Attachment_05_CARMA_Business_Standards__76_pages.pdf

CARMA Business Standards Asset and Maintenance Management

1.0 Introduction and Strategy Statements

Document Control NO: 01-1.0_002 May 2016

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TABLE OF CONTENTS

1.0 INTRODUCTION PAGE 2

2.0 ASSET MANAGEMENT GOALS PAGE 2

3.0 ASSET MANAGEMENT STRATEGIES PAGE 3

1.0 Introduction and Strategy Statements

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1. INTRODUCTION

Over the more than 100 years of its existence, the Bureau of Reclamation (Reclamation) has constructed water, power, and incidental (e.g., recreations) facilities in the 17 Western States with an original development cost of over $20.8 billion. Reclamation is the largest wholesale water supplier, operating

348 reservoirs with a total storage capacity of 245 million acre-feet of water. These reservoirs provide irrigation water to 10 million farmland acres which produce 60-percent of the Nation's vegetable and one-quarter of its fresh fruit and nut crops. Reclamation also delivers 10 trillion gallons of water to more than 31 million people each year. Reclamation is also the second largest producer of hydropower in the

United States where the 53 hydroelectric power plants have annually produced, on average over the last

10 years, 44 billion kilowatt-hours.

Much of Reclamation’s infrastructure is over 50 years old, and maintenance, replacement and refurbishing work will be more demanding in the future. At the same time, Reclamation does not expect to receive any significant increase in Federal appropriations to undertake such work. Reclamation’s customers who finance a large portion of this work are continuously concerned about cost management, even though they are supportive of quality maintenance and have indicated support for replacements and refurbishment work on those assets that directly benefit them.

It is imperative that Reclamation applies the most modern cost-effective technology to support its asset and maintenance management program. The Capital Asset and Resource Management Application (CARMA), with IBM® Maximo® Asset Management as its base application, is Reclamation’s computerized asset and maintenance management support system. The definition of effective and efficient asset management business practice standards, and the resultant configuration of CAMRA, is important to the delivery of reliable cost-effective service and products to Reclamation water and power customers.

2.0 ASSET MANAGEMENT GOALS

Reclamation has four overarching goals for asset management.

2.1 Delivery Reliability – Within the constraints of hydrology, environmental compliance, statutory authorizations, budget availability, and other factors, Reclamation’s objective is to maximize the delivery of water and power to its customers on a continuous, reliable basis. Reliability requires that mission-critical equipment and facilities are maintained, monitored, repaired or replaced in order to run efficiently and meet customers’ expectations and requirements.

2.2 Cost Effectiveness – Consistent with other business objectives, Reclamation’s objective is to deliver products and services to its customers at the least cost possible. This means that Reclamation must employ human, financial, physical, and technological resources to achieve the

1.0 Introduction and Strategy Statements

3 | P a g e greatest productivity possible in the management of its mi ssion-critical assets, including the application of life cycle management principles to appropriate assets.

2.3 Safety and Security – Reclamation must ensure that its facilities and equipment are maintained in a manner that results in the highes t standard of safety and security for its employees and the public.

3.0 ASSET MANAGEMENT STRATEGIES

The following represents the principal asset management strategies that will be employed b

Reclamation, as reflected in the following business practice standards and in the configuration of

CARMA.

3.1 Use of a Computerized Asset and Maintenance Management System – To the extent that the benefits outweigh the financial and indirect costs, Reclamation sites will use CARMA for asset and maint enance management.

Such management will include such activities as work order management, work history, cost tracking, planning and scheduling of manpower and material resources, asset maintenance prioritization, condition monitoring, etc.

3.2 Standardization of Business Processes – Maintenance is a risk-control process whereby decisions are made regarding the use of resources to lower the risk of asset impairment or failure. With a good understanding of the importance of the asset in the support of Reclamation’s goals, resources, can be allocated to predictive, preventive, corrective, and emergency maintenance, as warranted. Standard business processes across

Reclamation directly support multiple features of maintenance – allocation of budgetary and manpower resources; prioritization of maintenance and replacement/refurbishment work, and development of performance and process metrics to ascertain best practices and asset vulnerabilities across Reclamation. CARM A Business Standards are reviewed and updated every two years to ensure an accurate representation of the most effective asset management program. Any changes resulting from Maximo software application upgrades will be inserted as soon as possible.

3.3 Optimization of Work Processes – Efficiency is the application of limited resources to achieve a particular outcome at the least cost. Efficiency is enhanced when the CARMA features are used to schedule human, material, and equipment for accomplishing a particular job. In turn, the coordination

1.0 Introduction and Strategy Statements

4 | P a g e of jobs to minimize waiting time associated with the lack of resources results in more efficient, lower cost operation. Reclamation is a “planned and scheduled” maintenance organizat ion. Planning is focused effort to ensure all resources are identified and staged to accomplish maintenance jobs. Scheduling is the allocation and timing of resources to optimize their application to the highest priority jobs in a particular tim e period.

3.4 Accomplishing High-Value Work – Reclamation employs an asset and Work

Order priority system to ensure resources are focused on accomplishing the highest-value work first. High-value work directly supports the maintenance of mission-critical assets that enable Reclamation to achieve its four principal goals: delivery reliability, cost effectiveness, safety and security, and support. CARMA is employed as a tool to assist in the tracking and scheduling of work so that the h ighest-value work is readily identified and can be scheduled on a priority basis.

3.5 Decision-making Support – Utilizing CARMA to track manpower, material and asset costs, as well as, the condition of assets and subsequently, generate reports, Reclamation can plan budgetary and other resources to accomplish work in the future. CAMRA will directly support long -range planning of asset maintenance, replacement, or refurbishment.

