integroitu johtamisjärjestelmä ja iso 55000: case ... · aurinkotalous aurinkoon perustuva...
TRANSCRIPT
Integroitu johtamisjärjestelmä ja ISO 55000: case voimalaitoksen operointi a `la Fortum
Tapio Keränen/PSK-BIM ammattilaisseminaari 8.5.2015 Järvenpää
Sisältö
• Fortum
• Voimalaitosten käyttö ja kunnossapito
(O&M)
• Fortum Way: TOPGen® -konsepti
• Integroitu johtamisjärjestelmä ja
prosessit
• Standardit ja niiden merkitys
2
Fortumin missio ja strategia
3
Strategia
Fortumin toiminnan tarkoitus on tuottaa energiaa, joka edesauttaa nykyisten ja
tulevien sukupolvien elämää. Tarjoamme kestäviä ratkaisuja yhteiskunnan
hyväksi ja tuotamme merkittävää lisäarvoa osakkeenomistajillemme.
Missio
Vahvistamme
ydinliiketoimintaamme
Pohjoismaissa
Luomme vakaata
tuloskasvua Venäjällä
Rakennamme perustan
tulevalle kasvulle
Vahva osaaminen CO2-päästöttömässä vesivoima- ja ydinvoimatuotannossa sekä
tehokkaassa sähkön ja lämmön yhteistuotannossa ja toimimisessa
energiamarkkinoilla
Alh
ain
en t
ehokkuus
K
ork
ea tehokkuus
Suuret CO2-päästöt Päästötön tuotanto
Aurinkotalous Aurinkoon perustuva tuotanto,
järjestelmän kokonaistehokkuus
Perinteinen energiantuotanto Rajalliset energiavarat,
suuret ympäristövaikutukset
Hiili Kaasu
Öljy
Edistyksellinen
energiantuotanto Energiatehokas ja/tai
vähäpäästöinen energiantuotanto
Nykyinen
ydinvoima
Tulevaisuuden
ydinvoima
Sähkön ja lämmön
yhteistuotanto
Hiilidioksidin
talteenotto ja
varastointi
Geoterminen
Vesi
Tuuli
Aurinko
Meri
Bio
Varastot
Aktiiviset
asiakkaat Kysyntä-
jousto
Älykkäät
sähköverkot
Älykkäät sovellukset
4
Copyright © Fortum Corporation
All rights reserved by Fortum Corporation and shall be deemed the sole property of Fortum Corporation and nothing in this slide
or otherwise shall be construed as granting or conferring any rights, in particular any intellectual property rights
Kohti aurinkotaloutta
T&K:n tavoite on mahdollistaa Fortumin kestävän kehityksen mukainen hiilidioksidipäästötön tulevaisuus
• Aaltovoimaa kaupalliseen käyttöön
• Bioöljy (pyrolyysiöljy) askel kohti hiilidioksiditonta sähkön ja lämmön tuotantoa
• Valmistautuminen ladattavien sähköautojen nopeaan käyttöönottoon
• Uudet ratkaisut kaukolämpöön
• Ydinvoimaloiden turvallisuus ja käyttöikä, sähkön ja lämmön yhteistuotanto
• Hajautettu energian tuotanto ja älykkäät sähköverkot
• NURES – radioaktiivisten nesteiden puhdistus
5
6
Espoon kestävän kehityksen talo - Skanska ja Fortum kehittävät edistyneitä kestävän kehityksen mukaisia rakennusratkaisuja
Asunto Oy Espoon Adjutantti
Rakennusratkaisut • Skanskalla kokonaisvastuu talon
rakennusratkaisuista
7
55 kW verkkoon kytketty aurinkovoimala Espoon autovarikolla toiminut hyvin
8
Next generation energy company
We generate and sell electricity and heat.
We have been offering expert services and
solutions over 20 years now
Fortum
Sales: 4,751
Comparable operating profit:
1,351
Balance sheet: 21,000
( EUR million in 2014 )
We operate in the Nordic and Baltic countries, Russia, Poland and India
+ Power Solutions globally
8,800 people passionate about
creating energy that improves life for
present and future generations.
Power Solutions
We have about 300 employees within our team and we
offer operation and maintenance (O&M) related expert
solutions to power and heat asset owners and
developers. Our competence areas cover thermal,
hydro and nuclear.
