Strategy Maint _TAW

Total Tractebel Emirates Operation and Maintenance Company

MAINTENANCE STRATEGY - Dec 2014

MAINTENANCE STRATEGY

2014 – 2029

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Policy StatementDefinitions and TerminologyExecutive SummaryMaintenance PhilosophyMaintenance StaffingMaintenance CategoriesEquipment Classification

Station Equipment StrategyCategory A Equipment

Gas Turbine Maintenance StrategyCSAInspection FrequenciesOEM Recommendations MI, HGPI, CIExtendor and Upgrades EffectsExperience and Learning CAComponent Life Management StrategyBest PracticesSteam Turbine Maintenance StrategyCSABest PracticesGenerator Maintenance StrategyCSABest PracticesPressure Systems Maintenance StrategyInspection Policy & ProcedureStatutory Inspection RequirementsPipelines Gas and OilLife Cycle ManagementControl Systems and InstrumentationObsolescence and SupportGT and ST ControlsDCSPlant HistorianPLC ControlsCEMS

HV Electrical EquipmentEnvironment Sensitive Equipment

Category B EquipmentEquipment with RedundancyPlanned Maintenance (with Condition Monitoring to manage frequency)Development of PMs - RCMEquipment without RedundancyLifting Equipment and Special Tools

Category C EquipmentWorkload Management versus Breakdown MaintenanceDe-scheduling PMs




Maintenance OrganizationMaintenance Model

Areas of ResponsibilityArea Ownership

Organisation & Alignment with Equipment StrategyMaintenance EngineersMaintenance TechniciansPlanning Lead (Rotating Position)Outage Lead (Rotating Position)Production ResourcesContracted Resources

Maintenance TeamsMechanical Discipline Team

Role Function Workload A B CCompetence and Training

Electrical, Controls & Instrumentation TeamRole Function

Workload A B CCompetence and TrainingEngineering Team

Role Function

Workload A B CCompetence and TrainingProduction Team

Role Function

Workload A B CCompetence and Training

Planned Outage Process and ExecutionObjectivesPlanned Outage Timing – Off Peak StrategyCSA RequirementsRoles and ResponsibilitiesPlanningCost ControlSparesQuality ControlRecords and Documents

Unplanned Outage Management/Opportunity MaintenanceFlexible Operations SupportCompetency and Retention StrategyAge ProfileCompetence ProfileGeographical FactorsIndustry FactorsProduction TeamApprenticeships/Vacation WorkSuccession Planning

Maintenance and Engineering InfrastructureDepartment Meetings and TimingsKey Performance Indicators/tt/file_convert/5695d55a1a28ab9b02a50c87/document.docx of 33



Department Reports and Critical IndicesDepartment Business Plan

Maintenance ContractsClass AOEM SupportLong Term Maintenance ContractsContractual Service AgreementsTechnology AgreementsClass BMedium Term Maintenance AgreementRegional Support (OEM and Non OEM)Class CAgency and Base Load LabourAd-Hoc Local Support

Maintenance Spares ManagementStrategic SparesCapital SparesInsurance SparesConsumables and Routine SparesThird party Spares HoldingChanges to Stock InventoryOn Request Only ItemsInventory Value

Maintenance BudgetBudget StructureRoutineShutdownGT Scope Definition and Non GT Scope DefinitionSpares Provision PolicyAccruals and Provisions PolicyCost Tracking and Variance ReportingRebuild Stock beyond RefurbishmentScheduled, Unscheduled and ExceptionalSpecial Expenditures (Upgrades)

Maintenance Management Systems & ProcessesDocumentation

O&M ManualsEquipment History and FileQAMaintenance PoliciesSM Procedures

CMMSSystem SelectionSystem ImplementationSystem usageIntegration with Financial system




MISSION

The Mission of the Maintenance department of the Taweelah A1 complex is “to deliver cost-effective equipment reliability”.

Cost-effective means that the cost to accomplish a result must be less than the value the result is expected to deliver in comparison with other investment alternatives.

The fulfilment of equipment reliability metric provides the maintenance departments key input in securing the assets ability to secure the long term availability and efficiency targets of the plant, thereby maximising financial returns under the terms of the Power and Water Purchase Agreement (PWPA) with Abu Dhabi Electricity and Water Authority (ADEWA).

Total Tractebel Operation and Maintenance Company (TTOEM) will optimise the reliability, capacity and efficiency of the plant with the objective of attaining an expected thirty-five year station operating life, whilst maintaining and controlling cost effectiveness.

