Diagnostics scope GENERATION Technical systems

Operational Performance Improvement (OPI)
Diagnostic scope template

Diagnostics scope GENERATION Technical systems
Mindsets, capabilities and leadership Management infrastructure Efficiency analysis Plant energy balance analysis PS/own use data Comparison of plant performance vs design/ performance test result Availability/ reliability analysis OEE analysis Map of outages/ derating (Pareto Loss Output) Impact (in $ or duration) Causes Maintenance strategy Equipment strategy Additional Analysis Start up Time & SMED VA/NVA Analysis Heat rate analysis Root Cause analysis (RCPS) Safety culture EMI survey result analysis Interviews Ground walk/ inventory check Plant performance monitoring effectiveness Tracking of operational data KPI cascading and performance tracking EMI survey result analysis Interviews and FGDs Rewards and consequences Visual management Ground walk Shift handover Meeting effectiveness OME evaluation Unit meeting map Initiative management system Management role modeling EMI survey result analysis Interviews and FGDs Management-frontline communications Developing talents and skills (training) HR data (training) Formal mechanisms (personal evaluation) HR data (performance rating distribution)

Plant Energy Balance Analysis – summary
Key insights Description Mengetahui cara produksi didalam Unit dengan tujuan dapat menghitung nilai ekonomis yang didapat dan potensi peningkatannya Daftar parameter yang diperlukan untuk perhitungan Identifikasi semua proses masuk dan keluar dari unit Perhitungan dan analisa ke-ekonomisan unit Identifikasi awal gap dari hasil analisa Input Output Parameter operasi masuk dan keluar yang dibutuhkan untuk perhitungan dan analisa Rumus perhitungan yang digunakan Kondisi operasi unit secara aktual Hasil perhitungan nilai ekonomis unit Efisiensi unit Kebutuhan bahan bakar Resource requirements/details Timeline 8 orang 10 hari SOURCE: OPI team

Contoh Tipikal data harian untuk sebuah combined cycle power plant 740 MW ILLUSTRATIVE Efisiensi2 pembangkit keseluruhan = 44.9% Heat rate pembangkitan4 = 1,919 kCal/kWh HRSG#1 HRSG#2 Fuel1 105,000 MMBTU (30,765 MWh) Flowrate = 97,100 kg/hr ST 1 4,500 MWh tersalur PS & kerugian lainnya GT 1 = 250 MWh GT 2 = 50 MWh Kerugian lainnya3 = 16,665 MWh Energi tersalur 13,800 MWh GT 2 4,700 MWh tersalur Efisiensi2 = 30.6 % GT 1 4,600 MWh tersalur Efisiensi2 = 29.9% 1 Dasar HHV, dengan asumsi 50% bahan bakar ke GT1 dan 50% bahan bakar ke GT2 2 Efisiensi netto, dihitung menggunakan energi tersalur sebagai dasar output. 3 Kerugian lainnya seperti heat loss pada gas buang HRSG, heat loss pada condenser. 4 Heat rate = energi bahan bakar yang diperlukan untuk menghasilkan listrik 1 kWh tersalur. 3

Auxiliary power consumption breakdown – summary
Key insights Description Components with highest power consumption as potential stating point to improve effectiveness of the plant List of most power consuming components ordered by their consumption Including level of redundancy and needed no. of units where applicable Input Output Major components (e.g., top 30) with power consumption Redundancies and number of needed units per component where applicable List of components and their consumption Resource requirements/details Timeline 12 orang 15 hari SOURCE: OPI team

Auxiliary power consumption variability – summary
Key insights Description Stability of auxiliary power consumption Factors explaining variations in aux power consumption Evaluation of aux power consumption as a function of load Investigation of the influence of possible factors on auxiliary consumption (e.g., shift, load factor, coal quality) Input Output Auxiliary power consumption per unit on an hourly basis Data pairs of aux power consumption and possible influencing factors (e.g., shift, load factor, coal quality) Aux power consumption variability plot Aux power consumption plots as a function of possible influencing factors Resource requirements/details Timeline 12 orang – Lihat detail identifikasi kebutuhan berdasarkan aktifitas 15 hari SOURCE: OPI team

Resource requirements/details
Comparison of plant performance VS design/performance test result – summary Key insights Description Komparasi antara plant performance dengan design/performance test untuk kinerja operasi unit Mengumpulkan data kinerja operasi unit secara aktual untuk periode waktu tertentu Mengumpulkan data operasi unit secara design Mengumpulkan data operasi commisioning test unit Analisa gap Input Output Data kinerja operasi unit secara aktual untuk periode tertentu Data operasi design Data hasil commisioning test Grafik perbandingan antara kinerja operasi aktual dengan kinerja operasi hasil commisioning test Grafik perbandingan parameter operasi kritikal antara operasi aktual dengan hasil commisioning test Resource requirements/details Timeline 12 orang 15 hari SOURCE: OPI team

01-Feb PLTGU Cilegon is commissioned to deliver MWe and is currently operated as a baseload plant at steady 687 MWe Production 2010 Q1-Q31 MWe EXAMPLE Feb 1 production: 742 @ 120,000 mmBTUD Average production: 680 @ 110,000 mmBTUD 800 Perf test: 740.2 @ 118,758 mmBTUD 750 700 Planned: 687 650 Actual: 615 600 550 500 450 400 350 01-Feb 01-Mar 01-Apr 01-May 01-Jun 01-Jul 01-Aug 01-Sep 01-Oct 1 Jan 2010 data excluded due to data inaccuracy SOURCE: Operations data 2010Q1-Q3

Overall Equipment Effectiveness OEE – summary
Key insights Description Transparency on the overall output of every unit relative to theoretical max. output Aggregated reasons that explain deviation from max. output Allows team to prioritize where focus areas should be per unit Breakdown of gap between theoretical maximum output and actual output in different buckets per unit (availability – both planned and unplanned, load losses, dispatching, auxiliary power consumption etc.) Input Output Data on (per unit) for 4+ years Installed capacity and actual output Auxiliary power usage Losses due to planned & forced maintenance and overhauls Load factor Diagram breaking down max. output and actual output gap with detail on the various reasons for lack of output per unit Resource requirements/details Timeline 1 employee from Engineering, O&M collecting and processing data (50% time allocation) 1 week (depending on data availability) SOURCE: OPI team

OEE is often expressed as an equation
OEE = Availability Rate X Performance Rate X Quality Rate How much time per shift was the machine actually running? Availability rate How well did the machine perform (compared to the rated speed) when it was actually running? Performance rate How many products were good the first time? Quality rate OEE = Total MWh sent to the grid (Total unit capacity) x (8760 hours / year) SOURCE: OPI team

