GRDA Expands Utilization of Maximo to its New Combined Cycle Unit, Hydro Plants, and Transmission Facilities.

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1 GRDA Expands Utilization of Maximo to its New Combined Cycle Unit, Hydro Plants, and Transmission Facilities. Tim Brown, Executive Vice President, Chief Operating Officer Grand River Dam Authority

2 GRDA at a glance Non-appropriated agency of the State of Oklahoma Generate, transmit, and sell electricity to municipalities, electric cooperatives, and industrial customers Approximately 567 full-time employees Annual Revenue of $450 million Net Utility Plant of $1.2 billion 1,215 miles of high voltage transmission lines Generating Capacity: Hydro R-O-R: Pumped Storage: Gas: Customer Generation: Coal: Wind: 2,100 MW (accredited) 254 MW 258 MW 930 MW 142 MW 520 MW 390 MW (nameplate)

3 GRDA control area firm load Firm sales, Western Farmers Electric Cooperative Firm sales, Oklahoma Municipal Power Authority Firm sales, Kansas Municipal Energy Authority Firm sales, Poplar Bluff & Paragould

4 GRDA Generation Portfolio GREC Units 1 & 2 GREC Unit 3

5 GRDA Generation Portfolio

6 GRDA Generation Portfolio Continued Redbud Wind PPAs

7 GRDA Transmission System Total Miles of Line: 1,215 Miles 69 kv: 602 Miles 115 kv: (de-energized) 13 Miles 138 kv: 119 Miles 161 kv: 371 Miles 345 kv: 110 Miles Substations: 83 * This includes the entire ITS facilities

8 GRDA s Objectives of Asset Management Program Maintain fiscal health and strong credit rating Maintain competitive rates Maximize asset availability to achieve high system reliability Improve productivity and efficiency Optimize asset life vs. O&M costs Meet compliance requirements Enhance reputation as well managed utility

9 History of Asset Management & Maximo at GRDA Asset Management began at GREC out of necessity due to complexity of operating a 1,000 MW coal facility. Primary focus was on plant availability. Late 80 s, early 90 s computerized GREC inventory and preventive maintenance. Early 90 s developed our own Maintenance Work Order system to computerize corrective maintenance. Later began exploring Maximo as a comprehensive system replaced our in-house WM application, added an AM application and tied together with parts inventory and purchasing. Required many hours of data entry by a knowledgeable maintenance mechanic and I&C technician. Required the creation of thousands of PMs. Completed full transition ~ 2005.

10 Expansion of Asset Management & Maximo at GRDA As we expand our utilization of Maximo, we will be applying further enhancements: Mobile Technology Advanced Analytics using Cognos Reporting and KPIs Predictive Maintenance (Condition Based Maintenance) Safety Reporting and tracking for incident and near miss reporting. Calibration and Testing Maximo Scheduler Backlog Management using visual dashboards based on KPIs

11 Expansion of Asset Management & Maximo at GRDA GREC Unit 2 AM Program more important today than ever. Although plant availability is still important, Unit 2 is no longer operated as traditional base load plant. Now operated at much lower CF, so objective has shifted to minimizing FOM to maintain the plant as a competitive source of capacity. Recent upgrade to Maximo 7.6 allows for mobile capability Maximo Anywhere. Recently began utilizing the scheduler application already have realized significant cost savings.

12 Expansion of Asset Management & Maximo at GRDA GREC Unit 3 Employs the Mitsubishi advanced class M501J CT, guaranteed heat rate of ~ 6500 Btu/kWh, HHV Will be the lowest operating cost CC in SPP footprint; Maximo will help ensure we maintain this distinction. Plan to take full advantage of Maximo Anywhere functionality with wifi network and tablets. As a new facility, we have the advantage of working with our general contractor to import the associated 9,000 assets directly into Maximo from the contractor s tagging system. Plan to manage LTSA in Maximo.

13 Expansion of Asset Management & Maximo at GRDA Hydro Historically, Maximo had been used only for inventory and procurement; didn t have computerized AM or WM systems. Immediately embraced by hydro management but encountered some initial resistance from technical staff. A key staff member with knowledge of all three facilities was appointed hydro Asset Manager. The Asset Manager with input from the Plant Superintendents developed the hierarchy for each plant. Then with many hours of data entry with assistance from college interns, over 800 locations with over 2,000 assets were defined and entered. Many PM work orders have been created and continue to be created. CM work orders are being created as we experience equipment failure.

14 Expansion of Asset Management & Maximo at GRDA Transmission Substations Historically, Maximo had been used only for inventory and procurement; didn t have a computerized AM system. PMs were tracked in a legacy system. Hierarchy has been built with locations and assets for all substations. CMs are being entered as incurred to develop a history for recurring issues on each asset. PMs created for 6-month inspections: e.g., check nitrogen in transformers, transformer oil, SF6 gas in breakers, breaker operations, etc. Plan to tie inventory to substation assets; will allow checking of spare parts in inventory. Each asset will have its own list of recommended parts.

15 Expansion of Asset Management & Maximo at GRDA Transmission Lines Historically, Maximo had been used only for inventory and procurement; didn t have computerized AM or WM systems. The exception is Fleet, which has been using Maximo for AM and WM. Walking inspections every 3-years and aerial inspections for certain lines 2-times per year. CM WOs from the inspections were written and filed; now WOs for PM inspections are generated in Maximo and the CM details are then entered into Maximo. Asset data for 345 kv and 161 kv structures has been entered. In the process of entering 138 kv structures. A life extension measure for a rust issue discovered on 1980 s vintage steel structures is being monitored in Maximo. The process of entering the line data revealed problems with transmission line drawings: incorrect or missing data and P&Ps that hadn t been updated with field changes over the years. Secondary benefit of the AM project has been the correction of the transmission line drawings which will be beneficial to the Engineering and T&D departments.

16 An Asset Management Example Needed correction for corrosion on 345 kv structures --- miles of transmission line --- structures of this manufacture

17 An Asset Management Example GRDA explored changing out pole-top sections Replaced upper pole sections on 11 structures using internal staff in the fall of 2014

18 An Asset Management Example Prototype brace unit withstood a 125% bending load

19 An Asset Management Example Installed Brace Assembly

20 Maximo Upgrade Process In early 2016, we began the upgrade from version 7.1 to 7.6. GRDA s leadership was committed to doing this right. Knowledge transfer and training were paramount to successful user adoption and managing change for continuous improvement. GRDA s IT team is relatively small so engaged a business partner to help with the upgrade. A software industry expert provided for best practices and assisted with change management Going forward goal is self-sufficiency in user support and maintenance. Revisited business processes and standards. Procurement process was streamlined to ready GRDA for an ERP implementation.

21 Maximo Upgrade Details Custom interfaces significantly reduced by utilizing Maximo Integration Framework: Integrated systems: Fuel, AP, GL, People & Labor, Equipment. 152 custom reports were migrated. 27 custom JavaScript processes replaced with Maximo automation scripts and an additional 18 replaced with Maximo conditional expressions. Allowed for the removal of a third party product in favor Maximo tailoring. 152 security groups streamlined to 38. Custom dashboards retired in favor of standard role based dashboards.

22 Upgrade=>Opportunity to Improve Recommendations: Remove Customizations where possible. Revisit Business processes for continuous improvement Revisit Reporting and Analytics; what is needed? Revisit Asset Management goals; adapt to change. Revisit standards. Review new product offerings; stay current.

23 Thank You