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VISION
Training for all
MISSION
To energize the people who energize the nation.
CONDUCTED BY
Training is always part of our life. It starts from birth and progress
throughout in each and every stage like childhood, adult to professional.
.
Special and heart full thanks is extended to all the dignitaries for
making this training programme very useful and successful.
3 CASE STUDIES 42 - 73
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Over the years the batteries that are used in power plants and substations have not changed a lot. Yes,
we have batteries made of different material, some of them are sealed, and others use different
electrolytes.
The battery system usually forms the heart of the DC control and protection system for the station.
This DC system is the power source for equipment control and protection. The need to have this system
extremely reliable is what drives preventative maintenance on batteries.
Regardless of the type of battery, it must be maintained to function properly. We typically maintain
our batteries on a weekly, monthly, and yearly schedule. On a weekly cycle, the battery is inspected,
several cell voltages are read, and the respective specific gravities are checked. On a monthly basis, all
the cell voltages are read and all the specific gravity readings are taken. Annually, all the inter cell
connections are removed, cleaned, lubricated and reinstalled. Doing all of the recommended maintenance
requires many man-hours. At the US Bureau of Reclamation Morrow Point hydroelectric plant, we spent
about 8 hours per month doing maintenance on the batteries, and a full day doing the yearly maintenance.
This amounts to about 104 man-hours, or 13 man-days a year or about $5,200 per year. Compared to
other equipment in the plant, this makes the battery a relative inexpensive maintenance item; however, it
is a significant cost when compared to the cost of a battery. After 20 years and $104,000 worth of
maintenance, we could have replaced the battery several times.
After we do all the maintenance on the battery do we really know how well the battery will perform
under actual operating conditions? As we found out at Morrow Point, we may have actually been
creating problems. At the Morrow Point power plant a new battery was installed four years ago. The
battery is a 58 cell, 420 Amp-hour unit that was operated on float-only charge at 130.5 VDC. The battery
was installed according to the manufacturers instructions and put in service. About two months later we
installed a battery condition monitoring system. Reclamations research group recommended the system
we purchased. It was new on the market and had been developed by MCM Enterprise Ltd. through an
EPRI research project. The system was chosen because of the features it has and its ability to give long-
term trends on the individual battery parameters. We felt that any system we installed had to have the
following minimum features:
1. Be non-intrusive to the battery case.
2. Software and hardware compatible with Windows NT operating system.
3. Be able to provide the following readings:
a. Cell voltage.
b. Cell Specific Gravity.
c. Test the integrity of the cell-to-cell connections.
d. Monitor the amount of cell float current necessary to maintain a uniform charge on
each cells
e. Give the direction and magnitude of the bank current.
f. Bank voltage.
g. Automatic monitoring of the bank during discharge.
The installation of the monitoring system consisted of installing 2 sensing modules to the side of each
battery jar. These are attached with a self-adhering tape that is an integral part of each cell module. In
addition, it was decided to install a wire gutter to contain the cell-to-cell data link and other wire. This
made for a neat installation. See Figure 1.
chokes
Measuring leads
Figure 1 shows the sensing modules and wire gutter attached to the jars. Also shown are the
measuring leads attached to the bus bars, and the chokes attached to the main battery leads.
Bank monitor/system
controller
Communications interface
Current sensor
Figure 2 shows the communication interface (with built in modem) and the bank monitor/controller
mounted on the wall, the current sensor mounted at cell #1, and the rest of the hardware.
Next, connections were installed to each bus between the battery posts. These connections are used to
measure cell voltage, and voltage drop across the cell when a one-millisecond bank load is applied for the
current path integrity test. A choke (isolation inductor) is installed around each main battery lead. The
installation of all the equipment took two days and consisted of mounting modules on each cell, installing
power cabling, and mounting the bank monitor and communications interface equipment. See Figures 2.
2
The overall system is shown schematically in Figure 3. The data links between the cell monitoring
modules are optically isolated to eliminate the possibility for a current path to exist between modules.
The isolation inductors (chokes) provide test isolation for approximately one millisecond during the
connection resistance test (current path integrity test).