The Maintenance strategy will be developed and regularly reviewed to ensure its relevance in light of equipment obsolescence and the availability of new technology. TTOEM recognises and embraces the requirement to develop industrial indices, and benchmark against best industry practice.

In order to achieve these aims TTOEM will effectively manage in-house and contracted resources whilst maintaining high safety, environmental and welfare standards.

Executive Summary

In order to ensure an appropriate maintenance capability it is necessary to understand the elements and economics of sustainable staff competencies required by the nature of maintenance at the facility.

Sustainability is dependant on two main factors, firstly staff recruitment and retention, secondly the availability and development of the maintenance service industry within Middle East North Africa – in particular the role undertaken by General Electric.

Maintenance Requirements of the Taweelah A1 Power and Desalination Facility

The nature of maintenance at the facility is governed by the operational regime, commercial outage allocations, and the complexities of managing the gas turbine technology. The operational regime is forecast to consist of mainly steady state operations within the summer period and periodic cycling during the winter period

This flexible operating scenario therefore dictates that the Gas Turbines shall be serviced on Factor Fired Hour regime, effectively resulting in one planned outage per GT per year – ranging from 5 to 33 days in duration.

A Contractual Services Agreement (CSA) has been agreed with General Electric (GE) which provides GT capital spare parts, capital spares refurbishment, technology support, outage consumables and discounted parts and service rates. The CSA Contract commitment is by far the largest maintenance expenditure and as such the successful management of the station requires the maximum extraction of value from this contract. The term of the CSA is until April 30th 2029 (or not more than 24 years from contact sign).

GE, through the CSA, has a vested interest in the successful operation of the station, albeit only over the contract period life cycle. They too will strive to extract maximum value from the CSA by minimising outages and maximising spare parts life. TTEOM must ensure that the GE approach is not to the detriment the long term (beyond PWPA) project lifecycle.

Warranty protection for the plant items is minimal with most cover expiring prior to GGTP takeover of the asset. Therefore the implications of warranty cover will generally not interfere with good operational and maintenance practices.




Key Maintenance Factors

The logistics of managing the CSA for ten gas turbines on a base/part load maintenance regime.

Managing regulatory inspection and testing requirements within the Planned Outage prescribed maintenance windows.

Managing 10 HRSG and 4 auxiliary boilers and their associated sub systems reliability and lifecycle in the context of the plants operating regime

Managing the plants differentiated DCS system, and maintaining maintenance competency in this application.

Managing 13 Generators and associated High Voltage systems – within the content of operational regime.

Managing the lifecycle requirements of three back pressure steam turbine applications in a flexible operating environment.

Managing Boiler Water Chemistry control through maintenance of instrumentation and the access and analysis of associated data

Managing 15 Multiple effect distiller and 4 Multiple stage flash desalination units and associated subsystems reliability and lifecycle integrity in the context of the plant’s operations and outage windows

Manage the potabilzation systems reliability and integrity requirements over the assets life cycle

Provide long term planning in order to address asset obsolescence, deterioration and reliability issues/improvements within the plant

Timely and accurate problem solving, data retrieval and root cause analysis resolution to minimise downtime and avoid repeat failures.

Maintain plant operations 24 hours per day, 365 days per year utilising company as well as contracted resources.

Development of a skilled UAE National workforce in compliance with the Abu Dhabi government targets.

TABLE 1




Maintenance Philosophy

The Maintenance and Engineering function at the Taweelah A1 facility is defined as:the function accountable to the Plant Manager for the optimisation of lifecycle station Technical and Commercial Availability, Reliability and Efficiency within the constraints of the Power and Water Purchase Agreement and budgetary requirements.

Technical Availability is defined as being the cumulative consequence of equipment (MW or M3) Capacity and reliability and is measured in MWh/M3 or % (of a maximum theoretical value). i.e. the number of theoretically available corrected MW/M3 multiplied by the number of hours for which those MW/M3 were available (whether or not the plant was running)

The fundamental objectives of the maintenance and engineering services functions are:

The strategic planning and successful execution of equipment maintenance to acceptable and agreed levels of quality and expenditure.

To forecast, operate to and track maintenance expenditure against defined budgets prepared for, submitted to and contracted with GTTP.

The optimisation of the capital value of equipment spares versus risk to revenue.

To identify potential plant upgrade or improvement opportunities, and to investigate and execute the appropriate implementation.

