Operational Performance
Improvement (OPI)
Diagnostic scope template
Diagnostics scope
GENERATION
ELECTRICITY FOR A BETTER LIFE
Technical systems
▪
▪



▪
▪
Efficiency analysis
– Plant energy balance analysis
– PS/own use data
– Comparison of plant
performance vs design/
performance test result
Availability/ reliability analysis
– OEE analysis
– Map of outages/ derating
(Pareto Loss Output)
▫ Impact (in $ or duration)
▫ Causes
▫ Maintenance strategy
Equipment strategy
Additional Analysis
– Start up Time & SMED
– VA/NVA Analysis
– Heat rate analysis
Root Cause analysis (RCPS)
Safety culture
– EMI survey result analysis
– Interviews
– Ground walk/ inventory check
Plant performance monitoring
effectiveness
– Interviews
– Tracking of operational data
Mindsets, capabilities and
leadership
Management infrastructure
▪
KPI cascading and performance
tracking
– EMI survey result analysis
– Interviews and FGDs
▪
Rewards and consequences
– EMI survey result analysis
– Interviews and FGDs
▪
Visual management
– EMI survey result analysis
– Interviews and FGDs
– Ground walk
▪
Shift handover
– Interviews and FGDs
– Ground walk
▪
Meeting effectiveness
– Interviews and FGDs
– OME evaluation
– Unit meeting map
▪
Initiative management system
– Interviews and FGDs
▪
Management role modeling
– EMI survey result analysis
– Interviews and FGDs
▪
Management-frontline
communications
– EMI survey result analysis
– Interviews and FGDs
▪
Developing talents and skills
(training)
– EMI survey result analysis
– Interviews and FGDs
– HR data (training)
▪
Formal mechanisms (personal
evaluation)
– EMI survey result analysis
– Interviews and FGDs
– HR data (performance rating
distribution)
| 1
Plant Energy Balance Analysis – summary
ELECTRICITY FOR A BETTER LIFE
Key insights
Description
▪ Mengetahui cara produksi didalam Unit dengan
tujuan dapat menghitung nilai ekonomis yang
didapat dan potensi peningkatannya
▪ Daftar parameter yang diperlukan untuk
▪
▪
▪
perhitungan
Identifikasi semua proses masuk dan keluar
dari unit
Perhitungan dan analisa ke-ekonomisan unit
Identifikasi awal gap dari hasil analisa
Input
Output
▪ Parameter operasi masuk dan keluar yang
▪
▪
dibutuhkan untuk perhitungan dan analisa
Rumus perhitungan yang digunakan
Kondisi operasi unit secara aktual
▪ Hasil perhitungan nilai ekonomis unit
▪ Efisiensi unit
▪ Kebutuhan bahan bakar
Resource requirements/details
▪ 8 orang
Timeline
▪ 10 hari
SOURCE: OPI team
| 2
Contoh
ELECTRICITY FOR A BETTER LIFE
Tipikal data harian untuk sebuah combined cycle power plant 740 MW
Fuel1
105,000
MMBTU
(30,765 MWh)
Flowrate =
97,100 kg/hr
GT 1
4,600 MWh tersalur
Efisiensi2 = 29.9%
ILLUSTRATIVE
HRSG#1
ST 1
4,500 MWh tersalur
GT 2
4,700 MWh tersalur
Efisiensi2 = 30.6 %
HRSG#2
PS & kerugian lainnya
GT 1 = 250 MWh
GT 2 = 50 MWh
Kerugian lainnya3 = 16,665 MWh
Energi tersalur
13,800 MWh
▪ Efisiensi2 pembangkit keseluruhan
▪ Heat rate pembangkitan4
= 44.9%
= 1,919 kCal/kWh
1 Dasar HHV, dengan asumsi 50% bahan bakar ke GT1 dan 50% bahan bakar ke GT2
2 Efisiensi netto, dihitung menggunakan energi tersalur sebagai dasar output.
3 Kerugian lainnya seperti heat loss pada gas buang HRSG, heat loss pada condenser.
4 Heat rate = energi bahan bakar yang diperlukan untuk menghasilkan listrik 1 kWh tersalur.
| 33
Diagnostics scope
GENERATION
ELECTRICITY FOR A BETTER LIFE
Technical systems
▪
▪



▪
▪
Efficiency analysis
– Plant energy balance analysis
– PS/own use data
– Comparison of plant
performance vs design/
performance test result
Availability/ reliability analysis
– OEE analysis
– Map of outages/ derating
(Pareto Loss Output)
▫ Impact (in $ or duration)
▫ Causes
▫ Maintenance strategy
Equipment strategy
Additional Analysis
– Start up Time & SMED
– VA/NVA Analysis
– Heat rate analysis
Root Cause analysis (RCPS)
Safety culture
– EMI survey result analysis
– Interviews
– Ground walk/ inventory check
Plant performance monitoring
effectiveness
– Interviews
– Tracking of operational data
Mindsets, capabilities and
leadership
Management infrastructure
▪
KPI cascading and performance
tracking
– EMI survey result analysis
– Interviews and FGDs
▪
Rewards and consequences
– EMI survey result analysis
– Interviews and FGDs
▪
Visual management
– EMI survey result analysis
– Interviews and FGDs
– Ground walk
▪
Shift handover
– Interviews and FGDs
– Ground walk
▪
Meeting effectiveness
– Interviews and FGDs
– OME evaluation
– Unit meeting map
▪
Initiative management system
– Interviews and FGDs
▪
Management role modeling
– EMI survey result analysis
– Interviews and FGDs
▪
Management-frontline
communications
– EMI survey result analysis
– Interviews and FGDs
▪
Developing talents and skills
(training)
– EMI survey result analysis
– Interviews and FGDs
– HR data (training)
▪
Formal mechanisms (personal
evaluation)
– EMI survey result analysis
– Interviews and FGDs
– HR data (performance rating
distribution)
| 4
Auxiliary power consumption breakdown – summary
ELECTRICITY FOR A BETTER LIFE
Key insights
Description
▪ Components with highest power
consumption as potential stating point to
improve effectiveness of the plant
▪ List of most power consuming components
▪
ordered by their consumption
Including level of redundancy and needed no.
of units where applicable
Input
Output
▪ Major components (e.g., top 30) with power
▪
▪ List of components and their consumption
consumption
Redundancies and number of needed units
per component where applicable
Resource requirements/details
▪ 12 orang
Timeline
▪ 15 hari
SOURCE: OPI team
| 5
Auxiliary power consumption variability – summary
ELECTRICITY FOR A BETTER LIFE
Key insights
Description
▪ Stability of auxiliary power consumption
▪ Factors explaining variations in aux power
consumption
▪ Evaluation of aux power consumption as a
▪
function of load
Investigation of the influence of possible
factors on auxiliary consumption (e.g., shift,
load factor, coal quality)
Input
Output
▪ Auxiliary power consumption per unit on an
▪
hourly basis
Data pairs of aux power consumption and
possible influencing factors (e.g., shift, load
factor, coal quality)
▪ Aux power consumption variability plot
▪ Aux power consumption plots as a function of
possible influencing factors
Resource requirements/details
▪ 12 orang – Lihat detail identifikasi kebutuhan
Timeline
▪ 15 hari
berdasarkan aktifitas
SOURCE: OPI team
| 6
Diagnostics scope
GENERATION
ELECTRICITY FOR A BETTER LIFE
Technical systems
▪
▪



▪
▪
Efficiency analysis
– Plant energy balance analysis
– PS/own use data
– Comparison of plant
performance vs design/
performance test result
Availability/ reliability analysis
– OEE analysis
– Map of outages/ derating
(Pareto Loss Output)
▫ Impact (in $ or duration)
▫ Causes
▫ Maintenance strategy
Equipment strategy
Additional Analysis
– Start up Time & SMED
– VA/NVA Analysis
– Heat rate analysis
Root Cause analysis (RCPS)
Safety culture
– EMI survey result analysis
– Interviews
– Ground walk/ inventory check
Plant performance monitoring
effectiveness
– Interviews
– Tracking of operational data
Mindsets, capabilities and
leadership
Management infrastructure
▪
KPI cascading and performance
tracking
– EMI survey result analysis
– Interviews and FGDs
▪
Rewards and consequences
– EMI survey result analysis
– Interviews and FGDs
▪
Visual management
– EMI survey result analysis
– Interviews and FGDs
– Ground walk
▪
Shift handover
– Interviews and FGDs
– Ground walk
▪
Meeting effectiveness
– Interviews and FGDs
– OME evaluation
– Unit meeting map
▪
Initiative management system
– Interviews and FGDs
▪
Management role modeling
– EMI survey result analysis
– Interviews and FGDs
▪
Management-frontline
communications
– EMI survey result analysis
– Interviews and FGDs
▪
Developing talents and skills
(training)
– EMI survey result analysis
– Interviews and FGDs
– HR data (training)
▪
Formal mechanisms (personal
evaluation)
– EMI survey result analysis
– Interviews and FGDs
– HR data (performance rating
distribution)
| 7
Comparison of plant performance VS design/performance test result
– summary
ELECTRICITY FOR A BETTER LIFE
Key insights
Description
▪ Komparasi antara plant performance dengan
design/performance test untuk kinerja operasi
unit
▪ Mengumpulkan data kinerja operasi unit secara
▪
▪
▪
aktual untuk periode waktu tertentu
Mengumpulkan data operasi unit secara design
Mengumpulkan data operasi commisioning test
unit
Analisa gap
Input
Output
▪ Data kinerja operasi unit secara aktual untuk
▪
▪
periode tertentu
Data operasi design
Data hasil commisioning test
▪ Grafik perbandingan antara kinerja operasi
▪
aktual dengan kinerja operasi hasil
commisioning test
Grafik perbandingan parameter operasi kritikal
antara operasi aktual dengan hasil
commisioning test
Resource requirements/details
▪ 12 orang
Timeline
▪ 15 hari
SOURCE: OPI team
| 8
PLTGU Cilegon is commissioned to deliver 740.2 MWe and is currently
operated as a baseload plant at steady 687 MWe
ELECTRICITY FOR A BETTER LIFE
Production 2010 Q1-Q31
MWe
800
EXAMPLE
Feb 1 production: 742
@ 120,000 mmBTUD
Average production: 680
@ 110,000 mmBTUD
750
Perf test: 740.2
@ 118,758 mmBTUD
700
Planned:
687
650
Actual:
615
600
550
500
450
400
350
0
01-Feb
01-Mar
01-Apr
01-May
01-Jun
01-Jul
01-Aug
01-Sep
01-Oct
1 Jan 2010 data excluded due to data inaccuracy
SOURCE: Operations data 2010Q1-Q3
| 9
Diagnostics scope
GENERATION
ELECTRICITY FOR A BETTER LIFE
Technical systems
▪
▪