3.6 Materials and Inventory Support to Maintenance – Through the use of

CARMA and a collaboration between maintenance planning and warehouse staff, materials support will focus on ensuring critical parts/spares are available as required for work order completion. The use of hard and soft reservations associated with designated Job Plans will identify these materials. Maintaining inventory of critical parts and spare parts linked at the asset level is optimized through standardization of part numbers, clear part descriptions, and accurate availab le quantities in CARMA. Clear and consistent communication among maintenance, inventory and purchasing staff is vital to a streamlined customer service warehouse and inventory program.

3.7 Metrics and Performance Indicators – Standardization of business practices, critical data, and uniform configuration of CARMA will facilitate the local and Reclamation-wide development and reporting of important metrics and other performance indicators. In turn, this will facilitate identifying potential best practices, maintenance intervals for common equipment, resource requirements, for particular jobs, material support, preventive maintenance accomplishment, and other measures that can enhance Reclamation’s asset management performance over time. Reports

1.0 Introduction and Strategy Statements

5 | P a g e and queries shall be created in CARMA to accommodate benchmarking and facility performance standards.

3.8 Training Support – Reclamation’s asset and maintenance management requirements are complex, and the configuration and u se of CARMA reflects such complexity. As Reclamation requires a high -end, powerful computerized maintenance management system to support its activities, it also must invest in the appropriate, long -term training and support to use that system. The standardization of business practices, data, inventory, and configuration allows Reclamation to develop and continually deliver standardized, appropriate training for management and staff which will include providing a CARMA User Desk Refere nce manual that is updated as soon as possible when new features or software application upgrades are deployed.

3.9 Safety and Security – CARMA will assist Reclamation in achieving safety and security objectives through work planning and schedulin g and maintaining security related assets.

CARMA BUSINESS STANDARDS

3.1 Corrective Maintenance Program

Document Control NO: 01-3.1_002

1.0 PURPOSE PAGE 2

2.0 SCOPE PAGE 2

3.0 INSTRUCTIONS PAGE 2

4.0 APPENDICES PAGE 5

APPENDIX 3.1A RECOMMENDED WORK ORDER MAINTENANCE PRIORITY SYSTEM PAGE 5

APPENDIX 3.1B EMERGENCY WORKFLOW DIAGRAM PAGE 9

APPENDIX 3.1C SCHEDULED PRIORITY WORKFLOW DIAGRAM PAGE 10

3.1 Corrective Maintenance Program

1. PURPOSE

This standard defines the process for identifying, prioritizing, planning, scheduling, performing, and completing corrective maintenance.

2.0 SCOPE

This standard applies to the Reclamation facilities involved in identifying assets requiring corrective maintenance and responsible for managing, supervising, and performing corrective maintenance on Reclamation assets.

3.0 INSTRUCTIONS

3.1 Any authorized person can identify defective or

malfunctioning assets by submitting a Work Request/Work

Order. The designated Manager or Supervisor will review all

Work Requests/Work Orders regardless of the department that initiates the Work Request/Work Order.

3.2 The designated Manager/Supervisor/Planner will review and ensure the Work Request/Work Order fields are complete and assign a work priority, work type, and sub-work type based on the definitions in

Appendix 3.1A of this standard. The designated Manager or

Supervisor may disapprove the Work Request/Work Order, change the status to Canceled, and then notify the originator with an explanation.

3.3 Work Order Priority 4 – Emergency Work Request/Work Order will be processed as shown in Appendix 3.1B of this standard, including the following steps:

1. The appropriate Supervisor initiates immediate corrective action.

No Work Request/Work Order is necessary to begin corrective work.

The appropriate Supervisor noti fies the responsible Maintenance

Supervisor(s) or craft(s) personnel and authorizes work. The Work

Order is to be created by an authorized person as soon as possible and to ensure labor charges and material costs can be captured appropriately. The Work Order should be completed by the Planner, Maintenance Supervisor or CARMA Coordinator as soon as possible once the emergency work is completed.

3.1 Corrective Maintenance Program

2. The appropriate personnel shall respond to emergency work by shifting resources to correct the deficiency. The Ma intenance

Manager and other affected work groups shall be notified of the emergency work as soon as possible. The Maintenance

Supervisor/craft(s) personnel shall document the work performed on a Work Order once the work is completed.

3. After the emergency work is completed, additional Work Orders may be necessary for any follow-up work found and not completed during the emergency work.

3.4 Work Priorities 3, 2, 1 – Nonemergency – The Work Request/Work

Order will be processed as shown in

Appendix 3.1C of this standard, including the following steps:

1. The appropriate Supervisor shall review the Work Request/Work

Order for a complete description of the problem, assign priority, identify work type and sub-work type, and assign responsibility for the work.

2. The Planner shall review the Work Order and will plan the work based on the maintenance planning and scheduling processes defined in these standards. The Planner will change the Work Order status to WSCHD until it is assigned and the work order is placed

INPRG.

3. Supervisors will have corrective work performed as scheduled and ensure that work completed is properly documented on the Work

Order.

4. Corrective work associated with critical assets (asset priority 3 and

4) will use the Failure Reporting proces s in CARMA. Supervisors are responsible for the review and acceptance of the documentation for corrective work including Failure Reporting and work comments. A

CARMA Failure Class shall be associated with CM work orders. A

CARMA Problem Code will be identified and any additional comments associated regarding work performed will be documented in the either the work order Log or Failure Reporting tab within the

Remarks long description field.

