TR-111915-Predictive Maintenance Program Implementation Experience

Predictive Maintenance Program Implementation Experience
TR-111915
Final Report, December 1998
Effective December 6, 2006, this report has been made publicly available in accordance with Section 734.3(b)(3) and published in accordance with Section 734.7 of the U.S. Export Administration Regulations. As a result of this publication, this report is subject to only copyright protection and does not require any license agreement from EPRI. This notice supersedes the export control restrictions and any proprietary licensed material notices embedded in the document prior to publication.
Project Manager R. Pflasterer
EPRIGEN 3412 Hillview Avenue, Palo Alto, California 94304 PO Box 10416, Palo Alto, California 94303 USA 800.313.3774 650.855.2121 askepri@epri.com www.epri.com
DISCLAIMER OF WARRANTIES AND LIMITATION OF LIABILITIES

THIS REPORT WAS PREPARED BY THE ORGANIZATION(S) NAMED BELOW AS AN ACCOUNT OF WORK SPONSORED OR COSPONSORED BY EPRIGEN, INC. NEITHER EPRIGEN, THE ELECTRIC POWER RESEARCH INSTITUTE, INC. (EPRI), ANY COSPONSOR, THE ORGANIZATION(S) NAMED BELOW, NOR ANY PERSON ACTING ON BEHALF OF ANY OF THEM: (A) MAKES ANY WARRANTY OR REPRESENTATION WHATSOEVER, EXPRESS OR IMPLIED, (I) WITH RESPECT TO THE USE OF ANY INFORMATION, APPARATUS, METHOD, PROCESS, OR SIMILAR ITEM DISCLOSED IN THIS REPORT, INCLUDING MERCHANTABILITY AND FITNESS FOR A PARTICULAR PURPOSE, OR (II) THAT SUCH USE DOES NOT INFRINGE ON OR INTERFERE WITH PRIVATELY OWNED RIGHTS, INCLUDING ANY PARTY'S INTELLECTUAL PROPERTY, OR (III) THAT THIS PACKAGE IS SUITABLE TO ANY PARTICULAR USER'S CIRCUMSTANCE; OR (B) ASSUMES RESPONSIBILITY FOR ANY DAMAGES OR OTHER LIABILITY WHATSOEVER (INCLUDING ANY CONSEQUENTIAL DAMAGES, EVEN IF EPRIGEN OR ANY EPRIGEN REPRESENTATIVE HAS BEEN ADVISED OF THE POSSIBILITY OF SUCH DAMAGES) RESULTING FROM YOUR SELECTION OR USE OF THIS REPORT OR ANY INFORMATION, APPARATUS, METHOD, PROCESS, OR SIMILAR ITEM DISCLOSED IN THIS REPORT. ORGANIZATION(S) THAT PREPARED THIS REPORT EPRI Maintenance & Diagnostic Center
ORDERING INFORMATION
Requests for copies of this package should be directed to the EPRI Distribution Center, 207 Coggins Drive, P.O. Box 23205, Pleasant Hill, CA 94523, (925) 934-4212. EPRI is a registered service mark of the Electric Power Research Institute, Inc. Copyright 1998 EPRIGEN, Inc. All rights reserved.
CITATION
This report was prepared by EPRI Maintenance & Diagnostic Center 440 Baldwin Tower Eddystone, Pennsylvania 19022 Principal Investigator W. Woyshner This report describes research sponsored by EPRIGEN. The report is a corporate document that should be cited in the literature in the following manner: Predictive Maintenance Program Implementation Experience, EPRIGEN, Palo Alto, CA: 1998. Report TR-111915.
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REPORT SUMMARY
Predictive maintenance (PDM) is a process of collecting data, assessing machinery condition, and deciding when to perform maintenance. PDM saves money and improves machinery reliability as compared to preventive or corrective maintenance. This report describes the implementation of PDM programs at Commonwealth Edisons (ComEds) fossil power plants. Background In October 1995 ComEd of Chicago, Illinois, and the EPRIs Maintenance and Diagnostic (M&D) Center of Eddystone, Pennsylvania, joined together to develop and implement a PDM Program within the fossil division of the ComEd system. The implementation involved 10 generating stations, and it included the Fossil Operations Availability Systems Team and ComEd's System Material Analysis Department (SMAD). In order for a PDM program to be successful, it is very important that all staff levels at the plant and at the central office have an awareness of the program. This is especially important when a program that employs a new approach to maintenance decision making is being implemented. Typically, any significant change in working habits is many times resisted initially, unless Buy-In of those affected by the changes occurs. This report is part of EPRIGENs development efforts under the Plant Maintenance Optimization (PMO) Target, number 54 in 1998 and 75 in 1999. The PMO mission is to lead the industry by developing and demonstrating products and services that will improve utilization of power plant maintenance resources and increase profitability for generation business units/companies. Objectives To implement predictive maintenance programs at 10 ComEd generating stations; to achieve ComEds aggressive cost improvement goals through the use of predictive maintenance; to change from a corrective maintenance strategy to a predictive maintenance strategy. Approach The PDM Implementation Program comprised four major initiatives: 1) PDM Program Implementation Support, 2) Level-of-Awareness (LOA) Training, 3) Technology Implementation, and 4) PDM Program Follow-Up Reviews and Meetings. The project v
team worked with ComEds Fossil Operations Availability Systems Team, PDM Specialists from the 10 generating stations, and selected SMAD personnel to implement PDM programs at each station. The team subsequently described the details of each initiative and the tasks within them for this report. In addition, they wrote a section dedicated to Cost Benefit Analyses. Results PDM programs were implemented at 10 ComEd fossil generating stations. ComEds aggressive cost reduction goals were exceeded, and substantial progress was achieved moving from a corrective maintenance strategy to a predictive maintenance strategy. The programs success can be measured by the cost-effective identification and correction of potential equipment failures at the 10 generating stations with cost benefits calculated at over $10.6 million in the first two years of the project. These savings are an excellent indicator that a level of awareness and Buy-In of the PDM Programs now exists at most of the stations. EPRI Perspective Predictive maintenance has become the dominant theme for the M&D Center at Eddystone, Pennsylvania. That Center is operated in cooperation with PECO Energy (PECO). Over 40 diagnostic systems are installed and operating at PECO's Eddystone station. The M&D Center provides the utility industry a broad range of products and services related to predictive maintenance. These include PDM Assessment services, PDM Program Implementation services, training courses on PDM technologies, PDM automation tools such as the O&M Workstation, and specific PDM services such as thermography surveys. Over the past 11 years, the EPRI M&D Center has gained a wealth of experience implementing PDM Programs at various utilities. The techniques and experiences described in this report will be very beneficial to all EPRI members that are implementing PDM into multi-station organizations. TR-111915 Interest Categories Fossil Steam Plant Performance Optimization Fossil Steam Plant O&M Cost Reduction Combustion Turbine/Combined Cycle Plants Assessment & Optimization Keywords Diagnostic monitoring Maintenance practices Reliability/availability Maintenance optimization Performance Predictive maintenance vi
EPRIGEN Licensed Material
ABSTRACT
This report is part of EPRIGENs development efforts under the Plant Maintenance Optimization (PMO) Target, number 54 in 1998 and 75 in 1999. The PMO mission is to lead the industry by developing and demonstrating products and services that will improve utilization of power plant maintenance resources and increase profitability for generation business units/companies. This report describes the experience implementing predictive maintenance (PDM) programs at Commonwealth Edisons (ComEds) fossil power plants. Predictive maintenance is a process of collecting data, assessing machinery condition, and deciding when to perform maintenance. A predictive maintenance program establishes the resources necessary to sustain an ongoing predictive maintenance process. Those resources include people, work processes (procedures) and technologies. Predictive maintenance saves money and improves machinery reliability as compared to preventive or corrective maintenance. This report describes the process and results of implementing predictive maintenance programs. The implementation process was broken down into four major initiatives: implementation support, Level Of Awareness (LOA) training, technology implementation, and follow-up. Specific results from this implementation includes the project schedule, the mini-assessment, the PDM plan, and the opportunities for further improvement. The PDM plan includes: key findings, plant equipment assessment, establishing the technologies, setting up the organization, establishing cost benefit worksheets, and training. The PDM technologies implemented include: vibration, lubrication, infrared thermography, ultrasonic, and motor current analysis.
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CONTENTS
1 INTRODUCTION AND OVERVIEW..................................................................................... 1-1 Project Major Initiatives....................................................................................................... 1-3 2 PDM PROGRAM IMPLEMENTATION ................................................................................ 2-1 PDM Program Implementation Support .............................................................................. 2-1 Initial PDM Course .............................................................................................................. 2-1 Coaching Sessions ............................................................................................................. 2-1 Coaching Session # 1 ..................................................................................................... 2-2 Progress Meeting with Fossil Senior Leadership Team .................................................. 2-3 Coaching Session #2 ...................................................................................................... 2-3 14 Key Elements of a PDM Program Implementation Plan................................................. 2-5 Progress Meeting with All Station's Operations, Maintenance, & Technical Leaders ......... 2-7 Mini Plant Assessment at Waukegan & Crawford Stations ............................................. 2-8 Coaching Session #3 ...................................................................................................... 2-8 2nd Progress Meeting with All Station's Operations, Maintenance, & Technical Leaders ........................................................................................................................... 2-9 Coaching Session #4 ...................................................................................................... 2-9 Equipment Condition Assessment Meetings....................................................................... 2-9 Coaching Session #5 .................................................................................................... 2-11 2nd Progress Meeting with Fossil Senior Leadership Team ......................................... 2-12 3 LEVEL OF AWARENESS (LOA) TRAINING ...................................................................... 3-1 Predictive Maintenance LOA Training................................................................................. 3-2 Infrared Thermography (IRT) LOA Training ........................................................................ 3-2 Vibration Analysis LOA Training ......................................................................................... 3-3 Lube Oil Analysis LOA Training .......................................................................................... 3-3
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4 TECHNOLOGY IMPLEMENTATION................................................................................... 4-1 IRT Program ....................................................................................................................... 4-1 Task 1: Infrared Thermography Report Generation Training Course ............................. 4-1 Task 2 - Initial IRT Field Survey w/Hands-On Training.................................................... 4-2 Task 3: Prepare an IRT Formal Report .......................................................................... 4-3 Task 4: IRT Program Follow-Up Support/Meetings ........................................................ 4-3 Task 5 - Consolidated IRT Training and Advanced IRT Applications.............................. 4-4 The EMPM Program ........................................................................................................... 4-4 Task 1: Initial EMPM Project Kick-Off at the Joliet 29 Generating Station ..................... 4-5 Task 2: Presentation of the EMPM Project at the Other Nine (9) Generating Stations ........................................................................................................................... 4-6 Task 3: Continuation of the Full EMPM Project at the Joliet 29 Generating Station....... 4-6 Task 4: EMPM Project Review and Follow-Up Meetings at the Other Nine (9) Generating Stations ........................................................................................................ 4-6 Vibration Analysis Program................................................................................................. 4-6 Lube Oil Analysis Program ................................................................................................. 4-7 Plant PDM/PD Program Review Sessions .......................................................................... 4-7 5 PDM PROGRAM RESULTS................................................................................................ 5-1 Cost Benefit Analyses Overview Discussion....................................................................... 5-1 Basic Assumptions.......................................................................................................... 5-1 LOA Training....................................................................................................................... 5-2 PDM Specialist, Waukegan Generating Station .............................................................. 5-2 PDM Specialist, Joliet 9 Generating Station.................................................................... 5-2 PDM Specialist, Powerton Generating Station ................................................................ 5-3 Operations Availability Systems Team ............................................................................ 5-3 PDM Specialist, Joliet 29 Generating Station.................................................................. 5-3 PDM Specialist, Kincaid Generating Station ................................................................... 5-4 LOA Training Results ...................................................................................................... 5-4 6 SUMMATION....................................................................................................................... 6-1 7 REFERENCES .................................................................................................................... 7-1 A PLANNING SCHEDULE .....................................................................................................A-1
B PDM MINI-ASSESSMENT QUESTIONNAIRE....................................................................B-1 General Questions..............................................................................................................B-1 Personal.......................................................................................................................... B-1 Plant Operations and Maintenance................................................................................. B-1 Preventive Maintenance.................................................................................................. B-2 Predictive Maintenance................................................................................................... B-2 Communications ............................................................................................................. B-3 Training ........................................................................................................................... B-3 Computerized Maintenance Management System.......................................................... B-4 C WAUKEGAN STATION PDM PLAN...................................................................................C-1 Overview.............................................................................................................................C-1 Introduction .....................................................................................................................C-1 Scope..............................................................................................................................C-2 Key Findings and Recommendations..............................................................................C-2 Recommendation #1 ...................................................................................................C-2 Recommendation #2 ...................................................................................................C-3 Recommendation #3 ...................................................................................................C-3 Recommendation #4 ...................................................................................................C-3 Recommendation #5 ...................................................................................................C-3 Recommendation #6 ...................................................................................................C-3 Recommendation #7 ...................................................................................................C-3 Recommendation #8 ...................................................................................................C-4 Recommendation #9 ...................................................................................................C-4 Goals and Expected Benefits..........................................................................................C-4 Condition-Based Maintenance Strategy Improvement ....................................................C-6 Implementation ...................................................................................................................C-7 Strategies for Implementation .........................................................................................C-7 Plant Equipment Assessment .........................................................................................C-8 Technology Application Descriptions.........................................................................C-17 Vibration TAD................................................................................................................C-17 Technology Application .............................................................................................C-17 Activities ....................................................................................................................C-17 Responsibilities .........................................................................................................C-18
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Resource Requirements............................................................................................C-18 Training Requirements ..............................................................................................C-18 Miscellaneous Requirements ....................................................................................C-19 Lubrication TAD ............................................................................................................C-19 Technology Application .............................................................................................C-19 Activities ....................................................................................................................C-19 Responsibilities .........................................................................................................C-19 Resource Requirements............................................................................................C-20 Training Requirements ..............................................................................................C-20 Miscellaneous Requirements ....................................................................................C-20 IR Thermography TAD ..................................................................................................C-21 Technology Application .............................................................................................C-21 Activities ....................................................................................................................C-21 Responsibilities .........................................................................................................C-21 Resource Requirements............................................................................................C-21 Training Requirements ..............................................................................................C-22 Miscellaneous Requirements ....................................................................................C-22 Ultrasonic TAD ..............................................................................................................C-22 Technology Application .............................................................................................C-22 Activities ....................................................................................................................C-22 Responsibilities .........................................................................................................C-23 Resource Requirements............................................................................................C-23 Training Requirements ..............................................................................................C-23 Miscellaneous Requirements ....................................................................................C-23 Motor Current Analysis..................................................................................................C-23 Technology Application .............................................................................................C-23 Activities ....................................................................................................................C-24 Responsibilities .........................................................................................................C-24 Resource Requirements............................................................................................C-24 Training Requirements ..............................................................................................C-24 Miscellaneous Requirements ....................................................................................C-25 Organization..................................................................................................................C-25 Communication Formats and Description..................................................................C-25 Standard Reports ......................................................................................................C-26
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Work Flow Diagrams .................................................................................................C-27 Roles and Responsibilities Document for the Station................................................C-29 Process Specialists ...................................................................................................C-29 Coaches and Team Members ...................................................................................C-29 PDM Specialists Role................................................................................................C-30 Operations Department .............................................................................................C-31 Operations Lead........................................................................................................C-31 Operations.................................................................................................................C-31 Plant Support PDM Roles .........................................................................................C-32 Guidelines for Integrating PDM Strategies with an Asset Management System .......C-33 Financial........................................................................................................................C-34 Planning and Estimating Guides ...............................................................................C-34 Program Benefit to Cost Summary & Estimated Gross Benefits ...............................C-41 Cost Benefit Procedure .............................................................................................C-41 Training Program ..........................................................................................................C-44 Training Matrix...........................................................................................................C-44 Training Type Descriptions........................................................................................C-45 D STRENGTHS, OPPORTUNITIES, AND RECOMMENDATIONS EVALUATIONS .............D-1 Strengths, Opportunities, & Recommendations for Typical Station ....................................D-1 Strengths.........................................................................................................................D-1 Opportunities...................................................................................................................D-2 Recommendations ..........................................................................................................D-3
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LIST OF FIGURES
Figure 2-1 Example of Monthly Equipment Condition Assessment Report.......................... 2-11 Figure C-1 Expected Heat Rate Benefits...............................................................................C-4 Figure C-2 Expected O&M Cost Reductions..........................................................................C-5 Figure C-3 Expected EFOR Reductions ................................................................................C-5 Figure C-4 Ratio of PDM/CM for Major Equipment ................................................................C-6 Figure C-5 Relative CM, PM and PDM Now ..........................................................................C-6 Figure C-6 Expected Future Relative CM, PM and PDM .......................................................C-7 Figure C-7 Current Work Flow at Waukegan For Major Equipment .....................................C-27 Figure C-8 Work Flow at Waukegan for Major Equipment with PDM Implementation .........C-28 Figure C-9 Organizational Charts Including PDM Strategies ...............................................C-28 Figure C-10 Planning & Estimating Guide, System: Periodic Vibration Monitoring ..............C-35 Figure C-11 Planning & Estimating Guide, System: Periodic Acoustic Leak Detection .......C-36 Figure C-12 Planning & Estimating Guide, System: Infrared Thermography (Plant)............C-37 Figure C-13 Planning & Estimating Guide, System: Electric Motor Predictive Maintenance .................................................................................................................C-38 Figure C-14 Planning & Estimating Guide, System: Lube Oil Monitoring.............................C-39 Figure C-15 Planning & Estimating Guide, System: Integrated Predictive Maintenance Program ........................................................................................................................C-40 Figure C-16 Occurrence Assumption and Cost Benefit Worksheet .....................................C-44 Figure C-17 Typical Training Matrix .....................................................................................C-45
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LIST OF TABLES
Table 2-1 Equipment Selection Process................................................................................ 2-5 Table 2-2 Major PDM Program Issues................................................................................. 2-12 Table 5-1 ComEd Level Of Awareness Training Overall Averages........................................ 5-5 Table A-1 Schedule for Events .............................................................................................. A-1 Table C-1 Unit #6 Equipment and Technologies .................................................................C-10 Table C-2 Unit #7 Equipment and Technologies .................................................................C-12 Table C-3 Unit #8 Equipment and Technologies .................................................................C-15 Table C-4 Cost Summary ....................................................................................................C-41
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INTRODUCTION AND OVERVIEW
In the interest of improving their maintenance processes and procedures, ComEd is implementing predictive maintenance practices in ten (10) of their fossil generating plants. The EPRI M&D Center provided assistance to ComEd in establishing the recommended steps to be taken regarding technologies, processes, training, and cost benefit analyses. This report covers the highlights and key elements of that program. In order for a Predictive Maintenance (PDM) program to be successful, it is very important that all staff levels at the plant, and at the Central Office, have an awareness that such a program, one that employs a new approach to maintenance decision making, is being implemented. The goals and tasks of the new maintenance program must have "Buy-In" from all plant & Central Office personnel. Typically, any significant change in the working habits of the staff is resisted initially, and is often ultimately unsuccessful, unless "Buy-In" of those affected by the changes occur. Most PDM Program implementation efforts focus on technology applications versus equipment condition evaluation and therefore fail to reach full potential. The years of experience gained at the EPRI M&D Center has resulted in the formulation of a six-step process when implementing a PDM Program. 1. Consider why you are implementing a PDM Program, and get an understanding of how PDM supports your goals (for example financial, reliability, safety, regulatory). 2. Establish or modify a formal PDM program which is focused on the PDM goals in mind, including programmatic issues (e.g., your Organizational readiness), and technical issues (for example identify components and applied technologies). 3. Formulate a detailed action plan, by creating task lists & schedules for all technologies and PDM process activities. 4. Execute the plan, by having the discipline to perform the planned tasks according to the schedule, such as:

