Gustavo Luengo Investment Planning and Management of ......This contracting policy has been proven...

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ABB Colloquium 2002

Investment Planning and Management of Network AssetsNo. B.2.1

Gustavo Luengo

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Agenda

1.- Effective Assets Management

3.- RCM: Optimized Maintenance Strategy

6.- Reference Projects

4.- Optimized Maintenance IT Tools

2.- RBP: Risk Based Planning

5.- Conclusions

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Index





5.- Conclusions


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The Electricity sector environment....

The old “good times”.... Energy: (r)evolution worldMonopoly/Oligopoly MarketAbsence of “real” competitorsLong term relationship with “consumers”Competitive advantage based on technical excellencyVertical Integration in Value ChainLong-term planning based on “risk averse” methodology

Liberalized marketsPressure on incomesReal CompetitionVertical unbundling

Free access to third-party networksNeed for “service improvement” (customers vs consumers)

¡…But this is the PAST …!¡…But this is the PAST …! New situation New situation -- rules rules -- Solutions!Solutions!

BUSINESS STRATEGY MODIFICATIONBUSINESS STRATEGY MODIFICATION

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Utility Value Chain

Real benefits:Savings in the asset management process

Support Processes(e.g. supply management, human resources

management, marketing)

Support Processes(e.g. supply management, human resources

management, marketing)

Asset Management

Energy Management

Diagnostics,network optimization,Common investment and maintenance strategy

Technical executionaccording to customer’srequest

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The challenge...

100%90%80%70%60%

Availability

Costs

Time

StrategicGap

Cost Reduction improving overall Availability

Competitive AdvantageCompetitive Advantage

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The historical “factors” managing…budgets

Cost-Drivers Income-Drivers

Assets Investments (Planning)

Assets condition (Maintenance)

Assets scheduling (Operation)

Demand (Forecast)

Reliability & PQ (Commitment)

Availability (Optimization)

Part of the Cost (€) is not transformed

in Income driver (€)

€

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Leading practices over Asset Management

EVALUATE

• Regulatory “Framework” Analysis.

• “Best-practices” benchmarking

INTEGRATE

• Strategic Planning (CAPEX).

• O&M strategy optimization (OPEX)

• End-of-life strategy (retrofit, replacement, etc)

ABB Concept:

“Asset Management”

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Links and feedbackMaintenance strategy reduces reliability risks over Network operation

Network Maintenance

Regulatory framework

Network Development

Risk based Planning allows to reduce OPEX and CAPEX investments

Changes on Regulatory framework modify Assets Management strategy

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The new integrated evaluation...

Cost-Drivers Income-Drivers

Demand

(Forecast)

Reliability & PQ (Commitment)

Availability (Optimization)

Assets Management

(Planning, Maintenance,

Operation)Added Value (€)

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The new Utility´s “stakeholders”…

“Stakeholders” Typical demandsCustomers Service reliability, good service standards,

fair price, no discriminationShareholders Return on investment, impact on company

imageRegulator Standards of service, compliance, price

reviewsStaff Company direction and performance, morale,

rewards, employment prospectsCommunity Environmental issues

Pressure Groups Political, environmental issues, company plans, energy efficiency

Capital markets Solid sheet balance and sound strategic plan

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The three “layers model”

Asset Manager

Service Provider

Raising and managing capital, assessing regulatory management

Asset Owner

What to do with the assets (long-life cycle)

Improve the quality/efficiency of the

work. Share risks on assets performance

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Tasks and deliverables

Assets Management will enable us to:

Maximize performance of existing asset baseRespond to aggressive regulatory pressure on costsAccommodate the rising expectations of the “customers”Obtain value for money from investmentRelease share holders value

Assets Manager Tasks:To define assets strategiesTo determine network policyTo determine investment prioritizationTo set system performance and cost targetsTo contract with internal/external Service ProvidersTo outsource as appropiate

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From strategy to engineering decisions…

Asset Management Processes

(an Assets Manager´s Toolkit)

Asset Management

Life-cycle Phases

(an Asset’s Development)

Business

KPIs

(deliverables)Deliverables

How to do it

Engineering decision making !!

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The Assets Manager toolkit….

