1 Operational Flexibility

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- 1 - Siemens AG 2006. All rights reserved.

Power Gen Europe 2006 Cologne, Ref. No. 306 2006-03-07

Operational Flexibility for SteamTurbines based on Service Contracts

with Diagnostics Tools

Michael Killich,

Siemens Power Generation, Germany

Power Gen Europe 2006

Cologne,

0 Abstract

The world wide liberalization of the electricity market forced the utilities to deliver electrical

energy with high efficiency and at a competitive price. To achieve these demands cost

reduction and technical innovation programs were implemented in power generation process.

Furthermore according to the actual market conditions a higher flexibility in operating and

maintaining the plants is necessary. Older base load units have to cycle, which creates higher

stresses to the materials. Planned overhauls will be postponed to avoid uneconomic standstill

time. Uprating of power output of existing units to the absolute design limits is often used as

an additional option to catch maximum profit during high price periods. In parallel with all

these market demands the operation of the complete power plant with the steam turbine set

and generator as key components need to be enhanced by higher reliability, availability and

utilization.


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The traditional way of handling the maintenance business is not aligned to these market

requirements, because it is based on transactional and price oriented business models. The

contractual parties are focusing unilateral objectives, which normally are different from each

other, and trying to reach them separately. As a result, a lot of resources are necessary for the

awarding process. Orders has to be prepared and evaluated for different work scopes and the

packages has to be negotiated by the parties. All this leads to high transactional costs and

long, inflexible outage planning processes which are a handicap for the operator to remain or

become competitive and successful.

One way to achieve the objective of a flexible and short termed outage planning and to reduce

the transactional costs is to establish Strategic Alliances between the utilities on the one side

and the manufacturers on the other. These tailor made contracts should be the basis to leave

the transactional business behind and to enter value based and success depending business

models or contracts. Critical factors for the success were the alignment of the objectives and

the definition of benchmark matrices (Score Cards) to measure the level of success. The range

of this Strategic Alliances can vary from simple parts availability programs or Operating Plant

Service Agreements (OPSA) to Long Term Programs (LTP) with risk sharing elements and

the value based payment mentioned above.

In addition these aims could be achieved more efficiently by using intelligent condition

monitoring strategies for the power plant and its key components using a supervisory on-line

diagnostic system. The use of comprehensive on-line data acquisition, internet data

transmission systems, task-related data analysis and an expert background knowledge base at

newly founded Remote Diagnostic Center enable detailed diagnosis of the actual plant

condition.

With human expert support and engineering solutions from the manufacturer together with the

knowledge based supervisory diagnostic system a long term condition based plant operation

with enhanced reliability and profitableness will be possible. This Power Diagnostic

enterprise promotes the client to

make inspection decisions on turbo set components on a condition and risk based

maintenance strategy,

better life time management under technical and commercial aspects,


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more smooth turbo set operation to avoid frequent overstressing the machine which will

result in life extension.

Together with our Strategic Alliances Programs like LTPs risk sharing models and

extended warranties could be implemented.

Condition monitoring with the Power Diagnostic tool leads to effective live cycle asset

management.


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1 Deregulation of the markets

Like in other regions of the world, the power generation market in the Asian-Pacific region

has in recent years been characterized by its orientation towards deregulation. The use of gas

turbines in simple-cycle and combined-cycle plant applications grew rapidly. But also the

mature fleet has to be operated more cost efficient. Market trends in the last years could be

summarized as follows:

Privatization & deregulation of global energy markets

Entering on Independent Power Producers (IPPs)

New market purchasing new and existing plants

Rising operational cost no longer a pass through to rate payers

Aging conventional steam units requiring modernization to remain competitive

Increasing stringent environmental requirements

Asset value optimization driving all customer decisions

The privatization and deregulation trend is an international movement, which has already

taken place in the American market. In Asia, Europe and Australia the movement strongly

depends on the different country markets and political strategies. For the year 2008 there will

be a market liberalization of 40% in the non-American markets. This trends leads to changes

in the behavior of power producers. Increasing competition has caused power plants to switch

from traditional time-based maintenance strategies to those based on a plants operating

condition. As deregulation becomes a reality for the power generation industry and as

competitive power production becomes standard operation procedure, the quality of power a

company produces becomes the measure of its success. This requires the utility, independent

power producer (IPP) and/or industrial power producers (IND) to bid power competitively at

current market rates. The power producer that operates at the lowest cost per kilowatt-hour

will thrive in this challenging environment.

