeroom Requirements C 15 D C-15 Define fi R&M C Commissioning i i i & St Start-up t Requirements C-16 Define Asset Hierarchy & Perform Asset Criticality Analysis D-1 Develop Equipment M aintenance Plans & Enter into eA M D-2 Develop Work Procedures for P M , PdM & AM Activities D-3 Evaluate Waste M aterials Disposal Processes for M aintenance Tasks D-4 Develop R&M Commissioning and Start-up Plan D-5 Determine R&M Commissioning & Start-up Resources D-66 Determine Location/Numbering System for Spare P arts D D-7 Determine Spare Parts / Lubricants M in-M ax & Order Levels D-8 Develop A sset Bill of M aterials and Enter into eAM D-9 Ensure Parts/Lubricants/Specialized Tools are Ordered D-10 Develop M aintenance/Storage Requirements for Spare Parts D-11 Ensure Parts/Lubricants/Tools are Received/Inspected/Tagged/Stored D-12 Collect & Distribute/Save Equipment Documentation per P lant Standards D-13 Provide Person-to-Person Communication Systems D-14 Define Additional M aintenance & Reliability M etrics D-15 Identify Training Resources (Internal & External) D-16 List/Set-up Ongoing Technical Support for New Equipment D-17 Develop Orientation & Training Schedule E-1 Screen, Hire & Provide Orientation Training to New Employees E-2 Award M aintenance Contract Services E-3 Provide M aintenance Training E-4 Revise Annual O&M Budget for New Equipment E-5 Review Commissioning & Start-up Progress to the Plan E-6 Identify Punchlist Items and Ensure Resolution E-7 Ensure a Visual Workplace E-8 Complete Dry Run of PM & PdM Activities F-1 Update EDM S with Finalized Documents F-2 Record Initial PdM Baselines & Operational P arameters F-3 Complete Trials & Approve Equipment for Handover
Presentation Outline • Alcoa Al Global Gl b l Primary Pi Products’ P d t ’ need d for f PPRA • 9 Basic Deliverables of the PPRA • Development of the PPRA – Organization of Activities to Deliverable – Organization of Activities to Project Phases
• PPRA Lite Process – – – –
Project Registration P Progress R Reporting ti Cost and Benefit Tracking Next e t Steps
• Examples from PPRA Lite Smaller Projects
PPRA Lite Process PPRA Project SPA Monthly M thl Responsibilities
Reporting Project Registration & Set-up
Project P j t Identification 22
PPRA Project Registration
Project PPRA SPA SPA’s s Responsibilities • Register Project on PPRA SharePoint Site • Participate in Monthly Regional PPRA Conference Calls • Update PPRA Project Tracking Sheet: Initial Update a) Answer 30 questions to generate a suggested PPRA scope progress g b)) Decide what level to track p • PPRA Progress by Activity: for most projects • PPRA Progress by Steps: for larger projects or first-time SPAs • Detailed by Sub-system: Sub system: for large large, complex and/or staged projects
Subsequent Monthly Updates 1. Update Project Information 1 Information, Costs and Benefits 2. Update % Completion against each Activity/Step
PPRA Progress by Steps Update one or other column with drop down list
Roll-up to PPRA Progress by Activity
Continuous Improvement … I an effort In ff to iimprove the h look l k off the h PPRA Progress g byy Activityy Sheet and make it a one-stop shop, the format has recently changed. The new format allows basic health indicators to be seen on one page. p g
In addition to fitting on one page: 1 Activities can be ordered by 1. associated phase or deliverable pp Activities can 2. “Not Applicable” be hidden 3. A summary of % Activities complete p by yp phase, deliverable and schedule is provided
Automated Progress Summary Charts
Cost & Benefit Tracking
Record economic evaluations used in making g decisions!