Procuring Equipment, Educating Personnel in Roles & Responsibilities,
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EPRIGEN Licensed Material Introduction and Overview
Obtain Training on Technology Applications, Developing Equipment Condition Reporting Mechanisms, etc.
5. Create measures and a means to evaluate the program's effectiveness" 6. Automate the PDM process" Most utilities begin the PDM Program implementation at Step 4; thereby missing the most important steps in the implementation process. The project, discussed in this report, systematically applied the Six Steps listed above, and focused on providing the awareness of the new maintenance program and achieving the formal "Buy-In" from all staff levels, which are both necessary to create and implement a successful PDM Program. ComEd of Chicago, Illinois and the EPRI M&D Center, of Eddystone, Pennsylvania, joined together to develop and implement a Predictive Maintenance Program (PDM). The implementation involved ten (10) generating stations, the Operations Availability Systems Team (AST), and the System Material Analysis Department (SMAD). Implementing this program at ComEd was recognized as a difficult task and required significant commitment from the ComEd team members. The experience of the AST with implementing programs and/or initiatives within the utility organization and culture, coupled with the expertise from EPRI M&D Center personnel with condition monitoring tools and PDM program implementation, were instrumental to the project success. The motivation of the entire staff at ComEd to change the way maintenance decisions would be made to lower O&M costs, as part of a competitive action plan, added fuel to the fire for accomplishing the PDM program implementation. The PDM Program was successfully initiated and developed via these four (4) major initiatives of the project. The techniques and experiences consolidated in these four initiatives will be very beneficial to all EPRI members that are implementing PDM into multi-station organizations. The program's success was measured by the cost-effective identification and correction of potential equipment failures at the ten (10) generating stations. This is evidence that a level of awareness and "Buy-In" of the PDM Programs exists at most stations. The program's success also resulted in over $10.8 million calculated in cost benefits over the first two years of the project. As mentioned previously, this initial "Buy-In" of the PDM Program is an important first step toward changing the work culture and the process in which maintenance decisions are made at all of ComEd's Fossil Generating Stations.
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EPRIGEN Licensed Material Introduction and Overview
Project Major Initiatives

PDM Program Implementation Support - The objective of this initiative was to present, discuss, coach, and review the PDM program with the Operations Availability systems Team, the selected PDM specialists from the ten (10) generating stations, and the selected SMAD personnel prior to, during, and after the implementation of the PDM Program. Level-of-Awareness (LOA) Training - The objective of the "Level-of-Awareness Training" was to enhance the level of awareness, or basic understanding of the involvement needed by all levels at the generating stations, and the central office staff, for a successful PDM Program. Technology Implementation - The Technology Implementation activities of this project were identified as a result of the PDM Program Implementation Support. The objective of the Technology Implementation was to provide the utility with In-Field, Hands-On training for some selected PDM technologies, (e.g. the Infrared Thermography (IRT) Program and the Electric Motor Predictive Maintenance (EMPM) Program), so that the applicable ComEd personnel would receive first hand knowledge of how to get started in gathering, analyzing, reporting, and storing data from the condition monitoring technologies used in the PDM Program. PDM Program Follow-Up Meetings - Subsequent meetings (e.g. PDM Program Review Sessions, Coaching Sessions, IRT Folllow-Up, etc.), with all plant PDM Specialists and the Operations Availability Systems Team, provided reviews of the PDM Program progress, discussions on technical aspects, reassessments of program goals, and assurances that the program's objectives were being met.
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PDM PROGRAM IMPLEMENTATION
PDM Program Implementation Support
Appendix A of this report includes an overall schedule showing the sequence of events explained in this report; and, it links the explanation of each event to the time that the event occurred. The schedule also displays the time of occurrence of the financial benefits gained throughout the implementation process of the PDM Program.
Initial PDM Course

The introduction of PDM to ComEd was a "PDM Program: Development & Implementation" course held at the Joliet 29 Generating Station training facility. The course attendees were the PDM Implementation sponsors from the various plants, and the Operations Availability Systems Team. The goals of the course were: 1) To understand technical, organizational, and financial issues surrounding the implementation of PDM; 2) Raise the level of awareness of the effectiveness and limitations of PDM technologies as applied power plant equipment; and, 3) Show how a PDM Program can be implemented at ComEd. The topics discussed during the first day included Planning, Design, Implementation, Evaluation, and Automation of a PDM Program. The second day discussions involved Technology Reviews of the different technologies used in a PDM Program. These technologies included both Periodic and On-Line Systems such as: Vibration Monitoring; Lube Oil Sampling and Analysis; Infrared Thermography; Acoustic Valve Leak Detection; OnLine Water Chemistry Analysis; and, On-Line Performance Monitoring.
Coaching Sessions
The most significant portion of the PDM Program Implementation Support was the coaching sessions. These sessions were divided into five different meetings at various ComEd selected locations, and they were spaced approximately three months apart. The purpose of the sessions was to ensure program consistency and program cost minimization through economics of scale across the ten plants. The specific topics of each session were somewhat different; however, the intent was to present, discuss, and 2-1
EPRIGEN Licensed Material PDM Program Implementation
review the PDM Program with the Operations Availability Systems Team and the PDM specialists from each station.
Coaching Session # 1
The EPRI M&D Center provided two engineers for the initial coaching session held at the Joliet 29 Generating Station training facility, approximately seven months after the initial PDM course. The focus of the first coaching session was PDM equipment selection, technology applications, and programmatic issues such as organization and communications. Equipment selection included: Infrared Thermography equipment; Vibration Analysis equipment; Lube Oil Analysis equipment; and the software applicable to each of the technologies for the reporting of the respective data gathered. Suggestions from the M&D Center were made as to what was required to do the job; however, vendor selection was made by ComEd. The application of which of the different PDM technologies should be applied to the selected station equipment, and how often they should be surveyed, was discussed. The programmatic issues discussed were: how to organize each individual station's PDM group; how to establish communications between the individual groups at each station and the Fossil Operations Availability Systems Team; and, how to organize all the data from all the plants into a central database so that all plants could share information. The highlights of the formal presentation of the first coaching session were as follows:

Assessing the Plant For PDM Identifying Plant Controllable Costs Work Flow Diagram (Existing and PDM Impacted) Creating an Equipment and Technology (E&T) Matrix PDM Technology Hardware and Software PDM Organizational Issues Identifying Financial Goals Cost Benefit Analyses and Procedures Formal Presentation to Management on Return On Investment (ROI) Homework Assignment Attachment
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Progress Meeting with Fossil Senior Leadership Team

The ComEd PDM Manager and PDM Leader, and the EPRI M&D Center project manager, presented a PDM Program progress update at the Senior Leadership Team meeting held at ComEd's Fossil Division headquarters. Topics discussed for upper management buy-in to the PDM Program included the six steps required when implementing a PDM Program, as stated previously. The ensuing PDM Program Progress and Results discussions of the presentation included:
Completion of ten (10) of the forty (40) total weeks of LOA Training, with the aftertest scores indicating a 20% to 30% increase over the before-test scores. Completion of the first five (5) coaching sessions where the positive and negative aspects of the PDM Program Implementation Plan, along with critical personnel concerns, were being worked out. Completion of the Infrared Thermography Technology Implementation and Hands Training at eight stations. A total of 221 anomalies had been detected. Example case histories were presented with actual Cost Benefit Analyses numbers. The IR field survey data report-generation training had also been completed. Completion of the EMPM full participation program at the Joliet 2 Generating Station that had been started, and the conduct of kick-off presentations at five (5) other stations. Various motor anomalies had been detected.
The mission of this presentation was to set management expectations, expose management to critical and potential PDM Program failure mechanisms, obtain their buy-in, and show hard evidence of a Return-On-Investment (ROI) during these early stages of implementation. The general reaction from ComEd Senior Leadership Team was extremely positive and support to proceed was recognized.
Coaching Session #2
The EPRI M&D Center provided an engineer for the second coaching session held at the ComEd's Central Testing, Engineering and Material (C-TEAM) training facility, approximately three months after the first coaching session. The focus of the second coaching session was a Review of the Homework Assignments, via Presentations by each Plant's PDM Specialist, and the Introduction of the 14 Key Elements of a PDM Program Implementation Plan. Prior to beginning the second coaching session, some initial program implementation questions were fielded. Some of those questions and their responses were as follows: 2-3
Question: Why create a PDM Implementation Plan if the M&D Center is working with the PDM Specialist, shouldn't they know what to do? The responses to these questions were:

If you fail to plan, then you plan to fail. The PDM Implementation Plan serves as scheduling guide, and a reminder to the PDM Coordinators and Specialists. Convincing management that the PDM Specialist, Coordinator, and Engineering have a plan that requires the investment, plainly identifies the potential for the return on investment, and describes how it will be achieved. If Management support is not gained, or is lost during the implementation phases, the probability of failure is high. The plan also gives plant Management the necessary "Yard Stick" to measure the progress and success of the PDM Program.
The homework assignment was for the PDM Specialist to gather the required information, identified on the first coaching session's "Homework Assignment" to help develop the PDM Program Implementation Plan. The most consequential portion of the Homework Assignment was how to select which pieces of plant equipment would be the most beneficial for inclusion in the PDM Program. The process for determining how to select those pieces of equipment is by listing the most likely candidates, as shown in Table 2-1 below. The next step is to apply corresponding numbers adjacent to each piece of equipment that represents its importance in the two categories outlined (1 having the most effect, and 10, etc. having the least). The two numbers entered for each category are added together and the equipment that is determined to have the smallest accumulative number is the first piece of equipment that should be monitored in the PDM program. Therefore, based on the above example, the pulverizers and boiler feedpumps are the two pieces of equipment that the initial PDM program's attention should be focused on.
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EPRIGEN Licensed Material PDM Program Implementation Table 2-1 Equipment Selection Process
Equipment Identification
O&M Cost
Lost Availability (EFOR)

4 3 1 5 8 2 6 7
Totals
Pulverizers Boiler Feed Pumps Condensate Pumps Forced Draft Fans Induced Draft Fans Circulating Water Pumps Boiler Water Circ. Pumps Air Compressors Etc.
1 2 13 5 11 4 7 10
5 5 14 10 19 6 13 17
The introduction of the 14 Key Elements of a PDM Program Implementation Plan was also presented during the second coaching session. The following is a list of these items:
14 Key Elements of a PDM Program Implementation Plan

1. Assignment of a PDM Coordinator - During the incubation period of predictive maintenance, the EPRI M&D Center learned that the initial implementation phases must be treated much like a capital project. The project initiatives require a full time resource to provide the required focus, and to carry out each critical activity regarding the project's plans. It has been the M&D Center's experience that if a PDM Coordinator is tasked with both predictive and reactive maintenance activities, the reactive work almost always supersedes the predictive activities; and, eventually, the lack of continuity to the PDM Program results in failure, or less than expected results. 2. Illustration of Goals - An effective PDM Program is focused on plant equipment which affects O&M costs, plant availability, etc. It is critical to have special goals set and graphically depicted prior to implementing a PDM Program. Setting these goals helps maintain the focus of the program on protecting the essential plant equipment, which eventually results in cost savings to the organization. 2-5
3. Equipment and Condition Indicators (E&CI) Matrix - is a matrix list of the plant's essential equipment to be included in the PDM Program. Also, included in the E&CI matrix is each available parameter measured, or equipment condition indicators used, for each piece of equipment included in the listing. Some equipment condition indicators include:

Diagnostic Test Data - Vibration, IRT, Lube Oil, Acoustics, etc. Batch Test Data - Thermal Performance, Mill Fineness, Turbine Inspections, NDR, Off-Line Electrical Testing Process Parameter Trends - Pressure, Temperature, Flow, Amperage, etc. Visual Inspections/Indicators Preventative Maintenance - As Found Data (This E&CI matrix should also indicate the "Owner " of each piece of equipment on the list, or the person responsible for the long term maintenance/performance of the equipment.)
4. Technology Application Descriptions - is a document that describes how a special technology will be implemented. The document explains what plant equipment will be monitored, who will perform the data collection and/or analysis, and what tests will be required. 5. Planning and Estimating Guides - are cost estimates for implementing the specific technologies described in the Technology Application Descriptions. 6. Program Cost Table - is a summary of all costs of implementing or enhancing the PDM Program. 7. Organizational Charts (with Roles & Responsibilities) - is a plant organization chart listing each and every role and responsibility for all personnel involved in the implementation of the PDM Program. The chart should be developed and presented to management for approval. 8. PDM Report Format - is a document that summarizes all the condition indicators for a piece of equipment, and documents all maintenance actions required for that piece of equipment. This report is the primary deliverable of a PDM Program. This document is also referred to as the Equipment Condition Report. 9. Communication Formats - include written and verbal mechanisms intended to transfer information regarding the PDM Program, or specific equipment conditions or recommendations. 2-6
10. Work Flow Diagrams - depicting and understanding the actual process of how maintenance work is executed and closed-out once the need for the tasks has been identified (i.e. as a result of PM work order or equipment failure) is critical when implementing PDM. The actual existing work flow process must be adjusted properly to receive the information regarding equipment condition, so that maintenance tasks are re-evaluated, re-scheduled, or eliminated prior to the work being performed. The PDM process of collecting data, converting it to information, and taking the respective corrective action, must be 'built-in' to the current maintenance process, not 'added-on'.
(These work flow diagrams depict the 'as found' work process and clearly define the desired process with the PDM process integrated.)
11. Schedule - is a Gantt chart that depicts all key activities and milestones of the PDM Program. The program schedule is critical for monitoring program progress. 12. Training Matrix - is a matrix that identifies each person involved with the PDM Program that is to be trained, and what type of training they are to receive. 13. Cost Benefit/Calculation Procedure - is the procedure that will be utilized to calculate the benefit of making maintenance decisions based on current equipment conditions. 14. Miscellaneous Recommendations (Strengths and Weaknesses) - are based on weaknesses/opportunities observed during the Assessment process.
Progress Meeting with All Station's Operations, Maintenance, & Technical Leaders
The progress meeting with all of the stations' Operations, Maintenance, and Technical leaders was held at the Joliet 29 Generating Station training facility. This meeting was used as a forum for accomplishing goals similar to those achieved at the presentation to senior management; and, to gauge the level of understanding by these plant management personnel as to the current PDM Program status and their "Buy-In". Their understanding of the activities and progress was weak, with the exception of a few. This realization reinforced the need for each plant's PDM Specialist to create and/or complete a formal plan, and to present these plans for review and approval by this management group. This approach would provide answers to their questions and further stimulate future support.
2-7
Mini Plant Assessment at Waukegan & Crawford Stations

The EPRI M&D Center provided two (2) engineers for the mini Plant Assessments held at Waukegan & Crawford Generating Stations. The focus of the mini Plant Assessments was to examine ways to integrate existing programs or processes to meet the PDM goals. Some of the basic assumptions made in the Plant Assessment process are that:

