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Special contingency plans and emergency response strategies will be
developed for all additional significant risk situations and cross-referenced
to other relevant existing asset generic or special contingency plans or
plans for emergency situations in the organisation.
(vi) All asset management work will be carried out in accordance with
relevant legislation and national standards and guidelines (including
occupational health and safety, environment and employment). Internal
policies will be developed to interpret and support external legislation and
guidelines where necessary.
(vii) Information systems will be developed and maintained to enable:
- proper registration of assets;
- recording and management of asset procedures and activities;
- provision and reviewing of asset performance statistics;
- quality of management decision making;
- improving the competitive capabilities of the business.
(viii) Key performance indicators (KPI) for the company's key results areas
will be defined, measured and reported to system operators, system
planners and asset managers on a regular basis. KPI trends will be reviewed
with asset maintenance providers and internal and external technical
specialists on a regular basis in a bid to achieve continuous improvement of
policies and practices.
(ix) All field workers, internal and external, must be trained to national
competency standards for all work required for constructing, operating,
maintaining, testing and commissioning all transmission assets.
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(x) Core skills and knowledge will be retained within the transmission
business to enable the efficient and effective management of transmission
assets, and to provide a knowledge platform when:
- seeking opportunities for private sector participation and involvement in
the management and maintenance of the transmission assets in order to
achieve the most cost effective and technically viable solutions;
- arranging continuous internal and external auditing of the asset
management and maintenance work practices to ensure compliance with
relevant policies and procedures and to identify opportunities for
improved performance.
6.4 Asset Management Process Manual
The Asset Management Process Manual is a document intended to outline
all aspects of the adopted asset management model and to briefly present
the characteristics and requirements of those aspects for the adopted model
to be successfully implemented and operated.
Other documentation and instructions have been prepared as part of the
overall model documentation that defines and sets out details of all the
functions, their roles and requirements, and other tools and procedures to
enable them to complete their defined tasks.
6.4.1. Asset Management Documentation
The asset management process requires initial documentation for the
implementation and upkeep of the asset management model, and output
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documentation with instructions on dealing with obtained results and
initiating follow-up actions as shown in Fig.6.4.
The model specifies documentation defining all necessary activities,
responsible groups to perform those activities, databases and reports the
responsible groups need for performing their task successfully.
It also includes the format and content for the expected outcomes of
their activities.
The documentation is presented in Chapters 6 to 16.
6.4.2. Asset Management Functions and Their Responsibilities
The asset management functions that are required to support the asset
management model and its process and procedures have been identified,
defined and linked according to the developed asset management model.
This area is presented in Chapter 12.
6.4.3. Asset Management Databases
For proper asset management, it is necessary to keep records of all installed
and spare transmission assets, maintenance and repair activities performed
on them, and about asset failures.
That is achieved by establishing, updating and using a number of adequate
databases and procedures to ensure they receive a proper acquisition and
recording of the data they require.
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The acquisition and recording procedures ensure that all relevant data for
transmission assets is collected and reviewed, and that information is
entered in databases in a timely and correct manner.
Databases to record necessary information for transmission assets can be
split into two different database types, one detailing asset data (asset
information registers) and the other detailing asset activities data (asset
activity registers).
The following databases are defined as the asset information registers:
- Transmission Plant Management System (TPMS);
- Transmission Lines Management System (TLMS);
- Transmission Ratings Information System (TRIS);
- Transmission Lines Geographical Information System (TLGIS);
- Transmission Protection Equipment System (TPES).
The following databases are set up as the asset activity registers:
- Transmission Plant Allocation System (TPAS);
- System Operation Disturbances Database (SOD);
- Notice of Intended Works Database (NOIW);
- Mincom Information Management System (MIMS);
- Network Development Plans Summary Database (NDPS).
The TPMS, TLMS and TPES databases are also used as asset activity
registers as they include records of asset failures that are registered against
the respective registered asset records.
More details on these databases are given in Chapter 11.
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6.4.4. Recording of All Assets and Their Data
All assets need to be recorded together with all their data, with procedures
in place to ensure that the relevant data is collected and entered correctly
and in a timely manner.
Their records are generally contained in several relevant asset
databases.
The data range from initial technical data during the planning and approval
process, through the asset tender and purchasing data during its acquisition,
to their installation, commissioning, operation and storing.
More details on the recording of data are given in Section 13.1.
6.4.5. Recording of All Asset-Related Activities
All activities related to the network assets need to be recorded for further
reviews. They consist of maintenance works, outage plans, protection
operations, system incidents and future replacement plans.
All maintenance activities (preventive, corrective, emergency and major
works) are recorded to enable reviews of the efficiency and effectiveness of
total asset maintenance work.
That will in turn enable further reviews of asset maintenance
performance through various reports that will assist in determining number
and type of unplanned repairs and their costs.
In addition, every corrective, emergency and major maintenance
work, requiring special access to the assets in-between regular maintenance
intervals, is reviewed in detail and assigned a corresponding proper failure
code to enable recording of failures.
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Recording of asset outages, protection operations and system disturbances
allows for accounting of all asset-related incidents in the network to assist
in further reviews.
Keeping records of all future asset replacement plans allows the
coordination and optimisation between asset renewal, asset maintenance,
and network planning activities.
More details on the recording of data about asset activities are given in
Section 13.2.
6.4.6. Recording of All Asset Failures
All maintenance work completed on assets, in addition to their regular and
planned preventive maintenance, is deemed to have originated from an
asset failure, and is recorded using the above analysis of the maintenance
work.
That will in turn enable further reviews of asset performance statistics
through various reports explained later in this document and will assist in
determining the number and type of asset incidents and asset failures.
More details on the recording of data are given in Section 13.3.
6.4.7. Asset Management Reporting
A number of reports and reporting procedures have been set-up to ensure
that transmission assets with poor performance (operational, financial and
technical), that present or future action (eg refurbishment or replacement)
are identified.
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A procedure has been defined to ensure that these assets, once identified,
are dealt with in a correct and timely fashion, and the proposed actions are
listed and properly documented.
More details on these reports are given in Chapter 14.
6.4.8. Review of Asset Maintenance
There is a need to assess the progress of asset maintenance on a regular
basis using maintenance work statistics between asset management and
service providers, as specified on a monthly basis.
The main focus of the review is to highlight all high-cost repair items and to
identify recurring asset problems.
It is used to determine adequacy of maintenance policies,
maintenance services and maintenance instructions for the maintenance
work, and other asset renewal works to assess the success of current
remedial actions in progress.
The review also includes an optimisation of the current asset maintenance
plan by assessing impact of changes in current and future asset projects on
planned maintenance and renewal works and making necessary changes in
priority of the future work requirements.
More details on this review are given in Section 13.4.1.
6.4.9. Review of Asset Performance
There is a need to assess performance of the assets using the performance
statistics on failures, emergencies and fault and forced outages on a regular
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basis between asset management, service providers, network planning and
system operations on a three-month basis or as required.
The main focus of the review is to highlight assets with poor
performance.
The review also includes an overview of current and future asset
projects, to assess their impact on the identified items and their planned
works, to be able to determine requirements for future actions.
More details on this review are given in Section 13.4.2.
6.4.10. Benchmarking
In the course of the transmission business it is very important to have a
close comparison of asset maintenance and management processes,
procedures, practices and resulting performance indicators, with those of
other national and international transmission businesses.
Therefore, it is necessary to subject the business to the benchmarking
studies with companies in similar businesses.
The studies will basically compare asset base, operating and maintenance
results, asset performance, and asset maintenance and management
procedures of the participants with a goal being to produce an industry
average and highlight industry best practices in the particular area of the
transmission business.
The outcome of the benchmarking is used by the individual participants to
identify improvements needed in a variety of their maintenance and asset
management activities and tasks, and how they could be improved.
More details on the benchmarking are given in Section 13.4.6.
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6.4.11. Review of Asset Maintenance Plan
This review has two main phases. The first phase is when the plan is in
preparation, and the second one is during its execution.
In preparing the plan, the asset management needs to consult initially with
network planning, system operations and the asset owner (finance and
business development) to ensure only necessary work is included in the
plan for the next period.
The plan is then discussed with maintenance service providers to
ensure they have available resources and time. The service providers also
confirm the cost estimates for the planned activities.
The progress on execution of the plan (work progress and financial result
indicators) requires regular reviewing between the asset management and
the maintenance service providers on a monthly basis.
The review should also include an assessment of asset performance
indicators and inputs from the service providers on possible improvements
towards progress in the asset maintenance procedures by recommending
corrective actions as necessary.
For more details on that review see Section 13.4.3.
6.4.12. Review of Service Level Agreements
The service level agreements need to be reviewed regularly between the
asset management and the maintenance service providers.
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The review should include the status and trends of the agreed and
monitored performance indicators, and propose further improvements to
the process as required and agreed.
More details of the review process are discussed in Chapter 10.
6.4.13. Review of Network Development Plans
There is a need to assess future network development plans on a regular
basis between the asset management and network planning to determine the
impact of these activities on the current and future planned asset
maintenance activities and asset renewal projects.
The system operations and asset owner functions might be taking part in
some reviews, but should be informed of all review outcomes.
More details on this review are given in Section 13.4.4.
6.4.14. Review of Asset Management Plan
The asset management plan needs to be reviewed at least annually
following the process detailed in Section 13.4.7 to assess viability of all
registered items, ie if they are still required in full, partial or at all, or if
their planned timing is still relevant.
The review shall also determine if there is a need for additions,
taking into the account results of reports and their reviews.
The results of the review are used to update the asset management plan, to
request changes in the network development plans, or to revert to updates
of asset management documentation.
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6.4.15. Review of Asset Management Process Performance
There is a need to measure the success of the used asset management
process to assess whether it meets the company's key performance
indicators for technical and financial performance.
Therefore it is necessary to perform regular reviews of those indicators, as
detailed in Section 13.4.8, and to audit the relevant documentation and
procedures to confirm whether:
• Performance of the assets is satisfactory;
• Maintenance, repair and replacement costs are satisfactory;
• Performance versus costs ratio is acceptable;
• The relevant documentation and procedures are being used.
6.4.16. Review of Asset Management Model
The asset management model itself needs to be the subject of reviews,
which should be carried out by internal and external audit services
following the process given in Section 13.4.9.
These reviews should be used to confirm that the model, its process and
associated procedures are sound and well documented, and comparable to
the appropriate models used in similar industries around the world.
The reviews should also identify areas for further improvements or
refinements.
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6.4.17. Review of Asset Owner Requirements
The results of all the above reviews must be presented to the asset owner
informing him of the condition and performance of the asset, and how the
initial set-up requirements for the network assets are being met.
This opportunity is used to gain knowledge about the latest trends in the
asset owner areas of asset management, and to quickly assess their impact
on the overall asset management process.
This review must also include a report on the use and suitability of the
adopted asset management model and its process, and the appropriateness
of the issued documentation to support it.
More details on this review are given in Section 13.4.5.
6.4.18. Development Work
All of the above reviews and their results, participation in the above and
other future benchmarking studies, information gathered internally from
asset management reports and reviews and externally from other companies
and through industry bodies are then used to initiate different development
work as necessary in the areas of:
• asset management model and its process;
• the model procedures and working arrangements;
• use of new equipment and technologies;
• new maintenance policies and practices;
• long-term use of various assets currently in service;
• update of network planning criteria;
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The secondary plant includes protection relays, DC supplies (batteries and
battery chargers), communication equipment, system control and data
acquisition equipment, etc.
Their maintenance policies cover basic instructions for each maintenance
level (ie areas or parts to be targeted), and tests required prior, during and
after the maintenance work with broad pass or fail criteria for each required
asset test.
The maintenance levels for the plant usually include an inspection prior to
the expiry of a warranty period, one to three time-based maintenance work
levels, one to three levels of plant normal and fault operations, and
condition assessment based on plant testing maintenance levels.
These maintenance work levels start with a simple site inspection with
basic checks, and finish with a detailed site servicing activity, which can
sometimes consist of a full disassembly of the asset, and survey and service
of its major internal components.
The maintenance levels for transmission lines include air-borne and ground
visual inspection patrols, ground and helicopter washing, conductor
condition test, fly-by thermovision measurements, climbing and tightening
up the hardware, etc.
A separate set of prescribed activities is in place to enable control of lines
and plant environmental surroundings, generally known as the vegetation
control policy.
