asset management applied at utilities
TRANSCRIPT
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Asset Management Applied inUtilities
By
Don Angell
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ComEd Statistics Peak 24 GW
3.4 Million customers 5000 feeders 800 substations
5,200 miles of 765kv thru 69kV
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Evolutionary Progression of Asset
Management
Late 80s 2000-20021970s
Reduced operating marginsReduction of Capital Dollars SpentReduction of organizationalredundancy
UtilityAsset
Management
Time
Profit Centers
Business ModelsReturn on AssetsOpportunity DrivenHolistic approach to costs
Phase A
Cost Containment
Phase B
Cost Reduct ion
Phase C
Asset Management
Future
Cost Center IdentificationBudget Conformance
Measures
BenchmarkingEstablishing Goals
Measures
Overall RevenuesLife Cycle Cost AnalysisReturn on InvestmentPerformance measures (i.e.. Reliability indexes,operational performance etc.)
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Asset ManagementIs it Important?
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Results of 1999 The ICC and City of Chicago hired
consultants to evaluate everything ComEddid and is doing.
Corporate imagine severely damaged Estimated cost of new facilities 200 M+ Loss of management - multiple re-orgs Low employee moral
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Lessons Learned Asset management was not implemented correctly
Lack of focus Poor analysis of data Cost reduction was done incorrectly
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Todays Asset ManagementStarts With
Organization Employees
Processes Procurement Installation
Operation Maintenance
Technology
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Asset Management is notCMMS
Availability
Risks Costs
Asset Management is the balance of
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What is Asset Management? Planning the long term success of the
business Fully integrating processes that are
financially based for Engineering
Operating Maintaining
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Asset Management Types Strategic management
Economics
Reliability/System Performance Risk based- Cant do everything to everything
Tactical management Specific programs for equipment types Results in Generating work tasks
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Strategic Management
Dollar Vs Risk 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
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Tactical Management
Performance Vs. Work Task Generation
Specific Maintenance Programs that
produce work tasks Oil analysis Power Factor Testing Online monitoring Monthly inspections Overhauls Spare parts
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When to spend Capital $ on
Existing Equipment? 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.)
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When to spend O&M $ onexisting Equipment?
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 maintenancetasks
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Example 143 bus outages in 2001 Impact to 466,000 customers 18% of system SAIDI Need to reduce to less than 40 per year
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Normalized Bus Outages by Cause - 2001
HumanPerformance
18%Foreign
Interference20%
DefectiveEquipment
18%
Relays
16% Circuit Breakers22%
Loss of Supply5%
Weather 1%
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Applying Strategy Example 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
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Example - TacticalCircuit Breakers
22%
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Tactical Management Example Implement yearly breaker timing Refurbish AC 4kV breakers Refurbish GE 12kV breakers Develop training Review current breaker maintenance
program for effectiveness
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Projected Outcome forNumber of Outages
020
40
60
80
100
120
140
160
Events 143 128 103 82
2001 2002 2003 2004
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Projected Outcome to Customers
0
100,000
200,000
300,000
400,000
500,000
CustomersInterrupted
466,000 419,000 336,000 268,000
2001 2002 2003 2004
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Summary
Key Elements of AssetManagement
Return on Investment - Performance LevelExpected
Strategic Management Good Tactical Management Programs Good Business Practices & Processes