Every Plant is Different Plant Personnel Feedback is Essential Participation by all Plant Personnel is Critical for the Success of the PDM Program Plant Personnel Need Management Support
The Plant Assessments consisted of interviews of plant personnel including, management, maintenance, bargaining unit craft, supervisors, operations, etc. Typical questions asked in the interview can be found in Appendix B. The results of the Plant Assessments were organized into a special PDM Program Implementation Plan for each station (see Appendix C for the Waukegan Station as typical). Upon completion of these plans, presentations were made to plant management and staff for comments and approval to proceed.
Coaching Session #3
The EPRI M&D Center then provided an engineer for the third coaching session held at the Joliet 29 Generating Station training facility, approximately three months after the second coaching session. The focal points of the third coaching session were on: 1)Reviewing the 14 Key Elements of a PDM Program Implementation Plan; 2) Review of the PDM Program Implementation Plan from Waukegan & Crawford Generating Stations; 3) Presentations from each of the ten (10) Stations on Actual Cost Benefits Gained from their Programs; and, 4) Summarization of All Cost Benefits & Occurrences. The review of the 14 Key elements of a PDM Program Implementation Plan was performed so that everyone in attendance could properly critique the PDM Program Implementation Plans to be presented. Presentations were given for Waukegan Station's PDM Program Implementation Plan (see Appendix C), by the respective station's PDM Specialist. Also presented were two (2) individual Cost Benefit Analyses from each station's PDM Specialist. In addition, the PDM Coordinators presented a summary of all PDM Occurrences to-date and their associated total Cost Benefit Analyses values. 2-8
2nd Progress Meeting with All Station's Operations, Maintenance, & Technical Leaders
The EPRI M&D Center provided one (1) engineer for the 2nd progress meeting with all of the stations' Operations, Maintenance, & Technical leaders which was held at the Central Testing, Engineering and Material (C-TEAM) training facility. The focus points of the second progress meeting were: 1) Maintenance Strategy Optimization Overview; 2) Review the Progress of the PDM Plan Implementation at the Waukegan & Crawford Generating Stations; and, 3) Review the Cost Benefit Analyses Methodology. Some of the management personnel had realized the value of having a formal PDM Program Implementation Plan to ensure success prior to this meeting; however, the general consensus arrived at in this meeting was that each plant must have a formal plan to be successful.
Coaching Session #4
The EPRI M&D Center provided an engineer for the fourth coaching session held at the Operations Availability Systems Team's facility, approximately four (4) months after the third coaching session. The agenda consisted of: 1) The Design & Discussion of Equipment Condition Assessment Meetings, including setting goals and determining deliverables; 2) Review Inter-Organizational Communications for Standardized Equipment Condition Reports (Table 2-2), Cost Benefit Calculations, Standardized Lesson Plans; 3) assimilation of an Equipment Condition Assessment Meeting; and, 4) a Detailed Demonstration of the O&M Workstation.
Equipment Condition Assessment Meetings

The output of an effective PDM Program is the consensus from Operations, Maintenance, and Technical staff personnel on the maintenance requirements for the equipment included in the program, based on their personal review of all equipment condition indicators. In today's busy utility environment it is difficult to assemble all knowledgeable personnel to participate in the Equipment Condition Assessment. Furthermore, facilitation of this critical activity in a PDM Program is required to reach a consensus decision on the current maintenance requirements of a piece of equipment. The initial Equipment Condition Assessment meeting simulation and critique was facilitated by the EPRI M&D Center engineers at the Crawford Generating Station, with the goal of providing equipment condition status reports periodically. These meetings were attended by the applicable plant Operations Dept., plant Maintenance Dept., and the plant Technical Staff personnel, in an effort to communicate all equipment condition information for PDM Program equipment, and making the "Best" possible decision on current maintenance requirements. The data typically reviewed was: 2-9

Vibration, Thermography, Lube Oil, Motor Testing, etc. Maintenance Work Order summaries (6 months, 1 year) Maintenance Costs Maintenance Outage Schedule Operation Logs Operations Walk-Around Logs Component Availability Data System/Component Technical Information
2-10

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Date: 8/14/97 Team: Combustion/Steam
Equipment Condition Status Lube Oil Ops. Log Mtr Cur.
Equipment
Forced Draft Fan #17A
IR
Vib.
PDM Recommendation
Required Action
Action Date
Person Responsible
Work Request #
ACCEPTABLE ACCEPTABLE ACCEPTABLE ACCEPTABLE UNACCEPTABLE ACCEPTABLE ACCEPTABLE ACCEPTABLE MARGINAL MARGINAL UNACCEPTABLE X X X X
Check OB Bearing for wear Clean/Replace Air filters Perform vib. & lube oil tests & re-evaluate status Resurvey after maint. for re-evaluation. Remove pump from service ASAP and perform required maint. 8/21/97 John Doe WO58907
Forced Draft Fan Motor #17A
Forced Draft Fan #17B
Forced Draft Fan Motor #17A
Forced Draft Fan #17C
Check Alignment, Inspect Fan/Bearing at next opportunity
Remove Fan from service and perform inspection.
8/15/97
John Doe
WO55529
Forced Draft Fan Motor #17C
Boiler Feed Pump #17A
Boiler Feed Pump Motor #17A
Boiler Feed Pump #17B
Boiler Feed Pump Motor #17B
8/21/97
John Doe
WO77777
Boiler Feed Pump #17C
Replace Lube Oil
8/15/97
John Doe
WO67432
Boiler Feed Pump Motor #17C UNACCEPTABLE
Clean/Replace Air filters Resurvey after maint. for ASAP re-evaluation.
8/15/97
John Doe
WO79332
Equipment Condition Status Terminology:
Acceptable - Continue normal operating process Marginal - Continue operating, Maint. action may be necessary Unacceptable - Normal operating procedures affected, maintenance actions recommended
Figure 2-1 Example of Monthly Equipment Condition Assessment Report
Coaching Session #5
The EPRI M&D Center provided an engineer for the fifth coaching session held at the Joliet 29 Generating Station training facility, approximately five (5) months after the fourth coaching session. This last coaching session's agenda was as follows:

Review Standardization of the Equipment Status Report Open Discussion (i.e. Brainstorming) of Major Issues Regarding the PDM Program Implementation Review Cost Benefit Analyses Joliet 29 Station Program Update 2-11
The most significant portion of Coaching Session 5 was the Open Discussion or "Brainstorming" of the major issues regarding the PDM Program Implementation at ComEd. The process of "Brainstorming" involved all PDM Specialists and the Availability System Team members present at the meeting and their concerns with the implementation process. The brainstorming process was to list every issue from everyone involved. The next step was to prioritize those issues. This was done by giving everyone involved a fictitious $100 to spend, in any amounts and on however many issues they desire. The dollar values are added up for each issue, and the top five dollar amounts are the five issues that are attacked first, to help resolve open issues in a prioritized manner. Included in Table 2-3 are the results of this prioritization process.
2nd Progress Meeting with Fossil Senior Leadership Team

The EPRI M&D Center provided an engineer for the second Senior Leadership Team meeting. The ComEd PDM Program Manager and the Availability Systems Team Leader presented the accomplishments for each plant's PDM program, shared various case history examples of Return On Investment (cost benefits), and explained that the initial goal of $2 million annually in net savings per plant was well on it's way after the first 16 months. However, to attain or exceed this goal, the following issues must be prioritized and addressed by this leadership team and each station.
Table 2-2 Major PDM Program Issues
Priority
Issues
$122 $50
Focused hard on PDM and made PMs an orphan. Teams need more condition monitoring technology training (data collection and analysis) Union agreement negotiations must be completed (It's holding back work force and causing inconsistencies). "No time made available to get coaches, planners, specialists, and operations personnel together for Equipment Condition Assessment meeting." Lack of Operations Department involvement in PDM. "Getting resources, specifically Ops./Maint. Departments, committed to PDM functions is poor (I.e. data collection, training, etc.) No union
$255
$70
$150 $85 2-12
agreement." $13 "Too many people doing data collection, not enough response time allowed." Lack of complete sharing of good practices from station to station. Establish station-wide Rules and Responsibilities (#3 also affects this). "Training overload, too much/too quick." Lack of station personnel knowledge and matrix of PDM goals. PDM information not fully integrated with existing work flow process. Not all stations have a complete PDM plan. "Do not have total ""Buy-In"" from coaches, planners, and shift advisors." PDM specialists are not paid enough (overtime pay was cut out). Asset Mgmt. System's automatic generation of condition monitoring work request not happening. "More involvement of Craft personnel in PDM program (i.e. data collection, analysis, corrective action, etc.)." Short-term Mgmt. Focus diverts us from long-term PDM goals.
$47 $75 $15 $50 $105 $73 $87 $100 $17
$45
$25
2-13
3
LEVEL OF AWARENESS (LOA) TRAINING
Four different modular Level-Of-Awareness (LOA) training sessions were developed to assist with the integration of the individual PDM Programs into each of the generating station's environment. The modules were presented in a simple, understandable format, and were targeted for a wide audience. The key questions that were answered throughout the individual sessions were:

What is the program or technology? How does the program or technology work? How will the program or technology benefit you and your company?
The following are the four (4) LOA training modules performed for ComEd.

Predictive Maintenance Infrared Thermography Vibration Analysis Lube Oil Analysis
Each module was performed in a 3 1/2 - hour session, twice a day, for a five-day period at each generating station. Each session was limited to 10 - 20 persons; therefore, approximately 100 to 150 persons at each station received the LOA Training (See Section 3 PDM Program for exact numbers). The sessions were targeted for each station's Management, Operations, engineering, and Maintenance personnel. The Operations Availability Systems Team personnel received exposure to each LOA training module, by rotating their involvement into different LOA training sessions conducted at each generating station. The following is a detailed description of the content of each of the LOA Training modules.
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EPRIGEN Licensed Material Level of Awareness (LOA) Training
Predictive Maintenance LOA Training

This module provided a comprehensive approach to the introduction of the PDM Program into the generating station environment. It explained both the programmatic and technological aspects of the PDM Program. It also described each person's roles and responsibilities, as well as providing a step-by-step formula for implementing a successful PDM Program. The course content discussions covered the following topics:

What is PDM PDM Program Elements Plant Maintenance Optimization Maintenance Strategies PDM Technologies PDM Analysis PDM Challenges How does PDM Work Equipment & Technology Matrix PDM Goals PDM Program Impact
Infrared Thermography (IRT) LOA Training

This module assisted ComEd personnel in implementing the IRT Program at each station, because of the overall exposure it afforded to all station personnel regarding the many applications of this technology in a station environment. With the knowledge gained from participating in this LOA Training course, station personnel can now assist and/or call on the PDM Group to use IRT to troubleshoot problems identified within the station. The course content discussions covered the following IRT topics:

Introduction to the Technology Theoretical Overview Instrument Classifications
3-2

Advantages Measurement Methods PDM Program Objectives Periodic IRT PDM Surveys Field Applications PDM Program Cost Benefit Analyses
Vibration Analysis LOA Training

This module discussed the proper use of vibration monitoring as a valuable tool to detect and diagnose machinery problems before serious failure occurs. The course content discussions covered the following topics:

What is Vibration Analysis How Does Vibration Analysis Work On-Line and Periodic Vibration Systems Procedures for Data Handling Analysis Techniques Condition Monitoring Trending and Reporting formats
Lube Oil Analysis LOA Training

This module discussed the basics of lube oil analysis as part of the PDM Program. The course content discussions covered the following topics:

What is oil analysis Component life expectancy Basic tests Basics of wear particle analysis 3-3

Failure progression Proper sampling techniques Logistics of setting up a program Case histories
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4
TECHNOLOGY IMPLEMENTATION
The Technology Implementation activities of this project were a result of the PDM Program Implementation Support initiative of the project. The four (4) technologies chosen to be implemented at ComEd were: 1) Infrared thermography (IRT); 2) Electric Motor Predictive Maintenance (EMPM); 3) Vibration Analysis; and, 4) Lube Oil Analysis. The vibration and lube oil analysis programs were somewhat already in existence at most of the ComEd's plants; therefore, ComEd took the responsibility for ensuring that the changes and training requirements developed from the PDM Program implementation plans would take place for those technologies. The EPRI M&D Center provided assistance in the development and initial implementation of the IRT and the EMPM Programs.
IRT Program
The approach for the development and implementation of the IRT Program was divided into five separate tasks, which were performed for all 10 generating stations. These tasks were as follows: 1. Infrared Thermography Report Generation Training Session 2. Initial IRT Field Survey w/Hands-On Field Survey Training 3. Prepare Initial IRT Field Survey Formal Report 4. IRT Program Follow-Up Support 5. Consolidated IRT Classroom Training, Program Proficiency/Benefit Review/Advanced Applications Technology Transfer
Task 1: Infrared Thermography Report Generation Training Course

The EPRI M&D Center conducted a two-day IRT Report Generation training course at ComEd's Joliet 29 Generating Station training facility. The course provided each of the selected PDM Specialists from the ten (10) generating stations with the necessary training to generate an IRT report from the data gathered during field surveys. The 4-1
EPRIGEN Licensed Material Technology Implementation
software used was EPRI's Infrared Report - Software Integration Program (IR-SIP), which was developed by the M&D Center. The three off-the-shelf software products necessary to operate IR-SIP were provided by ComEd; and, the IR-SIP program diskettes, operating procedures, and example reports, were provided by the M&D Center. The success of the training was somewhat limited due to the significant time lag from when the training was given to the time the IRT equipment and the off-theshelf software became available to the PDM Specialist. However, follow-up training was provided at later dates. The lesson learned was not to provide report generation training until all of the necessary equipment and software is in place at all locations.
Task 2 - Initial IRT Field Survey w/Hands-On Training

The EPRI M&D Center conducted a five (5)- day IR survey on the selected mechanical, electrical, and switch yard components, on one unit, at each of the ten (10) stations. The surveys were performed in the following manner: An IRT Field Survey entrance meeting was held with plant management, planning, engineering, electrical/mechanical maintenance supervisors, and PDM personnel to discuss:

A short overview of the IRT Technology and its applications Development of a list of plant equipment to be surveyed Specific plant problems, in which IRT can assist in solving Plant personnel assistance during the survey (e.g. Performance Eng., System Eng., Electricians, etc.)
The conduct of IRT Field Survey/Hands-On Training which included:

On-site investigations of electrical, mechanical, and switch yard equipment Informal, hands-on, IRT field survey training for applicable plant personnel
An IRT Field Survey exit meeting was held, with the same personnel as the entrance meeting, to discuss:

Survey findings and corrective actions Prioritization of corrective actions for Critical & Serious Findings Open discussion on IRT PDM Program/Equipment Requirements
4-2
Task 3: Prepare an IRT Formal Report

The EPRI M&D Center generated a formal, comprehensive report from the survey data, using the IR-SIP software developed by the M&D Center for all ten (10) generating stations. This report serves as an equipment status document, and as a guide to be used as the foundation of the IRT Program. The information provided in the reports included:

An executive summary cover letter A database of equipment surveyed, which can be used for future surveys Definitions of IRT terms used throughout report The severity used to determine how severe the findings were A list of thermograms found Data sheets containing thermal and visual images, with arrows identifying the areas of interest
The report for each station was provided in hard copy and disk copy formats. The initial IR-SIP training (Task 1) provided each station with the information necessary to integrate the M&D Center's constructed report with the station's IR-SIP program. Subsequent surveys on the units that the M&D Center surveyed, and other units, will only require an update to the delivered database, which is a minimum effort as compared to the initial database development.
Task 4: IRT Program Follow-Up Support/Meetings

The EPRI M&D Center re-visited each station during one of the subsequent surveys to review the overall IRT Program progress. The IRT Program Follow-Up and Reviews consisted of reviewing two (2) station per week to evaluate each station's progress in developing the following IRT PDM tasks:
Creation of an "equipment to be surveyed list" for units other than the units surveyed during the initial IRT training session The ability to generate IRT reports using IR-SIP The use of IRT equipment in the field The ability to generate Cost Benefits for findings 4-3
Task 5 - Consolidated IRT Training and Advanced IRT Applications

Technology Transfer An M&D IR Thermographer provided formal classroom training on the following IRT topics:

Heat transfer concepts IRT theoretical overview IRT equipment operation and classification IRT measurement methods Periodic IRT survey requirements Hands-on field application training IRT report requirements
The IR Thermographer also provided information regarding innovative IRT applications. This task was a one-week effort for each station. The innovative applications included training on: innovative IRT methods and techniques used to improve the station's performance; identifying the process indicators and systems information that will assist in locating the performance deficiencies; and, benefit analyses associated with the advanced applications.
The EMPM Program

The Electric Motor Predictive Maintenance (EMPM) project is an EPRI Tailored Collaboration project with the objective to provide assistance in the development of EMPM programs at various utilities. The program includes data collection, storage, evaluation, and the communication needed to establish a successful program. The program also addresses the programmatic aspects of effective communication of information which are a result of PDM activities. Various electrical condition monitoring techniques are performed such as:

Insulation resistance testing Polarization index testing DC Step voltage testing
4-4

Winding resistance testing Dissipation factor and capacitance testing Heater testing
In addition, various new condition monitoring technologies are applied, such as:

Vibration analysis Infrared thermography inspections Lube oil analysis Motor current analysis (for broken rotor bars)
The approach for the development and implementation of an Electric Motor Predictive Maintenance (EMPM) Program at ComEd was divided into four (4) major tasks which were as follows: 1. Initial EMPM Project meetings and Implementation at the Joliet 29 Generating Station 2. Presentation of the EMPM Project at the other nine (9) generating stations 3. Continuation of the full EMPM Project at the Joliet 29 Generating Station 4. EMPM Project Review and Follow-Up Meetings at the Other Nine (9) Generating Station
Task 1: Initial EMPM Project Kick-Off at the Joliet 29 Generating Station

ComEd picked the Joliet Generating Station as the station to fully participate in EPRI's Tailored Collaboration project for EMPM. The following topics were discussed in the initial implementation meetings, and then in the initial field survey that followed:

Overview of the program Selection of the technologies and electrical tests used in the program Test data collection and evaluation Test database and motor information database On-line Motor Current Signature Analysis techniques 4-5
Review of the existing motor program
Task 2: Presentation of the EMPM Project at the Other Nine (9) Generating Stations
The remaining ComEd generating stations were presented with an overview of the EMPM Project. Also reviewed at the remaining stations were the existing motor programs to determine what is working well and what is not. Also, as part of the overview, the different technologies used in the program, and how to implement and review the data was discussed. Further program discussions took place over the next several months, via Telnet (e.g. telephone, fax, Internet e-mail, etc.) communications.
Task 3: Continuation of the Full EMPM Project at the Joliet 29 Generating Station
The data collection and analysis for the EMPM Project at the Joliet 29 Generating Station will continue for a period of three (3) years from the date of the initial kick-off meetings and field surveys.
Task 4: EMPM Project Review and Follow-Up Meetings at the Other Nine (9) Generating Stations
Subsequent site visits at the other nine (9) generating stations were made to assist ComEd personnel with monitoring the EMPM program, calculating cost benefits, and creating case histories that depict specific cost savings at each plant (e.g. reduction of PMs, avoidance of catastrophic failures, and individual increases in component availability.
Vibration Analysis Program

The responsibility of the existing Vibration Program at the ComEd plants was given to each plant's PDM Specialist, with integrated support and guidance from SMAD. The PDM Specialist was to develop and implement the necessary changes to the Vibration Analysis Program, that resulted from the implementation of CAP (Competitive Action Plan) and the PDM Program Implementation plan. These changes included dividing the equipment in the established routes into individual process Team areas of responsibility. This allows the Process Teams themselves to be responsible for the collection and analysis of the vibration data. In order to prepare them for this responsibility, a sequence of training was planned for the Team members. In addition to the Vibration Analysis LOA training, the Team members were exposed to approximately 40 hours of hands-on basic vibration training, provided by the PDM Specialist, as well as advanced classes in vibration analysis, balancing, and vibration hardware, developed especially for ComEd and provided by an outside contractor. 4-6
Lube Oil Analysis Program

The PDM Specialist also has acquired some of the responsibilities of the Lube Oil Analysis Coordinator; by establishing the frequency found on the Equipment and Technology (E&T) Matrix of the PDM Program Implementation plan, coordinating the lube oil sampling, the sending off of samples for analysis, and reviewing and trending the analyzed data. The sampling of the lube oil was done by plant Operating personnel. The majority of the lube oil analysis is performed at ComEd's Central Testing, Engineering and Material (C-TEAM) Facility by SMAD. One station is utilizing a particle counter to screen samples for particle contamination; thereby, reducing the amount of samples actually being sent to SMAD for analysis. In addition to the Lube Oil Analysis LOA training, SMAD also provided, by an outside contractor, training for the PDM Specialist and other selected Operating personnel on the proper handling and taking of samples, to make sure meaningful samples are being taken from the correct locations on the equipment. This ensures that accurate data is being collected, which is needed to better assess the actual equipment and lubricant conditions.
Plant PDM/PD Program Review Sessions

The Plant PDM/PD Program Review sessions were conducted with and EPRI M&D Center engineer and ComEd's Fossil Operations Availability Systems Team personnel at all ten plants. During each plant's visit, individual interviews were conducted with plant management, maintenance supervisors, and various craft personnel to capture the current strengths, weaknesses, and corresponding opportunities for PDM Program improvement (see Appendix D). The results of these sessions are discussed in the "PDM Program Results" section of this report.
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5
PDM PROGRAM RESULTS
Cost Benefit Analyses Overview Discussion
The PDM Program conducted at ComEd showed significant cost benefits. This section explains the procedures for estimating cost benefits in detail, provides examples of cost benefit calculations, and covers other aspects of the benefits of PDM.
Basic Assumptions
With any cost benefit analysis procedure, some assumptions and suppositions are needed to simplify the process. Some of the basic assumptions of this procedure are: 1. There are two areas where a predictive (or condition based) analysis of plant equipment has an impact on plant Operations and Maintenance. The first area deals with the loss of generating revenue associated with the detected fault. The second area deals with the maintenance savings associated with early detection of the fault. 2. Not all equipment failures are catastrophic. 3. Not all catastrophic failures result in a loss a generation. 4. There are three possible outcomes for any detected plant equipment fault:
Catastrophic Failure - Includes the total destruction of the equipment under surveillance and all other damages caused by the failure. These types of failures are often given a relatively low probability of occurring. Moderate Failure - Includes only the costs of replacing the failed component parts and the impact of the failure on generating capability. These types of failures are given a higher probability of occurrence than the catastrophic occurrence. Loss of Performance - Includes the costs associated with the resulting loss of service of the faulty equipment if the fault had gone undetected. This category could also be considered a "Minor Failure", and often mirrors the "actual" costs 5-1
EPRIGEN Licensed Material PDM Program Results
of the repair. The probability of occurrence is assigned a percentage such that the total of all three types adds up to 100%. 5. There are costs associated with the actions taken as a result of a detection. These costs are not always known when the cost benefit analysis is done, so they must be estimated. These costs are subtracted from the estimated total benefit to yield a net benefit differential. The benefits associated with the detection of the fault, as defined in this procedure, is actually this benefit differential. Therefore, the reported benefit is the actual net savings experienced by the utility, not the gross costs avoided.
LOA Training
The following two questions regarding LOA training were proposed by the EPRI M&D Center to several of the ComEd station personnel: 1. Would you recommend LOA type training to another multi-station type utility? Please provide reasons why you would or would not. 2. Does LOA Training help eliminate PDM barriers and provide better "Buy-In" from station personnel? Please provide reasons why or why not. The responses were as follows:
PDM Specialist, Waukegan Generating Station

1. Yes, I feel that whether it is a single or multi-unit station, the benefits of the LOA Training are well worth the efforts. You can reach all the people necessary to make the program successful. The information learned can be shared from site to site (which is important considering he way personnel move in the industry today). 2. Absolutely, the structured presentations used for the LOA Training are simple, easy to understand, and do not rely on personnel having a maintenance background to realize the advantages of the PDM Program. It shows all personnel that everyone, no matter the discipline they have, play an important role in the success of the PDM Program.
PDM Specialist, Joliet 9 Generating Station

1. Yes, I would recommend LOA type training for other multi-station organizations. It benefited our station because it gave everyone a broad look of the "big picture" of PDM in general. Then the technology-specific LOAs gave everyone their first taste 5-2
of the objectives of the program without going into so much detail that would have put people to sleep. 2. We may have had barriers without the LOA Training, but we will never know. I do feel, however, that we had great response if not eager response when it came time to find the personnel to become involved. We actually had more people interested that I could handle. I do not think we would have had the same response without the LOAs.
PDM Specialist, Powerton Generating Station

The majority of the Powerton employees that attended the LOA courses took something from the courses that helped them understand the concept of a PDM Program and its technologies. The station operators really took an interest in the Oil Analysis LOA course. At this time, operators are responsible for gathering all lube and oil sampling. After taking the course, for just a few days, I had operators interested in making sure they took good samples.
Operations Availability Systems Team

Yes, a comprehensive LOA program would be recommended for another company in the same multi-facility situation. Widespread communication of the theory, benefits, program justification, and application of PDM related technologies, has proven to be beneficial in the overall implementation of the program. During recent PDM Assessments at several of the stations, it became apparent that the stations that had ensured station-wide attendance to the LOAs experienced much greater interest, understanding and buy-in to the PDM concepts being implemented at the station. This knowledge has helped those stations in moving forward from a Corrective/Reactive maintenance methodology to one that will become more Preventive/Predictive.
PDM Specialist, Joliet 29 Generating Station

Contents of the initial Oil Analysis classes were too complex for the participants. LOA Training was somewhat out of sequence, due to making site personnel aware of a program that was not yet fully functional.
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PDM Specialist, Kincaid Generating Station

Courses had over 90% of all plant personnel in attendance. Plant personnel were very interested in course materials. Instructors were impressed with the many responses from the class attendees.
LOA Training Results

Table 5-1 shows the average % improvement that students reported from LOA training. In the four training subjects, students reported a 12% to 22% improvement in the understanding of that subject.
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Table 5-1 ComEd Level Of Awareness Training Overall Averages
LOA % Average Improvement

PDM Program Infrared Thermog. Vibration Analysis Oil Analysis
Collins Crawford Fisk Station Station Station

14% 27% 16% 10% 17% 19% 12% 24% 8% 23% 19% 15%
Joliet 9 Joliet 29 Kincaid Powerton Stateline Waukeg. Will Co. Overall Station Station Station Station Station Station Station Average
13% 23% 22% 12% 13% 17% 22% 11% 4% 25% 19% 25% 1% 22% 16% 19% 19% 21% 19% 17% 12% 16% 29% 5% 12% 22% 15% 7% 12% 22% 19% 15%
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6
SUMMATION
The program's success can be measured by the cost-effective identification and correction of potential equipment failures at most generating stations. This is an excellent indicator that a level of awareness and "Buy-In" of the PDM Programs exists at most stations. The program's success can also be measured by the dollars calculated in cost benefits over the first eighteen months of the project. This initial "Buy-In" of the PDM Program is an important first step toward changing the work culture and the process in which maintenance decisions are made at all of ComEd's Fossil Generating Stations. The next step for ComEd to further increase the Cost Benefits of the PDM Program is to incur standardization of Equipment Condition Assessment meetings at each station, and piloting the automation of the PDM processes by utilizing the EPRI M&D Center's Operations & Maintenance Workstation (O&MW).
6-1
7
REFERENCES
1. Implementing Predictive Maintenance Across the Fossil Division Saves ComEd Over 7 Million Dollars in 18 Months, Electric Power Research Institute, IN-111104, September 1998. 2. Predictive Maintenance Guidelines, Electric Power Research Institute, TR-103374, August 1994. 3. Predictive Maintenance Guidelines - Volume 2, Electric Power Research Institute, TR103374-2, October 1997. 4. Predictive Maintenance Assessment Guidelines, Electric Power Research Institute, TR109241, November 1997. 5. Predictive Maintenance Guidelines Volume 3, Electric Power Research Institute, TR103374-V3, December 1998. 6. Condition Monitoring as a Maintenance Management Tool: A Case History, Blane., K., BP Oil Company, Marcus Hook, PA. 7. Techniques For Achieving CBM Program Buy-In, Nochera, J , paper given at EPRI Fossil Plant Maintenance Conference, Baltimore, MD August 1996. 8. Development of a Predictive Maintenance Implementation Plan, Matusheski et al., EPRI 6th Predictive Maintenance Conference, Philadelphia, PA, July 1994. 9. Predictive Maintenance Program: Development and Implementation, EPRI M&D Center Training Course Notes. 10. Benefits of Predictive Maintenance Program in a Power Plant Environment, Colsher et al, EPRI 5th Predictive Maintenance Conference, Knoxville, TN, July 1992. 11. Beyond Detection - Realizing the Value in a PDM Program, VanDerHorn, G., Matusheski, R., MARCON Conference, Knoxville, TN, May 1997.
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A
PLANNING SCHEDULE
When planning a Predictive Maintenance program, all of the key tasks should be laid out on a time schedule to indicate what events will occur when, how they interact, and the total length of the project. From the time schedule the required man-hour and material resources can then be summarized. The schedule included here is only one of many computer generated time schedules that are available today, and it was selected for scheduling the ComEd PDM Implementation activities.
Table A-1 Schedule for Events
Task Name
ComEd PDM Implementation Initial PDM Course Finalized R&D Project & Service Work Contracts Project Schedule Roll-Out Initial Meeting with Project Sponsors First Coaching Session Cost Benefit Analysis (CBA) to Date First Program Meeting with Fossil Div. Sr. Mgmt. Second Coaching Session First Program Meeting with All Station Leaders Waukegan Sta. PDM Implem. Mini-Assessment Crawford Sta. PDM Implem. Mini-Assessment Third Coaching Session Second Program Meeting with All Station Leaders Cost Benefit Analysis (CBA) to Date
Duration
574d 2d 1d 1d 1d 2d 0d 1d 5d 1d 20d 23d 1d 1d 0d
Start
10/3/95 10/3/95 1/26/96 2/14/96 2/14/96 4/22/96 5/21/96 5/21/96 7/8/96 8/12/96 9/3/96 10/1/96 10/22/96 11/19/96 12/31/96
Finish
12/12/97 10/4/95 1/26/96 2/14/96 2/14/96 4/23/96 5/21/96 5/21/96 7/12/96 8/12/96 9/30/96 10/31/96 10/22/96 11/19/96 12/31/96
A-1
EPRIGEN Licensed Material Planning Schedule
Fourth Coaching Session Crawford Sta. Equipment Condition Assess. Meeting Fifth Coaching Session Second Progress Meeting with Senior Management Cost Benefit Analysis (CBA) to Date Plant PDM/PM Program Review Session Typical for all Generating Stations Level-Of-Awareness Training Implementation PDM LOA Training (Typical for all Stations) Vibration Analysis LOA Training (Typical for all) Oil Analysis LOA Training (Typical for all Sta.) Technology Implementation IRT Program Initial Field Survey (Typical all) Initial IR-SIP Training Course Follow-Up IR-SIP Training Course IRT Program Follow-Up Session (Typical all) Consolidated IRT Classroom & Field Training EMPM Program Initial Roll-Out Meeting (Typ.) EMPM Program Follow-Up Session (Typical)
1d 1d 1d 1d 0d 2d 2d 60d 5d 5d 5d 468d 5d 2d 3d 5d 5d 3d 1d
2/10/97 2/17/97 7/29/97 8/21/97 8/21/97 4/7/97 4/7/97 3/4/96 3/4/96 4/1/96 5/20/96 2/28/96 6/17/96 2/28/96 9/18/96 11/4/96 12/8/97 7/15/96 2/25/97
2/10/97 2/17/97 7/29/97 8/21/97 8/21/97 4/8/97 4/8/97 5/2/96 3/8/96 4/5/96 5/24/96 12/12/97 6/21/96 2/29/96 9/20/96 11/8/96 12/12/97 7/17/96 2/25/97
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B
PDM MINI-ASSESSMENT QUESTIONNAIRE
When conducting a PDM Assessment, it is important that a great deal of information be accumulated in order to form a complete evaluation of the existing maintenance processes and procedures, so that meaningful evaluations can be made and solid recommendations presented. Included in this Appendix are the questions asked of key personnel in all ten (10) of the ComEd plants.
General Questions
Personal
1. What is your current function is the organization? 2. How long have you held this position? 3. What is your background? (Emphasize your work with this company) This helps us to understand where he or she came from and gives us good perspective of what the person feels is important. People tend to believe in things they do, or did in the past.
Plant Operations and Maintenance

1. Who sets the priority for work requests? Who should? 2. Are there any existing procedures or processed that you consider to be highly efficient and cost effective? (i.e. quality program, equipment reliability initiatives, etc.). 3. Are there any old processes or procedures that should be brought back? 4. In your opinion, are current resources (personnel and materials) adequate for maintaining the facility? 5. Is your company planning to reorganize or down-size anytime soon? Only ask the following if the response to 5 is positive.
B-1
EPRIGEN Licensed Material PDM Mini-Assessment Questionnaire
Will personnel reduction resulting from down-sizing cause problem maintaining or operating in the future? What steps should be taken to relieve some of these difficulties? Are you aware of any other programs for cost reductions, either at the plant level or at the corporate level? What are the risks involved with reducing these costs?
6. Do seasonal variations affect maintenance workload? 7. Does management support you when requesting investment in maintenance?
Preventive Maintenance
1. What types of preventive activities are carried out on a regular basis? Describe your predictive maintenance activities. 2. How does it differ from one model to the next? 3. Do the maintenance crews capture the "as found" condition of the components that were repaired or replaced during these preventive procedures? 4. Are there any written schedules for performing these activities?
Predictive Maintenance
1. What is your definition of Predictive Maintenance? Ask for his or her definition as they understand it. This is important to know what the person perceives as the definition. Take time here to encourage the person interviewed. It may help to show the guidelines definition of PDM, CM, PM, PAM, RCM. 2. What are the most troublesome equipment or components? Why? Is their perception the same as their colleagues and does it match the maintenance records? If it does not, then that means they may be solving the wrong problems. Information gathered here can be used to develop an equipment and technology matrix and set priorities. 3. What, if any, monitoring or diagnostics have been applied to these systems? Does the culture at the facility support monitoring as a solution for equipment problems? This will give clues as to the reception and "buy-in" of monitoring solutions. 4. What diagnostic technologies are used in your equipment maintenance program? B-2
What diagnostic technologies are used by your maintenance craft personnel? Are there any technologies utilized by equipment operator? Are any technologies conducted by facility technical, engineering staff or outside organization? If applicable. Are there any contracted services that have been conducted in the past or present that were effective? If applicable.
5. What condition monitoring diagnostic technologies do you know of that your organization is not using? 6. To what equipment problems would you apply them? 7. Do repairs recommended reflect the actual "as found" problem?
Communications
1. On a scale of 1 to 10 (10 being perfect) how well does your organization, within the facility, communicate information regarding diagnostic testing or special testing related to a specific equipment problem? We are trying to establish how well the personnel communicate and use operations, maintenance and engineering to help diagnose problems. 2. Explain how the conversion of data to information and corrective action works. Use the Data Information, Corrective Action presentation slide On a scale of 1 to 10 DATA INFORMATION ACTION Explain any reasons for low scores. 3. Is your branch involved in the process of evaluating component conditions? 4. If yes, how is this information transferred to other parts of the organization?
Training
1. Is the current training program adequate to the needs of the facilities maintenance personnel? What other courses should be offered? 2. Do you feel you need training? If so, in what areas? (Either maintenance philosophy, PDM program training or special condition monitoring technology training).
B-3
3. Do you have any experience using personal computers? Would training in this area be helpful? 4. Do you feel confident in crafts in which you had some previous training or would some refreshers help? Craft personnel only.
Computerized Maintenance Management System