Gas supply restricts the average output to 685 MW, but maintenance and outages reduces further the average net production to 592 MW 82% -10% -3% -1% 35 30 20 6 3 14 5 11 9 Potential AvailabilityPotential Availability Gas Supply Restriction Max AvailabilityMax Availability Planned OutagePlanned Outage Efficiency Planned availabilityPlanned availability Maintenance OutageMaintenance Outage Forced OutageForced Outage Other Unplanned Outage Availibility Brutto (Prod. Brutto)Availibility Brutto (Prod. Brutto)Availibility Brutto (Prod. Brutto)Availibility Brutto (Prod. Brutto) Maintenance Derated Maintenance Derated Force Derated Force Derated Gross ProductionGross Production Own use and Transformer losses Net ProductionNet Production EXAMPLE Total annual lost output due to maintenance, planned and forced outages at 685 MW production is equivalent to 35 days of no production, which brings down average output to 618 MW To maximize average output to 655 MW, max number of all outages in a year should not exceed 12 days production equivalent, which equals 97% availability at 685 MW production plan 13

Pareto analysis of lost output dan maintenance strategy – summary
Key insights Description Mempriotisasikan sub-system/komponen yang menjadi fokus untuk mengurangi loss revenue dan biaya pemeliharaan (Optimalisasi PO dan pencegahan breakdow) Optimalisasi strategi pemeliharaan untuk mengurangi loss revenue Daftar loss output per sub-system/component saat routine maintenance, overhaul maintenance and breakdown repair Daftar identifikasi dan evaluasi pemeliharaan Grafik dampak loss revenue VS frekuensi kerusakan Input Output Loss output revenue berdasarkan MWh dan durasi per sub-system/component and lost output due to planned and unplanned outages Frekuensi kerusakan yang terjadi dari pareto loss output Pareto Loss output per sub-system/komponen berdasarkan MWh dan durasi serta terbagi antara routine maintenance, overhaul and breakdown repair Breakdown root cause pareto loss output Gratik dampak loss output VS frekuensi rusak Resource requirements/details Timeline 1 employee from O&M department for data on lost output on sub-system/component and cost level (50%) Access to Controlling to get cost data on sub-system/component and breakdown reason level 2 weeks (depending on data availability) SOURCE: OPI team

Pareto Loss Output pada Generation
Pareto Loss Output dapat mengidentifikasi penyebab kegagalan paling banyak untuk Availability dan Reliability Unit EXAMPLE

Reliability Improvement Sequent – Asset Management
SOURCE : ASSET MANAGEMENT ENJINIRING 1. SERP 2. FMEA 3. RCFA RENDAL Task Identification EKSEKUTOR CR/PD/PM/OH 4. Baseline 5. FDT 6.1 PdM Continuous Improvement 6.1 PM Plan Schedule Implement Task Measurement Design Out Run To Failure Overhaul Task Execution

SERP – (System Equipment Reliability Prioritization)
SOURCE : ASSET MANAGEMENT Divide Into Sub-Systems PT (1-10) OC (1-10) PQ (1-10) SC (1-10) RC (1-10) PT – Process Throughput OC – Operational Cost PQ – Product Quality SC – Safety Considerations RC – Regulatory Compliance Step 1 SCR (1-10) Average Step 2 Calculate for Each Sub-system. SCR (1-10) Applies to Equipment OCR (1-10) * Step 3 Determine Operational Impact ACR (1-100) Equals MPI (1-1000) Equals ACR (1-100) * AFPF (1-10) Applies to Equipment Step 4 Determine Probability of Occurrence Critical Equipment Sort SCR – System Criticality Ranking OCR – Operational Criticality Ranking ACR – Asset Criticality Ranking AFPF – Asset Failure Probability Factor MPI – Maintenance Priority Index * = Multiply Values Setelah mendapatkan equipment priority maka lakukan FMEA

Equipment strategy comprises 4 dimensions
Operations defines the role of operator in ensuring equipment reliability How does to operate equipment in a way that “preserves the life” of the equipment? What type of operator-level maintenance can be done to “preserves the life” of the equipment? Maintenance defines the role of maintenance department in ensuring equipment reliability How to develop/define preventive maintenance program? Monitoring defines the approach to “pre-empting” equipment failures through early detection and preventive action (vs correction action) How is the performance of the equipment tracked? How is the condition of the equipment tracked? Spares defines the approach to managing spares How are critical spares managed, i.e. replenished, stored, sized, looked after? How are non-critical spares managed, i.e. replenished, stored, sized, looked after?

Equipment strategy can be audited along the 4 dimensions (1/3)
Components Key elements to ask Operations Equipment operating window Basic equipment care (BEC) Is the equipment operating within design window? Does operator fully understand operating window of equipment? What is alarm and trip management? What is basis to set up alarm and trip? Is Management of Change well executed and communicated? Is the BEC clearly defined (i.e. parameter, location, method, interval, tools required)? Does operator/technician fully understand purpose of BEC? Is BEC work clearly allocated to operator, technician or both? Is the BEC executed? How good is the BEC execution? Is BEC tracked/recorded? Are anomalies reported by operator/technician to supervisor? Is BEC program reviewed for currency? SOURCE: McKinsey

Components Key elements to ask Monitoring Equipment performance tracking Condition monitoring (CM) Is there a system to track the performance of the equipment (i.e. parameter, location, method, interval, tools required)? Are the right performance parameters clearly defined? Is there a review of equipment performance by a competent person? What actions are generated when there is a performance deviation? Is there a system to track the condition of the equipment (i.e. parameter, location, method, interval, tools required)? Are the right parameters being monitored? What are the operating ranges applied? How are they determined? What is the current operating value? Is there a review of equipment condition by a competent person? What actions are generated when there is a deviation? Maintenance Preventive maintenance (PM) program Is there a PM program? What is the basis for defining the PM? Is PM linked to condition monitoring and performance monitoring? Is PM executed according to PM plan/schedule? Is there a report/analysis of equipment condition after PM execution? What actions are generated when there is a deviation? SOURCE: McKinsey

Components Key elements to ask Spares MSL spares management Insurance (critical) spares management Are spares stocked according to MSL? How is replenishment triggered? What is the shelf life of the spares? Are spares with specific storage requirements or special care items appropriately managed? How are critical spares defined for this equipment? Are they currently in stock? What is the shelf life of the critical spares? Are critical spares with specific storage requirements or special care items appropriately managed? SOURCE: McKinsey

Pareto RCPS Analysis – summary
Key insights Description Melakukan workshop pencarian akar permasalahan pada topik kerusakan yang terjadi Membuat task untuk menghilangkan/meminimalisir akar permasalahan yang terjadi Daftar permasalahan yang akan dilakukan RCPS Histori dan data pendukung untuk akurasi workshop RCPS Input Output Histori dan data pendukung workshop RCPS Daftar kerusakan yang terjadi Diagram 5 why – fault tree analysis terhadap identifikasi penyebab kerusakan Identifikasi dan evaluasi kemungkinan penyebab pasti Task untuk menghilangkan/meminimalisir kerusakan (FDT) Resource requirements/details Timeline 4 orang 9 hari SOURCE: OPI team

Determine root causes – tips on 5-why approach
Effective questioning will help focus in on the root cause….. …while ineffective questioning can lead to the wrong conclusion Why? The parts are out of spec Why? The parts are out of spec Why? The wrong tool has been used Why? The right tool was not available Why? The standard tool was burned out Why? We don't have a second one Why? The temperature of the oil was too high Why? According to management, there is no budget to purchase another one Why? There is no temperature standard Why? The maintenance department spent its remaining budget on new office decor Focus Haze Source: OPI

