Instructions

Proficiency

People

x

Facilities

x

Project management

4.1.1 Definition

Project management is a system that manage tasks, resources and costs. The best tool to work with is a project planning program like "Microsoft Project" which I use in this blog. Although most planning programs could do the same, the machinery maintenance project are mostly performed by MS Project.

4.1.2 Preparations

The

4.1.3 Threats

The

4.1.4 Opportunities

The

4.1.5 Forces affecting

The

4.1.6 Strategies

The

ORGANIZATION

4.1 Definition

The quality of the organization of an overhaul has great influence on the three supports  [1] that make a success of the overhaul. The organization that is described here, comes to the overhaul of machines up to 100 MW. Without a realistic overall network planning and without a good preparation of the overhaul, the organization of resources, is almost impossible. The organization defines the services required for an overhaul, to be executed effectively.

Table 1, The Organization describes, in broad lines, the following points of interest:

Scope of Work	Objectives	Deliverable's
1 Network Planning	Timing	Witnessed & Observed Points
2 Facilities	- Material - Tools	Long term specific, Standard, Ordinary Standard, Specific, Hoisting, Safety
3 People	Local	Mechanics, Mechanical cleaners
4 Proficiency	Tacit knowledge	Specific eng’s (OEM), Skilled mechanics
5 Instructions	Deliverable's	Daily tasks how to get the job done safely

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[1] Project, Integrity, Safety

4.2 Preparations

ALIGNMENT OVERHAUL & SAFETY

4.1.1 Aligning Overhaul with Safety

Note: As targets for the Integrity of the Overhaul have been defined without appointments, issues will present themselves as a choice between unplanned Overhaul and unplanned calamities.

Most results of work done could be measured or observed during execution of tasks like tasks listed in a quality-assurance plan. But Safety is an odd issue, has to do with people and requires another way of assessing this subject. This completely different approach hinders the way most workers and their foremen think with a ‘get-up-and-go’ mentality; as soon as workers become bogged down in tasks, they often take over, without realizing it. In practice, this hinders the development of the workers and it forms an obstacle to good and safe working methods. This hindrance has to be broken down by developing a ‘framework’ that will lead the way of thinking about safety during the project execution.

This situation asks as far as possible for ‘alignment’ of OVERHAUL & SAFETY. The next case studies are possible and have to be considered and, if applicable, have to be calculated.

Case-2: working in shifts could in many cases reduce the duration of a turnaround; but the gain shouldn't be exaggerated. The first and the last phase, has often to be performed with one shift. The total efficiency of working in teams is also less due to handover between shifts and working during the night. A third threat arises, if the number of skilled mechanics is scarce.

Case-3: one skilled mechanic is more productive and cheaper than two mechanics without any tacit knowledge for two reasons: a) a skilled mechanic is better, faster and could work with only a few instructions and b) his time rate, is lesser than two layman’s rates. Another argument comprises that smaller teams working more efficient from a logistic point of view. Uncertainty arises when the planning is based on skilled mechanics, but management had made a contract for dabblers.

Case-4: ‘cutting corners’, taking shortcuts, is based on making the wrong decisions by management and have to be avoided.

Case-5: Documents such as task risk analyses, welding and grinding in confined spaces, balancing and commissioning procedures ought to be available.