Figure 3 shows the overall configuration of the non-invasive battery monitoring system
Once the equipment was installed the system was set up and calibrated. A complete set of readings
was taken on the battery and the data entered into the software as the starting point for monitoring. Much
to our surprise, within days of putting it in service, the monitoring system started to report problems with
the battery. The first deficiency it found was high resistance at several inter-cell link and battery post
connections. We had taken resistance readings on the connections and not found any problems. However,
the monitor takes connection voltage-drop readings while a load of about 400 amps is applied to the
battery for one millisecond (current path integrity test). This method found poor connections that we had
missed. See Figure 4.
3
Figure 4 is a view of the opening page showing cells with problem in red. All the cells in question
had high resistance connections.
The current path integrity is measured by employing the four-wire resistance technique. To prepare
for the measurement, the bank monitor simultaneously instructs all cell monitors to measure their cells
voltage and store the result in memory. The bank monitor next switches an electronic load across the
bank that draws current for approximately one millisecond. At the peak of the bank current, which is
arranged to be roughly equal to the amp-hour capacity of the bank, the bank monitor again simultaneously
instructs all cell monitors to re-measure cell voltage and subtract the results from the zero-current values
of voltage already stored in memory. The difference voltage for each cell, reported as delta V is
proportional to the resistance of the current path including both the cell and strap/post connections.
Figure 5 shows the relationship of the voltages and currents during this test.
Voltage-current relationship for measuring the The load is electronically inserted across the battery
voltage drop across connection resistance in the for one millisecond. The chokes provide test
series circuit isolation.
Figure 5 shows the process for automatically measuring current path integrity
Upon opening the software up to the individual cells, one can get either a cell-by-cell view of the
battery or a view that shows the average cell, the high cell, and the low cell in each category. In looking at
4
Figure 6 you can see the trends of cell #1 over a period of time. Of interest is the gradual rise in the
voltage drop across the connection of this cell. With every voltage drop alarm, our electricians reported
that the connecting bolts did tighten before the torque wrench reached the desired value. It was also
interesting to note that just prior to developing a high resistance connection the battery underwent a load
cycle as indicated by the downward spike in the readings, shown in Figure 6.
Figure 6 gives a view of the screen that gives trends on individual cells.
After some months of operation MCM reviewed the data that was being taken. They noticed that the
water consumption of the battery was fairly high. From the Float Current Bypass cell readings it was
noted that all the cells were bypassing 100% of the float current. In essence this indicated that the battery
was being over charged, making it use more water. We started lowering the float voltage until most of
the cells read in the 80% bypass range. This reduced water consumption in the battery. See Figure 7.
The system allows the user to look at many conditions in each cell, and the battery bank as a whole. In
addition it will record bank discharges, showing the overall bank and each cells performance during the
discharges. This information goes a long way to assuring the quality and integrity of the battery.
The monitoring system performs a test on the battery however often the user desires. The monitoring
system is set up to automatically do a test and collect data every 24 hours at Morrow Point. This gives us
good data without building a huge database. However, during a load test on the battery or during an
actual emergency event, the battery monitoring system steps up its data measurement rate to capture the
performance of the battery, during the event.
The data is downloaded to a computer in the plant once a week, reviewed, and any necessary actions
taken. This test sequence yields the data that we have looked at above. This system has been in use for
almost two years, and has successfully found serious problems; it has also minimized the required battery
maintenance.
The cost of this system approaches the cost of a battery. In order to justify this cost we must take a
close look at what our battery does, and how important it is in the overall scheme of things. Not all
battery systems are used for the same purpose, however most of them operate the control and protection
5
schemes for large rotating equipment and breakers when they are employed in power plants and
substations.
Figure #7 is a screen view showing the high, low and average of all the cells. Note that the fluid
levels move down. The straight line shows where water was added. Note place where the bank
voltage is lowered you also notice that the slope of the water use curve changes, and the cell
bypass currents drop.
For the most part the DC control and protection circuits in Reclamation facilities run on battery
chargers most of the time. Only under charger failure or loss of station AC power do we need the
batteries. As often happens, it is during times of system or equipment problems when station AC
disturbances will occur. This is simply Murphys Law in action. These are the times when controls,
protection and breakers MUST operate to prevent damage to equipment. Thus, the main purpose of the
battery is to provide critical power to control and protection equipment when it most needs it. Failure of
the battery system during these periods of time can have consequences that range into the millions of
dollars for the equipment they protect. Thus it must be argued that the justification for the monitoring
system should be based on the cost of these consequences rather than the ratio of the cost of the battery
versus the monitoring system.