Asset Management Processes:

Risk Analysis / Risk managementMaintenance and Investment strategiesDevelopment / Design standardsServices Suppliers partnershipFailure InvestigationPerformance Analysis

Risk based Planning

Reliability Centered Maintenance

Performance Based Contracts

IT Platform (data handling)

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5.- Conclusions


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Risk based Planning

A typical scenario:Lack of sufficient budget to design for two Q´s (Quality and Quantity) in combinationCombination of capacity and configuration “shortfalls”Aged equipment contributes, but..A biggest problem uses to be an obsolete system configurationA deterministic criteria was used for network planning (N-1, N-2)System can deliver the MW or the required reliability, but not both at the same time

Demand

Rel

iabi

lity

Low

Hig

h

Low HighEnergy

Profile of what the system could do

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Risk based Planning

The alternative approach...Planning based on constrained budget (growth USD$ vs. reliability USD$)Risk assessment from economical and technical viewpointsEvaluation of expanded dependence on an integrated planning of feeders with substations and transmission networkProbabilistic approach (reliability and probability of scenarios are embedded in the planning process)“Two-Q” plan maximizes system´s ability to serve the load with the reliability required under a constrained budget ABB Utility Distribution Solutions

H;/ho me/tti/e ps/sub directo ry/filena me 1 1/5/9 7 22

Combined Substation-Feeder System

Northwest Chicago3 Substations90 feeders(Ultimate = 4000 feeders)

Shaded by Outage HoursRed indicates “Hot Spots”Blue indicates “Cool Spots”

ABB Utility Distribution SolutionsH;/ho me/tti/e ps/sub directo ry/filena me 1 1/5/9 7 20

Substation Reliability (Before and After)

0.1

1

10

100

1000

10000

Apt

akis

ic

But

terfi

eld

Sho

rew

ood

Mat

teso

n

Cro

sby

Han

over

Mou

nt P

rosp

ect

Zion

Cry

stal

Lak

e

Glid

den

Buf

falo

Gro

ve

Goo

se L

ake

Bel

vide

re (3

4.5

kV)

Pal

atin

e

Bel

vide

re (1

2.5

kV)

Arc

her

Gle

ndal

e H

eigh

ts

Nor

thw

est

Dix

on

Fran

kfor

t

Alp

ine

Arli

ngto

n

Wes

t Chi

cago

Nor

dic

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view

Hill

cres

t

Hou

rs p

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ear

Equipment Above NameplateCustomer Interruptions


Central System Backbone

• 138-kV System• 69-kV System• High Voltage

Switchgear• 12.5 kV Switchgear


Details of Downtown Area

Reliability Analysis of Central System• 138-69-substation-feeder breaker• based on design standard LDC• assumes good equipment conditions

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5.- Conclusions


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RCM: Optimize Maintenance Strategy

RCM is a process that combines and utilizes inspection, testing, power system studies and diagnostic data to make timely decisions regarding operational strategies and maintenance needs of critical systems and equipmentRCM processes are designed to improve operational efficiency and equipment reliability, reduce maintenance, and maximize ROA (return on assets)

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Development of Maintenance StrategiesHigh

Low

Equipment availability

Maintenance based on risk and reliability(RCM-RBM) Maintenance based on

condition(CBM)

Maintenance based on time

(TBM)Maintenance

based on events

(Corrective)

HighLow Maintenance Cost

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Reliability-Centered Maintenance (RCM)

Equipmentmonitoring

Inspection,diagnostics

Reliability calculation

Technicalcondition Importance

Risk management

& maintenance planning

Reliability-centeredmaintenance

Experience,subjective

assessment

Risk Management

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Designing the Maintenance Strategy based on RCM

To define maintenance actions per equipment type

To determine real condition and importance of each equipment

To determine maintenance needs based on previous assessment

ObjectiveAssessment of equipment

Equipment impact on system

reliability On-line

monitoringField audit and

diagnosisHistorical records

Assessment of equipment importance

Assessment of equipment condition

Maintenance strategy based on “trade-off” risk vs. reliability analysis

Definition of Maintenance strategy

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Condition and Importance factorsEvaluating Criteria Equipment

Con

ditio

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ondi

tion

Equipment ageNumber of operations per yearType of operating mechanismOperational experience with similar equipment Diagnosis resultsService Expertise of utility's personnel...

Impo

rtan

ceIm

port

ance

Failure rateRepairing and Service replacement time Curtailed loadEconomical Impact

Non Served EnergyRegulatory claims

Social Impact...