▪
▪
Efficiency analysis
– Plant energy balance analysis
– PS/own use data
– Comparison of plant
performance vs design/
performance test result
Availability/ reliability analysis
– OEE analysis
– Map of outages/ derating
(Pareto Loss Output)
▫ Impact (in $ or duration)
▫ Causes
▫ Maintenance strategy
Equipment strategy
Additional Analysis
– Start up Time & SMED
– VA/NVA Analysis
– Heat rate analysis
Root Cause analysis (RCPS)
Safety culture
– EMI survey result analysis
– Interviews
– Ground walk/ inventory check
Plant performance monitoring
effectiveness
– Interviews
– Tracking of operational data
Mindsets, capabilities and
leadership
Management infrastructure
▪
KPI cascading and performance
tracking
– EMI survey result analysis
– Interviews and FGDs
▪
Rewards and consequences
– EMI survey result analysis
– Interviews and FGDs
▪
Visual management
– EMI survey result analysis
– Interviews and FGDs
– Ground walk
▪
Shift handover
– Interviews and FGDs
– Ground walk
▪
Meeting effectiveness
– Interviews and FGDs
– OME evaluation
– Unit meeting map
▪
Initiative management system
– Interviews and FGDs
▪
Management role modeling
– EMI survey result analysis
– Interviews and FGDs
▪
Management-frontline
communications
– EMI survey result analysis
– Interviews and FGDs
▪
Developing talents and skills
(training)
– EMI survey result analysis
– Interviews and FGDs
– HR data (training)
▪
Formal mechanisms (personal
evaluation)
– EMI survey result analysis
– Interviews and FGDs
– HR data (performance rating
distribution)
| 10
Overall Equipment Effectiveness OEE – summary
ELECTRICITY FOR A BETTER LIFE
Key insights
Description
▪ Transparency on the overall output of every
▪
▪
unit relative to theoretical max. output
Aggregated reasons that explain deviation
from max. output
Allows team to prioritize where focus areas
should be per unit
Input
▪ Breakdown of gap between theoretical
maximum output and actual output in different
buckets per unit (availability – both planned and
unplanned, load losses, dispatching, auxiliary
power consumption etc.)
Output
▪ Data on (per unit) for 4+ years
– Installed capacity and actual output
– Auxiliary power usage
– Losses due to planned & forced
▪ Diagram breaking down max. output and actual
output gap with detail on the various reasons
for lack of output per unit
maintenance and overhauls
– Load factor
Resource requirements/details
▪ 1 employee from Engineering, O&M collecting
Timeline
▪ 1 week (depending on data availability)
and processing data (50% time allocation)
SOURCE: OPI team
| 11
OEE is often expressed as an equation
ELECTRICITY FOR A BETTER LIFE
OEE = Availability Rate X Performance Rate X Quality Rate
Availability rate
Performance rate
Quality rate
How much time per shift was
the machine actually running?
How well did the machine
perform (compared to the
rated speed) when it was
actually running?
How many products were
good the first time?
Total MWh sent to the grid
OEE =
(Total unit capacity) x (8760 hours / year)
SOURCE: OPI team
| 12
Gas supply restricts the average output to 685 MW, but maintenance
and outages reduces further the average net production to 592 MW
ELECTRICITY FOR A BETTER LIFE
82%
-10%
740
35
705
Potential Gas Supply
Max
Availability Restriction Availability
30
Planned
Outage
20
Efficiency
655
-3%
6
Planned Maintenance
availability
Outage
3
14
Forced
Outage
Other
Unplanned
Outage
632
5
-1%
11
Availibility Maintenance Force
Brutto
Derated
Derated
(Prod.
Brutto)
615
Gross
Production
9
606
Own use
Net
and
Production
Transformer
losses
EXAMPLE
▪ Total annual lost output due to maintenance, planned and forced outages at 685 MW production
is equivalent to 35 days of no production, which brings down average output to 618 MW
▪ To maximize average output to 655 MW, max number of all outages in a year should not exceed
12 days production equivalent, which equals 97% availability at 685 MW production plan
| 13
Diagnostics scope
GENERATION
ELECTRICITY FOR A BETTER LIFE
Technical systems
▪
▪



▪
▪
Efficiency analysis
– Plant energy balance analysis
– PS/own use data
– Comparison of plant
performance vs design/
performance test result
Availability/ reliability analysis
– OEE analysis
– Map of outages/ derating
(Pareto Loss Output)
▫ Impact (in $ or duration)
▫ Causes
▫ Maintenance strategy
Equipment strategy
Additional Analysis
– Start up Time & SMED
– VA/NVA Analysis
– Heat rate analysis
Root Cause analysis (RCPS)
Safety culture
– EMI survey result analysis
– Interviews
– Ground walk/ inventory check
Plant performance monitoring
effectiveness
– Interviews
– Tracking of operational data
Mindsets, capabilities and
leadership
Management infrastructure
▪
KPI cascading and performance
tracking
– EMI survey result analysis
– Interviews and FGDs
▪
Rewards and consequences
– EMI survey result analysis
– Interviews and FGDs
▪
Visual management
– EMI survey result analysis
– Interviews and FGDs
– Ground walk
▪
Shift handover
– Interviews and FGDs
– Ground walk
▪
Meeting effectiveness
– Interviews and FGDs
– OME evaluation
– Unit meeting map
▪
Initiative management system
– Interviews and FGDs
▪
Management role modeling
– EMI survey result analysis
– Interviews and FGDs
▪
Management-frontline
communications
– EMI survey result analysis
– Interviews and FGDs
▪
Developing talents and skills
(training)
– EMI survey result analysis
– Interviews and FGDs
– HR data (training)
▪
Formal mechanisms (personal
evaluation)
– EMI survey result analysis
– Interviews and FGDs
– HR data (performance rating
distribution)
| 14
Pareto analysis of lost output dan maintenance strategy
– summary
ELECTRICITY FOR A BETTER LIFE
Key insights
Description
▪ Mempriotisasikan sub-system/komponen yang
▪
menjadi fokus untuk mengurangi loss revenue
dan biaya pemeliharaan (Optimalisasi PO dan
pencegahan breakdow)
Optimalisasi strategi pemeliharaan untuk
mengurangi loss revenue
▪ Daftar loss output per sub-system/component
▪
▪
Input
Output
▪ Loss output revenue berdasarkan MWh dan
▪
durasi per sub-system/component and lost
output due to planned and unplanned outages
Frekuensi kerusakan yang terjadi dari pareto
loss output
Resource requirements/details
▪ 1 employee from O&M department for data on
▪
saat routine maintenance, overhaul
maintenance and breakdown repair
Daftar identifikasi dan evaluasi pemeliharaan
Grafik dampak loss revenue VS frekuensi
kerusakan
▪ Pareto Loss output per sub-system/komponen
▪
▪
berdasarkan MWh dan durasi serta terbagi
antara routine maintenance, overhaul and
breakdown repair
Breakdown root cause pareto loss output
Gratik dampak loss output VS frekuensi rusak
Timeline
▪ 2 weeks (depending on data availability)
lost output on sub-system/component and cost
level (50%)
Access to Controlling to get cost data on subsystem/component and breakdown reason level
SOURCE: OPI team
| 15
Pareto Loss Output pada Generation
ELECTRICITY FOR A BETTER LIFE
▪ Pareto Loss Output dapat mengidentifikasi penyebab
kegagalan paling banyak untuk Availability dan Reliability Unit
EXAMPLE
| 16
Diagnostics scope
GENERATION
ELECTRICITY FOR A BETTER LIFE
Technical systems
▪
▪



▪
▪
Efficiency analysis
– Plant energy balance analysis
– PS/own use data
– Comparison of plant
performance vs design/
performance test result
Availability/ reliability analysis
– OEE analysis
– Map of outages/ derating
(Pareto Loss Output)
▫ Impact (in $ or duration)
▫ Causes
▫ Maintenance strategy
Equipment strategy
Additional Analysis
– Start up Time & SMED
– VA/NVA Analysis
– Heat rate analysis
Root Cause analysis (RCPS)
Safety culture
– EMI survey result analysis
– Interviews
– Ground walk/ inventory check
Plant performance monitoring
effectiveness
– Interviews
– Tracking of operational data
Mindsets, capabilities and
leadership
Management infrastructure
▪
KPI cascading and performance
tracking
– EMI survey result analysis
– Interviews and FGDs
▪
Rewards and consequences
– EMI survey result analysis
– Interviews and FGDs
▪
Visual management
– EMI survey result analysis
– Interviews and FGDs
– Ground walk
▪
Shift handover
– Interviews and FGDs
– Ground walk
▪
Meeting effectiveness
– Interviews and FGDs
– OME evaluation
– Unit meeting map
▪
Initiative management system
– Interviews and FGDs
▪
Management role modeling
– EMI survey result analysis
– Interviews and FGDs
▪
Management-frontline
communications
– EMI survey result analysis
– Interviews and FGDs
▪
Developing talents and skills
(training)
– EMI survey result analysis
– Interviews and FGDs
– HR data (training)
▪
Formal mechanisms (personal
evaluation)
– EMI survey result analysis
– Interviews and FGDs
– HR data (performance rating
distribution)
| 17
Reliability Improvement Sequent – Asset Management
ELECTRICITY FOR A BETTER LIFE
SOURCE : ASSET MANAGEMENT
1. SERP
2. FMEA
ENJINIRING
3. RCFA
RENDAL
Task Identification
Continuous Improvement
4. Baseline
EKSEKUTOR
CR/PD/PM/OH
5. FDT
6.1 PdM
6.1 PM
Design Out
Plan
Schedule
Implement
Run To
Failure
Overhaul
Task
Measurement
Task Execution
| 18
SERP – (System Equipment Reliability Prioritization)
ELECTRICITY FOR A BETTER LIFE
SOURCE : ASSET MANAGEMENT
Step 1
Divide Into
Sub-Systems
PT (1-10)
OC (1-10)
PQ (1-10)
SC (1-10)
RC (1-10)
SCR
Average
Applies to
Equipment
(1-10)
SCR * OCR
(1-10)
(1-10)
Applies to
Equipment
ACR
MPI
(1-1000)
Sort
Critical
Equipment
Equals
Equals
PT – Process Throughput
Step 2
OC – Operational Cost
Calculate for Each
PQ – Product Quality
Sub-system.
SC – Safety Considerations
RC – Regulatory Compliance
Step 3
Determine
Operational Impact
AFPF * ACR
(1-10)
(1-100)
(1-100)
Step 4
Determine
Probability of Occurrence
SCR – System Criticality Ranking
OCR – Operational Criticality Ranking
ACR – Asset Criticality Ranking
AFPF – Asset Failure Probability Factor
MPI – Maintenance Priority Index
* = Multiply Values
Setelah
mendapatkan
equipment priority
maka lakukan FMEA
| 19
Equipment strategy comprises 4 dimensions
ELECTRICITY FOR A BETTER LIFE
Operations defines the role
of operator in ensuring
equipment reliability
▪ How does to operate
equipment in a way
that “preserves the life”
of the equipment?
▪ What type of operatorlevel maintenance can
be done to “preserves
the life” of the
equipment?
Monitoring defines the
approach to “pre-empting”
equipment failures through
early detection and
preventive action (vs
correction action)
▪ How is the performance
of the equipment
tracked?
▪ How is the condition of
the equipment tracked?
Maintenance defines the
role of maintenance
department in ensuring
equipment
reliability
▪ How to develop/define
preventive maintenance
program?
Spares defines the
approach to managing
spares
▪ How are critical spares
managed, i.e.
replenished, stored,
sized, looked after?
▪ How are non-critical
spares managed, i.e.
replenished, stored,
sized, looked after?
| 20
Equipment strategy can be audited along the 4 dimensions (1/3)
ELECTRICITY FOR A BETTER LIFE
Dimensions
Operations
Components
▪ Equipment
operating
window
Key elements to ask
▪ Is the equipment operating within design window?
▪ Does operator fully understand operating window of equipment?
▪ What is alarm and trip management? What is basis to set up
▪
▪ Basic
equipment care
(BEC)
SOURCE: McKinsey
alarm and trip?
Is Management of Change well executed and communicated?
▪ Is the BEC clearly defined (i.e. parameter, location, method,
▪
▪
▪
▪
▪
▪
interval, tools required)?
Does operator/technician fully understand purpose of BEC?
Is BEC work clearly allocated to operator, technician or both?
Is the BEC executed? How good is the BEC execution?
Is BEC tracked/recorded?
Are anomalies reported by operator/technician to supervisor?
Is BEC program reviewed for currency?
| 21
Equipment strategy can be audited along the 4 dimensions (2/3)
ELECTRICITY FOR A BETTER LIFE
Dimensions
Monitoring
Components
▪ Equipment
performance
tracking
▪ Condition
monitoring (CM)
Key elements to ask
▪ Is there a system to track the performance of the equipment (i.e.
▪
▪
▪
▪ Is there a system to track the condition of the equipment (i.e.
▪
▪
▪
▪
Maintenance
▪ Preventive
maintenance
(PM) program
parameter, location, method, interval, tools required)?
Are the right parameters being monitored?
What are the operating ranges applied? How are they
determined? What is the current operating value?
Is there a review of equipment condition by a competent person?
What actions are generated when there is a deviation?
▪ Is there a PM program?
▪ What is the basis for defining the PM? Is PM linked to condition
▪
▪
▪
SOURCE: McKinsey
parameter, location, method, interval, tools required)?
Are the right performance parameters clearly defined?
Is there a review of equipment performance by a competent
person?
What actions are generated when there is a performance
deviation?
monitoring and performance monitoring?
Is PM executed according to PM plan/schedule?
Is there a report/analysis of equipment condition after PM
execution?
What actions are generated when there is a deviation?
| 22
Equipment strategy can be audited along the 4 dimensions (3/3)
ELECTRICITY FOR A BETTER LIFE
Dimensions
Spares
Components
▪ MSL spares
management
▪ Insurance
(critical) spares
management
SOURCE: McKinsey
Key elements to ask
▪
▪
▪
▪
Are spares stocked according to MSL?
How is replenishment triggered?
What is the shelf life of the spares?
Are spares with specific storage requirements or special care
items appropriately managed?
▪
▪
▪
▪
▪
How are critical spares defined for this equipment?
Are they currently in stock?
How is replenishment triggered?
What is the shelf life of the critical spares?
Are critical spares with specific storage requirements or special
care items appropriately managed?
| 23
Diagnostics scope
GENERATION
ELECTRICITY FOR A BETTER LIFE
Technical systems
▪
▪