In a regulated environment electricity prices are typically calculated using the average costs of

generation plus a recovery fee for the investment and a multiplier for the return of the

investment. In a deregulated market this costs are no longer a pass trough to the customer and

plant operation (the plant dispatch) depends on the marginal costs for the electricity

production (Figure 1). If the actual market price is lower than the marginal costs, the plant

cannot be operated in a cost-effective manner. A recovery of capital, return of investment and


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recovery of sustaining costs is achieved only during periods with spot prices higher than the

marginal costs. Therefore the operating requirements can be summarized as follows:

Reliability and Availability is the Key

Maximum Flexibility needed for Cycling Operation Reliable and QuickStart Up andShut Down capabilities

Ability to effectively take advantage of the high price phases in the Market - 80% of

Annual Sales is earned during 20% of the time

Optimize component life usage

Extension of the maintenance intervals

Adequate and proactive maintenance to reduce forced outage rate

Reduction of overhaul durations

Figure. 1a. (Simplified Dispatch Curve Example taken from German electricity market)

Power GenerationPG O26

cumulated capacity

NPP

STPP (coal)

STPP (oil)

CCPP

GTPP

grid demand

market price

marginal costs

Deregulation / Cost Reduction

Fig. 1a


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Figure. 1b. (Simplified Dispatch Curve Example taken from German electricity market)


cumulated capacity

NPP

STPP (coal )

STPP (oil )

CCPP

GTPP

grid demand

Reduction of marginal costs

Competitive Advantage


Dispatchrate

100 %

50 %

0 %

Fig. 1b

The market situation and the different areas of competitive position can be abstracted in a

strategic gameboard shown in Figure 2. Power producers or power plants with high marginal

costs in power production and inflexible processes concerning operations and / ormaintenance are in a zone of competitive disadvantage (danger zone). Therefore it is of

outrageous importance to bring or keep your assets in such a position. Even for older plants

the reduction of transactional costs, the reduction of fuel costs (availability, efficiency) or the

reduction of spare parts in the warehouse could be key factors to enter this success area (lower

right). We see plants in this area only to be the successful ones in the long term.


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Figure. 2. (Strategic Gameboard)


Strategic Game Board

Competitive

Advantage

Increasing

Competition

Increasing

Competition

Danger

ZoneMarginal

costs

Flexibility

high

low

highlow

Fig. 2

2. Traditional Maintenance Concepts

Basis for all Strategic Alliances is the traditional maintenance business with its variety of

services from Technical Field Assistance (TFA) to Turn Key Outages. As shown in Figure 3

the Total Maintenance Service (TMS) concept could be implemented for all contracts or

business models. TMS is a cyclic planning process to make sure that all necessary personnel,

spare parts and tools are at site at the right time. This objective is been achieved by several

meetings with the customers for planning and checking purposes. The complete TMS processis installed for Customers with alliances contracts in particular.

For high quality engineered components there are repair opportunities in our workshops all

over the world. In more and more cases it is possible to have an on site or even in-situ repair

using advanced on site tools.


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A consolidated outage management is available for all turn key outages and strategic

alliances.

Figure. 3. (Traditional Maintenance Concepts)

Portfolio of Service ProgramsPo wer G en er at io n 8PM O26 MarketingOctober 2003

Total Maintenance Services (TMS)

Technical Field Assistance (TFA)

High Quality Engineered

Components

Component Repairs

Consolidated Outage Management

Advanced Technology Special ty

Inspection & On-site Repairs

Maintenance Contract (MC)

Turn-key Inspections and Outages

Traditional Maintenance Concepts

Fig. 3


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3. Strategic Alliances Programs

Strategic Alliances are linking advantages and work scopes of the traditional business to a

single long term maintenance contract. This process of integration is shown in Figure 4. The

result is an integrated solutions for deregulated markets where Siemens is more or less

responsible for all maintenance issues in the turbine island. The risk sharing level, the level of

goal alignment and the value based pricing is increasing from our Operating Plant Service

Agreement (OPSA) over the Long Term Programs (LTP) to Operation & Maintenance

(O&M). The OPSA agreement is designed for customers with own experiences and / or

capacities regarding maintenance issues who are interested in long term budgeting and new,

more competitive business models. These business models are the basis for online

diagnostics, up grades and condition based maintenance also. The OPSA contract is actually

the most preferred contract type for the turbo generator performance maintenance business,

but it is limited in its risk sharing level. Customers who are interested in value based risk

sharing models prefer the LTP contract. The interconnection between scope flexibility and

risk sharing level is shown in Figure 5.

Figure. 4. (Philosophy of Strategic Alliances -Contract Portfolio)


MutualBenefit

TMS

TFA

OPSA

LTP

O&M

TransactionalTransactional Expanded

Scope / Risk

Expanded

Scope / RiskPerformance

Driven

Performance

Driven

MC

Allian

ces

Commitment

Contract Portfolio

Project Managed

Maintenance Contract

Operating Plant

Service Agreement

Total Maintenance

Services

Long Term

Program

Operations &

Maintenance

Technical Field

Assistant


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Fig. 4

Figure. 5. (Philosophy of Strategic Alliances)


Transactional Performance driven

Individual Goals Mutual Benefit

Price Driven Risk Sharing

Turnkey Outage

OPSA

LTP / O&M

Fixed

scope

Flexible

scope


Fig. 5

3.1 Availability Parts Program (APP)

The scope of the APP program is defined as follows:

Perform unit configuration & interchangeability study

Parts modification to improve unit reliability

Provide outage parts as kits

Identification of critical spares

Parts Catalogue

Inventory Reduction Program

3.2 Operating Plant Service Agreement (OPSA)

The scope of the OPSA program is defined as follows:

Same as APP with addition of

Component repair and refurbishment

Turnkey inspections / outages / overhauls

Consolidated project management (optional) and back-office support


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Alignment to outage duration needs / goals