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The maintenance levels for transmission cables include physical ground
checking of the cable routes, oil pressure monitoring and insulation
integrity testing.
Each of the time-based levels has its own frequency and scope of work.
The time-based maintenance is supplemented where possible with asset
condition and a number of operations in service (eg. a number of
mechanism operations, number of fault operations, condition of oil and
insulation, thermographic survey results, etc).
The sequence of various levels is also specified, and as a general rule
the higher level includes the lower one's work content.
This document also describes routine inspection and patrol requirements
for substations and lines. For example, inspection visits to substations on a
regular basis are used to check on the general condition of the plant and to
detect any physical damage (eg holes in the fence, plant emitting loud
noise, oil leaks, etc).
All of the above activities are translated into the maintenance standard
tasks with their respective frequencies, and are linked to maintenance
standard jobs that contain details about maintenance service provider, type
and amount of expenditure expected, personnel skills required, and the
equipment and materials necessary for the work.
A number of important factors must also be taken into account when
planning timing, scope, and maintenance task contents for all of the above
maintenance activities:
• government land department die-back regulations for certain areas;
• seasonal ground access restrictions;
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• parts, tools and equipment necessary to successfully execute relevant
maintenance tasks;
• tests and measurements to be performed prior to and after the
maintenance work, with acceptable test results to confirm that the work
has been successfully done.
All the above servicing requirements are also translated into the
maintenance standard jobs in the maintenance management software
system with the following indications:
• required maintenance service provider,
• servicing requirement levels,
• accounting denomination for the proper registration of the expenditure,
• breakdown of the estimated cost (labour, material, services, equipment)
for the completion of the necessary maintenance job,
• expected duration of the activity.
The maintenance standard job contents and details are usually compiled
from a variety of sources:
• manufacturers' maintenance servicing manuals and instructions;
• supplements from extensive in-house experience in maintaining the
particular equipment;
• input from other utilities;
• advice from the service providers;
• information presented at the industry bodies and forums (eg CIGRE,
users' workshops, etc);
• feedback information from various failure investigations;
• feedback from outcomes of various benchmark studies.
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cable maintenance works, such as line maintenance, insulator helicopter
washing, line patrols, vegetation clearing, etc.
The information gathered on line patrols is recorded on standard report
sheets and entered in the Patrol Summary Report identifying common
defects by grouping them and nominating their span or pole numbers.
The Patrol Summary Report with associated defects must be
promptly returned to the maintenance services supervisor for the
assessment, recording, and scheduling of the required repair work.
The management of the repair work is discussed in the procedure for
handling fault reports in Section 7.3.4. The outage application and approval
process is described in detail in the procedure for access to plant in service
in Section 7.3.6. The issuing of work orders for the maintenance works to
the responsible service providers is covered by the procedures detailed in
Sections 7.3.7 and 7.3.12.
7.3.1.1. Planned Work That Requires Outage
All planned works that require an outage are coordinated and scheduled by
the works scheduler. That work is planned from preventive maintenance
regime and remedial work identified in the previous work completion
reports and regular patrol inspections collected over time but not assessed
as urgent at the time of the work or patrol.
The maintenance groups make the necessary outage arrangements within
the outage block (usually within one-week period) for the work.
The work scheduler issues work orders and job tickets to the
maintenance groups once approvals for required plant switching are
received.
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All defects and irregularities found during line maintenance work are to be
recorded by the maintenance groups on standard report sheets.
Appropriate work orders must be raised by the work scheduler to
cover corrective actions done during the maintenance work.
If a minor defect is found, it can be corrected immediately by the
maintenance groups. They must lodge any outage extension requests for
that work with the switching operator and inform the work scheduler.
If other defects are found and assessed they will lead to high repair costs
not budgeted for, they are referred to the asset maintenance management
for approval before the work proceeds.
It is imperative that the requested outage extensions, once approved, are
immediately advised to the work scheduler, so that any other outstanding
work on the transmission substation plant in the affected circuits can be
attended during the same outage if possible.
Upon completion of work, the maintenance groups report the work
outcome on the job ticket, with a summary sheet if necessary, and return
the ticket for a prompt work order closure and for input of new work
requests if additional work is required.
7.3.1.2. Planned Work That Requires No Outage
All planned line works that require no outage are controlled by the
maintenance services supervisors who arrange for work orders on existing
maintenance account codes to be issued regularly as per the agreed lines
maintenance criteria.
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The work orders are to be closed by the maintenance groups as soon as
possible after the work completion.
7.3.1.3. Remedial Work That Requires Immediate Attention
All detected defects posing an imminent threat to the public, personnel or
continuity of supply or problems found in need of remedial work within the
next five working days are considered urgent, and require immediate
attention.
The maintenance groups should arrange for an adequate urgent
outage directly from system operations.
A separate urgent maintenance work order number is to be created to
capture repair costs.
For faults caused by the public there is the need to use special
insurance related project and account code numbers when issuing work
orders for later analysis and insurance claims.
Work on other urgent defects that did not receive immediate outage
approval is to be referred to the respective maintenance services provider
who will arrange an outage through outage process as soon as practical.
If the repair costs for the necessary repair work are expected to be high, the
maintenance services superintendent will refer the work request to the asset
maintenance services management for review and approval before the work
can proceed.
If the approval is given for the remedial work to go ahead the work
order will be issued promptly.
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7.3.1.4. Emergency Breakdown Work
If the maintenance group is called by the SO to attend an emergency
breakdown, all details of the breakdown and the corrective action taken
must be recorded as soon as possible after the work completion.
A separate work order number is always created for all major incidents to
capture incurred costs.
The maintenance group called in for a line emergency breakdown or
advised about an imminent line outage needs to urgently notify the work
scheduler about the outage who will assess if any other outstanding work
could be executed during that unplanned outage.
If possible, the work scheduler will arrange for further contacts and work
orders as necessary.
7.3.1.5. Other Remedial Work
During the outage arranged for any particular remedial or emergency work,
it is possible that an opportunity might present itself and needs to be taken
to do other outstanding remedial work.
If so, a separate work order is to be raised later by the work
scheduler to cover the other work performed.
If the other work alleviated the need for another scheduled outage, the
maintenance group must forward a notification to the work scheduler as
soon as practical, who will advise system operations officers to update the
outages database.
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7.3.1.6. Feedback on Status of Work
If the work cannot be completed as planned, and the date change is more
than four weeks, the maintenance service provider must report the change
to the asset maintenance management.
They will decide whether to accept the change, cancel the work
altogether, or seek rescheduling of the work.
Where the activity associated with a job has finished, but all the requested
work has not been completed, a new work request must be raised to cover
the outstanding work from the original work order.
The maintenance service provider or the work scheduler must raise a
new work request within one week of the completion of the original work
order, and inform the asset maintenance management accordingly.
7.3.1.7. Environmental Issues
In the event of any environmental incident that has caused an
environmental damage or has the potential to cause damage, pollution or
conflict of interests, the environmental group must be informed
immediately for:
• advice on immediate clean-up,
• assessment of environmental damage impact,
• preparation of any remedial works,
• to deal with local publicity on the incident,
• to activate the State Emergency Service if necessary,
• to notify and liaise with all relevant authorities.
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Any other received Patrol Summary Report with reference to
environmental issues must be copied and sent to the asset environmental
service management with the action recommended or already undertaken.
Also, any issue concerning vegetation control and general line corridor and
substation easement maintenance activities is to be referred to asset
environmental service providers for the necessary follow-up action.
7.3.1.8. Asset Management Issues
The asset maintenance services management staff need to refer any asset
fault or asset problem perceived to be a possible generic issue to the asset
management for a further investigation and cross-reference to the
development, asset management and maintenance plans.
All accepted recommendations from a report on a serious or major fault are
to be included in the Asset Management Plan for future reference.
7.3.2. Substations Maintenance
The guidelines are prepared to assist in the management of maintenance of
transmission substations and associated plant items.
The guidelines are important to state the roles, responsibilities, and the
work content of the main functions in the asset management model used for
substation maintenance work.
The maintenance groups cover all internal and external maintenance
service providers that could be used in the course of the required substation
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maintenance works, such as switchgear maintenance, remote alarm checks,
water flooding systems testing, etc.
The information gathered during substation and plant inspections is
recorded on standard inspection sheets, and entered in the Q/T Report
identifying common defects by grouping them and nominating their circuit
and equipment identifier.
The Q/T reports are prepared separately for each substation, using
the Q/T report book at the particular site, and a copy remains at the site to
indicate that the defects have already been reported. It also serves as a
reminder for the next inspection to check if the defect has been addressed.
The Q/T reports with associated defects must be promptly returned
to the maintenance services supervisor for the assessment, recording, and
scheduling of the required repair work.
The guidelines follow the steps and flow of activities, and make use of
other instructions, as described in Section 7.3.1 in the guidelines for lines
and cables maintenance.
7.3.3. Emergency Breakdown Response
The transmission business needs to ensure there is a coordinated and
effective response for breakdowns of its primary and secondary plant
(transmission lines, substations, protection, etc).
The response includes necessary activities, communication procedures and
service standards required to successfully initiate and organise emergency
repairs and to address any environmental issues that might arise.
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A guideline has been developed to answer the above needs based on the
principle that when a fault occurs, the SO will firstly ensure safety, attempt
to restore supply second, and then decide on the urgency of repair.
The priority is to address key issues immediately, namely the safety
of the public and other equipment, and restoration of customer supply.
During that decision making process, the operational staff are free to
contact and consult any asset maintenance or asset management personnel
as deemed necessary or to nominate them to coordinate the repair activities.
If the repair work needs to start immediately, SO staff will contact the
relevant maintenance service group by using their listed contact pager
number. The maintenance service group, once contacted, will arrange for
the necessary work.
There is a standard response time, but a quicker response procedure
is applied when the power supply has not been restored to special risk
customers (large mine, smelter, single town supply, hospital).
The maintenance service group shall immediately contact the asset
management in the event of major plant incidents or environmental issues.
These are briefly explained below:
• For primary assets, major plant incidents include transformer trip, major
circuit breaker damage, plant explosion, plant fire, major line damage;
• For secondary assets, major plant incidents include panel and equipment
fires, failure of multiple assets in a single incident, high voltage surge
entering a panel, equipment failures over multiple sites, major pilot
failure, failure of a secondary equipment coincident with a major
primary plant failure;
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• Environmental issues cover equipment major oil spills, damage to
property, damage to crops, trees in need of major trimming, bush fire,
fire caused by conductor, cable oil loss, explosion with effects outside
substation fence.
The maintenance service group will, when contacted, identify the group
being mobilised, confirm that the SO have been informed about the
incident and have sanctioned the need for the after-hours emergency repair
work, and whether the supply to the special risk customers has been
affected.
The supervisor of the group that will attend the repair shall also advise the
name and mobile phone number to enable contact of operational staff as
necessary. The supervisor is also to report on the work progress at least
every two hours, or as necessary, to the operational staff.
In the event that initial investigation on site reveals that a new service
group is required, the site supervisor will call on that new group via their
relevant pager number, and advise the operational staff.
The initial supervisor remains the coordinator on site until the new group
supervisor arrives and receives necessary briefings about the problem.
When the new supervisor takes over the site problem, the SO staff must be
informed.
7.3.4. Handling of Fault Reports
When any party finds a problem in the field with substation or line asset,
the normal procedure is to fill out a Query/Trouble (Q/T) report from the
book on the substation site.
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This will indicate to all those who visit this site later that the problem has
been identified and reported for some action to be taken.
There are two possible sources for this reporting:
a) When the internal maintenance service provider staff during their
inspection or maintenance work raise the Q/T report, the report will be
assessed by the respective engineering officer or maintenance supervisor,
and entered into the database in the form of a work request.
A work request is a simple means of flagging within the database
that a problem has been identified. All relevant information must be
entered, eg. job priority and recommended date for work, scope of work
and approximate duration.
The work scheduler will convert this work request into a work order
when the recommended scope of work and costs are approved;
b) When the Q/T report is raised by other staff (districts, operations) or
external contractors, the report shall be sent to the internal service provider
maintenance superintendent, who will immediately assess it or allocate it to
the appropriate area for an assessment.
After that, the procedure described above in a) is applied.
In both cases, the service provider officers assessing and entering the work
request are free to contact asset management personnel for any additional
information or assistance required.
A copy of the received site Q/T report is to be held by the workscheduler,
with the work request number written on the report top for later ease of
reference.
