Proposal process management at the plant operation applied to the generating unit shutdown process of Itaipu Binacional

Abstract The Process Management is a model that enables the functional management of internal processes, cross or not an organization. Enables adequate control of resources, mapping of functions and activities, and aims to improve the results and sustainability. In line with these objectives, the Plant Operation Area Itaipu Binacional interests to map, identify areas for improvement and adequately control its internal processes, one of the shutdown, scheduled and unscheduled, generating units. This work is subject to application of Pereira Júnior method Process Management to shutdown generating units. Justified by the fact that Itaipu aims by 2020 to consolidate as the “[...] generating clean, renewable energy with the best operating performance and the best sustainability practices in the world [...]” (Itaipu Binacional, 2016). For this, has as some of the Strategic Objectives “To improve the efficiency of energy production processes maintaining the technological infrastructure updated” and “[...] foster an organizational culture focused on process efficiency and results” (Itaipu Binacional, 2016). To this end, the various hierarchical levels people were interviewed to map the scheduled shutdown process and unplanned generating units of Itaipu Binacional and raised the requirements for generation of performance and improvement opportunities indicators. Finally, alternative solutions have been suggested to improve opportunities raised, as well as an action plan linked to them.


Introduction
"Industry" usually denotes a set of activities that seek the transformation of raw materials into consumer goods. In the case of the electricity industry, there is an intangible good generated -electricity, used for the production of light, heat, movement or any other energy transformation (ABRADEE, 2016). The hydroelectric segment is responsible for 61.37% of the electricity generated in Brazil, with 1,225 plants with installed capacity of 95,623MW, of which Itaipu Binacional HPP represent 14,000MW (ANEEL, 2016). A significant factor to be mentioned about the production and consumption of electricity is that, unlike other grid systems such as sanitation and gas, electricity cannot be stored in an economically viable way, resulting in the obligation to continuously balance supply and demand. That is, all the generated energy must be consumed immediately, and when the system is unbalanced, it runs the risk of collapsing or deficit (ABRADEE, 2016).
For the accomplishment of this work, the application of the Pereira Júnior Method for the process of planned and unplanned shutdown of the generating unit of the Itaipu Binacional HPP will be proposed. It is justified by the fact that Itaipu Binacional's strategic planning intends that by 2020 the plant will be consolidated as the "[…] clean, renewable energy with the best operational performance and sustainability practices in the world […]" (Itaipu Binacional, 2016). For the purpose of this paper, people of different hierarchical levels were interviewed to map the process of planned and unplanned shutdown of Itaipu Binacional's generating units, and requirements for generating performance indicators and opportunities for improvement were raised. Finally, alternative solutions to the opportunities for improvement were suggested, as well as a plan of action linked to them.

General
To study the benefits of the Pereira Júnior Management Method (Pereira, 2010) to the process of planned and unplanned shutdown of a generating unit of the Itaipu Binacional Hydro Power Plant.

Specifics
a) To map the shutdown process of the generating unit; b) To identify opportunities for improvement of the process; c) To suggest the application of the process management method.

Processes
According to Davenport (1994), 'process' is a set of organized activities and expected models of products or services for customers, such as the flow of materials used in the transformation of inputs into outputs. Krajewski (2014) points out that the process view provides a more relevant picture of the way companies work. Since a process can contain its own set of objectives, it involves a workflow that crosses departmental boundaries, so the secret of the success of many organizations is to have a broad understanding of how their processes work and how the whole organization should be involved in their analysis.

Process management
Companies develop several operations that bring results. These operations can be called processes, which, in an integrated way, strive to guarantee the goals of the organizations (Davenport, 1994).
The process management, according to Oliveira (2007), is the reorganization of the impacts between strategic and organizational processes to optimize value added and business effects. Davenport (1994) states that process management, besides helping to reduce costs, also decreases process delays and improves quality, service levels and flexibility. Coulson-Thomas (1996) explains that processes vary according to the demands of production, efficiency and flexibility. Usually, the owner of the process has to have strongly defined responsibilities. Each step should be constantly evaluated and restructured in order to make it more efficient.
In the 1990s, process management was the most discussed and intensified proposal highlighted by the business world. Whilst some organizations adhered to management methods, others rejected before even knowing what it was. According to De Sordi (2008), the term process management appeared in the middle of the eighteenth century, at the beginning of the Industrial Revolution, by dividing the work into sequential activities with the aim of mechanization. It is currently used by professionals in the industrial operations area According to De Sordi (2008), process management is an administrative approach that has a style of organization and management of business operations. "Although very present, the concept of process does not have a single interpretation, and the variety of meanings found has generated numerous misunderstandings" (Gonçalves, 2000, p. 6).