PPRA Reporting: Plant Level
Plant
Projects
Region 31
PPRA Reporting: Regional Level
Estimated Costs and Benefits • Estimated Cost to Complete PPRA – 0.5 to 1% TIC (Total Installed Cost) or 3% Equipment Cost – NB: Multidiscipline team is needed with man-hour requirements increasing through the project
• Estimated i d Benefits fi – 40% reduction in spare parts purchased vs. OEM recommendation – 20% reduction in total life cycle costs, including 20% reduction in maintenance labor hours (actual vs. OEM recommended EMP) – When the button is pushed, things work and keep working, and 100% capacity is quickly reached
Next Steps 1. One box in the Reliability Model not fully covered by the PPRA – OPERATIONS
•
Incorporate Operational Considerations into the PPRA
9 Aligns with gaining optimal reliability to suit business & EHS needs in capital projects
2. Push the use of financial modeling in making decisions 3. Increase the availability of tools and templates • Using PPRA SharePoint Site
4. As the number of projects completing the PPRA increases, g expertise/help p / p chains at regional g and plant p levels strengthen
Presentation Outline • Alcoa Al Global Gl b l Primary Pi Products’ P d t ’ need d for f PPRA • 9 Basic Deliverables of the PPRA • Development of the PPRA – Organization of Activities to Deliverable – Organization of Activities to Project Phases
• PPRA Lite Process – – – –
Project Registration P Progress R Reporting ti Cost and Benefit Tracking Next e t Steps
• Examples from PPRA Lite (Sustaining Projects)
Examples of PPRA Lite •
Autogenous Mill Replacement: $260k savings in spare parts & failure modes engineered i d outt or addressed dd d with ith PdM, PdM PM or AM activities ti iti (preferential ( f ti l order) d )
•
Coal Power Plant Scrubber*: $7M capital reduction due to availability modeling
•
Oxalate Capacity Increase: VSD motors specified in equipment specification to align with plant’s initiative to reduce energy consumption
•
Cathode Relining Facility: Equipment placement on crane altered to improve access & common parts specified in design to match other plant cranes
•
Alumina Load Chute*: Incorporated design improvements and maintenance tasks developed at another facility that reduced change-out change out of major components from 12 to 3 times per year
•
Water Segregation Network Phase 2: Incorporated learning from Phase 1 and ensured that Plant SMC equipment specifications were used (cost = € 7.4k, 7 4k est. est = €14.8k in reduced equipment cost, EMP, spare parts and training)
•
Greenmill Scrubber: EMPs developed for AU$40k. Compared to RTF Strategy for 1 year at 15% pa hurdle rate, savings = AU$578.8k (including $38.8k R&M)
*Projects put on hold due to capital restrictions associated with the GFC
Presentation Outline • Alcoa Al Global Gl b l Primary Pi Products’ P d t ’ need d for f PPRA • 9 Basic Deliverables of the PPRA • Development of the PPRA – Organization of Activities to Deliverable – Organization of Activities to Project Phases
• PPRA Lite Process – – – –
Project Registration P Progress R Reporting ti Cost and Benefit Tracking Next e t Steps
• Examples from PPRA Lite Smaller Projects
Presentation Outline • Alcoa Al Global Gl b l Primary Pi Products’ P d t ’ need d for f PPRA • 9 Basic Deliverables of the PPRA • Development of the PPRA – Organization of Activities to Deliverable – Organization of Activities to Project Phases
• PPRA Lite Process – – – –
Project Registration P Progress R Reporting ti Cost and Benefit Tracking Next e t Steps
• Examples from PPRA Lite Smaller Projects
Striving for a Common Project Goal “Project Project management management’s s and owner owner’s s concept of project success must focus on a new paradigm:
A successful commercial operation is the project objective, not mechanical completion!” l ti !” Construction Industry Institute Report 121-1
The Reliability Model PPRA
Design LCC
Defects
REX
Buy
Store
Cost of Ownership
“Like a Store”
Defects
Defects
AM Install/ Startup
Operate
With Discipline
With Care
Defects
Defects
Maintain With Precision Defects
Root Causes
Rate Losses & Downtime Unnecessary Work Source: The RM Group Inc., in cooperation with Andrew Fraser, Reliable Manufacturing Assoc. Assoc
Uptime & Necessary Work
Minimum unit cost of Production
Phases of Life Cycle Cost Commitment 85-97%
65-95%
100 50-85%
75
0
Prreliminaryy De esign
25
Plan nning
50
Consstruction/S Startup
302-66%1
Life Cycle Phases Sources: 1) Ben Blanchard, Design and Manage to Life Cycle Cost, MA Press, Forest Grove, OR, 1978; 2) John Schultz, Allied Reliability, Charleston, SC
When Can We Minimize Life Cycle Costs? • If 85% to 97% of base life cycle costs are committed by the time equipment is handed over to operations & maintenance, we can influence i fl life lif cycle l costs t mostt in i the capital process.