We veritably create satisfied customers and have developed our service portfolio
to answer all our customers' needs.
Power Solutions Tehokkaita palveluratkaisuja kestävän kehityksen kärjessä
O&M Solutions
Autamme voimalaitosasiakkaitamme saavuttamaan
huippukäytettävyyden ja tuottavuuden optimaalisin kustannuksin
Expert Solutions Tarjoamme asiantuntijapalveluita ja työkaluja tuotantolaitosten
elinaikaisen tuottavuuden ja ekotehokkuuden hallintaan
9
Palvelukonseptina TOPGen®
TOP=Totally Optimised Performance
Palvelukonseptina SusAP™
SusAP=Sustainable Asset Productivity
Energia- ja management-konsultointi
Autamme tuottamaan alueellisia, ekotehokkaita energiaratkaisuja
sekä kehittämään edistyksellistä toiminta- ja turvallisuuskulttuuria
10
Sähköntuotannon teknillinen ydin
Tuotanto-omaisuus
Suuret investoinnit (uponneet
kustannukset), pitkä käyttöika,
(elinjakso 30-40 vuotta ja enemmän)
Perusprosessi: energian konversio
muodosta toiseen, ei välivarastoja
paitsi polttoaineet
Lopputuote sama, tuotanto sidottu
kiinteästi paikkaan
Ydinvoima
Vesivoima
Lämpövoima
Voimalaitosomaisuuden hallintastrategia
• Strategia
– “A high level plan to achieve one or more goals under conditions of uncertainty”
• Päätavoite
– Toiminnan jatkuvuus
• Epävarmuuden lähteitä
– Tuotantoteknologia
– Ympäristö
– Yllättävät tapahtumat
• Kestävän strategian rakenneosia
– Pyrkiminen operatiivisen tehokkuuteen joka hetki:
• Kustannukset, käytettävyys, turvallisuus
– Organisointi
– Jatkuva kehittäminen
11
Näkökulmia operatiiviseen tehokkuuteen
12
• Seisokkien kesto
• Seisokkien ajoitus
• Vesikemia!
• Uudet teknologiat
Käyttö
• Priorisointi, ennakointi
• Suunnittelu ja aikataulutus
• Toteutus
• Tiedonhallinta
• Analysointi ja kehittäminen
Kunnossapito
• Ihmiset: taidot, motivaatio, hyvinvointi, aloitteellisuus
• Johtamistyyli, viestintä, toimintaprosessit
• Resurssien hallinta Organisointi
Maintaining plant
13
Maintenance planning and scheduling
Plan work
Schedule work Resources
Documents
Materials
Special tools Work instructions
Safety instructions
Process isolations
Maintenance execution Preventive maintenance
Corrective maintenance
Investments: improving plant and
infrastructure
Outage planning Predetermined
maintenance
Condition based
maintenance
Immediate
maintenance
Deferred
maintenance
Failure
Inspection
Monitoring
Compliance test
Function check-out
Routine maintenance
Overhaul
Fault diagnosis
Fault localization
Temporary repair
Repair
Function check-out
Investment
Rebuilding
Improvement
Modification
New investment
Work plan
Permit to work
Feedback
Reporting
Analysis
Investigation of
failures Outage
Managing
changes
Stores
Logistics
Subcontractors
Process
/equipment data Documents
Production plan
• Annual
• Daily
Priorities,
prevention and
condition
monitoring
Operational excellence: Fortum way O&M services
14
Business objectives, experience, development
Availability
Efficiency
EHS
Costs
Asset integrity
Experience of design,
construction and operations
Development
of O&M technologies
Organizational excellence
Quality management
(ISO)
EFQM
Stakeholders
People
Processes
Continual improvement
Power plant O&M
TOPGen® concept
People and
leadership
Structured operating processes
Use of advanced tools and
techniques
cPIP®
Integrated (Site)
Management System (IMS)
- How to work at site
Continuous improvement
IT tools:
Thermodynamics, hydro-
dynamics (water steam
process), Water chemistry,
Fortum wide support e.g.