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All work requests that need design or engineering input (refurbishment,
modification), require significant expenditures, or need a decision on the
choice of service providers as reviewed and approved by the asset
management staff.
That approval will be given either in writing or by stamping work
requests in the database.
The work scheduler is to approve minor work requests directly.
The work scheduler will apply to the SO for an outage to access and repair
the relevant plant, and approval for the outage is given in a form of a
switching programme number.
Once approved, the work scheduler prints job tickets with any
relevant additional information to the maintenance service provider staff or
to nominated external service providers.
7.3.4.1 Jobs for Which an Outage is Required
All work requests that require an outage need to be converted into work
orders with a switching work order for the switching outage, in order to
receive a switching programme number.
Once the SO accept work orders requesting outages, only they have the
ability to alter estimated dates (by moving switching work order scheduled
dates in their database holding notice of intended works).
All other work orders linked within the outage work order block will then
move automatically in as block (see Section 7.3.6. for more information on
the outage procedure).
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7.3.4.2. Jobs Not Requiring an Outage
Maintenance service providers can alter work order start and end dates to
meet their other commitments and smooth their workload pattern for the
jobs not requiring outages.
7.3.4.3. Feedback on Status of Work
If the work cannot be completed as planned with the dates changing by
more than four weeks, the service provider is to report the change to the
asset maintenance service management to decide whether to accept the
change, or seek other way to reschedule or cancel the work.
Where the activity associated with a job has finished, but not all of the
requested work has been done, a new work request must be raised to cover
the work not done from the original work order.
The service provider or the work scheduler must raise the work request
within one week of the completion of the original work order.
7.3.4.4. Completing Work Orders
Once the job has been completed, the personnel will complete the work
order ticket within one week and without waiting for late bookings, and
send it to the work scheduler, who will complete the work order in the
database.
It involves entering the work results, actual completion date, and
mandatory completion remarks on the actual work performed.
Finally, the associated initial report for the completed job is sent
back to its originator to complete the feedback loop.
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7.3.5. Obtaining a Replacement Plant
This instruction provides a guideline for a situation where there is a problem
reported on a substation plant that requires the plant replacement.
A Q/T report must be issued to record a problem with the plant, which shall
be forwarded to the asset management and should indicate that, subsequent to
the plant assessment, the plant needs replacement. It should also suggest
when this should take place.
The asset management issues a request for a suitable replacement plant to the
plant inventory group using a standard form, which also indicates the
urgency of the request and what to be done on the replaced plant.
The inventory group reviews the current stock in custody (spare, surplus and
project plant) for the availability of a suitable replacement unit, and discusses
possible replacement scenarios with the relevant engineering design sections
(eg for protection design, substations design, etc).
When the final decision is made, and the replacement unit is available from
the stock in custody, the plant inventory group will confirm this via a
standard allocation sheet form. If the allocated plant requires replenishment,
the group will arrange for the order and purchase of the new plant.
Depending on the urgency, the replacement can be done in three ways:
- inclusion of the requirement on the next tender,
- extension of an existing order,
- immediate direct purchase from any supplier.
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If the allocated replacement plant is sourced from the stock that belongs to
a current capital or maintenance project, the relevant project manager's
approval is required prior to its use. The plant group is to order a unit for
replacement for the project immediately.
If the allocated unit is of a different type from the one being replaced,
substation and protection design changes are required. The asset management
will send a request for change of the design and drawings to the engineering
design via a standard memo with a work order to cover this work cost.
When the design change is completed, and drawings and material lists are
updated, the design group sends a PEA form with all necessary drawings to
the construction service provider with a work order for their action and
expenditure. A copy of that form is sent to the asset management.
The service provider will then schedule the work with the other relevant
groups according to the advised urgency. The main service group will also
timely inform all other groups required for the work of the work schedule,
and then coordinate the work programme with them.
The responsible site construction officer issues a PPRF form for each
replaced plant item (one copy each to the plant group, surplus store and one
attached to the unit itself). All replaced units are to be returned to the surplus
store unless differently specified in the PEA form.
The plant inventory group will perform or arrange for an assessment of the
returned plant condition to define any need for further repairs or
modifications and obtain the cost estimates for that work. This information
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will be used in asset management with other knowledge about future needs
for such assets to decide on the future use of the plant.
The procedure for return of the replaced plant and its assessment is detailed
by a separate guideline in Section 7.3.10.
7.3.6. Access to Plant in Service
There is a need to have a clear procedure for obtaining access to the
transmission network from system operations (SO) such that all necessary
planned and emergency maintenance work can be carried out on
transmission primary and secondary equipment.
Such a procedure has been developed and implemented as explained further
in this Section. The procedure is supported by an automatic and dynamic
interface link between the maintenance works database (MIMS) and the
operational databases for notice of intended works (NOIW).
That interface enables daily interchange of up-to-date information between
both databases that is vital for each of them to perform their tasks.
Both databases are detailed in Sections 11.2.1 and 11.2.4.
7.3.6.1. Lodging of Notices of Intended Works for Planned Works
The maintenance work for all transmission primary and secondary assets is
scheduled and coordinated through six-week work plan intervals. The items
of plant are grouped together to minimise the number of outages (eg.
substation plant at each end of a line is grouped with the associated
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transmission line outage). The outage work order blocks (WOB) are created
as a result of such planning. The W O Bs are defined as a grouping of work
orders (WO) raised against all assets with links to the facility that has a
switching WO raised against it.
The WOBs are headed by a switching WO, as every outage requires an
approved switching programme. The switching WO is a notification to
system operations that an outage is requested for the associated list of plant
for the required maintenance works.
The W O Bs are automatically loaded overnight from M I MS into the
N O IW via a special interface link. The W O Bs appear in the N O IW as
awaiting an acceptance format that requires a load system study and
allocation of a switching programme number by the SO.
The six-weekly works programme is regularly issued to the service
provider groups by the work schedulers to enable them to plan appropriate
resource capabilities for the scheduled work. From this interaction with the
maintenance groups, resource availability is determined and W O Bs are
finally confirmed.
The individual responsible service provider groups negotiate with the
SO on the detailed commencement and completion outage dates for their
respective work.
All changes to the switching work order commencement and/or completion
dates should be finalised by the workscheduler six weeks in advance. This
provides the SO with six weeks to accept the N O IW request, conduct the
load studies, review and write switching programmes, and to confirm final
network outages.
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Once an outage W OB comes into the six-week notification period, all
decisions about the commencement and completion dates, switching
programme numbers etc. is the sole responsibility of the SO.
When the six-weekly works programme indicates that some maintenance
groups are not fully utilised, the workscheduler will check if there is any
outstanding work in the current backlog of maintenance works. If the work
exists and it could be inserted into the six-weekly worksprogramme, but it
requires an outage, the work scheduler will consult the SO first. If the
outage looks likely, they will submit the new outage W OB to the SO for
acceptance and approval via the standard N O IW link.
When the outage WOB needs to be moved as the switching outage is
cancelled or rescheduled, all work orders associated with this W OB will
move automatically in both databases. That minimises need for a manual
intervention and also keeps the outage W O Bs intact.
7.3.6.2. Processing of Notice of Intended Work
The outage WOB can be obtained and reviewed, cancelled, accepted or
confirmed by the SO through their N O IW System. All parties can view the
six-weekly works programme in MIMS. All outages for the next week will
be confirmed by the SO by every Tuesday evening.
The work scheduler will finalise the next week work programme every
Wednesday morning and print all work order tickets to appropriate
maintenance groups by 1pm Wednesday.
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This will give the maintenance groups at least two full working days to plan
work and to make accommodation and travel arrangements for the
following working week. It is generally expected that outages would be
confirmed by the SO even earlier, especially where they involve special
arrangements for travelling and accommodation for the affected
maintenance groups.
The SO can instruct appropriate maintenance groups directly whether the
outage is to proceed, and can reschedule outages, with notification given to
the affected maintenance groups. Indication that an outage is confirmed by
the SO is given with the assignment of a switching programme number.
(The outage is then confirmed and will proceed pending any emergency). If
an accepted N O IW or approved outage is cancelled or re-scheduled, the SO
will inform the affected maintenance groups with a reason and an
alternative date if possible.
The works scheduler and the maintenance groups then need to reschedule
the cancelled work, and try to schedule any other outstanding work for that
time to make use of allocated resources.
The maintenance groups can correct minor defects during any outage. If an
extension to the outage is needed to accommodate this defect work then a
request is to be lodged with the SO by the maintenance groups and the
completion date for the outage changed accordingly.
If the request is rejected by the SO, the maintenance groups report
the defect via a standard Q/T report as described in Section 7.3.4.
All cancelled work will move automatically into the maintenance work
backlog and will be resubmitted to the SO for work at a future date.
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One switching work order number can be used for work on various items of
plant or for multiple work on one item of plant when the work happens
within a week by use of split tasks.
If a part of the work in the outage W OB of the initially planned work
is postponed, and moves into the future for more than a week, a new
switching work order number needs to be raised to request that new outage.
7.3.6.3. Emergency Breakdown Work
Should the failure or deterioration of equipment result in a fault or a forced
outage, the SO shall assess the situation and decide if the repair needs to
proceed immediately based on how critical that equipment is for the
continuity of supply.
If the SO decide that some repair work is immediately required, the
emergency situation call-out procedure shall be followed as described in
Section 7.3.3.
The mobilised maintenance group attending to the emergency breakdown
takes the necessary corrective action as agreed with the SO and asset
management under the emergency switching programme number provided
by the SO.
The maintenance groups need to record the action taken straight after the
work completion through a Q/T report, which will result in a subsequent
creation of separate work orders for the repair work and switching as
described in Section 7.3.4.
Such emergency repairs may also affect some of the previously planned
scheduled outages, in which case the following rules shall apply:
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• If the concern is with security of the network, the SO must inform the
work scheduler or affected maintenance groups that the scheduled
outages will not proceed, and the SO are to provide alternative dates, or
• If resources attending to the emergency repairs result in the scheduled
work not proceeding, the appropriate maintenance groups will inform
the work scheduler and the SO to arrange alternative dates so that the
missed work can be completed.
7.3.6.4. Interface Between Both Databases
The interface link between both databases, MIMS and NOIW, operates
overnight on a daily basis and transfers information pertaining to each job
in each outage work order block correctly, resulting in an automatic and
reliable interchange of information.
7.3.7. Definition of Maintenance Work Categories
Generally the maintenance work can be divided into two categories:
• Preventive maintenance work;
• Corrective maintenance work.
There is an important additional category, being an outcome of a business
case analysis, which is related to major works required on the asset. They
are recommended as the most cost-effective solution for an item that has
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exceeded its useful life or its performance has been found to be
unsatisfactory. That category is:
• Major works (major repair, modification or refurbishment on the
asset after obtaining a maintenance fund approval).
7.3.7.1. Preventive Maintenance Work
This work is planned in detail with its scope and frequency and the work
party, and it is scheduled well in advance and always catered for in the
work budget. It is subdivided into two major groups:
• Routine maintenance is a short duration work, with visual inspections,
alarm testing, basic lubrication regimes and minor part replacements (eg
fuses). The work is represented with maintenance standard tasks (MST)
and linked to maintenance standard jobs (MSJ) with known service
provider and agreed costs. The work does not normally require outages
and therefore, it does not require switching access MSTs.
Examples of this work are line patrols, substation rounds, alarm checks;
• Servicing maintenance is a work of longer duration that mainly requires
an asset outage for the work to be performed, but some work can be
done under "live work provisions". That work is also represented with
MSTs and linked to MSJs for the known service providers with agreed
costs. It will also require switching access MSTs for the work that will
involve outages or live works that need access permits.
Examples of this work are maintenance of circuit breakers and lines,
injection of relays.
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• Deferred (2) (planned) maintenance, if corrective action can be taken in
the succeeding financial years. This type of work occurs in the same
way as deferred (1) work, but does not require action in the same
financial year. It can be scheduled for the next preventive outage or the
next financial year.
Examples of this work are:
. Small oil leaks;
• Insignificant contacts overheating.
7.3.7.3. Major Works
This type of work is always planned and budgeted for in the maintenance
budget. It is classified as major work on plant types or line hardware that
needs a business case and maintenance funds project approval. It involves
the technical and financial business case before the work can proceed.