3.1 Corrective Maintenance Program

5. The Supervisor may decide to perform unplanned and/or unscheduled work due to conditions and/or resource availability.

Unplanned and unscheduled work performance will be monitored and evaluated periodically by management. The rules for documenting work performed apply to all work that is performed including unplanned and unscheduled work.

3.1 Corrective Maintenance Program

4.0 APPENDICES

APPENDIX 3.1A RECOMMENDED WORK ORDER MAINTENANCE PRIORITY SYSTEM

The Work Order priority is a numerical value assigned to each Work Order defining the value-base priority of the work and its importance to meeting the facility’s primary business (water conveyance or electric generation) or services. The priority number is used in determining how maintenance resources are planned, scheduled, and allocated. This system is used to prioritize all maintenance work types such as preventive, predictive, corrective, and modifications and miscellaneous maintenance.

PRIORITY 4 (Emergency Work)

Priority 4 is the highest priority work and requires immediate action. This work bypasses the normal planning and scheduling routine. Conditions for Priority 4 are as follows:

SAFETY – Any safety condition that can cause personal bodily harm resulting in a lost-time accident, cause serious injury, or loss of life, or any condition that, if not corrected, could lead to an injury or result in violation of the safety requirements, Occupational Safety and Health Administration rules and regulations, or may result in personnel working in an unsafe manner.

SECURITY – The failure of any security system that prevents the full monitoring of a facility or a failure of a security asset that is used to prevent unauthorized entry into a critical or sensitive area.

ENVIRONMENTAL – A requirement or specification out of compliance, equipment malfunction, or failure which is or will result in an environmental incident that causes the facility to violate environmental laws, rules, or regulations or results in damage to the environment or a fine.

PRODUCTION – An asset malfunction, failure or imminent failure that will result in the inability to deliver water or power, a unit trip, load loss (forced reduction), or serious damage to a valuable

Reclamation asset.

PRIORITY 3 (High Priority Work)

Priority 3 is the highest priority work that can be planned and scheduled. This work shall be accomplished as soon as practical based on available resources. Conditions for Priority 3 work are as follows:

SAFETY – Improvements to the workspace environments that reduce personnel exposures to high noise levels, poor air quality, extreme temperatures, exposures to poor lighting, etc.

ENVIRONMENTAL – An asset/equipment malfunction or failure that has the long-term potential of causing an environmental incident, the loss of a control function, monitoring system, or other equipment/conditions that are required to be operable to demonstrate compliance with environmental laws and regulations.

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SECURITY – Work that is required to maintain security systems at a readiness level which is defined in a facility’s security plan.

PRODUCTION – An asset/equipment malfunction or failure that results in reduction of the ability to deliver water or a generating unit load reduction, a loss of backup assets/equipment that reduces/limits production availability, the loss of monitoring or control equipment that reduces the operator’s ability to safely monitor facility conditions or produces incorrect signals required for safe operation.

MAINTENANCE – All mandatory preventive (PM) or predictive (PdM) maintenance are assigned and scheduled consistent with Priority 3 work.

ALTERATIONS/MODIFICATIONS – Engineered changes to critical systems that are supported by or performed by the facility workforce.

PRIORITY 2 (Medium Priority Work)

Priority 2 is medium priority work that can be planned and scheduled, and shall be worked on as soon as practical based on available resources. The conditions for Priority 2 work include:

SAFETY – None. All safety items are of higher priority.

ENVIRONMENTAL – Work performed to upgrade environmental monitoring and control systems or long-term improvements to reduce the probability of environmental incidents.

SECURITY – Work associated with repairs or upgrading security systems.

PRODUCTION – Asset malfunctions or failures that have minimal impact on water delivery or generating units. This work includes the rebuilding of spares in the shop, work to restore systems, components or equipment to original designs that improve operating efficiency.

MAINTENANCE – Critical preventive (PM) and predictive (PdM) maintenance required to ensure the safe, efficient and reliable operation of water delivery and generating units and environmental controls.

ALTERATIONS/MODIFICATIONS – Engineered changes and enhancements to critical and noncritical systems that can be planned and scheduled based on available resources.

PRIORITY 1 (Low Schedule Priority)

Priority 1 is work on assets/equipment that has minimal impact on the safe, efficient and economical operation of the facility. Priority 1 work will be planned and scheduled based on available resources. The conditions for Priority 1 work include:

SAFETY – None. All safety items are of higher priority.

ENVIRONMENTAL – None. All environmental items are of a higher priority.

SECURITY – None. All security items are of higher priority.

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PRODUCTION – Defective equipment or maintenance that has little or no impact on the safe and reliable operation of the water delivery facilities or generating units.

MODIFICATIONS AND ALTERATIONS – Modifications and engineered changes to non-essential systems and assets that are planned and scheduled.

MAINTENANCE – Preventive (PM) and predictive (PdM) that are required by schedule and are not mandatory or critical.

