MAXIMIZING PLANT OPERATIONAL EFFICIENCY AND
RELIABILITY THROUGH OPERATION AND MAINTENANCE STAFF
DEVELOPMENT
Christa Sober and Gerald Burke
Introduction
The Global demand for cost competitive, reliable and clean electrical power has created
intense competition among the various public utilities, government utilities and independent
power producers. Consequently the commercial success of an organization depends largely
on the operational efficiency and availability of the power station. A first class operation and
maintenance (O&M) staff is the key element for superior efficiency and availability of a
power plant.
The selection of an O&M staff is a time consuming and expensive process, often times
resulting in bringing together the most experienced and talented personnel and other times
selecting less experienced personnel with high potential. The time and money invested in this
selection process can be wasted if the training process is neglected. Therefore a
comprehensive training program needs to be developed and implemented.
A solid Comprehensive Training Program has three integral phases including everything from
development to implementation. Phase one is the establishment of the skill and knowledge
standard for all positions at the plant. To establish the skill and knowledge standard a formal
Job Task Analysis (JTA) will be put into action. Phase two is the development of the
qualification card. The qualification card acts as a blueprint for the training program. Phase
three is the implementation of the Comprehensive Training Program by use of the
qualification card.
This process has been implemented and proven effective by the Siemens Westinghouse
Training and Operations Support Group at a new combined cycle plant located in Southern
Brazil. With a growing number of plants in South America and a limited pool of experienced
operators the implementation of the Comprehensive Training Program is vital to a plants
success.
Phase One—Skill and Knowledge Standard
The first and most crucial step in the application of the Comprehensive Training Program is
the accurate determination of the minimum knowledge and skill levels trainees must attain to
perform their jobs safely and effectively. These requirements are determined through a
formal Job Task Analysis (JTA)1
Once the skill and knowledge (S&K) requirements are determined it will become the
qualification standard of the Comprehensive Training Program. This standard is the blueprint
for a structured qualification card that will be used to record individual progress through the
Comprehensive Training Program.
This qualification standard defines in detail the minimum information necessary for
completion of specific system knowledge requirements and the minimum standards of
performance for demonstrated operational skills. This phase is typically completed by a
Siemens Westinghouse Instructor and the customer appointed plant representative.
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Phase Two—Qualification Card
After the Instructor has all of the necessary information from phase one the qualification
standard is then turned into a qualification card. This card is backbone for the implementation
(phase 3) of the Comprehensive Training Program. The qualification card will include a list
of all skill and knowledge requirements established in phase one as well as the signature of
the Instructor and hours of operation for the application of what has been learned throughout
the Comprehensive Training Program. By signing off and dating each item specified on the
qualification card the instructor acknowledges the successful completion of the skill and
knowledge requirements.
The qualification card can also be used as a tool in the staff placement decision making
process. This can be used to evaluate if the personnel is currently in a position that matches
their proficiencies. It will also provide insight as to any weaknesses that a trainee might have
and allow for an effective means of tracking the trainees overall training program.
Phase Three—Implementation
Having determined the minimum acceptable S&K standards the Comprehensive Training
Program requires that it be carefully and methodically implemented.
It is essential to the effective application that the instructor be knowledgeable in instructional
techniques for adult learners. Additionally these individuals should have the highest level of
knowledge in the plant specific operational requirements.
The implementation phase will include everything developed in phase one with some
additions. A few of the key ingredients are classroom instruction, hands on applications,
operational experience and so on.
During the Classroom Instruction portion of the training program the trainees attend classes
covering various facets of the thermal cycle power generation technology. The topical areas
have specific learning objectives based on the skill and knowledge requirements set forth in
the qualification standard.
There will be preliminary classes as well as more advanced classes. The preliminary courses
are general in nature to ensure all trainees, regardless of experience level, are exposed to the
same fundamentals of power plant operational theory. The advanced classes will include
familiarization with operations of the various major components in the power plant.
Daily classroom lectures are supplemented by instructor guided tours during which the
trainees become acquainted with the locations and physical descriptions of components by
locating components and system interconnections while utilizing their Piping and
Instrumentation Diagrams.
