Prioritized Scheduling and Managing of All Utility Work

• Utility Characteristics• Historical Concerns• Improvement Goals • Process Teams • Implementation of CrewManager • Benefits Achieved• Future Enhancements

Utility Characteristics

Silicon Valley Power, City of Santa Clara, CA.

– 19 sq. mile service territory– 145 employees– Peak load of 460 MW– 50,000 meters– 490 circuit miles of T&D– 22 Substations– Own or JPA in 390 Mw’s of Generation

Historical Concerns

• Workload exceeds available resources

• Constant change in work priorities

• High percentage of reactive work

• Lack of coordination between departments

• No job status, actual man-hours, or job history

Objective

• Automate and measure Workflow processes

• Annual Work Plan aligned with entire utility workforce

• Complete jobs within planned schedule

• Job progress visible throughout the organization

• Historical data to improve planning

• Link Strategic – Annual – Daily Plans

Step 1: Automate the Workflow Process

• Map the workflow of all core utility business processes

• Purchase and install software (CrewManager)

•Create templates by typical work types

• Convert existing job data into CrewManager

• Train Managers, Workgroup Leaders, and End Users

Work Center Leaders

Daily - Plan, communicate, implementWeekly - Schedule managementQuarterly – Key Performance Indicators

Engineering

T&DConstruction

Substations

EstimatingMeter

Initiate ConstructDesign

Core ProcessSafetyReliabilityCapacityNew Business Prioritize

Schedule

PrioritizeSchedule

Customer

Internal External

Core Process Managers

Weekly: * Monitor progress * Resolve schedule and priority conflictsQuarterly * Annual Operating Plan Updates

a) Schedule Attainment b) Key Performance Indicators

Close out

Mapping

Work Flow Process Automated in Crew Manager

Work Type Templates

• Standardize the process

• Simplify measures

Step 2: Plan, Prioritize, Measure All Utility Work

• Plan and prioritize all annual work by work category

•Carryover work

•Compliance requirements

•Trends identified in Crew Mgr reports from prior years

•New projects and initiatives

•Economic Development studies

• Match estimated manhours to the utility’s workforce

Annual Planning Tool in Crew Manager

Labor Hours by Work Type

.

1 715 20 15

2018

5

55

3012

1515

22

1715

175

4

60

30

52

70

18

15

0

20

40

60

80

100

120

2000 2001 2002 2003 2004 2005 2006(planned)

Generation

New Business

Reliability

Capacity

Safety Stds &Training

35

Step 3: Ongoing Prioritizing, Scheduling,

Monitoring & Reporting

• Weekly meetings; Managers and Workgroup Leaders

• Prioritize and schedule new work

• Correct past due work

• Quarterly review of Key Performance Indicators

• % of planned vs. reactive work

• % of jobs completed on time

• Estimated vs. actual manhours by work type

START

PROJECTDEFINITION

&PLAN

PRIORITIZEREPORTS

SCHEDULE

FEEDBACK LOOP

Planning, Prioritization & Scheduling

Crew Schedule

scheduled work

Core Process groups identified

by color

Ability to search by any field - location – job number – type of work, etc.

All work elements of this job. Required Work

Future Opportunities and Direction• Feedback Loop- Continuous Improvement

– Benchmarking– Estimate Fine Tuning– Process Improvement

• Employee information– Training records– Credentialing– Licensing– Emergency information

• Time Cards– Link accounting to work templates– Timecard info import to CrewMgr & Payroll

Questions?

Prioritized Scheduling & Managingof All Utility Work