Th work is subdivided into three groups:
• Overhaul (planned and budgeted). This is generally a long duration work
requiring in situ dismantling of plant and equipment, but involves no
design changes or assembly modifications. The outage duration can be
extremely variable dependent on further work found during dismantling
and inspection.
Examples of this work are:
. Refurbishment of transformers (preservation of life expectancy);
• Refurbishment of CB's (preservation of life expectancy);
. Sylgard spray of insulators (preservation of life expectancy).
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• Modification (planned and budgeted). This type of work usually requires
a long outage time and is usually performed off-site with the removal of
equipment to a workshop area, and involves design changes or assembly
modifications.
Examples of this work are:
• Design related changes to non-performing circuit-breaker
operating mechanism and its control circuits;
• Change of line dampers with a different type because the original
type is not performing to expectation;
• Change of line fitting type because original types are not
performing to expectation.
• Remedial (planned and budgeted). This is generally associated with
condition monitoring processes and asset performance analysis, carried
out off-site, and involves repairs or assembly modifications. The item
may remain in service until it is removed for work purposes.
Examples of this work are:
• Whole items of plant returned to the workshop for major planned
repair;
• Transformers rebuilt in factory due to failure risks;
• Replacement of small quantities of line wood pole/structure (aged
asset);
• Replacement of significant portion of battery banks;
• Changing insulator clamping because as the current one has been
worn out.
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A number of codes have been set-up for use when raising and issuing work
orders to enable setting up annual budgets and monitoring of expenditure
throughout the financial year for all maintenance activities per maintenance
type and per maintenance service providers.
The maintenance activity type code consists of:
• responsibility centre (primary or secondary assets);
• activity type (preventive or corrective or major works).
7.3.7.4. Coding Maintenance Activities Type
The responsibility centre codes used for the account code in work orders
are defined for maintenance of the primary and the secondary assets.
Separate activity codes are to be used to form an account code in the work
orders as per listed preventive, corrective and emergency, and major works
maintenance activities in the following manner:
Primary Assets-Preventive
Lines: patrols, maintenance, washing, vegetation, corridor and easement
works, pole testing, replacement of poles after pole testing, pole treatments,
TVI from lines, cables work.
Substations: building, fence, lights, cleaning and gardening, insulator
washing, routine inspections, thermographic inspections, graffiti removal,
environmental activities and remedial work.
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• Work requests raised throughout the previous periods and planned
for work in the next period;
• Work orders not completed in the previous period and rescheduled
for the next period;
• Work orders raised for future known repair work to be done in the
next period.
The above work requests need to be converted into the work orders by the
works scheduler when they are due for execution, and scheduled for work
together with the other work orders above.
7.3.8.3. Unplanned Preventive Maintenance
This is maintenance based on plant condition feedback, and usually
initiated as a result of some type of trigger mechanism (eg number of
operations, number of trips, fault levels, level of measured activity, etc) or a
knowledge of the condition of an item from routine or continuous testing
and monitoring.
Maintenance in this category for primary and secondary equipment is listed
in a separate group and forecast from a knowledge of the current asset
population under that type of monitoring and expected trends in the
deterioration of the condition of the equipment.
7.3.8.4. Unplanned Corrective Maintenance
Maintenance requirements in this category for all assets are predicted by
using lists of unplanned corrective works that appear in the current year,
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and are based on the type and trends in asset failure statistics for the current
and future asset population.
7.3.8.5. Emergency Maintenance
This is work that needs to be undertaken after major failures, or
maintenance work required on an urgent basis to avoid possible serious
consequences, and to make a situation safe before or after failures in the
current year.
The forecast is prepared based on the knowledge of incidents occurred in
previous years, trends in asset failure statistics, and from condition
assessments presented in the Asset Management Plan.
7.3.8.6. Maintenance Optimisation
Once the first cut of the maintenance requirements for network assets in the
next planing period is completed, the requirements need to be assessed and
prioritised against several other asset activity plans and records.
It will ensure that final maintenance plan is based on a total view, ie
it represents an optimal schedule for the required maintenance of the
network assets.
These plans and records are:
- asset management plan and its planned activities for asset renewals and
replacements;
- network development plans and their planned asset upgrades and
replacements;
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- asset operational requirements and critical position in the network;
- asset maintenance, operating, and failure history in the previous period.
Corrections in work or work priority are made for the assets listed in the
original-cut plan that are to be actioned through any of the above plans or
had no maintenance and operating problems in the previous period.
It is important to emphasise that this procedure is also regularly applied to
the maintenance review meetings during the year, see Section 13.4.1.
Once the optimised asset maintenance plan is completed, it is then used for
the preparation of budget estimates in the forthcoming financial years for
which the maintenance plans are valid, as described in Section 7.3.9.
7.3.9. Preparation of Asset Maintenance Budgets
The work identified as required and forecast throughout procedures defined
in Section 7.3.8 needs to be converted into the expected expenditures for
future years in a proper accounting format.
MIMS has currently no facility to create readily available estimates
summary to prepare the expenditure forecast for the budgeting purposes.
A procedure has been prepared to achieve the necessary outcome
format by using the data from the M I MS replication database and running a
series of M SA queries.
The final budget requirements are prepared by following the procedure
explained below, which are then presented to the asset owner sub-functions
for the review and endorsement.
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7.3.9.2. Budget Estimates for MST Initiated Work
These budget estimates are produced through the use of Maintenance
Scheduled Tasks (MST), which are appropriately linked to the Maintenance
Standard Jobs (MS J) in M I MS database.
All necessary details to produce those estimates, including estimated costs,
of the activities undertaken on each type of equipment, are recorded in
MSJs, which are "triggered" at the defined intervals for each item of the
equipment via the MSTs.
That creates a work order for the work required at the right time in
the year.
The tables identify activities initiated by MSTs. The forecast expenditure
for each of these activities and their corresponding account codes is
obtained by adding into one sum the estimated cost of allMS Js that will be
triggered by the MSTs during the financial year for which the budget is
prepared.
The required budget data from MIMS are obtained through an MSA query
that has been created to extract appropriate details of M ST initiated work
during the relevant financial year from the M I MS replication database, its
output saved in an Excel format.
A suitable spreadsheet format has been created to assist with converting the
estimates produced as described above into the format required by financial
services for company budgeting purposes.
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7.3.9.3. Budget Estimates for Non-MST Initiated Known Work
There is the need to budget for the expenditure in future financial years for
previously recorded works required on assets that could not be done at the
time and has been postponed to be done later and budgeted based on the
estimated costs for that work.
In these instances, start and finish is approximately known in the future
financial years, and work requests and work orders are created to indicate
that period and a likely cost requirements for execution of the works.
The estimated costs of these work orders are summarised per defined cost
code categories to indicate future total expected expenditures, and are
included in the future financial years budget estimates.
Examples of the type of work where this approach is appropriate are:
• Non-urgent and postponed maintenance work that will still involve
significant expenditures, and cannot be funded from budget provisions
in the current financial year;
• Condition-based and postponed maintenance works;
• Known corrective maintenance works.
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7.3.9.4. Budget Estimates for Non-MST Initiated Unknown Work
There are a number of instances where expenditure in future financial years
is uncertain and can only be based on the past expenditure, trends of the
past expenditure, and other factors specific to each class of expenditure.
Examples of the type of work where this approach is appropriate are:
• Emergency Maintenance Work
The budgeting for this type of work is done by assessing the previous years
expenditure and probability of future failures in the coming years due to
ageing and poorly performing asset families, and reviewing asset
replacement plans in development and asset management areas.
• Corrective Maintenance Work
The budgeting for that type of work is done by assessing the previous year
expenditures and probable expected expenditure due to ageing and poorly
performing asset families, and by reviewing asset replacement plans in
development and asset management.
That is then adjusted by reviewing possible surplus that can be expected in
preventive maintenance area due to non-execution of all planned works due
to various factors (system outage cancellations, other asset failures, project
variations, resources shortages, etc) using the previous years experience.
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• Condition Monitoring Initiated Maintenance
The budgeting for that type of work is done by assessing the status of
operational statistics for the monitored assets, by analysing annual reviews
of ageing and poorly performing asset families, and by forecasting the
quantity of assets that might need replacement in that year.
7.3.9.5. Provision for Budget Estimates for Unknown Work
Such budget requirement provision for future years in the budget planning
is achieved through the use of so-called "dummy" work orders in the
budgeting software system. They will not be used for actual works and no
costs will be charged to them.
Any actual required work when initiated requires individual work orders to
be created for the specific work, with costs charged to the same account
code as previously budgeted through the "dummy" work orders.
It is important that the originators of the required maintenance work in the
future place sufficient information in the extended description of the budget
work orders or work requests.
In that way the scope and importance of the work is clear to
budgeting personnel, who do not have technical background and detailed
knowledge of the requested work.
This will enable a quick assessment of priorities in the likely event
that pruning of the budget provision is required, through the cycles of the
maintenance plan optimisation and budget negotiation process with the
asset owner and other business functions.
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An M SA query has been created that extracts appropriate details of all work
orders and work requests initiated for work from the M I MS database and
produces a report based on this data and access to the M I MS replication
database.
Another spreadsheet has been created to assist with converting the cost
estimates for the maintenance work orders produced as described above
into the format required by financial services for the company's standard
budgeting procedure purposes.
7.3.10. Removal of Assets from Service
The instruction details the procedure and responsibilities applicable when
primary plant assets need to be removed from a substation site due to a
project or maintenance-related activity.
It explains the relevant activities and flow of information related to the
movements of plant from the substation site to the workshop store, its
assessment, any required upgrade or repair actions, and then transfer to the
store or somewhere else as defined in an issued instruction.
1.3.10.1. Initial Procedure after Removal of Assets from Site
A Primary Plant Return Form (PPRF) is mandatory for all items of the
replaced primary plant that are to be sent from the substation site to the
plant central workshop store.
The form must be prepared and one copy attached to the removed
plant (other copies to be sent to the store directly and to the plant inventory
officer in asset management).
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The transport to the store is to be arranged by the service provider
performing the work as part of the capital or maintenance project under
which the plant has been removed.
Once the plant identity has been confirmed, a visual inspection of the plant
item is to be carried out by the relevant workshop staff, and a report
prepared to indicate its current condition.
The prepared report, signed PPRF form, and a delivery advice form
are then sent to the plant inventory officer in asset management.
1.3.10.2. Assessment in Asset Management
Following receipt of the above information with the PPRF form, the asset
management plant officer determines whether the whole item of the plant
can be re-used in the future for new projects, or could be used as a strategic
spare.
7.3.10.3. Returned Plant Required for Future Use
When the returned plant is required for re-use, it shall be returned to the
store in "fit-for-use" condition. The following procedure shall apply:
• Asset Management requests the maintenance services to detail the scope
of work and provide the cost of any refurbishment and testing required
to be carried out prior to the plant being returned to store and the
estimated residual life of the plant after refurbishment;
• If asset management determine that the advised costs are too high, the
plant shall be considered unsuitable for reuse and procedure for disposal
in Section 7.3.10.4 shall apply;
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• If the advised costs for refurbishment and testing costs are acceptable,
asset management will issue a request to maintenance services to
complete the work on the plant as required;
• Following refurbishment and receipt of acceptable test certificates
(when applicable), asset management will arrange for stock numbers,
residual values and store location to be created through the custody
stock store coordinator and transmission accounting officer;
• Asset management will confirm acceptance of the refurbished plant to
maintenance services and provide them with the applicable stock
numbers, store locations and account codes.
• Maintenance services will arrange for the transport of the plant to the
custody store, with the transport costs booked to the project or
maintenance work order under which the plant was removed from site.
• If this is not possible because the project or maintenance work order is
closed, a standard general plant account code is to be used;
• Asset maintenance will issue a set of approved test certificates (where
applicable) to the maintenance service provider for its commissioning.
7.3.10.4. Returned Plant not Required for Future Use
When returned plant is not required or is deemed unsuitable for future use,
the following procedure shall apply:
• Asset management offers the surplus plant to the maintenance service
providers as a source of spare parts;
• If the plant is required for spare parts, the maintenance service provider
will advise asset management accordingly and assume full responsibility
for the plant;
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• If the plant is not required for spare parts, asset management will obtain
an approval from the management to dispose the plant and issue an
instruction to the workshop accordingly;
• Asset management will ensure that the record of the final status of the
returned plant is updated in the relevant asset databases.