But how do we know when we have really reached the root cause?
Ask “Why?” until you get to the root cause of the problem 1. Why has the machine stopped? The overload fuse has blown 2. Why did the overload fuse blow? There was not enough oil on the shaft 3. Why wasn’t there enough oil? The oil pump doesn’t pump enough oil Because the oil strainer is blocked with metal shavings 5. Why has the shaft worn? Because the shaft has worn 4. Why doesn’t the oil pump work properly? But why was the oil strainer blocked with metal shavings? Is it purely a technical fix? Or is it perhaps a capability issue? Hmmm…. Source: OPI

RCPS on gas turbine derating due to high blade temperature variation
1 Error in reading Instrumentation normal Instrumentation issue BPT setting abnormal BPT setting standard High variation in blade temperature Air temperature variation Air temperature constant (based on data) Nozzle physical clog-up Physical check indicates nozzle OK Mechanical issue (uneven combustion) Nozzle clogged Oil carryover in gas Further analysis required to identify source of oil carryover Gas flow disruption Gas pipe clogged Piping physical clog-up Physical check indicates piping OK Gas supply disrupted Gas supply constant during period evaluated SOURCE: PLTGU Cilegon Engineering, Maintenance, Operations department, OPI

Start-up time – summary
Key insights Description Current performance of start-up procedure (separate for cold, warm and hot start-ups) Improvement potential to speed up start-ups, especially useful in case of frequent outages Comparison of actual vs. designed start-up time performance (cold, warm, hot start-ups) Assessment of start-up time variability Input Output Observation of at least 5 start-up procedures for each cold, warm and hot start-ups The steps and sub-steps that need to be done to start-up the unit, including time observations Root causes of start-up time delays Variability diagram for each of the start-up process steps Actual vs. designed start-up time plot Main improvement areas to shorten start-up time Resource requirements/details Timeline 4 orang 8 hari SOURCE: OPI team

Start-up time variability – example cold start-up time
Cold start-up time1, mins, based on data available for 6 starts in FY 2008 CLIENT EXAMPLE Average Best performance 2 016 Worst performance Given high incidence of forced outages, recovery times should be an important lever to improve overall availability 1125 437 429 227 154 121 130 89 125 142 39 56 228 32 31 98 57 211 190 169 21 40 9 11 133 64 62 27 17 Start fans/ draught groups 1st oil burners in service 1st mill in service 3000rpm Synch Out of lp bypass opera-tion 2nd mill in service 3rd mill in service 4th mill in service 5th mill in service Total Similar analysis to be done for warm and hot starts 1 Uses examples with >68 hrs downtime in order to get up to 6 examples SOURCE: OPI team

Contoh Analisa Start up Time
BREAK POINT ESTIMATE TIME (MIN) COLD WARM HOT STEP 1 UNIT PREPARATION BREAK POINT 67 STEP 2 1st GT/HRSG PREPARATION 53 STEP 3 1st GT/HRSG START 55 STEP4 1st GT/HRSG SYNC. 10 STEP 5 ST SPEED UP 140 27 STEP 6 ST SYNC. 13 23 START UP TIME DESIGN (0 -> C/C 1 on 1) Pastikan data manual/OEM untuk start up Unit EXAMPLE

Real time SMED1 analysis – summary
Key insights Description Improvement potential for frequent overhauls (e.g., top 5) in terms of outage duration Potentially useful definition of standard operation procedures (SOP) for frequent overhauls Shortening of overhaul times for frequent overhauls using the SMED approach Illustration using a real time example Input Output Observation of e.g., top 5 real time overhaul processes incl. individual process steps Durations of individual process steps observed Estimate of potential time savings using SMED optimized standard operating procedures Resource requirements/details Timeline 8 orang 10 hari 1 Single Minute Exchange of Die SOURCE: OPI team

SMED approach to shorten overhauls
SMED principle Original outage plan Pre-outage period Outage period Measure total outage time 28 days outage Determine pre-outage and outage activities More pre-outage activities outside the outage period New outage plan Shorten the outage activities Improve the pre and post outage steps 16 days outage Standardize and maintain the new procedure SOURCE: OPI team

SMED approach for frequent overhauls – mill example
CLIENT EXAMPLE Situation Regular process: 3-9 overhauls per month Time savings by step Possible reduction Main improvement ideas Fix lighting inside mill Set up scaffolding to be suit-able for each inspection posi-tion (avoids operators bending to reach inspection points) Inspection and washing inside mill 15 25 Mill Moving between inspection point and shaft Rotating plate 8 Use tool with longer arm to rotate shaft (only one operator needed, moving not required) OP1 OP2 Shaft 5 Rotating shaft Better housekeeping to facilitate required shaft movements Engine 2 OP2 Rework: Repeated plate rotation to align Use hand signals or a torch for communication between OP1 and OP2 Activity steps 10 1 OP1 inspects and washing inside mill for nozzle alignment. Several parts of the nozzle to be aligned, step by step OP1 moves to join OP2 OP1 and OP2 rotate shaft manually (to produce a plate rotation) OP1 moves back to scaffolding to verify if nozzle are aligned OP1 inspects inside mill. If nozzle is in the right position to be aligned then go to 6, otherwise go to 2 OP1 nozzle alignment. Repeat from 1 Waiting supervisor for instructions 10 Effective and detailed daily planning activities; avoids waiting time to receive supervisors instructions 2 10 3 Nozzle alignment 50 Operation not observed in detail 4 5 Total 87 48 135 To be done for top 5 frequent and long overhauls 6 -36% SOURCE: OPI team

Value Add/Non Value Add analysis – summary
Input Output Resource requirements/details Timeline Description Key insights At least 5-10 observations of maintenance jobs from the beginning to the end Detailed notes on the activities observed to evaluate whether they are value adding or not Notes on walk and transport ways For each of the observations: Diagram showing the efficiency of the observed process in terms of the value-adding time Share and nature of observed activities that do not add value in a maintenance process Spaghetti diagrams showing travel efficiency 4 orang 6 hari Efficiency and effectiveness of daily maintenance Main improvement levers to improve maintenance processes Insight about the fraction of time in daily maintenance that could be avoided Several observations of maintenance processes (planned and unplanned) Activities observed are categorized whether they add value or not SOURCE: OPI team

Output of VA/NVA analysis: Observation of activities
Percent, 2 workmen CLIENT EXAMPLE Non value add, not necessary Non value add, necessary Value add Waiting for Test run Spare parts Tools World class: 60% Client Benchmark to be determined Bad description of type and location of failure in failure report Collecting Tools Walk to control room Total time Rework Unneces- sary transport/ walk Search- ing parts, tools Avoid-able search for failure Waiting Site setup Collect-ing tools, parts Test run Admin work Discus- sion on job specifics Trans- port, walk Tool time 42% 43% 15% SOURCE: OPI team

