W5_Candra Nugraha_Electrical Improvement


Opportunity Statements

Our plants (GS, SS and AWT) use a large number of electric motors as their equipment drivers.  All equipment drivers must be kept on running condition all the time to ensure plant’s high productivity. These drivers have their electrical power supplied from the Switchgear, MCC, & Switch-rack, and thus the equipments condition is deemed critical to the reliability of the whole plant.

Unavailability of process driver in our plants shall disconnect a chain of process and creates a downtime and inevitable losses. Therefore, there is always production losses associated with Switchgear, MCC, Switch-rack problems. The biggest impact to production will trigger the schedule of improvement action.

Root Cause

Develop Alternatives

The research has been developed based on statistic of failure as per given bar chart for GS, SS and AWT:

1. SS

 

2. GS

3. AWT

Development of the outcomes

A method of recording and analyzing all significant cost metrics associated with equipment downtime in a plant (GS, SS and AWT) and providing a way to assign time and/or monetary value to previously considered “non-tangible” cost of downtime.

True Downtime Cost of  Switchgear, MCC, & Switchrack include:

  • Lost of potential production cost without generated steam and delivered water & oil excluding the possibility of bottleneck.
  • Energy surge cost during start-up (energizing phase),
  • Man-hour (regular and overtime), in this calculation we’ll not include this man-hour cost.
  • Repair cost.

1. SS – Cost of Unreliability

2. GS – Cost of Unreliability

 

3. AWT – Cost of Unreliability

Minimum Acceptable requirements

Project Execution Plan has been developed based on the biggest impact on the production. They are in sequence:

  • SS
  • GS
  • AWT

Analyze and compare the alternatives

As the biggest impact is on SS and GS, the below table is a comparison the cost of unreliability:

Develop preferred alternative

This Failure Mode and Effect Analysis (FMEA) is a powerful tools to react with the electrical improvement opportunities as part of maintenance program:

  

Monitor and Evaluation (Post Mortem)

  • During period January ’10 – December ’10, we had 478-failures and 4933-hour downtime on electrical motor protection (MCP) & power supply system (switchgear + MCC) in GS and SS with the Total Cost (True Downtime Cost) 1,368,154 US$.
  • Method to extract raw data from Database to document losses to production and equipment repair cost still not using yet standardized method for GS and SS. Increased DB utilization:
  1. To provide meaningful management reports that will enhance control of maintenance of MCC (% reliability, % availability, MTTF, etc.).
  2. To ensure that maintenance is performed efficiently through organized planning and coordinated use of material, manpower, and time is a necessity.

 Success Metrics

  • Industrial Accident / LTI  – zero.
  • Unplanned Shut Down – zero

Success Factor

 The following action items are a must for achieving the Success Metrics above:

  • Good team work & coordination – meet on regular basis, good cross functional participation and good team commitment.
  • Follow the project management practices.
  • Follow HES procedures and approved standards & codes.
  • Utilize Best Practices.
  • Involve the right resources. 

References:

  1. Peters, Max S & Timmerhaus, Klaus D. (1991), Plant Design and Economics for Chemical Engineers 4th Edition, Singapore: McGraw-Hill, Inc.
  2. Sullivan, William G., Wicks, Elin M. & Koelling, C. Patrick (1942), Engineering Economy 15th Edition, Singapore: Prentice Hall, Inc.
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About Candra Nugraha

I'am living in jakarta, indonesia
This entry was posted in Candra Nugraha, Week #5. Bookmark the permalink.

2 Responses to W5_Candra Nugraha_Electrical Improvement

  1. DrPDG says:

    Awesome, Candra…… WOW!!!

    You understand exactly what I am looking for. (BTW, this would make a PERFECT paper!!! All you would have to do is beef up the explanations a bit to ensure you have 3000 words)

    At this point, I would really like to see you mentoring your colleagues……. Pak Budhi has fallen behind and Pak Teguh, Pak Erwin and Mr. Tea remain missing in action (MIA)

    Why not approach one of them and offer to walk them through a problem and if you do that, I will give BOTH of you credit- them for publishing their blog and you for mentoring them?

    If you don’t take me up on that challenge, then I would really like to see you pick an example using purchasing power parity, linear or some kind of regression analysis and predict costs out 1, 3 and 5 years out into the future.

    But clearly you understand the approach to problem solving that you will need not only to pass your AACE exams, but also to make you a more valuable employee!!

    Keep up the excellent work Mas Candra!! I am impressed!!!

    BR,
    Dr. PDG, Jakarta

  2. DrPDG says:

    Mas Candra, given the recent mess in Japan after the earthquake and tsunami, from a RISK MITIGATION/RISK MANAGEMENT perspective, what have you done for these plants?

    While I realize there is no nuclear meltdown, have you done a comprehensive risk assessment given Indonesia is prone to both earthquakes and tsunamis?

    Might be a great topic for a future blog from Chapter 12 of your Engineering Economy?

    BR,
    Dr. PDG, Jakarta

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