purchasing
TOPGen®
15
Fortum TOPGen® O&M concept is a company specific way to set up O&M organization, management
systems and selected IT tools at power plants and to operate and maintain power plants
Professional
and motivated
people
Leadership
Structured
operating
processes
cPIP®
Value creation and
predictable business
performance
• Safety
• Availability
• Costs
• Fuel efficiency
• Asset integrity
Designed
Checked
Approved
Fortum Service OyPerformance Services
Modified Generator output
Fuel input
3
Process steam1 4
5
6
7
8
9
10
112
25 bar Chinoin
IPU
Frame 6FA
District heating
Hot water boilers
Main cooling tower
Guarantee test points, EPC contract
Natural gas
Fuel oil
Injection water
p, q, T
q, T
p, q, T
HRSG LP feedwater:T, p, q
HRSG HP feedwater:T, p, q
HRSG HP steam:T
HRSG LP steam:T
HRSG DH water
T, p, q
T
SB feedwater:T, p, q
SB steam:T, p
ST inlet:T, p
Combustionair
T, qPfan
Fueloil
Naturalgas
T, q T,p,q
Flue gas:TDustCO, NO2, SO2
GT exhaust / HRSG inlet:Tfg, NOx, O2
Extraction: T, p
TT
ST DH exchangers
DH condensate:T, p, q
T, p, q
TT,p,q
T,p,q
T, p
T,p,q
T
6.1 bar Chinoin
6.1 bar Gyoki
2.5 bar Chinoin
Hotwater inlet:T, p, q
T T, p
Ambient air:T, p, RH
p
Makeup water: q, T
q (deluge water)
120 kV:Pnet1, Pnet2cos net1, cos net2Unet, f
Auxiliaries:Paux tf1/tf2Paux fwp1/fwp2Paux SBfan / others
Pgtcos gtUgt
Pstcos stUst
20.4.01
T = temperaturep = pressureq = flow rateP = powerU = voltagecos = power factor
Appendix 2
q, T
T, p T, p
27.7.01/IPU
Solvo® process
modelling/
simulator
TOPi® energy
& process
management
Apros® simulator
Maximo asset and
maintenance
management
ProDiary electronic
log book
Miriam RAM Studio
reliability modelling
and simulation
ProjectWise document and
data
management
Recruitment
Training
Continuous updating
of knowhow
Multi-skilled
Rewarding
Combustion
Fluid
Dynamics
CDF modelling
tool
Use of advanced
tools and techniques
Fortum wide support
and expertise
Laitoksen johtamisjärjestelmä
Integrated Management System (IMS) on suorituskyvyn
perusta
• IMS perustuu TOPGen® -konseptiin
• Kehitetään / sopeutetaan mobilisaation aikana laitoksen
olosuhteisiin sopivaksi henkilökunnan toimesta (koulutus ja
hyväksyntä)
• Sertifioitu ISO 9001, ISO 14001 ja OHSAS 18001
mukaisesti
• Dokumentoidut ja hyvin suunnitellut työprosessit
• Hyvä perusta jatkuvalle kehittämiselle (cPIP®)
• Suunnitellaan niin, että ihmiset voivat saavuttaa hyviä
tuloksia
16
Why a Management System?
Management System is needed to
manage business risk in all its forms and
in particular to:
– Ensure legal compliance
– Meet all stakeholder and customer
requirement
– Develop good practices
– Facilitate training and development
The Management System should be:
– Designed exactly to meet the plant
needs
– Based on what we believe to be good
practices throughout
– Rich in knowledge but lean on
documentation
– User friendly
– A positive resource for inducting and
training
– Flexible and capable of being continually
improved as we gain experience
– A single integrated system
17
Development of the management system: integration
18
Core Processes
Determining
Requirements Products &
Services Maintaining the
Plant
Operating
the Plant
Managing
Finances
Managing
EH&S
Controlling
Documents
Managing
Improvement Administration
Purchasing Controlling
Equipment Managing HR
Managing
Security
Support Processes Requirem
ents
Satisfa
ction
Strategy and
organizational
structure
IMS
Customers
Other stakeholders
Customers
Other stakeholders
TOPGen® - Operating processes, IMS and cPIP®
• Operating processes
People, Production, Stakeholders, EHS,
Business and their sub-processes
• Processes are documented in plant
specific Integrated Management
System (IMS)
• IMS integrates all systems and processes in to one complete framework to manage business and operations at site
Ensure legal compliance
Meet all stakeholder and customer
requirement
Ensure predictable operational
performance
Ensure the motivation, wellbeing and
involvement of people in organization
Develop good practices
Facilitate training and development
Achieve [ISO 9002, ISO 14001 and
OHSAS 18001] standards
• IMS reviews and continual improvement
Periodically through internal assessments
and management reviews
Each process must fulfill TOPGen®
requirements
Compliance with TOPGen® requirements
is verified and potentials for improvement
are identified by Continuous Performance
Improvement Process (cPIP®)
19
Prosessikaavioihin perustuva IMS
Prosessit ja niiden yhteydet toisiinsa on helpompi tunnistaa ja omaksua kuin
ohjeperustaisessa IMS:ssä. Tarjoaa hyvän pohjan jatkuvalle kehittämiselle.
