`
`1.
`
`I am the Manager of Delivery Programs at Electric Power Research Institute, Inc. (“EPRI”),
`
`located at 3420 Hillview Avenue, Palo Alto, California 94304.
`
`I have been in this position
`
`since July 2006. Between 1999 and July 2006, I was a Distribution Manager at EPRI.
`
`I am
`
`familiar with records maintained by EPRI in the ordinary course of business relating to the
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`publication and distribution of its products.
`
`2. According to records maintained by EPRI in the ordinary course of business, on December 11,
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`2000, Product 1000320,
`
`titled “Best Practice Guideline for Maintenance Planning and
`
`Scheduling” (“Product 1000320”), was first made available by EPRI to members who funded
`
`the project entitled “Work Process Improvement Guidelines & Techniques.” Based on EPRI’s
`
`records, those members could order Product 1000320 by calling EPRI’s Customer Service or
`
`by downloading Product 1000320 at www.epri.com.
`
`3. According to records maintained by EPRI in the ordinary course of business, on July 7, 2001,
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`Product 1000320 was available for purchase for $2,500 and, based on my knowledge of EPRI’s
`
`business practices, once a product becomes available for purchase, members who did not fund
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`the project as well as non-members may purchase the product. Members who did not fund the
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`project as well as non-members could review a description of Product 1000320 on EPRI’s
`
`website and could purchase the product by calling EPRI at the telephone number indicated on
`
`that webpage.
`
`4. According to records maintained by EPRI in the ordinary course of its business, on March 21,
`
`2008, Product 1000320 was approved to be made available by EPRI for free download by
`
`anyone at wvvw.epri.com.
`
`5. Currently, Product 1000320 is available for free at:
`
`http://www.epri.com/abstracts/Pages/ProductAbstract.aspx?ProductId=000000000001 000320.
`
`Its content has not been modified or altered since its original publication.
`
`6. Attached as Exhibit A is an accurate and true copy of Product 1000320.
`
`7. Product 1000320 was copyrighted by EPRI. Other than applicable copyright restrictions, EPRI
`
`did not otherwise place any restrictions on the use of Product 1000320.
`
`8. Several commercial companies downloaded or ordered Product 1000320 in 2001 and
`thereafter.
`
`I declare under penalty of perjury under the laws of the United States of America that the foregoing is
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`true and correct to the best of my knowledge after reviewing records maintained by EPRI in the
`
`ordinary course of business.
`
`Name:
`
`Signature:
`
`Date:
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`Ro
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`Swezey
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`27 I 6
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`Place of Execution:
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`EIYLI7 M41 17 CA
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`CiM Ex. 1019 Page 1
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`CiM Ex. 1019 Page 1
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`
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`EXHIBIT A
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`EXHIBIT A
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`CiM Ex. 1019 Page 2
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`CiM Ex. 1019 Page 2
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`
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`Best Practice Guideline for Maintenance
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`Planning and Scheduling
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`El=’lEl
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`7Z’c/mica] Report
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`CiM Ex. 1019 Page 3
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`CiM Ex. 1019 Page 3
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`CiM Ex. 1019 Page 4
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`CiM Ex. 1019 Page 4
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`
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`Best Practice Guideline for
`
`Maintenance Planning and
`Schedufing
`
`1000320
`
`Final Report, December 2000
`
`EPRI Project Manager
`M. DeCoster
`
`EPRI - 3412 Hillview Avenue, Palo Alto, California 94304 - PO Box 10412, Palo Alto, California 94303 - USA
`800.313.3774 - 650.855.2121 - askepri@epri.com - wvvw.epri.com
`
`CiM Ex. 1019 Page 5
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`CiM Ex. 1019 Page 5
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`
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`DISCLAIMER OF WARRANTIES AND LIMITATION OF LIABILITIES
`
`THIS DOCUMENT WAS PREPARED BY THE ORGAN|ZAT|ON(S) NAMED BELOW AS AN
`ACCOUNT OF WORK SPONSORED OR COSPONSORED BY THE ELECTRIC POWER RESEARCH
`
`(EPRI). NEITHER EPRI, ANY MEMBER OF EPRI, ANY COSPONSOR, THE
`INC.
