reports dcrtpp june15

8/19/2019 Reports Dcrtpp June15

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HARYANA POWER GENERATION CORPORATION LIMITED

“ Assessment of O&M Practices for Thermal PowerPlants of HPGCL”

FINAL REPORT

on

Review of overall Operation and MaintenancePractices, Management Practices and Maintenance of

systems with best practices

DEENBANDHU CHOTU RAM THERMAL POWER PROJECT

YAMUNA NAGAR

(Vol - I)

SUBMITTED BY

(An ISO 9001:2008 certified Company)

STEAG Energy Services India Pvt. Ltd.(A wholly owned subsidiary of Steag Energy Services GmbH, Germany) A-29, Sector-16, NOIDA-201301, India

Website: http://www.steag.in

May, 2015

Project Code: ETAS 056Work Order No.: HPGCL Letter vide Memo No. Ch-133/CE/SE/PLG-II/A-20/Vol-I, dated 28.05.2013


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ASSESSMENT OF O&M PRACTICES FORDEENBANDHU CHOTU RAM THERMAL

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TABLE OF CONTENTS

SECTIONS PAGEEXECUTIVE SUMMARY ......................................................................................4

1. BACKGROUND .......................................................................................15

1.1 Objective of this assignment ......................................................................... 15

1.2 A brief on Deenbabdhu Chotu Ram Thermal Power Project (DCRTPP) ...... 15

2. METHODOLOGY .....................................................................................16

3. OPERATION AND MAINTENANCE PRACTICES ..................................17

3.1 Operation and Maintenance Management – Introduction ............................. 17

3.2 Organization Structure of DCRTPP .............................................................. 17

3.3 Parameters for the effectiveness of O & M Management ............................. 24

3.4 Summary of Observations ............................................................................. 32

3.5 General Guidelines for System Improvement ............................................... 34

4. OPERATION AND MAINTENANCE MANAEMENT PRACTICES .................40

4.1 Maintenance Planning ................................................................................... 40

4.1.1 Maintenance Planning Management – Introduction ................................... 40

4.1.2 Maintenance Planning function at DCRTPP ............................................... 40

4.1.3 The Standard Functions of Maintenance Planning Management ............... 44

4.1.4 Summary of Observations .......................................................................... 48

4.1.5 Recommendations ...................................................................................... 49

4.1.6 Implementation Action Plan for MTP .......................................................... 49

4.2 Efficiency ....................................................................................................... 49

4.2.1 Energy Efficiency Management Function - Introduction ............................. 49

4.2.2 Efficiency Management Function at DCRTPP ............................................ 50

4.2.3 The Important functions of Efficiency Management ................................... 55



4.3 Environment, Health and Safety (EHS) ......................................................... 61

4.3.1 EHS Management Function – Introduction ................................................. 61

4.3.2 EHS Management Function at DCRTPP .................................................... 62

4.3.3 Parameters for measuring the effectiveness of EHS .................................. 65

4.3.4 Summary of Observations .......................................................................... 69 4.3.5 Recommendations ...................................................................................... 70

4.4 Purchase and Stores ..................................................................................... 70

4.4.1 Material Management Function – Introduction ........................................... 70

4.4.2 Material and Works Management Function at DCRTPP ............................ 70

4.4.3 The Standard Functions of Material and Works Management ................... 78



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4.4.6 Implementation of action plan for Purchase and Stores ............................. 82

4.5 Planning and Budgeting ................................................................................ 82

4.5.1 Generation planning and budgeting –Introduction ...................................... 82

4.5.2 Generation planning and budget management at DCRTPP ...................... 83

4.5.3 The Generation Planning and Budget management .................................. 92



5.0 SUMMARY OF GAPS & RECOMMENDATIONS .........................................95

6.0 IMPLEMENTATION OF RECOMMENDATIONS - ACTION PLAN ............ 104

Annexures (Separate Volume-II)


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EXECUTIVE SUMMARY

FOR

DCRTPP, YAMUNANAGAR


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M/s. Haryana Power Generation Corporation Limited (HPGCL), appointed M/s. Steag Energy

Services (India) Pvt. Limited for providing consultancy services for the Assessment of O&M

practices for its power stations at Panipat Thermal Power Station, Panipat, Deenbandhu Chotu

Ram Thermal Power Plant, Yamunanagar and Rajiv Gandhi Thermal Power Plant, Hisar.

The objectives of the assignment are:

a. Carryout an assessment of operations and maintenance practices as well as O&M

management practices.

b. Based on the detailed assessment identify options for improvement in operations and

maintenance practices leading to improved performance of the power plants.c. Jointly with the O&M staff at the power plant develop an action plan for improving

operational maintenance practices of the plants including equipments, instrumentation,

training.

d. Identify training institutes / courses / evaluation techniques.

This report is a final report prepared on the assessment of O&M practices of Deenbandhu

Chotu Ram Thermal Power Project (DCRTPP) of HPGCL. The plant consists of 2 Units of 300

MW capacity.

The findings / observations provided in this report are solely based on the amount of data

received from plants and corporate office; and discussions with the personnel interacted.

The assignment was initiated with a kick of meeting at corporate office, Panchkula wherein

discussions regarding approach and methodology to be adopted in the assignment was

presented. Subsequently Steag technical team visited DCRTPP from 29.07.2013 to 30.07.2013

for assessment and interaction with plant engineers. The focus during the visit was on thecurrent O&M practice being adopted at DCRTPP, Yamunanagar.

In the assignment the assessment and review of operation and maintenance practices along

with management of operation and maintenance practices has been dealt in detail.


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MAJOR AREA/FUNCTIONS STUDIED AT DCRTPP, YAMUNANAGAR:

(A) OPERATION AND MAINTENANCE PRACTICES.

(B) OPERATION AND MAINTENANCE MANAGEMENT PRACTICES.

i. Maintenance Planning.

ii. Efficiency.

iii. Environment, Health and safety(EHS),

iv. Purchase and Stores.

v. Planning and Budgeting.

OPERATION AND MAINTENANCE PRACTICES.

A thermal plant in general should strive for sustainable, reliable power generation by the

efficient utilization of available resources.

Thus objective of O&M is the following:

1. Safe and efficient operation of the generating units and,

2. Ensuring the equipment availability for a stable, sustainable and reliability power

generation by systematic planning the application of effective maintenance practices.

This objective is achieved by the following important sub-functions and their effective

coordination.

Operations management,

Maintenance management,

Maintenance planning,

Efficiency management.

Organization Structure:

The DCRTPP is headed by a Chief Engineer (CE) who reports to Director (Generation).

The departments reporting to CE are,

a) O&M, Unit-1, b) O&M Unit-2, c) Material Management and Stores, d) Monitoring and

Training, e) Civil, f) Fuel and g) Finance & accounts.

There are 2 Superintending Engineers (SE’s), SE (O&M-I) & SE (O&M-II) for the O&M of each

unit.


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The effectiveness of O&M management of the power plant is the measure of the following

parameters:

Safety in O&M

Plant load factor

Availability and reliability

Efficiency

Environment protection

Above has been dealt in detail in the report wherein best industry practices have been

compared with the prevailing practices at HPGCL Power Stations.

The important recommendation in line with gaps identified in respect of operation &

maintenance practices is mentioned below:

HPGCL needs to adopt a comprehensive ERP System with various essential modules

which have been suggested in the report. This will eliminate many gaps such as manual

PTW system, system of raising and closing defects, maintaining equipment history records

etc.

Standard Operating Procedures (SOPs) and Standard Maintenance Practices (SMPs) need

to be developed as per the latest industry format so as to bring in standardization and

consistency in operation and maintenance practices.

Special overhaul team for overhaul coordination and re-commissioning may be constituted.

Training program may be further improved.

Procurement and commissioning of Plant specific Simulator since it helps to built and

developed effective O & M skills of Engineers and operators in advance.

The record keeping may be further improved.

Regular operation and maintenance reviews on daily and monthly basis may be introduced

so as to address the problems suitably.

Software packages for online performance evaluation & optimization may be implemented.

