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