Output of VA/NVA analysis: Spaghetti diagram
CLIENT EXAMPLE Workman A Workman B ca. 550 m 6 5 2 1 Control Room Workshop Goods issue 4 Coal feeder (repair site) 7 8 9 3 1 2 3 4 5 6 7 9 10 11 12 13 14 15 8 16 17 18 19 20 ca. 10 m Walk/transport from/to workshop, e.g., Dust mask Grease Hammer Bolt Toolbox Other tools, Sprays ca. 400 m (incl. 14 m Lift) ca. 150 m (incl. 50 m Lift) SOURCE: OPI team

Heat rate variability – summary
Key insights Description Stability of heat rate performance Factors explaining heat rate variations Attempt to explain potential heat rate variations on a unit level Input Output Heat rate performance per unit on an hourly basis Data pairs of heat rate performance and possible influencing factors (e.g., coal quality, shift etc.) Heat rate variability plot Heat rate plots as a function of influencing factors Resource requirements/details Timeline 7 orang 7 hari SOURCE: OPI team

Heat rate gap and gap breakdown – summary
Key insights Description Conversion efficiency per unit depending on load Different reasons for the gap (actual vs. designed) in conversion efficiency per unit Key improvement areas to increase power output using given amount of fuel input per unit Tracking of heat rate to identify size of heat rate gap Split of the heat rate gap (actual vs. design) in most detailed explaining buckets Input Output Actual and designed heat rate vs. load (Quantified) reasons explaining the heat rate gap Heat rate plotted as a function of load Heat rate breakdown diagram per unit Resource requirements/details Timeline 3 orang 5 hari SOURCE: OPI team

Heat rate gap as a function of load – example
CLIENT EXAMPLE Design heat rate Winter average ROY1 average Unit 1 heat rate Btu/kWh on an hourly basis Heat rates generally higher than design curve indicating opportunity for improvement At higher loads, winter heat rates are similar to the rest of the year heat rates. This is unusual and should be investigated Average winter heat rate for loads >580 is 9165 Btu/Kwh, slightly higher than average for the rest of the year of 9143 Btu/Kw ROY1 design heat rate Winter design heat rate 1 Rest of year SOURCE: OPI team

Heat rate gap breakdown to identify improvement potential – example
Unit X, BTU/kWh CLIENT EXAMPLE 10,854 10,529 9,998 Current Feed water heaters Air heater leakage Boiler air ingress Cycle isolation (leakage) Condenser performance Air in leak Cleanliness Pluggage Operator control Reheat spray Auxiliary usage Excess air Potential heat rate Unexplained gap Design heat rate To be done for all units Gap attributable to Feeder calibration Turbine efficiency SOURCE: OPI team

SAFETY IMPROVEMENT

Safety Improvement – summary

Contoh EMI Survey Survey EMI (Employee Mindset Index) yang dilakukan stream MI telah mencakup Bidaya Safety

Mindset survey result – PLTGU CILEGON (n = 130 out of 160 workers)
7 Mindset survey result – PLTGU CILEGON (n = 130 out of 160 workers) Strongly agree/agree Not sure Strongly disagree/disagree JAK-PRD pages for Michael.ppt Developing Future Leaders The current condition in PLTGU Cilegon is… 16. Leaders are capable in coaching/teaching and providing their leadership successors well 17 38 44 17. Workers feel that their leadership potential is respected and developed by the company 23 49 28 Safety Culture 18. Workers are well-equipped with work safety equipments at work 11 40 49 19. Workers have high capability and awareness towards their own safety as well as their peers’ 6 33 61 20. Workers feel that the condition during their work in PLTGU Cilegon reflects cleanliness, safety and comfort 12 37 51 48

Low safety awareness across different levels and unclear safety management system…
EMI survey result (n=130) Percent Quotes from focus groups PPE availability “Workers are well-equipped with work safety equipments at work” Agree Not sure Disagree “ No one put safety as main priority here. For example if my superior sees me without safety helmet, he won’t say anything – Supervisor 11 40 49 Safety awareness “Workers have high capability and awareness towards their own safety as well as their peers’” “ The safety/K3 team in this plants is like “Indian police”: they only come when a major problem occurs – Frontline 6 33 61 “ Safety is worrying here. I have worked here for ~4 years but never got safety induction. I learned by myself and asking more senior operators – Frontline SOURCE: Mindset surveys; interviews; focus groups

…caused by unclear roles and responsibilities regarding safety issues…
Safety PIC based on job description Actual safety PIC on the ground According to job descriptions, safety is managed by L&K2 supervisor in Operations … …but in reality, safety is managed by Security supervisor in HR and Finance Sector Manager Sector Manager Ass. Man HR and Finance Ass. Man Operations Ass. Man Engineering Ass. Man Maintenance Ass. Man HR and Finance Ass. Man Operations Ass. Man Engineering Ass. Man Maintenance VS. Supervisor shift operation A-D (4) Supervisor Lab (1) Environment and K2 Supervisor (1) HR and General Spv (1) Security Supervisor (50%) Logistic Supervisor (50%) Accounting Supervisor (1) Environment Junior Engineer (1) Electrical Safety Junior Engineer (0) Security assistant officer (1) Security outsource officer (1) Vacant! SOURCE: Mindset surveys; interviews; focus groups

…and lack of resources, capabilities, and clarity on safety budget in security department have resulted in weak safety system Very limited resources… …and lack of capabilities… plus unclear safety budget… Supervisor: background in warehousing, only one safety training Staff: A: internal PLN, background in warehousing, unwell (4 strokes) B: outsource, no sound safety background “ I have no idea on the safety budget and have never been invited to join RKAP. Thus, I always get difficulties when I want to improve the safety system. When I ask local management, they will just throw it to central office… – Supervisor Security Supervisor (50%) Internal security staff (1) Outsource security staff (1) .. have caused weak safety system No safety induction system No ambulance Very limited first aid box across the plant Long lead time on PPE procurement SOURCE: Mindset surveys; interviews; focus groups

Job description analysis also clearly shows that L&K2 supervisor possesses the mandate to maintain safety in PLTGU Cilegon Job description related to safety management Electrical Safety and Environment Supervisor (L&K2) job description Security Supervisor job description Monitor liquid / solid / gas waste Monitor electricity installation safety Drafting workplan & environment management report Drafting workplan & fire fighting as well as work accident report referring to (SMK3 – Work Safety and Accident Management System) Revise and improve SMK3 procedure and evaluation of accident if work accident occurs Together with operations division conducting generation unit protection in PLTGU Cilegon area. Draft and correct URK & budget of HR and Finance division  RJPP & RKAP material Draft K2 procurement proposal based on research and suggestion from other division/function  RJPP & RKAP material Propose manpower and security equipments planning for Security RK composing Prepare K2 infrastructure maintenance program and create safe and comfortable work environment Check & maintain security equipments Training for security guards Coordinate with police and kodim Maintain condusive, safe, and orderly work environment Coordinate staffs / OS’ tasks SOURCE: OPI

Plant visit and focus groups reveal that safety compliance across different levels is still low
Observations of PPE1 non-compliance in PLTGU Cilegon Potential intervention to improve safety compliance Not wearing safety helmet in the plant area Conduct regular safety visit by K3/safety team to ensure employees and contractors comply with safety regulations Conduct safety induction (has not been done before) to employees and ensure proper safety induction for the visitors and new employees Apply rewards and consequences system consistently both for internal PLN employees and contractors (who follow/ violate the regulation) Safety team ensure availability of PPE and safety kit across plant location Not wearing safety shoes in the plant area (CCR room) 1 Personal Protective Equipment SOURCE: Focus groups, interviews, plant visit