▪
▪
Efficiency analysis
– Plant energy balance analysis
– PS/own use data
– Comparison of plant
performance vs design/
performance test result
Availability/ reliability analysis
– OEE analysis
– Map of outages/ derating
(Pareto Loss Output)
▫ Impact (in $ or duration)
▫ Causes
▫ Maintenance strategy
Equipment strategy
Additional Analysis
– Start up Time & SMED
– VA/NVA Analysis
– Heat rate analysis
Root Cause analysis (RCPS)
Safety culture
– EMI survey result analysis
– Interviews
– Ground walk/ inventory check
Plant performance monitoring
effectiveness
– Interviews
– Tracking of operational data
Mindsets, capabilities and
leadership
Management infrastructure
▪
KPI cascading and performance
tracking
– EMI survey result analysis
– Interviews and FGDs
▪
Rewards and consequences
– EMI survey result analysis
– Interviews and FGDs
▪
Visual management
– EMI survey result analysis
– Interviews and FGDs
– Ground walk
▪
Shift handover
– Interviews and FGDs
– Ground walk
▪
Meeting effectiveness
– Interviews and FGDs
– OME evaluation
– Unit meeting map
▪
Initiative management system
– Interviews and FGDs
▪
Management role modeling
– EMI survey result analysis
– Interviews and FGDs
▪
Management-frontline
communications
– EMI survey result analysis
– Interviews and FGDs
▪
Developing talents and skills
(training)
– EMI survey result analysis
– Interviews and FGDs
– HR data (training)
▪
Formal mechanisms (personal
evaluation)
– EMI survey result analysis
– Interviews and FGDs
– HR data (performance rating
distribution)
| 24
Pareto RCPS Analysis – summary
ELECTRICITY FOR A BETTER LIFE
Key insights
▪ Melakukan workshop pencarian akar
▪
permasalahan pada topik kerusakan yang
terjadi
Membuat task untuk
menghilangkan/meminimalisir akar
permasalahan yang terjadi
Description
▪ Daftar permasalahan yang akan dilakukan
▪
RCPS
Histori dan data pendukung untuk akurasi
workshop RCPS
Input
▪ Histori dan data pendukung workshop RCPS
▪ Daftar kerusakan yang terjadi
Output
▪ Diagram 5 why – fault tree analysis terhadap
▪
▪
identifikasi penyebab kerusakan
Identifikasi dan evaluasi kemungkinan penyebab
pasti
Task untuk menghilangkan/meminimalisir
kerusakan (FDT)
Resource requirements/details
▪ 4 orang
SOURCE: OPI team
Timeline
▪ 9 hari
| 25
Determine root causes – tips on 5-why approach
S
ELECTRICITY FOR A BETTER LIFE
Effective questioning will help focus in
on the root cause…..
Why?
Why?
Why?
Why?
Why?
The parts are out of spec
…while ineffective questioning can lead
to the wrong conclusion
Why?
The parts are out of spec
Why?
The right tool was not available
Why?
We don't have a second one
Why?
According to management, there
is no budget to purchase another
one
Why?
The maintenance department
spent its remaining budget on
new office decor
The wrong tool has been used
The standard tool was burned out
The temperature of the oil was
too high
There is no
temperature standard
Focus
Haze
Source: OPI
| 26
But how do we know when we have really reached the root
cause?
S
ELECTRICITY FOR A BETTER LIFE
Ask “Why?” until you get to the root cause of the problem
1. Why has the
machine stopped?
2. Why did the
overload fuse
blow?
3. Why wasn’t there
enough oil?
But why was the oil strainer
blocked with metal shavings?
Is it purely a technical fix? Or
is it perhaps a capability
issue? Hmmm….
4. Why doesn’t the
oil pump work
properly?
5. Why has the
shaft worn?
– The overload
fuse has blown
– There was not
enough oil on
the shaft
– The oil pump
doesn’t pump
enough oil
– Because the
shaft has worn
– Because the
oil strainer is
blocked with
metal shavings
Source: OPI
| 27
1 RCPS on gas turbine derating due to high blade temperature
variation
ELECTRICITY FOR A BETTER LIFE
Error in
reading
Instrumentation
normal
BPT setting
abnormal
BPT setting
standard
Air
temperature
variation
Air temperature
constant (based on
data)
Instrumentation
issue
High
variation
in blade
temperature
Mechanical
issue (uneven
combustion)
Nozzle physical
clog-up
Physical check
indicates nozzle
OK
Oil carryover in
gas
Further analysis
required to identify
source of oil
carryover
Piping physical
clog-up
Physical check
indicates piping
OK
Nozzle
clogged
Gas flow
disruption
Gas pipe
clogged
Gas supply
disrupted
Gas supply constant
during period evaluated
SOURCE: PLTGU Cilegon Engineering, Maintenance, Operations department, OPI
| 28
Diagnostics scope
GENERATION
ELECTRICITY FOR A BETTER LIFE
Technical systems
▪
▪



▪
▪
Efficiency analysis
– Plant energy balance analysis
– PS/own use data
– Comparison of plant
performance vs design/
performance test result
Availability/ reliability analysis
– OEE analysis
– Map of outages/ derating
(Pareto Loss Output)
▫ Impact (in $ or duration)
▫ Causes
▫ Maintenance strategy
Equipment strategy
Additional Analysis
– Start up Time & SMED
– VA/NVA Analysis
– Heat rate analysis
Root Cause analysis (RCPS)
Safety culture
– EMI survey result analysis
– Interviews
– Ground walk/ inventory check
Plant performance monitoring
effectiveness
– Interviews
– Tracking of operational data
Mindsets, capabilities and
leadership
Management infrastructure
▪
KPI cascading and performance
tracking
– EMI survey result analysis
– Interviews and FGDs
▪
Rewards and consequences
– EMI survey result analysis
– Interviews and FGDs
▪
Visual management
– EMI survey result analysis
– Interviews and FGDs
– Ground walk
▪
Shift handover
– Interviews and FGDs
– Ground walk
▪
Meeting effectiveness
– Interviews and FGDs
– OME evaluation
– Unit meeting map
▪
Initiative management system
– Interviews and FGDs
▪
Management role modeling
– EMI survey result analysis
– Interviews and FGDs
▪
Management-frontline
communications
– EMI survey result analysis
– Interviews and FGDs
▪
Developing talents and skills
(training)
– EMI survey result analysis
– Interviews and FGDs
– HR data (training)
▪
Formal mechanisms (personal
evaluation)
– EMI survey result analysis
– Interviews and FGDs
– HR data (performance rating
distribution)
| 29
Start-up time – summary
ELECTRICITY FOR A BETTER LIFE
Key insights
▪ Current performance of start-up procedure
▪
(separate for cold, warm and hot start-ups)
Improvement potential to speed up start-ups,
especially useful in case of frequent outages
Description
▪ Comparison of actual vs. designed start-up
▪
time performance (cold, warm, hot start-ups)
Assessment of start-up time variability
Input
▪ Observation of at least 5 start-up
▪
▪
procedures for each cold, warm and hot startups
The steps and sub-steps that need to be done
to start-up the unit, including time observations
Root causes of start-up time delays
Output
▪ Variability diagram for each of the start-up
▪
▪
process steps
Actual vs. designed start-up time plot
Main improvement areas to shorten start-up
time
Resource requirements/details
▪ 4 orang
SOURCE: OPI team
Timeline
▪ 8 hari
| 30
Start-up time variability – example cold start-up time
ELECTRICITY FOR A BETTER LIFE
Cold start-up time1, mins, based on data available for 6 starts in FY 2008
CLIENT EXAMPLE
Average
Best performance
2 016
1125
437
429
154
227
211
190
133
27
125
228
169
64
17
118
62
130
142
98
40
Start
1st oil
1st
Turbine Synch
fans/ burners mill in
@
draught
in
service 3000rpm
groups service
89
9
39
56
11
Worst performance
Given high incidence
of forced outages,
recovery times should
be an important lever
to improve overall
availability
121
32
21
57
31
393
Out
2nd
3rd
4th
5th
Total
of lp
mill in mill in mill in mill in
bypass service service service service
operation
Similar analysis
to be done for warm
and hot starts
1 Uses examples with >68 hrs downtime in order to get up to 6 examples
SOURCE: OPI team
| 31
Contoh Analisa Start up Time
ELECTRICITY FOR A BETTER LIFE
BREAK POINT
STEP 1
START UP TIME
DESIGN
(0 -> C/C 1 on 1)
STEP 2
STEP 3
STEP4
STEP 5
STEP 6
UNIT PREPARATION BREAK
POINT
1st GT/HRSG PREPARATION
1st GT/HRSG START
1st GT/HRSG SYNC.
ST SPEED UP
ST SYNC.
ESTIMATE TIME
(MIN)
COLD WARM HOT
67
67
67
53
55
10
140
13
53
55
10
27
23
53
55
10
27
23
Pastikan data
manual/OEM untuk
start up Unit
EXAMPLE
| 32
Real time SMED1 analysis – summary
ELECTRICITY FOR A BETTER LIFE
Key insights
▪ Improvement potential for frequent
▪
overhauls (e.g., top 5) in terms of outage
duration
Potentially useful definition of standard
operation procedures (SOP) for frequent
overhauls
Description
▪ Shortening of overhaul times for frequent
▪
overhauls using the SMED approach
Illustration using a real time example
Input
▪ Observation of e.g., top 5 real time overhaul
processes incl. individual process steps
Output
▪ Durations of individual process steps
▪
observed
Estimate of potential time savings using
SMED optimized standard operating procedures
Resource requirements/details
▪ 8 orang
Timeline
▪ 10 hari
1 Single Minute Exchange of Die
SOURCE: OPI team
| 33
SMED approach to shorten overhauls
ELECTRICITY FOR A BETTER LIFE
SMED principle
Pre-outage period
Original outage plan
Outage period
Measure
total outage
time
28 days outage
Determine pre-outage
and outage activities
More pre-outage
activities outside
the outage period
New outage plan
Shorten the
outage activities
Improve the pre
and post outage steps
16 days outage
Standardize and
maintain the new
procedure
SOURCE: OPI team
| 34
SMED approach for frequent overhauls – mill example
ELECTRICITY FOR A BETTER LIFE
CLIENT EXAMPLE
Situation
Regular process:
3-9 overhauls per
month
Mill
Rotating plate
OP2
OP1
Inspection and
washing
inside mill
Moving between
inspection point
and shaft
Shaft
Rotating shaft
Engine
OP2
▪
Rework: Repeated
plate rotation to
align
Activity steps
OP1 inspects and washing inside mill
for nozzle alignment. Several parts of
the nozzle to be aligned, step by step
▪
▪
15
25
8
5
10
10
OP1 moves to join OP2
▪
OP1 moves back to scaffolding to
verify if nozzle are aligned
▪
OP1 inspects inside mill. If nozzle is in
the right position to be aligned then go
to 6, otherwise go to 2
Nozzle alignment
Total
OP1 nozzle alignment. Repeat from 1
50
87
-36%
SOURCE: OPI team
Use tool with longer arm to
rotate shaft (only one operator
needed, moving not required)
▪
Better housekeeping to
facilitate required shaft
movements
▪
Use hand signals or a torch
for communication between
OP1 and OP2
▪
Effective and detailed daily
planning activities; avoids
waiting time to receive
supervisors instructions
▪
Operation not observed in
detail
10
OP1 and OP2 rotate shaft manually
(to produce a plate rotation)
48
135
Main improvement ideas
Fix lighting inside mill
Set up scaffolding to be suitable for each inspection position (avoids operators bending
to reach inspection points)
▪
2
Waiting supervisor
for instructions
▪
▪
▪
Possible reduction
Time savings by step
To be done for top 5
frequent and long
overhauls
| 35
Diagnostics scope
GENERATION
ELECTRICITY FOR A BETTER LIFE
Technical systems
▪
▪