7.3.11. Identification of Assets
The identification of network locations together with individual equipment
items attached to those locations is provided via the M I MS function
equipment tracing review windows.
The procedure is called fitment (addition) and defitment (removal) of
an individual item of plant to an installation position.
That provides a record of the current and past history of all the individual
network asset installation locations and plant attached to those locations for
current planning of the maintenance work and future analysis.
When identifying an item of plant, the installation position equipment
profile needs checking to determine the following:
• the installation position exists on the equipment component profile;
• a fitted equipment reference is required, or a tracing action is allowed
for the nominated installation position.
When maintaining equipment tracing with a work order, the item of
equipment entered on the work order is the costing equipment. The M I MS
database provides the facility to review and reset the existing maintenance
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7.3.11.2. Main Mechanisms
The main mechanism of the equipment tracing facility includes:
• Equipment Register (ER): A file holding the static information on
individual equipment is subject to tracing. A flag on the file indicates
whether the equipment is subject to tracing. Information that is held about
individual equipment varies depending on the type of equipment. The
individual equipment is identified by its equipment number.
It should be remembered that equipment tracing applies only to those
items of importance and high value that maintenance personnel have
determined to have sufficient impact to warrant tracing.
Therefore, the following apply:
• only equipment recorded in the equipment register as being traceable
is subject to equipment tracing,
• all members of an interchangeable group must be registered to enable
M I MS to adequately trace history without indicating errors.
• Equipment Tracing File (ETF): A file holding, in chronological
sequence, a series of references to other documents throughout M I MS that
have some action for the equipment. These documents include:
• purchase orders;
• work orders;
• store credit requisitions;
• store requisitions.
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The ETF is simply a chronological record of these actions, and their records
in M I MS then provide complete and valuable information on thelife-cycle
of the fitted equipment. Fitment and defitment of fitted equipment to and
from an installation position can be done without a work order.
• Equipment Group Identifier (EGI) File: A file is used in common
with other modules and holds a profile of installation positions for reporting
'holes* and double fitments. The EGI file plays a part in maintaining the
accuracy of the tracing information to enable reporting all fitment work
orders and all equipment classified as currently fitted.
• Relationship of Equipment Numbers to Stock Codes: When
registering an item of equipment in the ER, a stock code can be assigned to
it. This allows the choice of equipment assigned to the stores for control
purposes. If the equipment is to be traced in and out of stores (issue
requisitions and receipts), the equipment number must be recorded.
• Reporting Mechanisms: A series of reports to either ensure the
accuracy of tracing information or to present a comprehensive maintenance
history of an item of fitted equipment.
• Operating Statistics Profile (OSP) for Equipment: One of the critical
items of information about the life history of fitted equipment is the OSP
log that the fitted equipment achieves when fitted to equipment and
operating. These following statistics are measured:
• for each fitment incidence, the amount of work done on each fitment
(until it is defitted or rebuilt in situ);
• total accumulation for the life of the fitted equipment.
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It should be noted that the various types of operating statistics (hours,
tonnes, kilometres etc) used in M I MS are user-defined, as well as all the
maintained statistics for each piece of equipment.
In order for statistics to be recorded against an item of equipment, the
OSP for the equipment needs be set-up to define the statistics to be
recorded and how those statistics are to be recorded.
7.3.12. Use of Work Order Management
This procedure is prepared for the work order management module in
MIMS, and to assist with the creation of work orders and population of the
necessary fields in the module work orders.
It is important that all the necessary fields indicated in this instruction are
populated, because this is essential for the success of later reporting and
future analysis of asset performance from the work orders history.
The work order number is automatically generated by the system, and the
user's default set-up (this can be overridden by manually selecting a work
order prefix).
The originator identity is recorded through the user's pay number that will
appear automatically.
The work order brief description is required, but the use an extended
description field is optional.
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The correct plant location or actual plant unit details must be entered into
the equipment details field, and the work group code into the appropriate
responsible work group field.
The originator's priority is entered by choosing a proper code from the
selection table in relevant instruction in Section 7.3.4. A work request
number is to be entered where appropriate.
The work order and maintenance types must be selected from the appropriate
asset management instruction in Section 7.3.7.
The component code for affected asset, where applicable (eg. CT for
current transformer), component modifier code (phase) where appropriate
(eg. R for red phase), and planners priority are selected using codes from
the appropriate instruction in Section 7.3.7.
The cost centre account and project number details, where applicable, are
added. The work driver, work cause, and plant type mode are then selected.
It is possible to create a number of individual tasks through the task tab
window, with their own start and finish dates, as long as they are in
between the start and finish dates entered for the main work order.
When closing a work order, whether it has been completed or cancelled,
completions date, completed by, completion type code and completion
remarks are entered through the completion tab window.
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7.3.13. Expiry of Asset Warranty
All new plant requires warranty inspections after expiry of their warranty
period, so they can be checked for deficiencies or problems and report back
to the supplier to have them rectified.
There is the need to have regulations and requirements for general checking
of asset condition prior to expiry of their warranty.
In addition, some plant (circuit breakers, power transformers, instrument
transformers, disconnectors, earth switches and capacitor banks) requires
work and testing before a final acceptance certificate can be issued to the
relevant plant supplier.
Therefore, an instruction for the execution of that activity is required.
The control of warranty requirements is achieved by using warranty MSTs
on all relevant equipment, to ensure that the work order for the warranty
work is triggered and scheduled, and that the relevant maintenance
providers execute the scope of warranty work.
The provider will also check if there were any problems reported for that
piece of equipment in the past.
For all simple equipment that needs no site work, if no problems have been
recorded during the warranty period through the Q/T reporting system, the
warranty inspection work order in M I MS is closed immediately to change
the equipment status to be out of warranty (eg surge arresters).
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8. GENERIC CONTINGENCY PLANS
The scope of the generic contingency plan documents is to cover
transmission asset failures resulting from consequent or independent
coincident events, and to provide a comprehensive response to such failures
where they take the transmission system outside the boundaries of normal
planned operational risks.
The events can be caused by:
^ Environmental sources such as lightning, fires, earthquakes, cyclones,
birds, trees;
^ Human sources such as vandalism, accidents;
> Malfunctioning of other equipment, explosions of adjacent plant and
failure of protection systems.
The generic contingency plans ensure that every major transmission asset in
the network can be suitably replaced, and the power supply restored, in the
timely and coordinated manner to manage reliability and security risks on
the system in the meantime.
Major transmission assets include transmission lines, cables and
primary and secondary plant.
These plans cover the whole network and are designed to cater for all
events considered reasonable operating failure risks.
They should not be mixed with special contingency plans sometimes
developed in addition to the generic plans and tailored to cover possible
increased failure risks for a specific asset(s) in a limited timeframe.
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The generic plans also do not cover system-wide catastrophic emergencies
such as multiple coincident events or disaster events as a result of a source
of risk that is considered well beyond normal operating risks as explained in
Section 15.4.
For example, the essential N-l contingency substation planning criteria has
covered the majority of power transformers in the South-West Integrated
System (SWIS) substations of W P C. The criteria mean that substations
operate in a manner that will allow the loss of one piece of plant in the
substation without introducing the need for a load shedding.
The introduction of special contingency planning, as described in Section
15.4, with the development of a plan using a concept of Rapid Response
Spare Transformer (RRST) (spare mobile unit on moveable platforms that
can be brought to substation sites within 8 hours), has allowed the use of
the modified N-l requirement through use of 1% and Normal Cyclic Rating
(NCR) criteria.
The criteria mean that there is a small time window in a year when N-l
criteria will not be met if a fault occurs in that time window. Such rare
situations have been accepted, as the risk for a failure occurring exactly in
that window is small, and the RRST can be brought to the substation
quickly. In that way, such arrangements bring a lot of capital outlay
savings, due to a significant postponement of the long-term requirements
for new transformers.
For substations that cannot be operated in the NCR manner, a further
consideration is required. The most common circumstances that can cause
the need for further considerations are those in which:
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• Substation capacity is no longer covering load demand with the loss of
plant;
• There is an increased chance of loosing two pieces of plant at a
substation;
• The consequences of loosing one piece of plant are unacceptable.
These circumstances could often arise in network due to:
• Preceding unrectified failures at the substation;
• Transformers experiencing extreme operating conditions (such as
multiple close through faults due to automatic re-close function of the
switch);
• Substation is the sole supplier to sensitive loads;
• Plant has been identified in the Asset Management Plan as being
susceptible to a failure.
Asset identified in the need of further consideration beyond the scope of the
generic contingency plans will require a special contingency plan.
The generic contingency plans are 'live' documents and require a regular,
at least annual, review of their contents to ensure they match the evolution
of the network. The plans are based on the current Network Planning
Criteria and System Operation Requirements, and are generally valid for
one year from the date of issue.
Examples of generic contingency plans that cover eventual failures of the
transmission assets and provide a framework for a proper response and the
management of such incidents are given below.
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8.1. Emergency Management Plan
The Emergency Management Plan is implemented when a specific level of
emergency has been initiated.
The Plan outlines the responsibilities of the key officers involved in
the emergency response management, and the recommended action
guidelines.
The Plan is based on the responses required for specific events of the
graduated levels of severity with four levels of emergency.
The purpose of the actions in responding to each of the identified and
defined emergency event levels is to:
• Minimise damage and loss of electricity supply to customers;
• Be consistent with the safety of the public and employees;
• Ensure that management, customers and other stakeholders are kept
informed of the status of impending or actual emergency situations;
• Ensure that stakeholders are made aware of any special requirements
in a timely and organised way;
• Enable coordination and communication with other operational groups.
8.1.1. Emergency Management Plan Framework
There is a need for close cooperation in such emergency situations between
the transmission network and other components of the electricity supply
chain, ie the distribution networks, retail, generation, marketing, and often
even external parties.
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The form and structure of this plan is based on agreed principles, as there
are generally many common elements in the above parties' separate plans.
In some cases, it is expected that these individual plans will be
required to operate in parallel, with all actions coordinated by the nominated
common emergency coordinator.
The plan will not be initiated for all events occurring on the network part of
the system. Mobilisation for normal breakdowns will be managed by the
existing call-out system as presented in Section 7.3.3.
The SO control centre monitors the situation, and in conjunction with
other involved or affected parties, decides when to initiate an emergency. It
is expected that emergencies will be declared when it becomes clear that the
normal procedures for handling general breakdowns will not be adequate.
It should be noted that this plan has been developed as basis to enable the
transmission business to manage specific categories of emergencies in its
network on a high level, but its purpose is not intended to describe how the
business functions actually responds to each individual event.
8.1.2. Emergency Management Plan Levels
It should be noted that the level descriptions are a guide only. The final
decision on the level of emergency will be made through consultation
among the incident controllers of the affected parties, and a decision taken
on which party will take the lead and nominate the emergency coordinator
for that particular event.
- Level 1 is an internal warning level and may be initiated when such
conditions occur that are likely to affect customers, employees, other
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stakeholders and business performance within 24 hours for events which
might still be managed by normal contingency planning. This level involves
communications with internal business stakeholders only, with the
responsible officer for initiating this level of emergency being any of the
senior system operations controllers on duty.
- Level 2 is an alert level and will be initiated when conditions occur with a
strong possibility of affecting customer supply, business performance or
normal customer related activities, or employee or public safety and
wellbeing within 24 hours, and could be handled by normal contingency
planning. This level involves communications with both internal and
external stakeholders, with the responsible officer for initiating this level
being the head of system operations control. Contacted officers are expected
to be ready for a possible level 3 or 4.
- Level 3 will be initiated following conditions that have had, or are having,
a significant effect on supply to customers business performance or normal
customer-related activities, or employee or public safety and wellbeing.
Significant effects on supply to customers include multiple feeder outages,
less than 10,000 customers without supply, customers without supply for
less than four hours, restoration of supply requiring significant coordination
of information and resources. The responsible officer for initiating a Level 3
is the Manager System Operations.
- Level 4 will be initiated following conditions that have had or are having a
major impact on supply to customers, business performance or normal
customer-related activities, or employee or public safety and wellbeing.
Major effects on supply to customers include major bulk supply loss, greater
than 10,000 customers without supply, customers without supply for more
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than four hours and restoration of supply after a major and/or prolonged
outage. The responsible officer for initiating a Level 4 is the C EO
Transmission or his delegate.
Each area within the transmission business is expected to identify its own
role in the execution of the emergency plan, and to develop their local
emergency response plans for each individual type of event.