The bottom line for the monitoring system at Morrow Point is that it has drastically cut our man-hours
of maintenance. Since the monitors installation, several bad connections have been corrected, and the
battery bank has had water added only twice. Then since system has been in service; a set of readings
was manually taken after one year to verify the readings of the monitoring system, and they proved to be
identical. The Morrow Point crew has decided that a lot of the maintenance that was done previously was
probably causing as many problems as they solved. Redoing the jumper bar connections probably
loosened more connections than it did to repair possible corrosion and tightness problems. The need to be
assured that your battery will operate as designed when it is needed most has been assured. This along
with the reduced maintenance makes the cost of the system easily justifiable.
6
NOVA Chemicals Ltd.
Joffre, Alberta, Canada
NOVA Chemicals Ltd. is a member of the Abnormal Situation Management Joint
Research and Development Consortium, a group formed in 1993 to understand and
assess the problem of managing abnormal situations in the petrochemical and
hydrocarbon industries. Having gained an understanding of the nature and scope of the
problem, the ASM Consortium is now engaged in developing and testing approaches,
which will prevent or mitigate the impacts of abnormal situations on our operating plants.
The ASM Consortium is the offspring of the Alarm Management Task Force, an
independent Honeywell DCS (Distributed Control Systems) user group that had been
formed to address the chronic problem of alarm management often identified by the
situation of alarm flood. As this group explored the problems of alarm management,
common to all similar computer-based control systems, the problem was seen to extend
beyond alarm management practices. Moreover, the alarm management issues were
®
ASM and Abnormal Situation Management are registered trademarks of Honeywell International.
1
This paper was presented at the AICHE conference on Process Plant Safety, Houston TX, March 1998.
found to be a manifestation of a larger problem that has become known as the ASM
problem.®
An abnormal situation probably occurs ever day in each of our plants. Most are relatively
small and are adeptly handled by the operating, maintenance and engineering staff in
the plants with perhaps little impact on the unit. Examples of small events might be a
controller pushed beyond its limits and placed in manual to stop cycling, or an operator
entering the wrong setpoint value for a controller. Some, though, result in poor quality
product
A small percentage of abnormal situations mandate a process shutdown
And, a tiny fraction cause significant equipment damage, release of undesirable
materials into the environment, and even human injury or death.i
The broad description of an abnormal situation is that the process is disturbed and the
automated control system can not cope. Consequently, the operations team must
intervene to supplement the control system. The impacts to profitability may effect:
product quality, equipment damage, injury or loss of life, job satisfaction, and/or product
output.ii
The vast majority (80-85 %) of human errors primarily result from the design of the work
situation (the tasks, the equipment, and the environment), which management directly
control.iv The ASM Consortium has found problems such as insufficient knowledge,
procedure error, and operator error as being major factors contributing to the people
component attributing to poor ASM.
®
Abnormal Situation Management and ASM are registered trademarks of Honeywell International
Often unreported, most abnormal situations are handled prior to their escalation to a
major upset or catastrophe and without any identification of their impact. Only the major
ones make the headlines. Over the past three years the ASM Consortium has been
tracking the major newspapers which have reported many unfortunate situations
including over 20 incidents each year, loss of lives, injuries, over 1 Billion $/year in direct
losses and over 10 Billion $/year of indirect impacts to the North American economy.
The total impact of all of the abnormal situations, which are occurring in our plants, is far
greater than that which is identified and reported. As an industry, we must get serious
about eliminating these occurrences.
Not by technology alonev must our industry address abnormal situations. The role of
the operating, maintenance and engineering teams will play a pivotal part in reducing the
occurrence and impact of abnormal situations. As the complexity and size of our new
plants increase, and our demands on existing facilities grow, we need to:
increase the skill of our staff
ensure procedures are correct, that they deal with abnormal situations and are readily
available to the operators
create effective workspaces for the people in the plants so that they can perform their
tasks
design effective alarm management systems, knowledge of how to use alarms,
filtering and suppression tools and provide alternate plant monitoring applications
The project is a 50/50 joint venture project between NOVA Chemicals and Union Carbide
Corporation (UCC) and is scheduled for startup in mid-2000. The plant is being built at
the Joffre site where NOVA Chemicals currently owns and operates two ethylene and
one polyethylene plant. The ethylene project is part of an overall expansion effort that is
adding a second polyethylene and steam/electricity Cogeneration facilities to the site.
A small project team has been created with the goals of examining opportunities of
applying the ASM Best Practices to the projects and to identify areas where early
developments can be installed and tested in the existing Joffre facilities.
