Why Complete Management Development Program?

Present Scenario of Thermal Power Stations

Majority of the CPPs are facing with some or the other problems, which are reducing the profitability of the units drastically. The problems can be listed as..

► Coal handling plant problems

► Condenser vacuum problem

► Boiler related problems

► Turbine side auxiliaries related problems

► Ash handling system related problems etc

However, finally these problems lead to two basic problems. These being either increased forced outages or increased unit heat rate. Apart from these two aspects, the third aspect affecting the profitability of the unit being planned outage factor.

If we study all the success stories all over the world we would find out that the problem is neither with the management nor staff. The problem lies some where else and that is knowledge management.

There are many thermal plants abroad which are shut only once a year that too for planned shut down. Tennacy Valley Power Corp USA, Thermal Units in Japan, Germany & even South Korea.

Lets see what is the opinion of CATZ, the Management Expert from Japan.

What CATZ said is that Management skills can be broadly classified into three basic categories like, Human Relations skills, Technical skills and conceptual skills. The requirements of these skills varies based on the level of management i.e. the Top Management of an organization needs very little Technical skills, but they need very high level of conceptual skills.

However, the junior management needs exactly apposite skills. They need very high level of Technical skills, but very low level of conceptual skills. But all the levels of managements need almost equal amount of human relations skills. Thus, we have to concentrate on all these skills to improve the performance of a Thermal Power Station.

The basic problem with the primary level knowledge as well as with the power industry is that it concentrates more on technical skill development. The conceptual skill development as well as human relation skill development is grossly neglected. Thus, what is required to the CPP industry is a dedicated training program to develop conceptual as well as human relations skills.

Hence we have designed a program to meet this requirement of the industry. The program ensures providing adequate knowledge as well as its implementation in phases.

The program is divided into two phases. First phase concentrates on building human relation skills, where as second phase concentrates on building Conceptual skills and high end technical skills.

In fact, all the thermal units, which improved their performance, have implemented these programs through different methods. However, although the methods were different, the end result was the same i.e. knowledge management. This knowledge then helped them to devise and implement various systems, form various new sections, adopt new methods etc.

We can site some examples. NTPC had established regular knowledge exchange programs through a USAID, a program for which MOU was signed between Govt of India and Govt of USA. Reliance Energy and Tata Power are the highly professional groups and had already established practices for the proper adoption of Human Relation skills. Thus, knowledge management is a regular practice in the industry. Even MAHGENCO has its well established training centers which concentrate on high end technical skills.

However, there is no established common source for all these skills even today in India. Hence we have developed this program, which perhaps is a very good mix of above three skills for management of thermal units. The program starts delivering results even when it is being carried out. However, it takes around one to two years to get full benefit of the program. The results of the program can be measured in terms of improvement in plant performance parameters and can be converted into monetary terms easily. We can even inform the amount of benefit a CPP will get out of this program even before we begin the program. This perhaps can be done only when some plant data is shared with us.

However, the most important aspect of this program is that the benefit accrued through this program is permanent. Plant performance can also be improved without this program. But, it can also deteriorate many a times or it may fluctuate. But on completion of this program the chances of the performance getting deteriorated are negligible or momentary.

The program is titled as “Complete Management Development Program” or short formed as CMDP.

Phase I – Human Relations Skills

Part 1
Training on Self Mgt & Human Resource Mgt Phase

Part 2
Training on Tools for Self and HR Management


Phase II – Conceptual + High end Technical Skills

Part 1
Tools for Plant Performance Optimization + Audit of Phase 1

Part 2
Tools for better Maintenance Management

Part 3
Tools for better administration & Mgt control & improvement

Audit of Phase II after 15 days of training