`INSTITUTE,
`ORGAN|ZAT|ON(S) BELOW, NOR ANY PERSON ACTING ON BEHALF OF ANY OF THEM:
`
`(A) MAKES ANY WARRANTY OR REPRESENTATION WHATSOEVER, EXPRESS OR IMPLIED, (I)
`WITH RESPECT TO THE USE OF ANY INFORMATION, APPARATUS, METHOD, PROCESS, OR
`SIMILAR ITEM DISCLOSED IN THIS DOCUMENT, INCLUDING MERCHANTABILITY AND FITNESS
`FOR A PARTICULAR PURPOSE, OR (II) THAT SUCH USE DOES NOT INFRINGE ON OR
`INTERFERE WITH PRIVATELY OWNED RIGHTS,
`INCLUDING ANY PARTY'S INTELLECTUAL
`PROPERTY, OR (III) THAT THIS DOCUMENT IS SUITABLE TO ANY PARTICULAR USER'S
`CIRCUMSTANCE; OR
`
`(B) ASSUMES RESPONSIBILITY FOR ANY DAMAGES OR OTHER LIABILITY WHATSOEVER
`(INCLUDING ANY CONSEQUENTIAL DAMAGES, EVEN IF EPRI OR ANY EPRI REPRESENTATIVE
`HAS BEEN ADVISED OF THE POSSIBILITY OF SUCH DAMAGES) RESULTING FROM YOUR
`SELECTION OR USE OF THIS DOCUMENT OR ANY INFORMATION, APPARATUS, METHOD,
`PROCESS, OR SIMILAR ITEM DISCLOSED IN THIS DOCUMENT.
`
`ORGANlZATlON(S) THAT PREPARED THIS DOCUMENT
`
`Reliability Management Group
`CSI
`
`ORDERING INFORMATION
`
`Requests for copies of this report should be directed to the EPRI Distribution Center, 207 Coggins
`Drive, P.O. Box 23205, Pleasant Hill, CA 94523, (800)313-3774.
`
`Electric Power Research Institute and EPRI are registered service marks of the Electric Power
`Research Institute,
`Inc. EPRI. POWERING PROGRESS is a service mark of the Electric Power
`Research Institute, Inc.
`
`Copyright © 2000 Electric Power Research Institute, Inc. All rights reserved.
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`CiM Ex. 1019 Page 6
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`CiM Ex. 1019 Page 6
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`
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`CITATIONS
`
`This report was prepared by
`
`Reliability Management Group
`151 West Burnsville Parkway
`Minneapolis, MN 55337
`
`Principal Investigators
`C. Morgan
`S. Bradford
`
`CSI
`
`440 Baldwin Tower
`
`Eddystone, PA 19022
`
`Principal Investigator
`R. Colsher
`
`This report describes research sponsored by EPRI.
`
`The report is a corporate document that should be cited in the literature in the following manner:
`
`Best Practice Guidelinefor Maintenance Planning and Scheduling, EPRI, Palo Alto, CA: 2000.
`1000320.
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`iii
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`CiM Ex. 1019 Page 8
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`REPORT SUMMARY
`
`Planning and scheduling of maintenance work is important to the efficient day to day
`maintenance of equipment at fossil power plants. This guideline, based on collective experience
`from several EPRI projects, provides best practice guidelines for maintenance planning and
`scheduling.
`
`Background
`Planning is a process of determining resources required on future maintenance work. This
`includes estimating labor, materials and tools on future jobs. Better planning leads to fewer
`breakdowns. Scheduling is a process of setting the start time and duration for future maintenance
`work that allows an orderly progression of allocating labor, material and tools so that the work
`fits into the plant production schedule. As scheduling improves, jobs are identified many weeks
`before they are executed, and completed predictably. As the planning and scheduling processes
`improve over time, the backlog of maintenance work decreases, and people have the time to do
`preventative and predictive maintenance. Unfortunately, many fossil power plant organizations
`do not have and often do not want effective planning and scheduling processes. Without
`management leadership, maintenance organizations tend to slip into a reactive maintenance state
`where most of their work is fixing equipment that breaks. This creates a downward spiral of
`increasing work backlog, reduced equipment reliability, and higher maintenance costs.