BOP areas i.e., coal handling plant, ash handling plant, water treatment plant needs more

departmental attention. Further SWAS may be given priority for its repair.


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OPERATION AND MAINTENANCE MANAGEMENT PRACTICES

Maintenance Planning

Maintenance planning is a vital function of power plant O&M that reviews the resources required

& schedules the maintenance activities by allocating the manpower, material and tools so that

the job fits into the plant production schedule. Its objective is as under:

To optimize the utilization of power plant resources through planning and scheduling

work processes.

To ensure optimum availability of the plant by organizing and ensuring timely resources

(including men and material).

To ensure equipment reliability by a systematic preventive, predictive, and diagnostic

based maintenance techniques.

The Maintenance Planning (MTP) department at DCRTPP, Yamunanagar is headed by a XEN,

who reports to Superintending Engineer (M&T) and the SE (M&T) reports to Chief Engineer.

The maintenance planning is managed by XEN with the support of other staff.

The Maintenance planning department takes care of unit annual overhauling and capital

overhauling service contracts. The department awards the overhauling work contracts.

Presently, the maintenance planning activities are yet to be streamlined as the units are

commissioned during 2008-09 and a formal overhaul is yet to be initiated.

The important recommendation in line with gaps identified in respect of functioning of

maintenance planning is mentioned below:


which have been suggested in the report. This will improve the effectiveness and

functioning of maintenance planning section.

It is suggested that maintenance planning department may be got strengthened in terms

of man power, knowledge, tools, software, training etc.


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Equipment condition monitoring may be reviewed and strengthened to improve

equipment reliability. It is suggested that maintenance planning may perform active role

in condition monitoring. Maintenance planning may keep watch on minimum inventory level of critical spares and

consumables.

The maintenance planning may perform the overall planning of the maintenance

activities both short-term and long-term. This may also include monitoring preventive

maintenance, spare planning, statutory compliances etc.

Maintenance Planning may be entrusted the responsibility to perform shutdown

/overhaul preparedness activity for unit.

Efficiency

The objective of efficiency management function in a power plant is to monitor the losses and to

improve the heat rate of the unit so as to control the cost of generation.

The important activities undertaken by efficiency department at DCRTPP are as follows:

Collecting the generation related data from all the units and calculating efficiency

parameters such as heat rate, specific coal consumption, specific oil consumption, etc

(MIS report)..

Daily report preparation on operation parameters gross generation, PLF, net generation,

specific oil and coal consumption, fuel status, etc.

Monitoring unit wise operating parameters of all the units on daily basis

Critical equipment running hours and current.

Any other reports as required from time to time

Arranging for energy audits

Supporting maintenance planning department for units overhaul.


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The important recommendation in line with gaps identified in respect of functioning of efficiency

department is mentioned below:


which have been suggested in the report. This will improve the effectiveness and

functioning of efficiency section.

It is suggested that efficiency section may be got strengthened in terms of man power,

knowledge, tools, software, training etc.

Audit for auxiliary power consumption, condenser vacuum and DM water may be done

periodically to check the efficiency of the system.

Heat rate improvement programs and equipment performance testing may be initiated.

Further, daily and monthly review of heat rate deviation may be initiated so that under

performance equipments/areas can be identified.

Efficiency team may coordinate with operations engineers during start-ups and unit

shutdowns.

It is recommended to install a combustion optimization system to improve the process of

combustion.

Environment, Health and Safety (EHS)

The general approach to EHS management as per international standards ISO 14001 andOHSAS 18001 is based on the methodology called "Plan-Do-Check-Act" (PDCA).

DCRTPP has established an Integrated Management System, i.e. ISO 9001:2008, ISO

14001:2004 and OHSAS 18001:2007 to demonstrate continual improvement in Quality,

Environment, Health and Safety management systems.

Superintending Engineer (M&T) is responsible for Environment, Health and Safety functions

along with other responsibilities, and he reports to CE, DCRTPP.

XEN, Factory manager is responsible for safety and fire services and report to SE (M&T).

XEN, Chemical is responsible for environment matters and reports to SE (M&T).

The important recommendation in line with gaps identified in respect of functioning of EHS

department is mentioned below:

Safety audit through an outside agency.

Dedicated EHS department may be setup.


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The computerized permit to work system (PTW) which may also address safety related

issues such as confined space permit, hot/live permit, permit for working at heights etc.

may be introduced.

Peoples working in the power stations may be more sensitized to use personal

protective equipments (PPEs).

Purchase and Stores

Objective of Materials and Works Management functions in an organization is to make

available, the needed equipment, material, works and services in the right quality and quantity,

at the right time and at the right price after giving fair and equal chance to tenderers, subject to

the policy guidelines laid down in the organization, so as to obtain the optimum value for each

unit of expenditure.

The material management and stores department is headed by a Superintending Engineer

(SE), who reports to Chief Engineer, DCRTPP. The SE is supported by three XENs each taking

care of specific responsibilities.

The following are the standard parameters to ensure the effectiveness of Material management

functions in a power station:

Purchase policy

Delegation of Powers (DoP)

Procedure of procurement

Vendor Management System

ABC analysis

Stock Items

Non-stock items

E-Procurement

Purchase through Annual Rate Contracts

Codification

Benchmarking

Physical Stock Verification

Training


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The important recommendation in line with gaps identified in respect of functioning of Purchase

and Stores Department is mentioned below:


which have been suggested in the report. This will reduce the high cycle time & manual

effort besides improvement in the functioning of Purchase and Stores section.

HPGCL should implement e-procurement, e-auction and ABC analysis.

HGPCL may set up a corporate procurement cell to streamline the purchase process

further.

Vendor development and management system needs to be put in place.

The stores are facing shortage in covered shed resulting in poor protection of critical

equipment. The same may be provided.

Planning and Budgeting

These are the tools for monitoring, improving, benchmarking the operations of a plant.

Generation Planning:

Plans are made on annual basis- to fit with accounting year.

Quarterly, monthly and daily sub-plans are made to fit into overall annual plan.

The planning is based on Units performance in past years and any modifications carried

out or any anticipated constraints in the operation.

Generation planning to include plant availability factor; plant load factor – energy and

power; efficiency, auxiliary power consumption, chemicals and oil consumption.

The planning takes into account the load demand variations, and scheduled

maintenance and integrate with other units/ power stations/ grid plans.

The plant personnel down the line are motivated to own the plan.


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Budget:

Budgets are prepared:

To assess the expenditure requirements;

Provide the management indication of financing and costs to be met;

Provide discipline in spending by individual cost centers by defining boundary conditions;

The important recommendation in line with gaps identified in respect of functioning of Planning

and Budgeting Department is mentioned below:

Focus on exceeding the regulatory targets. Review on shortfall analysis may be done

regularly to address the gaps.

HGPCL should prepare a detailed budget manual.

It is suggested that, a budget committees at power project level may examine overall

physical targets, budget proposals and prioritizing the allocation of resources.

Detailed summary of Gaps & Recommendations are provided at section-5.0 of the report .


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HPGCL FEED BACK

It has been informed by HPGCL that process of implementation on the recommendations of the

consultant has already been initiated and followings are in place:-

1. The process of setting up of ERP system has been initiated. It will cover computerized

maintenance management system, computerized Inventory Control and Management

System, MIS System for Plant Performance Monitoring along with other important

modules.

2. Daily plant meeting by respective Chief Engineers at power station have been started

since December 2013 to discuss daily performance parameters, short fall analysis etc.

3. Yearly training modules/schedules are now in place. Accordingly, Engineers of HPGCL

are being deputed for trainings at reputed external training institutes regularly.

4. Monthly meetings by ORT (operation review team) chaired by top management of HPGCL

at each power station to discuss & review plant efficiency, heat rate, deviation in

performance parameters etc have been started.

5. Special overhaul team for overhaul coordination has been constituted.

6. Steps for Preparation of SOP (standard operating procedure) and SMP (standard

maintenance practices) have been initiated.