Hig

h Vo

ltage

Hig

h Vo

ltage Breakers

Power TransformersSectionalizersMeasure Equipment

Med

ium

Vol

tage

Med

ium

Vol

tage SwitchyardBreakers

TTs CTsReclosers / sectionalizers,...Power transformers

Line

sLi

nes

FundingTowers / PolesconductorsGround WiresIsolators

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Maintenance Planning

Condition

Importance

TBM/CBM

Replacement

Inspection, Corrective Maintenance

10 20 30 40 50 60 70 80 90 100

10

20

30

40

50

60

70

80

90

100

d

Priority+

-

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Maintenance Improvement

Potential Improvement

Area 1 Substation

Area 2 Substation

RCM / RBM

Actual Situation

Trade-off:

• Local Area service quality

• Needed investment for service quality

Cost

Availability

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Maintenance contracting portfolio (scheduling)

A possible “contracting portfolio”

Others“Cost+margin” Objective

Agreements based on service quality

Fix price contracts according with market

conditionsContracts defined on time&material basis

Guaranteed price plus bonus/penalties scheme

Risk/profit is shared among the utility and contractorThese contracts are defined under the assumption to become an “improvement incentive” both for external and own maintenance staffThis contracting policy has been proven in very competitive industries like petrochemical, pulp&paper, automotive, steel, and energy utilities in liberalised marketsIn our opinion, maintenance contracts based on quality service (PBC) will be one of the main issues to compare contractors in the mid-term

Contract based on cost/service objectives

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Summary: Maintenance management System

CONTRACTING/FULFILMENT

Awarding Process

Order fulfillment

Acceptance Process

Invoicing / Payment

ANALYSIS/FOLLOW UP MODULE

EQUIPMENT DIAGNOSTIC

SYSTEM ANALYSIS

IMPROVEMENT OPORTUNITY

OPEX /CAPEX IMPROVEMENT

Maintenance Strategy (RCM, TBM,…)

Improvement Opportunity Assessment

Yearly Investment Plan BUDGET

MANAGERS TARGETS

EQUIPMENT FAILURE

QUALITY INDEXES

REGULATORY ISSUES

LOAD FORECAST

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5.- Conclusions


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Utility. IT Tools

FULL-INTEGRATED UTILITY MANAGEMENT SYSTEM

ADBASSETS

DATA BASE

DISTRIBUTION MANAGEMENT SYSTEM

Network Construction

Network Operation

Network Maintenance

Energy (water, gas) Trade

PLANNING

SCADA

GIS / GPS

FORECAST

MSA

AUXILIARY TOOLS

UTILITY MANAGEMENT TOOLSHHRR ERP MARKETING S&A

INTE

RN

ETEX

TER

NA

L IN

TER

FAC

ES

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Maintenance. IT Tools

Increased Business PerformanceMore efficient data collection processes (increased productivity)Improved sharing and integration of real-time information for making faster and more effective operational and maintenance decisionsIncreased efficiencies by deploying standard business practices across the enterpriseEconomies of scale by developing re-usable solutionsReduced IT costs for application deployment (Web enabled)

Increased Return on Assets (ROA)Increased asset performanceIncreased equipment reliabilityReduced equipment failuresReduced O&M costs through maintenance optimizationReduced capital expendituresExtended equipment life

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Maintenance. IT Tools. ABB VisionABB Tools (Web enabled- ASP)

Data acquisitionInformation storage & integration

Data analysis Maintenance Strategy Definition

Maintenance control & Scheduling

e-PAT CALPOS® -Main SAP®Asset Sentry TM

DB

Replacement

MaintenanceDB

Inspection

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Maintenance Data Management IT Tools

Work ManagementData

Management Asset Sentry TM

Risk Management

Calpos Main ®

Financial Management

On-line Data

Inspection Data Diagnostic

Data Planning Scheduling

Parts/ Inventory Labor

Tracking

Strategy (RCM)

Continuous Condition data

Work status Cost Information

Work Order Triggers

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Maintenance Data Management IT Tools

GIS (Smallworld®)

ERP(SAP®)

CRM

DataWarehouse(Oracle®)

Cal

l cen

ter

SCADA

Planning Tool

Data Management (Assets SentryTM)

Risk Management(Calpos® Main)

Operation

Planning

Scheduling/Management

Power Delivery Optimizer, PDOTM)

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Index





5.- Conclusions


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Conclusions

To cope with current requirements of the different “stakeholders” of T&D Companies in liberalized markets a full “assets management concept” must be developed and implementedThis concept allows to determine the investment prioritization, performance and cost targets,asset´s “career”, as well as to obtain added value for money from investmentsThis concept must integrate the following existing functions: investment planning, analysis of regulatory framework, operation&maintenance and the assets end-of-life policyThe practical ABB solution consist on risk based planning (RBP),reliability centered maintenance (RCM), performance based services contracts (PBC) and IT solutions for data handlingThis solution has been successfully proven in a wide variety of different utilities