• Description
• Responsibilities
20
TOPGen® requirements
21
Planning starts
Input Output TimelineProcess
Planning and Managing
of outage worksBackProcessLegend
Informing and
publishing annual
outage plan
Maint Mgr
Reviewing and listing
of works
Timetable
Securing key
resources such as
spares, workshops &
competencies
Summary of taken
actions
Forecast of outage
costs
Setting up the
organization
Arranging kick-off
meeting with operation
and relevant parties
Coordinating with
operation and start up
meeting
Creating detailed work
plans and operations
plans, setting up risk
assessments & HSEQ
plan
Purchasing
Outage
Scheduling
(stakeholder/
operation)
Warranty issues
Long term plan/
condition report
Overhaul report
Outage Mgr / coordinator
- 4 m
on
ths
- 2 m
on
ths
+ 5
mo
nth
s+
1 m
on
ths
+1
mo
nth
s
Budget
Maint Mgr / planners
Maint Mgr / planners
Maint Mgr / planners
Preplanning
Improvement program
Project snaglist
PM/CM list,
Warranty issues
Long term plan/
condition report
Overhaul report
Improvement program
Project snaglist
Outage Mgr / coordinator /
planners
Planning & preparing
WPs & isolations
Induction HSEQ for
contractors as
appropiate
Performing
maintenance
works
Performing
maintenance
Inspection for
operations
Feedback meeting
Reporting
Outage work completed in accordance
with requirements
Forced shutdown
operations
Outage Mgr /
coordinator / planners
Outage Mgr / coordinator
HSEQ Mgr & outage
Mgr / coordinator
Outage Mgr / coordinator
Conducting daily
meetings
Outage Mgr / coordinator
Operation & maint superv
Outage Mgr / coordinator
Budget specification
List of major works
Updated forecast of
outage costs
update overhaul plan
Minutes of meetings
Overhaul plan, Maximo
Work orders
Spare part and
resource orders
Attendance sheet
sign check sheet
Minutes of meetings
PM/CM list,
Warranty issues
Long term plan/
condition report
Overhaul report
Improvement program
Project snaglist
Purchasing
Starting up
the plant
Plenty of varieties of operating processes
depending on
• Location and site
• Legislation
• Plant technology
• Age of the plant
• Organization
• Local practices
• Supporting technology
• Etc.
TOPGen® concept is not
• Technical instructions
• Detailed work instructions
• Operating manuals
• Maintenance manuals
• Preventative maintenance programmes
• Etc.
Description of an
actual process
The processes
must fulfil
TOPGen®
requirements
1.1.1 Shut-down and break down management
Purpose of shutdown management is to utilise outage time for maintenance that is not possible to
carry out during operating state or is otherwise preferable to carry out during shutdown state.
Shut-down works are managed as a project that has nominated responsibilities (owner, steering
group, project manager), schedule and resources. Planning consists of customer's instructions and
production plans, scheduling, resources, spares and materials, risk assessments, planning of costs
follow-up, work orders, permissions and instructions, planning of process disconnections and
isolations.
Breakdown or "unplanned outage" may provide opportunity to carry out maintenance works for
which resources and materials are available, work plans are in place and for which there is enough
time during downtime.
