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Maintenance Planning

 BY
 Meenakshi Bala Verma
 AGM-MTP, Korba
Maintenance Philosophy
Objective of Maintenance Management

Any maintenance management system is developed with

three major objectives:
1. To maximise the system availability.
2. To minimise the maintenance cost through optimisation of
resources utilisation
3. To provide safe working conditions for man , machine and
environment.
Types Of Maintenance

Preventive Maintenance
 Short Term (Equipment level PM Jobs)
 Long Term (Unit Overhauling)
Predictive Maintenance
Breakdown Maintenance
Shutdown Maintenance
Preventive Maintenance

Preventive Maintenance is always time based. This type of

maintenance as it name denotes is being done to prevent
equipment failure.
Preventive Maintenance can be classified as two type:
 Equipment level PM
 Unit Level PM (Overhauling)
Preventive Maintenance

 It is carried out on each of the sub-assemblies of the unit in turn and

comprises of repetitive jobs like lubrication, changing of fast wearing parts
etc.
 Preventive maintenance is a process of eliminating emergency repairs.
 It involves thorough inspection of plant items, which may or may not directly
affect plant output. The time of such inspection is judged by analyzing the
plant history records.
 The advantages of such analysis are:
 It allows for systematic planning of maintenance works; and
 It eliminates the operating loss by reducing machine idle hours.
Basic Requirement Of Preventive Maint Policy

 A Programme of maintenance activity for Plant and Equipment.

 A method of ensuring that the programme is fulfilled.
 A method of recovering and assessing results
Overhauling

 There are three types of overhauling:

Boiler Overhaul
LP turbine, Generator and Boiler
overhaul
Capital Overhaul- HP, IP, LP, Gen and boiler
overhaul
Predictive Maintenance

 Predictive maintenance is being done based on the condition of

equipment. Condition of the equipment can be assessed by using various
condition monitoring techniques.
 Vibration measurement & analysis
 Infra Red thermograph analysis
 Lube oil analysis
 Noise monitoring.
 Temperature Measurement
 Breakdown Maintenance

 BD maintenance is being done on equipment failure. It is based on

operate to failure strategy of maintenance.
Types Of Breakdown

 E priority (immediate action required)

 A priority (to be attended within three days)
 B priority (to be attended within seven days)
 C priority (to be attended during unit shutdown)
Shutdown Maintenance

Some breakdown jobs could not be attended while the unit is

running. Shutdown is required for these jobs. These jobs are
attended whenever shutdown of unit occurs or during the next
overhauling. This type of maintenance is called shutdown
maintenance.
SD maintenance is being done on those equipments which can be
maintained only during the unit shut down. (C priority breakdown
jobs)
Shut Down List

In the maintenance Management Syetem the WOC is Raised

as a priority C. whenever a shut down occurs according to
the shutdown duration list of shutdown jobs is extracted and
jobs are attended.
Types of Maintenance
Planning
Short Term Planning

Long Term Planning

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Short Term Planning

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Short Term planning-
• Co-ordinate with maintenance sections and apprise them about the plant
reports, proposed shut down if any, cooling, drains or the constraints that might
delay the availability of permits to start maintenance work.
• Liaison with operation for the planning of defects rectification and apprise them
about maintenance work and delays if any.
• Maintain and improve co-ordination between plant operation and maintenance.
• Plant inspection programme and progress.
• To draw committed work programme for all section of maintenance department
inclusive of lubrication, preventive maintenance schedule and planned outages.
• To receive, monitor and integrate work-order cards in accordance with station
administration and to ensure that defects which require long term planning are
correctly routed to the long term office after diagnostic appraisal.
• To maintain on-going lists of priority work and to ensure that short term plant
overhaul programme are prepared and issued as required.
• Liaison jobs with operation for P.T.W.

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Long Term Planning

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 Generation &
Outage Planning

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Overhauling Philosophy
• The proposed overhaul management concept is aimed to achieve
the following:
• To reduce overhaul duration.
• To reduce duplication of engineering efforts.
• To improve definition of work content.
• To improve availability of spares and materials.
• To improve quality and inspection of maintenance jobs.
• To improve monitoring and reporting of overhaul progress.
• To improve the re-commissioning interface.
• To provide a record of work carried out.
• To minimize isolation restrictions.

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 Overhauling Rolling Plan

• To plan for overhauling 8 years rolling plan & annual outage plan is prepared
which is made on the basis of various factors such as OEM recommendations,
condition monitoring, running hours, statuary conditions etc.

