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Operational Performance Improvement (OPI) Diagnostic scope template.

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1 Operational Performance Improvement (OPI) Diagnostic scope template

2 E L E C T R I C I T Y F O R A B E T T E R L I F E | 1 Diagnostics scope GENERATION Technical systems Management infrastructure Mindsets, capabilities and leadership ▪ 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 – Interviews – Tracking of operational data ▪ KPI cascading and performance tracking – EMI survey result analysis – Interviews and FGDs ▪ Rewards and consequences – EMI survey result analysis – Interviews and FGDs ▪ Visual management – EMI survey result analysis – Interviews and FGDs – Ground walk ▪ Shift handover – Interviews and FGDs – Ground walk ▪ Meeting effectiveness – Interviews and FGDs – OME evaluation – Unit meeting map ▪ Initiative management system – Interviews and FGDs ▪ Management role modeling – EMI survey result analysis – Interviews and FGDs ▪ Management-frontline communications – EMI survey result analysis – Interviews and FGDs ▪ Developing talents and skills (training) – EMI survey result analysis – Interviews and FGDs – HR data (training) ▪ Formal mechanisms (personal evaluation) – EMI survey result analysis – Interviews and FGDs – HR data (performance rating distribution)

3 E L E C T R I C I T Y F O R A B E T T E R L I F E | 2 Plant Energy Balance Analysis – summary SOURCE: OPI team InputOutput Resource requirements/detailsTimeline DescriptionKey insights ▪ 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 ▪ 8 orang ▪ 10 hari ▪ 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

4 E L E C T R I C I T Y F O R A B E T T E R L I F E | 33 Contoh 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. Tipikal data harian untuk sebuah combined cycle power plant 740 MW ILLUSTRATIVE ▪ Efisiensi 2 pembangkit keseluruhan = 44.9% ▪ Heat rate pembangkitan 4 = 1,919 kCal/kWh HRSG#1 HRSG#2 Fuel 1 105,000 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 Efisiensi 2 = 30.6 % GT 1 4,600 MWh tersalur Efisiensi 2 = 29.9%

5 E L E C T R I C I T Y F O R A B E T T E R L I F E | 4 Diagnostics scope GENERATION Technical systems Management infrastructure Mindsets, capabilities and leadership ▪ 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 – Interviews – Tracking of operational data ▪ KPI cascading and performance tracking – EMI survey result analysis – Interviews and FGDs ▪ Rewards and consequences – EMI survey result analysis – Interviews and FGDs ▪ Visual management – EMI survey result analysis – Interviews and FGDs – Ground walk ▪ Shift handover – Interviews and FGDs – Ground walk ▪ Meeting effectiveness – Interviews and FGDs – OME evaluation – Unit meeting map ▪ Initiative management system – Interviews and FGDs ▪ Management role modeling – EMI survey result analysis – Interviews and FGDs ▪ Management-frontline communications – EMI survey result analysis – Interviews and FGDs ▪ Developing talents and skills (training) – EMI survey result analysis – Interviews and FGDs – HR data (training) ▪ Formal mechanisms (personal evaluation) – EMI survey result analysis – Interviews and FGDs – HR data (performance rating distribution)

6 E L E C T R I C I T Y F O R A B E T T E R L I F E | 5 Auxiliary power consumption breakdown – summary SOURCE: OPI team InputOutput Resource requirements/detailsTimeline DescriptionKey insights ▪ 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 ▪ 12 orang ▪ 15 hari ▪ 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

7 E L E C T R I C I T Y F O R A B E T T E R L I F E | 6 Auxiliary power consumption variability – summary SOURCE: OPI team InputOutput Resource requirements/detailsTimeline DescriptionKey insights ▪ 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 ▪ 12 orang – Lihat detail identifikasi kebutuhan berdasarkan aktifitas ▪ 15 hari ▪ 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)

8 E L E C T R I C I T Y F O R A B E T T E R L I F E | 7 Diagnostics scope GENERATION Technical systems Management infrastructure Mindsets, capabilities and leadership ▪ 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 – Interviews – Tracking of operational data ▪ KPI cascading and performance tracking – EMI survey result analysis – Interviews and FGDs ▪ Rewards and consequences – EMI survey result analysis – Interviews and FGDs ▪ Visual management – EMI survey result analysis – Interviews and FGDs – Ground walk ▪ Shift handover – Interviews and FGDs – Ground walk ▪ Meeting effectiveness – Interviews and FGDs – OME evaluation – Unit meeting map ▪ Initiative management system – Interviews and FGDs ▪ Management role modeling – EMI survey result analysis – Interviews and FGDs ▪ Management-frontline communications – EMI survey result analysis – Interviews and FGDs ▪ Developing talents and skills (training) – EMI survey result analysis – Interviews and FGDs – HR data (training) ▪ Formal mechanisms (personal evaluation) – EMI survey result analysis – Interviews and FGDs – HR data (performance rating distribution)

9 E L E C T R I C I T Y F O R A B E T T E R L I F E | 8 Comparison of plant performance VS design/performance test result – summary SOURCE: OPI team InputOutput Resource requirements/detailsTimeline DescriptionKey insights ▪ 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 ▪ 12 orang ▪ 15 hari ▪ 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

10 E L E C T R I C I T Y F O R A B E T T E R L I F E | Oct01-Sep01-Aug01-Jul May01-Apr01-Mar01-Feb Jun PLTGU Cilegon is commissioned to deliver MWe and is currently operated as a baseload plant at steady 687 MWe SOURCE: Operations data 2010Q1-Q3 Production 2010 Q1-Q3 1 MWe 1 Jan 2010 data excluded due to data inaccuracy Feb 1 production: 120,000 mmBTUD Average production: 110,000 mmBTUD Planned: 687 Perf test: 118,758 mmBTUD Actual: 615 EXAMPLE

11 E L E C T R I C I T Y F O R A B E T T E R L I F E | 10 Diagnostics scope GENERATION Technical systems Management infrastructure Mindsets, capabilities and leadership ▪ 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 – Interviews – Tracking of operational data ▪ KPI cascading and performance tracking – EMI survey result analysis – Interviews and FGDs ▪ Rewards and consequences – EMI survey result analysis – Interviews and FGDs ▪ Visual management – EMI survey result analysis – Interviews and FGDs – Ground walk ▪ Shift handover – Interviews and FGDs – Ground walk ▪ Meeting effectiveness – Interviews and FGDs – OME evaluation – Unit meeting map ▪ Initiative management system – Interviews and FGDs ▪ Management role modeling – EMI survey result analysis – Interviews and FGDs ▪ Management-frontline communications – EMI survey result analysis – Interviews and FGDs ▪ Developing talents and skills (training) – EMI survey result analysis – Interviews and FGDs – HR data (training) ▪ Formal mechanisms (personal evaluation) – EMI survey result analysis – Interviews and FGDs – HR data (performance rating distribution)

12 E L E C T R I C I T Y F O R A B E T T E R L I F E | 11 Overall Equipment Effectiveness OEE – summary SOURCE: OPI team InputOutput Resource requirements/detailsTimeline DescriptionKey insights ▪ 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 ▪ 1 employee from Engineering, O&M collecting and processing data (50% time allocation) ▪ 1 week (depending on data availability) ▪ 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.)