7. Steps for raising of the Ash Dykes have already been initiated. Further no case of overflow

of Ash Dyke has been reported.

8. Process of vender development has been initiated and is in finalization stage.

9. Equipment change over schedule is now in place.

10. Additional covered sheds in stores have been provided.


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1. BACKGROUND

To provide reliable and cost effective electricity to the grid, Government of India hasidentified the capacity augmentation of older units (units commissioned in eighties)through energy efficient, environment friendly renovation and modernization of older

units (units commissioned in eighties) as one of the approaches under, NationalElectricity policy 2005. In this connection, Government of India has approached WorldBank for financing this mission. In response World Bank has framed a financialassistance plan as a loan and as a Global Environment Facility (GEF) grant with theobjective of identifying and mitigating the barriers to energy efficient renovation andmodernization of India’s old coal fired power plants though implementation of selectedpilot investments at Bandel, Koradi, Panipat Thermal Power Station.

With an intent to apply a part of the GEF grant on consultancy services, Haryana PowerGeneration Corporation Limited’s (HPGCL), has identified M/s. Steag Energy Services(India) Pvt. Limited for providing consultancy services for the Assessment of O&Mpractices in three of its plants, Panipat Thermal Power Station, Panipat, DeenbandhuChotu Ram Thermal Power Plant, Yamunanagar and Rajiv Gandhi Thermal Power Plant,

Hisar .

1.1 Objective of this assignment

The objectives of the assignment are:

e. Carryout an assessment of operations and maintenance practices as well asO&M management practices.

f. Based on the detailed assessment identify options for improvement in operationsand maintenance practices leading to improved performance of the power plants.

g. Jointly with the O&M staff at the power plant develop an action plan for improvingoperational maintenance practices of the plants including equipments,instrumentation, training.

h. Identify training institutes / courses / evaluation techniques.

The current report is a final report prepared on the assessment of O&M practices ofDeenbandhu Chotu Ram Thermal Power Project of HPGCL.

1.2 A brief on Deenbabdhu Chotu Ram Thermal Power Pro ject (DCRTPP)

Deenbandhu Chotu Ram Thermal Power Project with a capacity of 600 MW is located 8Km South-East of Yamunanagar city. The plant consists of 2 Units of 300 MW capacity.

The Units (2x300 MW) were commissioned on 14.04.2008 and 24.06.2008 respectively.

Salient features of the DCRTPP, Yamunanagar :

First Power Project in the State to be awarded to Private Developer i.e. M/s.Reliance Energy Limited.

First Project in the Country where BTG equipment was supplied by M/s.

Shanghai Electric Corporation, China. First Unit was commissioned in a record period of 27 months which is the lowest

or any coal based green field project in the Country.


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2. METHODOLOGY

The following is the approach methodology adopted for the current assignment.

a) A kick off meeting was held at HPGCL corporate office, Panchkula on

10.06.2013, which was chaired by CE (Planning), HPGCL and attended by SE’sfrom the three HPGCL power stations.

b) During the meeting, the approach and methodology to be adopted in theassignment was presented by M/s Steag.

c) HPGCL has identified one central coordinator and three site coordinator for thethree stations during the kick off meeting.

d) Subsequent to the discussion, the methodology was submitted as an ‘InceptionReport’ by Steag which was approved by the management of HPGCL.

e) As indicated in the inception report, a questionnaire was developed by M/s.Steag, for all the areas of the power station such as O&M, Maintenance planning,Efficiency, Environment, Health and Safety, Purchase and stores, Planning andbudgeting and HR and organization structure.

f) The questionnaire was based on experience in O&M and current practices in

modern and best operated power plants. A copy of the questionnaire is attachedas Annexure -1.

g) The questionnaire was sent to the Central coordinator, with a copy to the threesites PTPS, DCRTPP, and RGTPP for administering down the line.

h) The coordinators have duly arranged the answers to the questionnaire from therespective sites and also the corporate office. Answers to questionnaires areattached at Annexure - 2

i) The extent of response for the questionnaire is attached as an Annexure-3. j) Subsequently, Steag’s technical team visited the three stations of HPGCL and

the corporate office of HPGCL for detailed technical discussions as per thefollowing schedule.

k) PTPS (from 24.07.2013 to 26.07.2013), DCRTPP (from 29.07.2013 to30.07.2013), RGTPP (from 31.07.2013 to 01.08.2013) and Headquarter,Panchkula (from 05.08.2013 to 06.08.2013). Subsequent site visit done by BOPteam for all the three stations: RGTPP (08.07.2014), PTPS (10.07.2014),DCRTPP (30.07.2013 & 31.07.2013).

l) During the site visits, the team interacted with site CE’s, site coordinators and therespective section engineers. List of key personnel included in the assignmentfrom HPGCL and STEAG is appeared as Annexure – 4.

m) The interaction was mainly focused on the current O&M scenario at each of thesestations and was mainly to assess the practices being adopted at HPGCL. Thelist of the persons with whom Steag team interacted is appended as Annexure-5.

n) Based on the site visits, and the feedback to the questionnaire and the site visit,report was compiled.

o) The present report is a consolidation of the feedback and the site visit.

p) This report is one of the key deliverables of this assignment which is beingsubmitted as a final report for HPGCL’s review and approval.q) An implementable action plan has been prepared based on the comments and

inputs provided by HPGCL and shall be submitted to HPGCL as a finaldeliverable.

The findings / observations provided in this report are solely based on the amount ofdata received from plants and corporate; and discussions with the personnel interacted.


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3. OPERATION AND MAINTENANCE PRACTICES

3.1 Operation and Maintenance Management – Introduct ion

Operation and Maintenance management of a thermal power plant in general, deals with

the generation of electrical power by the efficient utilization of resources and effectiveupkeep of the equipment for enabling a sustainable, reliable power generation.

The objective of O&M management is the following:

3. Safe and efficient operation of the generating units and,4. Ensuring the equipment availability for a stable, sustainable and reliability power

generation by systematic planning the application of effective maintenancepractices.

This objective is achieved by the following important sub-functions and their effectivecoordination.

Operations management,

Maintenance management,

Maintenance planning, Efficiency management.

3.2 Organization Structure of DCRTPP

The organization structure of DCRTPP is shown at Fig (1A). The salient features of thestructure are the following:

The DCRTPP is headed by a Chief Engineer (CE). The CE reports to Director(Generation).

The departments reporting to CE are a) O&M, Unit-1, b) O&M Unit-2, c) MaterialManagement and Stores, d) Monitoring and Training, e) Civil, f) Fuel and g) Finance andaccounts.

There are 2 Superintending Engineers (SE’s), SE (O&M-I), SE (O&M-II) for the O&M ofeach unit.

SE (O&M-I) and SE (O&M-II) report to CE (DCRTPP).

S. No. SE (O&M) Responsibil ity

1 I Operations and maintenance of Unit-1

2 II Operations and maintenance of Unit-2

The Ash handling O&M, Coal handling plant O&M, Air Conditioning plant, Maintenanceof Boiler and auxiliaries, Maintenance of TG and auxiliaries, C&I equipments, Electricalequipments and DM plant are outsourced functions of DCRTPP. All other operatingfunctions are directly managed by DCRTPP.

The Ash handling O&M is taken care by the boiler maintenance department of Unit-2.

The head boiler maintenance reports to the SE of the respective unit.

The Coal handling O&M is taken care by fuel department headed by SE, Fuel.

Organizational structure, outsourcing, O & M services and O & M system in the area ofCoal Handling Plant, Ash Handling Plant and Water Treatment Plant was studied ingreater details, report there on is attached at Annexure 6. It may be seen there from thatthe management and operational & maintenance practices followed by DCRTPP havebeen found satisfactory which can further be improved by introduction of additionalmeasures as suggested in the Annexure - 6 and included in Paragraph 5 Summary ofGaps & Recommendations.


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Shift operation structure of DCRTPP (Figure 1B)

Shift Charge Engineer (SCE) is an XEN who heads a single unit. There are five XENs asShift Charge Engineers (including a LRE) for shift operation activities for each unit. TheXEN, Leave Reserve Engineer (LRE) works in general shift and takes care ofhousekeeping of the unit, insurance for the equipments and other coordination activities.

