© 2008 Eventure Events. All rights reserved. Continuous Improvement “Kaizen” in Hokuriku...

© 2008 Eventure Events. All rights reserved.

Continuous Improvement “Kaizen” in Hokuriku Electric in Japan

Yoshinari Tokumitsu

The Hokuden Information System Service Company,inc.

Yasuo NakamuraSAP Japan

• Joined Hokuriku Electric Power Company in 1983. Responsible for maintenance for the assets of hydro-electric generation, transmission and substation.

• Involved in the SAP PM Project as assistant leader in 2003.

(Go-live in 2003)

• Temporarily moved to The Hokuden Information System Service Company, Inc., in 2004.

• Led ERP service business in Management Planning division

• Leader of JSUG EAM interest group

Introducing Yoshinari Tokumitsu

Copyright(C) 2008 The Hokuden Information System Service Company,Inc All Rights Reserved

Agenda

1. Introduction

2. Implementation Project Case

3. Beyond Go-live - Achievements

1. Challenges and Solutions

2. Improvements

4. Beyond Go-live - Challenges

5. Enhancement Action Cases in JSUG


1. Who is Hokuriku Electric Power Company ?


1. Who is Hokuriku Electric Power Company?

Hokuriku is located in the middle part of Japan.


1. Who is Hokuriku Electric Power Company?

Hokuriku covers 3-prefectures in the middle part of Japan.1. Yearly Sales: Approx. 4.5 Billion USD

2. No of Employees: 4,798

3. Generation Capacity: 8,114 MWComposed of Hydro: 1,816, Thermal:4,400, Nuclear:1898

4. Substations: 27,647 MVA

5. Transmission line length: 3,293 km

6. Distribution line length: 42,114 km

7. Annual Energy Sales: 29 Billion kWh

8. No of Customers: 2,082,000


2. Implementation Project Case


2. Implementation Project Case Study2-1. Scope of Project

Substation Transmission Customers

Distribution

Factory

With SAP PM

Thermal

Nuclear

Hydro

Power Plant

Household


2. Implementation Project Case Study 2-2. Project Background

De-regulation leads to more competition and business De-regulation leads to more competition and business transformationtransformation

Pressure of lower cost and higher reliability Pressure of lower cost and higher reliability to maintenance businessto maintenance business

From TBM-oriented to optimized maintenance composed of From TBM-oriented to optimized maintenance composed of TBM, CBM and RCMTBM, CBM and RCM

New business processes prompt data-focused maintenanceNew business processes prompt data-focused maintenance


2. Implementation Project Case Study2-3. Concept of System

Hokuriku …….

• Inspection Interval• Threshold of measurement• Standard task etc.

Maint. Rule Mgmt• Resource Assignment• Progress monitoring

Scheduling/Execution

• Failure identification

Failure Mgmt

• Latest data Equipment/devices

Equip. Master Mgmt

• Safety• Availability/Reliability/Maintenacability• Budget vs. Actual cost

Evaluation/Correction

Plan

• Annual maint. plan• Route, Time-based, Condition

based, Reactive

Planning Do

ActionCheck

• Failure analysis• Cost analysis• Equip History

Review/Analysis

P.O.

Receipt

Asset Planning

BudgetPlan/Act

DocumentMgmt

As-built dwg., specification, etc. Measurement data with mobile devices

Inspection Record Mass Print

Equip.Statistics

Asset directory / handbook

External systemTechnical Spec.

SAP PM

SAP BI

SAPMM, PS


3. Beyond Go-live - Achievements


3. Beyond Go-live 3-1. Challenge and Solution

• Integrated Management of Equip Data

• Failure Management

• Maintenance Rule Management


3-1. Challenge and SolutionIntegrated Mgmt of Equip Data

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Dropping out of updateDropping out of update

Hard to plan workHard to plan workEquip.