In order to define the optimal organisational and resource requirements for the maintenance of equipment at the Taweelah A1 Station, it is a requirement to define the relative criticality of relevant plant systems/subsystems in consideration of the sites revenue stream and regulatory/safety requirements. This sets a context for the equipment maintenance strategy.

Each system/subsystem is evaluated within a criticality matrix [Table 2: example] which yields a Relative Risk number. This number gives an indication of the equipment’s significance in terms of consequences arising from failure while also giving consideration to the potential of such events occurrence.

Consequence Potential ProcessSeverity

HSE Severity

Time to return to Service

Cost of potential Failure

Risk of Occurrence

Ability to detect failure

CSD or regulated

device

Relative Risk

Classification

1 - 10 1 – 10 1 - 10 1 - 10 1 - 10 1 - 10 0 – 1 5 - 400GasTurbine

8 5 8 10 3 5 0 Category A

CoolingWater Pump

0 Category B

Lube OilPurifier

0 Category C

Crane 2 5 5 3 3 3 1 36 Category Z

Table 2Consequence=¿Potential=√(Risk of Occurance× Ability ¿detect failure )RelitiveRisk=Consequence× Potential

The range and interpretation guide for criticality values is outlined overleaf.

An overriding category is embedded in the worksheet, whereby if the equipment is classified as a Critical Safety Device or a regulated device the equipment falls into a classification of Category Z.

Score 256 - 400 (Class A Equipment)/tt/file_convert/5695d55a1a28ab9b02a50c87/document.docx of 33



This equipment represents high criticality for Availability and (hence) revenue stream, is high capital cost and has no redundancy. It is this equipment which provides most direct risk to Availability and Heat Rate, and conversely improvements in the reliability of such equipment yields the greatest business benefits.

This equipment represents less than 5% of the quantity of plant register but accounts for the most significant holding of capital spares and deployment of maintenance resource. Such equipment requires the forfeit of availability for maintenance and as such this fundamentally drives the business plan. A characteristic of this equipment is that it may be considered as speciality equipment and technology expertise and support tends to be limited and expensive.

Score 160 - 255 (Class B Equipment)

This equipment is of medium criticality to availability and revenue stream, usually due to the availability of redundancy, but could become highly critical on loss of redundancy. This equipment consequently poses an indirect threat to availability but retains a direct influence on efficiency. Incremental improvement potential is limited to reliability and efficiency and return on investment (ROI) can be more difficult to demonstrate. This equipment may be considered as Balance of Plant (BOP) with reasonable availability of expertise and support and therefore aligns well with preventative and condition-based maintenance regimes.

Score 4 - 160 (Class C Equipment)

Non-critical machinery of low repair cost. It poses no threat to Availability or Heat Rate and, as such, can be maintained on a breakdown basis with very limited justification for holding capital spares. This generally is low grade and widely used technology with a wider choice of competitively priced local support.

Establishing three categories of plant enables the most appropriate blend of maintenance strategy to be applied. In effect, the maintenance at BBP will require three points of approach and this in turn will prescribe:

The organizational structure of the departmentThe balance of competencies maintained internally and sourced externallyThe approach to expenditure tracking and forecasting

The technical competencies held and maintained within the maintenance organization will be aimed to complete first line maintenance and support with a view to sustaining immediate plant Availability. Deeper technical competency will be developed and sustained in-house only where it is necessary and cost effective to do so.

The depth of technical competency required will vary from discipline to discipline. It is recognised that this will require ongoing and significant investment in external training to compensate the effects of any staff turnover.

A significant demand is made on maintenance resources to support, plan and execute plant outage works. This demand will vary from 30% to 100% of the available resource throughout the course of the year.

The Maintenance Technicians are required to perform not only first line “hands-on” maintenance, but must undertake significant administrative and developmental tasks, displaying a broader perspective than is the norm for a traditional tradesperson role.



MAINTENANCE STRATEGY - Dec 2014Maintenance Task Development and Optimization

Maintenance Task Development and Optimization


Std Maint Task Exists

CSelect System or Equipment

Perform Criticality Assessment

Perform FEMA and RCM2 analysis of relevant equipment and subsystems –

Next Page (A1 start)Regulatory/ CS device?

Select Proper SMT from Library

Verify Work Packages

Planned corrective repair (Run to Failure)

Establish SMT Relevant as SMT?

Load Work package to

Maximo

More Systems ?