13 E L E C T R I C I T Y F O R A B E T T E R L I F E | 12 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 is often expressed as an equation SOURCE: OPI team OEE = Total MWh sent to the grid (Total unit capacity) x (8760 hours / year)

14 E L E C T R I C I T Y F O R A B E T T E R L I F E | Gas supply restricts the average output to 685 MW, but maintenance and outages reduces further the average net production to 592 MW % -3% 82% -1% Net Production Own use and Transformer losses 9 Gross ProductionForce Derated 11 Maintenance Derated 5 Availibility Brutto (Prod. Brutto)Availibility Brutto (Prod. Brutto)Availibility Brutto (Prod. Brutto)Availibility Brutto (Prod. Brutto) Other Unplanned Outage 14 Forced Outage 3 Maintenance Outage 6 Planned availability Efficiency 20 Planned Outage 30 Max Availability Gas Supply Restriction 35 Potential Availability ▪ 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 EXAMPLE

15 E L E C T R I C I T Y F O R A B E T T E R L I F E | 14 Diagnostics scope GENERATION Technical systems Management infrastructure Mindsets, capabilities and leadership ▪ 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 – Interviews – Tracking of operational data ▪ KPI cascading and performance tracking – EMI survey result analysis – Interviews and FGDs ▪ Rewards and consequences – EMI survey result analysis – Interviews and FGDs ▪ Visual management – EMI survey result analysis – Interviews and FGDs – Ground walk ▪ Shift handover – Interviews and FGDs – Ground walk ▪ Meeting effectiveness – Interviews and FGDs – OME evaluation – Unit meeting map ▪ Initiative management system – Interviews and FGDs ▪ Management role modeling – EMI survey result analysis – Interviews and FGDs ▪ Management-frontline communications – EMI survey result analysis – Interviews and FGDs ▪ Developing talents and skills (training) – EMI survey result analysis – Interviews and FGDs – HR data (training) ▪ Formal mechanisms (personal evaluation) – EMI survey result analysis – Interviews and FGDs – HR data (performance rating distribution)

16 E L E C T R I C I T Y F O R A B E T T E R L I F E | 15 Pareto analysis of lost output dan maintenance strategy – summary SOURCE: OPI team InputOutput Resource requirements/detailsTimeline DescriptionKey insights ▪ 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 ▪ 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) ▪ 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

17 E L E C T R I C I T Y F O R A B E T T E R L I F E | Pareto Loss Output pada Generation 16 EXAMPLE ▪ Pareto Loss Output dapat mengidentifikasi penyebab kegagalan paling banyak untuk Availability dan Reliability Unit

18 E L E C T R I C I T Y F O R A B E T T E R L I F E | 17 Diagnostics scope GENERATION Technical systems Management infrastructure Mindsets, capabilities and leadership ▪ 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 – Interviews – Tracking of operational data ▪ KPI cascading and performance tracking – EMI survey result analysis – Interviews and FGDs ▪ Rewards and consequences – EMI survey result analysis – Interviews and FGDs ▪ Visual management – EMI survey result analysis – Interviews and FGDs – Ground walk ▪ Shift handover – Interviews and FGDs – Ground walk ▪ Meeting effectiveness – Interviews and FGDs – OME evaluation – Unit meeting map ▪ Initiative management system – Interviews and FGDs ▪ Management role modeling – EMI survey result analysis – Interviews and FGDs ▪ Management-frontline communications – EMI survey result analysis – Interviews and FGDs ▪ Developing talents and skills (training) – EMI survey result analysis – Interviews and FGDs – HR data (training) ▪ Formal mechanisms (personal evaluation) – EMI survey result analysis – Interviews and FGDs – HR data (performance rating distribution)

19 E L E C T R I C I T Y F O R A B E T T E R L I F E | Reliability Improvement Sequent – Asset Management FMEA1. SERP3. RCFA PlanScheduleImplement Task Measurement 5. FDT Task Execution 6.1 PdM Design Out Task Identification 4. Baseline Overhaul Continuous Improvement ENJINIRING RENDAL EKSEKUTOR CR/PD/PM/OH 6.1 PM Run To Failure SOURCE : ASSET MANAGEMENT

20 E L E C T R I C I T Y F O R A B E T T E R L I F E | SERP – (System Equipment Reliability Prioritization) 19 SCR (1-10) Applies to Equipment ACR (1-100) Equals MPI (1-1000) Equals SCR – System Criticality Ranking OCR – Operational Criticality Ranking ACR – Asset Criticality Ranking AFPF – Asset Failure Probability Factor MPI – Maintenance Priority Index * = Multiply Values Divide Into Sub-Systems 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. OCR (1-10) * Step 3 Determine Operational Impact ACR (1-100) * AFPF (1-10) Applies to Equipment Step 4 Determine Probability of Occurrence Critical Equipment Critical Equipment Sort Setelah mendapatkan equipment priority maka lakukan FMEA SOURCE : ASSET MANAGEMENT

21 E L E C T R I C I T Y F O R A B E T T E R L I F E | 20 Equipment strategy comprises 4 dimensions 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? 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?

22 E L E C T R I C I T Y F O R A B E T T E R L I F E | 21 DimensionsComponentsKey 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 Equipment strategy can be audited along the 4 dimensions (1/3)

23 E L E C T R I C I T Y F O R A B E T T E R L I F E | 22 DimensionsComponentsKey elements to ask SOURCE: McKinsey 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? 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? Equipment strategy can be audited along the 4 dimensions (2/3)

24 E L E C T R I C I T Y F O R A B E T T E R L I F E | 23 DimensionsComponentsKey elements to ask SOURCE: McKinsey 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? ▪ How is replenishment triggered? ▪ What is the shelf life of the critical spares? ▪ Are critical spares with specific storage requirements or special care items appropriately managed? Equipment strategy can be audited along the 4 dimensions (3/3)

25 E L E C T R I C I T Y F O R A B E T T E R L I F E | 24 Diagnostics scope GENERATION Technical systems Management infrastructure Mindsets, capabilities and leadership ▪ 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 – Interviews – Tracking of operational data ▪ KPI cascading and performance tracking – EMI survey result analysis – Interviews and FGDs ▪ Rewards and consequences – EMI survey result analysis – Interviews and FGDs ▪ Visual management – EMI survey result analysis – Interviews and FGDs – Ground walk ▪ Shift handover – Interviews and FGDs – Ground walk ▪ Meeting effectiveness – Interviews and FGDs – OME evaluation – Unit meeting map ▪ Initiative management system – Interviews and FGDs ▪ Management role modeling – EMI survey result analysis – Interviews and FGDs ▪ Management-frontline communications – EMI survey result analysis – Interviews and FGDs ▪ Developing talents and skills (training) – EMI survey result analysis – Interviews and FGDs – HR data (training) ▪ Formal mechanisms (personal evaluation) – EMI survey result analysis – Interviews and FGDs – HR data (performance rating distribution)