Minimum requirements
1. Set up project
Setting up organization for annual outage early enough
Responsible person (project manager) has been nominated by project owner
(e.g. plant manager)
Responsible persons for planning and implementation of mechanical, electrical
and automation works have been nominated
Contact person on production side
The time frame for annual outage has to be defined in co-operation with
customer and other relevant parties.
The content and the scope of outage including budget
2. Planning
Review and list of outage works
Procedure in place to produce outage work lists (Long term plan (investments
and major overhauls, Reports from previous outages, Improvement programs)
Outage works waiting for annual outage are available in MMS
Unplanned shut down work list available in MMS (works planned) up to date
Procedures in place to manage work packages according to aforesaid outage
types
Preliminary project plan done/exists and cost estimations in place
22
TOPGen® requirements: Maintenance (sample)
Requirements
Requirements
Requirements
Requirements Production
Operation
Maintenance Procurement
Logistics
Determining requirements
Customer relationship and reporting
Local involvement and public relations
Occupational health, Safety
Fire protection
Environment
Site security
Planning and budgeting
Business results and administration
Information management
Continual improvement
Business continuity
Stakeholders
EHS
Business
Requirements People
Leadership
Recruitment
Training and development
Communication
TOPGen® process structure Sub-processes
• Maintenance planning
• Work planning
• Performing maintenance works
• Shut-down and break down management
• Reporting and analyzing maintenance, managing
changes
Maintenance planning
Planning base and objectives
• Responsibilities defined
• Maintenance strategy based on the role of the plant in
production portfolio
• Objectives defined according to the maintenance strategy
• Sub-systems, equipment and components are classified
according to their criticality (safety, environment, failure costs)
and used as foundation for maintenance planning
• Item specific maintenance strategy based on the criticality
classification when applicable
• Extensive information of site equipments and up to date
maintenance history available in the Maintenance
Management System.
• Appropriate condition based maintenance specified including
NDT methods, vibration monitoring, monitoring for rotating
machinery etc.
Standardit ja johtamisen kehittäminen
• Yhtiön ja toimialan perinne
– Tehdään asiat hyvin ja huolellisesti
– Käytettävyys ja luotettavuus korkeassa kurssissa
– Alituinen huomio kustannuksiin ja operatiiviseen tehokkuuteen
• Vuodet 1990-2004
– Palveluliiketoiminta mukaan kuvioihin ja voimakas kasvu
– Toimintatapojen yhtenäistäminen
– ISO 9000 standardit
– Raskaita järjestelmiä, ”byrokratian” tuntu, ”me on tehty hyvää työtä ilman laatujärjestelmiä”
– Johdon suhtautuminen ”käsitellään nämä laatuasiat ja mennään sitten oikeisiin asioihin”
– EFQM Excellence –malli, itsearviointi
– Kansainvälinen voimalaitosten O&M liiketoiminta: asiakkaiden vaatimukset (ISO 9000, ISO 14000, OHSAS 18000) =>
– Vaarana erilliset johtamisjärjestelmät!
– IMS (Integrated Management System)
23
1.1.1 Shut-down and break down management
Purpose of shutdown management is to utilise outage time for maintenance that is not possible to
carry out during operating state or is otherwise preferable to carry out during shutdown state.
Shut-down works are managed as a project that has nominated responsibilities (owner, steering
group, project manager), schedule and resources. Planning consists of customer's instructions and
production plans, scheduling, resources, spares and materials, risk assessments, planning of costs
follow-up, work orders, permissions and instructions, planning of process disconnections and
isolations.
Breakdown or "unplanned outage" may provide opportunity to carry out maintenance works for
which resources and materials are available, work plans are in place and for which there is enough
time during downtime.
Minimum requirements
1. Set up project
Setting up organization for annual outage early enough
Responsible person (project manager) has been nominated by project owner
(e.g. plant manager)
Responsible persons for planning and implementation of mechanical, electrical
and automation works have been nominated
Contact person on production side
The time frame for annual outage has to be defined in co-operation with
customer and other relevant parties.