Performance of unit configuration & interchangeability study

Parts modification to improve unit reliability

Forced Outage Protection

The OPSA is more or less a master agreement to purchase exclusively from Siemens for 6-12

years. Based on the order values (per year) there is a certain discount level on field services

and spare parts. (see Figure 6)

Figure. 6. (Discount OPSA)


BasicDiscount

Discount Trends

Order Value

Discount%

Different contracts

Maximal Discount

Contract Structure

Discount Matrices

OperationPlant

ServiceAgreement(OPSA)

Fig. 6

3.3 Long Term Program (LTP)

The scope of the OPSA program is defined as follows:

Same as APP & OPSA

Goal Alignment, plant assessment, mutual agreed Score Cards

Unit condition assessment

Determine Long Term Maintenance Requirements


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Modernization & Refurbishment

(implementation of TMs Technische Mitteilung)

Performance based payment

Risk sharing models

Dedicated Program Manager

There are the following key roles in an LTP contract:

Executive Management

Contact partner at Siemens PG

Leads commitment for the process

Vision philosophy

Periodic review (Goals and objectives, Progress metrics)

Assure resource commitments

Strategic Alliance Core Team (Alliance Managers)

Facilitator / Coordinator / Catalyst

Full vertical & horizontal span

Identify initiatives & report performance

Implement corrective actions

Manage Alliance Process

Implementation Teams

Each group has unique functions and tasks that

contribute value to the LTP

The typical organization Structure of an LTP is shown in Figure 7.


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Figure. 7. ( LTP Organization Structure)


ExecutiveManagement

Strategic Alliance

Core Team

(Implementation Teams)

LT Strategic

Planning:Maintenance

& Perf. Enhance

All iance

PerformanceMetrics

Outage

ImplementationPerformance

Enhancement

Implementation

Unit / Fleet

PerformanceEvaluation

Long

TermP

rogram(

LTP)

Customer

Organization StructureImplementation Teams

Fig. 7

As mentioned in chapter 3, the idea of a value based pricing and risk sharing is a key element

in an LTP contract. One possibility to achieve this is the implementation of Score Cards,

developed and mutually agreed upon, during the negotiation process by the contract partners.

This Score Cards should contain all important issues and results coming out of the agreed

work scope (critical to quality (CTQ) outputs). Depending on the degree of success, each

issue is evaluated and scored separately. Because the listed issues are not all of the same

importance typically, there is the possibility of a weighting factor. An example of such a

Score Card is shown in Figure 8.

The sum of all scored points in comparison with the maximal accessible number of points is

basis for the bonus / penalty calculation shown in Figure 9.


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Figure. 8. (Example of a Score Card)


1,0MTP*

1,0MTP*

1,0MTP*

0,5Occurrences of MWhr curtailmentsdue to TG work by Contractor

0,5Any post-outage TG work performedby Contractor.

AWP*15

7,5

0WeightQuality / Reliability

0,4Actual Schedule/ Target Schedule

0,3Startup, in number of runs

0,3Key Milestones completed on time5

AWP*1

0

50WeightSchedule Compliance

0,6Other

0,4Record able Injuries per OSHA

AWP*52,

5

0WeightSafety / Human Performance

AWP: Actual Weighted Points MTP: Maximum Total Points

Penalty Bonus

Financial AdvantageScore Card (Example)

Long

TermP

rogram(

LTP)

EXAM

PLE

Fig. 8

Figure. 9. ( Financial Advantage: Bonus / Penalty System)


Target Price 5%

Performance weighted poin ts

Max Target Price

Bonus /Penalty = Target Price x 5% x[2x (AWP / MTP)-1]

AWP: Actual Weighted Points MTP: Maximum Total Points

Target Price

Penalty

Bonus

Financial AdvantageBonus / Penalty System

LongTerm

Program(

LTP)

Fig 9.


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3.4 Program Implementation Process

The implementation process is shown in Figure 10. First of all the program objectives have to

be defined and a plant assessment has to be performed in the case of a risk sharing model. The

following list of project objectives should be basis for the negotiations:

Reliability and Availability Goals Maximum Flexibility needed for Cycling Operation

Reliable and QuickStart Up andShut Down capabilities

Optimize component life usage

Extend intervals between inspections

Predictive maintenance to reduce Forced Outage Rate

Reduced outage durations

Flexible outage schedules

The definition of the work scope and the contract structure are linked to the different program

types defined in chapter 3.1 3.3. The contract structure could contain:

Organizational Structure

Execution Process

Identify Strength / Weakness (Customer/Siemens)

Task, Function, Process, Responsibility

Commercial Conditions

Master Terms and Conditions Enhanced Guaranties

Share Risk

Definition of Condition Based Payment


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Figure. 10. (Implementation Process)

Power Generation 17PM 026 MarketingNovember 2002

Program Implementation Process

Strategic Alliance Programs

Driven by Executive Steering Committee

Program

ObjectivesDefinition of

Work scope

Contract

Structure

Execution,

Monitoring,

Measurement &

Change

Fig. 10

After Execution and order implementation the results are monitored and analysed to improve

the process and the performance. This issue is handled by a dedicated program manager. Last

but not least the financial results are measured and are input to the implementation loop again

(Figure 11.).