The team consists of individual project members from the detailed design teams,
sponsorship and coordination from a central NOVA Chemicals group and key resources
from leading Honeywell ASM experts, principally Mr. Ian Nimmo and Dr. Peter Bullemer
who bring their extensive knowledge, skills and perspective to the project.
The deliverables from this team are a series of reports, which identify the opportunities,
options, recommendations and an implementation plan for each of the study areas. The
plans consider the individual project schedules, current infrastructures, testing/validation
requirements, resources, technology and equipment requirements.
The ASM Design Support Project faces many challenges as it attempts to modify the
traditional design methods, address the conflicting priorities and satisfy the many
stakeholders. Large plant projects are usually driven by short term concerns in order to
meet the startup dates and budget goals, and often do not consider the life-cycle
implications of some of the ASM oriented decisions. This Ethylene project, by being a
joint venture has an additional set of management stakeholders to convince along with
the huge task of designing one of the worlds largest ethylene plants.
Most importantly, the decisions made about the control center design significantly affect
the nature of the operations tasks themselves as well as the effectiveness and efficiency
in which the tasks are carried out.vi
The design of the control center workspace was initiated with the development of a
participatory ergonomic system design approachvii. The approach is intended to
enhance the human performance in and around the control room and the complete
manufacturing building. The enhancement derives from the consideration and integration
of design factors that influence the comfort, health, safety, efficiency and effectiveness of
people interacting with each other, process control equipment, information systems,
communication systems, and other technologies and tools used within the control center
environment. These participatory approach emphases the need to establish a
multidisciplinary design team with strong participation from representative users of the
environment.
The initial activity surrounding the design of the Control Center was the determination of
the control center role and location. The initial issue in establishing a shared vision was
to decide on whether there should be a single central control building or multiple
distributed control buildings. In addition, the team addressed the issue of whether to
locate the building on or off site.
Though the trend in the industry is towards the use of a single, centralized building, our
team concluded that multiple, on site buildings would be superior for these plants.
Large centralized control rooms serving several major units are often viewed as being
more cost effective from both a construction and ongoing support basis than smaller
centers serving specific plant operations. In our analysis, considerations such as
environmental concerns around winter protection requirements for field operators, job
rotation, training issues, intraplant communication and collaboration, and access to the
process in an upset were all factors that supported a decision to move towards
decentralized buildings.
Optimally operating major production facilities, solving problems and avoiding abnormal
situations requires different skills and perspectives. Operating teams that can
collaborate, communicate, share information and provide support to each other is well
suited to meet that challenge. Separating the closely integrated roles of panel and field
operators into physically different buildings and locations would drastically reduce the
effectiveness of the operating teams at NOVA Chemicals. To encourage team
collaboration means that we want to create an environment where field and panel
operators are in direct contact with one another as frequently as possible. A single
central location would demand that field operators work out of satellite rooms, where
they would reside for the majority of their shift.
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The outcome of the first five design phases is six detailed design specifications for the
following aspects of the control center:
Manufacturing building arrangements components include rooms for console
operations, meeting, field operators, technical support, equipment, offices,
maintenance, training, exercise, rest recovery, and personal hygiene
Control room layout definition of usable space, furniture and equipment, operational
links, circulation requirements, maintenance access, workstations, backpanels, alarm
annunciators, message boards, entrances and exits
Workstation layout and dimensions displays, controls, writing space,
communication devices, seating
Displays and controls design
Environmental design air quality and temperature, lighting, colours, noise, vibration,
and static electricity
Operational and managerial requirements determination of compatibility with
operational practices and organizational policies
The results of the first detailed design are illustrated in Figure 2 E3 Manufacturing
Building Layout and were the outcome of combined efforts of the ASM design support
project team, the existing E1/E2 plant staff, the E3 project team and the design
architectural design team of Brad Adams Walker Architecture.
The control center building is designed to provide a collaborative work environment that
promotes the interaction of all groups effectively. The key adjacency requirements were
identified and used to dictate the layout of the building. Many features are found in some
control centers today, but few have attempted to address the workspace design in this
complete manner and from the ASM collaborative work perspective.
The building is organized into four main areas, operations, maintenance, technical
support (i.e., engineering) and common services. From the collaborative work
perspective, the layout attempts to accommodate core team interactions with each other
and the plant for each of the three main disciplines of operations, maintenance and
technical support. In addition, the design addresses cross-functional team interactions in
the adjacencies or interfaces between the main functional areas.