END

END

Detail the routine Activities, Frequencies,

Required resources

Write detailed work instruction for each activity

Determine Work Packages

Add SMT to Library

B A

START

To A1 From B1

Path determined by criticality classificationZ

Establish PM Plan



Std maint task

Maintenance Task Development and Optimization


Lead to Establish a joint team (Ic/ Mech/ Elec/(civil if reqd)-

Decipher failure modes for each

device/equipment

Medium

A1 Does the failure mode have a direct adverse effect on operational

capability (output, quality, customer service or operating costs in addition

to the direct cost of the repair?

Does the failure mode cause a loss of function or other damage which could

injure someone or could breach an environmental regulation?

Will the loss of function cause by this failure mode on its own become

evident to the operating crew under normal circumstances?

Is the task to detect whether the failure is occurring or about to occur

economically and technically feasible ? (worth doing?)

Is a scheduled restoration task to reduce the failure rate economically

and technically feasible? (worth doing?)

Is a scheduled discard task to reduce the failure rate economically and

technically feasible? (worth doing?)

Is a failure finding task to detect the failure economically and technically

feasible? (worth doing?)

Schedule restoration task

Scheduled discard task

Could multiple failure affect safety or environment?

Redesign is compulsory

Run to failure

Review stock of spare parts

Condition based task


economically and technically feasible ? (worth doing?)


economically and technically feasible? (worth doing?)

Schedule restoration task Schedule restoration task





Scheduled discard task Scheduled discard task

Redesign is compulsoryCombination of tasks

Review stock of spare parts

Is a combination of tasks to avoid failures economically and

technically feasible ? (worth doing?)



Scheduled failure finding

YesNo

Return to B1 Once completed

And Gate

SMT




Run to failure


A1



Std maint task


Lead to Establish a joint team (Ic/ Mech/ Elec/(civil if reqd)-

Decipher failure modes for each

device/equipment

Schedule functional verification by tests or

inspectionsIs the failure evident during

normal operations ?

YesNo

And Gate

SMT

Evaluate in relation to risk

Schedule functional Scheduled rework

remedial actions as required

Scheduled Replacement of life time components

Planned Corrective Maintenance – Ensure Operator Rounds/Skills

exist/parts avail

Condition Monitoring

Can the hidden function be verified by scheduled test

and/or inspection ?

Is the function degradation detectable ?

Is failure rate increasing with age?

Will degradation be evident to operator on duty?

Can failure resistance be restored by rework ?

Is condition monitoring method available and cost

effective ?

Is failure predictable as function of calendar or

operating time ?

J1

J1



Failure modes

Need to talk about what was orgnially thought about failure modes, and where we are at today after investigation through companies which brings us to our current methodology in application of RCM and FEMA process.

Add graphic and numbers to give some background.

Failure Effects Mode Analysis (FEMA) will be conducted on system equipment’s which are rated above B classification through the criticality matrix. The FEMA analysis is conducted in order to determine the associated failure modes which are associated with each piece of equipment during the plants lifecycle. The FEMA analysis is to consider normal failure modes which are anticipated to be experienced on plant equipment and not inclusive of those which may be incurred due to failure of other associated surrounding devices. Once determined, each of the failure modes is analysed in order to determine the associated maintenance strategies to be incorporated in order to mitigate potential failures of the equipment(s).

RCM acknowledges three types of maintenance tasks – These tasks are condition derived (PdM), time derived (PM), and failure finding.

From the above graphic it can be observed that conditioned based methods, where financially and technically feasible, are the preferable option. When risks associated with equipment failures can be adequately mitigated through condition based methods the business will benefit from increased equipment availability, reduction in manpower and material costs associated with preventative based inspections, and a decreased risk profile due to the occurrence of failures post time based inspections. It should be noted that condition based techniques which utilize Operations manpower through rounds, where possible, should be applied as a preferred method as it will reduce required inspections of maintenance staffing. When such techniques are applied it is important to have clear specifications and rounds/training in place for the operators as well as highlight potential actions should such pre-set criteria be exceeded.

It is recognized that conditioned based tasks currently do not exist for all failure modes exhibited by plant equipment and in consideration of such time based inspection intervals will still be required for plant equipment falling in higher cost/reliability requirement classifications (eg. Hot gas path component replacement). It is also noted that some equipment’s will fall under classifications of Critical Safety Devices and/or those which are regulated by differing authorities which specify or require time based inspection/maintenance intervals.