▪
▪
Efficiency analysis
– Plant energy balance analysis
– PS/own use data
– Comparison of plant
performance vs design/
performance test result
Availability/ reliability analysis
– OEE analysis
– Map of outages/ derating
(Pareto Loss Output)
▫ Impact (in $ or duration)
▫ Causes
▫ Maintenance strategy
Equipment strategy
Additional Analysis
– Start up Time & SMED
– VA/NVA Analysis
– Heat rate analysis
Root Cause analysis (RCPS)
Safety culture
– EMI survey result analysis
– Interviews
– Ground walk/ inventory check
Plant performance monitoring
effectiveness
– Interviews
– Tracking of operational data
Mindsets, capabilities and
leadership
Management infrastructure
▪
KPI cascading and performance
tracking
– EMI survey result analysis
– Interviews and FGDs
▪
Rewards and consequences
– EMI survey result analysis
– Interviews and FGDs
▪
Visual management
– EMI survey result analysis
– Interviews and FGDs
– Ground walk
▪
Shift handover
– Interviews and FGDs
– Ground walk
▪
Meeting effectiveness
– Interviews and FGDs
– OME evaluation
– Unit meeting map
▪
Initiative management system
– Interviews and FGDs
▪
Management role modeling
– EMI survey result analysis
– Interviews and FGDs
▪
Management-frontline
communications
– EMI survey result analysis
– Interviews and FGDs
▪
Developing talents and skills
(training)
– EMI survey result analysis
– Interviews and FGDs
– HR data (training)
▪
Formal mechanisms (personal
evaluation)
– EMI survey result analysis
– Interviews and FGDs
– HR data (performance rating
distribution)
| 36
Value Add/Non Value Add analysis – summary
ELECTRICITY FOR A BETTER LIFE
Key insights
▪ Efficiency and effectiveness of daily
▪
▪
maintenance
Main improvement levers to improve
maintenance processes
Insight about the fraction of time in daily
maintenance that could be avoided
Description
▪ Several observations of maintenance
▪
processes (planned and unplanned)
Activities observed are categorized whether
they add value or not
Input
▪ At least 5-10 observations of maintenance
▪
▪
Output
jobs from the beginning to the end
Detailed notes on the activities observed to
evaluate whether they are value adding or not
Notes on walk and transport ways
For each of the observations:
▪ Diagram showing the efficiency of the observed
process in terms of the value-adding time
▪ Share and nature of observed activities that do
not add value in a maintenance process
▪ Spaghetti diagrams showing travel efficiency
Resource requirements/details
Timeline
▪ 4 orang
SOURCE: OPI team
▪ 6 hari
| 37
Output of VA/NVA analysis: Observation of activities
ELECTRICITY FOR A BETTER LIFE
Percent, 2 workmen
CLIENT EXAMPLE
Non value add,
not necessary
100
2
2
Non value add,
necessary
Waiting for
▪ Test run
▪ Spare parts
▪ Tools
4
9
Bad description of type
and location of failure in
failure report
Value add
▪
▪
▪
▪
35
2
2
3
World class: 60%
Client Benchmark
to be determined
Collecting Tools
Walk to control room
4
2
20
15
Total
time
Rework
Unneces- SearchAvoid- Waiting
sary
ing
able
transport/ parts,
search
walk
tools
for failure
42%
SOURCE: OPI team
Site
setup
Collect- Test run Admin
ing tools,
work
parts
43%
Discus- Transsion on port,
job
walk
specifics
Tool
time
15%
| 38
Output of VA/NVA analysis: Spaghetti diagram
ELECTRICITY FOR A BETTER LIFE
CLIENT EXAMPLE
Workman A
Workman B
ca. 550 m
6
5
2
1
4
7
8
3
Workshop
ca. 10 m
Control Room
Goods issue
9
2
4
6
8
10
12
14
ca. 400 m
(incl. 14 m
Lift)
16
18
20
1
3
5
7
9
11
13
15
17
19
ca. 150 m
(incl. 50 m Lift)
SOURCE: OPI team
Coal feeder
(repair site)
Walk/transport from/to workshop,
e.g.,
• Dust mask
• Grease
• Hammer
• Bolt
• Toolbox
• Other tools, Sprays
| 39
Diagnostics scope
GENERATION
ELECTRICITY FOR A BETTER LIFE
Technical systems
▪
▪



▪
▪
Efficiency analysis
– Plant energy balance analysis
– PS/own use data
– Comparison of plant
performance vs design/
performance test result
Availability/ reliability analysis
– OEE analysis
– Map of outages/ derating
(Pareto Loss Output)
▫ Impact (in $ or duration)
▫ Causes
▫ Maintenance strategy
Equipment strategy
Additional Analysis
– Start up Time & SMED
– VA/NVA Analysis
– Heat rate analysis
Root Cause analysis (RCPS)
Safety culture
– EMI survey result analysis
– Interviews
– Ground walk/ inventory check
Plant performance monitoring
effectiveness
– Interviews
– Tracking of operational data
Mindsets, capabilities and
leadership
Management infrastructure
▪
KPI cascading and performance
tracking
– EMI survey result analysis
– Interviews and FGDs
▪
Rewards and consequences
– EMI survey result analysis
– Interviews and FGDs
▪
Visual management
– EMI survey result analysis
– Interviews and FGDs
– Ground walk
▪
Shift handover
– Interviews and FGDs
– Ground walk
▪
Meeting effectiveness
– Interviews and FGDs
– OME evaluation
– Unit meeting map
▪
Initiative management system
– Interviews and FGDs
▪
Management role modeling
– EMI survey result analysis
– Interviews and FGDs
▪
Management-frontline
communications
– EMI survey result analysis
– Interviews and FGDs
▪
Developing talents and skills
(training)
– EMI survey result analysis
– Interviews and FGDs
– HR data (training)
▪
Formal mechanisms (personal
evaluation)
– EMI survey result analysis
– Interviews and FGDs
– HR data (performance rating
distribution)
| 40
Heat rate variability – summary
ELECTRICITY FOR A BETTER LIFE
Key insights
▪ Stability of heat rate performance
▪ Factors explaining heat rate variations
Description
▪ Attempt to explain potential heat rate
variations on a unit level
Input
▪ Heat rate performance per unit on an hourly
▪
basis
Data pairs of heat rate performance and
possible influencing factors (e.g., coal quality,
shift etc.)
Output
▪ Heat rate variability plot
▪ Heat rate plots as a function of influencing
factors
Resource requirements/details
▪ 7 orang
SOURCE: OPI team
Timeline
▪ 7 hari
| 41
Heat rate gap and gap breakdown – summary
ELECTRICITY FOR A BETTER LIFE
Key insights
▪ Conversion efficiency per unit depending on
▪
▪
load
Different reasons for the gap (actual vs.
designed) in conversion efficiency per unit
Key improvement areas to increase power
output using given amount of fuel input per unit
Description
▪ Tracking of heat rate to identify size of heat
▪
rate gap
Split of the heat rate gap (actual vs. design)
in most detailed explaining buckets
Input
▪ Actual and designed heat rate vs. load
▪ (Quantified) reasons explaining the heat rate
Output
▪ Heat rate plotted as a function of load
▪ Heat rate breakdown diagram per unit
gap
Resource requirements/details
▪ 3 orang
SOURCE: OPI team
Timeline
▪ 5 hari
| 42
Heat rate gap as a function of load – example
ELECTRICITY FOR A BETTER LIFE
CLIENT EXAMPLE
Design heat rate
Winter average
ROY1 average
Unit 1 heat rate
Btu/kWh on an hourly basis
▪ Heat rates generally higher
11000
than design curve indicating
opportunity for improvement
10500
▪ At higher loads, winter heat
rates are similar to the rest of
the year heat rates. This is
unusual and should be
investigated
10000
▪ Average winter heat rate for
9500
ROY1
loads >580 is 9165 Btu/Kwh,
slightly higher than average
for the rest of the year of 9143
Btu/Kw
design heat rate
9000
Winter design heat rate
645
620
595
570
545
520
495
470
445
395
420
370
345
320
295
270
245
220
195
170
8500
1 Rest of year
SOURCE: OPI team
| 43
Heat rate gap breakdown to identify improvement
potential – example
ELECTRICITY FOR A BETTER LIFE
Unit X, BTU/kWh
CLIENT EXAMPLE
10,854
75
30
20
80
100
20
10,529
531
9,998
Current
Feed water
heaters
Air heater
leakage
To be done
for all units
SOURCE: OPI team
Boiler air
ingress
Cycle
Condenser
Operator
Potential Unexplained Design heat
isolation performance
control
heat rate
gap
rate
(leakage) ▪ Air in leak ▪ Reheat
▪ Cleanliness
spray
Gap attributable to
▪ Pluggage ▪ Auxiliary
▪
Feeder calibration
usage
▪
Turbine efficiency
▪ Excess air
| 44
ELECTRICITY FOR A BETTER LIFE
SAFETY IMPROVEMENT
| 45
Safety Improvement – summary
ELECTRICITY FOR A BETTER LIFE
Key insights
▪ Conversion efficiency per unit depending on
▪
▪
load
Different reasons for the gap (actual vs.
designed) in conversion efficiency per unit
Key improvement areas to increase power
output using given amount of fuel input per unit
Description
▪ Tracking of heat rate to identify size of heat
▪
rate gap
Split of the heat rate gap (actual vs. design)
in most detailed explaining buckets
Input
▪ Actual and designed heat rate vs. load
▪ (Quantified) reasons explaining the heat rate
Output
▪ Heat rate plotted as a function of load
▪ Heat rate breakdown diagram per unit
gap
Resource requirements/details
▪ 3 orang
SOURCE: OPI team
Timeline
▪ 5 hari
| 46
Contoh EMI Survey
ELECTRICITY FOR A BETTER LIFE
Survey EMI (Employee Mindset
Index) yang dilakukan stream MI
telah mencakup Bidaya Safety
| 47
Strongly agree/agree
Not sure
Strongly disagree/disagree
Mindset survey result – PLTGU CILEGON (n = 130
out of 160 workers)
ELECTRICITY FOR A BETTER LIFE
Developing Future Leaders
The current condition in PLTGU Cilegon is…
16. Leaders are capable in coaching/teaching and providing their
leadership successors well
17. Workers feel that their leadership potential is respected and
developed by the company
38
17
23
49
44
28
Safety Culture
18. Workers are well-equipped with work safety equipments at work
11
19. Workers have high capability and awareness towards their
own safety as well as their peers’
20. Workers feel that the condition during their work in PLTGU
Cilegon reflects cleanliness, safety and comfort
40
6
12
33
37
49
61
51
| 48
Low safety awareness across different levels and unclear safety
management system…
ELECTRICITY FOR A BETTER LIFE
EMI survey result (n=130)
Percent
PPE
availability
“Workers are wellequipped with work safety
equipments at work”
11
Safety
awareness
Quotes from focus groups
40
Agree
Not sure
Disagree
49
“Workers have high capability and
awareness towards their own safety as
well as their peers’”
6
33
61
No one put safety as main priority here.
For example if my superior sees me
without safety helmet, he won’t say
anything
– Supervisor
The safety/K3 team in this plants is like
“Indian police”: they only come when a
major problem occurs
– Frontline
Safety is worrying here. I have worked
here for ~4 years but never got safety
induction. I learned by myself and asking
more senior operators
– Frontline
SOURCE: Mindset surveys; interviews; focus groups
| 49
…caused by unclear roles and responsibilities regarding
safety issues…
ELECTRICITY FOR A BETTER LIFE
Safety PIC based on job description
…but in reality, safety is managed by Security
supervisor in HR and Finance
According to job descriptions, safety is managed
by L&K2 supervisor in Operations …
Sector
Manager
Sector
Manager
Ass. Man
HR and
Finance
Actual safety PIC on the ground
Ass. Man
Ass. Man
Operations Engineeri
ng
Ass. Man
Maintenan
ce
Ass. Man
HR and
Finance
Ass. Man
Operations
Ass. Man
Engineeri
ng
HR and
General
Spv (1)
Security
Logistic
Supervisor Supervisor
(50%)
(50%)
Ass. Man
Maintenan
ce
VS.
Supervisor
shift operation
A-D (4)
Supervisor
Lab (1)
Environment
Junior
Engineer (1)
Environment
and K2
Supervisor (1)
Electrical Safety
Junior Engineer
(0)
Security
assistant
officer (1)
Accounting
Supervisor
(1)
Security
outsource
officer (1)
Vacant!
SOURCE: Mindset surveys; interviews; focus groups
| 50
…and lack of resources, capabilities, and clarity on safety budget
in security department have resulted in weak safety system
ELECTRICITY FOR A BETTER LIFE
Very limited resources…
…and lack of capabilities…
▪ Supervisor: background in
warehousing, only one safety
training
Security
Supervisor (50%)
▪ Staff:
– A: internal PLN,
Internal
security
staff (1)
Outsource
security
staff (1)
background in
warehousing, unwell (4
strokes)
– B: outsource, no sound
safety background
plus unclear safety budget…
I have no idea on the safety
budget and have never been
invited to join RKAP. Thus, I
always get difficulties when I
want to improve the safety
system. When I ask local
management, they will just
throw it to central office…
– Supervisor
.. have caused weak safety system
▪
▪
▪
▪
No safety induction system
No ambulance
Very limited first aid box across the plant
Long lead time on PPE procurement
SOURCE: Mindset surveys; interviews; focus groups
| 51
Job description analysis also clearly shows that L&K2 supervisor
possesses the mandate to maintain safety in PLTGU Cilegon
ELECTRICITY FOR A BETTER LIFE
Job description related to safety management
Electrical Safety and Environment
Supervisor (L&K2) job description
Security Supervisor job description
▪ Monitor liquid / solid / gas waste
▪ Monitor electricity installation safety
▪ Drafting workplan & environment
▪ Draft and correct URK & budget of HR and
▪
▪
▪
management report
Drafting workplan & fire fighting as well as
work accident report referring to (SMK3 –
Work Safety and Accident Management
System)
Revise and improve SMK3 procedure and
evaluation of accident if work accident occurs
Together with operations division conducting
generation unit protection in PLTGU Cilegon
area.
▪
▪
▪
▪
▪
▪
▪
▪
SOURCE: OPI
Finance division  RJPP & RKAP material
Draft K2 procurement proposal based on
research and suggestion from other
division/function  RJPP & RKAP material
Propose manpower and security equipments
planning for Security RK composing
Prepare K2 infrastructure maintenance program
and create safe and comfortable work
environment
Check & maintain security equipments
Training for security guards
Coordinate with police and kodim
Maintain condusive, safe, and orderly work
environment
Coordinate staffs / OS’ tasks
| 52
Plant visit and focus groups reveal that safety compliance across
different levels is still low
ELECTRICITY FOR A BETTER LIFE
Observations of PPE1 non-compliance in
PLTGU Cilegon
Potential intervention to improve safety
compliance
▪ Conduct regular safety visit by K3/safety
Not wearing
safety helmet
in the plant
area
▪
Not wearing
safety shoes
in the plant
area (CCR
room)
▪
▪
team to ensure employees and contractors
comply with safety regulations
Conduct safety induction (has not been
done before) to + 160 employees and ensure
proper safety induction for the visitors and
new employees
Apply rewards and consequences system
consistently both for internal PLN employees
and contractors (who follow/ violate the
regulation)
Safety team ensure availability of PPE and
safety kit across plant location
1 Personal Protective Equipment
SOURCE: Focus groups, interviews, plant visit
| 53
ELECTRICITY FOR A BETTER LIFE
PLANT PERFORMANCE MANAGEMENT
MEETING
| 54
Plant Performance Management Meeting – summary
ELECTRICITY FOR A BETTER LIFE
Key insights
▪ Conversion efficiency per unit depending on
▪
▪
load
Different reasons for the gap (actual vs.
designed) in conversion efficiency per unit
Key improvement areas to increase power
output using given amount of fuel input per unit
Description
▪ Tracking of heat rate to identify size of heat
▪
rate gap
Split of the heat rate gap (actual vs. design)
in most detailed explaining buckets
Input
▪ Actual and designed heat rate vs. load
▪ (Quantified) reasons explaining the heat rate
Output
▪ Heat rate plotted as a function of load
▪ Heat rate breakdown diagram per unit
gap
Resource requirements/details
▪ 3 orang
SOURCE: OPI team
Timeline
▪ 5 hari
| 55
PPMM kedua telah dilaksanakan untuk meninjau parameter utama dan
kondisi plant PLTGU Cilegon
ELECTRICITY FOR A BETTER LIFE
PPMM kedua telah secara sukses dilaksanakan
pada tanggan 20 Januari 2011..
Topik diskusi meliputi:
1 Posisi finansial plant secara menyeluruh dan
pantauan efisiensi
…dan dihadiri oleh Pak Rahmatullah
sebagai representatif kantor induk
PPMM sebagai forum
komunikasi antara kantor
induk dan sektor
2 Kejadian-kejadian outage/derating dan analisa
root cause masing-masing (termasuk follow up
outage pada bulan November)
3 Plant performance secara menyeluruh