26 E L E C T R I C I T Y F O R A B E T T E R L I F E | 25 Pareto RCPS Analysis – summary SOURCE: OPI team InputOutput Resource requirements/detailsTimeline DescriptionKey insights ▪ 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) ▪ 4 orang ▪ 9 hari ▪ 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

27 E L E C T R I C I T Y F O R A B E T T E R L I F E | 26 Focus The parts are out of spec Why? The wrong tool has been used The temperature of the oil was too high There is no temperature standard The standard tool was burned out Why? Effective questioning will help focus in on the root cause….. …while ineffective questioning can lead to the wrong conclusion Haze Source:OPI Determine root causes – tips on 5-why approach The parts are out of spec The right tool was not available According to management, there is no budget to purchase another one The maintenance department spent its remaining budget on new office decor We don't have a second one S

28 E L E C T R I C I T Y F O R A B E T T E R L I F E | 27 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? Source:OPI But why was the oil strainer blocked with metal shavings? Is it purely a technical fix? Or is it perhaps a capability issue? Hmmm…. S

29 E L E C T R I C I T Y F O R A B E T T E R L I F E | 28 RCPS on gas turbine derating due to high blade temperature variation High variation in blade temperature Instrumentation issue Mechanical issue (uneven combustion) Error in reading BPT setting abnormal Air temperature variation Gas flow disruption Gas supply disrupted Gas pipe clogged Nozzle clogged Piping physical clog-up Oil carryover in gas Nozzle physical clog-up Instrumentation normal BPT setting standard Air temperature constant (based on data) Gas supply constant during period evaluated Physical check indicates piping OK Further analysis required to identify source of oil carryover Physical check indicates nozzle OK 1 SOURCE: PLTGU Cilegon Engineering, Maintenance, Operations department, OPI

30 E L E C T R I C I T Y F O R A B E T T E R L I F E | 29 Diagnostics scope GENERATION Technical systems Management infrastructure Mindsets, capabilities and leadership ▪ 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 – Interviews – Tracking of operational data ▪ KPI cascading and performance tracking – EMI survey result analysis – Interviews and FGDs ▪ Rewards and consequences – EMI survey result analysis – Interviews and FGDs ▪ Visual management – EMI survey result analysis – Interviews and FGDs – Ground walk ▪ Shift handover – Interviews and FGDs – Ground walk ▪ Meeting effectiveness – Interviews and FGDs – OME evaluation – Unit meeting map ▪ Initiative management system – Interviews and FGDs ▪ Management role modeling – EMI survey result analysis – Interviews and FGDs ▪ Management-frontline communications – EMI survey result analysis – Interviews and FGDs ▪ Developing talents and skills (training) – EMI survey result analysis – Interviews and FGDs – HR data (training) ▪ Formal mechanisms (personal evaluation) – EMI survey result analysis – Interviews and FGDs – HR data (performance rating distribution)

31 E L E C T R I C I T Y F O R A B E T T E R L I F E | 30 Start-up time – summary SOURCE: OPI team InputOutput Resource requirements/detailsTimeline DescriptionKey insights ▪ 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 ▪ 4 orang ▪ 8 hari ▪ 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

32 E L E C T R I C I T Y F O R A B E T T E R L I F E | 31 Cold start-up time1, mins, based on data available for 6 starts in FY 2008 Start-up time variability – example cold start-up time Given high incidence of forced outages, recovery times should be an important lever to improve overall availability Average Best performance Worst performance 1 Uses examples with >68 hrs downtime in order to get up to 6 examples CLIENT EXAMPLE Total th mill in service th mill in service rd mill in service nd mill in service Out of lp bypass opera- tion 89 9 Synch rpm st mill in service 228 1st oil burners in service Start fans/ draught groups Similar analysis to be done for warm and hot starts SOURCE: OPI team

33 E L E C T R I C I T Y F O R A B E T T E R L I F E | Contoh Analisa Start up Time 32 BREAK POINT ESTIMATE TIME (MIN) COLDWARMHOT STEP 1UNIT PREPARATION BREAK POINT 67 STEP 21st GT/HRSG PREPARATION53 STEP 31st GT/HRSG START55 STEP41st GT/HRSG SYNC.10 STEP 5ST SPEED UP14027 STEP 6ST SYNC.1323 START UP TIME DESIGN (0 -> C/C 1 on 1) EXAMPLE Pastikan data manual/OEM untuk start up Unit

34 E L E C T R I C I T Y F O R A B E T T E R L I F E | 33 Real time SMED 1 analysis – summary SOURCE: OPI team 1 Single Minute Exchange of Die InputOutput Resource requirements/detailsTimeline DescriptionKey insights ▪ 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 ▪ 8 orang ▪ 10 hari ▪ 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

35 E L E C T R I C I T Y F O R A B E T T E R L I F E | 34 SMED approach to shorten overhauls Original outage plan New outage plan 16 days outage Standardize and maintain the new procedure Improve the pre and post outage steps Shorten the outage activities More pre-outage activities outside the outage period Determine pre-outage and outage activities Measure total outage time Pre-outage periodOutage period 28 days outage SMED principle SOURCE: OPI team

36 E L E C T R I C I T Y F O R A B E T T E R L I F E | 35 Main improvement ideas ▪ 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 Activity steps Situation Mill Rotating plate OP2 Engine Shaft Waiting supervisor for instructions 50Nozzle alignment 4887Total Inspection and washing inside mill 8 Moving between inspection point and shaft 5 2 Rotating shaft 10 Rework: Repeated plate rotation to align % Time savings by step ▪ Fix lighting inside mill ▪ Set up scaffolding to be suit- able for each inspection posi- tion (avoids operators bending to reach inspection points) ▪ Use tool with longer arm to rotate shaft (only one operator needed, moving not required) ▪ Use hand signals or a torch for communication between OP1 and OP2 ▪ Effective and detailed daily planning activities; avoids waiting time to receive supervisors instructions ▪ Operation not observed in detail ▪ Better housekeeping to facilitate required shaft movements Possible reduction OP1OP2 Regular process: 3-9 overhauls per month SMED approach for frequent overhauls – mill example To be done for top 5 frequent and long overhauls CLIENT EXAMPLE SOURCE: OPI team

37 E L E C T R I C I T Y F O R A B E T T E R L I F E | 36 Diagnostics scope GENERATION Technical systems Management infrastructure Mindsets, capabilities and leadership ▪ 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 – Interviews – Tracking of operational data ▪ KPI cascading and performance tracking – EMI survey result analysis – Interviews and FGDs ▪ Rewards and consequences – EMI survey result analysis – Interviews and FGDs ▪ Visual management – EMI survey result analysis – Interviews and FGDs – Ground walk ▪ Shift handover – Interviews and FGDs – Ground walk ▪ Meeting effectiveness – Interviews and FGDs – OME evaluation – Unit meeting map ▪ Initiative management system – Interviews and FGDs ▪ Management role modeling – EMI survey result analysis – Interviews and FGDs ▪ Management-frontline communications – EMI survey result analysis – Interviews and FGDs ▪ Developing talents and skills (training) – EMI survey result analysis – Interviews and FGDs – HR data (training) ▪ Formal mechanisms (personal evaluation) – EMI survey result analysis – Interviews and FGDs – HR data (performance rating distribution)