Scheduled discard tasks are normally taken under such conditions whereby equipment is known to fail in consideration of a time/usage based regimes and therefore require replacement at specified intervals. Scheduled discard task take advantage of equipment being taken down to conduct the replacement prior to failure thereby limiting unplanned availability and associated call out repair costs which would be incurred in a run-to failure regime.

Equipment which is run to failure is normally of low cost and low impact and is readily available within the local market or stores. Such failures which are planned can normally be conducted within the normal context of maintenance regime and should not normally require callouts of maintenance personnel to correct.



MAINTENANCE STRATEGY - Dec 2014Due to limitations of the various maintenance regimes, design limitations, and failure modes perceived, it is accepted that some equipment may require multiple strategies to be employed at differing timelines in order to maintain required equipment reliability. When such situations are observed efforts should be made in order to optimize the existing strategy and timelines through the coupling or cancellation of such works if deemed worth doing.

From the above document reference of two key terms is made;

Economically Feasible – means that there is value and/or benefit gained in performing such task which outweighs the negatives incurred in not performing such task. Consideration should be given to manpower/parts/consumables/speciality equipment in performing such task on the specified regime in consideration to the associated cost other maintenance strategies may incur. Should such benefit clearly outweigh the associated costs and potential increase in risk the regime may be considered economically feasible. (reference to payback

Technically feasible – means that a product/device/tool exists in practice and provides a industrially accepted method of certainty in the results provided.

In order for the maintenance strategy to deem acceptable it must display both economic and technical feasibility.

Station Equipment Strategy

Category A EquipmentThe maintenance plan is driven by the requirements for the Gas Turbine hot gas path components which are creep-life limited and of significant capital cost.

Strategic issues of major significance to the maintenance strategy at BPS will be addressed in this section and serve as the parameters for the maintenance plan. There are other issues which arise and though are of relative importance are considered to be at a detail more appropriate for the maintenance plan.

Gas Turbine Maintenance Strategy

Inspection FrequenciesThe Gas Turbine inspection frequencies are determined from OEM recommendations (GER 3620G) and are dependent upon the operating regime. In a base-loaded operating regime the inspection frequencies are determined on a fired hours basis which largely correlate to calendar years. However a daily cycling operating regime will necessitate the inspection frequencies to be starts driven and therefore the implications of a severe two shifting regime on a calendar based maintenance plan may be significant.

Current maintenance plans have been developed in the context of a daily cycling regime, and have, in order to stagger the inspection programmes (due to the parts refurbishment cycle) across the fleet, required the early occurrence of Hot Gas Path Inspections (HGPI) and Major Inspections (MI).

It is important to understand the hot gas path component degradation mechanisms which determine the inspection frequencies. The ability to develop realistic maintenance schedules compatible with the commercial requirement to be available during the Peak periods, require the development and sustained competence of the Mechanical Engineering function. /tt/file_convert/5695d55a1a28ab9b02a50c87/document.docx of 33



It should be noted that the CSA assumptions were based on a Base Load operating regime – and as such, due to the current (and forecast) operational practice of daily cycling has resulted in an “Assumption Violation” which may force BBP to renegotiate the CSA contract with GE to more accurately reflect the revised outage requirements.

Inspection Types and OEM Recommendations

Base Load GT (only) inspection Strategy (Fewer Starts, More Running Hours)2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021CI - HGP - CI - MI - CI - HGP - CI - MI - CI

Cycling GT (only) Inspection Strategy (Lower Running Hours, More Starts)2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021

- - HGP - - - HGP - - - MI - - - HGP

The requirement to undertake a Major Inspection is OEM driven, and is based upon the inspection of the compressor and bearings for operational damage. The programmed replacement of compressor and bearing components does not exist as these are essentially in low temperature operation with a theoretically unlimited life.

Although Combustion Inspections have been eliminated by GE for the starts based regime, in all likelihood a GT outage will have to be taken annually for defects, BOP works and generator inspections. GE also recommends a yearly boroscope inspection of the GT Compressor and Turbine sections.

GT Inspection Durations

The current anticipated inspection durations are as follows:

Combustion Assessment/Boroscope Inspection 2 daysCombustion Inspection 6 daysHot Pas Path Inspection 12 daysMajor Inspection 27 days

These durations are based on no emergent scope or unforeseen inspection difficulties.They are based on 2 x 12 hour continuous shift working and do not include cooldown durations.