CARMA WORK ORDER STATUSES

WORK ORDER STATUS VALUE DESCRIPTION

APPR Approved

CAN Canceled

CLOSE Closed

COMP Completed

FINISHED Finished

HISTEDIT Edited in History

INPRG In Progress

PLAN In Planning

PTPM Partial Complete PM

SCH Scheduled

SKPM Skipped PM

WAPPR Waiting for Approval

WENG Waiting for Engineering

WISSUE Waiting to be Issued

WMATL Waiting for Material

WPCOND Waiting for Plant Cond

WPLAN Waiting for Planning

WR Work Request

WSCH Waiting to be Scheduled

WSCHD Waiting to be Scheduled

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CARMA WORK ORDER TYPES

CARMA WORK ORDER SUB-WORK TYPES

WORK ORDER TYPE VALUE DESCRIPTION

PM Preventive Maintenance

PDM Predictive Maintenance

CM Corrective Maintenance

MOD Modification

ADMIN Administration

ENG Engineering

OP Operations

WORK ORDER SUB-WORK TYPE VALUE DESCRIPTION

INSP INSPECTION

NONE NONE

HYDROAMP HYDROAMP

O&M OPERATIONS & MAINTENANCE

SAFETY SAFETY

ENVT ENVIRONMENTAL

SEC SECURITY

STND STANDING

MIN MOD MINOR MODIFICATION

MAF MOD MAJOR MODIFICATION

T/C TEST – CALIBRATION

SR STUDY, REPORT

CT COMMITMENT TRACKING

NERC NERC/WECC

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APPENDIX 3.1B EMERGENCY WORKFLOW DIAGRAM

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APPENDIX 3.1C SCHEDULED PRIORITY WORKFLOW DIAGRAM

3.2 Preventive Maintenance Program

Document No: 01-3.2_002 August 2016

2.0 SCOPE PAGE 2

3.0 INSTRUCTIONS PAGE 2

4.0 APPENDICES PAGE 5

APPENDIX 3.2A – ASSET/COMPONENT PM EVALUATION GUIDELINE PAGE 5

APPENDIX 3.2B – PM WORKFLOW CHART PAGE 9

APPENDIX 3.2C – PM GENERATION WORKFLOW DIAGRAM PAGE 10

APPENDIX 3.2D – PM JOB PLAN WORK FLOW DIAGRAM PAGE 11

3.2 Preventive Maintenance Program

Document No: 01-3.2_002

This standard establishes the guidelines for the Preventive Maintenance (PM) Program.

This standard applies to Reclamation organizations, such as maintenance, engineering, operations, planning, security, safety and environmental, that are involved in identifying, planning, scheduling, expediting, accomplishing, controlling and eva luating PM work.

3.1 The Maintenance Manager, Supervisors, and Planners will decide which asset is included in the PM Program. In general, assets with priorities of 4 and 3 should be evaluated for applying PM to mitigate failures and ensure performance.

Establishing maintenance activities to be performed and frequencies of performance are determined using criteria such as:

3.1.1 Asset/equipment manufacturer’s recommendations

3.1.2 Personnel input/experience

3.1.3 Asset/equipment history

3.1.4 Technical Evaluations

3.1.5 Long-term Service Agreements

3.1.6 Asset warranty

3.1.7 Operation and maintenance (O&M) requirements as defined in

Facilities Instructions, Standards and Techniques (FIST) docu ments

3.2 PM tasks/jobs are evaluated for their relative importance to water delivery, generation, and facilities using the guidelines of “Appendix 3.2A –

Asset/Component PM Evaluation Guideline.” All PMs are assigned a priority and entered into the Maximo PM module using the following priority assignment:

EMERGENCY Priority (4) = None

HIGH Priority (3) = Mandatory Asset PMs/Inspections

MEDIUM Priority (2) = Critical Asset PMs/Inspections

LOW Priority (1) = Routine Asset PMs/Inspections

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3.3 PM activities are identified in the PM Module of CARMA and can generate Maintenance Work Orders at the appropriate frequency or interval. Planner(s)/Maintenance Supervisor(s)/CARMA Coordinator(s) will plan the PM work and integrate the PM Work Orders directly into the weekly maintenance schedule. All PMs will have a Job Plan and be generated as Work Orders that are waiting to be scheduled. The

Planner(s) and CARMA Coordinator(s) will forward the PM Work Orde rs to the appropriate work group Supervisor for work assignment.

3.4 The Planner(s) and CARMA Coordinator(s) will periodically generate PM

Work Orders to establish a PM work backlog for scheduling purposes. The

Planner(s) and CARMA Coordinators may print out the PM Work Orders and provide them to the responsible Supervisor for work assignment .

3.5 The Planner(s) and CARMA Coordinator(s) assemble PM work lists based upon the PM schedule and the status of PM backlog for their respective maintenance group. This information is obtained from the CARMA database. The Planner(s) or Supervisor(s) access CARMA and should print out a PM Backlog list for their respective area. This list should be used to support developing the weekly maintenance schedule.

3.6 The Planner(s) and CARMA Coordinator(s) assemble the PM work list associated with outages and, jointly with the Maintenance Supervisor(s), identify the PMs that may require an adjustment of Jo b Plans or PM Work

Order schedule. The schedule for Outage PMs is coordinated with other maintenance groups during meetings with the assigned Outage

Coordinator.

3.7 The individual performing the PM Work Order will describe work performed based on the associated Job Plan tasks and any discrepancies that may require additional work by creating a Log Entry in the Work Order Log Tab and forward to the supervisor once the work order is in a FINISHED or

Completed (COMP) status.

3.8 Repair work normally should not be done on the PM Work Order. Instead, a follow up Corrective Work Order will be initiated in CARMA. In the interest of minimizing labor and expense our standard practice is if the corrective maintenance will require less than one (1) hour to complete, continue corrective work using the PM work order. If the corrective work will require more than one (1) hour, then create a corrective maintenance work order.

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3.9 The Maintenance Supervisor(s)/Planner(s)/CARMA Coordinator(s) track the assigned PM Work Orders for completion. Completed (COMP) PM Work

Orders are “Closed” when all materials and labor charges have been recorded against the PM Work Order. Each BOR CARMA site will establish local business practices for closing Work Orders.