The content and the scope of outage including budget
2. Planning
Review and list of outage works
Procedure in place to produce outage work lists (Long term plan (investments
and major overhauls, Reports from previous outages, Improvement programs)
Outage works waiting for annual outage are available in MMS
Unplanned shut down work list available in MMS (works planned) up to date
Procedures in place to manage work packages according to aforesaid outage
types
Preliminary project plan done/exists and cost estimations in place
Integrated Management System (IMS)
24
IMS
Integrated Management
System
Laatu
ISO 9000
Ympäristö
ISO 14000
Työterveys ja –turvallisuus
OHSAS 18000
Asset Management
ISO 55000
Kaikille ominaista jatkuva
kehittäminen
PDCA sykli (Plan-Do-Check-Act).
Samantyyppisiä vaatimuksia:
Suunnittelu, dokumentit,
poikkeamien käsittely
TOPGen®
requirements
ISO 55002:2014 Asset Management System
25
Organizational plans
and organizational
objectives
Strategic asset
management plan
(SAMP)
Asset management
objectives
Asset management
plans
Implementation of asset
management plans
Performance evaluation and
improvements
Asset portfolio
Asset management
system + relevant
support elements
Plans for developing
asset management
system + relevant
support
Asset management
policy
4.1 Understanding the organization and its context
4.2 Understanding the needs and expectations of the
stakeholders
5.1 Leadership and commitment
5.3 Organizational roles, responsibilities and authority
5.2 Policy
4.4 Asset management system
6.1 Actions to assess risks and opportunities for the asset
management system
7.1 Resources
7.2 Competence
7.3 Awareness
7.4 Communication
7.5 Information requirements
7.6 Documented information
8.2 Management of change
9.1 Monitoring, measurement, analysis and evaluation
9.2 Internal audit
9.3 Management review
10 Improvement
8.1 Operational planning and control
8.3 Outsourcing (control)
8.2 Management of change
6.2.2 Planning to achieve asset
management objectives
8.3 Outsourcing (scope)
4.3 Determining the scope of the asset
management system
6.2.1 asset management objectives
Stakeholder and organization context
Compliance TOPGen® with ISO 55001 requirements
26
=Fulfills the requirements of ISO 55001 = Does not completely fulfill the requirements of ISO 55001
ISO 55001 COMPLIANCE MATRIX ISO 55001 requirements February 2015 Page 1 of 1
Un
der
stan
din
g th
e o
rgan
izat
ion
an
d it
s co
nte
xt
Un
der
stan
din
g th
e n
eed
s an
d e
xpec
tati
on
s o
f st
akeh
old
ers
Det
erm
inin
g th
e sc
op
e o
f th
e as
set
man
agem
ent
syst
em
Ass
et m
anag
emen
t sy
stem
Lead
ersh
ip a
nd
co
mm
itm
ent
Po
licy
Org
aniz
atio
nal
ro
les,
rep
on
sib
iliti
es a
nd
au
tho
riti
es
Act
ion
s to
ad
dre
ss r
isks
an
d o
pp
ort
un
itie
s fo
r th
e as
set
man
agem
ent
syst
em
Ass
et m
anag
emen
t o
bje
ctiv
es
Pla
nn
ing
to a
chie
ve a
sset
man
agem
ent
ob
ject
ives
Res
ou
rces
Co
mp
eten
ce
Aw
aren
ess
Co
mm
un
icat
ion
Info
rmat
ion
req
uir
emen
ts
Do
cum
ente
d i
nfo
rmat
ion
Cre
atin
g an
d u
pd
atin
g
Co
ntr
ol
of
do
cum
ente
d i
nfo
rmat
ion
Op
erat
ion
al p
lan
nin
g an
d c
on
tro
l
Man
agem
ent
of
chan
ge
Ou
tso
urc
ing
Mo
nit
ori
ng,
mea
sure
men
t, a
nal
ysis
an
d
eval
uat
ion
Inte
rnal
au
dit
Man
agem
ent
revi
ew
No
nco
rfo
rmit
y an
d c
orr
ecti
ve a
ctio
n
Pre
ven
tive
act
ion
Co
nti
nu
al im
pro
vem
ent
4.1 4.2 4.3 4.4 5.1 5.2 5.3 6.1 6.2.1 6.2.2 7.1 7.2 7.3 7.4 7.5 7.6.1 7.6.2 7.6.3 8.1 8.2 8.3 9.1 9.2 9.3 10.1 10.2 10.3
TOPGen® general concept requirements ! ! ! ! ! ! ! ! ! !