1. Does your facility have a computerized maintenance management system? 2. Do you use this system? Who does? 3. Do you know your typical costs for maintenance activities (labor and parts)? We want to know their level of awareness of this business issue. 4. Are you aware of any sort of equipment trouble list? Who keeps it?
B-4
C
WAUKEGAN STATION PDM PLAN
Attached is the PDM Assessment report for the ComEd Waukegan plant which will serve as the PDM Implementation plan. The M&D Center also assisted ComEd in the Assessment and the Implementation Plan for the Crawford station. With these road maps, ComEd will prepare their own Assessment reports for implementing PDM at the remaining stations.
Overview
Introduction
ComED is currently preparing for the challenges associated with deregulation. Reorganization and down-sizing are among the difficult tasks facing our Company and our employees as we prepare for the Deregulation of the electrical utility industry. Least-cost power will be the order of the day for us. The new economic environment will require that maintenance strategies be put in place to help us be effective in a competitive market. This will require all employees involved in the daily operation and maintenance of Waukegan Station to increase their awareness of each individual's responsibilities in reducing costs and maintaining availability. Predictive Maintenance (PDM) represents a new and permanent way of doing business in a competitive environment. Predictive Maintenance is an approach to plant maintenance that relies on condition-based maintenance. This approach evaluates the condition of various equipment in the plant in order to determine an appropriate operating or maintenance action. The Predictive Maintenance process applies new and existing technologies with plant know-how to increase the capability of this assessment process based on equipment condition. Fossil Senior Leadership and Station Leadership are committed to supporting the development and implementation of a PDM Program for Waukegan Station. This has helped to stimulate personnel involvement in Predictive Maintenance at all of our plants. However, in order for PDM to be successful, it will require the support and commitment of all the employees of Fossil Operations. C-1
EPRIGEN Licensed Material Waukegan Station PDM Plan
Scope
The information contained in this report is to be used as an action plan to formalize the development and implementation a PDM Program at Waukegan Station. The information given will provide a method for introducing and utilizing available technologies at our plants in order to assist plant personnel in maximizing the effectiveness of the plant maintenance and operational processes. Some of the important issues addressed will be:

Station recommendations/expectations based on interviews Define Station Goals of the PDM Program Development of a Plant Equipment Assessment methodology Development of application descriptions for each technology (TAD's) Integration of the PDM Program into the Station Organizational Work Flow Development of a Financial plan which includes Program Costs and Benefits Development of a Training Program Schedule for Plan Development and Implementation
Key Findings and Recommendations

A team consisting of members of EPRI's M&D Center Staff, Developmental Services Availability Systems Team personnel, and the Station PDM Specialist conducted interviews with Plant personnel to obtain information relating to programmatic issues, equipment problems, and existing technologies being used. In addition, these interview will help in identifying needs and expectations of the Station Leadership from the PDM program. Based on these interviews, the team will propose recommendations for activities of the Station PDM Program. The following recommendation have been reviewed and approved by Station Leadership and should be used as guidelines in the development and implementation of a PDM Program at Waukegan Station. Recommendation #1 Process Specialists and Team Coaches will be trained on all PDM technologies, in order to support the PDM program within their Process Areas. C-2
Recommendation #2 PDM Specialists will facilitate and coordinate the training needed to implement the PDM program within the teams. This will include providing support in targeting the proficiencies needed by the Process Specialists and Team Coaches, plus providing hands-on training for all team members. The PDM Specialist will also provide training and support to the Process Specialists and Team Coaches in the applications and software currently being used for reporting. Recommendation #3 Operations information is critical to the PDM program. Shift turnover and logging of equipment condition in the Operations Logs will be improved. The station is currently investigating several options in this area. Recommendation #4 Root cause analysis will be performed on all equipment designated as station assets. Recommendation #5 Operations involvement in the PDM program will include tracking of component availability for all equipment included in the PDM program. Also, process parameter tracking of these components by respective operations will be performed on a monthly basis. Recommendation #6 PDM Level of Awareness training will be conducted for the operators. In addition, any applicable application training on the various technologies must be attended. This is a crucial step in obtaining operations participation. Recommendation #7 The new Asset Management System for Waukegan under design by the FBI team should contain the following capabilities:

ability to flag recurring maintenance problems based on threshold settings. ability to provide monthly maintenance costs on a component basis. automation of equipment condition alarming and reporting. C-3
automation of operations parameters logging activities should be investigated.
Recommendation #8 The general practice at Waukegan Station is to write work requests for equipment problems. However, in some cases this does not occur. It is recognized that this can result in the loss of captured costs and history on assets in the plant. Therefore, work requests will be written for all work done to assets in the Equipment Technology matrix at Waukegan Station. By capturing work performed to an asset, Waukegan will better be able to determine what type of predictive maintenance technology to use, track all costs including lost revenue, and identify failure trends. Note: Any station employee can initiate a work request using TJM. In the first quarter of 1997 all TJM files will be transferred into an Asset Management System called MAXIMO. This Asset Management System will provide more capabilities for tracking asset costs and for trending asset performance. Recommendation #9 Development and implementation of a comprehensive Boiler PDM program.
Goals and Expected Benefits

W a uke gan S tation, C os t S av ing from H eat R ate Im p ro v em ents
1.0 0.9 0.8 0.7 0.6 0.5 0.4 0.3 0.2 0.1 0.0 1
S avings ($M)
7
M o n th s
11
Figure C-1 Expected Heat Rate Benefits
C-4
Waukegan Station O&M Cost Reductions from PDM Program

1 0.9 0.8 0.7 0.6 0.5 0.4 0.3 0.2 0.1 0 1 Month Savings ($M)
3 Months
5 Months
7 Months
9 Months
Note: This would reflect a reduction from $16M to $15M.
Figure C-2 Expected O&M Cost Reductions
Waukegan Station Cost Savings from EFOR Reductions from PDM Program
8 7
6 5 4 3 2 1 0
5 Months 1 Month 10 Months 11 Months 12 Months 2 Months 3 Months 4 Months 6 Months 7 Months 8 Months 9 Months
Goal 3% (1.2 million)
Note: A reduction of EFOR to 7-8% would result in increased demand for Waukegan Station and further reduce $cost per net MWHR. 1% EFOR reduction would result in a savings of $402,336.
Figure C-3 Expected EFOR Reductions
11 Months
C-5
Waukegan Station Ratio of $ Spent PDM/$ Spent CM for Major (Top Ten) Equipment
0.8 0.7 0.6 0.5 0.4 0.3 0.2 0.1 0 1996
80%
Current Personnel Perception

1997 1998 1999
Note: The New Maintenance Management System Should Provide Capabilities to Track this Ratio.
Figure C-4 Ratio of PDM/CM for Major Equipment
Condition-Based Maintenance Strategy Improvement
Where Are We Now ?

Corrective Preventive Predictive 15%
5%
q
80%
q q
Corrective = 80% Preventive = 15% Predictive = 5%
Figure C-5 Relative CM, PM and PDM Now
C-6
Where Do We Want To Be ?
Corrective Preventive Predictive 5% 15%
q
80%
q q
Predictive = 80% Preventive = 15% Corrective = 5%
Figure C-6 Expected Future Relative CM, PM and PDM
Implementation
Strategies for Implementation
WAUKEGAN STATION MISSION STATEMENT Waukegan Station's Process Teams will work together to improve the reliability and viability of the Station. PDM is an integral part of this process. Equipment will be operated and maintained based upon proper collection and analysis of data. Proven technologies, including vibration analysis, oil analysis, IR/Thermography, motor current analysis, and ultrasound/leak detection will provide the necessary information needed to make sound, informed decisions of equipment condition. Root cause analysis and Proactive Maintenance strategies will be utilized to prevent future failures. PDM is an approach to plant maintenance that evaluates the condition of critical equipment in the plant to determine which operating or maintenance actions may be required. By monitoring plant equipment condition, operating practices can be temporarily modified, and maintenance planned and performed before failure occurs. This approach will not only reduce maintenance costs and increase equipment life, but it will also allow for the efficient planning and scheduling of limited resources at all of our Generating facilities. In order for a PDM Program to succeed, we must first increase the level of awareness in the technologies available for assessing equipment condition. Plant personnel must C-7
be trained in the various technologies so they may begin the process of gathering and combining all the information available to make timely and informed decisions about the operating practices and maintenance requirements of the plant equipment. This information should include; diagnostic and performance data, maintenance histories, operational logs, and design data. In addition, personnel must be trained in analyzing the available data, creating reports, and capturing cost/benefit information supporting their decisions. Finally, the PDM plan must be used as a 'Driver' for the efficient use of our Asset Management System. The following steps should be emphasized when implementing a PDM Program.
Understand your goals for the PDM Program
financial, safety, reliability, etc.
Evaluate three critical issues

financial benefit potential organizational issues and plan technical plan for the equipment included
Establish a formal PDM plan (70% of the issue for success is organizational communication) Identify the components that will impact the goals set in 1 and 2 if the PDM program is effective; and, apply the respective technologies Educate all personnel on their Roles and Responsibilities Apply the formal plan and stick to it Develop a means to evaluate the plans effectiveness Automate the new effective process
Plant Equipment Assessment

In developing and implementing a PDM Program, the objective is to start with the most critical components required for generation, and with the equipment that is costing the most unexpected O&M expenditures and loss of availability. This is necessary in order to use the limited resources available at the Station in the most effective manner.
C-8
To accomplish this objective, an Equipment & Technologies matrix needs to be developed. Waukegan Station's Equipment & Technologies matrix was built by the PDM Specialist with assistance from Technical, Operations, and Maintenance Leads. The matrix includes the following:

A listing of the targeted equipment for the PDM Program Technologies that will be applied to the equipment A listing of the severity criteria for the monitored equipment (i.e. alarm limits, temperature anomalies, etc.) Suggested intervals for PDM monitoring techniques
In addition to information obtained from Station Leads, targeted equipment was identified using information from several sources including:
A Top 10 list of equipment for O&M cost and availability loss was supplied by the Availability Systems Team using Station Maintenance Management System records The AST provided an equipment listing based on parts and labor costs Identified on Waukegan's Capability chart
When examining Waukegan's Top 10 list for parts and labor costs, there were items not included in the matrix. One example is Building and Grounds, which cannot be influenced by PDM technologies. Others, such as Boilers, Sootblowers and Electronic/Control systems will be included as the program progresses. Therefore, these have not been included in the evaluation and formation of the Equipment & Technology list for this plan. The Equipment & Technologies (E&T) Matrices are included on the following pages of this plan. A Matrix is included for each Unit (6,7, and 8).
C-9
Table C-1 Unit #6 Equipment and Technologies
Equipment
#6 Turb-Gen #6 Exciter #6 Reserve Exciter #17 A FD Fan #17 B FD Fan #17 C FD Fan #17 A ID Fan #17 B ID Fan #6 A Circ Wtr Pmp #6 B Circ Wtr Pmp #6 A Condensate #6 B Condensate #6 C Condensate #6 A BFP #6 B BFP #6 C BFP #6 B Htr Dm Pmp
Vibs
Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes
Interval
M S/A S/A M M M M M Q Q M M M M M M M
Oil
Yes No No Yes* Yes* Yes* Yes* Yes* No No No No No Yes* Yes* Yes* Yes*
Interval
Q Q Q Q Q Q Q Q Q Q
IR
No Yes** Yes** Yes** Yes** Yes** Yes** Yes** Yes** Yes** Yes** Yes** Yes** Yes** Yes** Yes** Yes**
Interval
S/A S/A S/A S/A S/A S/A S/A S/A S/A S/A S/A S/A S/A S/A S/A S/A
MtrCur
No No Yes Yes Yes Yes Yes Yes Yes Yes No No No Yes Yes Yes No
Interval
S/A S/A S/A S/A S/A S/A S/A S/A S/A S/A S/A -
Acoust
No No No No No No No No No No No No No No No No No
Interval
-
C-10
#6 C Htr Drn Pmp #17 A Seal Air Blower #17 B Seal Air Blower
Yes Yes Yes
M M(?) M(?)
Yes* No No
Q -
Yes** Yes** Yes**
S/A S/A S/A
No No No
No No No
Notes: Yes* = Fluid Drive Only, Yes** = Motor Control Cabinet, M* = Exhauster only; mill & motor Quarterly, M = Monthly, Q = Quarterly, S/A = Semi-Annually
C-11
Equipment
#7 HP Turb-Gen #7 LP Turb-Gen #7 HP Exciter #7 LP Exciter #7 Reserve Exciter #7 A FD Fan #7 B FD Fan #7 C FD Fan #7 D FD Fan #7 A ID Fan #7 B ID Fan #7 C ID Fan #7 D ID Fan #7 A Mill #7 B Mill #7 C Mill #7 D Mill
Vibs
Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes
Interval
M M S/A S/A S/A M M M M M M M M M* M* M* M*
Oil
Yes Yes ? ? ? Yes* Yes* Yes* Yes* Yes* Yes* Yes* Yes* Yes* Yes* Yes* Yes*
Interval
Q Q ? ? ? Q Q Q Q Q Q Q Q Q Q Q Q
IR
No No Yes** Yes** Yes** Yes** Yes** Yes** Yes** Yes** Yes** Yes** Yes** Yes** Yes** Yes** Yes**
Interval
S/A S/A S/A S/A S/A S/A S/A S/A S/A S/A S/A S/A S/A S/A S/A
MtrCur
No No No No Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes
Interval
S/A S/A S/A S/A S/A S/A S/A S/A S/A S/A S/A S/A S/A
Acoust
Interval
-
C-12
#7 E Mill #7 F Mill #7 G Mill #7 H Mill #7 A Circ Wtr Pmp #7 B Circ Wtr Pmp #7 C Circ Wtr Pmp #7 D Circ Wtr Pmp #7 A Condensate #7 B Condensate #7 C Condensate #7 A BFP #7 B BFP #7 C BFP #7 D BFP #7 A BWCP #7 B BWCP #7 C BWCP #7 D BWCP #7 A-1 Htr Dm Pmp
Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes
M* M* M* M* Q Q Q Q M M M M M M M Q Q Q Q M
Yes* Yes* Yes* Yes* No No No No No No No Yes* Yes* Yes* Yes* No No No No Yes
Q Q Q Q Q Q Q Q Q
Yes** Yes** Yes** Yes** Yes** Yes** Yes** Yes** Yes** Yes** Yes** Yes** Yes** Yes** Yes** Yes** Yes** Yes** Yes** Yes**
S/A S/A S/A S/A S/A S/A S/A S/A S/A S/A S/A S/A S/A S/A S/A S/A S/A S/A S/A S/A
Yes Yes Yes Yes Yes Yes Yes Yes No No No Yes Yes Yes Yes Yes Yes Yes Yes No
S/A S/A S/A S/A S/A S/A S/A S/A S/A S/A S/A S/A S/A S/A S/A S/A -
No No No No No No No No No No No No No No No No No No No No
C-13
#7 A-2 Htr Dm Pmp #7 B-1 Htr Dm Pmp #7 B-2 Htr Dm Pmp #7 E-N Htr Dm Pmp #7 E-N Htr Dm Pmp #7 A HP Hse Serv Pmp #7 B HP Hse Serv Pmp #7 A LP Hse Serv Pmp #7 B LP Hse Serv Pmp #7 C LP Hse Serv Pmp
Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes
M M M M M M(?) M(?) M(?) M(?) M(?)
Yes Yes Yes Yes Yes No No No No No
Q Q Q Q Q -
Yes** Yes** Yes** Yes** Yes** Yes** Yes** Yes** Yes** Yes**
S/A S/A S/A S/A S/A S/A S/A S/A S/A S/A
No No No No No No No No No No
No No No No No No No No No No
C-14
Equipment
#8 HP Turb-Gen #8 LP Turb-Gen #8 Aux Oil Pump #8 Electronic Hyd Controls #8 A FD Fan #8 B FD Fan FD Fan Aux Oil Pumps #8 A ID Fan #8 B ID Fan ID Fan Aux Oil Pumps #8 A Mill #8 B Mill #8 C Mill #8 D Mill #8 E Mill #8 F Mill #8 A Circ Wtr Pmp
Vibs
Yes Yes Yes No Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes
Interval
M M Q M M M M M M M* M* M* M* M* M* M
Oil
Yes Yes No Yes Yes Yes No Yes# Yes# No Yes Yes Yes Yes Yes Yes Yes
Interval
Q Q ? Q Q Q Q Q Q Q Q Q Q Q
IR
No No No No Yes** Yes** No Yes** Yes** No Yes** Yes** Yes** Yes** Yes** Yes** Yes**
Interval
S/A S/A S/A S/A S/A S/A S/A S/A S/A S/A S/A
MtrCur
No No No No Yes Yes No Yes Yes No Yes Yes Yes Yes Yes Yes Yes
Interval
S/A S/A S/A S/A S/A S/A S/A S/A S/A S/A S/A
Acoust
Interval
-
C-15
#8 B Circ Wtr Pmp #8 A Cond/Bstr #8 B Cond/Bstr #8 A BFP A BFP Aux Oil Pump #8 B BFP #8 A BWCP #8 B BWCP #8 C BWCP #8 D BWCP #8 B Htr Dm Pmp
Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes
M M M M M M M M M M M
Yes Yes Yes Yes* No Yes* Yes Yes Yes Yes No
Q Q Q Q Q Q Q Q Q -
Yes** Yes** Yes** Yes** No Yes** Yes** Yes** Yes** Yes** Yes**
S/A S/A S/A S/A S/A S/A S/A S/A S/A S/A
Yes Yes Yes Yes No Yes Yes Yes Yes Yes No
S/A S/A S/A S/A S/A S/A S/A S/A S/A -
No No No No No No No No No No No
C-16
Technology Application Descriptions The following section contains Technology Application Descriptions (TADs) for each technology being applied at Waukegan Station. The TADs will answer the Who, What, When, and Where questions on the application of each PDM technology at Waukegan Station. They will serve as outlines for the use of the various technologies by prescribing guidelines and responsibilities for the implementation and support of each technology.
Vibration TAD
Technology Application Vibration Monitoring at Waukegan Station will be performed by Station personnel assigned to the Availability Team. Analysis tools will be used by the Team to collect, interpret, and present data to the appropriate plant personnel for the purpose of making operations and maintenance decisions based on equipment condition. Various activities and requirements will necessary in order to implement this program. This technology will be combined with lube oil analysis data. One technology serves as an important backup to the other. Careful coordination of these two technologies increases the value of both. Activities
Perform periodic monitoring surveys on critical rotating equipment without continuous monitoring protection. Surveys will be performed on intervals set forth in the Equipment & Technology matrix. These surveys will be identified through an Asset Management System.
Support Steps: 1. Perform baseline survey on identified equipment. 2. Establish action alert levels for equipment. 3. Establish PM routes in the Asset Management System automatic generation and scheduling.
Perform monitoring surveys on critical equipment with continuous monitoring protection when established overall vibration action levels are reached. These surveys will also be used to validate the accuracy of the continuous monitoring protection. C-17
Support steps: 1. Establishment of vibration action alert levels for equipment. Responsibilities
Station Leads, as the sustaining sponsors, will commit the appropriate resources such as capital and personnel to become the vibration specialists within each team. This will be necessary for the collection and analysis of data. The Process Specialist will be responsible for coordinating data, assigning problem severity, initiating action, coordinating post maintenance surveys, documentation distribution and case closing of any finds. The Predictive Specialist will support the PDM efforts of the Process Specialists and the Process Teams. Initially, these surveys will be conducted by the PDM Specialist with representatives from the various teams, and in the future by the appropriate team members trained in the techniques of proper data collection.
Resource Requirements
Each team will provide one member to be trained; however, all members will subsequently be trained. Team members will report survey results to the Process Specialist. SMAD will provide technical support as needed, including fast response to special problem diagnostic testing/analysis.
Training Requirements