3.10 The frequencies listed below are used as a standard for Maintenance

Supervisor(s) and Planner(s) when a PM must be rescheduled. If the scheduled maintenance repeatedly cannot be performed within the constraints, the responsible Planner shall meet with appropriate

Supervisor(s) to determine whether the maintenance activity will be rescheduled, PM skipped, or cancelled.

3.10.1 Rescheduled PM means planned schedule has changed to

perform PM work with a new schedule date. If the PM work order has been generated, the work order status will be

Skipped PM. If the work order has not been generated, the next due date will be changed to reflect rescheduled next due date.

3.10.2 PM skipped means PM not performed due to lack of

resources or schedule date has changed and PM clock is not reset. All skipped PMs must be approved by the Supervisor.

A justification for skipping the PM is documented by creating a Log Entry in the Work Order Log Tab or in the

Remarks section on the printed work order .

3.10.3 Cancelled means work that was never intended to be

performed. Example: A PM Work Order was generated by mistake.

*** Skipping or rescheduling of a mandatory or critical PM requires the approval of the Maintenance Manager and is documented in CARMA Work

Order logs or in the Work Order hard copy remarks section.***

3.10.4 PM Frequency Scheduled Finish Date Tolerance

Annual 2 Months (60 Days)

Semi-Annual 4 Weeks (30 Days)

Quarterly 2 Weeks (14 days)

Monthly 10 Days

Weekly 4 Days

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Event/Run-Time Driven As Determined by Asset Priority

3.11 PM numbering will be auto-generated in CARMA. PM naming will use the following basic guideline for the PM Title description field in CARMA:

3.11.1 Begin Location Description title with your Site ID acronym.

Example: GC = Glen Canyon

3.11.2 Continue with specific Location or asset name from your Site hierarchy to identify where work will be performed:

Example: GC Unit 1 Fixed Wheel Gate

**It matters if you have a space between GC and Unit 1 or use a hyphen with no space due to how CARMA performs searches.**

Example: GC-Unit1 or GC – Unit 1

**Therefore, be consistent in your naming convention. This will better assist you in reporting, queries and searches .**

3.11.3 The type of PM, such as inspection, replacement, lubrication, calibration, overhaul, etc.

Example: GC Unit 1 Fixed Wheel Gate Operational Test

3.11.4 Identify CRAFT performing work.

Example: GC Unit 1 Fixed Wheel Gate Operational Test - MECH

3.11.5 Periodicity or Sequenced:

Example: GC Unit 1 Fixed Wheel Gate Operational Test – MECH – Monthly or Sequenced

3.11.6 Identify if the PM is NERC/WECC

Example: GC Unit 1 Fixed Wheel Gate Oper ational Test – MECH – Monthly - NERC/WECC

3.12 PM hierarchies may be used to associate PMs that are performed at the same time and are usually associated with a system or location that is taken out of service for maintenance. PM hierarchies are a recommended method of generating PMs for outages that are associated with major systems or assets. The PM hierarchy becomes the template for the maintenance activity and includes children that are performed as part of the hierarchical relationship.

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3.13 PM Masters should be used when there are several (five or more) components of an asset that have the same PM frequencies and Job Plans. A PM Master allows many components of assets to share the same PM information and Job Plan.

3.14 A “Route” is a list of related assets, locations or both which may be used when the work on the route is repetitive. Such PMs may be related to lubrication, minor inspections, or data collection.

Example: Fire Extinguisher Inspections

3.15 The Maintenance Manager and Maintenance Supervisor(s) evaluate asset performance versus maintenance performed, make a determination as to whether a

PM frequency should be increased, decreased, or eliminated

3.16 PM frequencies shall not be changed without the Maintenance Manager's approval.

3.17 The responsible Maintenance Planner(s)/CARMA Coordinato r(s) will change a PM frequency for a particular activity, job, or task by entering the revised frequency in the CARMA PM Module Frequency Tab.

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APPENDIX 3.A - ASSET/COMPONENT PREVENTIVE MAINTENANCE EVALUATION

GUIDELINE

ASSET DESCRIPTION:

CARMA ASSET RECORD #:

CARMA LOCATION RECORD #:

MAINTENANCE FREQUENCY:

MAINTENANCE DESCRIPTION:

ASSET/COMPONENT PM EVAULATION GUIDELINE Y N N/A

1) Is PM mandated by local, State or Federal laws and regulations?

2) Is PM mandated by manufacturer to maintain warranty or long-term service agreement?

3) Is PM mandated by a regulatory code?

COULD CONSEQUENCES OF ASSET FAILURE:

4) Create an environmental hazard resulting harm to the public?

5) Result in violating environmental limits, resulting in a fine?

6) Cause serious injury to a person?

7) Damage public property?

8) Cause a loss of ability to convey water or produce power?

9) Require a forced outage within 72 hours?

10) Cause a reduction in water management or generating unity capacity?

11) Increase water management or generation/transmission costs?

12) Affect water or generating unit availability/transmission?

13) Represent a significant maintenance cost burden?

14) Is asset/component essential for emergency conditions?

15) Will PM improve system performance based on cast considerations?

16) Is asset/component essential for unit startup or safe shutdown?

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RESULTS: If any answer to criteria 1 through 6 is "YES," then PM is MANDATORY.

If an answer to criteria 8 through 16 is "YES," then PM is CRITICAL.