38 E L E C T R I C I T Y F O R A B E T T E R L I F E | 37 Value Add/Non Value Add analysis – summary SOURCE: OPI team InputOutput Resource requirements/detailsTimeline DescriptionKey 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

39 E L E C T R I C I T Y F O R A B E T T E R L I F E | 38 Tool time Trans- port, walk Discus- sion on job specifics Admin work Test runCollect- ing tools, parts Site setup WaitingAvoid- able search for failure Search- ing parts, tools Unneces- sary transport/ walk ReworkTotal time Non value add, not necessary Non value add, necessary Value add 42%43%15% Bad description of type and location of failure in failure report Waiting for ▪ Test run ▪ Spare parts ▪ Tools ▪ Collecting Tools ▪ Walk to control room ▪ World class: 60% ▪ Client Benchmark to be determined Output of VA/NVA analysis: Observation of activities Percent, 2 workmen CLIENT EXAMPLE SOURCE: OPI team

40 E L E C T R I C I T Y F O R A B E T T E R L I F E | 39 ca. 550 m Coal feeder (repair site) Control Room Workshop Goods issue ca. 10 m ca. 400 m (incl. 14 m Lift) ca. 150 m (incl. 50 m Lift) Workman A Workman B Walk/transport from/to workshop, e.g., Dust mask Grease Hammer Bolt Toolbox Other tools, Sprays Output of VA/NVA analysis: Spaghetti diagram CLIENT EXAMPLE SOURCE: OPI team

41 E L E C T R I C I T Y F O R A B E T T E R L I F E | 40 Diagnostics scope GENERATION Technical systems Management infrastructure Mindsets, capabilities and leadership ▪ 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 – Interviews – Tracking of operational data ▪ KPI cascading and performance tracking – EMI survey result analysis – Interviews and FGDs ▪ Rewards and consequences – EMI survey result analysis – Interviews and FGDs ▪ Visual management – EMI survey result analysis – Interviews and FGDs – Ground walk ▪ Shift handover – Interviews and FGDs – Ground walk ▪ Meeting effectiveness – Interviews and FGDs – OME evaluation – Unit meeting map ▪ Initiative management system – Interviews and FGDs ▪ Management role modeling – EMI survey result analysis – Interviews and FGDs ▪ Management-frontline communications – EMI survey result analysis – Interviews and FGDs ▪ Developing talents and skills (training) – EMI survey result analysis – Interviews and FGDs – HR data (training) ▪ Formal mechanisms (personal evaluation) – EMI survey result analysis – Interviews and FGDs – HR data (performance rating distribution)

42 E L E C T R I C I T Y F O R A B E T T E R L I F E | 41 Heat rate variability – summary SOURCE: OPI team InputOutput Resource requirements/detailsTimeline DescriptionKey insights ▪ 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 ▪ 7 orang ▪ 7 hari ▪ Stability of heat rate performance ▪ Factors explaining heat rate variations ▪ Attempt to explain potential heat rate variations on a unit level

43 E L E C T R I C I T Y F O R A B E T T E R L I F E | 42 Heat rate gap and gap breakdown – summary SOURCE: OPI team InputOutput Resource requirements/detailsTimeline DescriptionKey insights ▪ 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 ▪ 3 orang ▪ 5 hari ▪ 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

44 E L E C T R I C I T Y F O R A B E T T E R L I F E | 43 Heat rate gap as a function of load – example ▪ 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 Unit 1 heat rate Btu/kWh on an hourly basis ROY 1 design heat rate Winter design heat rate Design heat rate Winter average ROY 1 average 1 Rest of year CLIENT EXAMPLE SOURCE: OPI team

45 E L E C T R I C I T Y F O R A B E T T E R L I F E | 44 CurrentFeed 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 10,854 10,529 9,998 To be done for all units Heat rate gap breakdown to identify improvement potential – example Unit X, BTU/kWh CLIENT EXAMPLE Gap attributable to ▪ Feeder calibration ▪ Turbine efficiency SOURCE: OPI team

46 E L E C T R I C I T Y F O R A B E T T E R L I F E | 45 SAFETY IMPROVEMENT

47 E L E C T R I C I T Y F O R A B E T T E R L I F E | 46 Safety Improvement – summary SOURCE: OPI team InputOutput Resource requirements/detailsTimeline DescriptionKey insights ▪ 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 ▪ 3 orang ▪ 5 hari ▪ 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

48 E L E C T R I C I T Y F O R A B E T T E R L I F E | Contoh EMI Survey 47 Survey EMI (Employee Mindset Index) yang dilakukan stream MI telah mencakup Bidaya Safety

49 E L E C T R I C I T Y F O R A B E T T E R L I F E | Developing Future Leaders The current condition in PLTGU Cilegon is… Leaders are capable in coaching/teaching and providing their leadership successors well Workers feel that their leadership potential is respected and developed by the company Safety Culture Workers are well-equipped with work safety equipments at work 18. Workers have high capability and awareness towards their own safety as well as their peers’ 19. Workers feel that the condition during their work in PLTGU Cilegon reflects cleanliness, safety and comfort 20. Strongly agree/agree Not sure Strongly disagree/disagree Mindset survey result – PLTGU CILEGON (n = 130 out of 160 workers)

50 E L E C T R I C I T Y F O R A B E T T E R L I F E | 49SOURCE: Mindset surveys; interviews; focus groups Low safety awareness across different levels and unclear safety management system… EMI survey result (n=130) Percent PPE availability “Workers are well- equipped with work safety equipments at work” Safety awareness “Workers have high capability and awareness towards their own safety as well as their peers’” Quotes from focus groups 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 The safety/K3 team in this plants is like “Indian police”: they only come when a major problem occurs – Frontline 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

51 E L E C T R I C I T Y F O R A B E T T E R L I F E | 50SOURCE: Mindset surveys; interviews; focus groups …caused by unclear roles and responsibilities regarding safety issues… 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 Ass. Man Operations Supervisor shift operation A-D (4) Environment and K2 Supervisor (1) Supervisor Lab (1) Electrical Safety Junior Engineer (0) Environment Junior Engineer (1) Vacant! HR and General Spv (1) Security outsource officer (1) Security assistant officer (1) Ass. Man HR and Finance Ass. Man Engineeri ng Ass. Man Maintenan ce Sector Manager Ass. Man Operations Ass. Man Engineeri ng Ass. Man Maintenan ce Sector Manager VS. Security Supervisor (50%) Logistic Supervisor (50%) Accounting Supervisor (1) Safety PIC based on job descriptionActual safety PIC on the ground Ass. Man HR and Finance