`
`Objectives
`0
`To optimize the utilization of power plant resources by establishing and improving
`planning and scheduling work processes
`
`0
`
`0
`
`0
`
`To describe the best planning and scheduling practices in the industry and the spectrum of
`actual planning and scheduling practices observed at fossil power plants, including a
`description of the process steps performed, people's roles and responsibilities, and the
`technologies that support those processes
`
`To outline the process for establishing and improving planning and scheduling practices in
`fossil power plants, including consideration of typical organization resistance issues,
`getting management buy-in, changing people's behavior, keeping the process running, and
`improving the processes over time
`
`To list the metrics that measure how well planning and scheduling are done and how they
`are improving over time, including typical performance levels of actual organizations and
`goals for achieving best practices.
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`CiM Ex. l0l9 Page 9
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`CiM Ex. 1019 Page 9
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`
`
`Approach
`Drawing on experienced gained during earlier EPRI work on maintenance practices, the project
`team developed guidelines on best practices in maintenance planning and scheduling.
`
`Resufls
`
`Planning and scheduling are established and improved by following a proven process that
`includes determining business goals, assessing current conditions, addressing work culture
`issues, implementing changes, and reinforcing changes over time. Some business goals that can
`be achieved through adequate planning and scheduling are lower maintenance cost, improved
`reliability and commercial availability, lower staff levels, and increased production levels.
`Improvements are needed if an assessment of current conditions indicates there is a large
`growing backlog or if most maintenance resources are spent fixing problems. Some work culture
`issues that may need to be addressed are communication, accountability, or resistance to change.
`
`EPRI Perspective
`Establishing and improving planning and scheduling requires a change in people's behavior and
`the work culture. This improvement requires substantial internal effort, time, and money.
`Experience has shown that management commitment as well as coaching from an outside expert
`is keys to a successful effort. Intemal programs and programs without strong management
`support take longer and do not achieve the same level of success.
`
`This report is part of EPRI's development efforts under the Plant Maintenance Optimization
`(PMO) Target, number 62 in 2000. The PMO mission is to lead the industry by developing and
`demonstrating products and services that will improve use of power plant maintenance resources
`and increase profitability for generation businesses.
`
`Some case study reports that describe EPRI projects where planning and scheduling were
`improved include Maintenance Work Management Improvement: Improving Culture and Work
`Process, 1998 (TR-109734) and Maintenance Optimization Project at Merom, 1999 (TR-
`111897, V1 & V2). Other related EPRI reports are Maintenance Work Management Best
`Practices Guidelines: Maintenance Assessment and Improvement, I998 (TR-109968);
`Maintenance Work Management Practices Assessment, 1997 (TR-106430); Plant Maintenance
`Optimization, I997 (TB-108949-R1); and Value-Based Maintenance Gridfor Assessing Work
`Management, I 999 (TR- 108937).
`
`Keywords
`Maintenance
`
`Maintenance planning
`
`vi
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`CiM Ex. l0l9 Page 10
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`CiM Ex. 1019 Page 10
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`
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`EXECUTIVE SUMMARY
`
`With the resources at power plants streamlined to the essential, utilization of those resources
`must be efficient and effective in getting work accomplished. Inefficient utilization of the limited
`resources will lead to higher costs of getting work done, growing backlogs, and inability to care
`for all the critical equipment of the plant. There exists at plants where resources are streamlined
`that the organization may find itself at the precipice of a downward collapsing spiral where
`failures on equipment may start occurring faster than they can be prevented or faster than the
`equipment can be repaired. The resources provided by management to maintain the assets of the
`plant must be efficiently and effectively used in a disciplined program of planned and scheduled
`activities. By eliminating inefficient activities and providing all external needs of the worker,
`huge increases in workforce productivity can be realized. Not only is providing for all of the
`external needs imperative, the sequencing of work activities necessary to assure all priority
`activities are accomplished at the optimum times. The failure defense strategy of a Preventive
`Maintenance (PM) program cannot be compromised. The investment made in the plant resources
`must pay off and provide a return on investment according to the efficient completion of
`sequenced priority work.
`
`‘E
`E
`g
`2
`9-
`E
`—
`C
`"-3
`_§
`E
`D
`g
`
`80
`70
`60
`50
`40
`
`30
`20 -
`10 -
`O
`'
`0
`
`0.’
`9. 99 9
`l
`20
`
`% Utilization Improvement
`
`.
`. g.
`9 h 9
`9
`9
`
`9
`
`9 9 9 9
`9
`
`9
`
`’
`
`9
`
`9
`
`.9
`
`.