General requirements
IMS and cPIP
People
Leadership
Leadership principles
Setting targets, actions and follow-up
Organization and personnel
Recruitment
Recruitment principles and job descriptions
Job interviews and decision to recruit
Induction and training (on boarding)
Compliance TOPGen® with ISO 55001 requirements (cont)
27
Business
Planning and budgeting
Process defined
Evaluation and development of resources
Business results and administration
Active management of business
Financial process
Reviews and reports
Information management
Administration of IT infrastructure
Document management
Data ownership
Continuous improvement
Quality policy
Performance assessments and improvement
Activities to encourage innovativeness, improvement proposals and
rewards
Plant economics
Problem solving
Business continuity
Asset management
Asset management policy
Asset management system
Yhteenveto ja mietteitä
• Voimalaitoksen käytön ja kunnossapidon johtamisjärjestelmä
• Voimalaitoksen päivittäinen tuotanto etusijalla
• Pohjimmiltaan on kysymys operaattorin haltuun uskotun omaisuuden hoitamisesta siten, että omaisuuden arvo ei ennenaikaisesti alene
• Standardien hyödyntäminen on ollut itse asiassa osa jatkuvaa kehittämistä
• Standardit eivät kahlitse toimintaa (vaikka niin aluksi luultiin)
– Jos joku on miettinyt asiaa niin miksi sitä ei voisi hyödyntää …
• ISO 55000 standardi
– Ei mullista vastuullisen operaattorin ajattelumallia
– Muutamia asioita täytyy määritellä ja lisätä TOPGen® vaatimuksiin
28
Kiitos mielenkiinnosta!
http://fortum.com
30
Suomen valtio 50,8 %
Ulkomaiset omistajat 31,7 %
Kotitaloudet 8.2 %
Muut suomalaiset omistajat 7,5 %
Rahoitus- ja vakuutuslaitokset 1,8 %
Fortumin osakkeenomistajat
28.1.2015
• Listattu Helsingin pörssiin 1998
• Nasdaq Helsingin vaihdetuimpia
osakkeita
• Noin 110 000 osakkeenomistajaa
• Markkina-arvo noin 18 miljardia
euroa
Osaketietoa
Fortum lyhyesti
31
Pohjoismaat
Sähköntuotanto* 49,2 TWh
Lämmön myynti* 10,9 TWh
Sähköasiakkaat 1,3 million
Sähkönjakeluasiakkaat
Ruotsissa 0,9 million
Jakelu
Sähkön-
tuotanto
Sähkön
myynti
Lämpö
OAO Fortum
Sähköntuotanto 23,3 TWh
Lämmön myynti 26,0 TWh
Venäjä*
* Lisäksi, 29.5 % osuus TGC-1:stä * Sisältää Fortumin osakkuusyhtiön Fortum Värme;
sähköntuotanto 1,2 TWh ja lämmön myynti 7,6 TWh.
Puola Sähköntuotanto 0,7 TWh
Lämmön myynti 3,4 TWh
Baltian maat Sähköntuotanto 0,7 TWh
Lämmön myynti 1,2 TWh
Intia Sähköntuotanto 9 GWh
2014 Liikevaihto 4,8 mrd. euroa
Vertailukelpoinen liikevoitto 1,4 mrd. euroa
Tase 21 mrd. euroa
Henkilöstö 8 600
Fortumin strateginen kehitys
32
Birka Energi
50 % → 100 %
Østfold
Lenenergo
osuus
Hafslund
osuus
Gullspång
Neste
Ei-strategisten
lämpö-
toimintojen
myynti
2007
Skandinaviska
Elverk
Länsivoima
45 % → 65 %
Birka Energi
50 % Fortum
50 % Stockholm Gullspångin ja Stockholm
Energin yhdistyminen
TGC-10
Kaukolämpö
Puolassa→
Fingrid
osakkeiden myynti
Lämpöliike-
toimintojen
myynti Tukholman
ulkopuolella
Lenenergo
osakkeiden myynti
1996
IVO Fortum
Pien-
vesivoiman
myynti
2012 2008
1997
Lenenergo
osuus →
Stora Kraft
Länsivoima
→100 %
2000
Elnova
50 % → 100 %
2003
Öljyliiketoimintojen
eriyttäminen
TGC-1
perustetaan
2005
2011
1998 2002
Sähkönsiirto- ja
lämpöliiketoimintojen
myynti
Sähkönsiirtoliike-
toiminnan myynti
Grangemouthin
voimalaitoksen myynti
2014
Gasum
osuuden
myynti
2006
E.ON
Finland
2015
Sähkönsiirto-
liiketoiminnan
myynti
(toteutumassa)
Process-based quality management system What does ISO 9000 standard say?