The control room operations are managed by five Assistant Executive Engineers / Assistant Engineers, each taking care of

1) Coal mill operations,2) Draft control,3) Deaerator and drum level control,4) Turbo Generator operations and5) Other coordination activities of the control room.

The control room engineer takes care of only one control area and interchangeability ofduties among the engineers is not in practice.

The age of control room engineers range from 25 to 35 years (and few of around 50years). The control room operation staff are graduate / diploma engineers.

AEs promoted from Junior Engineer level are directly given charge of control roomoperations. The age profile of the promoted AE’s is around 50 years.The direct recruited AEs are also given charge of control room operations.

The field operations at boiler, turbine and generator, switchgear, compressors, coolingwater system are managed by junior engineers / operators, and they are supported byhelpers.The sanctioned man power strength for shift operations for a single unit is 26 andpresent strength is 18.

The ash handling plant operation and maintenance is outsourced and controlled by boilermaintenance department of Unit-2.

The coal handling plant operation is performed by fuel department and maintenance is

outsourced and controlled by fuel department.

The switchyard operations are managed by XEN (EMD-II and Switchyard) who reports toSE (O&M-II).

Maintenance Structure of DCRTPPThere are four maintenance departments, namely Boiler maintenance, Turbinemaintenance, Electrical maintenance and Control & Instrumentation maintenance. Eachdepartment is headed by XEN, who reports to respective SE (O&M). The XENs areresponsible for single unit. Each XEN of the department is supported by AEE, AE, JEand other staff. The maintenance activities are mostly outsourced barring minormaintenance activities.

The other option for maintenance works is to develop in house capabilities for carrying

out most of the maintenance jobs excepting few specialized functions which can beoutsourced thro’ regular or empanelled sub-vendors. It is to mention that NTPC followsthis latter model, wherein barring maintenance in core areas like Electrical and C&IDepartments, all maintenance activities are outsourced. The Advantages of NTPC modelare:

i. A dedicated, and committed teamii. Fast and immediate response to any outageiii. Better and planned preventive and predictive maintenance following from better

T&P and man-power facilitiesiv. Higher plant availability.


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Such a maintenance philosophy will be economically more attractive considering itsdirect, indirect and potential benefits.

STEAG’s own experience in the context of Operation and Maintenance of 4x600 MWPlant at Jharsuguda (Orissa) is that initially, all maintenance activities were outsourced

and in due course of time, in-house capabilities have been developed for maintenanceactivities of certain systems / equipments

It is also possible to consider a centralized pool of T&P, spares and men. Care has to betaken to retain involvement and commitment in such a team.

HPGCL policy for shif t operations duty: As per the HPGCL policy, the working in shift duty is compulsory and the posted staffhas to work in shift operation for 2 / 3 years, irrespective of prior shift operationexperience.

AE/AEE will continue in shift operation for a minimum period of 3 years or till his jobrotation. Also, all promoted XEN’s will be posted in shift operation. All XENs work in shiftoperation for a minimum period of 2 years.

O& M Organisation Structure and Shift Operation Structure of NTPC:

Typical structure prevailing at NTPC are given in Figure 1C and 1D


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Figure-1A

Organization Structure of DCRTPP

Director

Generation

LEVEL‐I Chief Engineer

XEN

Works

SE SE SE SE SE SE FA &O&M‐I O&M‐II MM & Stores M&T Civil Fuel

LEVEL‐II

XEN XEN XEN XEN XEN XENSCE (4 No) LRE‐1 BMD‐1 TG‐1 EMD‐1 C&I‐1

MD


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LEVEL-3

Figure-1B

Shift Operation Structure

XEN

SCE‐1

AE/AEE AE/AEE AE/AEE AE/AEE AE/AEE De

Coal Mill Draft Drum Lvl cntrl TG Co‐ordn. En

OPR JE OPR JE OPR OPR OPR

Boiler Coal Mill Fans Fuel PH TG 0' Mtr 6.6KV TG Floor

Helper Helper Plant

Attendant

OPR‐Operator

Lvl cntrl‐Level Control

Co‐ordn‐Coordination

6.6KV‐6.6.KV Switchgear

Compr‐Compressor

CW System‐CW System


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Typical Shift Operation Structure of NTPC

Figure-1C

ED (Plant)

GM O&M

AGM O eration

DGM O eration

Sr. Su td. & other staff

AGM M

DGM BMD DGM TMD DGM Offsite DGM (Ash

Handling)

Sr. Suptd. &

other staff

Sr. Suptd. &

other staff

Sr. Suptd. &

other staff

Sr. Suptd. &

other staff


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Typical Shift Operation Structure of NTPC

Figure-1D

ED (Plant)

GM (O&M)

AGM (Operation)

DGM (Operation)

Sr. Su td. SCE

Suptd. (UCE)

Desk Engineer (Boiler & Aux.) Desk Engineer (Turbine & Aux.) Desk Engineer (Generator & Aux


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3.3 Parameters for the effectiveness of O & M Management

The effectiveness of O&M management of the power plant is the measure of thefollowing parameters:

Safety in O&M, 2. Plant load factor 3. Availability and reliability, 4. Efficiency and 5.Environment protection (discussed elsewhere).

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O&M Management Parameters Status at DCRTPP

1.0 Safety in O&MThe safety in O&M can be effectivelyaccomplished by proper implementation ofPTW and LOTO systems as below.

1.1 Permit to work system (PTW): The objective of PTW policy is to safeguardpeople working within the premises of the

plant from the dangers of inadvertentoperation or interface with equipment,machines, controls, and processes, structuraland civil works and to prevent unsafe actsduring such working.

The PTW system is manual.

For manual system, it isnoticed that, there is no

separate PTW register.System of hot permit,confined space permit,working at heights permitetc. may be followed.

1.2 Lock Out Tag Out (LOTO) system:LOTO system addresses the practices andprocedures to ensure to disable machinery orequipment, thereby preventing the release ofany hazardous energy while personnelperform servicing and maintenance activities

System of Lock out Tag out(LOTO) is not in place.

2.0 Plant Load factor (PLF): PLF is defined as the percentage of actualgeneration with respect to the generationcapacity of the equipment and is an indicationof Plant availability. Managing PLF of athermal power station can be effectivelyaccomplished by the following systems inplace.

2.1 Standard operating practices (SOPs): The standard operation procedures (SOPs) aredeveloped from the O&M manuals. The use ofSOPs in day to day operations leads to thestandardization of the process and provide step-by-step instructions to the operation staff so asto enable them to be consistent in performance.

Implementation of SOPs minimizes theincidents of equipments damage, loss ofgeneration and minimizes the safety relatedincidents.SOP’s can be developed and updated byexperienced O&M staff, customizing thepractices to plant specific and subsequentlytraining the operation staff regularly on SOP’s.

Standard OperationProcedures (SOP) need tobe developed for allequipments and systems asper industry format.


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2.2 Operation checklis ts:Check lists for start-up, shut-down and allemergency handling procedures are

developed from the SOP’s. The filling up ofthese check lists ensures a systematic errorfree operation and tracks the deviations. Inparticular unit start up and shut downchecklists enable the operation staff to adefect free and timely operation process.

Start up, Shutdown andemergency procedure checklists are available.

2.3 Technical Diary / Technical Handbook:Technical Diary / Technical Handbook for theplant is a record of equipment details, processparameter limits and critical alarm values,interlocks and protections, are made availableto all operations and maintenance personnel.

Such a record enables all the personnel inO&M to have proper technical understandingof the process and effectively monitor andcontrol process and emergencies.

Technical Diary / TechnicalHandbook is available withthe control room staff.

2.4 Key process diagrams, key logic diagramsand heat balance diagrams:The key process diagrams, schematics, logicdiagrams, P&ID diagrams and heat balancediagrams assist the O&M in isolating,normalization, trouble shooting and enhanceoperational safety, efficiency and availability.

