1 Machiel JacobsMachiel Jacobs

Work Work ManagementManagement

inin

ESKOMESKOM

DistributionDistribution

AMEU – October ‘07AMEU – October ‘07

Presentation Content

• Support Asset management strategy

• Value Chains

• Work Management

• Systems / Solutions

• Learning Points

• Projects in the Pipeline

Support Assets strategySupport Assets strategy

The evolution of maintenance

strategies:

Maintenance based on risk &

reliability (RCM- RBM)

Maintenance based

on condition (CBM)

Maintenance based on time

(TBM) Maintenance based on events

(Corrective)

Maintenance Cost

Pla

nt

Ava

ilab

ility

High

High

Low

Low

For Assets;

• Effective Asset Management, within the capacity constraints, the business needs to ensure maximum service delivery from existing plant while expecting extended equipment life cycles.

• Asset management tool to assist and meet the near term challenges to provide the flexibility for future technology and business needs

• Current state of the Electricity Sector places unprecedented strains on power delivery assets

• With the Billions Capex expectation of HIGH plant reliability, availability and return on investment.

Cash Flow Forecast Versus Replace Policy

0.0

10.0

20.0

30.0

40.0

50.0

2000 2005 2010 2015 2020

Year

An

nu

al R

epla

ce C

ost

($

000,

000)

Replace at Age 40 Replace at Age 35 Replace at Age 30

Value ChainsValue Chains

The change Drivers

•To enhance customer satisfaction

•To enable us to meet targets and speed up connections

•Lowering costs out of the business

•Increasing organisational capability

•Increasing employee satisfaction

•Increase ability to forecast resources

Buildings &

Infrastructure

System

s

Data

Staff &

Training

Transformation

Value Chains

Interim (Manual)Solutions Fire Fighting

Implementation Team

CustomerService inFunctionalLand

CustomerService inProcessLand

Deadlines

Eskom

TransformationTransformation

System and Process Alignment

Data

Infrastructure

People (OD)

Develop &

Market

Products &

Services

OptimiseCustomer Interactio

n

AcquireCustome

r

NetworkAsset Creatio

n

ManageRevenue

CycleMaintain

Network

ManageAvailabili

tyof

Supply

Other

BPSFEMSMS

Topline

McPowerTIPS PNR

CC&BPCP

MV90HHU - SPU

EFIBDSKCD

HHU LPU

MaximoMDT

GTXCSWebDocman

Workflow

GDCCIP

HELPDT Project

TIPS GLF/PNRENOSNACS

ScadaFMSNEPSOMSGenie

CitrixDbDoctorHorizonIS OPS

GarnisheeIFMSSAPVRSRAS

Value Chains are a means to integrate and align business activities in order

to meet customer and business expectations…

Customer Service(Retail)

Engineering(Wires)

ContactCentre

Work Management

Centre

Dispatcher

Scheduler

Plant &Networ

k

Retail and Wires Business

GIS

Service Agent

•Preventative Maintenance

•Corrective Maintenance

•Asset Management (Data Collection and Auditing)

•Inspections and Condition Monitoring

•Inventory Management

•Surveying and Quotations

•Outage Management

•Billing

•Payments

•Updating customer information

•Meter reads

•Meter inspections

•Meter Audits

•Quotations

•Non technical dispatching

•Electricity supply problems base on priority

•Work Management

•Dispatch of Work Orders

•Scheduling of Work Orders

•Workflow

•Routing

•Workload Distribution

•Work order progress feedback

•Navigation

•Connections/Disconnections/Reconnections

Execution

Work ManagementWork Management

Work Management is defined as all those business processes together with their resources, infrastructure and supporting systems, with the

specific objective to optimally schedule planned work and

optimally dispatch resources for critical, unplanned work within a

Distribution business.

•Correct resources and information are assembled in a shorter time period•Improvement in the timely response to faults. •Effective assignment of resources. •Improved reporting and analysis of faults and equipment status. •Customer service and image of the business improves•Material actuals is used on work orders so that information refine minimum and maximum stock values•Better definition of expenditure to categories like insurance, planned maintenance and customer care, etc. is possible•Ability to measure and benchmark response to customer complaints.•Improved management information will be made available.•Improved standardised processes

Work Management Benefits

Work Management Centre

Dispatching Section-24 x 7 Operation-Manage all work requests that require a 24 hour response

Scheduling Section-Office hours operation-Work requires action > 24 Hrs-Balancing and leveling of resources available with workload

Deals centrally with the Forecasting and Realtime Management of

Resources in a Planned and Unplanned Environment

Maintenance related

WM Scheduling

Receive & Investigate

Complete and capture all actuals

Analyse

Match outage, live work and planned

work with all resources required. Run WST

Consolidate total plan

Issue work for execution

Construction.