Hot Gas Path Component Life Management

Hot Gas Path component life is the basic driver for the maintenance plan and hence the fundamental building block of the commercial model. It is therefor the most critical aspect of the maintenance strategy. There are essentially two life limiting mechanisms for the hot gas path components of the turbine.

Creep lifeThis is primarily a function of firing temperature and service hours, the effects of starts and trips on the creep life is negligible and is theoretically the determining mechanism for component life in a base loaded regime.

Crack propagation in the parent metal/tt/file_convert/5695d55a1a28ab9b02a50c87/document.docx of 33


MAINTENANCE STRATEGY - Dec 2014This is primarily a function of thermal cycles and r driven by trips and starts. It is therefore the most likely determining mechanism for component life in a two shift operating regime.

The anticipated lifecycle for the 7FA+e parts at BBP are as follows:

Repair Interval

Replacement Interval

(Hours Based)

Replacement Interval

(Starts Based)Combustion Liners CI 5 x CI 5 x CICaps CI 5 x CI 5 x CITransition Pieces CI 5 x CI 5 x CIFuel Nozzles CI 3 x CI 3 x CICrossfire Tubes CI 3 x CI 3 x CI1st Stage Nozzles HGPI 2 x HGPI 2 x HGPI2nd Stage Nozzles HGPI 2 x HGPI 2 x HGPI3rd Stage Nozzles HGPI 3 x HGPI 3 x HGPI1st Stage Shrouds HGPI 2 x HGPI 2 x HGPI2nd Stage Shrouds HGPI 2 x HGPI 2 x HGPI3rd Stage Shrouds HGPI 3 x HGPI 3 x HGPI1st Stage Buckets HGPI 3 x HGPI 2 x HGPI2nd Stage Buckets HGPI 2 x HGPI 3 x HGPI*3rd Stage Buckets HGPI 1 x HGPI 3 x HGPI

* recoating required at 1st HGP to achieve target Table 3



MAINTENANCE STRATEGY - Dec 2014Steam Turbine Maintenance Strategy



MAINTENANCE STRATEGY - Dec 2014Pressure Systems Maintenance Strategy



MAINTENANCE STRATEGY - Dec 2014Generator Maintenance Strategy

Condition MonitoringUse will be made of on-line Partial Discharge measurements (taken twice per year) on the generator fleet to help determine the overall condition of the bulk insulation system for inspection planning purposes. Additionally, operational parameters are formally reviewed by Engineering staff weekly in order to identify incipient problems.

GE MAGIC Generator InspectionsPerform generator in-situ testing with the field in the stator using a Miniature Air Gap Inspection Crawler (MAGIC) robot. The MAGIC robot performs all tests typically performed with the field removed from the stator, including:

• Visual inspection of field and stator surfaces• Wedge tightness test• El Cid test• Radial bar jacking test• Capacitance mapping test Inspection and Overhaul FrequenciesThe following are the inspections and overhauls necessary for the 7FH2 Generator fleet at Brighton Beach Power.These frequencies are based with knowledge of design deficiencies in the end winding arrangements of the 7FH2 units rendering them susceptible to vibration damage.

Annually (2 days)Minor Generator InspectionExcitation System performance test

Three Yearly - Minor Generator Overhaul (5 days)Robotic (MAGIC) inspectionGenerator Circuit Breaker Timing testGenerator Protection systems Functional testElectrical Insulation Condition diagnostic testsCoincident with Steam Turbine Pressure parts inspections or GT HGPIs

Six/Eight Yearly - Major Generator Overhaul (20 days)Rotor Removal and Stator clean/inspectionGenerator Circuit Breaker Timing testBearing InspectionsGenerator Protection systems Functional testElectrical Insulation Condition diagnostic testsCoincident with Gas Turbine Major Inspections or Steam Turbine six yearly inspections.

Twelve Yearly (27 days)Contingency Plan for a generator stator rewindCoincident with Gas Turbine Major Inspections or Steam Turbine six yearly inspections.

Capital SparesNo major capital spares are kept in stock for the Generator fleet.This situation will be reviewed after the first MAGIC inspections to determine whether a holding of any of the following may be justified.

Spare Rotor Stator Windings (or copper)



MAINTENANCE STRATEGY - Dec 2014 Bearings

Consumables and critical bearing spares for one generator are held on site.