Key process diagrams, keylogic diagrams and heatbalance diagrams are notavailable with the controlroom staff.

2.5 System of recording parameters:During every shift, the process parametersare logged in log sheets / log books at ascheduled frequency, deviations are recordedand highlighted. This system ensures propermonitoring of the process and highlighting thedeviations for needful remedial actions.

System is in place.Review list of the criticalparameters covered in thereport is found to besatisfactory.

2.6 System for raising and closing thedefects: Any deviation observed during process iscommunicated to maintenance so as to get itrectified for maintaining the generationschedules and equipment availability.

Software based on line systems such as SIsystem or SAP systems are being used bymodern power plants so that the system ofliquidating the defects and updating theprocess online.

System is manual. Separateregisters for each section(i.e. boiler maintenance,turbine maintenance,electrical maintenance andC&I maintenance) are

maintained. If the Operationsdepartment is not clearabout the defect, then thedetails are entered in all thefour (boiler maintenance,turbine maintenance,electrical maintenance andC&I) registers.


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2.7 Trial run of the equipment aftermaintenance:On completing the maintenance work on the

equipment, the maintenance engineer closesthe permit on line. Then operationsdepartment normalizes the system, andensures that, all critical equipments trial istaken immediately after normalization ofequipment line up, takes a trial of theequipment and keeps it as a standby.

System of taking trial run ofthe equipment aftermaintenance is in place.

2.8 Equipment changeover schedules:Equipment changeover schedules arefollowed to enable the maintenance do thepreventive maintenance checks as scheduledand ensure the reliability of the equipment inoperation. The changeover schedules are

prepared by maintenance planningdepartment in advance and circulated to theoperation so that timely changeover could beaffected.

System of scheduledequipment changeover isavailable but not practiced.Only emergency changeoveror changeover during unittrip or unit outages is

practiced.

2.9 Trip and defect Analysis:Whenever a unit trips, after restoration of theunit, a duly constituted trip committee,analyses the reasons leading to tripping of theunit, and suggests corrective and preventivemeasures for avoiding repetition of the trip.

Trip analysis is done andcorrective and preventive(CAP) measures are alsorecorded. Systematic actionplan for implementation ofCAP is not in place.

2.10 System of sharing of trip analysis amongoperation:

As a sort of common awareness among theother shift operation staff, the trip analysis isdiscussed and circulated among all theoperation engineers so as to avoid arepetition in other groups and units.

Sharing of trip analysisamong operation staff is in

place.

2.11 System of implementation of tripcommit tee recommendation:The action plan as proposed by tripcommittee is incorporated in the maintenanceschedules by maintenance planningdepartment and ensured that, the concernedsections implement the corrective measuresaccordingly. This ensures avoiding a

repetition of breakdown.

The recommendations areimplemented based on theopportunity. Action plans arenot explicitly planned forscheduled implementation.

2.12 Training of employees: All the employees should be made awareStandard O&M procedures through regulartraining sessions and ensure theeffectiveness of the training by mock exerciseusing tools such as simulators. This ensuresfollowing of standard O&M practices andavoids availability loss.

Training on awareness ofStandard O&M proceduresis in place but can beimproved.


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2.13 System of checking healthiness of firefighting system:The healthiness of fire protection equipments

ensures the healthiness of the plant. Thesafety and fire department in association withthe operations prepare a schedule forchecking/ trial run of the fire protectionequipments. This ensures that all thefirefighting equipment is healthy and reliablyavailable during emergency conditions.

Based on discussions withFactory manager who isresponsible for safety and

fire functions, it wasunderstood that thehealthiness of fire protectionequipments is ensured.

2.14 System of checking interlock andprotections: After any major shutdown, before lighting upof the boiler, checks are carried out onvarious critical equipments to ensure that theyoperate safely to ensure that, any settings

disturbed during maintenance are set right. Asystematic record keeping of checks helpsthe operation to review the latest settings.

As understood from thediscussions, that a system ofchecking interlock andprotections is in practice.

2.15 Re-commissioning and trial operation:The re-commissioning involves checking thecompleteness of the work carried out, bycharging the system and taking trial run of theequipment, checking protections andinterlocks, thereby ensuring the readiness ofthe equipment / system for operation.

As understood from thediscussions, since the unitsare new, overhauling of unitsis yet to be initiated.System of creating a specialoverhaul team for overhaulco-ordination and re-commissioning is notpracticed.

2.16 System of operation reviews:

Daily and monthly review of the criticaloperation parameters with respect to targetsby the senior management ensures that thereare no constraints in managing the resourcesand commitments to the stake holders aremet and the process is efficient.

Formal daily and monthly

operation review meetingsby senior plant managementis not in place. In general itis understood that, theManaging Director takes areview of the station everymonth.Subsequently, it is intimatedby HPGCL that DailyPlanning Meeting (DPM)chaired by respective ChiefEngineer is in place.

2.17 System of optimizing the resourceconsumption:Benchmarking on similar sized units forspecific consumptions in optimizing theresources is a part of operations review.

Benchmarking is yet to bedone.


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3.0 Availabi li ty and rel iabil ityThe equipment availability and reliability canbe maximized by systematic implementation

of the following practices.

3.1 System of monitoring equipment runninghours:The maintenance planning in association withoperations ensures balanced utilization ofequipments. This schedule is conveyedthrough equipment changeover schedule. Accordingly the preventive maintenances areinitiated.

System of equipmentchangeover based onmonitoring equipmentrunning hours is not in place.

3.2 Standard maintenance practices (SMP):The maintenance procedures are a set ofinstructions prepared based on OEM

guidelines and wisdom of experts;Maintenance procedures are used to guidethe servicing of electrical, mechanical, andinstrumentation equipment. This ensures thatOEM recommendations in maintenancepractices are followed.

Standard MaintenancePractices need to bedeveloped as per industry

format.

3.3 Maintenance check li sts:Maintenance check lists are prepared fromSMP. The check lists provide complete detailsof a maintenance activity to be performed likesteps followed in maintenance, alignmentreadings, lube oil status, spares used, toolsand resources used, vibration readings, etc.

These check lists ensures that, themaintenance activity is carried out as perrecommendation and repair history along withreadings are available for subsequent actions.

Maintenance check listsneeds to be developed.

3.4 Spares and consumables management:Spares and consumables management is aprocess of ensuring the availability of sparesand consumables at the right time. It alsoensures that, the spares and consumablesare procured and maintained at minimuminventory and in line with the consumptionpattern.

Spares and consumablesmanagement is in place.

3.5 Contracts management:

Contracts management is the process ofmanaging a contract made with respect totimely placement of contracts, ensuringquality of contractors’ work force and ensurestimely completion of the scheduledmaintenance jobs. The contract documentsare standard, designed to control commercialand legal risks.

The contract management is

done by the respectivemaintenance departments.There is scope for furtherstandardization.


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3.6 Equipment condition monitoring:Condition monitoring is a process ofassessing the present performance or health

of an equipment / system. A systematicanalysis of the following techniques ensures adiagnostic based approach in maintenanceand enhances the reliability of the equipment.The various condition monitoring techniquesused by modern power plants areVibration,Oil analysis,Motor current signature analysis, (MCSA)Transformer oil analysis, Active thermography

Lube oil analysis isinfrequently done.

MCSA is not in placeTransformer oil analysis isinfrequently done. Active thermography iscovered for switchyard butnot for other equipment.HPGCL has subsequentlyinformed that Vibrationanalysis is in place through Annual Rate Contract.

3.7 System of long term planning:

The long term planning is an activityundertaken to plan for future overhaul /outages by considering inputs like lessonslearnt from past overhauling, maintenanceactivities, operation and efficiencyrequirements, work estimated, resourcesrequired, safety requirements, etc. Suitablyplanned schedule can reduce the cost ofmaintenance and loss of availability.

Long term planning is in

place and preparedness inprogress for the annualoverhaul of Unit-1 during theyear 2014.