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Figure. 11 (Measurement Improvement Loop)

Power Generation 22PM 026 MarketingNovember 2002

Managed by Program Manager

Alter Process as necessary

Measurement of Objective

Financial Goals Met

Program

Objectives

Definition

Of Work scope

Contract

Structure

Execution,

Monitoring,

Measurement &

Change

Strategic Alliance Programs

Fig. 11


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4. Remote Diagnost ics as Building Block for Optimized Plant Operation

Power DiagnosticsTM is a modular built system to monitor, analyze and diagnose the complete

turbine island. The advanced service product is a high sophisticated remote expert diagnostic

system which is the basis for condition based maintenance strategies and optimization of the

plant operations. The results of Power DiagnosticsTM

can be recommendations for further

operations, repairs and/or modernization of customers equipment. Power DiagnosticsTM

is

not limited to Siemens units but is applicable to all kind of steam turbines and generators.

The goal of Power DiagnosticsTM is to diagnose the operation of the turbine island for purpose

of early detection of abnormal operating conditions. Hardware failures, instrumentations

malfunctions may lead to abnormal conditions. Detection of these conditions results in

optimized operation, higher availability, and improved turbine island efficiency. This service

can benefit operations by mitigating running off nominal conditions. It also provides the

original manufacturers key information that can be used to further improve products and

services such as increases in hardware life and durability, mitigation of collateral equipment

damage through early detection, improvement in reliability, and optimization of maintenance

durations. Skilled OEM engineers and technicians, enabling them to make timely

recommendations to customers, who can be used to help assess future actions, will analyze

this information.


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Figure. 12. (Diagnostics Basics, Monitoring, Analysis vs. Diagnostics)


Terms and Definitions

Analysis

Operation

Data Logging

Signal Analysis

Data Base

Visualization

Monitoring

Operation

Limit Value

Check

Data Logging

Signal Analysis

Alarm

Trip

Data Base

Visualization

Diagnostic

Operation

Online

Diagnostics

Offline Expert

Diagnostics

Deviation from

Normal Behavior

Learning Phase

Normal Behavior

Data Measurement

Data Compression

Data Processing Data Interpretation

Fig. 12

To reach the objective not only to monitor the different measured values but to implement a

real diagnostics system, a global network of high sophisticated experts is needed and the raw

data of the turbo generator, process factors and state variables have to be collected and have to

be correlated and analyzed. There is no software solution for this in depth diagnostics

available and will not be in near future. This data evaluation has to be done by engineers. But

the software is capable of learning the normal behavior of a machine or a system and to

detect deviations from this normal behavior. Therefore it is possible to set alarm and trip

thresholds and to create intelligent and event driven data management systems. The software

is operating more or less like a watchdog or a filter, to make sure human experts are dealing

with complex diagnostics issues only.


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The differentiation between monitoring, analysis und diagnostics is shown in Figure 12 and

defined as follows:

Monitoring:

Simple stand-alone-monitoring-systems offer the possibility of visualization of all measured

values and a simple comparison against defined thresholds. A detailed knowledge to define

the alarm and/or trip level is needed even here. The System consists of:

Sensors (temperature, vibration, magnetic flux, data from I&C, a.s.o.)

Data processing System

Visualization Equipment (could be part of the I&C System)

Analysis:

The analysis system is based on the data coming out of the monitoring system and is

characterized by complex data calculation of interacting parameters. The software is capable

to create reference values which are the basis for comparison of expected and actual values to

the machine conditions.

The System consists of:

Sensors

Processing of measured values

Personal PC

Software (Analysis Function)

Diagnostic

The advanced product solution represents the diagnostic system setting up on the results of

the analysis and contains the measurement values and parameters, the identification of

failures, disturbances and recommendations from an remote expert center. The software is

capable of learning the normal behavior of a machine or a system during a period of time

which should contain all different load factors and start up and shut down procedures. Data

which cannot be explained by the process model will be passed through to the human experts

only. The System consists of:

Sensors

Processing of measured values


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Personal PC

Software (Analysis Function)

Remote Expert Center

Due to the fast growing market of new sensor technology Power DiagnosticsTM

is built up on

a modular basis. In this way a high flexibility and a fast adoption to new developments can be

achieved.

The critical factor of Power DiagnosticsTM

is the data processing:

On-site data acquisition and monitoring system

Data infrastructure and collection

Measurement and analysis of equipment conditions and performance

Comparison of conditions to fleet equipment baselines, design specification

and experiences, communication of relevant data

Technical advice

Identification and isolation of problems

Root-cause analysis and experience-based learning

Data archiving and unit/machine analysis

Remote Expert Center

Problem reporting and corrective action recommendation

Identification and isolation of problems

The focus of Power DiagnosticsTM is to bring together the core business of the operator and

the manufacturer to use their overlapping fields of experience (Figure 13) to establish real

condition based maintenance based on a relevant data basis. Modern computer software

allows to have access to all data by the experts in our global network but privacy protection is

a must and is a key function of our system.