If all the answers to criteria are "NO or NA," then PM is ROUTINE

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APPENDIX 3.2B – PM WORKFLOW CHART

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APPENDIX 3.2C – PM GENERATION WORKFLOW DIAGRAM

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APPENDIX 3.2D – PM JOB PLAN WORK FLOW DIAGRAM

3.3 Predictive Maintenance

2.0 SCOPE PAGE 2

2.1 CRITICAL ASSETS PAGE 2

2.2 PREDICTIVE MAINTENANCE PAGE 2

3.0 INSTRUCTIONS PAGE 2

4.0 APPENDICES PAGE 5

APPENDIX 3.3A EQUIPMENT/COMPONENT PDM EVALUATION CHECKLIST EXAMPLE PAGE 5

APPENDIX 3.3B PREDICTIVE MAINTENANCE PROCESS FLOW CHART PAGE 6

3.3 Predictive Maintenance

The purpose of this standard is to define the processes and management controls to direct the Predictive Maintenance (PdM) program at facilities.

This standard applies to Maintenance, Engineering, Operations, and Planning involved in identifying, planning, scheduling, performing, controlling and evaluating predictive maintenance activities.

2.1 CRITICAL ASSET

Is defined as any system, asset or component whose failure could cause:

1. A substantial impairment to meet water management requirements or generating unit shutdown or capacity/load reduction;

2. Serious injury to an individual or violation of a safety regulation;

3. An environmental hazard resulting in harm to the public, environment, or damage to public or private property.

4.

2.2 PREDICTIVE MAINTENANCE (PDM)

This is a method of identifying maintenance by using continuous or periodic tests, inspections and measurements for formal trending of the performance of physical characteristics of a component to indicate current or future performance and the potential for failure. Predictive Maintenance is generally conducted on a non-intrusive basis and is intended to identify undesirable trends in order to perform planned maintenance to prevent asset failure and to extend asset life. Typical predictive maintenance methods include such activities as vibration analysis, bearing temperature monitoring, lubrication oil analysis, transformer oil testing and thermography.

A. The Maintenance Manager, Planner, Engineers, and Maintenance Supervisors shall evaluate major plant systems and assets to determine the assets to be included in the PdM Program.

The establishment of maintenance activities to be performed and frequencies of performance are determined using the following considerations:

1. Equipment is designated as "Critical Asset",

2. Manufacturer's recommendations with regard to monitoring the operating status or condition of equipment,

3.3 Predictive Maintenance

3. Maintenance personnel experience,

4. Asset/equipment history, including industry experience with regard to failure rates of equipment,

5. Technical evaluations, measurements, and inspections including the availability of diagnostic equipment,

6. Operation’s personnel input/experience,

7. FIST asset-specific requirements.

B. Predictive maintenance is separated into outage- and non-outage-type maintenance activities. Non-outage-related work is planned and scheduled in accordance with standard priorities and is initiated by a PdM Work Order.

C. The Planner creates a PM with the work type “PdM” and creates a Job Plan for each Predictive Maintenance task. The procedures and instructions to perform the Predictive Maintenance work are written and approved in accordance with the requirements of this standard.

D. PdM data collection may be collected by the Condition Monitoring function in the Asset Module.

E. The Planner/Maintenance Supervisor tracks completed PdM work orders and data for use in projecting failures associated with assets identified in the PdM Program. Based on the results of equipment data collected, reviewed and trended, the Planner may modify the schedule and scope of the maintenance to be performed to meet the operating requirements. Proposed changes to asset PdM are sent in writing to the Maintenance Manager for his/her approval, and then the PdM requirements are updated.

F. The corrective work order process is initiated when trends of potential failure of equipment are identified. The CM Work Order is prioritized, planned, scheduled and performed as Corrective Maintenance, with a sub-work type of “Predictive Driven”.

G. If the scheduled PdM cannot be performed within the time constraints, the responsible Planner shall meet with appropriate Supervisors to make a determination whether the maintenance activity will be rescheduled, skipped, or canceled. Waiver of a PdM task requires the approval of the Maintenance Manager.

3.3 Predictive Maintenance

H. The Planner provides a periodic report for the Maintenance Manager, identifying accomplishments, concerns and problems of the PdM Program.

3.3 Predictive Maintenance

APPENDIX 3.3A EQUIPMENT/COMPONENT PDM EVALUATION CHECKLIST

FACILITY:

ASSET:

LOCATION:

EQUIPMENT/COMPONENT PREDICTIVE MAINTENANCE EVALUATION Y N N/A

1) Is the equipment/component on the Critical Equipment List?

2) Is there a high repair or replacement cost if run to failure?

3) Is there a simple task to identify parameters that indicate current condition of equipment?

4) Are state-of-the-art methods available to detect potential failures through trending?

5) Are the available, state-of-the-art methods cost effective?

6) Has operational/maintenance history been unsatisfactory?

7) Is it difficult to perform maintenance on equipment while in service?

COULD CONSEQUENCES OF EQUIPMENT FAILURE:

8) Significantly increase generation/water delivery costs?

9) Represent a significant maintenance cost burden?

RESULTS:

If any answers to criteria 1 through 9 are “YES”, then a Predictive maintenance task must be considered for the quipment/component.

If all answers to critieria are “NO or NA”, then a Predictive maintenance task should not be considered.

3.3 Predictive Maintenance

APPENDIX 3.3B PREDICTIVE MAINTENANCE WORK FLOW PROCESS

4.1 Maintenance Planning Program

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2.0 SCOPE PAGE 2

3.0 INSTRUCTIONS PAGE 2

4.0 APPENDICES PAGE 6

APPENDIX 4.1A JOB PACKAGE CHECKLIST PAGE 6

4.1 Maintenance Planning Program

This standard establishes the guidelines for documenting work steps to be accomplished, including developing standard Job Plans and developing and assembling job packages, where appropriate.