3-6 months of vibration OJT. Basic Vibration theory. Use of data collection tools. Basic frequency analysis. Data trending analysis.
C-18
Miscellaneous Requirements
Software requirements will be established by a combined effort between SMAD, Availability Systems personnel and Fossil Division PDM Specialists to provide maximum service value. Any additional software/hardware needed will be provided by the Station or Division.
Lubrication TAD
Technology Application Lubrication samples will be taken for the purpose of analysis by the appropriate resource. This technology will be combined with vibration analysis data. One technology serves as an important backup to the other. Careful coordination of these two technologies increases the value of both. Activities
Perform periodic sampling surveys on critical rotating equipment. Surveys will be performed on intervals set forth in the Equipment & Technology matrix. These surveys will be identified through an Asset Management System.
Support Steps: 1. Install sample ports on equipment in program. 2. Establish PM routes in the Asset Management System for automatic generation and scheduling.
Perform sampling surveys as required in support of other PDM technologies.
Support steps: 1. Install sample ports on equipment as required. Responsibilities
Station Leads as sustaining sponsors, will jointly commit the appropriate resources, such as capital and personnel necessary for the collection and analysis of data. The location and installation of quality sample points will be the responsibility of the Process Specialists with assistance from the PDM Specialist and support from
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the appropriate teams. This is vital to the program as it ensures quality samples and repeatability of data.
The Process Specialist will be responsible for coordinating data, assigning problem severity, initiating action, coordinating post maintenance surveys, documentation distribution and case closings for any finds reported. The PDM Specialist will support the PDM efforts of the Process Specialists and the Process Teams. Surveys will be coordinated by the Process Specialists. Survey results will be forwarded to the PDM Specialist for archiving. The resulting data from surveys will be reviewed by the Process Specialist, SMAD, and PDM Specialist. An outside resource will provide OJT on proper sampling techniques, sample port locations, as well as basic data interpretation.
Resources will consist of a combination of Shift Teams working in conjunction with the Availability Teams. SMAD will provide technical support as needed, including fast response to special problem diagnostic testing.

Basic lube oil theory and wear particle analysis. Sampling techniques and location. Data interpretation.
Software requirements will be established by a combined effort between SMAD, Availability Systems personnel, and Fossil Division PDM Specialists to provide maximum service value. Any additional software/hardware needed will be provided by the Station or Division.
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IR Thermography TAD
Technology Application IR Thermography at Waukegan Station will be performed by Station personnel assigned to the Availability Team. This technology will be combined with acoustic leak detection, and coordinated with Plant Operations. When combined, these two technologies provide qualitative and quantitative data to maintenance and operations Activities
Periodic IR surveys on all critical equipment, rotating or static electrical, mechanical and switchyard equipment for trending and performance. Also included will be valves and other mechanical equipment deemed essential to performance. These surveys will be identified through an Asset Management System.
Support Steps: 1. Perform baseline surveys on identified equipment. 2. Establish PM routes in the Asset Management System for automatic generation and scheduling. Responsibilities
Station Leads, as the sustaining sponsors, will commit the appropriate resources such as capital and personnel to become the IR/Thermography specialists within each team. This will be necessary for the collection and analysis of data. Surveys will be conducted by Station personnel trained in the techniques of proper data acquisition. The Process Specialist will be responsible for assigning problem severity, initiating action, coordinating post maintenance surveys, documentation distribution and case closings for any finds reported. The PDM Specialist will support the PDM efforts of the Process Specialists and the Process Teams.
Each team will start with one member trained. Subsequently, all members will be trained. Team members will report survey results to the Process Specialist. C-21
SMAD will provide technical support as needed, including fast response to special problem diagnostic testing/analysis.

Basic IR Thermography theory. Basic equipment operation (e.g. IR Camera). Basic data collection techniques. Report generation software (IR-Sip).
EPRI supplied software (IR-SIP) will be the reporting software of choice. Any additional software/hardware needed will be provided by the Station or Division.
Ultrasonic TAD
Technology Application Ultrasonic and Acoustic leak detection at Waukegan Station will be performed by Station personnel with coordination from the Operations department. This technology, when combined with Infrared Thermography, provide qualitative and quantitative data to guide maintenance on system repairs. Activities
Periodic ultrasonic and acoustic leak detection surveys on all critical plant valving, gearboxes, compressed air and gas systems, and other applicable equipment as determined by Operations with recommendations by the Process Specialist and SMAD. These surveys should be identified through an asset management system.
Support Steps: 1. Establish baseline indications for identified equipment. 2. Establish PM routes in the Asset Management System for automatic generation and scheduling.
Perform Ulrtrasonic/Acoutstic surveys as required in support of other technologies.
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Responsibilities
The Operations Leader will determine and provide the appropriate resources such as capital and Shift Team members necessary for the collection of data. This will be coordinated by the Process Specialist. Operations should establish a survey route and prepare data sheets using ComEd standard software such as Microsoft Excel spreadsheets. The Process Specialist will provide support in the formation of the routes in the Asset Management System and data sheets. Operations will report survey results to the Process Specialist. Technical direction will be provided by the PDM Specialist and SMAD. The Process Specialist will be responsible for assigning problem severity, initiating action, coordinating post maintenance surveys, documentation distribution and case closings for any finds reported. The PDM Specialist will support the PDM efforts of the Process Specialists and the Process Teams.

Operations will supply personnel for PM routes and as-required surveys. SMAD will provide technical support as needed, including fast response to special problem diagnostic testing/analysis.
Basics on instrumentation and hardware use.
(to be completed by the Station)
Motor Current Analysis

Technology Application Motor Current Analysis at Waukegan Station will be performed by I.C.E. team members with coordination from SMAD. This technology, when combined with periodic vibration, thermography, and oil analysis, provides a complete picture of C-23
motor condition. This will assist the station in determining which motors need attention, rather than basing motor repairs on time. Activities Periodic surveys on all motors currently included in the Equipment & Technology matrix. These surveys will be identified through an Asset Management System. Support Steps: 1. Establish baseline indications for identified equipment. 2. Establish PM routes in the Asset Management System for automatic generation and scheduling. Responsibilities
Station Leads, as the sustaining sponsors, will commit the appropriate resources such as capital and personnel to become the motor current analysis specialists within each team. This will be necessary for the collection and analysis of data. Surveys will be conducted by Station personnel trained in the techniques of proper data acquisition. The Process Specialist will be responsible for coordinating data, assigning problem severity, initiating action, coordinating post maintenance surveys, documentation distribution and case closings for any finds reported. The PDM Specialist will support the PDM efforts of the Process Specialists and the Process Teams.
Each team will start with one member trained. Subsequently, all members will be trained. Team members will report survey results to the Process Specialist. SMAD will provide technical support as needed, including fast response to special problem diagnostic testing/analysis.
Basics in motor current analysis techniques.
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Basics in use of diagnostic tools (e.g. Tec Smartmeter).
(to be completed by the Station).
Organization
Communication Formats and Description 1. The Process Specialists will facilitate a bi-monthly equipment condition status review meeting for all components listed on the equipment and condition indicator matrix. In attendance at this meeting will be the Shift Advisor, the PDM Specialist and associated Team Coaches. This team will review all indicators with the assistance of the PDM Specialist, and collectively agree on the operating and maintenance requirements of these critical components. 2. The PDM Specialist will attend the current weekly process meetings to address any equipment condition indications from the PDM program which cannot be shelved until the bi-monthly meetings. 3. An equipment Condition Status Report should be generated as a result of the bimonthly meeting and forwarded to the following with an executive summary of exception.

Operations Leader. Shift Advisor. Maintenance Leader. Maintenance Coaches. Maintenance Planner. Process Specialists. Plant Manager.
4. A Thermography report as created from initial program set-up should be generated 2 -3 times/year (after each survey performed), and distributed to the above-listed personnel.
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5. A report resulting from the periodic acoustic surveys of plant air systems should be generated with exceptions requiring corrective action. The report should also be forwarded to the above-listed personnel. 6. Formal cost benefit analysis calculations will be performed by the Process Specialists and Process Teams. Copies of the calculations will be forwarded to the PDM Specialist for review and archiving. 7. PDM program goals and progress should be posted along with the station O&M, EFOR, EA, and heat rate performance, quarterly. 8. Tracking of the ratio of dollars spent for maintenance as a result of PDM vs. dollars spent on corrective maintenance for major equipment. Standard Reports Equipment status report - functional requirements:

Equipment status - i.e. good, marginal, bad. Rating system as opposed to numerical values. Current and previous recommendations. Diagnostic Graphs. Performance data.
Priority work list - functional requirements

by process. by systems. by monitored equipment.
The following are some of the reports that will be available in the new Asset Management System:
Equipment History Graph - Graph showing mean time between failure, total equipment costs, and total downtime hours. Daily Maintenance Schedule - Schedule showing predictive and preventive task start and completion dates.
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Weekly Station Schedule by Process Team and Dates - Schedule showing predictive and preventive task starts and completions by equipment. Summary failure report - Report showing problem description, most recent failure, number of equipment failures, MTBF, average downtime, and equipment name. Number of scheduled events - Report showing process team, number of predictive maintenance work requests, and number of PDM work requests started on time.
Work Flow Diagrams

Current Work Flow at Waukegan for Major Equipment
Resources
Operations Logs Data Operations Shift Advisors System of Process Data 10 - 15% Process Coaches & Mechanics Process Bins (1 Per Process) Shift Advisor Review (Specialist Informed)
Data Analysis
80 - 85%
Work Planning
Load Dispatch Load Critical Work Shift Advisor Equipment Availability Shift Assistant (Permits, Blocks and Schedule)
Diagnostic Data
A, B
Process Coach Priority Evaluation and Assignment
Batch Testing Data
Maintenance Histories (EWCS)
All Others Process Specialists Etc.
B,C
If Top-Ten Backlog Outage Plan
Planners Create Work Request
Post Maintenance Testing Data
Equipment Status Report
Cancelled Work Package (Planning, Parts, Etc)
PM Schedule Work Execution Permits Cleared Eng. Ops. Maint. Experience Work Order Close Out Coach Post Maint. Test/Check Ops. & Maint. Rework Process Team Mechanic Work Performed
Rework Notification
Minor PMs (blanket W.OS.) A - causes unit der ate B - within 5 days C - can be planned
Planners History Evaluation
TJM enters work history
Figure C-7 Current Work Flow at Waukegan For Major Equipment
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Work Flow at Waukegan for Major Equipment With PDM Program Implementation
Resources
Operations Logs Data Operations Shift Advisors System of Process Data 10 - 15% Process Coaches & Mechanics Process Bins (1 Per Process) Shift Advisor Review (Specialist Informed)
Data Analysis
80 - 85%
Work Planning
Load Dispatch Load Critical Work Shift Advisor Equipment Availability Shift Assistant (Permits, Blocks and Schedule)
Diagnostic Data Batch Testing Data
A, B
Process Coach Priority Evaluation and Assignment
Maintenance Histories (EWCS)
All Others Process Specialists Etc.
B,C
If Top-Ten Backlog Outage Plan
Planners Create Work Request
Post Maintenance Testing Data
Equipment Status Report
Cancelled Work Package (Planning, Parts, Etc) Rework Notification Process Team Mechanic Work Performed
PM Schedule Work Execution Permits Cleared Eng. Ops. Maint. Experience Work Order Close Out Coach Post Maint. Test/Check Ops. & Maint. Rework
Minor PMs (blanket W.OS.) A - causes unit der ate B - within 5 days C - can be planned
Planners History Evaluation
TJM enters work history
Figure C-8 Work Flow at Waukegan for Major Equipment with PDM Implementation
Waukegan Organization (PDM Program Roles and Responsibilities)

Plant Manager
Review and Approve PDM Implementation Plan Review Cost Benefit Analysis - semi-annual Enable the PDM process
Site Training Facilitator Assist PDM Specialist with Training Implementation for PDM
Compliance Specialist
Developmental Services
PDM Program initial implementation support. All training aspects of PDM support and coordination
Central Support SMAD