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8 Years Rolling Plan
• These plans will be developed on the basis of followings:
• Expected generation of individual units of the station
• Total expected generation of the station committed to regional grid.
• Unit merit rating based on heat rate and economics of generation.
• Feed back on wear and tear of plant and equipment.
• Feed back on plant incipient problems, expected action for correction and revival in
performance/efficiency as its result.
• Financial scheme for justification of heavy expenditure with better plant availability and
efficiency.
• Plant engineering status report.
• Resource availability.
• Fuel cost.
• Generation cost.
• Capital investment.
• Revenue budget.
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Overhauling Time & Outage Period
The selection of time of overhauls though
dependent on several factors, is the best when grid
demand is minimum or can be supplemented by
other sources such as hydro plants.

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Overhauling Time & Outage Period
• The various factors influencing the selection of time areas
follows:
a. Station generation plan and its commitment to grid.
b. Actual grid demand and peaking requirements.
c. Plant condition.
d. Unit merit rating.
e. Resource availability.
f. Low outage cost

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Outage Duration
• The outage duration shall be deemed from the day
unit goes off load for the overhaul till it is
resynchronized. The duration of overhaul shall be
governed by the following factors:
• Work quantum.
• Working pattern.
• Resources availability.

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Quantity of Work
The clear details & accuracy of assessment of the work quantum anticipated to be
taken up during the outage is essential to avoid last stage additions leading to
shortages or non-availability of resources thereby stretching the outage duration.

Working Culture
The outage duration shall be fixed on the basis of execution of work whether on all
the week days including Sundays/Holidays or not, and daily working hours.

Resource Availability
On the basis of anticipated work load an accurate & detailed projection of
requirement of resources, manpower & skill, spares & material, tools & plants etc.
should be made and steps taken to ensure their timely availability

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Quantity Of Work
• SCOPE OF WORK
In order to contain the duration of overhaul, it is essential to anticipate each
and every work desired to be undertaken during the overhaul with clarity. These
jobs should be enlisted on the basis of following:
• Standard work required for statutory inspection
• Jobs pending for want of unit shut down.
• Jobs arising as a result of system modifications for plant betterment and safety
requirement.
• Jobs proposed to be taken up on the basis or monitoring of equipment
behaviour.

The entire unit has to be divided into sub-areas for the purpose of defining the
area of responsibility and each job should be clearly enlisted in consultation
with the concerned area in-charge and any last minute additions should be
avoided.
Engg dec
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 Working Culture
• The requirement of work force and duration of outage shall also depend
upon the number of working available for overhaul on each day. Thus a
decision regarding continuation of maintenance activities for number of
working hours on each working day should be taken and communicated
to all concerned. The intimation has to be given to the external agencies
also to be agreed upon by them to ensure its effective implementation.

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Resource Availability
• Once the time of overhaul is determined and quantum of work to be executed as well as
working pattern is decided the analysis of resource requirement, its availability and
optimum utilization is of prime importance
• HUMAN RESOURCES - The job to be done departmentally and through external agencies are classified
based on the availability of manpower. The assessment of requirement of manpower in quantity and
quality is essential for different types of work Planned.
The movement of working crew from one job/equipment to another is also planned.

• SPARES & MATERIAL RESOURCES - On the basis of repair and maintenance jobs planned the
assessment of spare parts, consumables & materials, etc. is done. Their availability at station is
checked and for the short fall procurement action is initiated to ensure timely availability.

• TOOLS & PLANTS - The requirement of general & special tools, machines, e.g. cranes, material
handling & transportation, welding generators, compressor etc. as decided to be required and/or
supplied to external agencies is established and their availability in working condition should be
assured during the period of overhaul.

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Resource Availability
• ALLIED SERVICE FACILITIES The station should assess the requirement of other facilities such
as fabrication, manufacturing & workshop, radiography & stress relieving, photography etc.
during overhaul. In house or external agencies as necessary should be tied up for the same.

• GENERAL AMENITIES The station should assess the requirement of general amenities to large
work force engaged during overhauls such as accommodation & kitchen, toilet, crèches,
drinking water, tea, dispensary & medical facilities, stores & office cubicals for contractors etc.
and make suitable provisions for the same.