This standard applies to work that has been identified on Work Orders and Job Plans developed to support the Preventive Maintenance (PM) Program. All PM Job Plans will have an associated Job Hazard Analysis (JHA) which will be referenced with each PM generated work order for review and signatures of assigned crew.

3.1 Maintenance planning will be performed based on the Work Order and Location/Asset priority. In general, the highest priority le vels should be planned to support the scheduling process.

3.2 The Maintenance Manager meets periodically with Operations and Maintenance Supervisors to develop the schedules to determine which scheduled. High priority work should be the focus of planning. Once the schedule and criteria for planning work has been established, the Maintenance Manager will assign planners to prepare Job Plans and Job Packages as appropriate.

3.3 The Maintenance Manager and Supervisors wil l meet regularly and develop requires Job Plans, who will write the Job Plans, and when the Job Plans are required to meet operational and outage schedules.

3.4 The Maintenance Planners (Planner) develop Job Plans to support maintenance work based on criteria and schedule requirements established by the Maintenance Manager. For complex jobs requiring mul ti-craft assignments, the Planner(s) will develop Job Plans to coordinate the various crafts. Job Plans should contain sufficient information in the operational steps to ensure a qualified individual can perform the work to completion.

4.1 Maintenance Planning Program

Document Control No: 01-4.1_002

May 2016 provide additional work instruction details and identify available technical procedure documents or technical manuals. These documents and/or manuals could be uploaded as attachments in the job plan module of

CARMA.

3.5 Job preparation requires the following:

3.5.1 The Planner inspects the jobsite (if required) to determine the scope of work required to properly perform the work, unless the planner is familiar with the asset and work, or if th e work is repetitive in nature.

3.5.2 The Planner identifies, creates and coordinates with applicable personnel the technical procedures and documents to accomplish the work. Technical Procedures are provided where the work is complex; a particular sequence m ust be followed, where infrequently performed, or if instructions are required for a qualified individual.

3.5.3 The Planner should review the entire scope of work to determine the interfaces and coordination required between work groups or support groups necessary to accomplish the work and potential conflicts that may exist. The Planner should identify a Le ad Craft for all maintenance work. The Planner determines what supporting maintenance work groups are required and when in the work sequence they are required.

3.5.4 The Planner/Supervisor performs initial hazard assessments to identify any general precautions, safety precautions, special permits, clearance requirements and hazardous materials/environment as part of the prerequisites for the work. If risks are identified, then Risk Assessment must be scheduled and incorporated into the JHA. If a Job Hazard Analysis is already developed for the precise work to be accomplished, the Planner/Supervisor should attach the Job Hazard Analysis to the job package.

3.5.5 The Planner reviews the work with appropriate supervision, as necessary, to estimate the amount of labor and type of labor necessary for the work. Historical data may be used for this purpose .

4.1 Maintenance Planning Program

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May 2016

3.5.6 The Planner develops labor estimates for the Work Order (or work step, if required for coordination) based on conditions and standard objective methods. Labor estimates will be based on the lowest level of qualification required to do the work under normal conditions and should include the recommended number of craft personnel. Job duration should also be estimated and based on 24 hours for each work day that the work order is expected to be in progress. Maximo defines duration as the amount of time it will take to bring a component back in service.

3.5.7 The Planner assembles the technical data to include related drawings and technical manuals requi red for the work. The CARMA is available for use in supporting documentation.

3.5.8 The Planner determines the parts that may be necessary to support the maintenance. Parts that are n ot stocked, or listed in CARMA as

- accordance with established purchasing procedures.

3.5.9 The Planner identifies special tools, scaffolding, measuring and tests equipment (M&TE), and similar support required to perform the job.

ule of CARMA, they will be listed in operational steps of the Job Plan.

3.6 A Job Package is prepared by the Planner(s)/CARMA Administrator(s) and discussed with Maintenance Supervisors who are provided the necessary documents, instructions, and information to accomplish the work in an efficient, quality manner. The Job Package accompanies the crew to the jobsite.

3.7 Job Plans will be numbered and named using the following general rules:

3.7.1 Job Plans will be auto-numbered and populated in the Job Plan number field.

3.7.2 Job Plans will be named as follows:

The CARMA Site two or three letter ID, Location or Asset Name.

The type of work, such as inspection, replacement, lubrication, calibration, overhaul, etc.

Craft assigned to the Job Plan and/or PM Frequency.

The Job Plan title for a PM should be similar or the same as the PM title for which it is related.

Example:

GC - K1A FUNCTIONAL RELAY TESTS FOR TRANSFORMERS -

EEMECH ANNUAL

4.1 Maintenance Planning Program

APPENDIX 4.1A JOB PACKAGE CHECKLIST

ASSIGNED PLANNER/SUPERVISOR:

WORK ORDER NUMBER:

ASSET COMPONENT:

IS AN OUTAGE REQUIRED?

LEAD CRAFT:

SUPPORT CRAFT(S):

CONTRACTOR:

DATE WORK REQUIRED:

IS THIS A NERC/WECC JOB PLAN?