Balancing support Technology data analysis support Training Operations support UT Leader inspections Motor current signature analysis
Store Keeper
Support Services Specialists
I/S Specialist
EMPM Program Coordination
Electrical Systems Engineer
Chemist
Ensure operations L.O.A. training is attended Sponsor Operations personnel participation in bi-monthly meetings. Investigate utilization of on-line technologies Boiler/Feedwwater Tube leak Support PDM directed corrective actions Ensure recommended work is being performed Review PDM program benefits periodically Investigate the automation of Ops Logs activities
Implement PDM program and integrate into process teams. Attend bi-monthly equipment condition status meeting with operations, maintenance and specialist. Assist in creating/producing equipment condition status report. Attend weekly planning meeting - pending equipment anomalies. Balance and alignment support and coordination. New technology evaluation. Root cause failure analysis coordination.
Maintenance Leader
Support PDM directed maintena decisions Ensure recommended work is b performed Review PDM program benefits periodically
PDM Specialist
Work Planner
ICE Team Process Specialist Boiler / Ash Process Specialist Turbine / Generator Process Specialist Support Process Specialist Coal Handling Process Specialist
Operations Team Operations Team Utilize - spot radiometers overall vibration, mtr., etc. to track problem components and perform post maintenance tests. Performed process parameters trend reviews - monthly Assist in equipment selection for I.R. and acoustic valve leak detection routes. Perform lube oil sampling Operations logged data collection and reporting run time hours, equip. starts / stops, etc. Component availability data collection. Acoustic Leak Detection Surveys I.C.E. Team Boiler/Ash Team Turbine/ Generator Team Support Process Team Coal Handling Team
PM Schedule Review Work order and tag close o Provide maint. cost/component/month Track CM/PM/PDM/Perf/ C
Operations Team
Operations Team
Operations Team
Ensure corrective maintenance and actions are taken based on PDM recommendations Analize maintenance activities on system components Be trained in all technologies associated with PDM, and pass this knowledge to the Teams Review systems for PDM monitoring evaluations Prepare equipment status reports Work with PDM Specalist to report on program effectiveness Perform in cost/benefit analysis process Facilitate bi-monthly equipment condition status meetings Interface with Operations and Teams to prioritize work Review WRs against equipment to ID adverse trends
Vibration data collection and analysis Thermography inspection Electric motor testing and analysis (I.C.E.) Equipment performance testing Balance and alignment Coordinate Lube Oil Analysis program Assist in cost/benefit analysis process Assist in periodic data evaluation with specialists
Figure C-9 Organizational Charts Including PDM Strategies
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Roles and Responsibilities Document for the Station (To be completed by Waukegan Management) Process Specialists Process Specialists will facilitate the PDM activities performed on the assets within their Process Areas. The Specialists will:
Be trained in all technologies associated with PDM, and pass this knowledge to the Teams. Ensure that proper operational or maintenance actions are taken based on PDM recommendations. Recommend ways of reducing the frequency, duration, and extent to which any maintenance activities are performed. Review assigned systems for evaluation of any PDM monitoring technologies that could improve availability and/or reduce O&M costs. Prepare equipment status reports. Prepare PDM recommendations for long-term maintenance issues. Perform cost/benefit analysis calculations. Facilitate bi-monthly equipment condition status meetings with operations, maintenance and specialists. Interface with Operations and Process Teams to prioritize work. Review work requests against equipment to identify adverse trends. Coordinate with PDM Specialist for necessary support for the diagnosis and analysis of data.
Coaches and Team Members PDM combines and uses a variety of data in order to make decisions based on equipment condition. While PDM requires management support, and in many cases technical assistance, the Coaches and Process Team members also play an integral part of this process. Their involvement in the process includes the following:
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Coaches will be trained in all technologies associated with PDM, and pass this knowledge to the Teams. Vibration data collection and analysis, including installation of monitors and taking hand-held readings on equipment. IR Thermography surveys and inspections. Electric motor testing and analysis (I.C.E.). Motor current signature analysis (I.C.E.). Equipment performance testing. Perform balances and alignments based on PDM data analysis. Assist in cost/benefit analysis process. Assist in periodic data evaluation with Specialists.
PDM Specialists Role The PDM Specialist will support the implementation of the PDM program. They must be involved in the planning process. They will transfer PDM skills and knowledge to the Process Team level. The PDM Program should be viewed as a project with plant maintenance and operations personnel performing PDM functions for the major components within their areas of responsibility. The roles and responsibilities in this process are as follows:

Coordinate training needs for the Process Teams. Provide support to the Process Specialists and Team Coaches for PDM program cost benefit tracking. Facilitate the implementation of the PDM program for the identified critical components using the selected technologies, and integrate this information with the process teams. Attend bi-monthly equipment condition status meeting with operations, maintenance and specialists. Attend weekly Team and planning meetings. Balance and alignment support and coordination.
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New technology evaluation. Assist Process Specialists and Teams in Root Cause Analysis and Proactive Maintenance applications. Provide services to all Process Teams regarding the condition of all major equipment in the Station. Support Process Data Analysis. Act as an hands-on instructor to ensure knowledge transfer to Process Teams (Thermography, Vibration, cost Benefit Analysis, etc.). Review PDM reports with Process Specialists and make recommendations for action. Assist in report generation.
Operations Department Operations is a critical element in PDM strategies. Conditions of plant equipment should drive a large percentage of the Station's maintenance efforts. Operations should be responsible for the following: Operations Lead

Ensure that Operations PDM training is attended. Sponsor Operations personnel participation in bi-monthly meetings. Investigate utilization of on-line technologies. Administer Boiler/Feedwater Tube leak detection program (Future). Support PDM directed corrective actions. Investigate the automation of Operators logs. Review PDM program benefits periodically.
Operations
Assist Process Teams in the creation of equipment monitoring routes and data collection. C-31

Take action on controllable parameters in response to PDM information. Maintain lubrication levels and perform periodic sampling. Utilize Spot radiometer, Acoustic/Ultrasound guns to track equipment between monitoring frequencies. Operations logged data collection reporting run times equipment starts and stops, etc. Component availability data collection. Daily rounds to include reporting of ALL equipment problems noticed. (i.e., packing leaking, oil leaks, unusual noises, etc.). Perform process parameter trend reviews. Conduct acoustic leak detection surveys.
Plant Support PDM Roles Plant Manager and Leaders Upper management support of PDM is critical to the success of the program. Top down commitment and support is necessary in order to instill the philosophy of condition-based maintenance into the organization as a permanent way of doing business. To accomplish this, the site leadership is responsible for the following:

Review cost/benefit analysis - semi annually. Understand the PDM concepts/strategies in order to provide the necessary vision for the PDM Program. 'Champion' the change - keep it visible and make it part of the 'culture'. Review staffing assignments to ensure that the necessary resources are committed to the program. Recognize contributions of individuals and teams. Celebrate successes to emphasize the importance and value of the program. Support PDM directed decisions. Ensure that the recommended work is being performed.
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Review PDM program benefits periodically.
I/S Specialist

Work with the PDM Specialist to automate the processes. Provide support for software/hardware installations.
Electrical Systems Engineer
Coordinate the EMPM Program in conjunction with the Rotating Machinery group and the PDM Specialist.
Maintenance Planners The Maintenance Planners must integrate the PDM strategies with daily, long term, and outage planning. To accomplish this they should ensure the following:

Plan maintenance activities based on PDM recommendations. Participate in the evaluation of the Preventive Maintenance schedule with Teams and Process Specialists. Perform work requests and tag close out reviews. Provide maintenance cost/component/month. Track CM/PM/PDM/Performance/Component.
Guidelines for Integrating PDM Strategies with an Asset Management System
Work Requests will be written for all maintenance problems involving equipment contained in the Equipment and Technologies matrix and/or identified through the use of PDM technologies. Technology routes and surveys will be set up and performed using PM work requests generated both manually and automatically by the Asset Management System.
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Financial
Planning and Estimating Guides The following Planning and Estimating (P&E) Guides have been developed for the various technologies to be included in the Station's PDM program. The projected savings shown demonstrate the potential dollar benefits that can be realized when implementing the technologies and the PDM program. As new technologies are added to the program, new cost saving projections will be prepared. Tracking the actual cost savings can be compared with these projections as the PDM program matures, to verify real dollars saved.
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Planning & Estimating Guide System: Periodic Vibration Monitoring
Annual Gross Benefits: 400,000
(1) Notes: (1) Benefits are based on reducing EFOR and O&M costs through early detection of equipment problems and
System Set-up Costs Material

Hardware Vendor Supplied Site Supplied Software Vendor supplied Training Tuition's Misc. expenses 1 1 1 Course $20,000 (2) $10,000 (2) $1,000 (3) Material Subtotal $20,000 $10,000 $1,000 $46,000 1 Vib. Analyzer $15,000 (2) $15,000 $0 Qty Unit Unit Cost Total
include the associated lube oil program benefits.
(2) Purchase of new portable data collector and state-of-the-art software. (3) Training for six Mechanics and four Process Specialists to attend Level I vibration at ComEd facilities, and PDM Specialist attend Level II Vibration Analysis off-site, plus hands-on in-field training for Mechanics (4) Misc. sensors, cables, supplies, etc. (5) Most program start-up labor costs at Crawford have been previously spent for equipment selection and route set up. New software/hardware purchase and further
Labor (5)
Engineering Training - Mechanics Secretarial 20 30 man-days man-days $304 (6) $304 (7) $6,080 $9,120 $0
plant personnel training is still required. (6) Four Process Specialists attend one-week vibration training. (7) Six Mechanics trained to Vibration level I (Six man-week labor).
Labor Subtotal
$15,200 (8) Approximately two man-days per month from each team X five teams = ten man-days per month or 120 man-days
Total Start-up Cost Annual Operation & Maintenance Costs

O&M Labor-Mechanics Training Labor Training Tuition's SMAD Support Misc. Materials & Equip. 110 10 2 24 N/A man-days man-days course man-days man-days $240 (8) $240 (9) $1,000 (9) $320 (10) $8,000 (11)
$61,200
per year. This is for data collection and preliminary analysis for approximately 110 machines.
$26,400 $2,400 $2,000 $7,680 $8,000
(9) Continued annual cost for training mechanics. (10) Vibration analysis and balancing/alignment support for SMAD (11) Annual cost for miscellaneous materials and equipment upgrade (every five years = $35,000 recurring cost for new technology).
Total Annual O&M Cost Pay Back Period

$2,500,000 $2,000,000 $1,500,000 $1,000,000 $500,000 $0 1 2 3 Year 4 5
$46,480
Cumulative Cost Cumulative Gross Benefit Cumulative Net Benefit
Five Year Cumulative Net Benefit: $1,815,686
Figure C-10 Planning & Estimating Guide, System: Periodic Vibration Monitoring
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Planning & Estimating Guide
System: Periodic Acoustic Leak Detection

Typical Net Annual Benefit: 100,000
(1) Notes: (1) Annual benefit of $100,000 should be easily obtained if small air leaks are identified and corrected. Other
System Set-up Costs

Unit
miscellaneous valve leak uses will also contribute to the benefit. Total (2) Purchase of portable ultrasonic leak detection device. $5,000 $0 $0 $0 $0 Material Subtotal $5,000 (5) The Process Team responsible for the plant compressed air systems should perform three surveys per year, (4) On-site hands-on training and component survey list creation. (3) The PDM Specialist and various operators will participate in the walk-down of the plant air system to identify components to be periodically surveyed. Unit Cost $5,000 (2)
Material
Hardware Vendor Supplied Site Supplied Software Vendor supplied Training Tuition's Misc. expenses
Qty
1Acoustic Device
Labor
Operations/Engr. Training man-days (3) $2,000 (4) $0 $2,000 $0
approximately three days to survey and create tags.
Labor Subtotal
$2,000
Total Start-up Cost
$7,000
Annual Operation & Maintenance Costs

O&M Labor Secretarial 15 man-days $304 (5) $4,560 $0 $0 $0

$600,000 $500,000 $400,000 $300,000 $200,000 $100,000 $0 1 2 3 Year 4 5
$4,560
Five Year Cumulative Net Benefit: $499,704
Figure C-11 Planning & Estimating Guide, System: Periodic Acoustic Leak Detection
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System: Infrared Thermography (Plant)

Typical Net Annual Benefits 500,000
(1) Notes: (1) Typical benefits of periodic thermography inspecition in fossil power plants. Use includes mechanical,
System Set-up Costs

Unit
electrical, and performance components. Unit Cost $25,000 (2) Total $0 $0 (2) Purchase of 4 IR cameras, shared over 10 stations equals approximately $2,500 per station for system contribution. These costs have been previously spent and are not identified on this P&E guide. (3) EPRI IR-SIP software is supplied at no cost to members. (4) Labor spent to be trained hands-on in the plant. 25 total man-days will be used. Approximately 10 days remain for further hands-on training from EPRI M&DC. (5) LOA Level I and II training man-hours required from
Material
Hardware Thermo. Cameras Computer/Printer Software Vendor supplied Training Tuition's Misc. expenses
Qty 1
Camera
1 report software
(3) $6,000 (6)
$0 $6,000 $0
Material Subtotal
$6,000
Labor
Engineering Training Network Support 10 30 man-days man-days $304 (4) $304 (5) $3,040 $9,120
Craft and Process Specialists. (6) Remaining training costs for hands-on and Thermography Levels I and II.
Labor Subtotal
$12,160
(7) Labor necessary from ICE team and other station personnel. (8) Labor and tuition for plant thermographers continued
Total Start-up Cost Annual Operation & Maintenance Costs

O&M Labor Training Labor Training Tuitions SMAD Support Misc. Materials & Equip. 44 5 2 12 man-days man-days course man-days Misc. $304 (7) $304 (8) $2,000 (8) $320 (9) Misc. (10)
$18,160
education. (9) SMAD support for data analysis and troubleshooting.
$13,376 $1,520 $4,000 $3,840 $10,500 (10) Misc. supplies, materials, and annual equipment upgrade. ($8,500 equip. $2,000 misc.)

$3,000,000 $2,500,000 $2,000,000 $1,500,000 $1,000,000 $500,000 $0 1 2 3 Year 4 5
$33,236
Figure C-12 Planning & Estimating Guide, System: Infrared Thermography (Plant)
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System: Electric Motor Predictive Maintenance

Typical Net Annual Benefits $160,000
(1) Notes: (1) Based on avoidance of 3 large electric motor failures ($150,000), two small failures
System Set-up Costs

Unit
($20,000) avoided PMs, associated availability losses ($150,000), and life Total $0 extention of all motors (25%). Total station benefit of $320,000. (50% w/o PDM program.) (2) Assumes that one testing device will be purchased. (3) EPRI EMPM & MICAA Database Software (4) Misc Tools - current probes, strobes, DVM, cables, test leads, o'scope (5) System walkdown, equipment research, Material Subtotal $3,900 database set up, system coordination, engineering support was performed by station personnel and EPRI M&DC cost is Unit Cost
Material
Qty
1 1 2 1
N/A N/A Course N/A
(2) $0 (3) $1,200 (6) $1,500 (4)
$0 $0 $2,400 $1,500
Labor
Planning Training Maintenance Labor Secretarial (data entry) 10 10 15 man-days man-days man-days days $288 $304 (6) $304 (5) $200 Labor Subtotal $4,000 $3,040 N/A $3,000 $10,040
for M&DC support in 1997. (6) Labor for trainees, classroom, and hands-on in plant. (7) Includes testing of (30) 4kV and (10) 480 motors,alternate, QA program for small motors, Megger and PI Testing, Log and track motor running amps, broken rotor bar tests, heater functional Other PDM data analysis and review
Total Start-up Cost
$13,940
PM task review, educate other plant personnel. (8) Purchase of new electric motor testing equpment.

O&M Labor Training Labor Training Tuition's Equipment Leases 90 10 1 1 man-days man-days course N/A $304 (7) $304 $2,000 $5,000 $27,360 $3,040 $2,000 $5,000

1,000,000 800,000 600,000 400,000 200,000 0 1 2 3 Year 4 5
$37,400
Five Year Cumulative Net Benefit: $636,960
Figure C-13 Planning & Estimating Guide, System: Electric Motor Predictive Maintenance
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System: Lube Oil Monitoring

Annual Gross Benefits: See Vibration Analysis
(1) (1) Notes:
System Set-up Costs

Unit (2) Oil analysis vendor or central lab (SMAD) Total $0 $0 (3) EPRI M&D recommends that the analysis ? 2 1 Material Subtotal Programs Course $0 (3) $1,000 (2) $0 $2,000 $0 $2,000 organization modem the analysis results to a computer at Crawford Station. Software to view and report shold be provided. (4) Hands-on training for data collection and handling of samples by the operators. should provide sample bottles, labels and mailers for samples collected as part of the sample price.
Year Cost Gross Benefit Net Cumulative Cost Cumulative Gross Benefit Cumulative Net Benefit
Material
Qty
Unit
Cost
Labor
Chemist/Engr. Support Maintenance Labor Network Support Training 10 20 3 10 man-days man-days man-days man-days $288 (2) $288 $288 (4) $288 Labor Subtotal $2,880 $5,760 $864 $2,880 $12,384 (6) Process Specialist involvement in equpment selection. (7) Coordination of lube oil program will be performed by the PDM Specialist (hours are captured (5) Miscellaneous supplies/materials.
Total Start-up Cost
$14,384

O&M Labor Training Labor Training Tuition's Subcontracted Misc. Support 24 10 2 280 1 man-days man-days course Samples N/A $288 (5) $288 $1,000 $30 (6) $1,600 (7) $6,912 $2,880 $2,000 $8,400 $1,600

$140,000 $120,000 $100,000 $80,000 $60,000 $40,000 $20,000 $0 1 2 3 Year 4 5
$21,792
Five Year Cumulative Net Benefit: #VALUE!
Figure C-14 Planning & Estimating Guide, System: Lube Oil Monitoring
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System: Integrated Predictive Maintenance Program

Typical Net Annual Benefits 1,160,000
(1) Notes: (1) Based on estimated impact of PDM Program. The dedication of a full time
System Set-up Costs

Unit
engineer to the PDM program raises the probability of success by 50 to 70% Total (2) The PDM specialist computer will be used $0 $0 (3) Additional PDM LOA training for operators. $0 $25,000 (3) $2,500 $1,500 (5) All costs of start-up for the PDM program have been Material Subtotal $4,000 expended except some additional training. (4) Miscellaneous materials, small tools, and supplies. to support the program. Unit Cost
Material
Qty
N/A
$1,500 (4)
Labor
Engineering Training Planners Secretarial $0 $0 $0 $0
Labor Subtotal
$0
Total Start-up Cost
$4,000

O&M Labor Training Labor Training Tuitions Secretarial Misc. Materials 200 15 2 30 1 man-days man-days course man-days N/A $304 $304 $1,200 $200 $2,000 (3) $60,800 $4,560 $2,400 $6,000 $2,000