These local plans must be consistent with this main plan, and should
allow each area to respond effectively to each event.
The areas of responsibility and various actions required by the relevant
officers (for each position or area of responsibility) from the actual
organisational areas of the transmission business for each level of
emergency are contained in the local plans.
8.2. Primary Plant Failure Contingency Plan
The purpose of this document is to ensure that there is a contingency
management plan to cover consecutive or independent coincident events
resulting from catastrophic failure of items of the primary plant.
The plan is intended to ensure that all major primary plant items in the
system can be suitably replaced in the timely manner needed to manage
reliability and security risks on the system.
Major plant covers power transformers, saturated reactors, circuit
breakers, current transformers, voltage transformers, and surge arresters.
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8.3. Secondary Plant Failure Contingency Plan
The purpose of this document is to ensure that there is a contingency plan to
manage consecutive or independent co-incident events resulting from
failure of items of the secondary plant. The plan deals with an emergency
response in the event of such catastrophic failures.
The plan generally identifies secondary equipment generic types and their
locations, with possible modes of failures, and then specifies action to be
undertaken and by whom when the failures actually occur.
The form of response is generally an immediate replacement with a similar
or a better item identified previously, to recover the operation.
Any better arrangement for the particular failure is considered an activity
outside the scope of the plan, although the plan needs to be updated with
any outcomes of the later review that might improve the responses at the
next failure situation.
8.4 Lines and Cables Failure Contingency Plan
This document is prepared to deal with an emergency response in the event
of a failure of transmission lines and cables. All transmission lines are
susceptible to structural damage from extreme environmental conditions,
accidental collisions or deliberate vandalism.
Historically, most of the failures have occurred in remote sections of
transmission lines in country areas, and due to their locality, there is a loss
of supply until the required resources and correct materials are organised.
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In the metropolitan areas where materials and resources are more easily
accessible, the response time and restoration of supply is faster.
This manual is intended as a guide to the construction of emergency
structure(s) in the event of any structural damage to a lattice tower or steel
pole transmission line to bypass/prop the damaged section quickly.
This will ensure that any loss of supply is kept to a minimum, and the
area is made safe and allows for the damaged line to be restored in the
normal fashion.
On completion of repairs to the original line, the emergency line can
be removed with minimal damage to the surroundings.
For wood-pole transmission lines, the failed structures will be replaced with
like structures using normal construction techniques.
An emergency transmission line structure must be easily transported,
erected and dismantled, without complex aids.
Environmental changes must be kept to a minimum, and the time-
consuming work of the placement and removal of foundation elements is to
be avoided or at least minimised.
The manual is intended to cover the concept and features of the emergency
repair structures. It is not intended to address every possible aspect of the
restoration for a failed transmission line.
The techniques for terminating the ends of the failed line sections and
connecting the recommended bypass will vary, and must be tailored to suit
the individual field requirements.
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9. BUSINESS CASE ANALYSIS MANUAL
There are a number of asset linked characteristics and working issues that
need to be considered in a business case analysis when a proposal
recommends any required action for the targeted assets.
The assets taken up for such analysis are sourced from the assets listed in
the relevant parts of the Asset Management Plan that have been previously
identified and highlighted as a non-performing asset.
The calculations of the relevant risk factor for each of the relevant
components referred to in Sections 9.1.1 to 9.1.17 are given in Section 9.2.
The composition of the risk matrix, an analysis of the risk matrix
calculation, and a guide for the use of recommended risk limits and special
constraints in assigning a risk ranking for the asset condition and required
recommended action are also given later in Sections 9.3 and 9.4.
Finally, a summary of possible business case outcomes and basic rules to
assist asset management decision-making on a future action or work
required for an asset, being subjected to the developed business case
analysis and achieving a certain risk ranking, is presented in Section 9.5.
9.1. Main Components
The asset management integrated model presented in this thesis has defined
seventeen main components that must be included in the preparation of an
asset business case analysis that covers all relevant issues.
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These components are described below, with relevant comments about the
allocations of their priorities, their associated weighting factors, risk factor
evaluations and cost implications as appropriate.
9.1.1. Age
The current age of the asset is taken into account, but it is not an
overarching contributor to the asset performance, and is therefore given a
low-weighting factor of two.
The risk factor is calculated from its current age versus the expected
end age.
9.1.2. Frequency of Failures
The frequency of asset failures is given a high-weighting factor of four, as
the failures influence network performance, increase maintenance costs,
cause loss of supply and revenue, reflecting badly on customer satisfaction.
The risk factor is based on the number of failures per unit per year.
There is a special constraint where the risk factor of 5 is assigned, and an
immediate action plan is required.
9.1.3. Condition
The condition of units can be a significant factor, which can lead to long-
term failures and uncertainty for the units' future performance.
The risk factor is based on the amount of additional maintenance
work required in excess of regular preventive maintenance, and is given a
medium-weighting factor of three.
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9.1.4. Environmental/Regulatory Requirements
Normally the plant is sufficiently well designed to avoid any significant
impact on the environment, therefore its weighting factor is rated at
medium three.
The risk factor is based on the effects of any possible release of gas
into the atmosphere or oil into the ground.
There is a special constraint where the risk factor of 5 is assigned, and an
immediate action plan is required.
For example, introduction of a new obligatory government
regulation, or where a particular asset is situated on a sensitive area for
environment (new noise-level legislation, underground water catchment).
9.1.5. Maintenance Costs
The asset maintenance costs are a significant portion of the company's
maintenance expenditure, and therefore are given medium-weighting factor
of three.
The risk factor is based on the ratio of total asset maintenance and
repair costs for the asset compared with the costs of a new asset of the same
or similar characteristics.
9.1.6. Replacement Costs
A proposal may be to replace the defective units with a new model that
requires very little attention. It needs weighting versus repair or
refurbishment to continue in service through an economic analysis. Such
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decision impacts on many operational and financial indicators, and is
therefore given a high-weighting factor of five.
The risk factor assigned is based on the ratio of net present value
figures of the available options.
9.1.7. Spare Parts Availability
This issue is important, as a number of manufacturers have ceased
manufacturing the particular model or spare components. In the case of a
major fault occurring, spare parts could be very difficult to obtain, resulting
in long waiting periods or high costs to manufacture the parts on an
individual basis. Therefore, a medium-weighting factor of three is assigned.
The risk factor is determined from the number of main parts
currently available, their costs and delivery periods.
There is a special constraint where the risk factor of 5 is assigned and an
immediate action plan is required.
For example, the reason might be that no more spare parts could be
obtained from the original or any other any source.
9.1.8. Competency of Employees
The skills to repair or completely refurbish the affected unit within the
company and using its own work force are assessed, as this could
significantly influence any final decision. A medium-weighting factor of
three is assigned.
The risk factor is determined from analysis of the available skills.
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There is a special constraint where the risk factor of 5 is assigned, and an
immediate action plan is required.
For example, the required internal skills to attend the relevant asset
no longer exist, or the asset is based in a location that is extremely difficult
to reach.
9.1.9. Availability and/or Cost of Repair Services
The skills to repair or completely refurbish the affected unit external to the
company are also assessed, and will influence any final decision. This is
given a medium-weighting factor of three.
The risk factor is determined using a combination of factors
described previously in 9.1.7.
There is a special constraint where the risk factor of 5 is assigned, and an
immediate action plan is required.
For example, the external skills to attend the relevant asset no longer exist,
or the asset is based in a location that is extremely difficult to reach.
The assessment of risk for both areas described in Sections 9.1.8 and 9.1.9
should also review the factors listed below:
- difficulty in obtaining spare parts;
- remote locations of the units in question;
- difficulty in arranging access to the units;
- low success rate on previously tried refurbishment and modification
activities;
- high cost of the rework required;
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- future changes in environmental legislation with regard to a handling of
the plant that contains various substances.
9.1.10. Safety of Employees
The unit in question may pose a risk for the crew performing work on
adjacent circuits as it may operate under fault conditions with insufficient
security to guarantee safe operation. Therefore, it is given a high-weighting
factor of five.
The risk assessment is based on the probability that failure could lead
to incidents with severity depending on its duration, and the size and type of
an area that could be affected by the asset failure.
There is a special constraint where the risk factor of 5 is assigned, and an
immediate action plan is required.
9.1.11. Safety of Public
Equipment failure may present a direct risk to the public. That risk could be
in the form of flying debris or exposed live conductors. It may not always
be possible to mobilise a crew in sufficient time to quickly restore customer
supply, thus leading to hazards in the general public domain. Therefore, it is
given a high-weighting factor of five.
The risk is assigned on the probability of an incident occurring,
possible impact on public, the incident duration, and the size and type of
public areas that could be affected by the asset failure.
There is a special constraint where the risk factor of 5 is assigned, and an
immediate action plan is required.
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9.1.12. Safety of Adjacent Equipment
There is a real risk associated with suspected units having to operate under
fault conditions as adjacent equipment could be damaged by flying debris,
further exacerbating the consequences of failure. It could further release
contaminated particles into the atmosphere. This is therefore given a high-
weighting factor of four.
The risk is assigned on the probability of an incident occurring and
the incident possible effect on the plant could be affected by the failure.
There is a special constraint where the risk factor of 5 is assigned, and an
immediate action plan is required.
9.1.13. Obsolete Design
Sometimes units are designed with inherent design imperfections, poor
tolerances, etc, causing failures (eg jamming of operating mechanisms), but
generally they perform their duties as required.
There is an issue where equipment upgraded to a new standard
cannot provide the full benefits as other units further in the chain are still
obsolete in their functions (eg protection current transformer feeding a new
electronic relay). This is given a low-weighting factor of one.
The risk is assigned on the probability of an incident occurring, its
possible duration, and the impact of the plant failure on other plant in the
chain that could have their functions affected.
There is a special constraint where the risk factor of 5 is assigned, and an
immediate action plan is required.
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9.1.14. Impact on Quality of Supply
Any loss of supply from affected circuits has consequences on quality of
supply. It could cause complete loss of supply for a protracted period,
depending on the ability of the system to temporarily feed customers from
alternate sources. This is given a high-weighting factor of five.
The risk is assigned on the probability of an incident occurring and
its duration, and the type and size of the area affected by the plant failure.
There is a special constraint where the risk factor of 5 is assigned, and an
immediate action plan is required.
9.1.15. Impact on Customer
Any loss of supply could lead to a long and disruptive loss of supply,
sometimes to sensitive load areas. There could be significant production
time lost in mine site operations and disruption of power supply to the
commercial customers and the general public, and is therefore given a high-
weighting factor of five.
The risk is assigned on the probability of an incident occurring and
its possible duration, and the type of customer(s) that could be affected by
the plant failure.
There is a special constraint where the risk factor of 5 is assigned, and an
immediate action plan is required.
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9. 1.16. Impact on the Company
A loss of supply to customers could have a significant effect on the
company's business, and therefore is given a high-weighting factor of five.
The risk is assigned on probability of an incident occurring, possible
duration, cost to restore to original condition, and the amount of revenue
that could be lost by the plant failure.
Some of the possible effects are:
• lost supply over a significant period means significant loss of revenue;
• replacement and repair of equipment under emergency situations is
costly, particularly if another adjacent plant has been damaged;
• relationship with customers would suffer, an important consideration in
the open access and increasingly competitive environment existing
today.
There is a special constraint where the risk factor of 5 is assigned, and an
immediate action plan is required.
9.1.17. Ability to Manage the Renewal Process
It is important to manage the renewal process through adequate equipment
condition assessments and long term planning to replace equipment under
risk over a period of time in a controlled manner rather than be failure
driven. It is therefore given a high weighting factor of five.
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A prudent business takes action to limit the potential risks to the system and
to the financial health of the company and to realise any possible savings in
long-term maintenance costs by arranging suitable plant replacements.
It will prevent the need to make a sudden and unplanned large commitment
of capital and maintenance expenditures that the business could possibly
not afford at the moment and in the future.
Even in a case where such financial means might be made readily available,
there is a high probability that executing such unplanned works on time
would not be possible due to the following factors:
• the lack of immediate availability for required quantity of necessary
equipment;
• the lack of engineering design resources;
• the lack of construction and commissioning resources;
• the inability to gain sufficient access rights to the system for the required
work programme.
It is important to emphasise that many other company's work areas also
compete for the same financial and human resources above, in an already
stressed and heavily loaded transmission network.