Data produksi
Data reliability
Data efisiensi
4 Plant integrity secara menyeluruh





Parameter operasi utama
Potensi deviasi operasi
Parameter kualitas air steam circuit
Kegiatan-kegiatan utama maintenance
Status spare parts
Persiapan PPMM dilakukan
oleh local coaches,
mendukung kesinambungan
5 Kegiatan kunci pada bulan Januari dan poin-poin
follow up
SOURCE: Plant Performance Management Meeting
| 56
ELECTRICITY FOR A BETTER LIFE
FINAL DIAGNOSTIC
| 57
Contoh Verifikasi Preliminary Disgnostic : Improvement opportunities in
four areas worth USD 25-28 million
ELECTRICITY FOR A BETTER LIFE
margin impact in total
1 Reliability improvement (USD 15-18 million)
Restore plant performance to achieve planned target (687 MWe)
(“perform as planned”) by:
▪ Eliminating oil carryover in gas to gas turbines
▪ Reducing Odira compressor trip frequency and duration
▪ Eliminating steam condensor trip
2 Operations efficiency improvement (USD 3-4 million)
Technical
system
Management
infrastructure
Mindsets,
capabilities
and
leadership
Improve plant efficiency to achieve 705 MWe plant performance
(“perform as tested”) by:
▪ Improving ST efficiency (4% gap to design) and HRSG efficiency (69% gap to design)
▪ Enhancing GT efficiency (2% gap to design in both GT#1 and GT#2)
3 Gas supply increase (USD 7-8 million)
Increase gas supply from 110,000 mmBTUD to 120,000 mmBTUD to to
achieve 740.2 MWe plant performance (“perform to capacity”)
4 Safety improvement
▪a Personal safety: Enhance personal safety awareness and culture
across plant staff and contractors
▪b Process safety: Establish plant performance monitoring – and
improve laboratory process – as a critical enabler to provide greater
management visibility over plant performance and plant condition
SOURCE: OPI; Risk survey – July 2008
| 58
ELECTRICITY FOR A BETTER LIFE
INISIATIVES CHARTER
| 59
Contoh Initiative Charter - Modify design of oil knock-out drum to
cope with the lube oil carry over
ELECTRICITY FOR A BETTER LIFE
Idea title: Modify design of oil knock-out drum to cope with the lube oil carry over
Department most affected: Engineering
Description
Modify design of existing oil knock out drum (or install additional knock-out drum) to prevent lube oil carry over in fuel gas from Odira
compressor to GT
Background
▪
▪
▪
Action items
Analysis on GT trip cases shows high BPT variation and
nozzle clogging due to oil carry over to compressor.The
lube oil carry over source is suspected to be from lube oil
in Odira Compressor
Odira data indicates some “low lube oil engine” alarm
occurred in Odira compressor, and lube oil topped up was
much higher than normal volume (8 liter/day vs 25
liters/day) per compressor.
The volume of oil drained is lower than topping up volume
(75 liters/day vs 25-50 liters/day), thereby indicating that
the oil knock-out drum is not sufficient to cope with oil top
up volume, and the rest of oil got carried over to GT
KPI impacted
Ease of implementation
EAF, EFOR
Medium to high
▪
▪
▪
▪
▪
▪
▪
▪
▪
▪
▪
Assess all valves which conected to drum and determine normal
condition
Assess drum capacity and component inside that can be modified
Assess existing operation of knock out drum
Design knock out drum modification
Develop work plan (including manhours, drawing data, tools, spare part)
Determine material and services needed
Make risk analysis and mitigation for implementation
Identify potential supplier
Start the procurement process and select supplier
Install knock out drum modification
Analyze impact
Benefit or impact
 Additional output capability of 23 MW
 Additional US$ 5.6 Million / year
Estimated cost to implement
USD 50.000 (One time)
Project management information
Workstream
TS (Technical System)
Source: OPI
Initiative owner
Initiative team leader
Initiative coach
Central Manajer Engineering
Asmen Engineering
Dedy Marsetioadi
| 60
ELECTRICITY FOR A BETTER LIFE
INISIATIVES PRIORITIZATION
| 61
Contoh Prioritisasi : Technical idea prioritization
Ideas to be launched in Nov-Dec ’10
ELECTRICITY FOR A BETTER LIFE
Potential of
US$ 12.6 million
Idea prioritization ranking
Idea Title
Install screen at perimeter
canal + cleaning
Install additional grill stoplock at
canal intake + cleaning
Set up routine inspection for
cooling pipe rubber lining during
steam turbine mean inspection
Monitor quantity and quality of
liquid drain in oil separator
Modify design of oil knock-out
drum to cope with the lube oil
carry over
Install additional oil knock-out
drum before Gas Turbine
Periodic performance assessment of Odira Compressor
Develop equipment strategy on
top 10 critical equipment
(including spares MSL)
Upgrade GT 1 efficiency to
GT 2 level
Upgrade HRSG 2 efficiency to
HRSG 1 level
0.3
High
0.3
High
4.0
High
11
12
1
2
Potential impact (US$ million)
6
5
High
>2
3
3
4
Mediu
m
1-2
5
8
4
7
9
11
6
10
Low
<1
12
2
Low
Medium
1
High
7
8
9
10
Ease of implementation
Source: OPI
Potential Ease of
Implementimpact
(USD mil) ation
Enabler Medium
5.6
High/Med
5.6
Medium
Enabler High
Enabler Medium
1.3
High
0.8
Medium
Bring ST efficiency as design
1.0
Low
Conduct GT weekly blade
online washing
0.6
High
| 62
PLTGU Cilegon will have up to 6 intensive technical
initiatives rolled out at any one time
Low intensity
High intensity
PRELIMINARY
ELECTRICITY FOR A BETTER LIFE
2010
2011
Nov
Dec
Jan
Technical
systems
(TS)
Feb
Mar
Modify oil knock-out drum
Install perimeter canal screen
Conduct perimeter canal cleaning
Routine inspection for cooling pipe lining
Upgrade GT1 efficiency to GT2 level
Upgrade HRSG2 efficiency to HRSG1 level
Conduct GT weekly online blade washing
Set up
Monitor quantity and quality of liquid drain
Set up
Periodic Odira performance assessment
Equipment strategy for top 10 critical equipment
No. of
intense
initiatives
0
SOURCE: OPI
6
6
5
3
| 63
PLTGU Cilegon will have up to 6 intensive non-technical
initiatives rolled out at any one time
Low intensity
High intensity
PRELIMINARY
ELECTRICITY FOR A BETTER LIFE
2010
2011
Nov
Management
infrastructure (MI)
Dec
Jan
Feb
Mar
Visual management
KPI cascading from Mansek to frontline
Plant performance management
KPI/SMUK system improvement
Procurement process improvement
Meeting effectiveness
Stage-gate
Mindset,
capabilities and
leadership
(MCL)
Cascading comms
Leadership engine
RCPS training
Frontline OPI Module rollout
Safety culture improvement
Frontline motivation #1 (safety)
KPI implementation monitoring
Review knowledge sharing SOP
No. of
intense
initiatives
SOURCE: OPI
2
6
5
4
1
| 64
ELECTRICITY FOR A BETTER LIFE
WORKPLAN
AND IMPACT TRACKING
| 65
Contoh Workplan Inisiatives
ELECTRICITY FOR A BETTER LIFE
| 66
Contoh Impact Tracking
ELECTRICITY FOR A BETTER LIFE
Form ini di isi sesuai
dengan
implementasi
insiaitive secara
aktual
| 67
Operational Performance
Improvement (OPI)
Management Infrastructure
OPI process overview – Diagnostic process
ELECTRICITY FOR A BETTER LIFE
Diagnostic
2 weeks
1 week
1
Pre-diagnostics
Deliverables
Key
activities
▪
Mindset survey is
distributed
▪
Central and plant
management
understanding of OPI
(Sosialisasi OPI
untuk membangun
awareness)
▪
▪
2
Kickoff
▪
3
Central and plant
management
commitment to OPI
▪
Launch mindset survey
▪
Conduct management conditioning
workshop
Intervention
design and
planning
Final diagnostic
▪
technical gap sizing
Conduct management
interviews in Central
and PLTGU Cilegon
1-2 weeks
4
▪ Technical and non-
▪
SOURCE: OPI
Preliminary
diagnostic
1-2 weeks
▪
Prioritized list of
improvement
ideas detailed
and specific, incl.
ops excellence,
reliability, safety
and frontline
engagement
Generate
potential
initiatives and
prioritize them
Evaluate existing
reliability and efficiency performance
▪
Evaluate mindset
survey, KPI cascading, meeting effectiveness and conduct
focus groups
Collect relevant
data for baseline
setting (“as is”
condition)
▪
Conduct focus
groups and
interviews
▪
▪
▪
8-10 weeks
5
Complete
infrastructure of
each initiatives
(owner and
leader, work plan,
future state, and
tracking
mechanism)
Create
infrastructure
of each
initiative
(resource
deployment,
tactical implementation plan
(TIP), future
state/to be
condition, and
tracking
mechanism)
Conduct
stage-gate 1,2
Implementation
▪
Completion of
agreed
initiatives
▪ Visible impact
(financial and
non-financial)
▪
Codified
learning
▪
Execute initiatives
▪
Monitor progress
and impact
▪
Up-skill line with
required
capabilities
▪
Codify learning
| 69
Diagnostic Result : main improvement opportunities
ELECTRICITY FOR A BETTER LIFE
1 Personal performance management
▪ KPI cascading and performance tracking
– Individual KPIs do not support unit KPIs due to incomplete
▪
Technical
system
Management
infrastructure
Mindsets,
capabilities
and
leadership
cascading and lack of frontline understanding
– Lack of discussion during target setting and individual
performance tracking
Rewards and consequences
– Only 16 % of employees believe rewards are fairly awarded
2 Performance management
a ▪ Performance management system not in place to facilitate proper
b▪
c▪
d▪
management
Visual management too complicated and not effective
Shift handovers lack standardization and structure, and do not
involve the whole shift
SOPs on machinery use are not adapted to specific machinery type
3 Management process enablers
a▪ Meeting effectiveness has room for improvement in pre-meeting
preparation and post-meeting follow through (numerous outstanding
action items)
b▪ Procurement process lacks transparency and effectiveness
c▪ Initiative management system not well established and lack of
closure on launched initiatives
SOURCE: EMI survey; Focus group discussions, management interviews, site visits
| 70
Idea Generation & Prioritization MI
ELECTRICITY FOR A BETTER LIFE
Pre-challenge ranking
Idea Title
1
8
6
High
Potensi Impact
KPI/SMUK system
improvement
High
Difficult
2
KPI cascading
improvement
High
Easy
3
Improving individual KPI
tracking system
High
Medium
4
Visual Management
improvement
High
Easy
5
Meeting effectiveness
improvement
High
Medium
6
Procurement process
improvement
High
Medium
7
Standardized shift handovers
Medium
(including frontline participation)
Easy
8
Review rewards &
consequences system
High
Difficult
9
Plant performance monitoring
system (forum for technical
data analysis)
High
Medium
10
Initiative stage-gate process
High
Medium
2
9
10
3
1
4
5
Medium
7
Low
Difficult
Medium
Easy
Implementation difficulty
Source: OPI
Impact Implementapotential tion difficulty
| 71
Alokasi owner, leader dan coach untuk initiative MI
ELECTRICITY FOR A BETTER LIFE
Idea yang akan diluncurkan
Leader
Coach
GM
Man Sektor
Luky, Willy
GM
Man Sektor
Luky, Willy
Idea
Title
Owner
1
Evaluasi dan memperbaiki
KPI/SMUK system
2
Memperbaiki komunikasi
KPI/targets antar management
dan frontline
3
4
Memperbaiki sistem individual
KPI tracking
Visual Management di control
room/ seluruh plant
5
Memperbaiki meeting
effectiveness
6
Memperbaiki proses
pengadaan
7
Standardized shift handovers
(termasuk partisipasi frontline)
Review sistem rewards &
consequences
8
9
10
xx
Man Sektor
Asman Eng
Man Sektor
Asman SDM
GM
Plant performance monitoring
system (forum untuk analisa
data teknikal)
Initiatives stage gate
Source: OPI
xx
Man Eng Induk
xx
Jumadis, Budi
Utomo, Elza
Elza, Budi
Utomo
Luky, Willy
xx
xx
xx
xx
xx
xx
Man Prod
Asman Eng
Jumadis, Miki
Man sek
Asman Eng
Miki
| 72
Initiative Charter – KPI Set-up and Cascading
WORK IN PROGRESS
ELECTRICITY FOR A BETTER LIFE
Idea title: KPI System dan Cascading Improvement
Department most affected: PLTGU Cilegon
Description
KPI merupakan suatu performance metric yang secara nyata dan jelas terkait dengan sasaran strategis organisasi yang mampu
mendorong organisasi menerjemahkan strateginya ke dalam terminologi yang bisa dikuantifikasi
Background
Action items
▪
Hasil EMI Survey 84% menyatakan tidak jelas dalam penilaian
kinerja sehingga reward and consequences tidak adil.
▪
▪
▪ Hasil analisa data menyatakan struktur KPI telah dicascade ke
▪
frontliners, tapi frontliners kurang mengerti KPI dan terlihat
inconsistency antara data dan hasil FGD
▪
▪
Target KPI yang ada terlalu banyak, dan penetapan tanpa
berdasarkan diskusi yang cukup serta kurangnya transparansi
dalam penentuan hasilnya
▪
Menganalisa KPI Mansek
Mengusulkan perbaikan KPI dan mengkomunikasikan dengan
Mansek
Mengalokasikan KPI Mansek yang baru ke Asman-Asman dan
mengkomunikasikannya bersama dengan Mansek
Mengalokasikan KPI Asman-Asman ke SPV terkait dan
mengkomunikasikannya bersama dengan Mansek
Mengalokasikan KPI SPV ke frontliners dan
mengkomunikasikannya
KPI impacted
Ease of implementation
Benefit or impact
Cost to implementation1
EMI survey
Sulit
Tinggi
None
Project management information
Workstream
Initiative owner
Initiative team leader
Initiative coach
MI
Manajer Sektor
GM
Luky / Willy
1 Include Capex requirements
SOURCE: OPI
| 73
Diagnostics scope
GENERATION
ELECTRICITY FOR A BETTER LIFE
Technical systems
Management infrastructure
▪
▪
▪

