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Asset Management Applied in Utilities

By Don Angell

Asset Management Applied in Utilities By Don Angell

ComEd Statistics

ComEd Statistics • Peak 24 GW • 3.4 Million customers • 5000 feeders • 800 substations

• Peak 24 GW

• 3.4 Million customers

• 5000 feeders

• 800 substations

• 5,200 miles of 765kv thru 69kV

• Peak 24 GW • 3.4 Million customers • 5000 feeders • 800 substations • 5,200

Evolutionary Progression of Asset Management

Evolutionary Progression of Asset Management Phase C Asset Management •Profit Centers •Business Models •Return on

Phase C

Asset Management
Asset Management

•Profit Centers •Business Models •Return on Assets •Opportunity Driven •Holistic approach to costs

Measures •Overall Revenues

•Life Cycle Cost Analysis •Return on Investment •Performance measures

(i.e

Reliability indexes,

Phase B

Cost Reduction
Cost Reduction

•Reduced operating margins •Reduction of Capital Dollars Spent •Reduction of organizational redundancy

Measures

•Benchmarking •Establishing Goals

Phase A

Cost Containment
Cost Containment

•Cost Center Identification •Budget Conformance

Utility

Asset

Management

operational performance etc.)

•Budget Conformance Utility Asset Management operational performance etc.) 1970’s Late 80’s Time 2000-2002 Future

1970’s

Late 80’s

Time

2000-2002

Future

•Budget Conformance Utility Asset Management operational performance etc.) 1970’s Late 80’s Time 2000-2002 Future

Asset Management

Asset Management Is it Important?

Is it Important?

Asset Management Is it Important?
Asset Management Is it Important?

Results of 1999

Results of 1999 • The ICC and City of Chicago hired consultants to evaluate everything ComEd

• The ICC and City of Chicago hired consultants to evaluate everything ComEd did and is doing.

• Corporate imagine severely damaged

• Estimated cost of new facilities 200 M+

• Loss of management - multiple re-orgs

• Low employee moral

damaged • Estimated cost of new facilities 200 M+ • Loss of management - multiple re-orgs

Lessons Learned

Lessons Learned • Asset management was not implemented correctly – Lack of focus – Poor analysis

• Asset management was not implemented correctly

– Lack of focus

– Poor analysis of data

– Cost reduction was done incorrectly

was not implemented correctly – Lack of focus – Poor analysis of data – Cost reduction

Today’s Asset Management

Starts With

Today’s Asset Management Starts With • Organization – Employees • Processes – Procurement – Installation –
Today’s Asset Management Starts With • Organization – Employees • Processes – Procurement – Installation –

Organization

– Employees

Processes

– Procurement

– Installation

– Operation

– Maintenance

Technology

Organization – Employees • Processes – Procurement – Installation – Operation – Maintenance • Technology

Asset Management is not

CMMS

Asset Management is not CMMS Asset Management is the balance of Availability Risks Costs
Asset Management is not CMMS Asset Management is the balance of Availability Risks Costs

Asset Management is the balance of

Availability

Asset Management is not CMMS Asset Management is the balance of Availability Risks Costs

Risks

Costs

Asset Management is not CMMS Asset Management is the balance of Availability Risks Costs

What is Asset Management?

What is Asset Management? • Planning the long term success of the business • Fully integrating

• Planning the long term success of the business

• Fully integrating processes that are financially based for

• Engineering

• Operating

• Maintaining

the business • Fully integrating processes that are financially based for • Engineering • Operating •

Asset Management Types

Asset Management Types – Strategic management • Economics • Reliability/System Performance • Risk based- Can’t

Strategic management

• Economics

• Reliability/System Performance

• Risk based- Can’t do everything to everything

Tactical management

• Specific programs for equipment types

• Results in Generating work tasks

to everything – Tactical management • Specific programs for equipment types • Results in Generating work

Strategic Management

Dollar Vs Risk

Strategic Management Dollar Vs Risk • Capital Economics – Optimization of the facility • Cradle to

Capital Economics

– Optimization of the facility

• Cradle to grave

O & M Economics

– Short - term value

• Repair to repair

– Optimization of the equipment's reliability

• RCM

• Six sigma

– Short - term value • Repair to repair – Optimization of the equipment's reliability •

Tactical Management

Tactical Management Performance Vs. Work Task Generation • Specific Maintenance Programs that produce work tasks –

Performance Vs. Work Task Generation

• Specific Maintenance Programs that produce work tasks

– Oil analysis

– Power Factor Testing

– Online monitoring

– Monthly inspections

– Overhauls

– Spare parts

– Oil analysis – Power Factor Testing – Online monitoring – Monthly inspections – Overhauls –

When to spend Capital $ on

When to spend Capital $ on Existing Equipment? • Ideally Never • But in the real

Existing Equipment?