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Index





5.- Conclusions


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Back-up

CUSTOMER

Consulting

Technical ConsultingIT ConsultingBusiness Consulting

Asset Assessment

Field auditDiagnostic

Field Services

Spare partsErection & commissioning Repair worksMaintenance contracts

Standard coursesTailored coursese-learning

Training

Asset Management

OPEX improvement CAPEX planningPerformance Based Contracts

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Ref#1: Confidential. Improvement of PracticesEuropean utility was under a very big pressure about power quality supply issues

This was a multi-faced problem (technical, political, ..) that has forced top managers to be deeply involved

This Utility selected ABB Utility Partners to analyze the situation, as well as to issue any affordable recommendation to improve practices on CAPEX and OPEX management

Troubled distribution area accounts for 50% of total utility market, and about 20% of the whole country market

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Ref#1: Confidential. Improvement of Practices

TASKS

Independent Audit of assets management practices (planning, engineering, maintenance, operation). Benchmarking with other leading markets (Europe and USA).

Planning and Reliability network Assessment on several pilot areas(EHV, HV and MV). Quality indexes benchmarking with other leading markets (Europe and USA).

Field diagnosis and inspection for “critical” EHV/HV, HV/MV substations.

Definition of Action Plan to increase “real and perceived” quality service as well as Asset Management practices.

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Evaluation process

Work Scheduling

Asset Management Benchmarking of

Practices

Quality Indexes & Regulatory Issues

BenchmarkingCRM Investigation:

Power quality enhancement trends

PO&M Integration and Optimization process

HV-MV Network Planning

Assessment. Y01-Y05

HV-MV Network Reliability Assessment.

Fulfill Regulatory Requirement

Substation diagnosis (on site).

“Critical nodes”

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TASK:

g To compare utility current practices with other US and EUR “best-practices” utilities (planning, maintenance, operation and engineering).

METHODOLOGY:

g To build up a join team (ABB-Utility) in order to gather all available information.

g Benchmarking on technical and regulatory issues.

g Implementing a virtual, web based, working space for global resources usage (e-Consulting) .

RESULTS:

g Criteria and/or Practices modifications, enhancements and trendsrecommendations.

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TASK:

g To evaluate Customer Relationship Management trends in terms of power quality enhancement.

METHODOLOGY:

g Independent review of Utility actions about “Power Quality issue”.

g Identification and Description of concrete solutions regarding customer needs.

g Using a virtual, web based, working space (e-Consulting) for global resources cooperation.

RESULTS:

g General recommendations including CRM structure, “system” solutions and “equipment” solutions

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Ref#1: Confidential. Improvement of PracticesTASK:

g To assess the actual network operation and “architecture”

g To rank the “most needed” investment projects

METHODOLOGY:

g Pilot area definition to assess all different Network characteristics (EHV transmission network, subtransmission network, urban&rural distribution, etc)

g Load-flow, contingency and reliability analysis

g Assessment of Planning, Operation and Regulatory criteria fulfillment in the existing network

RESULTS:

g Recommendations about ranking network investment and their optimal scheduling

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Ref#1: Confidential. Improvement of PracticesTASK:

g Real condition assessment and Engineering and Construction Criteria fulfillment

METHODOLOGY:

g Definition of critical or representative substations based on operational “importance” (RCM strategy)

g On-site technical audit: layout, control&protection system, auxiliary services, main equipment condition,...

RESULTS:

g Risk assessment based on facility condition.

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Ref#2: EEO (EL Salvador). Investment Planning

Overview Scope & Task

• Centro-American Utility acquired by US utility

• Big problems upon load growth

• Huge Reliability and Power Quality penalties

• Medium-term investment tighten by external factors

• Definition of Emergency Investment plan (1 year) and Medium Term (2000-2005) Investment Master Plan.

• Assessment of network operation and planning

• O&M Policy review

• Field Diagnosis of main facilities

Results

Power Quality indexes improvement

System operation optimized in a five years horizon.