▪
▪
Efficiency analysis
– Plant energy balance analysis
– PS/own use data
– Comparison of plant
performance vs design/
performance test result
Availability/ reliability analysis
– OEE analysis
– Map of outages/ derating
(Pareto Loss Output)
▫ Impact (in $ or duration)
▫ Causes
Root Cause analysis
– RCPS of main causes on
Efficiency and
Availability/Reliability analysis
Safety culture
– EMI survey result analysis
– Interviews
– Ground walk/ inventory check
Plant performance monitoring
effectiveness
– Interviews
– Tracking of operational data
KPI cascading and performance
tracking
– EMI survey result analysis
– Interviews and FGDs
▪
Rewards and consequences
– EMI survey result analysis
– Interviews and FGDs
▪
Visual management
– EMI survey result analysis
– Interviews and FGDs
– Ground walk
▪
Shift handover
– Interviews and FGDs
– Ground walk
▪
Meeting effectiveness
– Interviews and FGDs
– OME evaluation
– Unit meeting map
▪
Initiative management system
– Interviews and FGDs
Mindsets, capabilities and
leadership
▪
Management role modeling
– EMI survey result analysis
– Interviews and FGDs
▪
Management-frontline
communications
– EMI survey result analysis
– Interviews and FGDs
▪
Developing talents and skills
(training)
– EMI survey result analysis
– Interviews and FGDs
– HR data (training)
▪
Formal mechanisms (personal
evaluation)
– EMI survey result analysis
– Interviews and FGDs
– HR data (performance rating
distribution)
| 75
Survei Frontline (EMI Survey)
ELECTRICITY FOR A BETTER LIFE
▪
Deskripsi
Key insights
▪ Survei singkat seputar tingkah laku dan
▪ Memahami isu/permasalahan terkait dengan
mindsets para karyawan
▪ Digunakan khususnya bagi staf frontline dan
supervisor
Memungkinkan unit untuk menetapkan baseline
dalam mengukur dampak di masa depan
▪
penilaian kinerja, penghargaan dan
konsekuensi serta keinginan perbaikan
infrastruktur
Input
Output
▪ Respon/tanggapan terhadap survei dari
▪ Pandangan kuantitatif terhadap
kelompok perwakilan karyawan (15+)
Biasanya dilakukan dalam kaitannya dengan
focus group
isu/permasalahan utama di frontline level
▪ Memantau hasil dari inisiatif-inisiatif yang
difokuskan selama beberapa waktu tertentu
(gunakan survei berulang repeated surveys)
Kebutuhan sumber daya/rincian
Timeline
▪ 1 fasilitator untuk melaksanakan tiap survei
▪ 4 hari kerja
▪
(~20 menit)
1 hari untuk analisis akhir dan pelaporan
▪ Dilakukan oleh Coach1
▪ Menindaklanjuti survei secara berkala (setiap
bulan) untuk memantau evolusi hasil
SUMBER: Analisis tim
| 76
Diagnostics scope
GENERATION
ELECTRICITY FOR A BETTER LIFE
Technical systems
Management infrastructure
▪
▪
▪

▪
▪
Efficiency analysis
– Plant energy balance analysis
– PS/own use data
– Comparison of plant
performance vs design/
performance test result
Availability/ reliability analysis
– OEE analysis
– Map of outages/ derating
(Pareto Loss Output)
▫ Impact (in $ or duration)
▫ Causes
Root Cause analysis
– RCPS of main causes on
Efficiency and
Availability/Reliability analysis
Safety culture
– EMI survey result analysis
– Interviews
– Ground walk/ inventory check
Plant performance monitoring
effectiveness
– Interviews
– Tracking of operational data
KPI cascading and performance
tracking
– EMI survey result analysis
– Interviews and FGDs
▪
Rewards and consequences
– EMI survey result analysis
– Interviews and FGDs
▪
Visual management
– EMI survey result analysis
– Interviews and FGDs
– Ground walk
▪
Shift handover
– Interviews and FGDs
– Ground walk
▪
Meeting effectiveness
– Interviews and FGDs
– OME evaluation
– Unit meeting map
▪
Initiative management system
– Interviews and FGDs
Mindsets, capabilities and
leadership
▪
Management role modeling
– EMI survey result analysis
– Interviews and FGDs
▪
Management-frontline
communications
– EMI survey result analysis
– Interviews and FGDs
▪
Developing talents and skills
(training)
– EMI survey result analysis
– Interviews and FGDs
– HR data (training)
▪
Formal mechanisms (personal
evaluation)
– EMI survey result analysis
– Interviews and FGDs
– HR data (performance rating
distribution)
| 77
Deep structured interviews (DSI)
ELECTRICITY FOR A BETTER LIFE
Deskripsi
Key insight
▪ Wawancara berbasis opini (rahasia) dengan
▪
▪
▪ Memahami isu/permasalahan utama yang dihadapi
karyawan senior untuk memahami lebih jauh
tentang isu-isu organisasional
Akan dilaksanakan dengan cross-section dari
senior & middle management + supervisors
Membutuhkan Coach eksternal untuk wawancara
organisasi dari sudut pandang senior & middle
management
Input
Output
▪ Wawancara one-on-one (rahasia) dengan cross-
▪
section dari senior & middle management team
Berfokus pada topik-topik utama seputar
‘kesehatan’ organisasi, termasuk capability building,
kinerja, perubahan, dan leadership
Kebutuhan sumber daya/rincian
▪ Untuk setiap wawancara: 1 pewawancara,
▪
▪
▪
mungkin ada orang kedua untuk mencatat
Pewawancara harus dilatih untuk teknik DSI
2-3 jam per wawancara
Total ~20 orang yang diwawancarai (senior team
plus ~5 middle managers dan ~5 supervisors)
SUMBER: Analisis tim
▪ Tema-tema kunci organisasi yang sehat, hasil
▪
sintesis dari berbagai wawancara
Indikasi akan fasilitator dan penghambat perubahan
organisasi berdasarkan pada influence model
Timeline
▪ 7 hari kerja untuk Coach1 + dukungan – Coach2
– Menyiapkan pertanyaan untuk wawancara
– Menjadwalkan wawancara
– Melakukan wawancara (2 per hari)
– Mensintesis hasil-hasil yang diperoleh ke
dalam tema-tema
| 78
Diagnostics scope
GENERATION
ELECTRICITY FOR A BETTER LIFE
Technical systems
Management infrastructure
▪
▪
▪

▪
▪
Efficiency analysis
– Plant energy balance analysis
– PS/own use data
– Comparison of plant
performance vs design/
performance test result
Availability/ reliability analysis
– OEE analysis
– Map of outages/ derating
(Pareto Loss Output)
▫ Impact (in $ or duration)
▫ Causes
Root Cause analysis
– RCPS of main causes on
Efficiency and
Availability/Reliability analysis
Safety culture
– EMI survey result analysis
– Interviews
– Ground walk/ inventory check
Plant performance monitoring
effectiveness
– Interviews
– Tracking of operational data
KPI cascading and performance
tracking
– EMI survey result analysis
– Interviews and FGDs
▪
Rewards and consequences
– EMI survey result analysis
– Interviews and FGDs
▪
Visual management
– EMI survey result analysis
– Interviews and FGDs
– Ground walk
▪
Shift handover
– Interviews and FGDs
– Ground walk
▪
Meeting effectiveness
– Interviews and FGDs
– OME evaluation
– Unit meeting map
▪
Initiative management system
– Interviews and FGDs
Mindsets, capabilities and
leadership
▪
Management role modeling
– EMI survey result analysis
– Interviews and FGDs
▪
Management-frontline
communications
– EMI survey result analysis
– Interviews and FGDs
▪
Developing talents and skills
(training)
– EMI survey result analysis
– Interviews and FGDs
– HR data (training)
▪
Formal mechanisms (personal
evaluation)
– EMI survey result analysis
– Interviews and FGDs
– HR data (performance rating
distribution)
| 79
Focus Groups Discusion
ELECTRICITY FOR A BETTER LIFE
Deskripsi
Key insights
▪ Workshop 3-jam dengan sekelompok kecil
▪ Tema utama yang merepresentasikan
karyawan (8-10), menggali pandangan mereka
mengenai budaya dan moral perusahaan serta
keinginan untuk perbaikan
pandangan frontline dan manajemen yang lebih
rendah terkait kondisi organisasi
▪ Temuan/wawasan yang berfokus pada
pembelajaran spesifik mengenai keamanan
dan disiplin
▪ Dilakukan dengan staf frontline dan supervisor
Input
Output
▪ Workshops dengan 8-10 karyawan; respon
▪ Tema utama, sebagai hasil sintesis dari diskusi
karyawan terhadap workshop
▪
workshop
Perubahan utama untuk mencapai kondisi ideal
di masa depan, dan pemblokir perubahan yang
terkait
Kebutuhan sumber daya/rincian
Timeline
▪ 1 fasilitator untuk melaksanakan tiap workshop
▪ 1 hari untuk mensintesis hasil dan membuat
▪ 8 hari kerja untuk Coach1
laporan
– Menyiapkan focus groups dan survei
– Menjadwalkan focus groups
– Melaksanakan focus groups (1-2 per hari)
– Mensintesis hasil
SUMBER: Analisis tim
| 80
Diagnostics scope
GENERATION
ELECTRICITY FOR A BETTER LIFE
Technical systems
Management infrastructure
▪
▪
▪