`
`9
`
`9
`9
`9
`999 9
`
`l
`40
`
`l
`60
`
`l
`80
`
`100
`
`%P|anned Improvement
`
`Figure 1
`Increase Labor Utilization by Planning More Work
`
`This Figure 1 contains data collected from interviews with maintenance managers of
`organizations who implemented improved planning and scheduling processes. The chart simply
`shows that when more work is planned, the equivalent utilization of plant resources increases
`significantly. For example, if the work process achieves a 40% increase in work planned, an
`
`vii
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`CiM Ex. l0l9 Page ll
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`CiM Ex. 1019 Page 11
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`
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`increase of 20-40% on utilization should occur. If the organization has 40 maintenance workers,
`a 20% increase in utilization yields an equivalent worker increase of 8 persons.
`
`6.0%
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`5.0%
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`4.0%
`
`3.0%
`
`2.0%
`
`1 .0%
`
`0.0%
`
`Increased MW
`Generated
`
`Decrease in EFOR
`
`Increase in EAF Heat Rate Reduction
`
`Figure 2
`Data from Two Midwest Utilities Who Improved Planning and Scheduling
`
`This Figure 2 indicates other types of improvements achieved by plants at two Midwest utilities
`that improved planning and scheduling in an EPRI project. These improvements, as well as
`others such as reduced overtime and contractor usage, led to several million dollars in
`bottom-line savings for each plant.
`
`viii
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`CiM Ex. lOl9 Page 12
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`CiM Ex. 1019 Page 12
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`
`
`CONTENTS
`
`1 INTRODUCTION ................................................................................................................ ..1-1
`
`2 DEFINITIONS .................................................................................................................... .. 2-1
`
`Planning ........................................................................................................................... .. 2-1
`
`Scheduling ........................................................................................................................ .. 2-2
`
`Backlog ............................................................................................................................. .. 2-3
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`3 SPECTRUM OF PLANNING AND SCHEDULING PRACTICES ....................................... .. 3-1
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`Reactive Maintenance, or the Tasmanian Devil ................................................................ .. 3-1
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`Day-Ahead Planning and Scheduling, or Mr. McGoo ........................................................ .. 3-2
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`The Weekly Wish List, or Wile E. Coyote .......................................................................... .. 3-2
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`Best Practices Planning and Scheduling ........................................................................... .. 3-2
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`4 DEVELOPING THE ORGANIZATION ............................................................................... .. 4-1
`
`Value of Developing Your Organization ............................................................................ .. 4-1
`
`5 BEST PRACTICE .............................................................................................................. .. 5-1
`
`Planning ........................................................................................................................... .. 5-1
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`Work Planning Procedure ................................................................................................. .. 5-1
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`Minimum Requirements for a Planned Job ................................................................... .. 5-1
`
`More In-Depth Planning ............................................................................................... .. 5-2
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`Field Job Scoping ........................................................................................................ .. 5-2
`
`Other Elements that can be Included in the Job Package ............................................ .. 5-2
`
`Responsibilities ............................................................................................................ .. 5-3
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`Sample Planner Responsibilities ............................................................................. .. 5-3
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`Scheduling Process - Multi-Week Management ................................................................ .. 5-4
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`Multi-Week Scheduling Process ................................................................................... .. 5-5
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`Work Week Process ................................................................................................ .. 5-6
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`Joint Prioritization ............................................................................................... .. 5-6
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`ix
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`CiM Ex. 1019 Page 13
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`Weekly Scheduling Meeting ................................................................................ .. 5-6
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`Standard Planning and Scheduling Form ............................................................ .. 5-6
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`Activity by Week ...................................................................................................... .. 5-7
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`Week T4 - Work to be Performed 4 Weeks Away ............................................... .. 5-7
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`Week T3 - Work to be Performed 3 Weeks Away ............................................... .. 5-7
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`Week T2 - Work to be Performed 2 Weeks Away ............................................... .. 5-7
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`Week T1 - Work to be Performed Next Week ..................................................... .. 5-8
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`Week T0 Work Execution Week ......................................................................... .. 5-9
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`Week T-1 Last Week in Review .......................................................................... .. 5-9
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`Unplanned Outage Process .............................................................................................. .. 5-9
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`Definitions .................................................................................................................... .. 5-9
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`Emergency Work (Only Priority 1 Work) .................................................................. .. 5-9
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`Sponsored Work ...................................................................................................... .. 5-9
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`Work Backlog ........................................................................................................ .. 5-10
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`Responsibilities to the Workweek Schedules and Scheduling Meeting ....................... .. 5-10
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`Operations Superintendent .................................................................................... .. 5-10