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Network Operation Analysis

Investment Planning

O&M Policy assessment

Load Forecast

Macro-Economic Analysis

System Diagnosis through Pilot Area definition

“1-year” Investment Planning

Turn-key Projects

Master Plan

(5 years) development

O&M Contracts

Work-flow / decision- flow

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TIEPI / NIEPI Evolution Income Drivers for 2001-2005. Influence

20011999 2003 2005

3,61

2,612,81

2,24

0,76 0,55 0,690,54

Losses:11 %

Penalties49 %

Load Growth:40 %

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Ref#3: Pfazelwerke (Germany). O&M OptimizationPfazelwerke, GermanyProblem

Cost pressure in the recently liberalized European market

First customers lost to competitors due to own high tariffs

Comparably high maintenance budget

Loss of technical know-how due to early retirement of most experienced employees

SolutionSystematically reduce maintenance costsvia asset assessment and diagnostics and

implementation of RCM concepts

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Ref#3: Pfazelwerke (Germany). O&M Optimization

Customer equipment assessment:

Introduction and customising of e-Pat

Training of customer employees in e-Pat usage

Data transfer via distributed computers and

Internet

8000 single equipment assessed in 9 weeks

Comparison with existing NMS (NIPS) and

creation of an updated database

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Equipment diagnostics:

Oil samples of power transformers

(DGA, Physical, Furfural)

Switching time of CB´s, SF6-humidity, oil samples

Partial discharge measurement on power transformers

C-tan-delta measurement on power transformers

Infrared thermography

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Implementation of Risk Management Tool

Implementation of software tool CALPOS MAIN

Development of additional modules for equipment

assessment

Customising of condition assessment and importance

Training of customer employees in CALPOS MAIN

Delivery of a new Maintenance and Investment Strategy

With up to 70% cost reduction

Flexible (TBM, CBM, RCM) and adjustable to customer

needs

Importance

Con

ditio

n

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5,76

3,42

1,73

Advanced: CBM Optimum: RCM / RBMTraditional: TBM

40 %

70 %

Maintenance Costs depending on Adopted Strategy (M$)


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Ref#4: Confidential (America). Assets Management

Distribution utility Acquisition opportunity for new investors. Looking for short and medium term performance improvement

Assets management Agreement agreement with ABB based on PBC scheme.

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ACTIVITIES

Phase I: CONSULTING

• Asset Assessment

• Network Analysis

• Asset Management audit (based on benchmarking procedures)

• Regulatory risk assessment

• PBC proposal (development)

Phase II: O&M Service Agreement

• Complete CAPEX and OPEX management

• Business plan development. Including planning , maintenance, commercial,...

• Refund model based on Reliability Quality Index

• 5 years contract

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ESTRUCTURE

PROJECT MANAGER

TECHNICAL AREA

STEERING COMMITEE

ABB

Expertise “BackOffice”

INTERNAL PROCESSES AREA

COMERCIAL AREA

REGULATORY AREA

Investor

Utility

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Back-up

SavingPotential

Degree of Partnershiphigh

high

Consulting:Technical, Business, IT

Utility Partnership:Long term service contracts

How much do you want to save?

Utility Partnership:Performance based contracts

Utility Partnership:Outsourcing

Investment Planning and Management of Network AssetsNo. B.2.1AgendaIndexThe Electricity sector environment....Utility Value ChainThe challenge...The historical “factors” managing…budgetsLeading practices over Asset ManagementLinks and feedbackThe new integrated evaluation...The new Utility´s “stakeholders”…The three “layers model”Tasks and deliverablesFrom strategy to engineering decisions…The Assets Manager toolkit….Risk based PlanningRisk based PlanningRCM: Optimize Maintenance StrategyDevelopment of Maintenance StrategiesReliability-Centered Maintenance (RCM)Designing the Maintenance Strategy based on RCMCondition and Importance factorsMaintenance PlanningMaintenance ImprovementMaintenance contracting portfolio (scheduling)Summary: Maintenance management SystemIndexUtility. IT ToolsMaintenance. IT ToolsMaintenance. IT Tools. ABB VisionMaintenance Data Management IT ToolsMaintenance Data Management IT ToolsIndexConclusionsIndexBack-upRef#1: Confidential. Improvement of PracticesRef#1: Confidential. Improvement of PracticesRef#1: Confidential. Improvement of PracticesRef#1: Confidential. Improvement of PracticesRef#1: Confidential. Improvement of PracticesRef#1: Confidential. Improvement of PracticesRef#1: Confidential. Improvement of PracticesRef#2: EEO (EL Salvador). Investment PlanningRef#2: EEO (EL Salvador). Investment PlanningRef#2: EEO (EL Salvador). Investment PlanningRef#3: Pfazelwerke (Germany). O&M OptimizationRef#3: Pfazelwerke (Germany). O&M OptimizationRef#3: Pfazelwerke (Germany). O&M OptimizationRef#3: Pfazelwerke (Germany). O&M OptimizationRef#3: Pfazelwerke (Germany). O&M OptimizationRef#4: Confidential (America). Assets ManagementRef#4: Confidential (America). Assets ManagementRef#4: Confidential (America). Assets ManagementBack-up

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