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Figure. 13. (Power DiagnosticsTM, Concept of overlapping know-how areas)

Power GenerationPG O263 Michael Killich

Global network of engineers

Know-how from designand manufacturing

Recommendations for optimized

power plant operation

Find and implement measurements in

cooperation with the customer -

oriented on customer benefits Conditioned based maintenance

Performance based payments

Extended warranties and risk

sharing in combination with

LTPs

Diagnostics ConceptPower Plant Diagnostics wit h Remote Control & Smart SensorsDiagnostics ConceptPower Plant Diagnostics wi th Remote Control & Smart Sensors

Assessment

using overlapping areas of

know-how & Diagnostics

Boiler

Tu

rbine

Ge

nerat

or

I&C

BOP

Operat ion Assess

mentDesign Develop

ment

Siemens

Customer

Know

HowWidth

Know

HowWidth

Know How DepthKnow How Depth

Fig. 13

The underlying philosophy of the monitoring and diagnostics concept is described within the

know-how range and depth:

- focus on core competencies, data privacy, communication

- time: short response times due to global resources

- value: access to Siemens engineering, condition based maintenance,

prevention of forced outages.


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4.1 Diagnostics System Platform: Task and Concept


Global Network of Experts

End User

Global Expert Network

Engineering Know-how

Worldwide network for online service data exchange

Data supply

DataHandling Hardware

/ Software

PlantTechnology

DataHandling

Power Plant-TechnologyHardware

/ Software

Power Diagnostics Center

Monitoring

Anal yse

Online Diagnose

Offline Diagnose

Data supply Data supply

Access

Figure. 14. (Data handling concept, decentralized network of engineering experts)

The infrastructure for the data handling process and the intelligent software is provided

from one of the Siemens Power DiagnosticsTM

Centers. They offer the data acquisition,

management and event driven data storage. The data will be transmitted, processed through a

series of advanced modules and artificial intelligence software to make sure that measured

values dont exceed thresholds and the operating conditions and the machine and/or systems

are running in a normal mode with a predictable behavior.

Experts of different departments like thermodynamics, rotor dynamics, fluid mechanics,

processes and construction from our engineering departments in Orlando and Mlheim are thebackbone of the network of experts. This network is organized in a decentralized manner and

located at different places. In the case of a more complex event there is a demand of co-

ordination between the different engineers. For that purpose we have installed a full time

project management.. If it comes to a multidisciplinary problem not limited to the turbo-

generator, the coordinator will contact other departments (I&C, BoP, boiler etc.), to elaborate

an overall solution. The Project Managers will distribute the results of diagnostics in form of


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reports or recommendations to the product line marketing and to the sales service. In urgent

cases the customer will be informed immediately.

Summarizing the Power DiagnosticsTM

Center is performing analysis and diagnostics using

high sophisticated learning software modules, is providing trend analysis, problem

identification and root-cause analysis done by human experts. The learning software solution

prevents them from dealing with trivial problems. The engineers in the remote expert center

are comparing and analyzing the incoming data from the whole fleet connected to the

diagnostics center. Because of the pool of information coming from a huge fleet, the

experience is growing much faster than it would be possible for a single operator.

Even if there is no problem the engineering experts are able to generate recommendations on

plant operations and/or maintenance actions. The recommendations are designed to maximize

the equipments performance, reliability and availability and potentially, extend outage

interval cycles.

The organization structure and the process flow is shown in Figure 15 below.


Network ProcessData Flow

Deviation of normalbehaviour

Storage of historicmachine data

Diagnostic Center

Data securityTools

Data

Power Plant Turbine

Generator

I&C

E-Technic

BoP

Boiler

Process

Specifications

EngineeringCoordinator

Thermodynamic

Processes

Mechanics

Fluid mechanic

Rotor dynamics

Commissioning

Construction

Fig. 15


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The following diagnostic modules are available today, but the technology is proceeding fast.

In addition to the more general development of faster computer networks, there is a fast

development of new sensor technologies. (Figure 16):

Vibration Diagnostics:

Shaft vibration, bearing vibration, end-winding vibration using fiber optic

accelerometers.

Thermodynamics Diagnostics KRAWAL:

A tool developed for plant design and engineering of the thermodynamic processes

integrated in the online diagnostic to compare current process data with expected

values.

Turbine Operability Enhancement TOE:

Historically steam turbine operation were designed for a market that was typically

either base load or intermediate duty load operation. Applying the historical steam

turbine start-up philosophy either limits the operating flexibility or exceeds steam

turbine allowable stresses increasing service consumption.

The demand for flexible operation leads to the development of innovative concepts to

reduce start-up times of steam turbines while minimizing service time consumption

thereby improving availability. This new concepts include plant operability

enhancements, such as e.g.

- steam turbine stress controller and stress monitoring system

- high level of plant automation

- plant systems designed to provide steam conditions necessary for a pre-selected

start-up mode

- remote online monitoring and diagnostics

Online Life Consumption Calculation:

Basis for TOE.

RF Monitoring:

In high-voltage equipment such as Generators, Terminal lead area, transformers and

motors faults occur. To avoid repair costs or even loss of revenue due to unscheduled

outages, it is necessary to identify these faults and rectify them in time


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Faults in electrical equipment do not occur suddenly but, in most cases, are announced

in advance by telltale partial discharges. They short-circuit across part of the high-

voltage insulation and can be detected by radio frequency (RF) measurement methods

because of their radio-frequency character.

Suitable selection of RF measuring points allows detection of partial discharge sources

over the entire high-voltage range. To avoid intervention in the insulation system of

the components itself, natural coupling points are preferred.