• SYSTEM SUPPORT The success of any planning activity shall depend on the faith, association
& cooperation and the effective coordination among different groups/departments. Each
individual has to work individually as well as jointly with dedication to achieve the objective.
Planning is a continuous process and should not be considered absolute. Initial failures should
not be demoralizing and efforts to combat their recurrence should be termed as innovation.
Lack of appreciation at initial stages should not discourage and deviate the institution of
planning towards short term gains, instead taken as a challenge.

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Inputs required for good outage planning
• Detailed and defined work activities.
• Standard work hour pattern and job duration
• Overall time for outage.
• Type of crafts men and skill required, their availability and productivity.
• Requirement of spares & consumables, tools & plants etc., their source of
availability.
• Mobilisation of resources within given time.
• Progress monitoring of work.
• Quality checks.
• Feed back system
• Budgets (Finance availability)

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Planning Procedure

1. Formation of outage committee

2. Finalising scope of work
3. Preparation of GANTT CHART & PERT CHART
4. Finalising the materials requirement as per scope of work. (OPI –
Overhauling preparedness Index)

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OPI – Overhauling Preparedness INdex

Concept of OPI is based on the concept of starting doing

preparations for any overhauling job before 24 months of planned
date.

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OPI - Procedure

• OPI STATES THAT THE PLANNING FOR ANY OVERHAUL STARTS BEFORE 24
MONTHS OF DATE OF OVERHAULING.
• IT INCLUDES FOLLOWING EXERCISE TO BE CARRIED OUT:

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Formation of Outage Committee
Engineering Declaration Preparation
Outage period & duration: Justfication of outage duration
Identification of equipments & scope of work for Overhaul. Standard Scope of work
Plant Betterment Action Plan (AI/RI/EI/TO/LF) Examples
-BTL reduction plan
-APH efficiency revival plan
-Turbine efficiency plan
-Obsolescence (R&M for DAS)
Defects/Shutdown/Pending PM Jobs included in Scope
Incorporation of recommendations/comments of /COS/RHQ-OS
Resource Analysis
-Spares & material identification
-Contracts identification
-Procurement/Award Plan
Esimated budget Requirement
PERT & Bar Charts
QCP readiness
Isolation Plan readiness
Re-commissioning Check sheets (RCS) readiness
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Outage Committee
• Head of maintenance will act as Outage Manager. MTP Head
with its Long term Planning (LTP) group will assist him/her
exclusively for the outage management process. The new
structure of MTP is shown in next page. Outage Manager &
outage committee members should be exclusively involved from
planning for execution & up to completion of overhaul activities.
Outage manager along with outage committee members one each
from BMD, TMD, EMD, C&I, Operation, EEMG, MTP,
SSC/Finance, SSC/C&M, FQA & Safety & any other person
deemed relevant would form an Outage Committee

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 Functions Of Outage Manager
• He/She would be responsible for planning of Overhaul of all the units at station in totality and will be
the focal point i.e., from proposal stage (Engg. Decl. preparation) to the successful completion of
Overhaul including uploading daily OH reports at station intranet MTP OH folder and a copy to CC
(OS).
• He/She will plan O/H of the units and prepare PERT Network/Activity Bar Chart in association/
involvement with LTP group. Just before start of OH, various overhauling management teams (Quality
management team, Material management team, Housekeeping and scrap removal committee, Material
and contractors’ gate-pass management committee, Accommodation management team and Re-
commissioning team) are to be formed.
• Engineering Declaration R0, after approval of site management, is to be created in SAP and would be
submitted to RHQ-OS/COS by the outage manager.
• He/She will co-ordinate with concerned maintenance departments including SSC/C&M for identification
of required spares, consumables, T&Ps, Contracts etc. and their procurement/award so that all the
resources are in position at least 3 months before the start of overhaul and pre overhaul checklists are
filled by respective sections. Protocols /Quality check to be prepared before start of overhaul & must
be completed before unit light up.
• He/Shewould co-ordinate / review the OPI review Meeting. Area Maintenance Engineers would
continue to raise material indents and contract proposals.
• Protocols /Quality check to be prepared before start of overhaul & must be completed before unit light
up.

