Maximo User Group Presentation October 26 2010 Epic Energy’s CiM Installation

1. Maximo User Group Presentation October 26 2010 Epic Energy’s CiM Installation

2. Introduction • Epic Energy Overview • How Epic Uses Maximo • Using Maximo • CiM Suite for Planning and Scheduling • Changes and Improvements • Conclusion

3. Epic Energy’s Operations • Epic Energy is wholly owned by Hastings Diversified Utilities Fund (HDUF) which was listed on the Australian Stock Exchange in December 2004 • Epic Energy owns and operates around 2,456 km of gas transmission pipelines in QLD, SA and WA • South West Queensland Pipeline (SWQP) • Moomba to Adelaide Pipeline System (MAPS) • South East Pipeline System (SEPS) • Pilbara Pipeline System (PPS) • Epic Energy maintains 658 km of pipelines on behalf of other owners • 104 national employees and head office in Melbourne • Operations and maintenance personnel based in Adelaide and Wallumbilla with fly-in fly-out operations along MAPS & Charleville • National 24 hour control room located in Melbourne head office

4. Epic Energy Pipelines

5. How Epic Uses Maximo • Epic Energy has been using Maximo since 2000. • It is used for the following: • Planning and Scheduling • Work Order Management • Stores and Inventory • Purchasing • Forecasting large maintenance tasks and projects • Tracking costs for projects • Ensuring compliance against regulations, standards and licences

6. Using Maximo • Throughout our recent upgrade from V4 to V7, it became obvious one of the most time consuming aspects of our use of Maximo was the scheduling of work orders. • It was estimated planners were spending a week a month on the planning and scheduling of work orders • Due to the way the pipelines are operated and the remote location of some of the maintenance crews, exact planning and scheduling of work orders is paramount to the way Epic operates.

7. Using Maximo • Epic’s planning and scheduling philosophy is: • All crews receive fortnightly work packs • Works must be completed on the day they are scheduled with some exceptions eg weather issues, breakdowns, unplanned events etc • One day per week is left unscheduled to allow for the rescheduling of work orders • Daily meetings are held between planners, team leaders and the control room to discuss the day’s maintenance and any issues. Work packs are updated daily to reflect any changes

8. Using Maximo • Some of our more unique planning and scheduling challenges include: • Remote work force, spread out over hundreds of kilometers of pipeline • Logistics of moving people and parts to sites • Location of tools and equipment • Weather issues • Recent upgrade from V4 to V7 has taken some getting used to • Multi-discipline work force (civil, comms, mechanical, electrical and CP) • Complex sites and systems to maintain • Stringent Acts, Standards, Regulations and Licences to adhere too • Different crews and working conditions – roster and day crews

9. CiM Suite • Due to the complexities of the planning and scheduling process, the one area we felt we need to speed up areas which were time consuming to allow the planners to focus on other areas. • The CiM suite allowed us to solve many of the dilemmas we faced which standard Maximo didn’t offer solutions in. • The CiM product is made up of four modules. Visual PM, Visual Calendar, Visual Scheduler and Visual Assignment. • It was the best fit for our current set up and data

10. Visual Calendar • Visual Calendar allows us to assign each of our maintenance staff to a crew and plan according to the conditions of their crew. • Visual Calendar allows the team leaders to update staff’s availability and the planner’s to adjust the schedules accordingly. • It accounts for leave, training and sick leave. • It also shows the number of each hours each staff member works per day to ensure we plan an appropriate amount of work for them

11. Visual Calendar

12. Visual PM • The Visual PM module allows us to view our maintenance plan as grid. • By showing when each task is due on a particular asset, we can look at creating efficiencies by grouping certain tasks • It also assists us with looking at times of the year which are maintenance heavy and we are able to better balance the work loads • It has also allowed us to forecast when certain tasks will be due, such as major engine overhauls, which assists with budgets, forward planning of logistics, impact on other maintenance, resources and lead time on materials and supplies.

13. Visual PM

14. Visual Scheduler • Visual Scheduler is used primarily by the planners to create work packs. • All of our maintenance staff are broken in to different crews, depending on their location and work arrangements eg roster or day crews. Work packs are created by crew. • Visual Scheduler allows us to look at the work based on work orders or by assets. • It enables us to effectively manage our back log of work orders • Work is planned by craft, not person and is based on the number of hours each task takes. Using the job plans, we are able to show where tasks require more than 1 person or take more than 1 day to complete. • The simple ‘drag and drop’ method, rather than changing each work order’s scheduled start date of has saved us an enormous amount of time

15. Visual Scheduler

16. Visual Assignment • Visual Assignment is used by the team leaders of each crew to assign the work orders to the specific members of their crews • We now have the ability to assign multiple people to the same work order, as many of our tasks are done by 2 people for safety reasons. • All of the maintenance staff’s start centre’s were updated to reflect their ‘assignment’ rather than the ‘owner’. Owner has been removed.

17. Visual Assignment

18. Changes to the System • In order for this new system to work properly, we had to make some minor changes to our system and the way we use it. • All job plans had to be a single line and not reference a task line number • All job plans had to have accurate planned labour • All work orders entered manually had to have planned labour and a task line • Work orders have to be INPRG for them to appear in Visual Assignment Education and vigilance by the team leaders has meant this has been a relatively smooth process

19. Improvements • Planners have been able to cut down on the amount of time spent manually manipulating data in Maximo • Team leaders have been able to play a more active role in the work their crews carry out • Data has become more accurate and reliable • This has allowed us to review our resource requirements and resource levels which has lead to the creation of more maintenance roles in strategic areas. • Increased communication between planners, team leaders and maintenance staff . • Better, more accurate planning and scheduling, which makes for happier maintenance staff

20. Conclusion • Our installation of the CiM suite required minimal data changes and took around a month of installation, testing and roll out • We have been able to free up around a week a month for the planners to focus on other areas • It has highlighted many holes in our data, enabling us to make our system more accurate, which has lead to having a better understanding of our resourcing requirements • Planning and scheduling of works is more accurate and efficient.