General vision of the adopted method
The Pereira Júnior Method (Pereira, 2010) is composed by three phases and eight stages, according to the Figure 1.

Phase 1: Process knowlegement
At this phase, the structure of the processes is delimited, in addition to the construction of the process diagram, which is composed of all macrodiagrams of the organization. This phase consists of three stages, described below.

Stage 1 -Survey of the current process
Determines the scope of the current process, specifies its mission, the beginning, the end, the encompassing and the facilitator who is aware of the process to be studied. Another focus of this stage to be determined is the macrodiagram of the process, which specifies: process inputs; suppliers; outputs; customers; and the subprocesses. Then, with the identification of each subprocess, the mapping is started by using the flowchart technique, evidencing the activities of the process, their interrelationships, the order in which they are executed and who carries out each one of the activities.

Stage 2 -Identification of the process requirements
Determines the requirements, needs and expectations of the organization and the client, understanding how the process is acting to serve them. According to the data identified in the previous stage, interviews are conducted with clients to understand their expectations and needs, and thus identify the requirements that generate value for them. This activity is critical because if it is not executed efficiently, it will translate erroneously the customer's wishes. Thus, motivate improvements in topics that will not make the process effective. Next, all requirements pointed out by the clients are correlated, defining the regularity with which they were mentioned. The requirements that had the highest occurrence should be considered critical and important. Finally, check the performance of these critical requirements. In process management, the processes chosen to be worked on are usually the ones focused on the organization's main strategies, that is, they will have greater support in the realization.

Stage 3 -Determination of performance measures
The determination of the performance measures aims to determine performance indicators to measure each requirement that add value to the customer. Several indicators are generated, establishing a set of measures. These indicators need to be validated by the study team and by the process facilitator in order to obtain indicators that effectively evaluate the value aggregation. In addition, they need to be obtained in a simple way, with clarity, ease of deployment and periodically measured.

Phase 2 -Process analysis
At this stage the process is thoroughly analysed, its performance and the topics that may be causing failures to the customer evaluated. Then, the possible problems that generate these failures are determined, their possible root causes investigated. Therefore, improvement actions are established in order to extinguish the causes. Based on this knowledge, the critical success factors will be identified and the goals established so that the outputs of the process generate value to the client.

Stage 4 -Process understanding
In order to better understand the current process, the Macrodiagram and Process Map developed in Stage 1 are used, allowing an in-depth verification of all activities, their relationshiops, process members, inputs and outputs. The second activity to be performed will be the inquiry of each activity, especially those that directly influence the clients' requirements. The requirements with the lowest performance by the clients will be examined in order to analyse the constraints and ruptures that influence the overall performance. This stage plays an important role in developing plans for future improvements, resulting in the following results: identification of the level of performance achieved; chronic issues; opportunities for improvement; the main dependencies; integrity of systems; existing improvement plans; and barriers to improvement.

Stage 5 -Problem analysis
Based on the identification of the process problems, this stage has the purpose of determining the possible root causes. These can be obtained with the use of some method of analysis and problem solving, associated with problem identification tools, such as the Ishikawa Diagram. It is vital at this stage to determine the potential problems. A database is generated for recommending improvements and setting process success goals, which will be the next steps of this method.

Stage 6 -Definition of the success goals
The goals are established by the determination of the critical success factors. They require performance levels that meet or exceed customer expectations. However, it will be critical considering the organization's strategies to achieve competitive information in the marketplace.

Phase 3: Process optimization
At this stage the alternatives of improvement for the process will be defined, in order to meet the needs and exceed the expectations. Solutions to the problems encountered in the analysis phase are identified in order to eliminate their root causes. Then, a plan of action will be set up to achieve the proposed improvements, aiming at a future situation. Shortly thereafter, a pilot plan for improvements is implemented.

Stage 7 -Planning of improvement alternatives
Following the definition of the goals of success are the alternatives of improvement. It is necessary to prioritize the recommended improvement opportunities, the urgency of the actions and the level of performance required. Therefore, a plan for implementation will be established in order to validate success goals, perform changes in activities, improve the information systems and carry out partial or total redesign of the process. Subsequently, the future situation of the process is planned and the new model is elaborated. Improvement actions, success goals, and the new process model need to be valued by everyone involved as well as those with decision-making power.