In the Northeast corner, nearest the plant is the Operations area. The main tasks
performed in this area by operators are the monitoring and control of the plant, training,
administration, meetings and the coordination of maintenance activities.
The monitoring and control is performed in the control room area with the large consoles
arranged for the cracking and finishing areas of the plant. Adjacent support areas include
training facilities for on and off shift, rest recovery, exercise, analyzers, meeting,
technical support/applications, field operator area, kitchenette, and washroom. Team
meetings can be accommodated behind the control consoles so those panel operators
can participate without leaving their work areas. Support from technical staff is available
from the applications area, where these people can monitor the process without creating
congestion at the operator console areas. The Field support area is arranged to provide
workspaces for the Field operators when they are not required in the unit, and it is
located beside the permit area. Maintenance staff coming through the building to go to
the field, receive their permits to work at the permit desk from the Field Operators without
having to go through the control console area.
The maintenance area is on the west and southwest sides of the building. Here facilities
for shop space are provided as well as office areas. The maintenance planner,
maintenance team leader, administration staff will use offices, while instrument and
electrical staff will use a common large work area adjacent to the clean shop. A drop-in
area is provided for additional shutdown planning staff in a central open work area.
The technical support staff is clustered into an area in the southeast, close to a central
library area that will store the majority of the technical paper-based information.
The common services area include: a large common lunch area, library, file room, copy
room, washrooms, locker room, meeting rooms and mechanical room. The use of the
single lunch area is to encourage interactions between different team members to
promote dialog and information sharing.
After completing the layout of the functional areas, we have begun the detailed design of
the workstations in the control room and adjacent areas. This detailed design is driven by
characterization of activity, information and communication requirements.
Overall this new process will demonstrate how we can design the workspace for ASM
and achieve outstanding results.
A Broad Perspective
With the addition of any major new facility to a site, the need to provide a trained
workforce for plant commissioning and startup is obvious. The practice of using the
existing plants to provide the nucleus of skilled workers for the new plant places a
tremendous burden on the overall level of competency remaining at those sites. Often
this fact is overlooked, typically the major training program is created only for the new
plant.
In 1984 when the second ethylene plant (E2) was added to the Joffre site, this problem
was experienced first hand by NOVA Chemicals. An excellent, structured training
program was developed for the new plant startup which provided an outstanding
foundation of skill for the startup and on into the plants operation. This program was
used only for the startup.
The first ethylene plant (E1) was used as a resource pool to provide a strong nucleus of
staff for the second plant (E2). Replacement workers were positioned in E1 without a
formal training program to handle the large influx as existing programs were designed for
individual additions. Plant performance and workers attitudes were affected and it took
several years to reestablish the former level of competency and morale.
As the new facility is being built, the ASM Design Support group saw the requirement of
developing a powerful and effective training program for the new facilities and their
workforce. The group also saw an opportunity to prototype such a program in the E1 and
E2 facilities which would not only provide key information to improve the program design,
but would also avoid the experience of the earlier expansion in 1984. The goal would be
to create a training program that would satisfy the demands of both startup and
continuous plant operation.
The effectiveness of the operating teams was based on a job rotation system whereby
an operator progressed by moving through each and every position on the team.
Everyone on the team is a trainer and is expected to train their replacement so that they
can progress to their next position.
Competency-Based Approach
technicians. The training curriculum will contain five levels of training implemented in the
current team environment and culture at Joffre. The five levels are:
1. SHER (Safety, Health, Environment and Risk)
2. Plant Fundamentals
3. Process Overview
4. Process Specific
5. Job Specific
To support the job specific training (level 5) of the control panel operators, NOVA
Chemicals is creating dynamic simulator of both the existing and new facilities.
Development of a dynamic simulator is nearing completion for E1, and is underway for
E3. E3s model is being created currently to function as a design support tool in the
examination of dynamic responses to upsets and changes, regulatory control design and
other analysis. These models are being developed with ABB Simcon and will be used
extensively later in the project in scenario based exercises as part of the Training
Program.
Elements from the E1/E2 prototype program will be mapped across to provide the
framework for the E3 program, as many of the roles and positions will be very similar. All
staff hired for E3 will go through an introductory period in E1 or E2 including completion
of the training program prior to assignment to E3.
