E.ON Benelux’s production facilities consist of 5 gas-fuelled
power stations in Rotterdam, The Hague, Leiden, Delft and
Capelle a/d Ijssel and two coal-fuelled units, with a total
electrical capacity of 1850 MW. E.ON also has two CHP plants
that supply utilities to chemical factories. Of the total of 650
employees working at E.ON Benelux, about 180 people are
involved in maintaining the power stations in some way.
PDM started with a team at the Maasvlakte site and the city sites with streamlining the work processes, gate-keeping, work preparation, work scheduling and breakdown analysis. Then we built up the organisation around these in close consultation with the employees at these sites. For this working method, we made a conscious decision to create as much support as possible in the organisation. An additional advantage of this approach was that the decision points are now clear, so that everyone has a clearer idea of who is responsible for what. We also implemented a maintenance management system in order to monitor the results, carried out breakdown analyses, tested existing maintenance plans and improved them where necessary, and modi ed the communication structure to enable a process- and results-focused way of working in the future. 2 to 3 times a year, we carry out a so-called PSM (Process, System and Meetings) audit and a technical audit. In the latter audit, for example, improvement points in the case of servicing/shutdowns are identified so as to be able to prepare for the next shutdown better.
"In order to prepare our Maintenance Engineers for their
new role and familiarise them with carrying out breakdown
analyses, a lot of attention was devoted to training and
coaching our people,” says Van der Stok.
25% of a training
programme consists of a training course in the form of a
workshop and 75% of the time people are coached on the job.
The aim of all of this is to create a common knowledge base in
E.ON Benelux. During these training courses, employees also
get the opportunity to orientate themselves towards a higher
job level instead of compensating for a lack of competence at
a lower level. One consequence of this training programme is
that PDM was busy setting up Competence Centers
in the fields of Electrical Engineering, Inspection, Condition
Monitoring, Process Automation and Mechanisation. The biggest challenge facing us at the
moment is to find the right people for each discipline.
The most striking result of this project had to be the change in
behaviour. For example, nowadays people at E.ON Benelux
work in a much more planned and process-focused way,
targeting results. This is due, among other things, to the fact
that the organisation has become much more transparent.
More than 70% of breakdowns are now reported in the
system. Furthermore, the number of tasks not yet carried out
has been considerably reduced and work is prepared better.
It is also true that 80% of all planned work is now carried out