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MicroSCADA ProPartners Club 2008

Michal Andrejcak MicroSCADA Pro

SAS in CZABB

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CZ 2875 LEC CZ 2875 Organizations:

Local Engineering Center

Regional Focused Factory

Local Engineering Center

Established in 1993

Key Player in delivering SA Products & Systems

ABB CZ Market Share is 47% & consistent

Several cooperation with other BUUs

50 well experienced engineers and other staff

Core Competencies are sustained in:

SAS Engineering & Testing

Protection Engineering

Full Project Management

47%

43%

2%3% 5%

ABB

Siemens

Areva

Schweitzer

Others

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CZ 2875 RFF Regional Focused Factory

Established in 2005 & is ABB Global footprint

Amalgamation of EU-BUUs Production Unit

Comprises of 150 experienced & trained staff

Core Competence developed & retained on:

Detailed Engineering (BPS, BCS, SAS)

Economical Sourcing (part of global commodity team)

Cubicles Manufacturing

Testing (System Test & FAT)

RFF Support 2875 BUUs Germany Italy Netherlands Switzerland Sweden United Kingdom

RFF deliver Solutions for EU-BUUs, but for Projects around The Globe

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CZ 2875 SAS - Skill Sets Technical competence

MicroSCADA from 8.2

RTU200/210/232/560

IED670 / REC561

AC31 / AC500

Skill of engineers

Engineering headcount - 42

22 Engineers with more than 5 years experience

8 Engineers with leading skills

More than 20 Skilled commissioning

5 Sales support skilled engineers

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CZ 2875 SAS - Evolution1993

Started with 2 Engineers Increased competence with resources to meet market growth

2

2004 ABB Trutnov had 22 very well experienced SAS engineers before RFF was formally inaugurated

22

By time, 7 of them got involved in MSS based projects Engineering & Testing

Another new 3 engineers were hired to make just projects based on MSS

200525

200616

20069

Due to reporting reason, SAS team was split in 2-groups

Sharing resources

Hiring accelerated

04/2008

22

04/2008

20 Hiring continues…due to

market demand & potential

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CZ 2875 SAS – Challenges Real Challenges:

Increasing demands: Technological Competencies Solution/Service Mix (e.g. commissioning) RTU Portfolio Quantity of work

Growing customer base Need to keep and handle customers’ specifics Need for continuous knowledge development Handle a single-large SAS team (more than 40 …)

Response - Self Managed Teams (SMT) Definition for Self Managed or Self Directed Teams:

In self-managing teams, responsibility and authority for decision-making is handed over to a group

of people (team) who perform independently in order to accomplish an assigned task. Underlying idea:

The increase autonomy leads to idea generation and implementation, which in turn leads to

improved productivity and quality. It leads to improved job satisfaction, motivation, and task performance,

which ultimately translates into increased productivity.

? ? ? ???

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SMT - Expected Benefits Benefits or Returns:

Employee empowerment, team work approach, increased responsibility and management visibility.

More satisfied employees, lower turnover, lower absenteeism and better commitment.

Flexibility, facilitate communications, and reduce bureaucracy by closer coordination to member needs.

Improved productivity, enhanced resource planning, higher reliability and dependable quality of work.

Flattened organization thus helps to control cost.

Caution: The overall research on the effectiveness of self-managing work teams has not been uniformly positive.

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SMT – Implementation I.:

Implementation by memo is tragic error.

Effective implementation comprise following elements:

Participative style

Training

Take the time

Most reported implementation failures were caused by not involving people in the implementation or were done too fast.

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SMT – Implementation II.: Implementation Phase 1 (2008) Team Organization

Select Team Leaders Team Leaders establish composition of teams and define

their market allocation based on past experience & interest. Leadership training of the Team Leaders Passing of responsibilities from SAS Manager to Team Leaders

Resource planning & coordination Defining tasks & responsibilities Development of Junior Engineers Setting personnel goals & performance evaluation Supervising and troubleshooting/problem-solving

Reaction to Phase-1: There was no resistance at all in the implementation of phase 1. Teams are now based on team leaders competence and are not self-

managed this is today more vision than reality.

?! ?

!

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SMT – Next Implementation Phases: Phase 2: Enhance team cultures

Workshops or trainings for facilitators in coaching and empowering employees

Workshops for team leaders in communication skills

Phase 3: Start with Self Managed Team Team leaders to become coaches Rotating and sharing of capacity within the teams Interface and rules for cooperation with Sales / PM

!! !!!!

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SAS in CZABB – Teams responsibilities

CZABB SAS

CHPAU 1Roman Uceny

NLABB / CZ IndustryVladimir Brodsky

CHPAU 2 Josef KosinaESABB / CZ Power Plants

Milos Adamec

DEABB/ ITABB/ SEABBJiri Lanta

CZ T&DJan Holik

RTU Ladislav Brikner

Control IEDMartin Vonka

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SAS in CZABB – Teams members

CHPAU 1 Roman Uceny•Petr Doubek•Lukas Vosmek•Pavel Hanc•Milos Velikovsky•t.b.d.•t.b.d.

CHPAU 2 Josef Kosina•Vladimir Zak•Kamil Zdarsky•Jan Trnka•Petr Holecek•t.b.d.•t.b.d.

DE / IT / SE Jiri Lanta•Jiri Cmugr•Ondrej Stelmak•Martin Jakubec•Miroslav Novotny•t.b.d.•t.b.d.

NL / CZ Ind Vladimir Brodsky•Petr Hubacek•Kamil Kratochvil•Petr Malec•Milan Machacek•Mir. Vanousek•t.b.d.

ES / CZ PP Milos Adamec•Jiri Nedomlel•Martin Kadanik•Tomas Kadanik•Lukas Zeleny•Jakub Schwarz•t.b.d.

CZ T&D Jan Holik•Martin Melin•Karel Novacek•Albert Popperle•t.b.d.•t.b.d.

RTU / E3 Ladislav Brikner•Ladislav Janku•Viktor Braznik•Tomas Matys•Ladislav Kopecky•Radek Duchacek•t.b.d.

Control IED Martin Vonka•Libor Jenka•Pavel Ruzicka•Jaroslav Wetter•t.b.d.•t.b.d.•t.b.d.

Support / Admin•Jan Augusta•Miluse Solcova•Katerina Helisova•Daniela Holeckova

CZABB SASMichal Andrejcak

[RFF Roman Uceny] [Domestic Vladimir Brodsky]