MAINTENANCE STRATEGY - Dec 2014HV Electrical Equipment Maintenance Strategy

Main Power Transformers

Condition MonitoringDissolved Gas Analysis is carried out on all oil filled transformers on a six monthly basis, with Furfural analysis (to determine insulation degradation) being carried out annually.Thermographic surveys of each unit, with its bushings and connections are also carried out twice per year.Additionally, operational parameters are formally reviewed by Engineering staff weekly in order to identify incipient problems.

Off–line electrical condition testing (i.e. Doble and PD testing) is carried out on a three year cycle.

OHL Transmission/OHL ProtectionAnnual thermographic surveys to all in service HV equipment is carried out in order to proactively identify hot spots and loose connections before damage is caused.All HV electrical protection devices are tested on a three year cycle – coincident with the GT/ST three year inspection cycle.

Electrical/Mechanical inspection and testing of the electro-mechanical HV disconnection devices take place on a three year cycle.

Distribution4160 V Systems

600V Systems

Essential Services System (Diesel Generator , Batteries, Inverters)

Electrical Equipment

4160 V MotorsScheduled PMsInsulation TestsStrategic Spares - Motors needs addressing

600 V MotorsScheduled PMsInsulation TestsStrategic Spares - Motors needs addressing

DC Motors

Heat Tracing

Valve Actuators

HVAC



MAINTENANCE STRATEGY - Dec 2014Control Systems and Instrumentation Maintenance Strategy

Controls/Instrumentation

Class ABased on Major equipment

GTSpeedtronic Mark VI

STSpeedtronic Mark VI

CommonProtection Systems (ABB SIS)ESD SystemsObsolescence not major concernGood vendor support

HRSGDuct BurnersAuxiliary BoilerSTGas PlantCW Plant

DCSPlant wide

Analytical EquipmentFlue GasEnviro

HRSG Chemistry

WTP

Gas Pipeline (chromatograph)

ObsolescenceReview contract and scope

Fire Detection Systems

Fire protection Systems

InstrumentationRedundancy

GT Speedtronic Mark VISpare Parts and SupportSole Vendor Issue - low risk



MAINTENANCE STRATEGY - Dec 2014DCS

Segregated by design - unitised - available for MaintenanceHigh level of redundancyProcess Control Unit - softwareOperator Interface - hardware - obsolete in 4-5 years.Driver for replacement would be vendor support - +8 years components

TPS cannot maintain the level of internal competency to support obsolescence.In-house expertise of concern - Ian MacDonald only / C&I Team / turnover / skillMaint contract - Bailey - quality of service is continuously improving.

Strategic relationship required with BaileyPhilosophy of incremental upgrade, firmware upgrades etc.

Analytical Equipment

100’s Analysers - C&I Maint - Big potential for ContractFlue Gas - Signal Contract - well maintainedPotential or additional Maint cover/contract subsequent to current Eng. Works - TPS resource drain ?

WTP

Two-shifting - implications - for HRSG lay-up / W. Ends.Scrutiny of Water Treatment

CEMS



MAINTENANCE STRATEGY - Dec 2014Environmentally Sensitive Equipment Maintenance Strategy



MAINTENANCE STRATEGY - Dec 2014Maintenance Organisation

Maintenance TechniciansMechanical Discipline TeamStatus, Role Function, Workload A B CCompetence and Training

Electrical, Controls and Instruments TeamStatus, Role Function, Workload A B CCompetence and Training

Planning Lead (Rotating Position)

Outage Lead (Rotating Position)

Production Resources

Contracted Resources

Shutdown Process and ExecutionObjectivesBest PracticesShutdown Timings – Spring/Autumn StrategyRolesPlanningSparesQuality ControlRecords and DocumentsRefurbishment Economics

Unplanned Outage Management/Opportunity Maintenance

Flexible Operations Support

Competency and Retention StrategyAge ProfileCompetence ProfileGeographical FactorsIndustry FactorsProduction TeamApprenticeships/Vacation Work

Maintenance and Engineering InfrastructureDepartment Meetings and TimingsKey Performance IndicatorsDepartment Reports and Critical IndicesDepartment Business Plan



MAINTENANCE STRATEGY - Dec 2014Maintenance Contracts

Class A

Long Term Service Agreements (5 to 12 years).

BBP recognise that certain key elements of Engineering and Management of the long term availability of the following plant:

Gas TurbinesSteam TurbinesGeneratorsCoral Gas CompressorDCSHigh Voltage ApparatusPressure Plant

may require specialist competencies that are uneconomic and unsustainable to retain solely within the BBP organisation.