▪
▪
Efficiency analysis
– Plant energy balance analysis
– PS/own use data
– Comparison of plant
performance vs design/
performance test result
Availability/ reliability analysis
– OEE analysis
– Map of outages/ derating
(Pareto Loss Output)
▫ Impact (in $ or duration)
▫ Causes
Root Cause analysis
– RCPS of main causes on
Efficiency and
Availability/Reliability analysis
Safety culture
– EMI survey result analysis
– Interviews
– Ground walk/ inventory check
Plant performance monitoring
effectiveness
– Interviews
– Tracking of operational data
KPI cascading and performance
tracking
– EMI survey result analysis
– Interviews and FGDs
▪
Rewards and consequences
– EMI survey result analysis
– Interviews and FGDs
▪
Visual management
– EMI survey result analysis
– Interviews and FGDs
– Ground walk
▪
Shift handover
– Interviews and FGDs
– Ground walk
▪
Meeting effectiveness
– Interviews and FGDs
– OME evaluation
– Unit meeting map
▪
Initiative management system
– Interviews and FGDs
Mindsets, capabilities and
leadership
▪
Management role modeling
– EMI survey result analysis
– Interviews and FGDs
▪
Management-frontline
communications
– EMI survey result analysis
– Interviews and FGDs
▪
Developing talents and skills
(training)
– EMI survey result analysis
– Interviews and FGDs
– HR data (training)
▪
Formal mechanisms (personal
evaluation)
– EMI survey result analysis
– Interviews and FGDs
– HR data (performance rating
distribution)
| 81
Ground walk
ELECTRICITY FOR A BETTER LIFE
Deskripsi
Key insights
▪ Walk around the unit and see how is VM, and shift
▪ Memahami bentuk VM yang ada dan proses shift
handover
handover process
Input
Output
▪ Memotret bentuk VM yang ada
▪ Wawancara dengan operator
(bisa digabung dengan FGD)
▪
Pemahaman frontline tentang VM
▪ Informasi proses shift handover
Kebutuhan sumber daya/rincian
Timeline
▪ 1 coach untuk VM
▪ Masing-masing 3 hari kerja
▪ Memotret VM 1 hari
▪ Wawancara frontline 1 hari
▪ 1 coach untuk shift handover process
▪ Melihat proses shift handover 2 hari
▪ Hasil analisa : 1 hari
SUMBER: Analisis tim
| 82
Diagnostics scope
GENERATION
ELECTRICITY FOR A BETTER LIFE
Technical systems
Management infrastructure
▪
▪
▪

▪
▪
Efficiency analysis
– Plant energy balance analysis
– PS/own use data
– Comparison of plant
performance vs design/
performance test result
Availability/ reliability analysis
– OEE analysis
– Map of outages/ derating
(Pareto Loss Output)
▫ Impact (in $ or duration)
▫ Causes
Root Cause analysis
– RCPS of main causes on
Efficiency and
Availability/Reliability analysis
Safety culture
– EMI survey result analysis
– Interviews
– Ground walk/ inventory check
Plant performance monitoring
effectiveness
– Interviews
– Tracking of operational data
KPI cascading and performance
tracking
– EMI survey result analysis
– Interviews and FGDs
▪
Rewards and consequences
– EMI survey result analysis
– Interviews and FGDs
▪
Visual management
– EMI survey result analysis
– Interviews and FGDs
– Ground walk
▪
Shift handover
– Interviews and FGDs
– Ground walk
▪
Meeting effectiveness
– Interviews and FGDs
– OME evaluation
– Unit meeting map
▪
Initiative management system
– Interviews and FGDs
Mindsets, capabilities and
leadership
▪
Management role modeling
– EMI survey result analysis
– Interviews and FGDs
▪
Management-frontline
communications
– EMI survey result analysis
– Interviews and FGDs
▪
Developing talents and skills
(training)
– EMI survey result analysis
– Interviews and FGDs
– HR data (training)
▪
Formal mechanisms (personal
evaluation)
– EMI survey result analysis
– Interviews and FGDs
– HR data (performance rating
distribution)
| 83
Meeting structure diagnostic
ELECTRICITY FOR A BETTER LIFE
▪
Description
Key insights
▪ Determine whether the flow of information is
▪ Understand whether meeting duplication occurs?
▪ Understand whether time is efficiently utilised
appropriate
Use interviews and information flow to determine
current meeting structure
Input
Output
▪ Organograms – from HR
▪ Information flow map
▪ Interviews – to understand meetings structure
▪ Understanding of meeting duplications
Resource requirements/details
Timeline
▪ 1 coach
▪ Use organograms with meetings structure to map
information flow
SOURCE: Team analysis
▪ 5 days for 1 coach
– Map meetings: 1 day
– Assess meetings: 2 days
– Analyse the results: 2 days
| 84
Meeting Map
ILLUSTRATIVE
ELECTRICITY FOR A BETTER LIFE
Frequency
Real time
Daily
Weekly
Corporate level
Monthly
Quarterly
Monthly
performance
review
Quarterly
scorecard
GM level
Level
Weekly
performance
review
Area manager
Daily
performance
review
Ast.manager
Supervisor/
frontline
Hourly boards
Monthly
scorecard
Weekly
scorecard
Team KPI
board
SOURCE: Team analysis
| 85
Operational Performance
Improvement (OPI)
Mindset, Capabilities & Leadership
Rangkuman Implementasi Proses OPI – Proses Diagnosa
ELECTRICITY FOR A BETTER LIFE
Diagnostic
2 weeks
1 week
1
Pre-diagnostics
Deliverables
Mendistribusikan
survei EMI
▪
▪
Membangun
awarness OPI
antara Coach
Sentral / Regional
dengan
manajemen
Manajemen pusat
dan manajemen unit
komitmen dengan
pelaksanaan OPI.
▪
Melakukan
identifikasi GAP di
sisi teknik dan non
teknik
▪
▪
▪
SOURCE: OPI
Preliminary
diagnostic
▪
Melaksanakan
interview dengan
manajemen unit.
Membangun
pemahaman awal ttg
OPI ke unit.
Meluncurkan EMI
survey
BUILD AWARENESS
Key
activities
2
Kickoff
▪
▪
▪
1-2 weeks
3
Melaksanakan
workshop “management conditioning”
Melakukan evaluasi
kondisi eksisting
kinerja unit
berdasarkan
parameter kinerja.
Evaluasi hasil EMI
survey,kaskading
KPI, Efektifitas rapat,
dan melaksanakan
FGD.
1-2 weeks
Intervention
design and
planning
4
Final diagnostic
▪
▪
▪
Melakukan daftar
prioritas ide
perbaikan secara
detil dan spesifik
Mencakup :
kinerja ekselen
unit dan
keterlibatan
frontline.
Generate
potential
initiatives and
prioritize them
▪
Collect relevant
data for baseline
setting (“as is”
condition)
▪
Conduct focus
groups and
interviews
Sosialisasi dilaksanakan terus-menerus
▪
▪
▪
8-10 weeks
5
Complete
infrastructure of
each initiatives
(owner and
leader, work plan,
future state, and
tracking
mechanism)
Create
infrastructure
of each
initiative
(resource
deployment,
tactical implementation plan
(TIP), future
state/to be
condition, and
tracking
mechanism)
Conduct
stage-gate 1,2
Implementation
▪
Completion of
agreed
initiatives
▪ Visible impact
(financial and
non-financial)
▪
Codified
learning
▪
Execute initiatives
▪
Monitor progress
and impact
▪
Up-skill line with
required
capabilities
▪
Codify learning
| 87
Diagnostics scope
GENERATION
ELECTRICITY FOR A BETTER LIFE
Technical systems
Management infrastructure
▪
▪
▪

▪
▪
Efficiency analysis
– Plant energy balance analysis
– PS/own use data
– Comparison of plant
performance vs design/
performance test result
Availability/ reliability analysis
– OEE analysis
– Map of outages/ derating
(Pareto Loss Output)
▫ Impact (in $ or duration)
▫ Causes
Root Cause analysis
– RCPS of main causes on
Efficiency and
Availability/Reliability analysis
Safety culture
– EMI survey result analysis
– Interviews
– Ground walk/ inventory check
Plant performance monitoring
effectiveness
– Interviews
– Tracking of operational data
KPI cascading and performance
tracking
– EMI survey result analysis
– Interviews and FGDs
▪
Rewards and consequences
– EMI survey result analysis
– Interviews and FGDs
▪
Visual management
– EMI survey result analysis
– Interviews and FGDs
– Ground walk
▪
Shift handover
– Interviews and FGDs
– Ground walk
▪
Meeting effectiveness
– Interviews and FGDs
– OME evaluation
– Unit meeting map
▪
Initiative management system
– Interviews and FGDs
Mindsets, capabilities and
leadership
▪
Management role modeling
– EMI survey result analysis
– Interviews and FGDs
▪
Management-frontline
communications
– EMI survey result analysis
– Interviews and FGDs
▪
Developing talents and skills
(training)
– EMI survey result analysis
– Interviews and FGDs
– HR data (training)
▪
Formal mechanisms (personal
evaluation)
– EMI survey result analysis
– Interviews and FGDs
– HR data (performance rating
distribution)
| 88
Survei Frontline (EMI Survey)
ELECTRICITY FOR A BETTER LIFE
▪
▪
Deskripsi
Key insights
▪ Survei singkat seputar tingkah laku dan
▪ Memahami isu/permasalahan terkait moral,
mindsets para karyawan
Digunakan khususnya bagi staf frontline dan
supervisor
▪ Memungkinkan plant untuk menetapkan
baseline dalam mengukur dampak di masa
depan
▪
tingkah laku dan behaviours dari sudut
pandang staf frontline dan supervisor
Memahami pendorong utama dari disiplin dan
keamanan
Input
Output
▪ Respon/tanggapan terhadap survei dari
▪ Pandangan kuantitatif terhadap
kelompok perwakilan karyawan (15+)
Biasanya dilakukan dalam kaitannya dengan
focus group (10 menit pertama dari focus
group); atau dapat juga dilakukan ketika mass
brief
isu/permasalahan utama di frontline level
▪ Memantau hasil dari inisiatif-inisiatif yang
difokuskan selama beberapa waktu tertentu
(gunakan survei berulang repeated surveys)
Kebutuhan sumber daya/rincian
Timeline
▪ 1 fasilitator untuk melaksanakan tiap survei
▪ 2 hari selama kurun waktu 5 minggu
▪
(~20 menit)
1 hari untuk analisis akhir dan pelaporan
SUMBER: Analisis tim
▪
(disertakan dalam focus groups)
▪ Dilakukan oleh Coach1
Menindaklanjuti survei secara berkala (setiap
bulan) untuk memantau evolusi hasil
| 89
Diagnostics scope
GENERATION
ELECTRICITY FOR A BETTER LIFE
Technical systems
Management infrastructure
▪
▪
▪