History

Equip. History DocumentsDocuments

Scattered in local systems

Timely data aggregationTimely data aggregation

Accurate PlanAccurate Plan

Equip spec.Equip. History

Maint. PlanDocuments

Equip spec.Equip. History

Maint. PlanDocuments

Integrated system

Integrated system

Equip. SpecEquip. Spec Maint. PlanMaint. Plan

More accurate data are provided in more timely manner.


3-1. Challenge and Solution Integrated Mgmt of Equip Data

More accurate data are provided in more timely manner.

Maint. HistoryMaint. History

Check it when another failure found and plan a corrective action.

Main Trans.

Bushing

Equip HierarchyEquip Hierarchy

Entry/Update work historical dataEntry/Update work historical dataEntry/Update a document

w/ technical record.Entry/Update a document

w/ technical record.

1990 Jul. 　 Patch-up corrosion damage1995 Mar. Regular inspection1998 May 　 Regular painting patch-up

documents

All of data related to the equipment are integrated under the equipment hierarchy.

Cooling unit


3-1. Challenge and SolutionFailure Management

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Streamlined failure management ultimately lead to optimized maintenance plan.

Miss-communication

Failure data duplicatedRecord on

paper

Hard to aggregate data

Follow-up missing

Failures repeated

Scattered Data

Failure Mgmt. Process

Failure Mgmt. Process

AA

Equip A Failure 1

Failure 2

Equip BFailure 1

Failure 2

Follow-up activities secured

Follow-up activities secured

Repeated failures decreased

Repeated failures decreased

Corrective Action 1

Corrective Action 2

IdentifyIdentify

ReviewReview

CorrectCorrect

CloseClose

BB

Independent local system

Personnel Experience

Integrated Data

Maint. plan optimized

Maint. plan optimized


3-1. Challenge and SolutionFailure ManagementVarious types of notification support to manage corrective actions to any type of requests.

　　 Close NotifClose Notif　　 Close NotifClose Notif

Failure NotifFailure Notif

Work RequestWork Request

Roll-out NotifRoll-out Notif

FailureFailure ActionAction

Maint. Order for specific equip.

Maint. Order for specific equip.

Maint. Order for multiple equip.

Maint. Order for multiple equip.

Various Requests to maintenance

dept.

1. Failure identified at site1. Failure identified at site

2. Response to external request

2. Response to external request

3. Corrective action roll-out

3. Corrective action roll-out

　　 Create NotifCreate Notif　　 Create NotifCreate Notif 　　 Create Maint. OrderCreate Maint. Order　　 Create Maint. OrderCreate Maint. Order

　　 Close Maint. OrderClose Maint. Order　　 Close Maint. OrderClose Maint. Order

SAPOut of SAP


3-1. Challenge and SolutionFailure ManagementMulti-layered notif. support to roll out the corrective action.

1. Vendor reported “The quality trouble is found on the part “XYZ”.1. Vendor reported “The quality trouble is found on the part “XYZ”.RSO:Regional

Service Office

RSO:Regional

Service Office TroubleTrouble Replace part

“XYZ”.

Replace part

“XYZ”.NotifNotif

Identify FailureIdentify Failure

OrderOrder

Correct itCorrect itRef

Head OfficeHead Office2. An inspection request is created to prevent repeat problems.2. An inspection request is created to prevent repeat problems.

Create Roll-out Notif for inspection request.Create Roll-out Notif for inspection request.

Notif №9000Notif №9000

Report, Notif.

RSO:Regional Service Office

RSO:Regional Service Office

3. Extract all of the same type of equip. and order the inspection. 　　

　　

3. Extract all of the same type of equip. and order the inspection. 　　

　　

Reference

Sub-notif 　　 № 9001Sub-notif 　　 № 9001Equip №100001Equip №100001

Equip №100320Equip №100320 Sub-notif 　　 № 9010Sub-notif 　　 № 9010

Ref

The same type of Equip

The same type of Equip

Create Sub-notif for themCreate Sub-notif for them

Equip №100110Equip №100110 Sub-notif 　　 № 9005Sub-notif 　　 № 9005

Order

Example case of corrective action to a quality problem on a part.


3-1. Challenge and Solution Maintenance Rule Management

Single access encourages updating of the maint. rule and procedure in timely manner.