How Can We Minimize Life Cycle Costs? • By following a structured process to capture all opportunities / minimize ‘defects’ defects • Alcoa has developed structured processes for – New facilities/major expansions – Smaller projects within sustaining facilities
• PPRA (Pre-Production Reliability Activities) – Based on BE&K’s Preproduction Reliability Maintenance Activities
PPRA Objectives • Minimize the cost of production while meeting operational & EHS requirements • Integrate new assets into facilities quickly & seamlessly – When the button is pressed, 100% capacity is achieved quickly and sustainably.
• Increase asset performance and minimize life cycle costs – Operating, maintenance & disposal costs can total 20x total i installed ll d costs. They Th are worth h minimizing! i i i i !
What Affects Life Cycle Costs? • Capital Phase: – – – –
Design Buy uy Store Installation & Start-up
• After Hand-over: – Operate – Maintain
• What affects how well we maintain equipment? – – – – –
Leadership, Partnerships & Strategies Work Control + Planning/Scheduling Materials Management Reliability l b l Engineering Operations Improvement
REX + AM
Presentation Outline • Alcoa Al Global Gl b l Primary Pi Products’ P d t ’ need d for f PPRA • 9 Basic Deliverables of the PPRA • Development of the PPRA – Organization of Activities to Deliverable – Organization of Activities to Project Phases
• PPRA Lite Process – – – –
Project Registration P Progress R Reporting ti Cost and Benefit Tracking Next e t Steps
• Examples from PPRA Lite Smaller Projects
PPRA Deliverables 1.
Maintenance Philosophy and Processes are understood, and remaining PPRA deliverables are aligned
2.
Design es g lets d designers g know o what a is important: po a – Specified reliability requirements • MTTR, MTBM, preferred equipment/materials
– Use off equipment i with i h known k reliability li bili • Use best practice • Review similar installations • Talk to the right people
– Required reliability, simplification and lowest LCC • Reliability and economic modeling
– Standardization • Design from existing stores
– Equipment is maintainable • Physically (access, special tools, etc.) and aligned with the strategy
PPRA Deliverables 3.
Equipment Specifications let vendors know what is important, including: – – – – – –
MTTR/MTBM, FMEAs material specs parts list & manuals (format, minimum info & timing) AM PdM and Lube Ex design considerations AM, training requirements precision installation parameters (alignment, balance, vibration)
4.
EDMS has O&M manuals, drawings, technical specifications, work procedures, etc., in correct format and d in i entirety i
5.
CMMS considers asset hierarchy and criticality, and h correctt BOM has BOMs and d EMPs EMP sett up
PPRA Deliverables 6.
Maintenance Personnel, Contracts and Training requirements are understood & gaps closed. PM, PdM, TPM, Equip Specific training, timing, content and reuse is considered
7.
Material Management System and Inventory is minimized, based on standardization, equipment criticality, lead time, PM frequency and Pf Interval; materials have been received before commissioning
8.
Equipment Maintenance Plans and Procedures are based on equipment criticality and FMEAs FMEAs, optimizes PMs and PdM, and include stated parameters and autonomous maintenance activities
PPRA Deliverables 9.