What is Scheduling all about?

Hand overMarco plan

Micro scheduling and resource management

Create Follow up

Customer related

requests

Re-schedule

Quality assurance

History

What is dispatching all about?

Prioritise

Customer request (GTX) Network request

Fault Management (SCADA)

Communicate

Close work order with feedback

Analyse

Match and ID resources

Consolidate

TSU/TSG team Receive all un planned requests

(Maximo)

Provide progress feedback

The Big FiveThe Big Five

The Big 5 Systems

TOTAL 24 STATIONS 36 398 MW

TYPE NUMBER

NET MAX CAPACITY

TOTAL 24 STATIONS

36 398 MW

Gas turbine

13 stations

2 stations

6 stations

2 stations

1 station

32 256 MW

342 MW

600 MW

1 400 MW

1 800 MW

Customer Care

& Billing SystemHolds

Customer Data & Account Status

Smallworld Holds all

Engineering and Geo

Spacial Data

SAP

Financial and Materials

Management System

GTX (External) & Scada/FMS

(Internal)

Customer request logging

System

MaximoWork and Asset

Management tool ,work requests from other systems interface to Maximo once work is carried out, actual

feedback is capture and analysed

Distribution System web

• For Planned and un-planned work– Work order management– Work order tracking

• Labor data and labor reporting for actual work done• Asset management and tracking

– Equipment, Location, PM & Job plans– Safety measures and inspections (Limited)

• Purchasing and invoicing (Limited)• Reports and analysis (Customised and in-house

developed)• Integration with financial and other systems• Visual Analysis Tool (VAT)

– View all work orders, full grouping functionality plus Smallworld screen with Network, Customers and work orders displayed

Maximo Applications

Future Plans using Maximo

2001 200920052003 20071999

Maximo 4.0.aImplemented

Maximo 411 upgrade,`

Control Plant rollout,

MMO Cleanup,Oracle 9i upgrade,Citrix Performance

Improvement &GTX ,CCB & CNL

Integration

Maximo/ SAP Interfaces,

MaximoEmbedment &

Server Upgrades

Citrix Implementation,

Outage Management,DLR Interface,MDT Interface,CCB Interface

726,Maximo

enhancement

,WM SystemAlignment,

Oracle security,

Wood poles &

EDC

Maximo Upgrade

MeterManagement,Mobile Line Inspection,

Mobile Computing,

Evaluate IndustrySolutions

&Service

Management

Technology Transition

Industry Solutions &

Service manageme

nt

Reduce to core

Learning PointsLearning Points

Where could we have done better?

Application Configuration• Don’t customise… but you should configure• Best of Breed Principle, integration is a critical

success factor• Respect the Application silo and evaluate

application workflow • Keep the maintenance cost down• Keep your version current

Application use• Formal training and user certification

•Synergy with other systems / interfaces•Validation and conversion of the information about:

– Data (Plant & Customer information)– GIS and GPS– Costing structure (activity base costing)

•Development of effective job plans •The acceptance to limit resistance to change•IT / project skill support after implementation.•Alignment between Enterprise Architecture and Business needs•Process Managers Vs Line Managers, owner of process from start to end Vs Silo owner

Where could we have done better?

Projects in the PipelineProjects in the Pipeline

Background•Work Scheduling tool (Ms Project & Mx Project), just been

implemented

•Delphi application clean-up

•Management Maintenance Optimisation Tool (MMOT)

•Integrate business building blocks (Control plant & Power plant specifics and Network asset management)

•Certain critical elements to improve the current working environment:

•Material Management (System interfaces – Mx and SAP)

•Enhanced Job Plans

•Project management training principles

•Data issues

•Outage management solution

•Upgrade to Maximo 6

Projects under discussion

27

ESKOMESKOMHoldings LtdHoldings Ltd

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