Southern Company Engineering and Construction Services has been using 3D based design tools for over 15 years. Over recent years, business needs have evolved faster than current technology could support. Due to this deficiency, emphasis was put on People, Process and Technology across the Organization to see where efficiencies could be gained. This presentation discusses these deficiencies, how the deficiencies were addressed and a path forward using AVEVA technology, to support Southern Company's Plants as a Digital Fleet. Presented by: Tim DeWitt—Southern Company Discover how AVEVA can transform your business today www.aveva.com

2. A Journey into the Digital World
Tim DeWitt
January 31, 2017

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A leading U.S. producer of clean, safe, reliable and affordable energy, Southern
Company owns electric utilities in four states, natural gas distribution utilities in
seven states, a competitive generation company serving wholesale customers
across America, as well as fiber optics and wireless communications.
47%
33%
16%
4%
Sources of Generation
Natural Gas
Coal
Nuclear
Hydro/Other
o ~44,000 MW of Generation
o ~80,000 miles of Natural Gas Pipelines
o ~9 million customers
o ~32,500 Southern Company Employees
o ~1,500 Engineering & Construction
Employees
Southern
Company
Who is Southern Company?

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Click to Edit Master StyleTerritory Map

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For more than a century, Engineering & Construction Services (E&CS) has been
designing and building generating facilities and the distribution and transmission
infrastructure to serve the electrical needs of our Operating Companies.
Who is Engineering & Construction Services

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• Success managing large engineering and construction programs
o Efficient deployment of over $16 billion in capital since 2000
o Risk mitigation across the entire fleet of assets
o Consolidated safety program linked to productivity
o Lessons learned transferred to/from projects and operations
o Relationship/volume contract advantages with contractors, vendors and
craft labor
o Owner’s Engineer facilitates decision making
• Deep in-house technical expertise
o Holds vendors accountable
o Translates O&M experience into design excellence
Value Add

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In 2015, E&CS (Technical Services) was facing a lifecycle issue with the current
design software. Our current software provider was phasing out portions of their
product and a decision had to be made on the path forward. After reviewing
current state, it was decided that the People-Processes-Technology synergy
needed to be more aligned
Current business needs evolved faster than the current technology can support,
most notably discovered on the Kemper County Project.
3D Design Tool Challenge

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Click to Edit Master StyleKemper County Project

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Click to Edit Master StyleKemper County Project – Fun Facts
Enough cubic yards of earthwork to construct a 4 foot wide by 1 foot deep sidewalk around
the US starting in Jacksonville, FL and heading to Los Angeles, CA to Seattle, WA to Augusta,
ME and back to Jacksonville, FL!

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Click to Edit Master StyleKemper County Project – Fun Facts
All of the caissons and ACP at Kemper stacked on top of each other would
surpass the altitude from which Felix Baumgartner performed his world record-
breaking skydive by nearly 13 miles!

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Click to Edit Master StyleKemper County Project – Fun Facts
Kemper will have enough cubic yards of concrete to construct the foundations and
inner structure of the St. Louis Arch 2.6 times!
630’
630’

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Click to Edit Master StyleKemper County Project – Fun Facts
Kemper will have enough tonnage of steel to build 85% of the main towers of the
Golden Gate Bridge in San Francisco!
746’
Kemper County IGCC
37,810 tons
Golden Gate Bridge Main Towers
44,400 tons (Both)

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Click to Edit Master StyleKemper County Project – Fun Facts
Kemper will have enough linear feet of piping, including the external gas and
water piping, to span the river distance of the grand canyon!

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• Kemper County project magnified our inefficiencies in our current design tool
and processes
• Document/File based design environment no longer acceptable
• More Engineers and Designers not the answer
• Diminising talent pool in workforce
• Must become more efficient to stay competitive
Awareness

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• Duplication of work
• Design disciplines operating in silos
• Quality reports in a timely manor
• Inconsistent tool kit
• Change management
• Subpar handover to Construction, Startup, and Operations
Significant Current State Deficiencies

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• Upgrade to the new offering from current software provider (this was a
document driven system)
• Consider new design software from a different vendor on a true data driven
platform
Options