The areas include regular maintenance works, ongoing network expansion
construction works, approved and planned asset renewal programmes,
response to and repair of failures, access restrictions due to seasonal system
load curves, seasonal system access limitations, and daily system and
customer switching operational requirements.
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The best way to avoid the above problems is to use the asset management
model that ensures an on-going assessment of the network and its
equipment performance and condition.
Then there is a process for the implementation of necessary network
operational arrangements to ensure the secure supply and safety of
operational staff, and plan the recommended works for improvements.
It continues with the efficient planning of renewal programmes (long-term
budgeting, timely project approvals, ordering new equipment, new
engineering designs, system access planning, securing working resources).
The risk for individual components is assigned on the probability of
incident numbers, their direct and indirect costs, possible time and cost to
restore to the original condition, and difficulties arranging an adequate
replacement.
There is a special constraint where the risk factor of 5 is assigned, and an
immediate action plan in some form is required.
The final risk ranking for the business case is assigned after an overall risk
assessment of the asset reviewed in the business case analysis.
The selection of an adequate course of action within a certain timeframe, to
deal with the ranked risk, is also necessary.
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Plenty of spares available 1
Spares are scarce 2
Spares from the manufacturer from shelf 3
Spares from manufacturer on order only 4
No spares available 5
9.2.8. Competency of Employees
The risk factor in relation to competency of employers is formed on the
basis of maintenance crews that can perform the work, as given below:
Any crew can do it 1
Some crews can do it 2
One crew can do it 3
One person can do it 4
No one can do it 5
9.2.9. Availability and Cost of Refurbishment Services
The risk factor in relation to availability and cost of services is formed on
the basis of available providers and their locations who can perform the
work, as given below:
Locally available service, many providers, or low cost 1
Locally available service, one provider, or medium cost 2
The service available in other states, many providers, or medium cost 3
The service available in other states, one provider, or high cost 4
The service available overseas with high cost, or not available 5
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9.2.10. Safety of Employees
The risk factor in relation to the safety of employees is formed on the basis
of impact that the asset failure can have on employees, as given below:
Equipment contained, no external impact possible 1
Equipment has parts under pressure that can burst 2
Equipment can fail internally, moderate impact on close distance 3
Equipment can fail externally, high impact on larger area 4
Equipment can fail catastrophically, very high impact on larger area 5
9.2.11. Safety of Public
The risk factor in relation to the safety of public is formed on the basis of
impact that the asset failure can have on public, as given below:
Any defect contained, no impact on supply 1
Any defect contained, small impact on supply 2
Any defect contained, moderate impact on supply 3
Some impact outside confined area, high impact on supply 4
Significant impact outside confined area, very high impact on supply 5
9.2.12. Safety of Equipment
The risk factor in relation to the safety of equipment is formed on the basis
of the impact of the asset failure on equipment, as given below:
Equipment is contained, no external impact is possible 1
Equipment has parts under pressure that can burst,
plant nearby of limited value 2
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9.2.15. Impact on Customer
The risk factor in relation to impact on customer is formed on the basis of
assessment of impact when asset fails as given below:
No impact on customer 1
Small or transient impact on customer, no affected load 2
Moderate impact on customer (a few hours), <1 M VA 3
High impact (1 day), 1-10 M V A, production partially affected 4
Very high impact, >10 M V A, production significantly affected 5
9.2.16. Impact on Company
The risk factor in relation to impact on company is formed on the basis of
assessment of impact when asset fails as given below:
No impact on system or supply 1
Small or transient impact on system, minor loss of supply 2
Medium impact on system, some loads lost, supply maintained 3
High impact on system, supply area affected, large loads lost,
a sensitive load lost 4
Very high impact on system, large supply areas lost 5
9.2.17. Ability to Manage the Process
The risk factor in relation to the ability to manage the asset renewal process
is formed on the basis of assessment of how the impact of the asset failure
can be dealt with, as given below:
It can be easily managed, spares in store (<50K/year) 1
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9.5. Summary of Business Case Outcomes
There are number of possible outcomes for the action to be taken as a
response to the above business case analysis an dthe resulting risk ranking,
and based on the combination of individual factor assessments.
These outcomes can be grouped into two main categories:
- There will be no need for work on the asset itself, but an update of the
existing documentation or preparation of some new documentation will
be required:
(a) update of maintenance policy (eg. vary maintenance frequency);
(b) update of maintenance services (eg. remove and grease more parts);
(c) update of maintenance instructions (eg. repair minor line failures 'live'
in service);
(d) update of generic contingency plan (eg. keep more 330kV circuit
breaker spares);
(e) preparation of a special contingency plan to cater for asset failures fo ar
specific period of time (eg. rapid response mobile switchboard in the
case of failure of indoor metal clad oi linsulated switchboards until they
are replaced).
- The asset in question will require some kind of work within the options
listed below. They will be added to the list of 'Asset Future Projects' and
maintenance or capital funds approval will be sought within the timeframe
recommended for the specified work:
(a) refurbishment on site or in a workshop;
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(b) modification on site or in a workshop;
(c) major repair on site or in workshop;
(d) replacement of several units to create a source of spare parts;
(e) relocation to less important or less demanding locations in the network
over a period of time;
(f) replacement over a period of time and disposal.
A set of useful rules has been developed to assist in the decision making on
which course of action to undertake for an asset after determination of its
risk ranking, as indicated in the introduction of Section 7.5.
The rules make use of the assessment done on its individual risk matrix
components, and are given in Sections 9.5.1 to 9.5.3.
During these deliberations, an important part of the review is to comply
with the necessary links and information exchange to network planning,
asset owner and system operations, as many aspects of work in those areas
influence the final decision.
9.5.1. Low Risk Ranking
The 'Low Risk' ranking indicates that, although some problems exist with
the asset operational or financial performances, the impact of its failures if
it continues in service will be reasonably small.
If the problem is traced to the failure of different parts of the plant, but
failures do not impact network performance, plant servicing level can be
adjusted during its preventive maintenance work without varying its
maintenance frequency.
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If the failures do impact network performance, it will be necessary to vary
plant maintenance frequency.
If the failures are caused by a small number of parts, a dedicated repair or
modification task may be organised to rectify or replace the identified parts.
That would be mostly done in situ, but sometimes it could be
arranged in a workshop but only depending on the costs and practicality of
work on site and possibilities of transport to the selected workshop.
Additionally, if the assets in question are to be dealt with in some way or
replaced through some other asset renewal or planned development
programmes, no action might be taken, depending on the action extent or
timing in those programmes.
9.5.2. Medium Risk Ranking
The 'Medium Risk' ranking indicates that significant problems exist with
the asset operational or financial performances, and that there could be
some impacts to the network performance if the problems are not treated
properly within a certain timeframe.
In most cases those problems can be addressed through an advanced repair
or modification programme, on site or in a workshop, where the work cost
and practicality will determine the final outcome.
In a situation where there is a lack of parts for such work arrangements, or
the work would be very costly or impractical, a partial removal of some
units to create a source of spare parts is recommended.
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In a situation where there is a lack of skilled resources for the execution of
such work, relocation to other less demanding or important locations should
be implemented.
An important part of the above analysis should be to review the expected
need for further required service of those assets at their locations. In the
case where the individual assets will be removed in a relatively short time
by another project, consideration of other options would be appropriate.
That would mean arranging a variation to generic contingency plans,
change in the spare holdings policy (increasing the number of whole spare
plant units), or developing and implementing a special contingency plan.
9.5.3. High Risk Ranking
The 'High Risk' ranking indicates that the asset in question presents a
significant problem to the operational or financial performances of the
network. There could be some serious impacts to the business or even in the
wider arena where the transmission business operates if the identified asset
is not treated properly within a short timeframe.
The options would most likely be to arrange a detailed refurbishment
programme and to restore the condition and functions of the targeted asset
as closely as possible to its original status.
That could be organised internally, if the skilled workforce and
appropriate refurbishment plant exist, or with the original or a substitute
manufacturer.
In any case, it should be noted that it is expected that the asset
functions will be restored to a level such that the asset will be sufficiently
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operational for the reasonably long time, at least until such time that the
asset is scheduled for removal from that site.
If this is not feasible, the next step is to define and execute a modification
programme to restore the asset condition to the sufficient level that would
be satisfactory for the asset expected service life and performance.
That would normally include significant the manufacturer's input and
assistance, being the original or a substitute manufacturer.
In the case when the above work options are not feasible, technically or
financially, it is expected that the asset replacement would become the only
possible outcome.
In the final recommendation, a vital element would be the contents of the
current and future network development plans, in the form of the upgrade
or retirement of the transmission substations or lines in the period action is
recommended for the assets in question.
Such feedback to the original business case recommendations could then
force a change in the scope and timing of the business case action, or the
business case recommendations would initiate changes of the planned
actions in the development plans.
Further financial and operational reviews with the assistance of the asset
owner functions (business development and finance services) will define
which course of action will finally be taken (changing the asset renewal or
network plans) that will represent an optimal network solution.
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(i) definition of the service to be provided;
(ii) methodology to be used to measure and acknowledge the success of
the performance of the scope of service;
(iii) the remaining elements provide direction for the administration of
the agreement.
10.1.3. Desired Attributes of the Relationship
The SLA is the documentation of an agreement for a business relationship
between AM and ISPs. It defines the expectations and behaviours that are
desired between those and other relevant involved groups.
The success of the SLA will depend upon the demonstration of specific
attributes and behaviours by the parties. These are:
(i) trust and mutual respect;
(ii) complete sharing of information and an open book relationship;
(iii) acceptance of accountability;
(iv) all parties to act as a single team;
(v) all parties to treat the business as their own, in that they are cost
conscious, take responsibility, and continually seek to add value to
ensure the success of the company;
(vi) all parties to focus on and take pride in meeting or exceeding the
commitments and targets listed in this SLA;
(vii) competent personnel capable of meeting their responsibilities;
(viii) sound communication practices;
(ix) decision making that is timely and exercised within the limit of
appropriate authorities;
(x) confidentiality to be maintained with regard to sensitive issues;
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ISP will notify AM of all incidents and situations that have the potential for
significant safety, environmental and cost consequences. This will be in
accordance with the incident-reporting policy and set-up procedures in the
SLA.
10.2.3. Re-work on Services Provided
Re-work is defined as the action taken on a non-conforming product so that
it will fulfil the specified requirements.
Should any re-work be required, it will be executed as appropriate to the
performance requirements established as part of the agreement.
Reporting and analysis of re-work will be in accordance with the
Policy in the SLA.
10.2.4. Qualifications of Personnel
The personnel that will be used to perform the required work programme
will be properly skilled and allowed improvements as shown below:
(i) statutory requirements-the statutory requirements for the certification
of maintenance personnel shall be met as required by regulation;
(ii) on-going competency training-ISP shall ensure the competency and
on-going training of personnel assigned to perform the services as
defined by the SLA to ensure that the SLA defined policies are
followed;
(iii) relationship with other parties-ISP will ensure the same standard for
any subcontractors whom they may use in the works under the SLA.
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The ISP will ensure that all bookings are made to the correct codes, in
accordance with policies defined by the SLA, to allow tracking of actual
expenditure against the agreed budget.
This same requirement applies to all other service providers supporting the
work undertaken by the ISP.
10.3.3. Acknowledgment for Services
A feature of the SLA shall also be that meeting or exceeding agreed SLA
performance targets should be acknowledged.
This will include how to arrange for extra compensation over and above the
agreed payments for exceeded targets in performance monitored by the
SLA that are identified to be due to improvements in the work by the ISP.
10.3.4. Need for Improvement
Not meeting performance targets will result in discussion between AM and
ISP senior management to resolve the issues and agree on prompt actions to
achieve the targets and restore the relationship agreed in the SLA.
10.4. Continuous Improvement
Further benefits are achieved by ensuring that there is a dedicated activity
of continuous improvement included in the SLA procedure.
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11. REQUIRED DATABASES
It is essential to have in place adequate and easy to use databases with
proper data acquisition procedures for recording assets themselves and asset
management activities.
The acquisition procedures ensure that relevant information is
collected and correctly entered in the databases in a timely manner.
This is essential, as that initial procedure is then followed up by other
procedures, using the data and analysing and assessing asset performance
and the success of the asset management process itself.
Databases that have been defined and are currently in the use for assisting
with the management of transmission assets can be split in two main types,
asset information registers and asset activity registers.