The trainees are exposed to the qualification standard and card and will be their individual
training program based on the qualification standard developed. Each individual requirement
has a signature line to indicate the completion of the requirement. The trainees study a
particular system or procedure with respect to the qualification standard guidelines.
Upon successful completion of the system checkout the designated instructor signs off the
item completed on the qualification card. This process affords the trainer the opportunity to
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evaluate the knowledge retention of the trainees and determine areas that may require more
instruction.
Also during this portion, the trainees are held to a weekly schedule of completed items so as
to set the minimum standard for timely completion of the required knowledge requirements.
This will allow for individual progress to be tracked and any problems identified immediately.
Under the supervision of the instructor the trainees will perform a task for the first time.
Often times this portion will coincide with the signoffs but occasionally will require a
separate session. On the Job Training (OJT) and hands-on operations training will commence
which further reinforces the knowledge gained thus far.
The trainees participate in the initial plant testing and commissioning as operators (under
instruction). Under the supervision of the startup group and designated training personnel, the
trainees will perform tasks such as data taking, valve and switch lineups and system
completion walkdowns to identify problems. This affords the trainees the opportunity to
observe real system operating parameters, develop operational awareness and perform some
practical hands-on skill requirements delineated in the qualification standard.
As the various practical factors are performed and signed off and the trainees move closer to
completion of their qualification cards they gain more practical experience in operating the
plant systems.
Upon completion of this final phase of the process, the prospective operator will have
demonstrated his/her ability, knowledge and skills to safely and efficiently operate the plant.
Theory to Practice in South America
Recently this Systematic Approach to Training was implemented by the Siemens
Westinghouse Training and Operations Support Group at a new combined cycle plant in
southern Brazil.
The power station is a combined cycle facility located in Brazil and is a state-owned power
company. The plant is equipped with Siemens-Westinghouse 501FD gas turbine units
controlled by a TXP control system.
Candidates for the O&M staff were solicited from among the employees currently in the
power generation industry. During the selection process the O&M management discovered
an interesting fact: A majority of the candidates have little to no experience with thermal
cycle power generation technology.
Since more than 80% of the generation capacity in the state originates from hydroelectric
facilities, the majority of the operational experience of the candidates was based in this
technology. As a result, the available pool of experienced personnel had little or no exposure
to thermal cycle power generation technology. In fact, of the 30 candidates, only 2
individuals had limited experience at small coal fired peaking units.
An ambitious construction and commissioning time line further complicated this situation.
Consequently, the O&M management team opted to utilize this systematic approach to
training to prepare their staff in advance of the rapidly approaching commercial operations
date.
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Over the course of 6 months, 30 individuals participated in the training program, which
culminated in the qualification of 10 control room operations, 10 auxiliary plant operators,
and 6 maintenance technicians. Additionally, 4 trainees were provisionally qualified to
operate a gas-conditioning complex that was an add-on to the original power station design.
The O&M group assumed operational control of the facility approximately 3 weeks ahead of
the September 2002 commercial operations date and completed the remainder of the plant
acceptance testing the following month.
This particular scenario gives rise to several questions facing the global power generation
sector in the near future:
•
•
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What are the projected personnel needs for the planned new construction power
projects?
What are the available sources from which these personnel needs will be met?
How best to develop those human resources to achieve the desired levels of
competence among the next generation O&M staff?
The relevance of this situation becomes clear when we consider the projected increase in
modern technology based generating capacity in the following countries in the Latin
American market through the year 2015.
Sustained economic growth demands productivity, which requires inexpensive and reliable
electrical power. The questions posed previously beg immediate consideration by future
O&M managers and plant owners. The answers to these questions may have a significant
impact on the economic growth of many countries in the next decade.
© Siemens AG 2004. All rights reserved.
REFERENCE BIBLIOGRAPHY
1)
“Adult Learning Methods” – M. Galbrath, “Planning Programs for Adult
Learners” –R. Caffarella
© Siemens AG 2004. All rights reserved.