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`Preparation ....................................................................................................... .. 5-10
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`During Meeting ................................................................................................. .. 5-11
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`Post Meeting ..................................................................................................... .. 5-11
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`Maintenance Superintendent ................................................................................. .. 5-11
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`Preparation ....................................................................................................... .. 5-11
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`During Meeting ................................................................................................. .. 5-12
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`Post Meeting ..................................................................................................... .. 5-12
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`Supervisor of Planning and Scheduling ................................................................. .. 5-12
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`Preparation ....................................................................................................... .. 5-12
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`During Meeting ................................................................................................. .. 5-12
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`Post Meeting ..................................................................................................... .. 5-13
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`Planner/Analysts ................................................................................................... .. 5-13
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`Preparation ....................................................................................................... .. 5-13
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`During Meeting ................................................................................................. .. 5-14
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`Post Meeting ..................................................................................................... .. 5-14
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`1st Line Supervisors of groups performing maintenance ....................................... .. 5-14
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`Preparation ....................................................................................................... .. 5-14
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`During Meeting ................................................................................................. .. 5-14
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`CiM Ex. 1019 Page 14
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`
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`Post Meeting ..................................................................................................... .. 5-14
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`Plant Supervising Engineer ................................................................................... .. 5-15
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`Preparation ....................................................................................................... .. 5-15
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`During Meeting ................................................................................................. .. 5-15
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`Post Meeting ..................................................................................................... .. 5-15
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`Inventory Warehouse Supervisor........................................................................... .. 5-15
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`Preparation ....................................................................................................... .. 5-15
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`Post Meeting ..................................................................................................... .. 5-15
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`All Participants ....................................................................................................... .. 5-15
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`Standing Agenda for Weekly Scheduling Meeting ...................................................... .. 5-16
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`Standard Planning and Scheduling Form ........................................................................ .. 5-17
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`Purpose ..................................................................................................................... .. 5-17
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`Responsibilities .......................................................................................................... .. 5-17
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`Frequency .................................................................................................................. .. 5-18
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`Daily Scheduling ............................................................................................................. .. 5-18
`
`Daily Scheduling Meeting ........................................................................................... .. 5-18
`
`Purpose ................................................................................................................. .. 5-18
`
`Responsibilities ..................................................................................................... .. 5-18
`
`Preparation Prior to the Meeting ....................................................................... .. 5-18
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`During the Meeting ........................................................................................... .. 5-19
`
`After the Meeting .............................................................................................. .. 5-19
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`Standing Agenda ....................................................................................................... .. 5-19
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`Weekly Planning and Scheduling Form ...................................................................... .. 5-20
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`6 METRICS ........................................................................................................................... .. 6-1
`
`Most Important Metrics ..................................................................................................... .. 6-1
`
`Planning ........................................................................................................................... .. 6-5
`
`Planner Productivity ..................................................................................................... .. 6-5
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`Plan Quality ................................................................................................................. .. 6-6
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`Customer Satisfaction .................................................................................................. .. 6-6
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`Results ......................................................................................................................... .. 6-6
`
`Other ............................................................................................................................ .. 6-6
`
`Scheduling ........................................................................................................................ .. 6-6
`
`Daily Scheduling .......................................................................................................... .. 6-7