Gas Turbines Of the seven groups outlined above the Gas Turbine CSA strategy is the most complex and as such has received the most attention. This arises for three key reasons:

The Gas Turbines have the most direct effect on the stations availability and heat rate, they individually consist of several complex systems, with numerous critical components having no redundancy.

The maintenance plan is driven by the hot gas path components, these are creep life limited and of significant capital cost.

It has proven to be cost prohibitive to obtain GE Technical Support Services and spare parts without an agreed Contractual Services Arrangement.

Gas turbine technology depends largely upon proprietary materials, control and combustion technologies possessed mainly by the OEM and to a limited extent the Licensees.

The resolution of control problems are real time issues effecting real time availability.The repair and refurbishment processes are “OEM Qualified” processes requiring customisation by OEM dispensation and the application of specialist workshop expertise.

Incremental improvements to machine capacity and reliability are marketed through the OEM as stand alone products with very limited availability through OEM Licensees.

Warranty, insurance and technical analysis requirements further constrains BBP from pursuing those incremental improvements through non OEM organisations.

Listing the requirements of such a strategic alignment.

Access to deep technical support for short and medium term issues.Access to real time solutions provisions (via GE Product Service group)Warranty, insurance and performance coverage in contractual arrangements.Secure access to strategic resources such as labour, spares, and specialist equipment.Leverage to maintain a quality vendor service.Spare Parts price controls/tt/file_convert/5695d55a1a28ab9b02a50c87/document.docx of 33


MAINTENANCE STRATEGY - Dec 2014A close and mutually advantageous strategic partnership within the constraints of BPL business objectives.

Following a tender and analysis process that has taken one year to complete there are only two organisations who potentially meet the requirements outlined.

Steam Turbine



MAINTENANCE STRATEGY - Dec 2014Generators

High Voltage Electrical ApparatusThe appropriate and responsible maintenance of 4160V, 18kV, 115kV and 230kV electrical systems and switchgear requires the use of specialist crafts and equipment, and as such are uneconomic and impractical to carry on station. Ongoing monitoring and analysis of critical parameters associated with the HV transformer systems can only be accomplished with access to external expertise and the database held appropriately qualified external organisations (Hydro-One, Cutler-Hammer).

Pressure Plant



MAINTENANCE STRATEGY - Dec 2014Control Systems

DCS

ABB SIS

Mark VI Speedtronic Gas Turbine Control System



MAINTENANCE STRATEGY - Dec 2014Plant of Significant HS&E Sensitivity

CEMS

Gas Pipeline



MAINTENANCE STRATEGY - Dec 2014Class B

Medium Term Maintenance Agreements (1 to 2 years)



MAINTENANCE STRATEGY - Dec 2014Class C

Agency, Base Load Labour, Call Off and Fixed Scope Contracts

Administrative Requirements



MAINTENANCE STRATEGY - Dec 2014Call Off Contracts

Scaffolding and insulation works do not facilitate the production of pre-defined scopes against which meaningful tenders can be prepared. Management of these works is by call off order against competitively negotiated composite rates. These contracts will be renewed annually subject to satisfaction with rates and service.

Fixed Scope Class C Contracts

Station Lighting, Heating & Ventilation works facilitate the award of fixed scope contracts and as such have been tendered. Plant housekeeping, cleaning and painting services will be contracted against a fixed scope.



MAINTENANCE STRATEGY - Dec 2014Maintenance Budget

Maintenance Budget Structure

The maintenance budget is structured in line with the format agreed for the presentation of the business plan. The costs are Q1 denominated to facilitate year on year comparisons.

The maintenance budget, built annually includes forecasts for the subsequent five year period, and is the cumulative sum of the following pre-defined level two sub budgets.

maintenance staff costsMaintenance materialsUnscheduled maintenance materialsContract services maintenanceMaintenance and engineering consultantsUnscheduled maintenance servicesEquipment rentals (maintenance)

The maintenance budget is structured below level two sub headers (for 1999/2000 and subsequent financial years) in a split between routine and shutdown budgets. The routine and shutdown budgets are themselves broken out into seven main cost centres.

Gas TurbinesSteam TurbinesHRSGSElectrical SystemsControl SystemsBalance of Plant

Budget Preparations

Variance reporting and expenditure forecasts

Maintenance Management System

Ivara a proprietary computerised maintenance management system is employed for work management, equipment cost collection purchasing and material management systems.


Strategy Maint _TAW

Documents

Transcript of Strategy Maint _TAW