52 E L E C T R I C I T Y F O R A B E T T E R L I F E | 51SOURCE: Mindset surveys; interviews; focus groups …and lack of resources, capabilities, and clarity on safety budget in security department have resulted in weak safety system ▪ Supervisor: background in warehousing, only one safety training ▪ Staff: – A: internal PLN, background in warehousing, unwell (4 strokes) – B: outsource, no sound safety background.. have caused weak safety system Very limited resources……and lack of capabilities…plus unclear safety budget… ▪ No safety induction system ▪ No ambulance ▪ Very limited first aid box across the plant ▪ Long lead time on PPE procurement Security Supervisor (50%) Internal security staff (1) Outsource security staff (1) 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

53 E L E C T R I C I T Y F O R A B E T T E R L I F E | 52 Job description analysis also clearly shows that L&K2 supervisor possesses the mandate to maintain safety in PLTGU Cilegon 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 Job description related to safety management SOURCE: OPI

54 E L E C T R I C I T Y F O R A B E T T E R L I F E | 53 Plant visit and focus groups reveal that safety compliance across different levels is still low ▪ 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 helmet in the plant area Observations of PPE 1 non-compliance in PLTGU Cilegon SOURCE: Focus groups, interviews, plant visit Potential intervention to improve safety compliance Not wearing safety shoes in the plant area (CCR room) 1 Personal Protective Equipment

55 E L E C T R I C I T Y F O R A B E T T E R L I F E | 54 PLANT PERFORMANCE MANAGEMENT MEETING

56 E L E C T R I C I T Y F O R A B E T T E R L I F E | 55 Plant Performance Management Meeting – summary SOURCE: OPI team InputOutput Resource requirements/detailsTimeline DescriptionKey insights ▪ 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 ▪ 3 orang ▪ 5 hari ▪ 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

57 E L E C T R I C I T Y F O R A B E T T E R L I F E | 56 PPMM kedua telah secara sukses dilaksanakan pada tanggan 20 Januari SOURCE: Plant Performance Management Meeting …dan dihadiri oleh Pak Rahmatullah sebagai representatif kantor induk PPMM kedua telah dilaksanakan untuk meninjau parameter utama dan kondisi plant PLTGU Cilegon 1234 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 Topik diskusi meliputi: 5 Persiapan PPMM dilakukan oleh local coaches, mendukung kesinambungan PPMM sebagai forum komunikasi antara kantor induk dan sektor

58 E L E C T R I C I T Y F O R A B E T T E R L I F E | 57 FINAL DIAGNOSTIC

59 E L E C T R I C I T Y F O R A B E T T E R L I F E | 58 Contoh Verifikasi Preliminary Disgnostic : Improvement opportunities in four areas worth USD million margin impact in total SOURCE: OPI; Risk survey – July 2008 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 1 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 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

60 E L E C T R I C I T Y F O R A B E T T E R L I F E | 59 INISIATIVES CHARTER

61 E L E C T R I C I T Y F O R A B E T T E R L I F E | 60 Contoh Initiative Charter - Modify design of oil knock-out drum to cope with the lube oil carry over Source:OPI EAF, EFOR KPI impacted Medium to high Ease of implementationBenefit or impact USD (One time) Estimated cost to implement Project management information Workstream TS (Technical System) Initiative team leader Asmen Engineering Initiative owner Central Manajer Engineering Initiative coach Dedy Marsetioadi Idea title: Modify design of oil knock-out drum to cope with the lube oil carry overDepartment most affected: Engineering 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 ▪ 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 Action items ▪ 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 Description  Additional output capability of 23 MW  Additional US$ 5.6 Million / year

62 E L E C T R I C I T Y F O R A B E T T E R L I F E | 61 INISIATIVES PRIORITIZATION

63 E L E C T R I C I T Y F O R A B E T T E R L I F E | 62 Contoh Prioritisasi : Technical idea prioritization High > 2 Mediu m Low < 1 HighMediumLow Potential impact (US$ million) Ease of implementation Idea prioritization ranking Ease of Implement- ation Title Idea Potential impact (USD mil) Install screen at perimeter canal + cleaning 0.3High Set up routine inspection for cooling pipe rubber lining during steam turbine mean inspection 4.0High 2 Install additional grill stoplock at canal intake + cleaning 0.3High Install additional oil knock-out drum before Gas Turbine 6 5.6Medium Source: OPI 7 Periodic performance assess- ment of Odira Compressor EnablerHigh Develop equipment strategy on top 10 critical equipment (including spares MSL) 8 EnablerMedium 4 Monitor quantity and quality of liquid drain in oil separator EnablerMedium 5 Modify design of oil knock-out drum to cope with the lube oil carry over 5.6High/Med Upgrade GT 1 efficiency to GT 2 level 9 1.3High Upgrade HRSG 2 efficiency to HRSG 1 level Medium Bring ST efficiency as design Low Conduct GT weekly blade online washing High Potential of US$ 12.6 million Ideas to be launched in Nov-Dec ’10

64 E L E C T R I C I T Y F O R A B E T T E R L I F E | 63 PLTGU Cilegon will have up to 6 intensive technical initiatives rolled out at any one time JanNov 2011 MarDec 2010 Feb Equipment strategy for top 10 critical equipment Periodic Odira performance assessment Set upMonitor quantity and quality of liquid drain Conduct GT weekly online blade washing Upgrade HRSG2 efficiency to HRSG1 level Upgrade GT1 efficiency to GT2 level Install perimeter canal screen Routine inspection for cooling pipe lining Modify oil knock-out drum Conduct perimeter canal cleaning Set up No. of intense initiatives Low intensity High intensity Tech- nical systems (TS) SOURCE: OPI PRELIMINARY

65 E L E C T R I C I T Y F O R A B E T T E R L I F E | 64 PLTGU Cilegon will have up to 6 intensive non-technical initiatives rolled out at any one time MarFebJanDecNov Stage-gate Cascading comms Visual management Review knowledge sharing SOP KPI implementation monitoring Frontline motivation #1 (safety)Safety culture improvement Frontline OPI Module rollout RCPS training Leadership engine Meeting effectiveness Procurement process improvement KPI/SMUK system improvement Plant performance management KPI cascading from Mansek to frontline No. of intense initiatives Low intensity High intensity Manage- ment infra- struc- ture (MI) Mindset, capabili- ties and leader- ship (MCL) SOURCE: OPI PRELIMINARY

66 E L E C T R I C I T Y F O R A B E T T E R L I F E | 65 WORKPLAN AND IMPACT TRACKING

67 E L E C T R I C I T Y F O R A B E T T E R L I F E | Contoh Workplan Inisiatives 66

68 E L E C T R I C I T Y F O R A B E T T E R L I F E | Contoh Impact Tracking 67 Form ini di isi sesuai dengan implementasi insiaitive secara aktual