`
`Long-Range Scheduling ............................................................................................... .. 6-7
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`Other Measures that Support Planning and Scheduling .................................................... .. 6-7
`
`7 HOW TO GET THERE ....................................................................................................... .. 7-1
`
`Steps 1 and 2. Management Sponsorship ........................................................................ .. 7-1
`
`Step 3. Assessment .......................................................................................................... .. 7-2
`
`Assessment Includes ................................................................................................... .. 7-3
`
`Step 4. Organization Alignment to Support Change .......................................................... .. 7-4
`
`The Steps of Organization Alignment can Include ........................................................ .. 7-5
`
`Step 5. Define Implementation Plan .................................................................................. .. 7-6
`
`Step 6. Implement ............................................................................................................ .. 7-6
`
`The Challenges of Implementation are ......................................................................... .. 7-7
`
`The Steps for Implementation Include ............................................................................... .. 7-8
`
`Reinforce and Continuous Improvement ........................................................................... .. 7-9
`
`The Challenges of Reinforcement are .......................................................................... .. 7-9
`
`The Steps for Reinforcement are ............................................................................... .. 7-10
`
`Resistive Elements ......................................................................................................... .. 7-10
`
`Reactive - the Natural State ............................................................................................ .. 7-11
`
`8THE BIG PICTURE ............................................................................................................ .. 8-1
`
`Strategies ......................................................................................................................... .. 8-3
`
`Maintenance Basis ........................................................................................................... .. 8-4
`
`Predictive Maintenance (PDM) ......................................................................................... .. 8-4
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`Work Process ................................................................................................................... .. 8-4
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`Continuous Improvement .................................................................................................. .. 8-5
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`People: Skills, Work Culture and Management ................................................................. .. 8-6
`
`Tools/Technologies ........................................................................................................... .. 8-6
`
`A APPENDIX A ..................................................................................................................... ..A-1
`
`Acronyms ......................................................................................................................... ..A-1
`
`Definition of Terms ............................................................................................................ ..A-1
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`LIST OF FIGURES
`
`Figure 4-1 Improvement Model .............................................................................................. .. 4-3
`
`Figure 5-1 Example: Scheduling Work Process ..................................................................... .. 5-5
`
`Figure 5-2 First Figure Caption ............................................................................................ .. 5-20
`
`Figure 7-1 Managing the Change .......................................................................................... .. 7-2
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`Figure 8-1 The Maintenance Process .................................................................................... .. 8-2
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`Figure 8-2 The Improvement Process ................................................................................... .. 8-2
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`
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`LIST OF TABLES
`
`Table 6-1 Metric Values for Different Organizations .............................................................. .. 6-2
`
`Table 6-2 Metric Definitions ................................................................................................... .. 6-3
`
`Table 6-3 Typical Compliance Codes .................................................................................... .. 6-4
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`Table A-1 Acronym Descriptions ........................................................................................... ..A-1
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`Table A-2 Backlog Values ..................................................................................................... ..A-2
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`xv
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`
`
`1
`INTRODUCTION
`
`Planning and Scheduling is a critical part of the big picture of Plant Maintenance Optimization
`(PMO). In simple terms PMO is moving the maintenance program from a “reactive” philosophy
`were maintenance is performed as a result of unexpected failures, to a “planned” approach were
`maintenance is performed at the most optimum time and often times before equipment failure.
`Reactive maintenance is more costly and has a negative impact on plant availability, while PMO
`is more economical and significantly improves plant availability. PMO also optimizes the
`existing planned maintenance activities at a plant. PMO answers four basic questions. What will
`a plant do differently in its maintenance program? How will a plant carry out the specific
`maintenance tasks? Who will do the work? What advance tools are available to do the
`
`maintenance work?
`
`For a successful PMO program the following needs to be addresses:
`
`0 Advanced Maintenance Strategies: These strategies address what maintenance approaches
`will be taken to move the maintenance program from reactive to planned. Such approaches
`include, optimizing the maintenance basis, implementing predictive maintenance program
`and developing a living proactive maintenance program.
`
`0 Work Process: This part of the PMO process addresses the how maintenance is
`accomplished. It examines the work process from work initiation, to planning and
`scheduling, to work execution, to work completion and finally to continuos improvement.
`Note the Planning and Scheduling elements fit into PMO at this Work Process level.
`
`0
`
`People: Skills, Work Culture, Management: For maintenance optimization to be successful it
`requires a well-trained work force, good management and an organizational structure. A
`work culture that is respective to new ideas. This aspect of the PMO approach focuses on
`who does the work.
`
`0 Tools/Technologies: This category of PMO focuses on the tools required to support the staff.
`The technology level covers all technical advances such as: automation, condition
`monitoring, computerized maintenance management systems, and distributed control
`systems. There have been significant advancements in technologies, which can help an
`organization meet its availability and budget goal.
`
`l-1
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`CiM Ex. l0l9 Page 21
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`CiM Ex. 1019 Page 22
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`
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`2 D
`
`EFINITIONS
`
`Planning
`
`So what is planning? Simply put, it is the “What” and “How” of getting work done. What is the
`problem and how are we going to fix it? The primary concept behind planning is to remove as
`many