By digital unmasking of the partial discharge signals from the usually noisy complex

mixture of RF signals it is possible to determine the causes of the discharge. With

simultaneous measured data acquisition and different measuring points it is possible to

locate possible source of faults.

Other modules as shown in Figure 6

Figure 16 (Available Diagnostic Modules).


Diagnostics ModulePortfolio

Measurement

of internalefficiency

TOE

Steam tur bine

Generator

Aux ili aries /

Balance of Plant

Bearing

Temperature

Coast downTime

Operating

hoursCounter

Online LifeConsumption

calculation

Turbine

stress

Evaluator

HF-Monitoring

H2 LeakageDetection

Stator bars

TemperatureMonitor

Humity

IngressMonitoring

GeneratorTemperature

Analy sis

KRAWAL

Torsional

Vibration

Monitoring

Shaft/Bearing

Vibration

Monitoring

End windingVibration

Monitoring

Fig. 16


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4.2 Diagnostic : Contractual Models Partnership Solutions

The concept of Power DiagnosticsTM

is designed to fit in our Strategic Alliances Programs.

These long term service contracts (OPSA, LTP, O&M) are designed to develop the business

from transactional and price driven models to performance driven contracts with value based

pricing. Performance driven, value based pricing means mutual agreed objectives like

availability, reliability or other customer benefits measured and evaluated in a Score Card.

The prices for services ordered within such long term contracts are therefore fixed prices from

a list of specifications plus a bonus / penalty based on the results of the Score Cards.

This concept of a value based pricing system is available for Power DiagnosticsTM Service

Contract also. In this case the customers benefits have to be identified and written down in a

mutual agreed matrix. Events like avoidance of an forced outage or early detection of an

developing failure could be those benefits. The early detecting for example gives the customer

additional time for planning and can therefore shorten the outage duration. The different

service packages coming with a diagnostics service contract are clustered in the following

packages / modules (Figure 17):

Service Package 0

The service package 0 is a fingerprint of the actual behavior of the plant or machines at

different (normal) operating / load conditions. All the incoming data from the different

measurement chains are identified and interpreted to be the normal status of the system.

Extreme variations from the expected conditions can be determined by comparison with the

design data of the engineering details.

Service package 0 is based on a fixed work scope.

Service Package 1

All measured values are within normal ranges (experience from service package 0) and noextreme variations or trends could be found in the data. The package includes cyclique human

expertise also (online weekly / offline quarterly). The results are stored and added to the

databases. An quarterly report is issued.

Service package 1 is based on a fixed work scope.


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Service Package 2

All measured values are in normal ranges (below alarm levels) , but there a trend is identified

which needs a more detailed examination to make sure that no generic problem is upcoming

that might result in values (e.g. vibrations) over the alarm or trip level. The measures which

can be taken are defined in co-operation with the customer. proactive activities.

The work scope depends on the single accuracy and cannot be fixed or predicted.

Service Package 3

One or more measured values are higher than the corresponding alarm levels. Based on a root

case analysis a recommendation is provided which may result in a allowance of a risk

operation by the manufacturer or the insurance company for a limited time period. In the

mean time all data are evaluated by human experts.


Definition of ServicePackages

Service- Package 2 Detail. Trend Tracing

(Control of deviations)evil. Offline measurements on site)

Analysis of actual machine condition Estimation of continuing operation Recommendations to operating mode Finding based cause studies Actualisation of lifetime documentation

Service- Package 1Trend tracing

(fixed monitoring schedule) Actualisation of the lifetime

documentation Customer visit

Service- Package 3 Detail. Trend Tracing Analysis of actual machine condition Documentation Estimation of continuing operation(Risk operation) Recommendations to operating mode Finding based cause studies Recommendations for the preparation

and implementation of measurements Control of measurements Actualisation of lifetime documentation

Detailed monitorin g(based on deviations from normal

conditions/behaviour)

Monitoring andadditional m easurements

(based on findingsin Package 1 or 2)

Continuous monitoring

Fingerprint

Service-Package 0 Documentation of normal conditions Machine lifetime documentation

Figure 17 (Available Diagnostic Modules).

The range of the diagnostic packages / modules and the scope of the different service

packages are not fixed and can be adopted to the customers needs. The boundaries between

the different services packages are results of customer interviews so far.


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For customers who have already signed an long term program the costs for the service

packages 0 and 1 including the regarding recommendations coming with a quarterly report

(Figure 8) will integrated in the existing contract. Hard- and software costs will be charged

separately and all costs from service modules 2 and 3 will be charged on time and material

bases or on the above mentioned value based pricing models.

Figure 18 (Market Drivers Transactional business vs. performance driven business ).