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A core Subject Matter Expert team made up of design discipline representation
was put together and tasked with determining the path forward for the
organization taking into account current state deficiencies including the following:
• Design functionality
• Adoption/integration/ease of use
• Strategic partnership
• Support of digital fleet
• Cost
Addressing Deficiencies/Path Forward

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6 month phase consisting of the following:
• Meetings with internal departments
• Meetings with owners and EPCs
• Meetings with software vendors
• Attending conferences
• Studying industry findings
Discovery Phase

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Per the UK building code, 2016 all government procured construction projects
must be delivered using BIM. Signs to come for us in the U.S. We are way
behind the times. We need to do this to survive and exist.
“Typical design, construction, operations and maintenance engineers spend 40-
60% of their time looking for information and validating it”
- National Institute of Standards and Technology Study
Conclusion

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• Narrowed down to 3 software vendors
• Ranked each on 1 - 4 scale
• 1 = Does not meet
• 2 = Poorly meets
• 3 = Fully meets
• 4 = Exceeds
• Categories discipline specific
• Tallied up ratings
Evaluation Phase

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AVEVA
Decision

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For every
Physical Asset…
Future State Overview

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There needs to
be a Digital Asset
Future State Overview

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?
3 categories did not exist
Training Classes – Tiger Team
• SMEs/Admins
• Configuration Team
Requirements
• SMEs/Admins
Configuration
• Admins
• Configuration Team
Execution Plan

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• More collaborative work environment
• Reduced design cost
• Faster, more accurate design to customers
• Ability to expand into other areas in the organization (O&M)
• Skillset diversity
Expected Key Benefits

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• Less drawing time
• More automated modeling
• Electronic report population
• Faster Project initiation
• Collaboration with other disciplines
Expected Gains - Civil

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• Ability to dynamically modify piping systems without redrawing
• Everything is on one platform including scans, Structural, Civil , Mechanical,
and Electrical makes it easier to visualize where production is heading.
• Piping automation is very useful for routing and incorporating changes
• Copying between databases is much easier
• Collaboration with other disciplines
Expected Gains - Mechanical

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• Simplified, validated cable routing
• Flexible reporting
• Quick and accurate cable sizing
• Rapid drawing production for template-based drawings
• Eliminate redundant data entry reducing errors and improving efficiency.
• Collaboration with other disciplines
Expected Gains - Electrical

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• Automated loop development using P&ID integration
• Intelligent hookup details
• Instrument data sheet automation using information from Process Engineer
• Develop instrument index using intelligent P&ID information
• Streamline information sharing between controls and instrumentation
• Ability to copy drawings from an existing project, rename and retag
information, and produce new drawings in a database environment
• Collaboration with other disciplines
Expected Gains – Instrumentation and Controls

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• Significant culture change
• Know the organization’s people and how to manage them.
o Luddites – not willing to grasp or change
o Critical mass – willing but don’t have the skills yet …largest group
o Early adopters – very keen and already up to speed
• Appoint champions in each discipline and select the right project team
• Ensure IT Buy in. Very critical
• Assign a data manager or develop a hybrid department
• Involve all parties at some level from the start (design, construction, startup,
operations, etc.)
Challenges - People

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• Resist using the tools the old way by using proper procedures and processes
• Proper procedures based on lessons learned and support from the vendor
• Keep procedures easy
• Avoid training too soon
• After procedures and processes are in place, conduct audits
Challenges - Process

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• Let the technology work for you. Do not work against the technology
• Do not be alarmed by the software cost
• Buy the right computers
• Have the right infrastructure in place
• Put together the right support team
Challenges - Technology

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Click to Edit Master StyleContinuous Improvement

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Click to Edit Master StyleIntegrated Design Tool Deployment Project

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Click to Edit Master StyleIntegrated Design Tool Deployment Project

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Click to Edit Master StyleIntegrated Design Tool Deployment Project

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Click to Edit Master StyleIntegrated Design Tool Deployment Project

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SMM
E3DP&ID AE AI ENG
Design Modules

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Full Design Integration

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? Click here to contact the team today!
avevaworld.com
@aveva
/aveva

41. Contact Information
Tim DeWitt
jtdewitt@southernco.com
Phone: 205:992-5487