3.8 Vendor development:The development of vendors is to ensure that

the supplies are obtained un-interrupted, atcompetitive prices with consistent quality andreliability, also at a shorter notice.

Vendor management systemis not in place.

3.9 Maintenance reviews:Periodic maintenance reviews ensure thecompliance of maintenance schedules, healthof the equipment, status of spares andcontracts, quality of jobs, availability status,purchases, and inventory. Accordingly themaintenance strategies are re-designed so asto ensure availability of the equipment.

The systematic review ofmaintenance by seniormanagement is not in place.Subsequently, it is intimatedby HPGCL that DailyPlanning Meeting (DPM)chaired by respective ChiefEngineer is in place.

3.10 Equipment history records:The equipment history like commissioningdate, spares consuming pattern, history offailures, condition monitoring reports, etc.helps in timely decisions and to plan for futuremaintenance requirements.

Systematic maintenance ofequipment history records isnot in place. History recordsare mainly based onindividual maintenanceengineer’s interest.


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3.11 Failure analysis: Any failure resulting in equipment breakdownand loss of generation is analysed by a

committee for finding reasons for failure andalso past equipment history is assessed witha view to prevent future failures and loss ofavailability. Based on the outcome, needfulcorrective operation and maintenance actionsare affected.

Trip committee is in place. Ifthe failure is severe, thencommittee as decided by the

senior management isformed, corrective andpreventive actions aresuggested.

4.0 Efficient operationThe efficiency of the operation of units / plantcan be enhanced by systematicimplementation of the following activities.

4.1 Parameter deviation review:

The key process parameters which directlycontribute to the heat rate deviation aremonitored on continuous basis and trendedso as to compare with reference or withdesign parameters. The reasons for thedeviation are analysed and corrective actionsare affected.Software packages such as for onlineperformance evaluation are being used bymodern power plants for real time analysis

Parameter deviation review

is in place. Softwarepackages for onlineperformance evaluation &optimization needs to beimplemented.Efficiency departmentreviews the parameters, ifany deviations are noticed,they are informed to theconcerned personnel forcorrecting.The generation w.r.t. HERCtargets are reviewed on

monthly basis.The deviation in key processparameters are alsomonitored by generation cell,headquarter, if anydeviations are noticed, thesame are conveyed to ChiefEngineer of the plant forcorrective and preventiveactions.

4.2 Heat rate improvement programs:Programs for improving heat rate on continual

basis are established and are planned basedon standard guideline available.Condenser pressure, specific oil, auxiliarypower consumptions, water consumptions areperiodically audited to correct the deviationsand reduce the losses. Such programs wouldkeep the cost of generation under check.

Heat rate improvementprograms are yet to be

introduced into the system.Subsequently it wasintimated by HPGCL thatOperation Review Team(ORT) meeting is in place toconduct monthly review.


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4.3 Equipment testing:Equipments which directly affect theperformance of the units, like boiler,

condenser, turbine, heat exchangers, air preheater, boiler feed pumps, coal mills, coolingtowers are periodically tested for performancewith respect to reference conditions in orderto determine expected performance.Corrective actions are affected based on thetest results.

Equipment testing on regularbasis is not in place.

4.4 Fuel accounting:Physical verification of coal and oil stocksstored based on the measurements isperiodically verified either in-house or by thirdparty. The stock verifications help in crosschecking consumptions and balancing the

accounts with respect to the receipts. Thecost of generation is accordingly adjusted.Measures are then initiated to control lossesand identify and mitigate unaccounted losses.

Physical stock verification forfuel accounting is carriedout.


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3.4 Summary of Observations

The PTW system is manual. System of safety permits like hot permit, etc.,and LOTO system not followed. This is potentially unsafe work practice.

Though Standard Operation Procedures (SOP) for various systems aredeveloped, however same needs to be modified as per industry format.

Standard Maintenance Practices and equipment check lists are notavailable, indicating a non-standard maintenance practices and this couldlead to unreliability of the equipment.

Most of maintenance activities have been outsourced which is in line withphilosophy and system of NTPC.

System of raising defects is manual. A manual system may suffer from the

ineffective monitoring, incomplete defect liquidation and non standardpractices.

Parameter deviation review is in place. Software packages for onlineperformance evaluation & optimization needs to be implemented.

System of scheduled equipment changeover is not practiced, which canresult in imbalance in equipment running. This could affect the preventivemaintenance schedules and may lead to equipment forced breakdown.

Trip and defect analysis does not bring out specific action plans, forcorrective and preventive measures to avoid future failures. Such a

system may lead to repeated failures.

External trainings are being arranged for the employees since 2012.Internal training has been initiated and is in progress and all theemployees are being trained on standard O&M procedures.

System of checking interlocks and protections is in place, but protocols ofchecks are not maintained systematically.

Regular and intensive O&M reviews are not in place, resulting ininadequate review of critical parameters, operation practices, generationtargets, repeatability of activities, spares problems, etc. Subsequently, it is

intimated by HPGCL that Daily Planning Meeting (DPM) chaired by respectiveChief Engineer is in place.

Benchmarking with similar sized units is yet to be done, and isrecommended for optimizing plant performance and manpower resources.

Maintenance Contract management is being done by respectivemaintenance departments. There is a scope for optimizing the contractsand improving coordination regarding interface issues.


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Condition monitoring systems need to be improved to reduce breakdownof equipment.

Long term planning is performed by concerned maintenance personneland at a initial stage. A central coordinating agency such as MaintenancePlanning for consolidation of defects and repairs, addressing the interfaceissues, safety requirements, incorporating the feedback from previousmaintenance to be strengthened to avoid delays.

System of creating a special overhaul team for overhaul coordination andre-commissioning ensures for completeness of the work carried out, bycharging the system and taking trial run of the equipment, checkingprotections and interlocks, thereby ensuring the readiness of theequipment / system for operation. Subsequently HPGCL informed that pre& post -overhaul performance monitoring system has been introduced.

Vendor development efforts need to be increased to avoid inconsistent

quality and reduce costs. However, it has been informed by HPGCL that

Vendor management has been initiated.

System of maintaining equipment history records is at individual’s interest,this needs to be structured into system.

The critical parameter deviations are recorded. However root causeanalysis is not carried out for want of online system and expertise of thosemonitoring. Review is quantitative than qualitative.

Heat rate improvement programs, equipment performance testing is yet to

be initiated. Subsequently it was informed by HPGCL that OperationReview Team (ORT) meeting is in place to conduct monthly review.

Further, efficiency calculations are being carried out fortnightly.

The O&M structure provides adequate manpower for each unit, but theavailability of specific experts and development programs of junior staff ismissing.

The control room engineer takes care of only one area control andinterchangeability of duties among the engineers is not in practice. Thisreduces flexibility with the staff.

The incentive scheme in all the power plants of HPGCL is governed byOffice Order No. 270/ Finance dated 23

rd August, 2012.(attached at

Annexure - 7) which comprehensively provides for entitlement ofincentive by various employees based on achieving targets related to aset of factors viz., PLF, fuel oil consumption etc. It is seen that theincentive scheme notified by HPGCL is quite comprehensive and is in linewith similar schemes adopted by the power stations in the country eg.,RRVUNL


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3.5 General Guidelines for System Improvement

1. Permit to work system: Work place safety is very vital for the organization. Any unsafe incident arising out of work may lead to lost time injury (LTI), and

the consequences can be detrimental to the organization’s repute apart fromthe compensation and loss of generation. Manual permit to work system canlead to unsafe environment.

The Computerized Permit to work system (PTW) needs to be implemented inall the units. The PTW system should be capable of identifying the type ofpermits and the isolations required for safe working.

Development of standard isolation checklist for equipment would strengthensafety in work place.

Computerized maintenance management system (CMMS) having featuressuch as registering a defect, follow up maintenance and equipment historyconsolidation would enable the maintenance engineers to plan resourcesand optimize the cost of maintenance.

LOTO system ensures equipment isolation safety and prevents accidents.Modern power stations implement the standard LOTO systems in O&M.

2. ERP System : A comprehensive ERP system with following modules may beintroduced:

Operation & Maintenance Management.