Stage 8 -Results
Check the established goals and make the necessary changes frequently, as well as assisting in the implementation and certification of the improvements. The advantages obtained through the method should be proven, such as cycle times, costs and customer satisfaction, among others. All documents obtained when the work is being carried out should be stored, the facilitator should follow the application of the method and the organization managers should be kept informed with follow-up reports.

Description of the planned and unplanned shutting down of the generator unit
The shutdowns of the Itaipu Binacional generating units may occur in three situations: periodic maintenance (planned shutdowns), aperiodic maintenance (unplanned shutdowns) and automatic shutdown.
The periodic maintenance plan is conducted mainly for prevention, necessary to assure the integrity of the equipment and also to obey administratively stipulated criteria. Each main equipment of the power plant has its periodic maintenance planning, based on the history of previous years and imposed operational needs.
Aperiodic maintenances rise from anomalies: failure to perform maintenance can compromise the production of energy or even the safety of people, of the installation or of the environment surroundings. Or it can be originated from real-time alarms, following operational instructions that demand the unit shutdown based on the alarm attendance criteria.
Operational inspections can also result in unplanned shutdowns; in the event that the operator finds some defect during its inspection process, the Shift Supervisor is warned, and he will determine the degree of attendance of the occurrence according to the current operating instructions. Both the alarm and alarm shutdown process inspection will be treated in the same way. When decision makers, based on the concepts available in the current operating instructions or their experience or other professionals' experience, reach the conclusion that the degree of care for the occurrence is urgent, they decide immediately contact the maintenance and the load dispatch. The shutdown is coordinated and the required documentation is issued. When necessary, isolation of the equipment is performed by the operation team, and then released for maintenance. In case the operation supervisor concludes that it is an emergency, the shutdown is done immediately with no need to contact anyone, and then the necessary documentation is issued. It is considered an emergency when in the event causes imminent risk to the physical integrity of the people, the environment surrounding and the facilities.
Automatic shutdown may occur by the equipment protection. Protection devices monitor conditions and protect system components against possible faults to avoid damage, reducing the time and especially costs of repairing. Stops caused by automatic shutdown of the generating unit will not be dealt with in this study, as it does not involve decision making.

Stage 1 -Actual Process Survey
The first step to be conducted to survey the current state is the delimitation of responsibilities, defining the leader, the team of improvement and the responsibilities of each participant, as shown in Chart 1. Chart 1. Responsibilities.

PARTICIPANT RESPONSIBILITY LEADER
Industrial engineering professional. Proposal for the development of this methodology and follow-up of the study of the process.

IMPROVEMENT TEAM
Industrial engineering professionals and facilitator. Responsible for for data collection, mapping and study of the process.

FACILITATOR
Supervisor of the Operation area. Responsible for giving necessary feedbacks to the study carried out by the trainees, and provide technical and decision support.
Once the responsibilities are defined, the work plan containing the activity schedule is established and dates are set for compliance with the eight steps, as shown in Chart 2. The scope is the detailed description of the process or product; it is possible to define boundaries of the project, the beginning, the end and the objective, identifying what happens in the process. The data obtained for the establishment of the scope was carried out through interviews with those involved in the process, as shown in Chart 3. Chart 3. Scope process.

Name: Generating Unit Shutdown
Objective: Safely disconnect the generating unit from the electrical systems to perform preventive or corrective maintenance.

Begins with:
The maintenance plan or an anomaly detection.
Ends with: Return of the unit to the system. To map the entire process is necessary the identification of the components and the knowledge of all elements involved and how each one influences the others. The macrodiagram is illustrated in Figure 2.

Stage 2: Analyse process requirements
According to Pereira (2010), the requirements are sets of expectations that a product or service needs to attend. Therefore it was necessary to talk to the customer and process participants to identify the desired requirements, described below in Chart 4.
Through interviews with those involved, the following requirements for the shutdown of the generating unit were established.
Chart 4. Description of process requirements.

SAFETY
Ensure safe practices for people, environment and installation WELL-DEFINED PROCEDURES Techniques, process and methods of work well established

ADEQUATE TRAINING
Acquisition of knowledge, skills and competencies that fit the need of the process

FAILURE RATE
The loss of an item's ability to perform its function

HUMAN RESOURCES
When there is a need for relocation of people or admission of new employees

AVAILABILITY
Is the time the equipment is available to operate or installation and system to produce

RELIABILITY
It is the probability that an item can perform its required function per unit of time Source: Own authorship, 2016.
These requirements will serve as a basis for the study of the "Importance-Performance Matrix". After identifying the requirements of the clients, the ones with the highest priority were studied. Chart 5 below reflects the results obtained through customer research, where they could assign scores from 0 (zero) to 5 (five) for the importance and performance of the disconnection of the generating unit. The results observed correspondance to the number of people who assigned the importance and performance of the items involved. In total, interviews were conducted to 90% of those involved. After identifying the customer requirements, the priority was defined, and then the "Importance-Performance Matrix" was assembled, as shown in Figure 5. From the "Importance-Performance Matrix", it was verified that the priority and most urgent requirements to be met are those that were below the central prioritization quadrant, which are: 4 (well-defined procedures), 5 (training) and 7 (human resources).

