Production and Delivery

Production processes have great variety some are batch, some continuous; some three-shifted, some one. Most power plants are staffed "24 and 7" but this is changing as operator functions are redefined from shift engineers (who can start up, shutdown, and reconfigure the plant) to utility workers performing minor maintenance and acting as diagnostic technicians.

What will not change, is that plant processes require monitoring. Even remote-operated site dispatchers assume monitoring status. When monitoring is separate from maintenance and other production support processes, there must be interfaces. "Operations" traditionally maintained plant configurations, production, monitoring, and control while others provided support services. Supporting processes greatly influence maintenance effectiveness. Operators identify CDM needs and initiate most plant maintenance. Various PMO implementations show that even with advanced diagnostic techniques, operators initiate at least 80% of non-routine maintenance MWRs. Operators form a key link in maintenance performance.

The planning, scheduling and other maintenance groups can provide effective support-to the degree operators initially monitor and identify equipment discrepancies clearly, accurately, and expeditiously.

Operator value is even more pronounced when they provide flexible, immediate maintenance response on the spot packing take-up to address a small leak, for example, or minor instrument adjustments. In many instances, operators can be trained to regularly perform these duties. IPPs have effectively trained operators for light maintenance roles.

Like all other staff, operators are a resource that must be conserved. Minimizing plant staff requires understanding exactly what needs to be...