69 Operational Performance Improvement (OPI) Management Infrastructure

70 E L E C T R I C I T Y F O R A B E T T E R L I F E | 69 OPI process overview – Diagnostic process Intervention design and planning 8-10 weeks1-2 weeks 1 week Preliminary diagnostic 1-2 weeks 2 weeks Pre-diagnostics Implementation Final diagnostic ▪ 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 ▪ 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 Delivera- bles Key activities ▪ Prioritized list of improvement ideas detailed and specific, incl. ops excellence, reliability, safety and frontline engagement ▪ Generate potential initiatives and prioritize them ▪ Collect relevant data for baseline setting (“as is” condition) ▪ Conduct focus groups and interviews ▪ Complete infrastructure of each initiatives (owner and leader, work plan, future state, and tracking mechanism) ▪ 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 ▪ Completion of agreed initiatives ▪ Visible impact (financial and non-financial) ▪ Codified learning ▪ Execute initiatives ▪ Monitor progress and impact ▪ Up-skill line with required capabilities ▪ Codify learning Kick- off SOURCE: OPI Diagnostic

71 E L E C T R I C I T Y F O R A B E T T E R L I F E | 70 Diagnostic Result : main improvement opportunities Technical system Management infrastructure Mindsets, capabilities and leadership ▪ 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 Personal performance management Performance management ▪ 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 SOURCE: EMI survey; Focus group discussions, management interviews, site visits 12 Management process enablers ▪ 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 3a b bcabcd

72 E L E C T R I C I T Y F O R A B E T T E R L I F E | 71 High Medium Low EasyMediumDifficult Potensi Impact Implementation difficulty Pre-challenge ranking Implementa- tion difficulty Title Idea Impact potential KPI/SMUK system improvement High KPI cascading improvement High Improving individual KPI tracking system High Standardized shift handovers (including frontline participation) 7 7 Difficult Review rewards & consequences system 8 High Medium Difficult Medium Easy Source: OPI 6 Procurement process improvement High Medium Plant performance monitoring system (forum for technical data analysis) 9 High Medium 4 5 Visual Management improvement High Meeting effectiveness improvement High Easy Medium Initiative stage-gate process 10 HighMedium 10 Idea Generation & Prioritization MI

73 E L E C T R I C I T Y F O R A B E T T E R L I F E | 72 Alokasi owner, leader dan coach untuk initiative MI Title Idea Evaluasi dan memperbaiki KPI/SMUK system Memperbaiki komunikasi KPI/targets antar management dan frontline Memperbaiki sistem individual KPI tracking Standardized shift handovers (termasuk partisipasi frontline) 7 Review sistem rewards & consequences 8 Idea yang akan diluncurkan Source: OPI 6 Memperbaiki proses pengadaan Plant performance monitoring system (forum untuk analisa data teknikal) Visual Management di control room/ seluruh plant Memperbaiki meeting effectiveness Owner GM xx GM Man Prod Man Sektor Leader Man Sektor xx Man Eng Induk Asman Eng Asman SDM Coach Luky, Willy xx Jumadis, Miki Jumadis, Budi Utomo, Elza Elza, Budi Utomo Luky, Willy Man sek Asman Eng 10 Initiatives stage gate Miki

74 E L E C T R I C I T Y F O R A B E T T E R L I F E | 73 Initiative Charter – KPI Set-up and Cascading Idea title: KPI System dan Cascading ImprovementDepartment 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 BackgroundAction items 1 Include Capex requirements SOURCE: OPI KPI impactedEase of implementationBenefit or impactCost to implementation 1 EMI surveySulit Tinggi None WorkstreamInitiative ownerInitiative team leaderInitiative coach MIManajer SektorGMLuky / Willy Project management information ▪ 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 WORK IN PROGRESS

75 E L E C T R I C I T Y F O R A B E T T E R L I F E | 74 Workplan – KPI set-up and cascading WORK IN PROGRESS

76 E L E C T R I C I T Y F O R A B E T T E R L I F E | 75 Diagnostics scope GENERATION Technical systemsManagement infrastructure Mindsets, capabilities and leadership ▪ 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 – Interviews – Tracking of operational data ▪ KPI cascading and performance tracking – EMI survey result analysis – Interviews and FGDs ▪ Rewards and consequences – EMI survey result analysis – Interviews and FGDs ▪ Visual management – EMI survey result analysis – Interviews and FGDs – Ground walk ▪ Shift handover – Interviews and FGDs – Ground walk ▪ Meeting effectiveness – Interviews and FGDs – OME evaluation – Unit meeting map ▪ Initiative management system – Interviews and FGDs ▪ Management role modeling – EMI survey result analysis – Interviews and FGDs ▪ Management-frontline communications – EMI survey result analysis – Interviews and FGDs ▪ Developing talents and skills (training) – EMI survey result analysis – Interviews and FGDs – HR data (training) ▪ Formal mechanisms (personal evaluation) – EMI survey result analysis – Interviews and FGDs – HR data (performance rating distribution)

77 E L E C T R I C I T Y F O R A B E T T E R L I F E | 76 Survei Frontline (EMI Survey) SUMBER: Analisis tim ▪ 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) InputOutput ▪ 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 Kebutuhan sumber daya/rincianTimeline ▪ 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 Key insights ▪ Memahami isu/permasalahan terkait dengan penilaian kinerja, penghargaan dan konsekuensi serta keinginan perbaikan infrastruktur Deskripsi

78 E L E C T R I C I T Y F O R A B E T T E R L I F E | 77 Diagnostics scope GENERATION Technical systemsManagement infrastructure Mindsets, capabilities and leadership ▪ 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 – Interviews – Tracking of operational data ▪ KPI cascading and performance tracking – EMI survey result analysis – Interviews and FGDs ▪ Rewards and consequences – EMI survey result analysis – Interviews and FGDs ▪ Visual management – EMI survey result analysis – Interviews and FGDs – Ground walk ▪ Shift handover – Interviews and FGDs – Ground walk ▪ Meeting effectiveness – Interviews and FGDs – OME evaluation – Unit meeting map ▪ Initiative management system – Interviews and FGDs ▪ Management role modeling – EMI survey result analysis – Interviews and FGDs ▪ Management-frontline communications – EMI survey result analysis – Interviews and FGDs ▪ Developing talents and skills (training) – EMI survey result analysis – Interviews and FGDs – HR data (training) ▪ Formal mechanisms (personal evaluation) – EMI survey result analysis – Interviews and FGDs – HR data (performance rating distribution)

79 E L E C T R I C I T Y F O R A B E T T E R L I F E | 78 Deep structured interviews (DSI) SUMBER: Analisis tim ▪ 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 InputOutput ▪ 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 Kebutuhan sumber daya/rincianTimeline ▪ 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 Key insight ▪ Memahami isu/permasalahan utama yang dihadapi organisasi dari sudut pandang senior & middle management Deskripsi