Another key aspect of improving ASM practices is the timely capture and delivery of
information to support job activities. Plant information management systems have the
potential to become effective performance support systems. A performance support
system is one that can provide, on-demand, at the point of need, all of the information
resources required to solve a problem or perform simple or complex tasks in supportx of
the operating unit. At NOVA Chemicals we are developing an on-line information
management system that will improve ASM, training, and general plant performance. In
addition, this system will lay the groundwork for adopting the next generation approach
to collaborative decision support currently being developed by the ASM Consortium in
the NIST ASM/AEGIS programxi.
The purpose of developing and storing all of the plant information is to help people gain
the knowledge to operate the plant effectively. As the quantity of the information that is
being managed in each of our facilities increases, we must apply some structure to it to
make it useful. Without structure, the accessibility and availability of this information is
drastically reduced. In a world where increasingly it is said that information and
knowledge are power, a system that can organize, and deliver information on demand to
each and every user, will redistribute power to all plant team members.
The information that is received and generated on a major project comes from many
sources and will potentially be in many forms unless it is managed. Some of the sources
include:
Vendors
Government agencies
Consultants (EPC, design firms, general consultants, etc.)
In-house (engineering, operations, maintenance, management, etc.)
The wide range of sources, if not controlled, will produce forms of wide diversity ranging
from:
Information delivered on paper from vendors
Ad hoc memos, e-mails, reports generated electronically on a range of word
processors types and versions
Special application outputs from spreadsheets, presentation software, graphics tools,
CADD programs, all of different types and versions
Internet HTML formatted information
A Use-Based Strategy
Our information management strategy classifies the information based upon its intended
use. Seldom used documents that are not critical to day to day operation, provided to the
plant, may be left in their original paper format and classified as paper based
information. The paper-based information will be catalogued and stored for possible
future reference. Examples of this type of information might include some generic vendor
information, proposal documents, etc.
The subset of information that is needed for specific tasks and is delivered on-line to
directly support the plant operation is classified as intelligent. Examples of this key
information category include Emergency Procedures, Standard Operating Procedures,
training information, and process design manuals.
teams deliverables. Based on our initial experiences in this project, NOVA Chemicals
believes that this approach will improve human reliability and effectiveness and lower the
probability of abnormal situations occurring in the new plant.
References:
i
Nimmo, I. Abnormal Situation Management, Chemical Engineering Progress, September, 1995.
ii
Soken, N., Bullemer, P., Ramanathan, P. and Reinhart, B. Human-Computer Interaction Requirements
for Managing Abnormal Situations in Chemical Process Industries, Proceedings of the ASME Symposium
on Computers in Engineering, Houston, TX, 1995.
iii
Lorenzo, D.K. A Managers Guide to Reducing Human Error, Chemical Manufacturers Association,
Washington, DC, (p.1),1990.
iv
Lorenzo, D.K. A Managers Guide to Reducing Human Error, Chemical Manufacturers Association,
Washington, DC, (p.11), 1990.
v
Cochran, E. and Bullemer, P. Abnormal Situation Management: NOT by New Technology ALONE,
Proceedings of the 1996 AICHE Conference on Process Plant Safety, Houston, TX. 1996.
vi
Bullemer, P. and Cochran, T Control Center Workspace Design: Practices and Guidelines Review
Paper created for NOVA Chemicals Ltd. 1997
vii
Pikaar, R. N. Control Room Design and System Ergonomics in H. Kragt, Ed. Enhancing Industrial
Performance, London: Taylor and Francis, 1992.
viii
Bullemer, P. and Nimmo, I. A Training Perspective on Abnormal Situation Management: Establishing an
Enhanced Learning Environment, Proceedings of the 1996 AICHE Conference on Process Plant Safety,
Houston, TX. 1996.
ix
Bullemer, P. and Nimmo, I. Tackle Abnormal Situation Management with Better Training, Chemical
Engineering Progress, January, 1998.
x
Ayers, M. and Kennedy, J. - NOVA Chemicals White Paper On-line Information 1997
xi
Bullemer, P., Cochran, E., Miller, C., and Harp, S. Managing Abnormal Situations II: Collaborative
Decision Support for Operations Personnel. Motor Vehicle Manufacturing Technology Workshop, Ann
Arbor, MI. 1997.