Commissioning and Start-up Start up Plans that manage all the activities that maintenance personnel will complete during the project’s commissioning and start-up plans, and ensures: –
precision installation by taking PdM baselines
–
punchlists are generated
–
spare parts hand-over process exists
–
vendor provided training is provided vendor-provided
–
EMPs are achievable
–
final versions of documentation is received (i.e. commissioning and validation documents, engineering drawings and vendor manuals)
How PPRA Addresses Life Cycle Costs? • Capital Phase: – – – –
Design in Reliability
Design 2. Design 3. Equipment Specifications Buy 7. EMPs for spare parts/stored equipment Store Installation & Start-up 9. C & SU Plans
• After Aft H Hand-over: d – Operate – Maintain
Ensure new assets are REX compliant
• What affects how well we maintain equipment? – – – – –
Leadership, Partnerships & Strategies 1. Maintenance Philosophy Work Control+Planning/Scheduling 6Personnel/Training 8EMP 5CMMS Materials Management 7. Materials Management & Inventory Reliability Engineering 4. 4 EDMS EDMS, 5. 5 CMMS Operations Improvement 8. EMP 6. Personnel & Training
Presentation Outline • Alcoa Al Global Gl b l Primary Pi Products’ P d t ’ need d for f PPRA • 9 Basic Deliverables of the PPRA • Development of the PPRA – Organization of Activities to Deliverable – Organization of Activities to Project Phases
• PPRA Lite Process – – – –
Project Registration P Progress R Reporting ti Cost and Benefit Tracking Next e t Steps
• Examples from PPRA Lite Smaller Projects
Deliverables by Activities B4 Define PPRA Tasks/Resource/C ost Requirements for FEL3
C7 Define Remaining PPRA Tasks/ Resource/Cost Requirements
B2 Ensure Alignment with Maintenance Philosophy & Goals
B3 Assess Internal/External Resource Strategy for R&M Activities
A1 Ensure R&M Representation in Blitz Development
B1 Ensure R&M impact/needs are considered in the Solution Analysis
FEL 1 – Blitz/Problem Identification FEL 2 – Solution Analysis FEL 3 – Request for Authorization Detailed Design & Procurement Construction Commissioning & Start-up
0
PPRA Management
C10 Evaluate Special Safety Requirements or Concerns
Capital Project Phases
D3 Evaluate Waste Materials Disposal Processes for Maintenance Tasks
Maintenance Philosophy & Processes
D13 Provide Person-toPerson Communication Systems
D14 Define Additional Maintenance & Reliability Metrics
C4 Evaluate Design for EHS considerations relating to Maintenance Tasks
C5 Develop/Utilize Existing Equipment Reliability Specifications
C6 Evaluate Maintenance Tooling/Eqpmnt/W orkshop Requirements
D12 Collect & Distribute/Save Equipment Documentation per Plant Standards
D16 List/Set-up Ongoing Technical Support for New Equipment
D18 Develop Orientation & Training Schedule
E1 Screen, Hire & Provide Orientation Training to New Employees
E2 Award Maintenance Contract Services
D9 Ensure Parts/Lubricants/S pecialized Tools are Ordered
D10 Develop Maintenance/ Storage Requirements for Spare Parts
C1 Ensure Adherance to Plant Doc & Info Management Systems
C2 Ensure Reliable Design to Meet Project Goals
C3 Ensure Maintainable Design to Meet Project Goals
C8 Determine Reliability & Maintenance Staffing Requirements
C9 Develop Hiring Schedule/Plan
C11 Define/Expand Contracted Maintenance Scopes of Work
C13 Identify Training Needs & Budget
D15 Identify Training Resources (Internal & External)
C12 Analyse & Minimize Spare Part/Lubricant Requirements
C14 Asses Additional Storeroom Requirements
D6 Determine Location/Numberin g System for Spare Parts
D7 Determine Spare Parts / Lubricants Min-Max & Order Levels
D8 Develop Asset Bill of Materials and Enter into eAM
C16 Define Asset Hierarchy & Perform Asset Criticality Analysis
D1 Develop Equipment Maintenance Plans & Enter into eAM
D2 Develop Work Procedures for PM, PdM & AM Activities
C15 Define R&M Commissioning & Start-up Requirements
D4 Develop R&M Commissioning and Start-up Plan
D5 Determine R&M Commissioning & Start-up Resources
E4 Revise Annual O&M Budget for New Equipment
D11 Ensure Parts/Lubricants/ Tools are Received/ Inspected/Tagged/S tored
E6 Identify Punchlist Items and Ensure Resolution
E7 Ensure a Visual Workplace
