Fort Wayne City Utility Does Quality and Standardization #pauto #autofair
It is impressive to see what a city utility like that of
Fort Wayne, Ind., gets when they employ top flight managers with all the modern
tools. In their discussion at the Water and Wastewater Industry Forum at
Rockwell Automation's Automation Fair, John Clark and Doug Fasick double-teamed
a presentation all about what you get.
Clark, deputy director of capital asset management for Fort
Wayne City Utilities, retired as a group manager with Dana Corporation having
oversight for facilities and maintenance over eight plants. Fasick is a
Certified Energy Manager and is the senior project manager for water pollution
control plant engineering and Three Rivers plant engineering at the City of
Fort Wayne. Together, they've put a plan in place to make the most advantageous
usage of the nearly $1 billion that the City will spend over the next 15 years
to upgrade their soon to be 85 MGD wastewater plant and 72 MGD water filtration
"Because we have a combined sewer," Clark said, "we are
under an EPA negotiated consent decree that fines us whenever we discharge raw
sewage along with our stormwater, and we have an agreed-to timetable to reduce
our annual discharge events from about 75 currently to 5, and eventually to 0."
experience led us to standardize on Rockwell Automation equipment," Clark said.
"Most downtime in the system is due to system failure. Other vendors have had
problems with corrosive atmosphere (chlorine, lime, sulfur dioxide, hydrogen
sulfide), high temperatures and humidity, and we noticed that troubleshooting
time on other products was much higher."
agreed. "Standardizing on one software language and system eliminated training
problems, system confusion, third tier cards and extra programming lines for
system interface. This in turn reduced the cost of programming the automation
we were constructing."
"Standardizing VFD drives across plants allowed us to share
parts and reduce inventory cost," Fasick continued. "We are working with
Rockwell on setting up a parts system where they carry the inventory.
Standardizing on one vendor made possible standardized training across plants,
allowing personnel work at either
plant as work loads demand."
Now here is where Clark's expertise as a heavy industry
facilities manager really starts to be apparent.
"TPM has been implemented at both facilities," Clark said. "CMMS
is used for tracking all levels of work from day-to-day to major construction
projects. We have expanded implementation of total productive maintenance, 6
Sigma, 6S, and other Lean activities in our operations. Kaizen, 6 Sigma, 5Why
and Poke Yoke practices are implemented."
He went on, "Tracking and verification are controlled by
following ISO9001\TS16949 standards, although we have not been audited for
this. We do our own self-audits, but I don't think the difference between us
just doing it and getting the certificate is worth the money."
Clark said, "We have full circle control of our operations
and processes. Our people tell us what works, doesn't work and what is a
problem. Our tracking methods give us the data to analyze what is causing
problems or limiting the level of improvement. Analysis tells us where to implement
improvement processes and where we are ready to reach for the next step of
improvement. We grow better as our process grows and that allows us to handle
the regulatory demand placed on us. Our growth uncovers issues that need to be
addressed. Improvement practices eliminate a major issue by using the standard
practices and procedures we have implemented, especially as regards control
systems. Therefore the utility becomes optimized by being more standardized."