Power DiagnosticsTMPower GenerationPerformance Maintenance Marketing O263

Commitment

M

utualBenefit

TMS

TFA

OPSA

LTP

O&M

TransactionalTransactionalExpanded

Scope / Risk

Expanded

Scope / RiskPerformance

Driven

Performance

Driven

MC

Today:

fire fighting

reactiv

Diagnostic compatible

Data collection proactiv

Long TermAlliances

Minimum ofcontineous

costs

Sales estimation


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The customer benefits and the corresponding investment for the different packages is shown

in Figure 19. The benefits related to the Service Package can be summarized as follows:

Service Package 1:

Access to the Siemens expert network and the Siemens service hotline

(the expert network consists of Siemens engineers of all main power plant disciplines

like steam turbine engineering, gas turbine engineering, generator engineering, I&C,

E-Technics, Process Engineering, Balance of Plant, Boiler)

Documentation and reporting of the plant / machine conditions on a regular basis

Early detection of changes because of good and reliable data bases

Service packages 2 and 3:

Risk operation

Early problem (damage) detection

Additional time for planning

All in all the Power DiagnosticsTM

System is basis for

Condition based maintenance

Flexible operations

Lifetime extension

Efficiency improvement

Availability increase


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Customer Benefits

Marginal cos ts

Fixed Price

Benefit

Costs

Base amountBasic

Investment

Condition based maintenance

Flexible operationLifetime extension

Efficiency improvementAvai labi lit y i ncr ease

Time and material or performance

based chargingOne off costs

Access t o

Expert Network

regular

documentation Early detection

of problems

Service

Package 0

Service

Package 1

Service

Package 2

Service

Package 3

Hard-

/Software

Investment

Risk operation

Early damage detection Continuing operation

Power DiagnosticsTM

is basis for ...

Figure 19 Customer Benefits and Partner Solutions.

4.3 Data Acquisition, Network Operation and Feedback Cycle

An efficient and safe network configuration is the key to reliable remote data acquisition and

diagnostics. Local acquisition, archiving and diagnostics combined with periodic and event-

based data transfer are the on-site tasks. The system infrastructure for the data handling have

to fulfill high safety requirements to make sure that the data flow is secure (Figure 20).

Operative measuring, the evaluation of troubles and the periodic measurement for trend and

state assessments in the past came to the conclusion that the information content is often used

insufficiently by measuring signals for the assessment of the machine condition. E.g. on the

one hand the traditional supervision carries out a low evaluation of the information content of

the signals and on the other hand all periodic measurements with transportable measuring and

analyzing equipment have only the character of sample measuring, despite an extensive signal

analysis.


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In both cases the knowledge over the time and the temporal course of the changed, often very

complex behavior of a machine, inclusive of all accompanying boundary conditions is

insufficient.

Power Generation

Access Ser ver

DMZ

RemoteService

RemoteService

Pla

tform

Pla

tform

Internet

ISDN, POTSVPN

Intranet

DiagnosticsReportsRemote Clarification

SAP Remote Service Center

HQ

Region

UserAccounts

InstalledBase Data

DataServices(temp)

Basic SoftwareComponents

Extended Platform

Services

CustomerSite

Customer Network

On Site Server

Local Services

J

RS-AgentRemote Access Client Remote enabled equipment

RS-Agent

Power Diagnostics TM Center

Expert Network

Experten,

Engineering

Know-how

Diagnose

Figure 20 Secure Data Handling.

With Power DiagnosticsTM

comprehensive diagnostic statements concerning the assessments

of the turbo machines and its operation mode and therefore requirements and decisions with

regard to further operation shall get possible.

Prerequisite for the diagnostics is the comprehensive usage of the information content of

signals to the plant assessment.

Data acquisition suitable for diagnostic:

The data acquisition requires the measuring of signals, which contain adequate

information about the condition and condition changes of the respective machine.

The data acquisition has to be carried out in a way that a considerable information loss

doesnt already occur in the measuring phase:

Continuous signal recording


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Recording of the operation regime as well as of the relevant measures

of the process technology.

Data analysis and data reduction to informative code numbers suitable for diagnostic

at minimal information loss:

The objective is a to reduce the data to informative characteristic quantities. The large

amount of data has to concentrate on few representatives and qualitatively clear

characteristic quantities.

Data preparation suitable for diagnostic for off-line diagnostic by experts.

Manual assessment of machine conditions. In the context of a diagnostic computer in

on-line operation or of stored data a variety of representations have to be selectable or

over printer/plotter displayable.

Determination of the machine type and measuring place specific normal condition and

normal behavior of the characteristic quantities in the fluctuation area of normal

operation parameters for the operation condition.

Supervision suitable for diagnostic, i.e. automatic data assessment in the comparison

with the values of the normal condition and normal behavior with data storage at

deviation of the normal condition as well as qualified machine protection:

The tasks of supervision suitable for diagnostic consist in the comparison of the

characteristic quantities with the characteristic quantities of the normal condition or

the normal behavior among the respective operation regime of the plant with

following two functional aim positions in the variation area of the normal operation

parameters.

Plant protection:

Condition changes of characteristic quantities which signal the plant

endangering of the operational safety must be recognized in the interest of the

quickest possible triggering of the machine protection.

Control of the data storage:

Condition changes of single characteristic quantities, which don't lie in the area

of its normal behavior, must be subjected to event-driven data storage.

Automatic on line diagnostic at deviation of the normal condition:

Automatic determination of the machine type and measuring place specific behavior

of characteristic quantities. The full effectiveness of the diagnostic is achieved if

machines and measuring place specific limit and reference values which take into


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account the constructive unusual features of the machines and their operation are

defined for the characteristic quantities.