PLANT PERFORMANCE MANAGEMENT MEETING

Plant Performance Management Meeting – summary

Persiapan PPMM dilakukan oleh local coaches, mendukung kesinambungan
PPMM kedua telah dilaksanakan untuk meninjau parameter utama dan kondisi plant PLTGU Cilegon PPMM kedua telah secara sukses dilaksanakan pada tanggan 20 Januari …dan dihadiri oleh Pak Rahmatullah sebagai representatif kantor induk Topik diskusi meliputi: PPMM sebagai forum komunikasi antara kantor induk dan sektor Posisi finansial plant secara menyeluruh dan pantauan efisiensi Kejadian-kejadian outage/derating dan analisa root cause masing-masing (termasuk follow up outage pada bulan November) Plant performance secara menyeluruh Data produksi Data reliability Data efisiensi Plant integrity secara menyeluruh Parameter operasi utama Potensi deviasi operasi Parameter kualitas air steam circuit Kegiatan-kegiatan utama maintenance Status spare parts Kegiatan kunci pada bulan Januari dan poin-poin follow up 1 2 3 4 Persiapan PPMM dilakukan oleh local coaches, mendukung kesinambungan 5 SOURCE: Plant Performance Management Meeting 56 56

FINAL DIAGNOSTIC

Management infrastructure Mindsets, capabilities and leadership
Contoh Verifikasi Preliminary Disgnostic : Improvement opportunities in four areas worth USD million margin impact in total 1 Restore plant performance to achieve planned target (687 MWe) (“perform as planned”) by: Eliminating oil carryover in gas to gas turbines Reducing Odira compressor trip frequency and duration Eliminating steam condensor trip Reliability improvement (USD million) Technical system Management infrastructure Mindsets, capabilities and leadership Operations efficiency improvement (USD 3-4 million) Improve plant efficiency to achieve 705 MWe plant performance (“perform as tested”) by: Improving ST efficiency (4% gap to design) and HRSG efficiency (6-9% gap to design) Enhancing GT efficiency (2% gap to design in both GT#1 and GT#2) 2 Gas supply increase (USD 7-8 million) Increase gas supply from 110,000 mmBTUD to 120,000 mmBTUD to to achieve MWe plant performance (“perform to capacity”) 3 Safety improvement Personal safety: Enhance personal safety awareness and culture across plant staff and contractors Process safety: Establish plant performance monitoring – and improve laboratory process – as a critical enabler to provide greater management visibility over plant performance and plant condition 4 a b SOURCE: OPI; Risk survey – July 2008

INISIATIVES CHARTER

Contoh Initiative Charter - Modify design of oil knock-out drum to cope with the lube oil carry over
Idea title: Modify design of oil knock-out drum to cope with the lube oil carry over Department most affected: Engineering Description Modify design of existing oil knock out drum (or install additional knock-out drum) to prevent lube oil carry over in fuel gas from Odira compressor to GT Background Action items Analysis on GT trip cases shows high BPT variation and nozzle clogging due to oil carry over to compressor.The lube oil carry over source is suspected to be from lube oil in Odira Compressor Odira data indicates some “low lube oil engine” alarm occurred in Odira compressor, and lube oil topped up was much higher than normal volume (8 liter/day vs 25 liters/day) per compressor. The volume of oil drained is lower than topping up volume (75 liters/day vs liters/day), thereby indicating that the oil knock-out drum is not sufficient to cope with oil top up volume, and the rest of oil got carried over to GT Assess all valves which conected to drum and determine normal condition Assess drum capacity and component inside that can be modified Assess existing operation of knock out drum Design knock out drum modification Develop work plan (including manhours, drawing data, tools, spare part) Determine material and services needed Make risk analysis and mitigation for implementation Identify potential supplier Start the procurement process and select supplier Install knock out drum modification Analyze impact KPI impacted Ease of implementation Benefit or impact Estimated cost to implement EAF, EFOR Medium to high Additional output capability of 23 MW Additional US$ 5.6 Million / year USD (One time) Project management information Workstream Initiative owner Initiative team leader Initiative coach TS (Technical System) Central Manajer Engineering Asmen Engineering Dedy Marsetioadi Source: OPI

INISIATIVES PRIORITIZATION

Contoh Prioritisasi : Technical idea prioritization
Ideas to be launched in Nov-Dec ’10 Potential impact (USD mil) Ease of Implement-ation Potential of US$ 12.6 million Idea Title Idea prioritization ranking 1 Install screen at perimeter canal + cleaning 0.3 High 2 Install additional grill stoplock at canal intake + cleaning 0.3 High 6 5 High > 2 3 Set up routine inspection for cooling pipe rubber lining during steam turbine mean inspection 4.0 High 3 4 Monitor quantity and quality of liquid drain in oil separator Enabler Medium 5 Modify design of oil knock-out drum to cope with the lube oil carry over 5.6 High/Med Medium 1 - 2 8 7 9 Potential impact (US$ million) 4 11 Install additional oil knock-out drum before Gas Turbine 6 5.6 Medium 10 7 Periodic performance assess-ment of Odira Compressor Enabler High 12 Low < 1 2 1 Develop equipment strategy on top 10 critical equipment (including spares MSL) 8 Enabler Medium Upgrade GT 1 efficiency to GT 2 level 9 1.3 High Low Medium High Upgrade HRSG 2 efficiency to HRSG 1 level 10 0.8 Medium Ease of implementation Bring ST efficiency as design 11 1.0 Low Conduct GT weekly blade online washing 12 0.6 High Source: OPI

PLTGU Cilegon will have up to 6 intensive technical initiatives rolled out at any one time
Low intensity High intensity PRELIMINARY 2010 2011 Nov Dec Jan Feb Mar Tech-nical systems (TS) Modify oil knock-out drum Install perimeter canal screen Conduct perimeter canal cleaning Routine inspection for cooling pipe lining Upgrade GT1 efficiency to GT2 level Upgrade HRSG2 efficiency to HRSG1 level Conduct GT weekly online blade washing Set up Monitor quantity and quality of liquid drain Set up Periodic Odira performance assessment Equipment strategy for top 10 critical equipment No. of intense initiatives 6 6 5 3 SOURCE: OPI

2 PLTGU Cilegon will have up to 6 intensive non-technical initiatives rolled out at any one time Low intensity High intensity PRELIMINARY 2010 2011 Nov Dec Jan Feb Mar Manage-ment infra-struc-ture (MI) Visual management KPI cascading from Mansek to frontline Plant performance management KPI/SMUK system improvement Procurement process improvement Meeting effectiveness Stage-gate Mindset, capabili-ties and leader-ship (MCL) Cascading comms Leadership engine RCPS training Frontline OPI Module rollout Safety culture improvement Frontline motivation #1 (safety) KPI implementation monitoring Review knowledge sharing SOP No. of intense initiatives 2 6 5 4 1 SOURCE: OPI

