J.Mitchell Energy Corporation - Assignment One

8/7/2019 J.Mitchell Energy Corporation - Assignment One

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J.Mitchell EnergyCorporation

Operations Management PROC 5820


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Organization Chart

History

Mission Statement &

ObjectivesConcept Generation

Product Concept

Process Selection Criteria

Process Flow Diagram

BottlenecksInformation Flow Diagrams

Facilitization

Capacity

Machine Capacity in ProcessFlow

WIP/Finished Goods

Raw Materials

Purchased Inventory

WorkerInformationRequirements

Time & Technology Reso

Quality Control

Quality Assurance &

MeasurementCost ofQuality

Cost ofPoorQuality

Quality Management Pro

Vertical IntegrationSupplierRelationships

Overview

JMECJMEC


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Plant Mgr.

Jaime Mitchell

Operations Mgr

Clare

A Shift

Warr

B Shift

Dineen

C Shift

Ericson

D Shift

Howard

Admin.(s)

Norton

Smith

EHS Spec.

Kashmer

Prophater

Pemberton

Ingram

Williams

G Shift Maint

Maint Sup- New

J. Mitchell Energy

Corpo

ration

Dann

Boswell

Jackson

Dail

Ahlberg

Cina

Norton

Watson

Wood

Mabe

Canipe

Gainey

Maint. Mgr

Meares

Richmond

Storekeepers

Morris

Hoff

Ops /Controls

Langley

Eddins

Chem Tech

Jones

Janitorial

Locklear

Oxendine

EllerbeVacant -New

Vacant -New

Vacant -New

E Shift

Beason

Stone

Monroe

Malouf

Peters

Dillon

Maint Prgms

WMS-Smith

WMS Scott

PdM Suskie

Engr - Joyner

F Shift - Maint

Rollings

Byrd

Cleveland

Miles

Oates

Myers

Hammonds

Alexander

Note: G shift to be added when new power block goes commercial

JMECJMEC


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History

J. Mitchell Energy Corporation was built in 1995

as a peaking energy station serving nearby areas

as well as merchant contract energy. As

communities and businesses grow andtechnology advances the need for reliable energy

has also grown. In 1992 J. Mitchell Energy

Corporation entered into a 10 year contract with

North Carolina based energy giant, PrevattePower. The contract included an agreement that

allowed J. Mitchell Energy Corporation to use

Prevatte Powers transmission lines in return for

premium rates and service priority. Located in


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Mission Statement &

ObjectivesMission: J.Mitchell Energy Corporationsgoal is to provide safe and reliable power.

We are committed to servicing the

community and the safest and most cost-efficient manner possible. We will act with

integrity, be responsible environmental

and financial stewards and continue to

adapt and improve.

Objectives:

Increase plant size by adding two combinedcycle units and one steam turbine.

Continue to build environmentally friendly and

cost effective natural gas power plants to

support the communities growing needs.


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Concept Generation

The idea for an independent peaking stationcame from the rapid growth of the population as

well as the downfall of merchant plants in the late

1990s. The eventual downfall of Enron left many

power giants struggling to manage assets theyhad built as a new jerk reaction to the expansion

of the merchant market. The demise of Enron

left many power companies with power plants

and no contracts to run them. The conceptbehind this power plant came from the increasing

need to be able to start power plants quickly and

reliably but without the initial capital to build and

maintain a power plant. Therefore, this peaking


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Product Concept

While electricity has always been around in

some form or another, Benjamin Franklin

proved lightening was electrical in naturearound 1752. His experiments along with

the work of many others has made electricity

a commodity that none of us can live without.

The challenge in present times is providingreliable electricity at the lowest possible cost

customers. Electric power can be generated

many ways. J.Mitchell uses natural gas and

General Electric combustion turbines to


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Process Selection CriteriaJ. Mitchell Energy Corporation uses a

just-in-time production method to

manufacture electricity and send it to the

grid. Due to contractual agreements andobligations, as well as not being able to

store energy we do not run until we are

needed. This process was selected

based on: The terms and conditions of a contract

The availabilty of multi-crafted

technicians

The inability to store energy (no WIP or


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Process Flow DiagramDaily

meeting

Maintenance &

operationsassignmen

ts aremade

Orders forparts/gase

ssubmitted

Technicianshourlyround

s

Controlroom

monitorsplant

Callfrom

Prevatte

Powe

Startupsequence

begins

Valves areopen/close

d

Gas

turbinesstartPower

transmittedto

switchyard

Powertransmitted

todistribution

lines

Powerdelivered

to PrevattePower

customers

Since the plant is contracted, it only operates when called up to do so. It takes a lot

of planning and maintenance to be ready when the call comes. Daily maintenance

assignments are performed as well as hourly inspection rounds. The start up

process can take up to an hourbefore the gas turbines can be started. Technicians

have several steps to ensure the balance of plant equipment is ready (opening

valves, verifying automated equipment response, etc) before the start button is

pressed.


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o enec s n e

ProcessDaily

meeting

Maintenance &

operationsassignmen

ts aremade

Orders forparts/gase

ssubmitted

Techn

icianshourlyround

s

Controlroom

monitorsplant

Callfrom

Prevatte

Powe

Startupsequence

begins

Valves areopen/close

d

Gasturbines

startPowertransmitted

toswitchyard

Powertransmitted

todistribution

lines

Powerdelivered

to PrevattePower

customers

Orders not placed;

wrong items ordered

Data not collected

properly

Instrumentation/

automated

controls failure

Unit trip

Power surge

Poor

maintenance/scheduling

Many of the bottlenecks in a power plant are shifting in nature. If maintenance

is performed or parts or not ordered, the plant potentially cannot operate.

Incorrect information collected and input into the system can delay or stop

units from performing. Malfunctioning instrumentation may fail to alert control

room operators to failing pumps, high levels in boilers, or valves in incorrect

position. These conditions can be costly and catastrophic. They can also

lead to a false start or a unit trip thus reducing the plants reliablity.


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Information Flow Diagram

Management

Technicians

Daily ProductionPlan

MaintenancePlan

Communicationfrom Prevatte

Power

Communicationto Technicians

Communicationto Supply Chain

Qualitycontrol

MaintenanceStatus

Scheduling

Job status

MachineStatus

MaterialsSupply


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Information Flow Diagram

Management

Technicians

The Plant Manager is the person responsible for

overall quality control. The Operations & Results

Superintendent is responsible for identify items that

need maintenance and working it into the production

schedule. The Maintenance Superintendent is

responsible for ensure maintenance is performed.The Superintendents report to the Plant Manager.

The technicians are responsible for reportingmachine problems and other potential bottlenecks.

They also report the job status to the

Superintendents. The Materials Supervisor guides

Storekeepers and monitors purchasing and

inventory. The Materials Supervisor reports to the

Maintenance Superintendent.


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Facilitization

Power generated at the

power plant is transferred tothe switchyard and

transmitted to homes and

businesses.

Documents

J.Mitchell Energy Corporation - Assignment One