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Scattered Standard data

Company Maint. Rule/ Procedure

Local Maint. Procedure

Hard to aggregate data for standard improvement

Paper based

Company Rule based

Difficult to improve the rule

Difficult to improve the plan

Maint. Rule/ Procedure

Company

Region

Equipment

Data consolidated per equip.

Operation & condition dataInterval, conditions, frequency, etc.

Accurate & flexible Planning

Single access to multiple rule, procedure, etc.


3-1. Challenge and Solution Maintenance Rule Management

Multiple maintenance requirements are updated on the equipment conditions.

Maint. RuleMaint. Rule

Define the work description, in accordance with company standard, regional requirements, equip’s specific ones.Define the work description, in accordance with company standard, regional requirements, equip’s specific ones.

Company Standard

Region Specific

Equipment Specific

Route Inspection

Calibration

Overhaul　　　　　・　　　　　・　　　　　・

Maint. Rule, Procedure

Item Nos. Point

Interval

… 1yr 3yr 6yr …

XX Line 3-years inspection 6 ○

Special inspection for over 30-years equip

20 ○

Item Nos.Point

Interval

… 1yr 3yr 6yr …

Supplier’s recommendation test 5 ○

Special watching program for “XYZ” 15 ○

ReferenceReference

Create Maint. Plan referring to the rule, measurements and tasks.Create Maint. Plan referring to the rule, measurements and tasks.

Maintenance Plan for GCB6-years Regular Inspection

RelevantEquip

Maint. PlanMaint. Plan

MeasurementMeasurement

Check pre-defined measuring points along the pre-defined route.Check pre-defined measuring points along the pre-defined route.

Route Maintenance Route Maintenance

Mobile

Trigger(Condition data, Failure History, interval, etc.)

Trigger(Condition data, Failure History, interval, etc.)

Item Nos. Point

Interval

… 1yr 3yr 6yr …

CB Mech test 3-years test 6 O

GCB 6-years Overhaul 25 O


3-2. Improvements

Change of Mindset of Maintenance

Mindset of Maintenance Strategy at Lower CostWith visualized information, people came to think about a more effective way.

Mindset focused on Value(Reason) of MaintenanceMaintenance action always results from any reason such as “periodic plan” or “failure occurred”. People came to recognize value of maintenance with those kinds of triggers.


3-2. Improvements

TPM activities were performed as one of the improvements at site.

In a regional service office, the collected data are analyzed such as “Failures outstanding” , “# of Failures completed as of today” and etc. These activities encourage personnel to understand the current situation properly to make better decision for prioritization and work instruction.


4. Beyond Go-live - Challenges


4. Beyond Go-live – Challenges4.1 Road of “Kaizen”Our “Kaizen” continues in the both business & system.

Data query with equipment characteristics Handling all technical documents

Data query with equipment characteristics Handling all technical documents

Failure, cause, action, and related history Maintenance plan, corrective action, and progress to

date Actual data for each plan type, maint. type, equip.

Failure, cause, action, and related history Maintenance plan, corrective action, and progress to

date Actual data for each plan type, maint. type, equip.

Reliability and improvement Economic efficiency Performance Operational Efficiency

Reliability and improvement Economic efficiency Performance Operational Efficiency

NowHere

Phase 1

Phase 2

Visualize more value from information

Monitor equipment condition data

Visualize status of Improvement “Kaizen”


4. Beyond Go-live – Challenges4.2 Asset Lifecycle Optimization Maint. activities and cost are optimized by referring to the asset lifecycle.

Substation TR-1Substation TR-1

Overhaul

10,000 USD

16

Radiator Replace,Oil-Leak Repair, etc.

290,000 USD

26

66M yen

Oil sealed packing replacement

170,000 USD

40

Repair around access point

20,000 USD

44 45

Current

Co

st

Working Age500

Many maintenance works were required on TR-1 in the last 5-years, such as, oil leak, damages around access points.