When to spend Capital $ on Existing Equipment? • Ideally Never • But in the real

• Ideally Never

• But in the real world

– Safety

– Legal

– Failed Equipment

– Economics - cost more to repair or maintain than replace

– Reliability - risk is to great to business (Politics etc.)

Economics - cost more to repair or maintain than replace – Reliability - risk is to

When to spend O&M $ on

existing Equipment?

When to spend O&M $ on existing Equipment? • Always - minimum level to maintain system
When to spend O&M $ on existing Equipment? • Always - minimum level to maintain system

• Always - minimum level to maintain system

Real Question

• What is the minimum level of $ to achieve the desired reliability? Possible Answer

• RCM methods to determine maintenance tasks

the minimum level of $ to achieve the desired reliability? Possible Answer • RCM methods to

Example

Example • 143 bus outages in 2001 • Impact to 466,000 customers • 18% of system

• 143 bus outages in 2001

• Impact to 466,000 customers

• 18% of system SAIDI

• Need to reduce to less than 40 per year

bus outages in 2001 • Impact to 466,000 customers • 18% of system SAIDI • Need

Normalized Bus Outages by Cause - 2001

Defective

Equipment

18%

Relays

16%

by Cause - 2001 Defective Equipment 18% Relays 1 6 % Circuit Breakers 22% Loss of

Circuit Breakers

Defective Equipment 18% Relays 1 6 % Circuit Breakers 22% Loss of Supply 5% Weather 1%

22%

Loss of Supply

5%

Weather

1%

Human Performance

18%

Foreign Interference

20%

18% Relays 1 6 % Circuit Breakers 22% Loss of Supply 5% Weather 1% Human Performance

Applying Strategy Example

Applying Strategy Example • Reduce outage by 50% in three years • Continue to reduce O&M

• Reduce outage by 50% in three years

• Continue to reduce O&M costs by 5% per year

• Develop ways to analyze data to determine tactical programs

• Review maintenance issues

• Review Technology

• Determine to replace of repair

data to determine tactical programs • Review maintenance issues • Review Technology • Determine to replace

Example - Tactical

Circuit Breakers

22%

Example - Tactical Circuit Breakers 22%
Example - Tactical Circuit Breakers 22%

Tactical Management Example

Tactical Management Example • Implement yearly breaker timing • Refurbish AC 4kV breakers • Refurbish GE

• Implement yearly breaker timing

• Refurbish AC 4kV breakers

• Refurbish GE 12kV breakers

• Develop training

• Review current breaker maintenance program for effectiveness

• Refurbish GE 12kV breakers • Develop training • Review current breaker maintenance program for effectiveness

Projected Outcome for

Projected Outcome for Number of Outages 160 140 120 100 80 60 40 20 0 2001

Number of Outages

Projected Outcome for Number of Outages 160 140 120 100 80 60 40 20 0 2001
160 140 120 100 80 60 40 20 0 2001 2002 2003 2004 Events 143
160
140
120
100
80
60
40
20
0
2001
2002
2003
2004
Events
143
128
103
82
Outcome for Number of Outages 160 140 120 100 80 60 40 20 0 2001 2002

Projected Outcome to Customers

Projected Outcome to Customers 500,000 400,000 300,000 200,000 100,000 0 2001 2002 2003 2004 Customers 466,000
500,000 400,000 300,000 200,000 100,000 0 2001 2002 2003 2004 Customers 466,000 419,000 336,000 268,000
500,000
400,000
300,000
200,000
100,000
0
2001
2002 2003
2004
Customers
466,000
419,000
336,000
268,000
Interrupted
400,000 300,000 200,000 100,000 0 2001 2002 2003 2004 Customers 466,000 419,000 336,000 268,000 Interrupted

Summary

Summary Key Elements of Asset Management • Return on Investment - Performance Level Expected • Strategic

Key Elements of Asset

Management

Summary Key Elements of Asset Management • Return on Investment - Performance Level Expected • Strategic
Summary Key Elements of Asset Management • Return on Investment - Performance Level Expected • Strategic

• Return on Investment - Performance Level Expected

• Strategic Management

• Good Tactical Management Programs

• Good Business Practices & Processes

Level Expected • Strategic Management • Good Tactical Management Programs • Good Business Practices & Processes