Operator training is critical in transitioning project upgrades to operation with minimum disruption
Juan Jorge
Aurecon Regional Manager – South America
Project Value Still Being Destroyed!
• Many corporations have implemented front end loading studies
• Despite recent improvements in front end loading only 2.5% of projects meet
budget and schedule targets (PWC 2012)
• 69% of projects don’t make budget
• 57% of projects don’t make schedule
• Current measures are not totally effective!
Up to 30% of project value being destroyed in project delivery!
Value Depletion Due to Poor Operational Readiness (Deloitte)
Critical Issues in Operational Support• Operational, financial and risk assumptions surrounding the existing operation may not be
valid after the upgrade.• A requirement to continue production while the upgrades are carried out.• Interfacing with existing equipment requires additional effort with regard to the position and
condition of existing plant.• Matching the performance (and current condition) of existing equipment, or modifying its
operating regime, to ensure that it can support the performance of the new plant being installed.
• Translating Original Equipment Manufacturer (OEM) manuals into a format which is acceptable to operations personnel and aligned to CMMS.
• Interfacing with current operational restrictions, statutory requirements.• Aligning with and supporting the cultural and behavioural expectations of the operation
A Systematic Approach
• Operational readiness must be linked to each project stage
• Operational elements must be assessed and prioritised
Identification of Focus Areas
• A targeted audit tool can be used to assess weaknesses and omissions
• Operational elements must be assessed and prioritised for targeted delivery
Functional Elements of Targeted Areas
• Targeted areas from the audit will need to organised into functional elements Systems and operator training developed to meet industry standards
Elements Divided into Deliverables
• The functional elements can be further broken down into deliverables• Operations person responsible for each deliverable identified (RACI)• Appropriate persons trained in relevant elements
Importance of Experienced Coaches
• Focus on knowledge transfer not rote learning• Focus on experienced trainers who can provide
practical examples• Training needs to be practical and tailored to
culture and stage of operator development• Trainers who can use the principles of
knowledge transfer and not just learning methods
Importance of Operator Involvement• Operator understanding of the design basis and operational principles
used in design;
• Planned upgrade maintenance needs and regimes understood so that
down time for “trial and error” is minimised;
• The design provides for efficient operational requirements and
maintenance by taking such requirements into account
• Operators have “ownership” of the final design and installation through
understanding and participating in the design decisions, and inevitable
trade-offs between costs and “nice-to-haves”.
Change Control – Systems and People• Essential link between engineering and operational stages
• Normally poorly done
• Change register should provide link between design phase and operational phase
• Can use an independent committee to vet changes notices
• Change management processes for people aligned to project phases and the “new
state”
Case Study 1 – Coal Mine Indonesia
Good upgrade planning/ engineering and
debottlenecking
X Let Down by lack of operator re-training and new
operating systems for upgraded facilities
Case Study 1 – Coal Mine IndonesiaSituation
•Established open cut coal mine Required increase in throughput from 17Mtpa to 35Mtpa•Debottlenecking required to eliminate production restrictions•Debottlenecking involved cooperation with OEMs•13 km Overland Conveyor (OLC) was upgraded through speed increase to 8.7m/s•Main commissioning / operational issue was instability in the OLC•Operators had not been trained in the operating differences with respect to new conveyor
Case Study 1 – Coal Mine Indonesia
What happened in practice
•Ramping up to full operational throughput rate loading onto the OLC
•Dealing with OLC instabilities when they start to occur
What would have been better
•Planning and management of maintenance shutdowns to minimise the time
between starting and stopping the OLC
•Management of stockpiling and machines at the mine and port to maximise
utilisation and minimise starting and stopping of the conveyor
Case Study 1 – Coal Mine IndonesiaOutcomes – Lessons Learned
•Output increased to the upgrade capacity over an extended six month period•Shutdowns and planned maintenance function could have been much more organised pre-commissioning of the OLC•Additional modelling and further training on how the OLC affected operations downstream would have led to a more rapid improvement•Change of operational approach over time to direct load coal from crusher to ship as much of the time as possible for maximum efficiency
Situation
•Greenfield coal fired 1400MW power station in Malaysia•Requirement to commission plant over a short time•Company requirement to develop a new operating culture – similar to a self directed team style •Operator selection not based on any previous power station experience
Training and mentoring leading to fast track
commissioning and ramp up to operations
Case Study 2 – Jimah Power Station
Case Study 2 – Jimah Power Station
Solution
•The operators trained in power station operation in four separate sessions•The operators engaged early during construction process• The operators and maintenance personnel were heavily involved in the writing and translation of the OEM manuals and in deciding operating methodology• External assistance was used as required to overview the team development of policy and procedures and to assist in commissioning • A mentoring program was established and it was withdrawn gradually as • competencies and culture grew
Case Study 2 –Jimah Power StationOutcome
•Commissioning of the station took place to schedule and with no major
mishaps
•The operating culture has grown under the mentoring scheme
•Reviews were carried out for the first few years to assess progress and
ensure embedding
•The degree of mentoring has been cut back to occasional visits to provide
targeted development
Case Study 3 –Nickel Mine KoniamboSituation
•Greenfield fluidised bed power station in New Caledonia•Operating personnel selected from local population – requirement to move to self sufficiency•External assistance in framing operating procedures into ESI Generation Training Package •Local personnel part of the team developing procedures and training for start up
Maximised benefit of local personnel through up
skilling in advance of commissioning and proactive
knowledge transfer programme
Case Study 3 –Nickel Mine KoniamboSolution
•External assistance in building the training framework and training requirements•External consultants worked with local personnel well ahead of commissioning to develop the work packages •Training packages were delivered with external assistance•External ongoing support on a required basis to support the work
Case Study 3 –Nickel Mine KoniamboOutcomes
•Maximised the rate and extent of knowledge transfer from expatriate staff
to internal staff and enable self-sufficiency
•Cultural differences, language, attitudes, numeracy and literacy
requirements were identified and the staff development process tailored to
suit
•Rapid local engagement and self-sufficiency
•Value-for-money in terms of set up and through-life-support
•Integrated operations processes and procedures
ConclusionsBrownfield upgrades require systematic and integrated operational readiness to optimise results:
•Well-defined framework outlining the essential elements of operational support and the
interface with the project delivery stages.
•Auditing tool to assess weaknesses in operational aspects of the project
•A strong operational support system with the necessary.
•Strong integrated lead teams and disciplined change processes.
•Systems must be flexible and they must cater for the prevailing or desired workplace culture,
level of maturity and organisational structure.
•The operational support mechanism must span the entire project timeframe and they must
continue to support the operational staff post implementation.