Stage 3 -Determination of the Performance Measures
In stage three, the prioritized requirements are used to fill the table and create performance indicators, as shown in Chart 6. The performance indicators monitor the processes, so it is fundamental to determine, in order to use the measured data, increase the character of professionalism, which also influences the culture of merit by results (CNMP, 2013).

Stage 4 -Understanding of the process
In order to obtain a better understanding of the process, it was necessary to interview those involved for the creation of frameworks in order to diagnose the opportunities for improvement. As shown in Chart 7 and Chart 8, which present the diagnosis drawn from interviews with process clients:

Stage 5 -Problem analysis
After the process was diagnosed, the improvement team identified the probable causes of nonconformation of the processes, based on the problems (effects) identified in Stage 4 -Understanding the Process. Potential solutions were proposed for the causes mentioned.
Effect 1: Need for rescheduling, shown in Figure 6. Potential causes: • External factors such as other plants with higher priority of shutdown; • Non-approval of the operation crew due to systemic needs; • Priority to UG (generating unit) that has a more serious problem.  • Lack of training to introduce the concept; • In some cases, there is a need for opinion from other areas for decision making. From the causes and effects were raised solutions that were used to define the next phase of creating goals, as described in Chart 9.

Stage 6 -Definition of goals
Firstly, the study was carried out in order to identify critical success factors, which aim to meet the priority requirements identified in the "Importance-Performance Matrix". Clients of the process were consulted about the current performance. It was necessary to know the expectations, needs, quality requirements and the degree of customer satisfaction with the evaluated processes. Some critical success factors (CSF) were identified: • Standardization of the degree of care of the problem found in the GU; • Knowledge of the process; • Quality of service.
From the critical success factors, the goals described in Chart 10 were prepared for the planned shutdown of the generating unit and for the unplanned shutdown Chart 10. Goals.

(CSF) GOALS ACTION DEADLINE
Standardization of the degree of care of the problem found in the GU Improve the definition and understanding of the degree of care by the O&M crews by 50%.
Interviews with involved areas 6 months Knowledge of the process Standarize 100% of the common information.
A study developed together with the sectors involved 1 year Quality of service Improve quality of service by 5% From the application of the manuals and follow-up 1 year Source: Own authorship, 2016.

Stage 7 -Planning the planejamento de improvement alternatives
According to Pereira Júnior (Pereira, 2010), after the definition of the success goals the alternatives of improvement of the process were planned, based on the analysis performed in stage 5.
The improvement opportunities were prioritized, based on the influence they carry out in the process outputs, according to the best level of customer service. An improvement action plan was set up to validate the goals created in stage 6, as described in Chart 11. Chart 11. Improvement Action Plan.

ACTION RESPONSIBLE DEADLINE
Creation of new manuals, containing all the necessary information for the accomplishment of the shutdown, realization of the maintenance and return of the operation to the system for planned and unplanned shutdown At least one representative of each sector In 1 year Training for the employees involved in the process (sectors of system operation, pre-operation, real-time operation, post-operation, maintenance engineering and maintenance execution) so that the procedures are defined at the level of no failures or doubts

Representative of the operation In 6 months
Integration between the areas, where the systemic approach of the process is presented, so that each member knows the importance of their service in the process and can contribute with an overview of the process One representative of each sector, that will serve as a facilitator for the other componentes of his sector In 1 year Availability of human resources. Relocation of personnel or admission of new employees will be necessary to improve the distribution of tasks and not to overwhelm members.
HR and one representative from each sector involved.
As a consequence of the improvement action plan, a change in activities or flow can be made to improve and redesign the improved process as illustrated in Figure 9 and Figure 10.
For the unplanned shutdowns, the main changes were in the improvement of the attendance level due to the creation of the new manuals, thus simplifying the flow and eliminating divergences in the decision-making process. In the case of planned shutdowns, the shutdown scheduling activity has been eliminated, due to the fact that scheduling is already performed at the PTD (Quarterly Shutdown Planning) Meeting.  The changes in the process maps were based on the suggested improvements, where it is noted a significant change in the map of the unplanned shutdown process.