Successes achieved Hydro Power Plants Nobert Matarutse ...Hydro Power Plants on the Nile River...
Transcript of Successes achieved Hydro Power Plants Nobert Matarutse ...Hydro Power Plants on the Nile River...
Successes achieved in terms of maintenance planning and
implementation-Hydro Power Plants on the Nile River
Nobert MatarutseTechnical DirectorEskom Uganda
LimitedUganda
Introduction and background
• Prior to year 2001 Uganda had a vertically integrated power utility, Uganda Electricity Board, responsible for power generation, transmission and distribution of electricity. No regulatory framework was in place
• Uganda Electricity Generation Company Limited was born out of the de-regulation of the electricity industry in Uganda
Introduction Cont’d
• De-regulation was motivated by among other reasons, the need to improve service delivery, increasing electrification rate and as a way of increasing accountability and provide a fertile environment for investment in this critical industry.
Introduction Cont’d
• Prior to de-regulation power industry was characterised by frequent power blackouts, trips and dwindling plant capacity and high operating costs.
• Eskom Uganda Limited is a wholly owned subsidiary of Eskom Enterprises SA. It was formed in 2002 and won a 20 year concession to operate and maintain two power plants on white Nile, Uganda from 1st April 2003.
Nalubaale and Kiira Power Stations
• Installed Capacity Nalubaale 10 X 18MW= 180MW-Vertical Shaft Kaplan Units
• Ist unit commissioned in 1954. All units uprated and refurbished in between 1992-1998-Uprated from 15MW to 18MW each
• Installed Capacity Kiira 5 X 40MW= 200MW-Vertical Shaft Propeller Units
• Total Installed Capacity For Complex= 380MW
• Peak Generation current 217MW due to hydrological Constraints
Nalubaale and Kiira Power Stations
Nalubaale PS Kiira PS
Rated Head (m)
18.9 20.8
Specific water consumption factor (m3/kWh)
19.8 18.02
Previous Planning Philosophy
• Uganda Electricity Generation Company Limited (UEGCL) being a parastatal was not bound by any Power Purchase Agreement.
• UEGCL had a time based planning philosophy
• UEGCL declared installed capacity and were paid based on same.
• UEGCL’s planning was based on OEM’s recommendations provided soon after rehabilitation
Previous Planning Philosophy
• UEGCL were in charge of the complex for slightly more than 2 years during which time they used a job card system for managing routines and defects
Eskom’s Planning Methodology
• Time and condition based
• Microsoft access based deviation management system was established
• Deviation management system which is still in place is like a manual (s.c.a.d.a) system
• Plant history developed by the creation of the centralised documentation center.
Eskom’s Planning Methodology
• Plant history so developed was key as it enabled proper trending of critical plant parameters and performance of plant.
• Plant history was also utilised to kick start plant intervention programs with a view to stimulate continuous improvement.
• 10 year Technical Plan and Life of Plant Plans developed.
• System Engineering and modification programs established
Service Level Agreements
• Power Purchase Agreement
• Concession and Assignment Agreement
• Generation Licence
• Water Permit
• Support Agreement
• Heads of Agreement
Maintenance Philosophy
• 36 monthly cycle-maintenance outage-30days
• 18 monthly cycle-detailed inspection-15days feeds into 36 Monthly cycle maintenance
• 6 monthly cycle-1day routine
• Using condition monitoring schemes installed, maintenance outages are effected before breakdowns
Maintenance Planning and Implementation
• Outage management procedure in place
• Pre and post outage planning meetings
• KKS plant break down system used for physical assets identification.
• Work packages-for standardisation-doing things right first time.
• Annual plan submitted to system operator 120 days before the following year.
• Annual plan takes into account outage scheduling
Power Generation Performance Indicators
• The following were and are still being measured on a monthly basis in order to guide plant performance and ensure service delivery;
Power Generation Performance Indicators
• Plant Availability
• Plant Reliability
• Unplanned Automatic Grid Separations
• Planned Outage Rate
• Forced Outage Rate (including Mode change failures)
• Plant Load Factor
• Plant Efficiency
Plant Availability Benchmarks
Company CountryAvailability
Mighty River Power
New Zealand 92.4%
Meridian EnergyNew Zealand 94.0%
British Columbia Hydro Canada 96.4%
Eskom Uganda Ltd Uganda 96.0%
Dropping water
levels led to
reduction in
available energy
U2 VT explosion (Trfr 11kV cable
and surge arresters damaged)
outage lasted over 300hrs
- Unit 10 rotor earth fault – outage
lasted approx 100hrs
Performance Outlook
• Conjunctive operation with downstream power plants.
• Commissioning of an integrated computerised maintenance management system that relates to functional areas of the business.
• Increased plant optimisation
Performance Outlook
• Improvement in manpower utilisation
• Increased cost effectiveness
• Further improvement in service delivery
• Focus on quality assurance
• Increased focus on risk management
Intervention measures employed to achieve performance
• replacement of dc systems
• modification of protection schemes
• modification of governing systems
• installation of vibration monitoring
• installation of partial discharge scheme
• transformer replacement
• circuit breaker replacement
• surge arrestors replacement
Intervention measures employed to achieve performance
• System engineering including in-depth incident investigations.
• Standardisation of maintenance tasks and procedures
• Enforcement of statutory maintenance
• Training and development including exposure programs.
• Performance management.
The End
• Thank You
• Siyabonga
• Webale Nyo