80 E L E C T R I C I T Y F O R A B E T T E R L I F E | 79 Diagnostics scope GENERATION Technical systemsManagement infrastructure Mindsets, capabilities and leadership ▪ 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 – Interviews – Tracking of operational data ▪ KPI cascading and performance tracking – EMI survey result analysis – Interviews and FGDs ▪ Rewards and consequences – EMI survey result analysis – Interviews and FGDs ▪ Visual management – EMI survey result analysis – Interviews and FGDs – Ground walk ▪ Shift handover – Interviews and FGDs – Ground walk ▪ Meeting effectiveness – Interviews and FGDs – OME evaluation – Unit meeting map ▪ Initiative management system – Interviews and FGDs ▪ Management role modeling – EMI survey result analysis – Interviews and FGDs ▪ Management-frontline communications – EMI survey result analysis – Interviews and FGDs ▪ Developing talents and skills (training) – EMI survey result analysis – Interviews and FGDs – HR data (training) ▪ Formal mechanisms (personal evaluation) – EMI survey result analysis – Interviews and FGDs – HR data (performance rating distribution)

81 E L E C T R I C I T Y F O R A B E T T E R L I F E | 80 Focus Groups Discusion SUMBER: Analisis tim ▪ 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 InputOutput ▪ 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 Kebutuhan sumber daya/rincianTimeline ▪ 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 Key insights ▪ 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 Deskripsi

82 E L E C T R I C I T Y F O R A B E T T E R L I F E | 81 Diagnostics scope GENERATION Technical systemsManagement infrastructure Mindsets, capabilities and leadership ▪ 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 – Interviews – Tracking of operational data ▪ KPI cascading and performance tracking – EMI survey result analysis – Interviews and FGDs ▪ Rewards and consequences – EMI survey result analysis – Interviews and FGDs ▪ Visual management – EMI survey result analysis – Interviews and FGDs – Ground walk ▪ Shift handover – Interviews and FGDs – Ground walk ▪ Meeting effectiveness – Interviews and FGDs – OME evaluation – Unit meeting map ▪ Initiative management system – Interviews and FGDs ▪ Management role modeling – EMI survey result analysis – Interviews and FGDs ▪ Management-frontline communications – EMI survey result analysis – Interviews and FGDs ▪ Developing talents and skills (training) – EMI survey result analysis – Interviews and FGDs – HR data (training) ▪ Formal mechanisms (personal evaluation) – EMI survey result analysis – Interviews and FGDs – HR data (performance rating distribution)

83 E L E C T R I C I T Y F O R A B E T T E R L I F E | 82 Ground walk SUMBER: Analisis tim ▪ Memotret bentuk VM yang ada ▪ Wawancara dengan operator (bisa digabung dengan FGD) ▪ Pemahaman frontline tentang VM ▪ Informasi proses shift handover InputOutput ▪ 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 Kebutuhan sumber daya/rincianTimeline ▪ Walk around the unit and see how is VM, and shift handover process Key insights ▪ Memahami bentuk VM yang ada dan proses shift handover Deskripsi

84 E L E C T R I C I T Y F O R A B E T T E R L I F E | 83 Diagnostics scope GENERATION Technical systemsManagement infrastructure Mindsets, capabilities and leadership ▪ 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 – Interviews – Tracking of operational data ▪ KPI cascading and performance tracking – EMI survey result analysis – Interviews and FGDs ▪ Rewards and consequences – EMI survey result analysis – Interviews and FGDs ▪ Visual management – EMI survey result analysis – Interviews and FGDs – Ground walk ▪ Shift handover – Interviews and FGDs – Ground walk ▪ Meeting effectiveness – Interviews and FGDs – OME evaluation – Unit meeting map ▪ Initiative management system – Interviews and FGDs ▪ Management role modeling – EMI survey result analysis – Interviews and FGDs ▪ Management-frontline communications – EMI survey result analysis – Interviews and FGDs ▪ Developing talents and skills (training) – EMI survey result analysis – Interviews and FGDs – HR data (training) ▪ Formal mechanisms (personal evaluation) – EMI survey result analysis – Interviews and FGDs – HR data (performance rating distribution)

85 E L E C T R I C I T Y F O R A B E T T E R L I F E | 84 Description ▪ Determine whether the flow of information is appropriate ▪ Use interviews and information flow to determine current meeting structure Key insights ▪ Understand whether meeting duplication occurs? ▪ Understand whether time is efficiently utilised ▪ Organograms – from HR ▪ Interviews – to understand meetings structure ▪ Information flow map ▪ Understanding of meeting duplications InputOutput ▪ 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 Resource requirements/detailsTimeline Meeting structure diagnostic SOURCE: Team analysis

86 E L E C T R I C I T Y F O R A B E T T E R L I F E | 85 Ast.manager GM level Corporate level MonthlyQuarterlyWeekly Supervisor/ frontline Daily Level Frequency Real time Area manager Team KPI board Weekly scorecard Monthly scorecard Quarterly scorecard Hourly boards Monthly performance review Weekly performance review Daily performance review Meeting Map SOURCE: Team analysis ILLUSTRATIVE

87 Operational Performance Improvement (OPI) Mindset, Capabilities & Leadership

88 E L E C T R I C I T Y F O R A B E T T E R L I F E | 87 Rangkuman Implementasi Proses OPI – Proses Diagnosa Intervention design and planning 8-10 weeks1-2 weeks 1 week Preliminary diagnostic 1-2 weeks 2 weeks Pre-diagnostics Implementation Final diagnostic ▪ 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 ▪ 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. Delivera- bles Key activities ▪ Melakukan daftar prioritas ide perbaikan secara detil dan spesifik ▪ Mencakup : kinerja ekselen unit dan keterlibatan frontline. ▪ Generate potential initiatives and prioritize them ▪ Collect relevant data for baseline setting (“as is” condition) ▪ Conduct focus groups and interviews ▪ Complete infrastructure of each initiatives (owner and leader, work plan, future state, and tracking mechanism) ▪ 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 ▪ Completion of agreed initiatives ▪ Visible impact (financial and non-financial) ▪ Codified learning ▪ Execute initiatives ▪ Monitor progress and impact ▪ Up-skill line with required capabilities ▪ Codify learning Kick- off SOURCE: OPI Diagnostic BUILD AWARENESS Sosialisasi dilaksanakan terus-menerus

89 E L E C T R I C I T Y F O R A B E T T E R L I F E | 88 Diagnostics scope GENERATION Technical systemsManagement infrastructure Mindsets, capabilities and leadership ▪ 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 – Interviews – Tracking of operational data ▪ KPI cascading and performance tracking – EMI survey result analysis – Interviews and FGDs ▪ Rewards and consequences – EMI survey result analysis – Interviews and FGDs ▪ Visual management – EMI survey result analysis – Interviews and FGDs – Ground walk ▪ Shift handover – Interviews and FGDs – Ground walk ▪ Meeting effectiveness – Interviews and FGDs – OME evaluation – Unit meeting map ▪ Initiative management system – Interviews and FGDs ▪ Management role modeling – EMI survey result analysis – Interviews and FGDs ▪ Management-frontline communications – EMI survey result analysis – Interviews and FGDs ▪ Developing talents and skills (training) – EMI survey result analysis – Interviews and FGDs – HR data (training) ▪ Formal mechanisms (personal evaluation) – EMI survey result analysis – Interviews and FGDs – HR data (performance rating distribution) ▪ Management role modeling – EMI survey result analysis – Interviews and FGDs ▪ Management-frontline communications – EMI survey result analysis – Interviews and FGDs ▪ Developing talents and skills (training) – EMI survey result analysis – Interviews and FGDs – HR data (training) ▪ Formal mechanisms (personal evaluation) – EMI survey result analysis – Interviews and FGDs – HR data (performance rating distribution)