The global network configuration shown (Figure 14) gives an idea of the performance of the

plant diagnostics integrated into the Siemens intranet. The PG Power Diagnostics Center is

located in the middle. Worldwide secure modem connections establish the data links to the

individual plants and their WIN_TS installations. For qualified assessment of diagnostic

findings, links to the various centers of knowledge (competence) for say steam turbines, gas

turbines, generators and the balance of plant are established via the in-house Intranet.

October2004 PG G1 17

R: PG2004_Schei, Be,Ta_.ppt

Power-Gen Asia 2004, Bangkok

Worldwide ImplementationofWIN TS Gas Turbine Diagnostics

250 WIN TS Diagnost ic Systems Installed for Gas Turbines* includingsteam turbines

350 WIN TS Diagnostic Systems installed worldwide*

> 120 installed

> 130 installed

60 Hz

50 Hz

Fig. 21

Figure 21 shows the installation status of WIN_TS diagnostic systems worldwide.

More than 120 installations for gas turbines are in service in the 60 Hz region, and over 130

installations in the 50 Hz region.


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October2004 PG G1 18R: PG2004_Schei, Be,Ta_.ppt

Power-Gen Asia 2004, Bangkok

It is important to receive continuous live data feedback from

"running technological systems" at early stage, both for

- immediate customer support

- product feedback

WIN_TS

SIEMENS PG

Service

Engineering

R&D

Erection/Commisioning

Benefits for Operation, Research and Development

Feedback Loop

Fig. 22

Live data from a running technology system for immediate customer support and product

lifecycle feedback provides a significant benefit for operation, research and development. As

Figure 22 shows, remote online diagnostics serves as the feedback loop into customer

service, engineering and research & development after erection and commissioning.

Through remote access, the local diagnostic systems are connected to Diagnostics Centers in

Orlando and Erlangen, to where they send data via data containers. From the Diagnostic

Centers, the experts are able to assist in any critical situation which needs their immediate

attention during commissioning or service. Just a few mouse clicks and they have access to

data from gas turbines all over the world

5. Summary, Outlook

Due to the changing market conditions all over the world the traditional way of handling the

maintenance business does no longer fit these new environmental requirements. The solution

is to achieve a flexible and short termed outage planning process and a reduction of marginal

and transactional costs. Strategic Alliances in combination with Remote Diagnostics can fulfil

all these demands because they are tailor made solutions based on contracts designed to leave

the transactional business behind. The range of this Strategic Alliances varies from Operating

Plant Service Agreements (OPSA) to Long Term Programs (LTP) and Operation and


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Maintenance Contracts (O&M) with risk sharing elements and the possibility of complete

outsourcing of the maintenance tasks. Value based and success oriented payment makes sure

that both partners will benefit from a good performance.

Monitoring and diagnostics is a rapidly evolving field in power generation. The combination

of available on-line expertise and Strategic Alliances provides cost-efficient service and

benefits to the customer.

In summary:

Risk sharing and value based pricing based on assessment using diagnostics Extended Warranties More and more specific analysis and diagnostic technology is now available To maximize the benefit for power plants, the challenge is to employ all

technologies needed via a single platform

Global networking of a running fleet enables OEM experts to analyze dataquickly and respond rapidly to customer requirements

On-line diagnostics - in combination with remote expert knowledge - is the key tocondition-based maintenance and provides cost-efficient service for reliable plant

operation.

For the customer, it is important in any given situation to have access to the knowledge of the

people who designed his equipment.

For the equipment supplier, the greatest benefit is to have live feedback from his own

"running technological systems" that enables him to optimize his own learning..

And last but not least, on-line diagnostics and Strategic Alliances paves the way from

scheduled maintenance to condition-based maintenance, thus helping customers to operate

their units at maximum profit.

Literature

[1]

Taud R.; Scheidel M.: Use and Experience with Gas Turbine On-Line Diagnostics,Power Gen Europe, Barcelona 2004

[2] Bender, K.; Grhn, M.; Rukes, B.; Scheidel, M.: Online Remote Diagnosis ofTurbosets and Combined Cycle Power Plants;

VDI-Bericht Nr.: 1641, VDI-Verlag, Dsseldorf, 2001

[3] Adam, G.; Bode, A.: Ferndiagnose und Teleservicesystem fr GUD-Kraftwerke;VDI-Bericht Nr.: 1566, VDI-Verlag, Dsseldorf, 2000

[4] Brummel, H.-G.; Scheidel, M.; Thompson, E.: Gut behtet aus der Ferne;Siemens Power Journal, Heft 1/00


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Biographical InformationSpeaker: Michael Killich

Position: Marketing Manager Steam Plant Services

Company: Siemens Power Generation

Country: Germany

____________________________________________________________________

Michael Killich is head of the marketing group within the O26 Performance Maintenance

product line, responsible for Europe, Africa, Asia-Pacific

He is holding a Master of Science Degree in Power Engineering of Aachen Technical

University. After some years as project manager for Von Roll AG in Switzerland for waste

fired cogeneration power plants he joined a privately owned operating company for a waste

incineration in Germany as head of the technical department during erection phase and as a

maintenance manager after PAC.

In 2001 he entered Siemens AG to work for the Performance Maintenance O26 product line

in Mlheim, Germany. 2003 he became head of the marketing group.

1 Operational Flexibility

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