In consideration with the total cost in the asset lifecycle, TR-1 should be replaced earlier than the original planned for cost-saving.

Many maintenance works were required on TR-1 in the last 5-years, such as, oil leak, damages around access points.

In consideration with the total cost in the asset lifecycle, TR-1 should be replaced earlier than the original planned for cost-saving.

Original Replacement


4. Beyond Go-live – Challenges4.3 Utilization of the new system

The system had gone live, but…..

•We have to always refer operation manual.•We are fed-up with inputting data.•We have a hard time to get familiar with how to operate the system.•We feel that too many entries are required.

Comments from End-users


4. Beyond Go-live – Challenges4.3 Utilization of the new system and challenge

Continuous improvements are performed.

• Lack of operation manual especially for exceptional cases

• A lot of input time are required due to poor user interface.

• Expert users are limited due to frequent personnel change.

• Too many data entries are required

Issues Our Effort/SolutionImprovement of rules and system

User manual

Training

Gui-XT

End-user support


4. Beyond Go-live – Challenges4.3 Utilization of the new system and challenge

Especially, education is a key factor for “Kaizen”. We are continuing end user training and refresher training to improve the collection of accurate data.

• Once a year

• Two types of training courses. One is for a management and another is for a key-user.

• Key-users are certified by Hokuriku Epco at finishing the key-user training course.

• Key-users act as “help desk” at each work site to support other users.



Development RequestDevelopment Request

from Japanfrom Japan

JSUG: Japan SAP User Group


5. Enhancement Action Cases in JSUG JSUG EAM Interest Group Profile

• Established in June 2005• Objectives are:

– To share the latest information of business solution

– To encourage communication among SAP EAM users

– To influence SAP strategy• Activities are:

– Request for new development and improvement

– Investigation and validation of new SAP functions

– Survey of new maintenance technology

– Visit to the site of reference user


5. Enhancement Action Cases in JSUG JSUG is composed by

Our “Kaizen” continue in the both business & system.


5. Enhancement Action Cases in JSUG How Actions are generated.

We think that SAP is greatest system.

But,

When we study how to leverage SAP more and more.

Not enough…

Development Requests jointly submitted.

User group consolidated our expectations.

We found that many users had common problems and expectations


5. Enhancement Action Cases in JSUGMulti. PM Order assignm’t from a single notif.

CurrentSituation

NotificationNotification



Trouble infoTrouble info Plan & executionPlan & execution

LinkLinkPM orderPM order

PM orderPM orderLinkLink

PM orderPM order

Current situation ：In case that a trouble needs multi orders to repair, notification can only link to a single order.

It is difficult to trace right business flow and guarantee integrity.

Current situation ：In case that a trouble needs multi orders to repair, notification can only link to a single order.

It is difficult to trace right business flow and guarantee integrity.

Requirements ：- N : 1 linkage between notifications and orders should be possible

Requirements ：- N : 1 linkage between notifications and orders should be possible

N : 1N : 1

1 : N Impossible

1 : N Impossible


5. Enhancement Action Cases in JSUG Cost control at operation levelWe wish that requests from the Japanese user may be achieved.

Operation costOperation cost

Current situation ：Planned cost can be list viewed at operation level.

Actual costs are summarized by cost elements and no data at operation level.

Necessary to refer to MM/FI objects to know detailed value.

Current situation ：Planned cost can be list viewed at operation level.

Actual costs are summarized by cost elements and no data at operation level.

Necessary to refer to MM/FI objects to know detailed value.

Requirements ：List view of planned / actual cost data at operation / components level.

Requirements ：List view of planned / actual cost data at operation / components level.


Component CostComponent Cost


Cost Element

Cost Element

Current situation RequirementsPM order 901760

0010 Internal

0020External

0010 Part A

0010 PartB

XX repairXX repair

Actual

Plannedcost





Plan/Actual 　 List view

List viewOrder header

level



Our objective is for our requests to be achieved and contribute to other SAP users.

Thanks


© 2008 Eventure Events. All rights reserved. Continuous Improvement “Kaizen” in Hokuriku...

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