90 E L E C T R I C I T Y F O R A B E T T E R L I F E | 89 Survei Frontline (EMI Survey) SUMBER: Analisis tim ▪ 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) InputOutput ▪ 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 Kebutuhan sumber daya/rincianTimeline ▪ 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 Key insights ▪ Memahami isu/permasalahan terkait moral, tingkah laku dan behaviours dari sudut pandang staf frontline dan supervisor ▪ Memahami pendorong utama dari disiplin dan keamanan Deskripsi

91 E L E C T R I C I T Y F O R A B E T T E R L I F E | 90 Diagnostics scope GENERATION Technical systemsManagement infrastructure Mindsets, capabilities and leadership ▪ 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 – Interviews – Tracking of operational data ▪ KPI cascading and performance tracking – EMI survey result analysis – Interviews and FGDs ▪ Rewards and consequences – EMI survey result analysis – Interviews and FGDs ▪ Visual management – EMI survey result analysis – Interviews and FGDs – Ground walk ▪ Shift handover – Interviews and FGDs – Ground walk ▪ Meeting effectiveness – Interviews and FGDs – OME evaluation – Unit meeting map ▪ Initiative management system – Interviews and FGDs ▪ Management role modeling – EMI survey result analysis – Interviews and FGDs ▪ Management-frontline communications – EMI survey result analysis – Interviews and FGDs ▪ Developing talents and skills (training) – EMI survey result analysis – Interviews and FGDs – HR data (training) ▪ Formal mechanisms (personal evaluation) – EMI survey result analysis – Interviews and FGDs – HR data (performance rating distribution) ▪ Management role modeling – EMI survey result analysis – Interviews and FGDs ▪ Management-frontline communications – EMI survey result analysis – Interviews and FGDs ▪ Developing talents and skills (training) – EMI survey result analysis – Interviews and FGDs – HR data (training) ▪ Formal mechanisms (personal evaluation) – EMI survey result analysis – Interviews and FGDs – HR data (performance rating distribution)

92 E L E C T R I C I T Y F O R A B E T T E R L I F E | 91 Deep structured interviews (DSI) SUMBER: Analisis tim ▪ 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 InputOutput ▪ 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 Kebutuhan sumber daya/rincianTimeline ▪ 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 Key insight ▪ Memahami isu/permasalahan utama yang dihadapi organisasi dari sudut pandang senior & middle management Deskripsi

93 E L E C T R I C I T Y F O R A B E T T E R L I F E | 92 Diagnostics scope GENERATION Technical systemsManagement infrastructure Mindsets, capabilities and leadership ▪ 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 – Interviews – Tracking of operational data ▪ KPI cascading and performance tracking – EMI survey result analysis – Interviews and FGDs ▪ Rewards and consequences – EMI survey result analysis – Interviews and FGDs ▪ Visual management – EMI survey result analysis – Interviews and FGDs – Ground walk ▪ Shift handover – Interviews and FGDs – Ground walk ▪ Meeting effectiveness – Interviews and FGDs – OME evaluation – Unit meeting map ▪ Initiative management system – Interviews and FGDs ▪ Management role modeling – EMI survey result analysis – Interviews and FGDs ▪ Management-frontline communications – EMI survey result analysis – Interviews and FGDs ▪ Developing talents and skills (training) – EMI survey result analysis – Interviews and FGDs – HR data (training) ▪ Formal mechanisms (personal evaluation) – EMI survey result analysis – Interviews and FGDs – HR data (performance rating distribution)

94 E L E C T R I C I T Y F O R A B E T T E R L I F E | 93 Focus Groups Discusion SUMBER: Analisis tim ▪ 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 InputOutput ▪ 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 Kebutuhan sumber daya/rincianTimeline ▪ 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 Key insights ▪ 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 Deskripsi

95 E L E C T R I C I T Y F O R A B E T T E R L I F E | 94 Diagnostics scope ALL STREAM Technical systemsManagement infrastructure Mindsets, capabilities and leadership ▪ 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 – Interviews – Tracking of operational data ▪ KPI cascading and performance tracking – EMI survey result analysis – Interviews and FGDs ▪ Rewards and consequences – EMI survey result analysis – Interviews and FGDs ▪ Visual management – EMI survey result analysis – Interviews and FGDs – Ground walk ▪ Shift handover – Interviews and FGDs – Ground walk ▪ Meeting effectiveness – Interviews and FGDs – OME evaluation – Unit meeting map ▪ Initiative management system – Interviews and FGDs ▪ Management role modeling – EMI survey result analysis – Interviews and FGDs ▪ Management-frontline communications – EMI survey result analysis – Interviews and FGDs ▪ Developing talents and skills (training) – EMI survey result analysis – Interviews and FGDs – HR data (training) ▪ Formal mechanisms (personal evaluation) – EMI survey result analysis – Interviews and FGDs – HR data (performance rating distribution)

96 E L E C T R I C I T Y F O R A B E T T E R L I F E | 95 Diagnostik training SUMBER: Analisis tim ▪ 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 InputOutput ▪ 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 Kebutuhan sumber daya/rincianTimeline ▪ 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 Key insights ▪ 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 Deskripsi

97 E L E C T R I C I T Y F O R A B E T T E R L I F E | 96 Diagnostics scope GENERATION Technical systemsManagement infrastructure Mindsets, capabilities and leadership ▪ 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 – Interviews – Tracking of operational data ▪ KPI cascading and performance tracking – EMI survey result analysis – Interviews and FGDs ▪ Rewards and consequences – EMI survey result analysis – Interviews and FGDs ▪ Visual management – EMI survey result analysis – Interviews and FGDs – Ground walk ▪ Shift handover – Interviews and FGDs – Ground walk ▪ Meeting effectiveness – Interviews and FGDs – OME evaluation – Unit meeting map ▪ Initiative management system – Interviews and FGDs ▪ Management role modeling – EMI survey result analysis – Interviews and FGDs ▪ Management-frontline communications – EMI survey result analysis – Interviews and FGDs ▪ Developing talents and skills (training) – EMI survey result analysis – Interviews and FGDs – HR data (training) ▪ Formal mechanisms (personal evaluation) – EMI survey result analysis – Interviews and FGDs – HR data (performance rating distribution)

98 E L E C T R I C I T Y F O R A B E T T E R L I F E | 97 Analisa Data (Pipeline Review) SUMBER: Analisis tim ▪ 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 InputOutput ▪ 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 Kebutuhan sumber daya/rincianTimeline ▪ 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 Key insights ▪ 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 Deskripsi

99 E L E C T R I C I T Y F O R A B E T T E R L I F E | Terima kasih 98


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