I recently spoke with Users Summit participants about the other side of optimization: getting plant staff to use the technology. As someone who for years has worked with optimizers at the plant level, I’ve noticed that there are several best practices for a successful optimization project.

Set clear goals for the optimizers and communicate them to staff.

The best goal-setting processes involve staff from various disciplines, and that means including control room operators. Management should refrain from being didactic, except for fundamental goals.

It’s also important for management to clearly communicate their goals. For example, is your goal to minimize operating cost? Lower NOx? Communicate – in specific terms – what the plant is trying to accomplish with the optimizers. Generalities such as “controlling NOx” and “running the unit better” often don’t work as well as goals that are more specific such as “better controlling NOx by lowering O2” or “we’re trying to get NOx below .10 lb/mmbtu.”

Be aware of the messages Management telegraphs to personnel about the optimizers.

You know the old saying: “Actions speak louder than words.” Attitudes and behaviors are often set and modeled from the top-down. Management should demonstrate and model the way they’d like plant personnel to interact with the optimizers. If management is hesitant to use the optimizers, doesn’t understand what the technology can achieve, or restricts the optimizer much more than the operators or DCS,  then plant personnel might figure it’s just the “flavor of the day.” Worse, staff might think that it’s just another “toy” that didn’t work.

Create at least two optimizer champions.

We often hear about the importance of having someone to champion an initiative, project, or new technology. Choosing two optimization champions from different staffing areas often works better than having one.  Consider having one champion from management or engineering and one from the operator ranks. If you can find someone from each crew that is interested and likes to interact with the optimizer, even better.

Aim for active vs. passive use

Out of sight is out of mind, and the same goes for optimization technology. Instead of installing the software on a relay room computer or at a seldom used “rover’s desk in the back of the control room,” install the optimizers on computers that are located in the main control location. Also be sure that the optimizer screens are installed on a computer so that they’re a part of operators’ daily workflow. For example, consider installing the optimizers on a dedicated control board/ console screen that stays up around the clock.

Realize that the optimizers are more than engineering tools

Engineers, performance supervisors, and managers are in the plant roughly 40 – 60 hours per week. But operators and some other plant personnel are there 168 hours per week. Even a small improvement in operation and troubleshooting 168 hours per week can make a huge difference.

Make sure users know how to view the optimizer’s goals and limits

A “black box” messing with controls is frightening, especially since the operators are still accountable for unit operation. Thankfully these goals, limits and bias step sizes  are easily visible in ProcessLink®. Make sure that users know where and how to view these important details.

Remember that the optimizers make changes in small increments and at safe intervals, both of which are set by the plant.

If you give operators too much latitude (or the optimizer too little) in the biases then you could risk them not using the optimizer. Too much latitude can be interpreted as management and engineering not trusting the products. Instead, make necessary changes in goals, limits and bias step sizes and watch the results with the operators until stability and trust are established.

Give the users a clear way of identifying and getting issues fixed

If you want users to view the optimizer as a credible tool, create processes (like work orders or emails to performance engineer) for resolving any issues and set deadlines for quick repair. If I&E&C can’t get to it quickly, assign a performance tech or junior engineer. A daily best practice is to have someone ask the operator every day how the optimizer is working. Asking first thing in morning is often best.

Training is good, but coaching is better

Telling people how to use the optimizers is good, but showing them and giving them hands on experience is even better. Spend time in the control room with the users. A sports coach doesn’t do much of their work in a “training session.” Coaching takes time, but installing the system was a significant plant investment. Even a half percent improvement in plant or boiler performance gives a lot of payback.

Expect “unintended consequences”

When people learn to use and watch ProcessLink, they normally identify bad trends, incorrect plant inputs, and sometimes unrealistic operating limits. Some plants experience an increase of work orders on equipment as product usage increases. While this helps in the long run to avoid more costly equipment failures, in the short-term it often means addressing equipment issues that might not have been visible.

Anything else?

Do you have any ideas or experiences for a successful optimization project that you’d like to share? I’d love to hear them as a comment to this blog post.