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 Functions Of Outage Manager
• Preparation and Revision of Engineering Declaration in co-ordination
with other departments. Concerned departments will provide the required
inputs to outage manager through their nominated outage committee
members
• O/H Execution would be carried out by area maintenance executives.
However, outagecommittee members would co-ordinate with various
departments such as Maintenance, Quality, Safety, etc for timely
execution of O/H
• Outage Preparation Index (OPI) would be filled up by outage
committeeOutage committee would generate Exception Report for Site
GM and O&M Head and would continue to co-ordinate with ROS and
COS
• Outage Manager / committee would bring out O/H Completion Report
and Executive Summary of O/H including learning’s in co-ordination with
all concerned departments
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Finalising Scope Of Work

• Preparation of engg declaration:

• Before 24 month
• 1st modification before 18 month
• 2nd modification before 12 months
• 3rd modification before 06 months

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OPI Benefits

• Since engg declaration is prepared 24 months in advance, scope of

work for the overhauling is fixed. With this maintenance person can
plan for the material required for the overhauling.
• Since material and contracts review is being done through OPI track
could be kept on purchase requistion & Contract Proposal.
• All the quality check list and recomm check list will be prepared in
advance.
• In all the overhauling could be planned systematically covering all the
aspects of preparation

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Overhauling Planning
Procedures & Practices

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 Pre Shut Down Planning (OPI)
• Pre-shut —down planning essentially begins from the time unit is synchronized.
• The initial information and behaviour of the base line data of plant and equipment
form the basis of work plan to be undertaken in future.
• Similarly data obtained during the previous overhaul will provide sufficient feed back
to structure the realistic plan and will help to access the actual quantum of work.
• A brief history of unit shall be maintained for reference in the Unit History Record
Sheet.
• The details may be recorded and updated from O.R.T. reports, monthly performance
reports, annual NTPC report, and special investigation reports. With all the available
information, quantum of work to be taken up during overhauls is assessed. Since
work list forms the basis for analysis and planning of resources, its accurate
assessment is of utmost importance.

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Outage Progress
• Close monitoring of outage related activities is must to ensure quality
overhauling in stipulated time duration.
• Following are the tools to monitor the overhauling activities:
• Preparation of gantt chart
• Daily outage meeting
• preparation of flash report
• Preparation of PTW report
• Preparation of recommissioning program

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Post Outage Activities

• Learning From Overhauling

• Overhauling highlights
• Overhauling report

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PTW System
Safety at work is ensured through
1. Formal communications
2. Data consistency (same data is available for viewing at all hierarchy levels)
3. Approval and status control
4. Compliance with safety standards from regulatory agencies.
Verification carried-out through
1. Change documents (what change, done by whom, what time etc.)
2. Time stamp for all changes
What Is PTW ?

PTW means permit to work.

A permit to work is a printed form and issued to employees
before they may work on specified items of plant. The
objective of this practice is to make it safe for employee to
work and the permit is his guarantee of safety
Type Of PTW

Total Type of permits – 15 nos.

Basic Permits – 4 nos.
Safety permits – 4 nos.
Combination Pemrits – 7 nos.
Basic Permits

1. PFW – Permit For Work

 Where complete isolation is required
2. LWC – Limited Work Certificate
 Where work is to be done on live equipment
3. SFT – Sanction For Test
 Where testing to be done on live equipments. (HT testing)
4. ROMP – Restoration Of Motive Power
 Where work is to be done with restored motive power. (Mill roller setting)
Safety Permits

1. HWP – Hot Work Permit

2. PFO – Permit for Floor Opening
3. WHP – Work at Height Permit
4. CSP – Confines Space Permit
Combination Permits

1. PWP – PTW + WHP

2. PHP – PTW + HWP
3. PCP – PTW + CSP
4. PHW – PTW + HWP + WHP
5. PHC – PTW + HWP + CSP
6. PWC – PTW + WHP + CSP
7. PHWC – PTW + HWP + WHP +CSP
Steps For Issuance for PTW

 Permit is always requested by a maintenance person.

 PTW request should indicate the equipment name, type of work to be performed, date of
permit required, isolations required to do the work & duration for which permit is required.
 Then operation person ensures the necessary isolation and hand over the PTW to maint.
Person.
 Maint person after completion of work offers the permit to oprn for cancellation.
 Oprn person after ensuring the work has been completed normalise the equipment and
cancels the PTW.
Three Step Permit Process

Work Approval
Work Application
Operation Work Clearance Document
Work Approval
Work Application
WCD
Permits System Documents

PFW
ISOLATION SLIP
NORMALISATION SLIP
LWC
Spares Part Planning
OPI
Activity Based Budgeting
Overhauling Planning Index (OPI)

 Planning for overhauling

 Planning starts 2 yr before the start date of overhauling
 Planning of spares can be revisited in subsequent revisions of OPI.
 OPI is a quantitative analysis for preparation of overhauling.
Spares planning for Capital Spares

 For all capital spares Budget To be made in ABB only.