2&3 Design, Specifications & Doc Mngmnt
E3 Provide Maintenance Training
E8 Complete Dry Run of PM & PdM Activities
F1 Update EDMS with Finalized Documents
Personnel, Contracts & Training 6
Materials Management System & Inventory 7 Includes 4&5 updating EDMS & CMMS
Equipment Maintenance Plans & Procedures 8
E5 Review Commissioning & Start-up Progress to the Plan
1
F2 Record Initial PdM Baselines & Operational Parameters
F3 Complete Trials & Approve Equipment for Handover
9 Commissioning p Plan & Start-up
Activities by Steps C5 Develop/Utilize Existing Equipment Reliability Specifications
Activities by y Project j Phase g
p
A-1 Ensure R&M Representation in Blitz Development B-1 Ensure R&M impact/needs are considered in the Solution Analysis B-2 Ensure Alignment with M aintenance Philosophy & Goals B-3 Assess Internal/External Resource Strategy for R&M Activities B-4 Define P PRA Tasks/Resource/ Cost Requirements for FEL3
FEL 3 ((R fA )
FEL 2 (S oolution A n alysis)
FEL 1 ( B litz)
Indicated start & end times – consider capital start‐end phases, budgets, info availability, system start‐up
D eetailed D esign
PPRA is aligned with Alcoa Capital Process PPRA is aligned with Alcoa Capital Process
S taart-up & T raansition
C oonstructio n
C-1 Ensure Adherance to Plant Doc & Info M anagement Systems C-2 Ensure Reliable Design to M eet Project Goals C-3 Ensure M aintainable Design to M eet P roject Goals C-4 Evaluate Design for EHS considerations relating to M aintenance Tasks C-5 Develop/Utilize Existing Equipment Reliability Specifications C-6 Evaluate M aintenance Tooling/Equipment/Workshop Requirements C-7 Define Remaining PP RA Tasks/Resource/Cost Requirements C-8 Determine M aintenance and Reliability Staffing Requirements C-9 Develop Hiring Schedule/Plan C-10 Evaluate Special Safety Requirements or Concerns C-11 Define/Expand Contracted M aintenance Scopes of Work C-12 A nalyse & M inimize Spare P art/Lubricant Requirements C-13 Identify Training Needs & Budget C-14 A sses Additional Storeroom Requirements C 15 D C-15 Define fi R&M C Commissioning i i i & St Start-up t Requirements C-16 Define Asset Hierarchy & Perform Asset Criticality Analysis D-1 Develop Equipment M aintenance Plans & Enter into eA M D-2 Develop Work Procedures for P M , PdM & AM Activities D-3 Evaluate Waste M aterials Disposal Processes for M aintenance Tasks D-4 Develop R&M Commissioning and Start-up Plan D-5 Determine R&M Commissioning & Start-up Resources D-66 Determine Location/Numbering System for Spare P arts D D-7 Determine Spare Parts / Lubricants M in-M ax & Order Levels D-8 Develop A sset Bill of M aterials and Enter into eAM D-9 Ensure Parts/Lubricants/Specialized Tools are Ordered D-10 Develop M aintenance/Storage Requirements for Spare Parts D-11 Ensure Parts/Lubricants/Tools are Received/Inspected/Tagged/Stored D-12 Collect & Distribute/Save Equipment Documentation per P lant Standards D-13 Provide Person-to-Person Communication Systems D-14 Define Additional M aintenance & Reliability M etrics D-15 Identify Training Resources (Internal & External) D-16 List/Set-up Ongoing Technical Support for New Equipment D-17 Develop Orientation & Training Schedule E-1 Screen, Hire & Provide Orientation Training to New Employees E-2 Award M aintenance Contract Services E-3 Provide M aintenance Training E-4 Revise Annual O&M Budget for New Equipment E-5 Review Commissioning & Start-up Progress to the Plan E-6 Identify Punchlist Items and Ensure Resolution E-7 Ensure a Visual Workplace E-8 Complete Dry Run of PM & PdM Activities F-1 Update EDM S with Finalized Documents F-2 Record Initial PdM Baselines & Operational P arameters F-3 Complete Trials & Approve Equipment for Handover
Presentation Outline • Alcoa Al Global Gl b l Primary Pi Products’ P d t ’ need d for f PPRA • 9 Basic Deliverables of the PPRA • Development of the PPRA – Organization of Activities to Deliverable – Organization of Activities to Project Phases
• PPRA Lite Process – – – –
Project Registration P Progress R Reporting ti Cost and Benefit Tracking Next e t Steps
• Examples from PPRA Lite Smaller Projects
PPRA Lite Process PPRA Project SPA Monthly M thl Responsibilities