WORKPLAN AND IMPACT TRACKING

Contoh Workplan Inisiatives

Contoh Impact Tracking
Form ini di isi sesuai dengan implementasi insiaitive secara aktual

Management Infrastructure

OPI process overview – Diagnostic process
85 OPI process overview – Diagnostic process Diagnostic 1 week 2 weeks 1-2 weeks 1-2 weeks 8-10 weeks 1 Pre-diagnostics 2 Preliminary diagnostic 3 Final diagnostic 4 5 Implementation Kick- off Intervention design and planning Delivera-bles Mindset survey is distributed Central and plant management understanding of OPI (Sosialisasi OPI untuk membangun awareness) Central and plant management commitment to OPI Technical and non-technical gap sizing Prioritized list of improvement ideas detailed and specific, incl. ops excellence, reliability, safety and frontline engagement Complete infrastructure of each initiatives (owner and leader, work plan, future state, and tracking mechanism) Completion of agreed initiatives Visible impact (financial and non-financial) Codified learning Key activities Conduct management interviews in Central and PLTGU Cilegon Launch mindset survey Conduct manage-ment conditioning workshop Evaluate existing reliability and effi-ciency performance Evaluate mindset survey, KPI cascad-ing, meeting effec-tiveness and conduct focus groups Generate potential initiatives and prioritize them Collect relevant data for baseline setting (“as is” condition) Conduct focus groups and interviews Create infrastructure of each initiative (resource deployment, tactical imple-mentation plan (TIP), future state/to be condition, and tracking mechanism) Conduct stage-gate 1,2 Execute initiatives Monitor progress and impact Up-skill line with required capabilities Codify learning SOURCE: OPI

Diagnostic Result : main improvement opportunities
1 Personal performance management KPI cascading and performance tracking Individual KPIs do not support unit KPIs due to incomplete cascading and lack of frontline understanding Lack of discussion during target setting and individual performance tracking Rewards and consequences Only 16 % of employees believe rewards are fairly awarded Technical system Management infrastructure 2 Performance management a Performance management system not in place to facilitate proper management Visual management too complicated and not effective Shift handovers lack standardization and structure, and do not involve the whole shift SOPs on machinery use are not adapted to specific machinery type Mindsets, capabilities and leadership b c d 3 Management process enablers Meeting effectiveness has room for improvement in pre-meeting preparation and post-meeting follow through (numerous outstanding action items) Procurement process lacks transparency and effectiveness Initiative management system not well established and lack of closure on launched initiatives a b c SOURCE: EMI survey; Focus group discussions, management interviews, site visits

Idea Generation & Prioritization MI
Impact potential Implementa-tion difficulty Pre-challenge ranking Idea Title 1 KPI/SMUK system improvement High Difficult 1 6 9 2 8 KPI cascading improvement High 10 2 High Easy 4 5 3 3 Improving individual KPI tracking system High Medium 4 Visual Management improvement High Easy Potensi Impact Medium 5 Meeting effectiveness improvement High Medium 7 6 Procurement process improvement High Medium Low 7 Standardized shift handovers (including frontline participation) Medium Easy 8 Review rewards & consequences system High Difficult Difficult Medium Easy 9 Plant performance monitoring system (forum for technical data analysis) High Medium Implementation difficulty 10 Initiative stage-gate process High Medium Source: OPI

Alokasi owner, leader dan coach untuk initiative MI
Idea yang akan diluncurkan Idea Title Owner Leader Coach 1 Evaluasi dan memperbaiki KPI/SMUK system GM Man Sektor Luky, Willy Memperbaiki komunikasi KPI/targets antar management dan frontline GM Man Sektor Luky, Willy 2 3 Memperbaiki sistem individual KPI tracking xx xx xx 4 Visual Management di control room/ seluruh plant Jumadis, Budi Utomo, Elza Man Sektor Asman Eng 5 Memperbaiki meeting effectiveness Elza, Budi Utomo Man Sektor Asman SDM 6 Memperbaiki proses pengadaan GM Man Eng Induk Luky, Willy 7 Standardized shift handovers (termasuk partisipasi frontline) xx xx xx 8 Review sistem rewards & consequences xx xx xx 9 Plant performance monitoring system (forum untuk analisa data teknikal) Man Prod Asman Eng Asman Eng Jumadis, Miki 10 Initiatives stage gate Man sek Asman Eng Miki Source: OPI

Initiative Charter – KPI Set-up and Cascading
WORK IN PROGRESS Idea title: KPI System dan Cascading Improvement Department most affected: PLTGU Cilegon Description KPI merupakan suatu performance metric yang secara nyata dan jelas terkait dengan sasaran strategis organisasi yang mampu mendorong organisasi menerjemahkan strateginya ke dalam terminologi yang bisa dikuantifikasi Background Action items Hasil EMI Survey 84% menyatakan tidak jelas dalam penilaian kinerja sehingga reward and consequences tidak adil. Hasil analisa data menyatakan struktur KPI telah dicascade ke frontliners, tapi frontliners kurang mengerti KPI dan terlihat inconsistency antara data dan hasil FGD Target KPI yang ada terlalu banyak, dan penetapan tanpa berdasarkan diskusi yang cukup serta kurangnya transparansi dalam penentuan hasilnya Menganalisa KPI Mansek Mengusulkan perbaikan KPI dan mengkomunikasikan dengan Mansek Mengalokasikan KPI Mansek yang baru ke Asman-Asman dan mengkomunikasikannya bersama dengan Mansek Mengalokasikan KPI Asman-Asman ke SPV terkait dan mengkomunikasikannya bersama dengan Mansek Mengalokasikan KPI SPV ke frontliners dan mengkomunikasikannya KPI impacted Ease of implementation Benefit or impact Cost to implementation1 EMI survey Sulit Tinggi None Project management information Workstream Initiative owner Initiative team leader Initiative coach MI Manajer Sektor GM Luky / Willy 1 Include Capex requirements SOURCE: OPI 73

Workplan – KPI set-up and cascading
WORK IN PROGRESS

Diagnostics scope GENERATION Mindsets, capabilities and leadership
Technical systems Management infrastructure Efficiency analysis Plant energy balance analysis PS/own use data Comparison of plant performance vs design/ performance test result Availability/ reliability analysis OEE analysis Map of outages/ derating (Pareto Loss Output) Impact (in $ or duration) Causes Root Cause analysis RCPS of main causes on Efficiency and Availability/Reliability analysis Safety culture EMI survey result analysis Interviews Ground walk/ inventory check Plant performance monitoring effectiveness Tracking of operational data KPI cascading and performance tracking EMI survey result analysis Interviews and FGDs Rewards and consequences Visual management Ground walk Shift handover Meeting effectiveness OME evaluation Unit meeting map Initiative management system Management role modeling EMI survey result analysis Interviews and FGDs Management-frontline communications Developing talents and skills (training) HR data (training) Formal mechanisms (personal evaluation) HR data (performance rating distribution)