Fuel Management

Material & Inventory Management

Procurement Management including Supplier Management (incl. e-Procurement)

Projects Management

Budgeting Management

Finance & Accounts Management

Commercial & Tariff Management

MIS.

Environment Management

Ash Utilization

Document & office Management

Human Resource & Payroll Management

Pension & Provident Fund Management

The first module on Operation and Maintenance may be introduced on priority.

3. Standard Operation procedures (SOP) SOP’s are essential documents for bringing consistency in operation andaverting equipment failures. Developing standard operation procedures andtraining engineers regularly on SOP’s will be effective in optimizing the costof generation.


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4. Equipment changeover schedules:

Modern power station implement a system of monitoring the equipmentrunning hours and conduct a preventive check based on the OEMrecommendations. Such a system will ensure the reliability of the equipment.

Equipment changeover schedules are developed by maintenance planningand are conveyed to operation for the changeover. Critical equipment suchas Coal mills, Boiler feed pumps and CEP’s have sufficient operatingredundancy and can be systematically planned for the changeovers. This willensure that the spare equipment is readily available in case of failure.

5. Trip analysis, corrective and preventive actions.

The trip committee analyses the defects leading to outage of the units .Thedefects could be out of malfunction of certain protections because of thedefective settings, relays or mistakes arising out of mal-operation. Feedbackfrom similar units operating elsewhere and the corrective actions as

proactive measures which are widely practiced in high performing powerstations. This is generally possible if there is a mechanism of sharing theoutage information for units under the same group.

However, whenever there is any outage, a systematic analysis leading to theoutage is done and could avert outage occurring on similar causesubsequently. The recommendations from the analysis is required foraffecting the corrective action. An online defect registering and schedulingthe corrective action during any opportunity maintenance will automaticallyimprove the unit availability.

Similar to the trip committee, committees for Boiler tube leakages are also

more prevalent in modern power stations for proactive corrective actions.

6. Interchangeability of control room engineers : In most of the powerstations, the control desk engineers are developed to operate the completeunit equipment rather than focusing only on a sub-section of the equipment.Multitasking such that the Boiler desk engineer is capable of tacklingcomplete boiler FSSS, draft system, drum control is a standard jobresponsibility of the Boiler engineer. This will ensure optimum control roommanpower and effective use. The engineers can more focus on the groundlevel equipment in identifying the defects or focusing on efficiencyimprovement projects which will reduce the cost of generation. Adequatetraining on the systems and associated subsystem using simulators willenhance the knowledge of the operations and consequences of mal-operations.

7. Creating a special overhaul team for overhaul and re-commissioning : After any major shutdown, before lighting up of the boiler, checks are carriedout on various critical equipments to ensure that they operate safely to ensurethat, any settings disturbed during maintenance are set right. A systematicrecord keeping of checks helps the operation to review the latest settings.System of creating a special overhaul team for overhaul and re-commissioning should be practiced.


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8. Review mechanism : Planning for the day and review of the plans is a keyfunction of the modern stations. The target oriented approach with review andanalysis for slippages or corrections will enhance discipline in O&M andensure consistency in performance. Daily, monthly reviews attended by seniorO&M executives should be coordinated by maintenance planning with a focus

on targets so as to review the gaps in planning and implementation. Standardreview formats should be developed and exception reports with clearresponsibility and targets communicated.

9. Existing system of outsourcing of maintenance activities at DCRTPP,Yamunanagar should continue.

10. Development of standard maintenance procedures and checklists: Inorder to bring consistency in maintenance for ensuring reliability, standardmaintenance procedures and equipment checklists to be developed fromOEM manuals.

11. Equipment h istory records: The history of equipment breakdown enables to

plan the resources effectively. Such records generally should be accessibleonline for timely action rather CMMS which will have the features, ERP basedPM modules, if implemented will have the features of recording the equipmentfailure and associated maintenance history should be provided.

12. Contract management function should be entrusted to a centrallycoordinating agency such as maintenance planning so as to enable theinterface coordination between various contractors and preparing anoptimized scope of work so as to reduce the duplicacy and avoid extramanpower.

13. Critical parameter review: Operation parameters are to be reviewed critically

with respect to the gaps in expected and actual process. A qualitative reviewwill reduce the cost of generation and improves process reliability.

14. Online efficiency monitoring : Currently there is no systematic testing forequipment efficiency. Critical equipment not regularly tested for performanceefficiency would deteriorate and lead to breakdowns. The inefficientperformance of Mills, Feed pumps, Air preheater, Fans, Turbines will affectthe cost of generation. Most of the power stations draw schedules for aperiodic testing and restore the performance of found deteriorated. Modernpower stations have installed online performance measurement systemswhich enable to track the performance 24x7 and guiding the desk operationengineers to identify the faults online for affecting corrective action. Suchsoftwares will also enable the optimised operation of soot blowers, therebyreducing boiler tube erosion and optimize the resource use. Such systemswould also enable maintenance the track the equipment performance onlineand affect the maintenance schedules.

15. Condition monitoring is one the important areas of equipment diagnosticmaintenance. Modern power stations invest in condition based and diagnosticbased maintenance techniques such as vibration, oil analysis, thermographyto identify the possible defects online and plan a preventive maintenance soas to reduce equipment breakdown.


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To ensure comprehensive and regular Condition Monitoring of differentequipments, this activity could be outsourced. Typical contract for outsourcingcondition monitoring activities are attached at Annexure-8 for ready reference.Standard list of instruments used for condition monitoring in Thermal Power Plantis given below:

a) (Two or Four channel) vibration Analyserb) Motor current anlayserc) Acoustic ANALYSERd) Phototeche) Laser type speedometerf) Laser Type Temperature gung) Sixteen channel vibration analyserh) Wear debris analyseri) Moisture,Viscosity and Acidity Analyser j) DGA Analyserk) Spectrometer element analyser

l) Ferrography Analyserm) Particle count analyser

Training and Development of HPGCL employees in power stations -

15.1 Identification of Training Needs

The present status of Training and Development activities in relation to the Plantpersonnel are as under:

HPGCL have already developed their training policy in accordance with theNational Training Policy for Power Sector 2002. The various provisions of

HPGCL training policy are not being followed in its letter and spirit. However,there is conscious effort on the part of Headquarter to implement their trainingpolicy.

In reply to the questionnaire, the Plant has indicated that they have a TrainingCentre at Plant level and operating staff are trained with O&M procedures,manuals and operating instructions. Although, simulator is not available at thePlant, most of the operating staff have been trained in simulator.

An effort has been made to identify training needs for manpower includingoperators in skill building and development techniques in relation to power plantOperation and Maintenance. Details of the training need, functional area-wiseneeded for Operators, Operation Engineers and Maintenance Engineers areindicated in Annexure - 9. Apart from technical skill related training need,functional training need have also been identified based on organizationalstructure, overall functional responsibility, control and command structure andsuccession planning. The need based man power training plan for each level ofexecutive are as under:


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Level Area of Training

Behavioral & GeneralManagement

Functional Management

Chief

Engineer /Supt.Engineer

Leadership

Coaching & Mentoring SkillsTeam WorkNegotiation SkillsEnvisioningManaging PeopleCommunicating a VisionExecutionDecision Making Skills

Planning

BudgetingTendering and procurementEfficiency managementStatutory compliancesRegulatory compliancesERP / MISProject ManagementHuman Resource Management

ExecutiveEngineer

LeadershipTeamworkCoaching & Mentoring SkillsManaging People

Decision making skillsExecution

Tendering and procurementEfficiency managementERP / MISHuman Resource

Finance for non financepersonnel including budgetingand controlling expenditureBest Practices in O & M

AssistantExecutiveEngineer / AssistantEngineer

LeadershipTeamworkCoaching & Mentoring SkillsManaging PeopleDecision making skillsExecution

Tendering and procurementEfficiency managementERP / MISHuman ResourceFinance for non financepersonnel including budgetingand controlling expenditureBest Practices in O & M

Although behavioral and General Management Training needs are mostlycommon at different executive levels, the proficiency for different executivelevelin such areas of

Behavioral & GeneralManagement

Level of Proficiency

ChiefEngineer

Supt.Engineer

ExecutiveEngineer

Asst.ExecutiveEngineer / Asst Engineer

Leadership Level 1 Level 2 Level 3 Level 4

Coaching & MentoringSkills

Level 2 Level 2 Level 3 Level 3

Team Work Level 2 Level 2 Level 3 Level 3

Negotiation Skills Level 2 Level 3

Envisioning Level 2

Managing People Level 2 Level 2 Level 3 Level 4

Communicating a Vision Level 1 Level 2

Execution Level 4 Level 3 Level 2 Level 1

Decision Making Skills Level 1 Level 1 Level 1 Level 1


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Training would be as under:

Level 1 = High level of proficiency as concerned Executive’s time will be consumedmost in the particular behavioral / general management area.