Reporting Project Registration & Set-up
Project P j t Identification 22
PPRA Project Registration
Project PPRA SPA SPA’s s Responsibilities • Register Project on PPRA SharePoint Site • Participate in Monthly Regional PPRA Conference Calls • Update PPRA Project Tracking Sheet: Initial Update a) Answer 30 questions to generate a suggested PPRA scope progress g b)) Decide what level to track p • PPRA Progress by Activity: for most projects • PPRA Progress by Steps: for larger projects or first-time SPAs • Detailed by Sub-system: Sub system: for large large, complex and/or staged projects
Subsequent Monthly Updates 1. Update Project Information 1 Information, Costs and Benefits 2. Update % Completion against each Activity/Step
PPRA Progress by Steps Update one or other column with drop down list
Roll-up to PPRA Progress by Activity
Continuous Improvement … I an effort In ff to iimprove the h look l k off the h PPRA Progress g byy Activityy Sheet and make it a one-stop shop, the format has recently changed. The new format allows basic health indicators to be seen on one page. p g
In addition to fitting on one page: 1 Activities can be ordered by 1. associated phase or deliverable pp Activities can 2. “Not Applicable” be hidden 3. A summary of % Activities complete p by yp phase, deliverable and schedule is provided
Automated Progress Summary Charts
Cost & Benefit Tracking
Record economic evaluations used in making g decisions!
PPRA Reporting: Plant Level
Plant
Projects
Region 31
PPRA Reporting: Regional Level
Estimated Costs and Benefits • Estimated Cost to Complete PPRA – 0.5 to 1% TIC (Total Installed Cost) or 3% Equipment Cost – NB: Multidiscipline team is needed with man-hour requirements increasing through the project
• Estimated i d Benefits fi – 40% reduction in spare parts purchased vs. OEM recommendation – 20% reduction in total life cycle costs, including 20% reduction in maintenance labor hours (actual vs. OEM recommended EMP) – When the button is pushed, things work and keep working, and 100% capacity is quickly reached
Next Steps 1. One box in the Reliability Model not fully covered by the PPRA – OPERATIONS
•
Incorporate Operational Considerations into the PPRA
9 Aligns with gaining optimal reliability to suit business & EHS needs in capital projects
2. Push the use of financial modeling in making decisions 3. Increase the availability of tools and templates • Using PPRA SharePoint Site
4. As the number of projects completing the PPRA increases, g expertise/help p / p chains at regional g and plant p levels strengthen
Presentation Outline • Alcoa Al Global Gl b l Primary Pi Products’ P d t ’ need d for f PPRA • 9 Basic Deliverables of the PPRA • Development of the PPRA – Organization of Activities to Deliverable – Organization of Activities to Project Phases
• PPRA Lite Process – – – –
Project Registration P Progress R Reporting ti Cost and Benefit Tracking Next e t Steps
• Examples from PPRA Lite (Sustaining Projects)
Examples of PPRA Lite •
Autogenous Mill Replacement: $260k savings in spare parts & failure modes engineered i d outt or addressed dd d with ith PdM, PdM PM or AM activities ti iti (preferential ( f ti l order) d )
•
Coal Power Plant Scrubber*: $7M capital reduction due to availability modeling
•
Oxalate Capacity Increase: VSD motors specified in equipment specification to align with plant’s initiative to reduce energy consumption
•
Cathode Relining Facility: Equipment placement on crane altered to improve access & common parts specified in design to match other plant cranes
•
Alumina Load Chute*: Incorporated design improvements and maintenance tasks developed at another facility that reduced change-out change out of major components from 12 to 3 times per year
•
Water Segregation Network Phase 2: Incorporated learning from Phase 1 and ensured that Plant SMC equipment specifications were used (cost = € 7.4k, 7 4k est. est = €14.8k in reduced equipment cost, EMP, spare parts and training)
•
Greenmill Scrubber: EMPs developed for AU$40k. Compared to RTF Strategy for 1 year at 15% pa hurdle rate, savings = AU$578.8k (including $38.8k R&M)
*Projects put on hold due to capital restrictions associated with the GFC