Survei Frontline (EMI Survey)
1 Survei Frontline (EMI Survey) Deskripsi Key insights Survei singkat seputar tingkah laku dan mindsets para karyawan Digunakan khususnya bagi staf frontline dan supervisor Memungkinkan unit untuk menetapkan baseline dalam mengukur dampak di masa depan Memahami isu/permasalahan terkait dengan penilaian kinerja, penghargaan dan konsekuensi serta keinginan perbaikan infrastruktur Input Output Respon/tanggapan terhadap survei dari kelompok perwakilan karyawan (15+) Biasanya dilakukan dalam kaitannya dengan focus group Pandangan kuantitatif terhadap isu/permasalahan utama di frontline level Memantau hasil dari inisiatif-inisiatif yang difokuskan selama beberapa waktu tertentu (gunakan survei berulang repeated surveys) Kebutuhan sumber daya/rincian Timeline 1 fasilitator untuk melaksanakan tiap survei (~20 menit) 1 hari untuk analisis akhir dan pelaporan 4 hari kerja Dilakukan oleh Coach1 Menindaklanjuti survei secara berkala (setiap bulan) untuk memantau evolusi hasil SUMBER: Analisis tim

Deep structured interviews (DSI)
2 Deep structured interviews (DSI) Deskripsi Key insight Wawancara berbasis opini (rahasia) dengan karyawan senior untuk memahami lebih jauh tentang isu-isu organisasional Akan dilaksanakan dengan cross-section dari senior & middle management + supervisors Membutuhkan Coach eksternal untuk wawancara Memahami isu/permasalahan utama yang dihadapi organisasi dari sudut pandang senior & middle management Input Output Wawancara one-on-one (rahasia) dengan cross-section dari senior & middle management team Berfokus pada topik-topik utama seputar ‘kesehatan’ organisasi, termasuk capability building, kinerja, perubahan, dan leadership Tema-tema kunci organisasi yang sehat, hasil sintesis dari berbagai wawancara Indikasi akan fasilitator dan penghambat perubahan organisasi berdasarkan pada influence model Kebutuhan sumber daya/rincian Timeline Untuk setiap wawancara: 1 pewawancara, mungkin ada orang kedua untuk mencatat Pewawancara harus dilatih untuk teknik DSI 2-3 jam per wawancara Total ~20 orang yang diwawancarai (senior team plus ~5 middle managers dan ~5 supervisors) 7 hari kerja untuk Coach1 + dukungan – Coach2 Menyiapkan pertanyaan untuk wawancara Menjadwalkan wawancara Melakukan wawancara (2 per hari) Mensintesis hasil-hasil yang diperoleh ke dalam tema-tema SUMBER: Analisis tim

Focus Groups Discusion
3 Deskripsi Key insights Workshop 3-jam dengan sekelompok kecil karyawan (8-10), menggali pandangan mereka mengenai budaya dan moral perusahaan serta keinginan untuk perbaikan Dilakukan dengan staf frontline dan supervisor Tema utama yang merepresentasikan pandangan frontline dan manajemen yang lebih rendah terkait kondisi organisasi Temuan/wawasan yang berfokus pada pembelajaran spesifik mengenai keamanan dan disiplin Input Output Workshops dengan 8-10 karyawan; respon karyawan terhadap workshop Tema utama, sebagai hasil sintesis dari diskusi workshop Perubahan utama untuk mencapai kondisi ideal di masa depan, dan pemblokir perubahan yang terkait Kebutuhan sumber daya/rincian Timeline 1 fasilitator untuk melaksanakan tiap workshop 1 hari untuk mensintesis hasil dan membuat laporan 8 hari kerja untuk Coach1 Menyiapkan focus groups dan survei Menjadwalkan focus groups Melaksanakan focus groups (1-2 per hari) Mensintesis hasil SUMBER: Analisis tim

Kebutuhan sumber daya/rincian
Ground walk 4 Deskripsi Key insights Memahami bentuk VM yang ada dan proses shift handover Walk around the unit and see how is VM, and shift handover process Input Output Memotret bentuk VM yang ada Wawancara dengan operator (bisa digabung dengan FGD) Pemahaman frontline tentang VM Informasi proses shift handover Kebutuhan sumber daya/rincian Timeline 1 coach untuk VM 1 coach untuk shift handover process Masing-masing 3 hari kerja Memotret VM 1 hari Wawancara frontline 1 hari Melihat proses shift handover 2 hari Hasil analisa : 1 hari SUMBER: Analisis tim

Meeting structure diagnostic
5 Description Key insights Determine whether the flow of information is appropriate Use interviews and information flow to determine current meeting structure Understand whether meeting duplication occurs? Understand whether time is efficiently utilised Input Output Organograms – from HR Interviews – to understand meetings structure Information flow map Understanding of meeting duplications Resource requirements/details Timeline 1 coach Use organograms with meetings structure to map information flow 5 days for 1 coach Map meetings: 1 day Assess meetings: 2 days Analyse the results: 2 days SOURCE: Team analysis

Meeting Map ILLUSTRATIVE Frequency Real time Daily Weekly Monthly
Quarterly Monthly performance review Corporate level Quarterly scorecard Weekly performance review GM level Monthly scorecard Level Area manager Daily performance review Ast.manager Weekly scorecard Hourly boards Supervisor/ frontline Team KPI board SOURCE: Team analysis

Mindset, Capabilities & Leadership

Rangkuman Implementasi Proses OPI – Proses Diagnosa
85 Rangkuman Implementasi Proses OPI – Proses Diagnosa Diagnostic 1 week 2 weeks 1-2 weeks 1-2 weeks 8-10 weeks 1 Pre-diagnostics 2 Preliminary diagnostic 3 Final diagnostic 4 5 Implementation Kick- off Intervention design and planning Delivera-bles Mendistribusikan survei EMI Membangun awarness OPI antara Coach Sentral / Regional dengan manajemen Manajemen pusat dan manajemen unit komitmen dengan pelaksanaan OPI. Melakukan identifikasi GAP di sisi teknik dan non teknik Melakukan daftar prioritas ide perbaikan secara detil dan spesifik Mencakup : kinerja ekselen unit dan keterlibatan frontline. Complete infrastructure of each initiatives (owner and leader, work plan, future state, and tracking mechanism) Completion of agreed initiatives Visible impact (financial and non-financial) Codified learning Key activities Melaksanakan interview dengan manajemen unit. Membangun pemahaman awal ttg OPI ke unit. Meluncurkan EMI survey Melaksanakan workshop “manage-ment conditioning” Melakukan evaluasi kondisi eksisting kinerja unit berdasarkan parameter kinerja. Evaluasi hasil EMI survey,kaskading KPI, Efektifitas rapat, dan melaksanakan FGD. Generate potential initiatives and prioritize them Collect relevant data for baseline setting (“as is” condition) Conduct focus groups and interviews Create infrastructure of each initiative (resource deployment, tactical imple-mentation plan (TIP), future state/to be condition, and tracking mechanism) Conduct stage-gate 1,2 Execute initiatives Monitor progress and impact Up-skill line with required capabilities Codify learning BUILD AWARENESS SOURCE: OPI Sosialisasi dilaksanakan terus-menerus