 The budget allowed to be 8% of the amount allowed by CERC for O&M
Expenses. (Approving Authority – HOP)
 For pooled budget allowed to be 2% of the amount allowed by CERC for
O&M Expenses pan NTPC. (Approving Authority – ED-OS)
 Reappropriation of the capital spares budget to be authorised by HOP and
for Pooled spares will be authorised by ED (OS).
ABB Consumption Budget Calculation

 PM
Qty of mat in one PM x No of PM in a year x Rate

 OM
Qty of mat in one OM x Rate ( as OH order appears only once an year)

 CM
Qty of material/Serv in one task list x Rate (it is entered bu dummy task list.)
ABB Procurement Budget Calculation

 Qty of any Material in (FY1+FY2) + safety Stock in the SAP system – (Stock available + Pipeline Qty)
= Qty for RE FY-1
 Qty of any Material in (FY3) = Qty for BE FY-2
 The qty will be multiplied by rate and a value for procurement budget will arrive.
 For rates
 LPP of the item
 Budgetory offer (the BO to be loaded in CV01N and rates to be uploaded in the system with help of MTP)
 Rates taken in Proc Budget
 CASE1: Material having Moving average price but not having LPP for same plant or other plant
 MAvg/LPP Rate: MAP price
 Mod Rate: same as MAP price, in editable mode
 LPP PO NO: Blank
 LPP Ext Plnt: Blank
 CASE 2: Material having Moving average price and LPP for same plant
 MAvg/LPP Rate: LPP rate shall overwrite MAP .
 Mod Rate: same as LPP Rate, in editable mode
 LPP PO NO: same plant LPP PO no shall show
 LPP Ext Plnt: Blank
 CASE 3: Material having Moving average price and having LPP for other plant but not having same plant LPP
 MAvg/LPP Rate: MAP price
 Mod Rate: MAP price, in editable mode
 LPP PO NO: Other plant PO number shall show
 LPP Ext Plnt: Other plant PO Plant code shall show
 CASE4: Material having No Moving average price ,no ABB consumption budget price ,no LPP same plant price
but having LPP for other plant
 MAvg/LPP Rate: Blank as there may be difference in material description
 Mod Rate: Blank, in editable mode
 LPP PO NO: Other plant PO number shall show
 LPP Ext Plnt: Other plant PO Plant code shall show
 CASE5: Material having No Moving average price, no LPP for same and other plant but having ABB consumption
budget price
 MAvg/LPP Rate: ABB consumption budget price
 Mod Rate : ABB consumption budget price
 LPP PO NO: Blank
 LPP Ext Plnt: Blank
 Auto PR Creation
 ZABB_INV_PROCBDG has option to put special clubbing criteria in upload option
 Special Criteria(s) which supersedes clubbing on MainGroup/SubGroup are as follows in the order of priority
 User defined clubbing(U):– Here user is given an option to club any number of material lines together based on his discretion
and clubs them as different bunch by giving some group number in Excel (column ‘ManGrpNo’ and ‘GrpDoc’. This no. can be
any random number, distinct for each group, which will identify each groups separately. Rows with the same group no.
and ‘U’ in club Criteria, will be clubbed together in a single PR with indent type ‘Normal’
 Rate Contract(R):- Here PR lines are clubbed on the basis of Rate Contract number information which is entered either thru’
ZPMABBMAT (as explained in section 9) or in upload file during ZABB_INV_PROCBDG
 OEM/OES/PAC(O):- Here PR lines are clubbed on the basis of OEM/PAC vendor information which is entered either thru’
ZPMABBMAT (as explained in section 9) or in upload file during ZABB_INV_PROCBDG
 MEG Code(M):- Here PR lines are clubbed on the basis of distinct MEG code(s) which is entered either thru’ ZPMABBMAT (as
explained in section 9) or in upload file during ZABB_INV_PROCBDG
 Standardization (S):- Here PR lines are clubbed on the basis of distinct Standardization code(s) which is entered either thru’
ZPMABBMAT (as explained in section 9) or in upload file during ZABB_INV_PROCBDG
 Standardization (L):- Here PR lines are clubbed on the basis of Source List maintained in SAP which is entered either thru’
ZPMABBMAT (as explained in section 9); Not allowed thru’ ZABB_INV_PROCBDG
 Main Group/Subgroup(G):- Remaining PR(s) are clubbed on Main Group and Subgroup as before
Thanks

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