INCLUDE THE FOLLOWING OF ITEMS IN JOB PLAN:

TECHNICAL PROCEDURES

DRAWINGS/TECHNICAL MANUAL

MATERIALS ISSUED

SPARE PARTS

SPECIAL TOOLS

RIGGING/RENTALS

JHA/RISK ASSESSMENT/CONFINED SPACE

WELDING/CUTTING PERMITS

ENVIRONMENTAL REQUIREMENTS

LABOR HOURS

OTHER: (SPECIFY)

4.2 Planning and Scheduling

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2.0 SCOPE PAGE 2

3.0 INSTRUCTIONS PAGE 2

4.2 Planning and Scheduling

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This standard establishes the process and timing for developing a Weekly Maintenance Schedule;

however, these processes can also be used for other scheduled durations. The Weekly Maintenance Schedule is the listing of maintenance jobs from the Work Order backlog that are to be performed for the upcoming week, as well as, in progress work orders. The Weekly Scheduling process may also include an evaluation of work that can be performed during unscheduled outages.

This standard outlines the recommendations for a minimum frequency interval of weekly scheduling work and includes the interface with the Operations Department and others. This standard does not include the scheduling process for regularly scheduled outage activities. (See Reclamation Directive and Standard FAC 04-12)

3.1 It is recommended to conduct a Weekly Scheduling meeting as a minimum interval to identify and schedule maintenance work to be performed during the upcoming week. The purpose of this meeting is to develop an approved schedule which will include preventive, predictive, modification, operational and corrective maintenance work.

3.2 The general rules for preparing and conducing the Weekly Scheduling meeting are as follows:

3.2.1 Meetings are conducted at a minimum frequency of each week to develop and make adjustments, as needed, a weekly maintenance schedule for the upcoming week (typically beginning on Sunday and ending the following Saturday). The Maintenance Manager has discretion regarding the meeting frequency.

3.2.2 Recommended attendance for this meeting is:

Maintenance Manager

Operations Representative

Supervisor(s) from each maintenance area

Planner(s)

CARMA Coordinator(s)

4.2 Planning and Scheduling

Document No: 01-4.2_002

Engineering Representative

Safety/Environmental Representative

Inspectors, as appropriate

Contracting Officer s Representative, as appropriate

Property/Warehouse staff representative

Purchasing agent

The Maintenance Manager and/or Operations may request other personnel to attend the meeting. It is recommended to designate a person to take meeting notes and will be responsible for distribution of meeting notes.

3.2.3 Representatives attending the meeting will be prepared to provide the following information:

Status of any work in progress, follow -up work

Status of materials, equipment and personnel required to perform the work

Delayed work

Work that can be performed in the upcoming week

Craft hours available for the upcoming (weekly) schedule

Operations input for work from the backlog list

Schedule of operating PMs to be performed, provided by Operations

7.2 Location and Asset Hierarchy Naming and Numbering

Document No: 01-7.2_002

7.2 Location and Asset Hierarchy Naming and Numbering

Document No: 01-7.2_002

This standard establishes the standards for numbering and naming Location and Asset (equipment or components) records in the CARMA database for all Reclamation facilities and sites. Locations and Location hierarchies, and the relationship between Locations and Assets, are defined to support the business processes deployed to meet the mission of Reclamation (water management and electric generation). Systematic Location numbering and naming is intended to improve Asset and maintenance management information to support improved performance and provide transparent records of Enterprise Asset life cycle that supports the management of water resources and production of electric power.

These standards cover all Reclamation facilities that use CARMA for asset and maintenance management. These standards include the instructions for populating the financial accounting information to the location for the purpose of cost performance and budget tracking in the Financial

Management Business System (FBMS). FBMS Operations and FMBS Hub

3.0 INSTRUCTIONS

3.1 Each site will develop the organization of location hierarchies based on the rules established in these standards. It is recommended that a team be designated comprised of CARMA trained personnel for this purpose. The

Area Manager/Facility Manager/Power Manager, as appropriat e, must concur with the organization and relationship of hierarchical locations and will review the final arrangement of the location hierarchy.

3.2 The general rules for developing a location hierarchy are based on meeting the business objectives of the organization such as water management, generation, or the delivery of general services. All location naming will follow the following sequence for the number of alphanumeric digits available to represent the physical plant. Location hierarchy is the foundation for cost accounting, and risk management and is designed to support scheduling of work associated with all items linked to the locations in the hierarchy.

3.3 The basis for the systems and subsystems are based on the main system process design. System design is established to meet business processes that may be the water management, generation of electricity, or other business processes.

https://dosp/mso/financeProj/FBMSOPS/SitePages/Home.aspx https://sites.google.com/a/ios.doi.gov/the-hub/

7.2 Location and Asset Hierarchy Naming and Numbering

Document No: 01-7.2_002

Example: GC:Glen Canyon Field Division is the top Location record in their

CARMA Site hierarchy and the drilldown below provides a portion of the granularity involving Buildings and Grounds associated location record relationships:

3.4 An Asset record can be assigned to any Location record in the Location hierarchy. An asset can only belong to one location (main or subsystem) or another asset location in the hierarchy as shown in the example of the

Asset record 39400:POWER D BOARD, AUXILIARY, UNIT 1 associated with

Glen Canyon Location: GC-PP-U1-ELEC by clicking on the Assets tab in the

Drilldown dialog box.

7.2 Location and Asset Hierarchy Naming and Numbering

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3.5 Location hierarchies need only be at the level that represents the system for which cost data is needed and work at that location or equipment at that location is performed. If the system is complex, four or five levels of the hierarchy may be required. If the system is simple, only two or three levels may be required to represent the business or functional purpose.

Example: GC-PP:Glen Canyon Power Plant is five levels down in the

GC:Glen Canyon Field Divis ion Location hierarchy as shown below:

7.2 Location and Asset Hierarchy Naming and Numbering

Document No: 01-7.2_002

3.6 Location hierarchies need only be at the level that represents the system for which cost data is needed and work at that location or equipment at that location is performed. If the system is complex, four or five levels of the hierarchy may be required.