33
Auditing the … management system
•Audits are used to determine the extent to which the …
management system requirements are fulfilled.
•Audit findings are used to assess the effectiveness of the
… management system and to identify opportunities for
improvement
The process approach
•… organizations … have to identify and manage
numerous interrelated and interacting processes
•The systematic identification and management of the
processes employed within an organization and
particularly interactions between such processes
Summary of ISO 9000: Quality management
principles
a) Customer focus
b) Leadership
c) Involvement of people
d) Process approach
e) System approach to management
f) Continual improvement
g) Factual approach to decision making
h) Mutually beneficial supplier relationships
Continual improvement
•Analysing and evaluating the objectives for improvement
•Establishing the objectives for improvement
•Searching for possible solutions to achieve the objectives
•Evaluating these solutions and making a selection
•Implementing the selected solution
ISO 55000 Asset management – requirements (sample)
34
4.4 Asset management system
The organization shall establish, implement, maintain and continually improve an asset management
system, including the processes needed and their interactions, in accordance with the requirements of
this International Standard.
4.2 Understanding the needs and expectations of stakeholders
The organization shall determine:
— the stakeholders that are relevant to the asset management system;
— the requirements and expectations of these stakeholders with respect to asset management;
— the criteria for asset management decision making;
— the stakeholder requirements for recording financial and non-financial information relevant to
asset management, and for reporting on it both internally and externally.
6 Planning
6.1 Actions to address risks and opportunities for the asset management system
When planning for the asset management system, the organization shall consider the issues referred to
in 4.1 and the requirements referred to in 4.2 and determine the risks and opportunities that need to be
addressed to:
— give assurance that the asset management system can achieve its intended outcome(s);
— prevent, or reduce undesired effects;
— achieve continual improvement.
Processes!
Stakeholder requirements!
ISO 55000 Asset management – requirements (sample)
35
7.4 Communication
The organization shall determine the need for internal and external communications relevant to assets,
asset management and the asset management system including:
— on what it will communicate;
— when to communicate;
— with whom to communicate;
— how to communicate.
8 Operation
8.1 Operational planning and control
The organization shall plan, implement and control the processes needed to meet requirements, and to
implement the actions determined in 6.1, the asset management plan(s) determined in 6.2, and the
corrective and preventive actions determined in 10.1 and 10.2 by:
— establishing criteria for the required processes;
— implementing the control of the processes in accordance with the criteria;
— keeping documented information to the extent necessary to have confidence and evidence that the
processes have been carried out as planned;
— treating and monitoring risks using the approach described in 6.2.2.
9.2 Internal audit
9.2.1 The organization shall conduct internal audits at planned intervals to provide information to
assist in the determination on whether the asset management system:
a) conforms to:
— the organization’s own requirements for its asset management system;
— the requirements of this International Standard;
b) is effectively implemented and maintained.
Emphasis on processes!
ISO 55000 Asset management – requirements (sample)
36
10.2 Preventive action
The organization shall establish processes to proactively identify potential failures in asset
performance and evaluate the need for preventive action.
10.3 Continual improvement
The organization shall continually improve the suitability, adequacy and effectiveness of its asset
management and the asset management system.
10 Improvement
10.1 Nonconformity and corrective action
When a nonconformity or incident occurs in its assets, asset management or asset management
system the organization shall:
a) react to the nonconformity or incident, and, as applicable:
— take action to control and correct it;
— deal with the consequences;
b) evaluate the need for action to eliminate the causes of the nonconformity or incident, in order that
it does not occur or recur elsewhere, by:
— reviewing the nonconformity or incident;
— determining the causes of nonconformity or incident;
— determining if similar nonconformities exist, or could potentially occur;
Continual improvement!