Abstract-- Utilities need to reduce costs associated to maintenance and providing the maintenance teams with the opportunity
of installed equipment. Main ways to achieve this cost reduction to program interventions instead of setting urgent and
are the use of remote access to on-line condition monitoring of unplanned visits. The move from unplanned maintenance
equipment, and a shift from preventive maintenance to predictive visits to planned intervention is of special interest to large
maintenance. Thanks to the evolution of monitoring systems, countries with isolated substations, where travel costs
maintenance and operation people can concentrate their activity adds up to a substantial share of total maintenance costs.
on tasks with high added value. Ethernet can transport the Diagnostics tools, giving the most probable cause of
information from the substation to every PC connected to the
failure, makes it possible for maintenance teams to get on
customer Intranet. This paper describes advanced solutions
site with the relevant spare parts, instead of multiplying
travels between site and warehouse.
already implemented covering all type of primary equipment in
♦ The need to know as fast as possible where and when a
the substation. Starting from the strict point of view of
problem occurred .As a direct consequence of
monitoring it will then proceeds forward with the presentation of
deregulation, penalties for interruption of service tend to
diagnostics, prognosis and the challenges posed by the
increase between utilities, or between utility and
development of such tools. Integration into customer information regulatory agencies. Access to real time data concerning
system will be also discussed. As a last step, we will cast a look on
time and location of failures , and condition of primary
future developments such as complete on-line services. equipment on the back –up transmission lines is of utmost
importance in order to reduce outage time.
Index Terms-- Communication system software - Expert system - ♦ The needs to operate transmission grids up to their limits,
EHV Substation - Maintenance - Monitoring - Predictive control. or even beyond, during peak hours or emergencies (see
above). For instance real–time monitoring of power
transformers thermal stress makes it possible for the
I. INTRODUCTION operators to manage overload capacity duration safely.
♦
M ONITORING devices for primary equipment in high
voltage substations have been on the market for several
The need to manage knowledge evens as technically
skilled staff retires or is leaving. As maintenance teams
decades. Several factors play a key role in the utilities are reduced, technical skills are lost (especially on older
decisions to go for monitored equipment, and sometimes technologies). Utilities may resort to sophisticated
Reliability Centred Maintenance programs. As time goes by diagnostics tools in order to retain necessary technical
some of these factors may become more and more important, knowledge on products which will be kept on service for
as a direct consequence of deregulation policies: one or two decades. Detailed measurement and diagnosis
♦ Ageing equipment, and reduced investment budgets (the files available instantaneously on line speed up the
latter situation a direct effect of deregulation and the drive process of failure cause analysis by experts. As the format
for cost savings) makes it mandatory to increase operating of information recorded is now standardised, utilities have
life of all substation assets to their limits, possibly the opportunity to build up consistent equipment
beyond. The decision to postpone replacement of primary databases, on which to capitalise for optimising use of
equipment, and thus save on capital costs, has to be based their assets.
on a precise assessment of its actual condition, and even ♦ In some cases, simple technical reasons foster the use of
better an overview of the whole equipment life history monitoring: for instance early introduction of SF6
(operating stress, failures, etc.). monitoring devices in the US was linked to specific
♦ The need to reduce maintenance costs. Reducing leakage problems in dead tank circuit breakers, which
frequency of routine inspections where monitoring contain large volumes of this potentially harmful green
devices allows for remote assessment of primary house gas.
equipment condition is an obvious way to reach this goal. First generation monitoring systems could only partially fulfill
Other significant benefits include early detection of the needs listed above, a situation that explains why this
incipient faults (through statistical analysis of market remained limited for many years. Such systems usually
measurements, trending, etc.), thus avoiding catastrophic produced a huge amount of raw data, without any analysis or
failures, increasing the availability of primary equipment, diagnostics, and could only transmit information (often using
proprietary protocol) through point to point communication processing are performed in a server who is common with
links, thus restraining access to information. But now power transformers and disconnecting switches monitoring
evolution of technology had led to a new generation, which systems. In case of breakdown, multiple redundancy is
can fulfil all these needs, mainly thanks to advances in guaranteed between data stored in the local module, in the
communication technologies and implementation of expert back up hard disk and in the back up server.
systems, as shown below, in Fig. 1. Data are displayed in a synthetic way, since operators don’t
have much time to analyse figures. Users must have an
Ñ°»®¿¬·±²- overview of the status of all the breakers in the substation at a
single glance. Visual indicators should tell them quickly if
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X. BIOGRAPHIES