▪
▪
Efficiency analysis
– Plant energy balance analysis
– PS/own use data
– Comparison of plant
performance vs design/
performance test result
Availability/ reliability analysis
– OEE analysis
– Map of outages/ derating
(Pareto Loss Output)
▫ Impact (in $ or duration)
▫ Causes
Root Cause analysis
– RCPS of main causes on
Efficiency and
Availability/Reliability analysis
Safety culture
– EMI survey result analysis
– Interviews
– Ground walk/ inventory check
Plant performance monitoring
effectiveness
– Interviews
– Tracking of operational data
KPI cascading and performance
tracking
– EMI survey result analysis
– Interviews and FGDs
▪
Rewards and consequences
– EMI survey result analysis
– Interviews and FGDs
▪
Visual management
– EMI survey result analysis
– Interviews and FGDs
– Ground walk
▪
Shift handover
– Interviews and FGDs
– Ground walk
▪
Meeting effectiveness
– Interviews and FGDs
– OME evaluation
– Unit meeting map
▪
Initiative management system
– Interviews and FGDs
Mindsets, capabilities and
leadership
▪
Management role modeling
– EMI survey result analysis
– Interviews and FGDs
▪
Management-frontline
communications
– EMI survey result analysis
– Interviews and FGDs
▪
Developing talents and skills
(training)
– EMI survey result analysis
– Interviews and FGDs
– HR data (training)
▪
Formal mechanisms (personal
evaluation)
– EMI survey result analysis
– Interviews and FGDs
– HR data (performance rating
distribution)
| 90
Deep structured interviews (DSI)
ELECTRICITY FOR A BETTER LIFE
Deskripsi
Key insight
▪ Wawancara berbasis opini (rahasia) dengan
▪
▪
▪ Memahami isu/permasalahan utama yang dihadapi
karyawan senior untuk memahami lebih jauh
tentang isu-isu organisasional
Akan dilaksanakan dengan cross-section dari
senior & middle management + supervisors
Membutuhkan Coach eksternal untuk wawancara
organisasi dari sudut pandang senior & middle
management
Input
Output
▪ Wawancara one-on-one (rahasia) dengan cross-
▪
section dari senior & middle management team
Berfokus pada topik-topik utama seputar
‘kesehatan’ organisasi, termasuk capability building,
kinerja, perubahan, dan leadership
Kebutuhan sumber daya/rincian
▪ Untuk setiap wawancara: 1 pewawancara,
▪
▪
▪
mungkin ada orang kedua untuk mencatat
Pewawancara harus dilatih untuk teknik DSI
2-3 jam per wawancara
Total ~20 orang yang diwawancarai (senior team
plus ~5 middle managers dan ~5 supervisors)
SUMBER: Analisis tim
▪ Tema-tema kunci organisasi yang sehat, hasil
▪
sintesis dari berbagai wawancara
Indikasi akan fasilitator dan penghambat perubahan
organisasi berdasarkan pada influence model
Timeline
▪ 17 hari selama kurun waktu 4 minggu untuk
Coach1 + dukungan – Coach2
– Menyiapkan pertanyaan untuk wawancara
– Menjadwalkan wawancara
– Melakukan wawancara (2 per hari)
– Mensintesis hasil-hasil yang diperoleh ke
dalam tema-tema
| 91
Diagnostics scope
GENERATION
ELECTRICITY FOR A BETTER LIFE
Technical systems
Management infrastructure
▪
▪
▪

▪
▪
Efficiency analysis
– Plant energy balance analysis
– PS/own use data
– Comparison of plant
performance vs design/
performance test result
Availability/ reliability analysis
– OEE analysis
– Map of outages/ derating
(Pareto Loss Output)
▫ Impact (in $ or duration)
▫ Causes
Root Cause analysis
– RCPS of main causes on
Efficiency and
Availability/Reliability analysis
Safety culture
– EMI survey result analysis
– Interviews
– Ground walk/ inventory check
Plant performance monitoring
effectiveness
– Interviews
– Tracking of operational data
KPI cascading and performance
tracking
– EMI survey result analysis
– Interviews and FGDs
▪
Rewards and consequences
– EMI survey result analysis
– Interviews and FGDs
▪
Visual management
– EMI survey result analysis
– Interviews and FGDs
– Ground walk
▪
Shift handover
– Interviews and FGDs
– Ground walk
▪
Meeting effectiveness
– Interviews and FGDs
– OME evaluation
– Unit meeting map
▪
Initiative management system
– Interviews and FGDs
Mindsets, capabilities and
leadership
▪
Management role modeling
– EMI survey result analysis
– Interviews and FGDs
▪
Management-frontline
communications
– EMI survey result analysis
– Interviews and FGDs
▪
Developing talents and skills
(training)
– EMI survey result analysis
– Interviews and FGDs
– HR data (training)
▪
Formal mechanisms (personal
evaluation)
– EMI survey result analysis
– Interviews and FGDs
– HR data (performance rating
distribution)
| 92
Focus Groups Discusion
ELECTRICITY FOR A BETTER LIFE
▪
▪
Deskripsi
Key insights
▪ Workshop 3-jam dengan sekelompok kecil
▪ Tema utama yang merepresentasikan
karyawan (12-15), menggali pandangan
mereka mengenai budaya dan moral
perusahaan
Pandangan digali menggunakan media grafis,
biaanya kolase
Dilakukan dengan staf frontline dan supervisor
pandangan frontline dan manajemen yang lebih
rendah terkait kondisi organisasi
▪ Temuan/wawasan yang berfokus pada
pembelajaran spesifik mengenai keamanan
dan disiplin
Input
Output
▪ Workshops dengan 12-15 karyawan; respon
▪ Tema utama, sebagai hasil sintesis dari diskusi
karyawan terhadap workshop, antara lain:
– Kolase yang menggambarkan kondisi
perusahaan saat ini dan kondisi ideal di
masa mendatang
– Flip chart yang berisi catatan diskusi yang
berlangsung selama workshop
▪
workshop dan kolase
Perubahan utama untuk mencapai kondisi ideal
di masa depan, dan pemblokir perubahan yang
terkait
Kebutuhan sumber daya/rincian
Timeline
▪ 1 fasilitator untuk melaksanakan tiap workshop
▪ 1 hari untuk mensintesis hasil dan membuat
▪ 8 hari selama kurun waktu 5 minggu untuk
laporan
SUMBER: Analisis tim
Coach1
– Menyiapkan focus groups dan survei
– Menjadwalkan focus groups
– Melaksanakan focus groups (1-2 per hari)
– Mensintesis hasil
| 93
Diagnostics scope
ALL STREAM
ELECTRICITY FOR A BETTER LIFE
Technical systems
Management infrastructure
▪
▪
▪

▪
▪
Efficiency analysis
– Plant energy balance analysis
– PS/own use data
– Comparison of plant
performance vs design/
performance test result
Availability/ reliability analysis
– OEE analysis
– Map of outages/ derating
(Pareto Loss Output)
▫ Impact (in $ or duration)
▫ Causes
Root Cause analysis
– RCPS of main causes on
Efficiency and
Availability/Reliability analysis
Safety culture
– EMI survey result analysis
– Interviews
– Ground walk/ inventory check
Plant performance monitoring
effectiveness
– Interviews
– Tracking of operational data
KPI cascading and performance
tracking
– EMI survey result analysis
– Interviews and FGDs
▪
Rewards and consequences
– EMI survey result analysis
– Interviews and FGDs
▪
Visual management
– EMI survey result analysis
– Interviews and FGDs
– Ground walk
▪
Shift handover
– Interviews and FGDs
– Ground walk
▪
Meeting effectiveness
– Interviews and FGDs
– OME evaluation
– Unit meeting map
▪
Initiative management system
– Interviews and FGDs
Mindsets, capabilities and
leadership
▪
Management role modeling
– EMI survey result analysis
– Interviews and FGDs
▪
Management-frontline
communications
– EMI survey result analysis
– Interviews and FGDs
▪
Developing talents and skills
(training)
– EMI survey result analysis
– Interviews and FGDs
– HR data (training)
▪
Formal mechanisms (personal
evaluation)
– EMI survey result analysis
– Interviews and FGDs
– HR data (performance rating
distribution)
| 94
Diagnostik training
ELECTRICITY FOR A BETTER LIFE
Deskripsi
▪
Key insights
▪ Menentukan kesenjangan dalam hal pemenuhan
Sebuah diagnostik terhadap program training yang
ada saat ini untuk menilai kepatuhan/pemenuhan
dan kehadiran terhadap modul-modul training pada
berbagai level
▪ Menilai kepatuhan terhadap IDP
Menganggap bahwa program training sudah benar,
penilaian terhadap pemenuhan program training
dan penyelesaian modul-modul
▪
program training dan development yang ada saat
ini untuk seluruh operasi dan staf maintenance
▪ Menentukan apakah program training dan
development benar-benar diikuti
Input
▪
▪
Output
Wawancara dengan para manajer di operations,
maintenance dan staf SDM untuk menentukan
program training dan kesenjangan yang ada saat
ini
Checklist mengenai pemenuhan program training
karyawan (yaitu karyawan telah mengikuti program
yang diharuskan) dan kepatuhan terhadap IDP
Sebuah pemahaman mengenai kebutuhan training
dan pemenuhan kebutuhan tersebut
▪ Sebuah pemahaman keberhasilan dalam
mengembangkan SDM sesuai dengan IDP-nya
masing-masing
Kebutuhan sumber daya/rincian
Timeline
▪ 1 change agent – full time
▪ 7 hari selama kurun waktu 2 minggu untuk Coach2
– Menyetujui seperangkat modul training untuk
– Melakukan analisis mengenai database SDM
–
▪
untuk memahami turnover dan profil usia
Melakukan wawancara untuk memahami faktor
pendorong dan mengidentifikasi posisi
/lowongan kritikal
SUMBER: Analisis tim
–
tiap operations & and maintenance team
Melakukan penilaian high-level terhadap
pemenuhan program training
| 95
Diagnostics scope
GENERATION
ELECTRICITY FOR A BETTER LIFE
Technical systems
Management infrastructure
▪
▪
▪

▪
▪
Efficiency analysis
– Plant energy balance analysis
– PS/own use data
– Comparison of plant
performance vs design/
performance test result
Availability/ reliability analysis
– OEE analysis
– Map of outages/ derating
(Pareto Loss Output)
▫ Impact (in $ or duration)
▫ Causes
Root Cause analysis
– RCPS of main causes on
Efficiency and
Availability/Reliability analysis
Safety culture
– EMI survey result analysis
– Interviews
– Ground walk/ inventory check
Plant performance monitoring
effectiveness
– Interviews
– Tracking of operational data
KPI cascading and performance
tracking
– EMI survey result analysis
– Interviews and FGDs
▪
Rewards and consequences
– EMI survey result analysis
– Interviews and FGDs
▪
Visual management
– EMI survey result analysis
– Interviews and FGDs
– Ground walk
▪
Shift handover
– Interviews and FGDs
– Ground walk
▪
Meeting effectiveness
– Interviews and FGDs
– OME evaluation
– Unit meeting map
▪
Initiative management system
– Interviews and FGDs
Mindsets, capabilities and
leadership
▪
Management role modeling
– EMI survey result analysis
– Interviews and FGDs
▪
Management-frontline
communications
– EMI survey result analysis
– Interviews and FGDs
▪
Developing talents and skills
(training)
– EMI survey result analysis
– Interviews and FGDs
– HR data (training)
▪
Formal mechanisms (personal
evaluation)
– EMI survey result analysis
– Interviews and FGDs
– HR data (performance rating
distribution)
| 96
Analisa Data (Pipeline Review)
ELECTRICITY FOR A BETTER LIFE
Deskripsi
Key insights
▪ Analisis berbasis data mengenai pergerakan
▪
▪
personil untuk memahami area permasalahan
potensial
Prioritisisasi dari sebagian area berdasarkan
analisis usia dan tingkat kepentingan
Pendalaman akan posisi-posisi tertentu untuk
memahami rencana suksesi dan kesenjangan
yang ada
▪ Memahami ketersediaan SDM untuk posisi-posisi
▪
Input
▪
▪
Output
Database SDM
– Sejarah pengurangan tenaga kerja
– Perpindahan personil
– Rekrutmen
– Demografi personil saat ini
Wawancara karyawan
Kebutuhan sumber daya/rincian
▪ 1 change agent – full time
– Melakukan analisis mengenai database SDM
–
penting di masa depan
Membuat daftar posisi-posisi kritikal yang masih
belum terisi dan memahami apakah hal ini dapat
diselesaikan secara internal atau tidak
untuk memahami turnover dan profil usia
Melakukan wawancara untuk memahami faktor
pendorong dan mengidentifikasi posisi
/lowongan kritikal
SUMBER: Analisis tim
▪
▪
Potret dari ketersediaan dan permintaan/kebutuhan
personil untuk berbagai posisi dan level di dalam
organisasi
Pemahaman secara detil mengenai lowongan/posisi
kritikal untuk saat ini dan masa depan
Timeline
▪ 2 minggu penuh untuk Coach2
– 4 hari untuk menyelesaikan semua analisis
– 4 hari untuk melakukan wawancara
– 2 hari untuk mensintesis hasil
| 97
ELECTRICITY FOR A BETTER LIFE
Terima kasih
| 98