Level 2 = Medium level of proficiency as concerned Executive’s time will beconsumed in significant proportion in the particular behavioral / generalmanagement area.

Level 3 =Low level of proficiency as concerned Executive’s time will be consumedless frequently in the particular behavioral / general management area.

Level 4 = Basic level of proficiency as concerned Executive’s time will be consumedoccasionally in the particular behavioral / general management area andtherefore should have basic competency.

15.2 Identification of Training Institutes / Courses / Evaluation Techniques

The identification of Training Institute need to be done based on areas of training.Training areas for power plant personnel can broadly be categorized as under:

1. Behavioural and General Management2. Functional Management3. & M skills

So far as Training Institutes for training in Behavioral and General Management isconcerned, the same can be organized at reputed Management Institutes like IndianInstitutes of Management (IIMs), Management Development Institutes (MDI),Gurgaon, Administrative Staff College of India (ASCI), Hyderabad, Central forOrganizational Development (COD), Hyderabad etc. These institutes run most of theprogram which are calendar based but they are also in position to conduct tailormade program to suite to the specific need of the organization / employee.

Training in Functional Management area can also be organized by reputedManagement Institutes as referred in preceding paragraph but it would be preferableto opt for tailor made program to suite to the needs of HPGCL taking care ofpractices in Functional Management area as applicable in HPGCL Power Plants. Apart from the above Management Institutes, the most preferred institutes for suchtraining would be Power Management Institute (PMI), NOIDA as this Institute istotally dedicated to cater to the needs of Power Plant personnel.

O & M skills can be built and developed only though tailor made programs made forspecific Plants taking in to account design and other specifications of the machine,SOPs and SMPs derived from OEM manuals in synergy with O & M philosophy ofconcerned generating utility. In addition, one of the specific requirements ofOperational Skill building is Simulator based training. Simulator on which training has

to be provided should preferably be replica of the concerned generating unit or atleast should have majority of similar feature as available in the plant in terms ofcapacity, equipment and process. Training Institutes for such training could beselected from the following:STEAG Power Plant Learning CentreNational Power Training Institute (NPTI)Power Management Institute (PMI)

Exhaustive list of such Training Centers approved by Central Electricity Authority(CEA) is available on their website www.cea.nic.in.


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4. OPERATION AND MAINTENANCE MANAEMENT PRACTICES

4.1 Maintenance Planning

4.1.1 Maintenance Planning Management – Introduction

Maintenance planning is a vital function of power plant O&M that reviews theresources required for and schedules the maintenance activities by allocatingthe manpower, material and tools so that the job fits into the plant productionschedule.

The planning and scheduling processes when implemented effectively shallresult in highest availability and reliability of the power plant.

Objectives of Maintenance planning

To optimize the utilization of power plant resources through planning and

scheduling work processes.

To ensure optimum availability of the plant by organizing and ensuring timelyresources (including men and material).

To ensure equipment reliability by a systematic preventive, predictive, anddiagnostic based maintenance techniques.

4.1.2 Maintenance Planning funct ion at DCRTPP

Organization structure of Maintenance Planning (MTP)

The Maintenance Planning (MTP) department is headed by a XEN, whoreports to Superintending Engineer (M&T) and the SE (M&T) reports to ChiefEngineer, DCRTPP. The maintenance planning is managed by XEN with thesupport of other staff.


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Superintending Engineer (Monitoring and Training) is responsible for the followingfunctions:

a) Efficiency & Training managed by XEN, supported by staff,b) Security, transport, safety and fire sections managed by XEN (Factory

Manager), supported by staff,c) Maintenance planning managed by XEN, supported by staff,d) Chemical department managed by XEN supported by staff.

Functions of Maintenance planning at DCRTPP

The Maintenance planning department takes care of unit annual overhauling andcapital overhauling service contracts. The department awards the overhauling workcontracts.

Presently, the maintenance planning activities are yet to be streamlined as the unitsare commissioned during 2008-09 and a formal overhaul is yet to be initiated. The

overhauling of Unit-1 is planned during the year 2014.

Maintenance Planning at NTPC

At NTPC station there is a dedicated department taking care of maintenanceplanning activities for all the units. The department is headed by AGM (MaintenancePlanning) who directly reports to the station head. The department works in coordination with the Operation & Maintenance department to carry out differentpredictive measures for the critical equipments on a regular basis and maintain theequipment history records.

Superintendent

Engineer(M&T)

XEN

Efficiency &Training

XEN

FactoryManager

XEN

MaintenancePlanning

AEE, AE &

SupportingStaff

SupportingStaff

SupportingStaff

Chief EngineerDCRTPP

XENChemical

DM plant andenvironment


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Typical Maintenance Planning Structure of NTPC Station


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4.1.3 The Standard Functions of Maintenance Planning Management

The following are the standard industry practices to ensure the effectivenessof Maintenance planning functions in a power station.

Sl.No.

Maintenance Planning Managementfunctions

Status at DCRTPP

1.0 Preparation and Implementation ofPlant O&M Budget:O&M Budget: The purpose of the O&Mbudget is to forecast operating andmaintenance expenses for the next fiveyears.

The preparation andimplementation of plantO&M budget is done byconcerned maintenancedepartments.The maintenance planningdepartment is not involvedin the process.

2.0 Short term planning and monitoring:Based on the nature of the equipmentdefects reported on daily basis by theoperation, short term planning ensuresthe timely liquidation of the defects byway of informing, mobilizing therespective maintenance departmentsand ensures the timely availability of theequipment defect free.

The activity of short termplanning performed byconcerned maintenancedepartments, and is mainlyfor preventive maintenanceactivities.The maintenance planningis not involved in theseactivities.

3.0 Long term planning and monitoring:Long term plan aims to plan for a period

of a year or beyond such as unitsoverhauling.

Long term planning andmonitoring yet to be

streamlined as the units areyet to undergo overhauling.

4.0 Conducting Daily O&M meetings:Daily maintenance review is pivotal inmonitoring O&M performance, ensuringthe availability of the equipment and thesystem by prudent maintenancepractices.

Formal daily O&M reviewmeetings by seniormanagement are not inplace. MD, HPGCL reviewson monthly basis.Subsequently it is intimatedby HPGCL that Daily plantmeeting (DPM) chaired byrespective Chief Engineer is

in place.

5.0 Coordination with plant operationsdepartment for managing theoutages:Based on the schedule for unit outages,the maintenance planning coordinateswith the operations and concernedmaintenance department for timely

The overhauling activity isyet to be started. Therespective maintenancesections interact withOperation for equipmentmaintenance. Maintenanceplanning is not involved in


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Sl.No.

Maintenance Planning Managementfunctions

Status at DCRTPP

stoppage of the equipments, providingneedful fronts for maintenance, ensure

time maintenance, monitor the quality ofmaintenance, prepares daily progressreport and updates the outage schedule.

coordination.

6.0 Spares assessment / coordination:Maintenance planning coordinates withall concerned maintenance departmentsfor spares assessment, conductsperiodic review of spares, procurementplanning, expedition and ensures thetimely availability of spares andcontrolling

reports dcrtpp june15

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