The database set-up is shown together with the specified flow of
information in Fig. 11.1.
11.1. Asset Information Registers
11.1.1. Transmission Plant Management System
The Transmission Plant Management System (TPMS) is an asset register
database for the transmission primary equipment.
It holds the following asset information: specification and order details,
manufacturing type and model, design and technical characteristic details,
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other details about each individual unit and its components, and the unit
current and previous locations history.
It also serves to record asset failures against the asset items.
11.1.2. Transmission Lines Management System
The Transmission Lines Management System (TLMS) is an asset register
database for the transmission lines and cables.
It holds the following asset information: specification and order details,
construction type characteristic details, length and number of structures,
structure details, assembly details of conductors and insulators, and the unit
current and previous line identifiers history.
It also serves to record asset failures against the asset items.
/1.1.3. Transmission Protection Equipment System
The Transmission Protection Equipment System (TPES) is an asset register
database for the transmission protection equipment.
It holds the following asset information: specification and order details,
manufacturing type and model, design and technical characteristic details,
other details about each individual unit and its components, testing, setting
and maintenance requirements, and current and previous locations history.
It also incorporates an asset activity function as it registers all protection
equipment operations and relay failures against the asset items.
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11.1.4. Transmission Ratings Information System
The Transmission Ratings Information System (TRIS) is an asset register
database for all current carrying transmission assets (eg transmission lines,
circuit breakers, connections, etc).
TRIS holds the following asset rating information: limits for thermal and
short-circuit fault currents, overloading and time curve characteristics,
details of the ancillary components and conductors used to join major
assets, climatic loading characteristics.
TRIS also contains relevant software rating calculations and diagrams to
determine maximal plant loadings in different seasons and network
arrangements.
11.1.5. Transmission Lines Geographical Information System
The Transmission Lines Geographical Information System (TLGIS) is an
asset register database that contains details of routes and locations for all
installed major transmission assets (lines, cables and substations).
It holds details of the asset geographical routes and locations as defined by
their Geostationary Position System (GPS) coordinates.
It also assists in the project and maintenance work by displaying other
transmission asset information for transmission lines, cables and plant in
the substations. The information is drawn from relevant initial sources,
being one of the above asset register databases.
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- condition monitoring,
- spare parts lists, and
- logistics.
11.2.2. Transmission Plant A llocation System
The Transmission Plant Allocation System (TPAS) is an asset activity
database that tracks the movement of major substation plant assets between
their active and passive services and records allocation of assets to be used
for various capital and maintenance projects and maintenance tasks.
TPAS holds details of the nominated capital and maintenance projects and
maintenance work activities, with technical details of the allocated assets.
It lists storage item codes, prices, quantities, delivery schedules, and
specification and item denominations for the allocated and stored units.
It also contains other information about the current level and future
requirements of strategic spare levels, surplus stock and project items, to
allow a proper management of existing and future stocks for requirements
of transmission substation assets.
11.2.3. System Operations Disturbances Database
The System Operations Disturbances (SOD) database is an MSA database
that records all disturbances on the transmission network involving loss of
supply or the opening of a circuit breaker.
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The outage might happen suddenly without warning due to faults causing
protection to island that part of the network, or an outage will have to be
arranged immediately as the disturbance poses threat to the transmission
network (security, public safety, other plant integrity, etc).
Therefore the disturbances are split into two categories:
- a fault disturbance, where a fault is caused by an uncontrolled and sudden
incident;
- a forced disturbance, where the plant is switched out of service prior to its
failure to rectify a problem.
Details of the disturbances include details of the time of the disturbance, the
time that supply was restored and the time that the plant was returned to
service, as well as the amount of load lost due to both the undervoltage
caused by the fault (where applicable) and the amount of load lost.
Additional information includes relay flags, circuit breakers tripped, as well
as the percentage of affected major customer loads.
The database is used to provide information on faults and forced outage
incidents in the transmission network to asset management by a defined
report on those incidents, but it is also used for reports to other business
functions not covered in this thesis.
To assist in the reporting of activities, each disturbance is assigned a
CIGRE incident category, a cause, and details of the plant affected (usually
the plant involved in the fault).
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The switching-based work orders are fixed once they receive approval from
system operations through the MIMS and N O IW interface link, and they
are allocated a switching outage programme number.
The asset-work related work orders can be rescheduled by the maintenance
service providers at all times, with timely advice to the SO when they
impact in any way on the outage programmes and related switching work
orders.
Therefore, it cannot be stressed strongly enough that at all times, the system
operations and service providers need to communicate with each other to
coordinate outage W OB moves within the N O IW database.
This communication process is the most fundamental element in ensuring
that the aligned MIMS-NOIW procedures for coordination of maintenance
work and outages on the network are successful.
To support the quality of that coordination, there should be an attempt to
agree switching and asset-work based work orders for all known asset
maintenance work between the SO and maintenance service providers for
the next seven weeks.
11.2.4.4. Global Moves
As defined in Section 11.2.4.3, when MIMS and NOIW have accepted and
approved switching work orders, only the SO personnel can change the
outage dates through the N O IW database.
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If a date change is requested by the maintenance service provider, and
subsequently agreed upon by the SO, the system operations will use the
Global Move function of NOIW-MIMS interface link to move the entire
outage W OB by a set duration.
That action ties all the asset-work based work orders related to a single
outage to the outage W O B, and will ensure that all those asset-work based
work orders are correctly moved together in MIMS.
When the original content of outage WOB work is analysed by the SO, it
might be necessary to split the switching work order across multiple
switching tasks.
Those will optimise circuit outages in steps as per the plant required
to be worked on during each stage of the requested outage.
The split switching tasks have the same identifying switching outage
number, but use unique sub-split keys to identify each split task.
Further to those splits, it may be necessary to make provisions to exclude
any holidays, free days and weekends, when maintenance service provider
staff will not be available to perform.
When an outage record is postponed, all work orders are essentially deleted
and from the active link and placed into a spare area.
The concept of the spare area allows identification and rescheduling to a
new date of all the maintenance works that have been cancelled, postponed
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12. REQUIRED RESPONSIBLE FUNCTIONS
The asset management process and procedures defined by the developed
integrated model require a number of specific business functions that must
be accounted for in an organisational business structure for a successful
operation of the asset management model.
These business functions have to perform their specified roles with
prescribed duties in the defined time frames through a series of defined
reviews and through the related activities prior to and after those reviews,
as presented in Chapters 6, 7, 13 and 14.
The business functions are described in Sections 12.1 to 12.7, with their
interaction links and supporting documentation presented in Fig. 12.1.
12.1. Asset Management
Asset management produce asset missions and strategies for assets
currently used or about to be used in the transmission system. They monitor
the performance and ageing process of the operating transmission assets.
They analyse asset fault and failure statistics, review maintenance costs and
ratio of preventive to corrective maintenance work, and use the proceedings
of those reviews to update asset maintenance policies.
They initiate and organise generic high level asset investigations and testing
programmes to assess the condition of the assets in the transmission
network based on the results of the above statistics.
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They also initiate follow-up studies on asset generic faults to assess the
asset condition and to determine the remaining life of the asset.
All of the above to confirm the validity of the present asset strategy and
process and the subsequently implemented maintenance policies,
instructions and maintenance service standards. This is to ensure the are
always relevant against the network performance levels and development
plans as set-up by the asset owner.
Any policies, instructions and service standards found inadequate are
promptly adjusted.
Asset management is also responsible for ensuring that the plant and
equipment purchased and installed meet the plant performance standards set
by the asset owner, network planning, and system operations.
It has or engages plant specialists for line and substation assets to provide
expert technical advice and guidance to asset management during plant
condition assessment and to maintenance service providers when reviewing
possible actions during maintenance and repairs of assets.
This includes liaison with manufacturers, industry bodies and other
authorities as necessary.
Asset management also has an overall co-ordination role for all asset
management related activities that are performed by other areas in the
transmission business.
That includes the revision and update of the Asset Strategy and
Policy documents and other asset management model supporting
documentation (contingency plans, policy and instruction manuals, etc).
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12.2. Network Planning
Network planning is responsible for setting system and network planning
criteria necessary to meet the network and system performances as set-up
by the asset owner, as required by the electricity regulator and the
customers, and defined by legislation and standards.
Subsequently, they define the plant performance standards necessary
to achieve the required system and network performances.
They use the above gathered information to prepare future network
development plans to cater for load growth, new connections, and for the
replacement of plant not meeting anticipated fault levels or thermal rating
requirements.
They provide input into the assessment matrix of critical plant in service
based on system reliability studies and availability of circuits due to the
future development works in the network.
They are also responsible for the timely regular update of all long-term
network development plans, using information from the asset maintenance
and asset renewal plans, prepared and issued by asset management.
12.3. System Operations
System operations are responsible for the day-to-day operation of the
transmission system and use of system and network assets in the best way
to deliver the transmission business product to the customers.
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That includes responsibility for system stability, network operation
reliability, and security and quality of the power supply.
They also provide an assessment of how critical the transmission lines;
substations and their circuits are to the operation of the network, and for the
overall system reliability from an operational viewpoint.
They therefore play a pivotal role in the setting of priority and risk
parameters that provide another significant input into assessment and
decision making procedures about the asset future of the asset management
model process.
They are also responsible for coordination and optimisation of the long-
term system requirements that determine an outage access to the
transmission network as requested by the internal or external service
providers for the asset works.
It includes asset maintenance works; asset repairs, emergency access
interventions, planned asset renewals, and network expansion projects.
That means influencing timing of the works that need to be undertaken on
the same equipment, and ensuring that these requirements are reviewed in a
timely manner as a part of the asset management process.
12.4. Maintenance Services
Maintenance services are responsible for providing electrical and
mechanical trade skills for maintenance services according to details
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specified in the Asset Maintenance Services and Asset Maintenance
Instructions Manuals, and governed by the Service Level Agreement rules.
They undertake plant investigative repairs, modification and upgrade trials,
and provide appropriate feedback to the asset management for the requested
work including scope of work, required timeframe and cost estimates.
They are responsible for monitoring preventive maintenance work practices
and instructions, for proposals to modify and update the above Manuals,
with the aim of improving the overall preventive maintenance efficiency.
They are also responsible for the first call response to effect the urgent
repair of major faults, for handling of minor maintenance projects, the
planning and running of daily maintenance activities, and for providing
maintenance data from their activities for relevant databases,
They use the maintenance management computer system for planning;
scheduling and updating of maintenance activities using work requests and
work orders.
/ 2.5. Engineering Design
Engineering is responsible for providing engineering solutions and other
advisory services in the area of design, drafting and cost estimating for
repairing and renewal of faulty and failed assets.
That is followed by provision of the necessary installation designs, based on
the recommended renewal and major maintenance projects.
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They also perform a project management role for minor works requested by
asset management from their maintenance and capital works programmes,
and when required following the failure of assets in the active service.
12.6. Project Management
Project management is responsible for the establishment and management
of planned asset replacement projects arising from approved capital project
recommendations to replace assets according to asset renewal programmes.
They provide an important input into the business case proposals for asset
replacement projects by advising realistically achievable timeframes for the
prosed renewal project works.
They perform cross checks for the collateral and mutual influence of other
ongoing and future planned projects to enable the proper execution of the
recommended renewal projects.
They also obtain and provide necessary cost estimates for the recommended
scope of renewal project works.
12.7 Asset Owner
The asset owner plays very important role in the adopted developed model
as many initial requirements for the goals and targets of the asset
management stem from the owner inputs. Some of the inputs are internally
driven, while others are based on external factors.
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> reviewing and exchanging output information obtained from the
previous three groups, and determining and implementing the resulting
action.
13.1 Recording of Asset Details
An initial part of data recording is to identify and record the assets
themselves to form the basis for all their future records and reporting.
13.1.1. Primary Plant
Asset management has the responsibility to ensure that all installed
transmission primary equipment is registered in TPMS, with basic
information copied into M I MS to enable maintenance requirements to be
set-up as per Section 13.1.4, and for the quality and accuracy of the
recorded information.
The TPMS update starts when the plant procurement group places an order
for the purchase of plant.
The responsible officer inputs specification and order details, type
and model of plant, and technical characteristics of plant (eg rated load and
fault currents, rated and operating voltages, transformation ratios, etc).
When the plant is tested and delivered, and factory acceptance test
certificates are made available, the responsible officer enters plant serial
numbers for the relevant specification, item and order numbers.
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