$7,000,000 $6,000,000 $5,000,000 $4,000,000 $3,000,000 $2,000,000 $1,000,000 $0 1 2 3 4 5
$75,760
Figure C-15 Planning & Estimating Guide, System: Integrated Predictive Maintenance Program
C-40
Program Benefit to Cost Summary & Estimated Gross Benefits

O&M Cost Reduction Heat Rate Performance Improvement EFOR Reduction Value Total Estimated Annual PDM Saving
$1,000,000 $1,000,000 $1,200,000 $3,200,000
Table C-4 Cost Summary
Technology of Program
Start-Up Cost
Annual Recurring O&M Cost

$46,480 $30,000 $31,236 $4,560 $37,400 $75,760 $225,436
Vibration Analysis Lube Oil Analysis Thermography Inspection Acoustic Leak Detection Electric Motor Testing PDM Program Implementation Total
$61,200 $6,520 $18,160 $7,000 $13,940 $4,000 $110,820
Expected Net Benefit: about $2,940,000. Note: Approximately $150,000 of the $225,436 annual recurring cost is ComEd labor. Cost Benefit Procedure Use of the Cost Benefit Analysis Worksheet A Cost Benefit Analysis (CBA) worksheet should be filled out whenever a predictive maintenance technology has been used to identify a potential problem with a piece of equipment, and a corrective action was initiated. This process will be performed by the Process Specialists, Team members, with support from the PDM Specialist. The following section outlines the steps involved in preparing a CBA Worksheet:
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Only the first sheet of the CBA worksheet will have any information added to it. All calculations are performed on the second page of the worksheet, based on entries on the first page. Starting at the top of the page, the unit-specific fields must be filled in, including Occurrence number. It is recommended that a standard numbering system be used, including a station designator, such as CRA for Crawford, J29 for Joliet 29, etc. plus an Occurrence number as shown on the sample worksheet. Crawford's first Occurrence for 1996 would be shown as CRA96-001. The worksheet is based on assumptions of losses in two major categories: lost generating revenues and expenses associated with repairs made. The levels of failures are also separated into three potential categories: 1)catastrophic, which would indicate damage severe enough to require total replacement, 2)moderate, which would indicate some damage requiring repairs, and 3)loss of performance, which would include possible deratings and also minor equipment damage. Actual costs also need to be entered, in order to yield a net benefit for the Occurrence. Loss of Generating Revenue This section of the CBA will need to be filled out on a Unit by Unit and Occurrence by occurrence basis. Enter the potential de-rating caused by loss of or failure of this piece of equipment in the field marked "Power Reduction", enter the expected number of hours the de-rating would last, and indicate (with a 1=yes and 0=no) if it will be a forced outage. This will figure into the EFOR calculation later. Maintenance Costs The section relating to Maintenance Costs will require some research, usually through the Maintenance Management Program, (TJM or EWCS). Costs associated with past maintenance repairs, including both parts and labor can be found in both TJM and EWCS and should be used as the basis for the "Cost of Parts" and "Labor Hours" fields on the worksheet. Percent Probability of Fault Occurrence This section will require a consensus from a cross-section of personnel from your site. People familiar with the equipment should be brought together for a brief meeting to discuss the finds, the actions required and, based on a wide range of operating and maintenance experience, an agreement on the probability of each scenario actually occurring should be reached. The combination of probability for all possible scenarios must equal 100%.
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Total Cost Benefit for this Occurrence This section of the worksheet shows the values which have been calculated based on the numbers you enter on the worksheet. The Total Cost Benefit for this Occurrence, Maintenance Cost Savings, and impact on EFOR will change as the numbers above are added or modified. Input Data The box labeled "Input Data" contains two numbers that the calculations are based upon, and should not be modified. Any change to the Average Replacement Power Costs or the Average Labor Rate will change the resulting figures for the CBA and will hamper efforts to accumulate total saving for the Fossil Division
C-43
Occurrence Assumption Worksheet

Plant Name: Waukegan Sta. 16 Unit Number: 7 Definition of detected fault: #7 Main Transformer, B phase bushing significantly hotter than adjacent phases Occurrence No.: WAK-008 Max. Rated Load: 353
Occurence Assumption:
(a)Catastr.
Transformer
(b)Moderate
Bushing failure, transformer 353 100 60 1 $20,000 1008 90
(c)Loss of Perf.
(d)Actual
Bushing replaced.
Occurrence Description destroyed, forced Loss of Generating Revenue

Power Reduction (MW) Hours Capacity Factor (%) Forced Outage (Yes =1 No =0) 353 3456 60 1 $1,250,000 2160 10
0 0 0 0 0 0
353 48 0 2000 72
Maintenance Costs
Cost of Parts ($) Labor Hours (Hrs)
Percent Probability of Fault Occurrence

Definitions: OCCURRENCE - any detected or diagnosed fault which the station takes action, whether the action was proactive or reactive. When the station schedules repairs or modifies plant operation to minimize the fault's impact, a cost benefit analysis will be conducted. If maintenance is deferred based on a PDM technology, the CBA, based on the deferral, will be calculated on the time-value of $$$ saved. CATASTROPHIC - Total equipment failure requiring full repalcement. MODERATE - System failure resulting in some repairable equipment damage. LOSS OF PERFORMANCE - Reduction of operating capacity due to fault. ACTUAL - Actual cost of outage. Input Data Calculated Values
Total Cost Benefit - This Occurrence

Maintenance Costs Savings ($): Impact on EFOR (%):
$855,637 $177,792 4.97
Average Replacement Power 9 Costs ($/MWH)=
Average Labor Rate ($/HR) = 35
Figure C-16 Occurrence Assumption and Cost Benefit Worksheet
Training Program
Training Matrix This section contains a training matrix along with training type descriptions of the suggested classes. Listed also are the suggested recipients of this Predictive Maintenance training, prerequisites, and possible resources . Specific classes may be C-44
developed in the future to address specific needs of the Teams under the direction of SMAD and the PM Specialist.
Process Teams X X X X X X X X X X X PDM Specialist X X X X X X X X X X X X X X X X X X X Process Specialist/ Maintenance Station Coaches Operations Planners Leadership X X X X X X X X X X X X X X X X X X X X X X X X X X X X
PDM Activity Predictive Maintenance Thermography
Training Type* Level of Awareness Level of Awareness Application Analytical Level of Awareness Application I Application II Analytical Level of Awareness Application Analytical Application Level of Awareness Application IR-SIP PDM CSR Asset Management Operations Information PI Archival System
Vibration
Oil
X X X X
Ultrasonic/Acoustics Motor Analysis PDM Reporting Maintenance Management
X X X
X X X
X X X
X X
Figure C-17 Typical Training Matrix
Training Type Descriptions Predictive Maintenance A. Level of Awareness Provides a general overview of Predictive Maintenance programs, including how they work, the technologies involved, and the challenges to be faced. In addition, PDM program goals and what an effective program can do for us are discussed. Available Resources:
Availability Systems Team Tapes
Thermography A. Level of Awareness Provides an overview on the use of portable infrared (IR) scanners to record thermal images and monitor conditions on a variety of equipment in a power plant setting. The C-45
session includes hands-on demonstrations with the IR camera and the presentation of various case histories. Available Resources:

Availability Systems Team Tapes PDM Specialist SMAD Outside vendor
B. Application Basic physics needed to understand infrared thermography, basic equipment operations, and the basic application and interpretation that is necessary to collect the data and effectively analyze problems. Available Resources:

PDM Specialist SMAD Outside vendor
C. Analytical Covers physics, advanced theory, and application knowledge needed to analyze data and recommend solutions. Available Resources:
Vendor supplied/SMAD
Vibration A. Level of Awareness Provides and overview on the use of various sensors to monitor vibration of plant equipment. Data gathering methods, the analysis of information, and the benefits of vibration analysis are included in the topics discussed during the session. Available Resources: C-46
B. Application I This course covers the basics of vibration monitoring, techniques and the applications for the diagnosis of machine condition. The course reviews the use, including pitfalls, of the various diagnostic tools used today. Available Resources:

PDM Specialist SMAD
C. Application II This course will cover the basics needed to utilize the equipment and software currently in use at the Stations, including data collection by routes using the TEC Smartmeter 1330 and Intellitrend software. Available Resources:

Vendor supplied/SMAD PDM Specialist
Prerequisite: Individuals should participate in a minimum of 3-6 months hands-on training in the field (i.e. data collection, terminology) prior to enrolling in this class. D. Analytical These courses build on the knowledge from Basic Vibration Testing and Analysis. This includes Machinery dynamics, instrumentation, use of FFT analyzers for diagnostics, sources of vibration and other advanced techniques. Available Resources:
C-47
Oil A. Level of Awareness Provides an overview on the use of oil sampling to perform wear particle analysis. Also included in the discussions are the proper techniques for obtaining samples from equipment, and the logistics involved in setting up an oil analysis program. Available Resources:
B. Application Additional details on sampling techniques and theory. In addition, basic analytical techniques and interpretation of results as they relate to possible equipment conditions are reviewed. Available Resources:
C. Analytical Detailed analysis and interpretation of samples. Available Resources:
Ultrasound/Acoustics A. Application This training will teach plant personnel utilization of the instrumentation and practical application of Acoustic/Ultrasonic Leak Detection as it applies to valves, flanges, pressure vessels, air and gas systems. Available Resources:
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Motor Current Analysis A. Level of Awareness This course provides an overview of determining electric motor condition through various periodic testing techniques of motors. Included will be the application of motor current testing, static stator tests, and general motor condition evaluations. Available Resources:

Rotating Equipment Group ICE Team SMAD
B. Application This course will cover the basics of determining electric motor condition through periodic testing of motor currents. Included will be the use of the TEC Smartmeter 1330 as a diagnostic tool for motor current analysis. Available Resources:

Rotating Equipment Group SMAD
PDM Reporting A. IR-SIP Infrared Software Integration Program - Maintains an equipment database and generates concise, informative thermography reports. Available Resources:

PDM Specialist EPRI M&D
C-49
B. PDM ESR Computer based database reporting system that links Excel and Access functions to integrate the tasks of organizing and reporting PDM program findings and equipment conditions. Available Resources:

PDM Specialist EPRI M&D
Maintenance Management System A. Asset Management Courses are being developed to tailor training to individual roles and responsibilities. Available Resources:
FBI, AM, and AST teams
B. Operations Information Courses are being developed to tailor training to individual roles and responsibilities. Available Resources:
FBI, AM, and AST teams
C. PI Archival System PI-Process Book is a data archival system. Personnel will need to be knowledgeable in the use of this system in day-to-day problem identification. Available Resources:

Station Technical Leader IS Group PDM Specialist
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D
STRENGTHS, OPPORTUNITIES, AND RECOMMENDATIONS EVALUATIONS
As a result of the PDM Assessments, visits to the various ComEd plants to conduct Level of Awareness (LOA) training sections, and the ensuing discussions, included is a summary of the Strengths, Opportunities, and Recommendations to be considered by ComEd in the PDM Implementation process.
Strengths, Opportunities, & Recommendations for Typical Station

Strengths
1. Good understanding of PDM vs. PM. 2. Knowledge of formal PDM program technologies is used. 3. Roles and Responsibilities are understood by the majority of the individuals. 4. Good knowledge of what is RCA and how to do it, this helps with understanding how the system works. 5. Good communication:

Daily huddles Monthly PDM meeting Weekly Planning meetings PDM hotline CCmail Verbal (phone) Regular Team meetings D-1
EPRIGEN Licensed Material Strengths, Opportunities, and Recommendations Evaluations
High level of involvement at meetings CETV Verbal back to craft Maintenance notes on the LAN (e.g. Mill notes) C.B.A.
6. Commitment of the money and available manpower to the PDM program is good (non-operations). 7. Communication of equipment anomalies identified by PDM is strong. 8. In general, people are aware of PDM and feel it is working and providing value. It is still in the early stages of implementation. 9. When problems are identified, they are captured and communicated. 10. Recognized the need to review/optimize the PM program. 11. Doing Cost/Benefit analysis for major PDM occurrences is allowing plant personnel to recognize PDM value and justify program costs (still some opportunities). 12. A substantial amount of training has been done to date and is a major reason for early success of PDM. 13. Program is doing well with the bargaining unit participation being voluntary. 14. Accountability and structure condition monitoring data is strong.
Opportunities
1. Lack of awareness of sponsorship (initiating/sustaining). 2. Communication of PDM/PM goals to all plant personnel. 3. Formalize the training matrix and increase awareness of it. 4. Establish and get input from all departments on a formal PM program and create measures. 5. RCA should be driven by some criteria/trigger and ownership should be established. D-2
6. Raise awareness and focus of PDM on 5 equipment problems for each process. 7. More PDM C.B.A. communication to plant personnel. 8. Provide more detail to all plant personnel regarding how work is prioritized:

PDM generated work All other
9. Develop Availability Teams into Process Teams. 10. Re-instate Ops walk-down checklist - but specifically data that will be used in the E&T matrix. 11. Communicate management commitment regarding PDM program to all Plant personnel. 12. Capture and utilize maintenance as -found and history data. 13. Establish more PDM/PM effectiveness indicators. 14. Communicate to maintenance personnel the financial decisions related to allowing equipment to be shut down for maintenance. 15. Continue to work on the bargaining unit agreement for increasing participation of craft personnel in PDM.
Recommendations
1. Hold a PDM implementation update meeting to:
Formalize and publicize an Organization chart that shows roles and responsibilities for PDM. Illustrate PDM goals. Formalize and publicize training matrix and training philosophy:

Set expectations for training philosophy. Craft need system training. Operators need more PI training.
D-3
Discuss E&T matrix. Communicate management commitment regarding PDM program to all Plant personnel.
2. Review Equipment and Technology matrix with each Process Specialist. 3. Review E&T matrix with Operations specifically for process data points. 4. Maintenance needs to investigate industry best practices for optimizing Preventative programs. 5. Process Specialists given responsibility to approve when an RCA will be done, and they will also follow up on RCA recommendations. 6. Do more Cost/Benefit communication to plant personnel (i.e. CETV and posters in the plant). 7. Provide more detail to plant personnel as to how work is prioritized:

PDM generated work. All other.
8. Provide PDM LOAs to Operations. 9. Assign Operators portions of the E&T matrix. 10. Reinstate Op's walk-down checklist specifically for data to be included in the E&T matrix. 11. Capture and utilize maintenance as-found and history data. 12. Establish more PDM/PM effectiveness indicators. 13. Communicate to maintenance personnel the financial decisions related to allowing equipment to be shut down for maintenance. 14. Continue to work on the bargaining unit agreement for increasing participation of craft personnel in PDM. 15. Continue to work on the bargaining unit agreement for increasing participation of craft personnel in the PDM Program.
D-4

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Predictive Maintenance Program Implementation Experience

Final Report, December 1998

Project Manager R. Pflasterer

DISCLAIMER OF WARRANTIES AND LIMITATION OF LIABILITIES

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Procuring Equipment, Educating Personnel in Roles & Responsibilities,

EPRIGEN Licensed Material Introduction and Overview

EPRIGEN Licensed Material Introduction and Overview

Project Major Initiatives

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Initial PDM Course

EPRIGEN Licensed Material PDM Program Implementation

EPRIGEN Licensed Material PDM Program Implementation

Progress Meeting with Fossil Senior Leadership Team

EPRIGEN Licensed Material PDM Program Implementation

Lost Availability (EFOR)

14 Key Elements of a PDM Program Implementation Plan

EPRIGEN Licensed Material PDM Program Implementation

EPRIGEN Licensed Material PDM Program Implementation

EPRIGEN Licensed Material PDM Program Implementation

Mini Plant Assessment at Waukegan & Crawford Stations

EPRIGEN Licensed Material PDM Program Implementation

Equipment Condition Assessment Meetings

EPRIGEN Licensed Material PDM Program Implementation

EPRIGEN Licensed Material PDM Program Implementation

Forced Draft Fan Motor #17A

Forced Draft Fan #17B

Forced Draft Fan Motor #17A

Forced Draft Fan #17C

Check Alignment, Inspect Fan/Bearing at next opportunity

Remove Fan from service and perform inspection.

Forced Draft Fan Motor #17C

Boiler Feed Pump #17A

Boiler Feed Pump Motor #17A

Boiler Feed Pump #17B

Boiler Feed Pump Motor #17B

Boiler Feed Pump #17C

Replace Lube Oil

Boiler Feed Pump Motor #17C UNACCEPTABLE

Clean/Replace Air filters Resurvey after maint. for ASAP re-evaluation.

Equipment Condition Status Terminology:

Figure 2-1 Example of Monthly Equipment Condition Assessment Report

EPRIGEN Licensed Material PDM Program Implementation

2nd Progress Meeting with Fossil Senior Leadership Team

$150 $85 2-12

EPRIGEN Licensed Material PDM Program Implementation

$47 $75 $15 $50 $105 $73 $87 $100 $17

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Predictive Maintenance Infrared Thermography Vibration Analysis Lube Oil Analysis

EPRIGEN Licensed Material Level of Awareness (LOA) Training

Predictive Maintenance LOA Training

Infrared Thermography (IRT) LOA Training

Introduction to the Technology Theoretical Overview Instrument Classifications

EPRIGEN Licensed Material Level of Awareness (LOA) Training

Vibration Analysis LOA Training

Lube Oil Analysis LOA Training