Survei Frontline (EMI Survey)
1 Survei Frontline (EMI Survey) Deskripsi Key insights Survei singkat seputar tingkah laku dan mindsets para karyawan Digunakan khususnya bagi staf frontline dan supervisor Memungkinkan plant untuk menetapkan baseline dalam mengukur dampak di masa depan Memahami isu/permasalahan terkait moral, tingkah laku dan behaviours dari sudut pandang staf frontline dan supervisor Memahami pendorong utama dari disiplin dan keamanan Input Output Respon/tanggapan terhadap survei dari kelompok perwakilan karyawan (15+) Biasanya dilakukan dalam kaitannya dengan focus group (10 menit pertama dari focus group); atau dapat juga dilakukan ketika mass brief Pandangan kuantitatif terhadap isu/permasalahan utama di frontline level Memantau hasil dari inisiatif-inisiatif yang difokuskan selama beberapa waktu tertentu (gunakan survei berulang repeated surveys) Kebutuhan sumber daya/rincian Timeline 1 fasilitator untuk melaksanakan tiap survei (~20 menit) 1 hari untuk analisis akhir dan pelaporan 2 hari selama kurun waktu 5 minggu (disertakan dalam focus groups) Dilakukan oleh Coach1 Menindaklanjuti survei secara berkala (setiap bulan) untuk memantau evolusi hasil SUMBER: Analisis tim

Deep structured interviews (DSI)
2 Deep structured interviews (DSI) Deskripsi Key insight Wawancara berbasis opini (rahasia) dengan karyawan senior untuk memahami lebih jauh tentang isu-isu organisasional Akan dilaksanakan dengan cross-section dari senior & middle management + supervisors Membutuhkan Coach eksternal untuk wawancara Memahami isu/permasalahan utama yang dihadapi organisasi dari sudut pandang senior & middle management Input Output Wawancara one-on-one (rahasia) dengan cross-section dari senior & middle management team Berfokus pada topik-topik utama seputar ‘kesehatan’ organisasi, termasuk capability building, kinerja, perubahan, dan leadership Tema-tema kunci organisasi yang sehat, hasil sintesis dari berbagai wawancara Indikasi akan fasilitator dan penghambat perubahan organisasi berdasarkan pada influence model Kebutuhan sumber daya/rincian Timeline Untuk setiap wawancara: 1 pewawancara, mungkin ada orang kedua untuk mencatat Pewawancara harus dilatih untuk teknik DSI 2-3 jam per wawancara Total ~20 orang yang diwawancarai (senior team plus ~5 middle managers dan ~5 supervisors) 17 hari selama kurun waktu 4 minggu untuk Coach1 + dukungan – Coach2 Menyiapkan pertanyaan untuk wawancara Menjadwalkan wawancara Melakukan wawancara (2 per hari) Mensintesis hasil-hasil yang diperoleh ke dalam tema-tema SUMBER: Analisis tim

Focus Groups Discusion
3 Deskripsi Key insights Workshop 3-jam dengan sekelompok kecil karyawan (12-15), menggali pandangan mereka mengenai budaya dan moral perusahaan Pandangan digali menggunakan media grafis, biaanya kolase Dilakukan dengan staf frontline dan supervisor Tema utama yang merepresentasikan pandangan frontline dan manajemen yang lebih rendah terkait kondisi organisasi Temuan/wawasan yang berfokus pada pembelajaran spesifik mengenai keamanan dan disiplin Input Output Workshops dengan karyawan; respon karyawan terhadap workshop, antara lain: Kolase yang menggambarkan kondisi perusahaan saat ini dan kondisi ideal di masa mendatang Flip chart yang berisi catatan diskusi yang berlangsung selama workshop Tema utama, sebagai hasil sintesis dari diskusi workshop dan kolase Perubahan utama untuk mencapai kondisi ideal di masa depan, dan pemblokir perubahan yang terkait Kebutuhan sumber daya/rincian Timeline 1 fasilitator untuk melaksanakan tiap workshop 1 hari untuk mensintesis hasil dan membuat laporan 8 hari selama kurun waktu 5 minggu untuk Coach1 Menyiapkan focus groups dan survei Menjadwalkan focus groups Melaksanakan focus groups (1-2 per hari) Mensintesis hasil SUMBER: Analisis tim

Diagnostics scope ALL STREAM Mindsets, capabilities and leadership

Kebutuhan sumber daya/rincian
Diagnostik training 4 Deskripsi Key insights Sebuah diagnostik terhadap program training yang ada saat ini untuk menilai kepatuhan/pemenuhan dan kehadiran terhadap modul-modul training pada berbagai level Menilai kepatuhan terhadap IDP Menganggap bahwa program training sudah benar, penilaian terhadap pemenuhan program training dan penyelesaian modul-modul Menentukan kesenjangan dalam hal pemenuhan program training dan development yang ada saat ini untuk seluruh operasi dan staf maintenance Menentukan apakah program training dan development benar-benar diikuti Input Output Wawancara dengan para manajer di operations, maintenance dan staf SDM untuk menentukan program training dan kesenjangan yang ada saat ini Checklist mengenai pemenuhan program training karyawan (yaitu karyawan telah mengikuti program yang diharuskan) dan kepatuhan terhadap IDP Sebuah pemahaman mengenai kebutuhan training dan pemenuhan kebutuhan tersebut Sebuah pemahaman keberhasilan dalam mengembangkan SDM sesuai dengan IDP-nya masing-masing Kebutuhan sumber daya/rincian Timeline 1 change agent – full time Melakukan analisis mengenai database SDM untuk memahami turnover dan profil usia Melakukan wawancara untuk memahami faktor pendorong dan mengidentifikasi posisi /lowongan kritikal 7 hari selama kurun waktu 2 minggu untuk Coach2 Menyetujui seperangkat modul training untuk tiap operations & and maintenance team Melakukan penilaian high-level terhadap pemenuhan program training SUMBER: Analisis tim

Analisa Data (Pipeline Review)
5 Deskripsi Key insights Analisis berbasis data mengenai pergerakan personil untuk memahami area permasalahan potensial Prioritisisasi dari sebagian area berdasarkan analisis usia dan tingkat kepentingan Pendalaman akan posisi-posisi tertentu untuk memahami rencana suksesi dan kesenjangan yang ada Memahami ketersediaan SDM untuk posisi-posisi penting di masa depan Membuat daftar posisi-posisi kritikal yang masih belum terisi dan memahami apakah hal ini dapat diselesaikan secara internal atau tidak Input Output Database SDM Sejarah pengurangan tenaga kerja Perpindahan personil Rekrutmen Demografi personil saat ini Wawancara karyawan Potret dari ketersediaan dan permintaan/kebutuhan personil untuk berbagai posisi dan level di dalam organisasi Pemahaman secara detil mengenai lowongan/posisi kritikal untuk saat ini dan masa depan Kebutuhan sumber daya/rincian Timeline 1 change agent – full time Melakukan analisis mengenai database SDM untuk memahami turnover dan profil usia Melakukan wawancara untuk memahami faktor pendorong dan mengidentifikasi posisi /lowongan kritikal 2 minggu penuh untuk Coach2 4 hari untuk menyelesaikan semua analisis 4 hari untuk melakukan wawancara 2 hari untuk mensintesis hasil SUMBER: Analisis tim

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