Gridco Presentation.ppt

8/10/2019 Gridco Presentation.ppt

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Welcome you all

tothe Presentation

on

Predictive maint. philosophy

Presented bySh. A.K.Mishra

TALCHER SUPER THERMAL POWER STATION

NTPC-KANIHA


2/97

Business Environment :

Management Priorities

Four thrust areas :

1. Maintenance cost reduction.

2. Efficiency enhancement.3. Forced outage reduction ( 0% by design).

4. Safety.

Knowledge based maintenance conceptdeals with areas 1 & 3 above particularly withreference to maintenance strategy area.


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Maintenance strategiesFour types of maintenance strategies

1. CM(Corrective Maintenance).

2. PM(Preventive Maintenance).

3. PDM(Predictive Maintenance).4. PAM(Proactive Maintenance).


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Corrective Maintenance(CM)

CM refers to maintenance action doneafter an equipment failureis detected.

It is reactive maintenance & alsoreferred as breakdown maintenance

(BD).


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Preventive Maintenance(PM)

It is used to mean regularly schedulemaintenanceactivities (such as inspection orroutine servicing of equipments) or plannedmaintenance activities aimed at avoiding or

reducing failures. Time based preventive maintenance is called

periodic maintenance.

Other names for this include plannedmaintenance, schedule maintenance, routinemaintenance etc


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Predictive Maintenance(Pdm)

Condition based Preventive maintenance iscalled predictive maintenance.

It encompasses condition monitoring,condition assessment & decisions regardingwhen & what maintenance to be performed torestore equipment capability to the desired

condition. Predictive maintenance is a process of

converting data into actionableinformation.


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Proactive Maintenance(PAM)

Proactive Maintenance is the process oflearning from past maintenance problems,

events or maintenance work & determinesthe activities which eliminate or reduce futuremaintenance work & improve equipmentreliability.

Root cause analysis (RCA) is a natural part ofPAM process which is applied on bigger orrepetitive problems.


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Need of the time

Use of alternate maintenance

strategies.

Knowledge based analysis and decision

processes.


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NTPC MAINTENANCE STRATEGY ROAD MAP

Risk evaluation & prioritization

(REAP ensures that maximum risk is mitigated for eachrupee spent on outage.)

Streamlined reliability centered maint. (SRCM)

(Economic mix of CM, PM, Pdm and PAM tasks)

Predictive Maint.(Pdm)(Condition - based)

Proactive Maint.(PAM)(Root causedbased maint.)

Corrective Maint.(CM)Reactive Maint.(Failure- based)

Preventive Maint.(PM)Schedule Maint./ Periodic Maint.(Routine -based maint.)

Plant Maint.

Optimization

(PhasedImplementationof knowledge

informed Maint.)

Present focuson PMHighcost


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Maintenance optimization

objectivesHelp to understand :

Over view of maintenance optimization

How PDM correlates with other maintenancestrategies? The features and functions of a PDM

program.

How to justify the program and evaluate itssuccess? Exposure to PDM technologies with case

examples of actual plant situation.


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Industry trends

Commercial power producers (CPP) goal:

Reduce O&M costs while increasing reliabilityand availability.

Past approach:Reduce O&M budget

Result:Fewer maintenance resources.(Availability and reliability gets affected in longrun.)


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Industry trends (contd..)

Desired result:

Low cost , balanced maintenance strategy,increasedavailability and reliability.

Preferred approach:

*Re-evaluate maintenance strategy

*Optimize physical function of maintenance.

*Time the maintenance:Most jobs in plannedmaintenance than in forced outage.

*Decision based on value and condition assessment.


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Maintenance Optimization

What it does?

* Maintenance optimization aims at the appropriate investment

balance of corrective,preventive,predictive and pro-active

techniques for maintenance and integration of diagnostic

maintenance ,financial and process data into the decision

making process.

Why plant maintenance optimization?

*Maintenance optimization improves the work environment

through enhancement of personnel skills,safety and technology

implementation.


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Failures Cause

Cost Growth

CM

PM+PdM

PdM

CM

PM

PAM

CM - Corrective Maintenance

PM - Preventive Maintenance

PdM - Predictive Maintenance

PAM - Proactive Maintenance

ContinuousImprovement

Present

PMPdM

CM

Revert

to past

Least Cost Power

Maximize Commercial Availability

Option 1 Option 2

Higher Cost Power

COST:

Generating Utilities Options

Economic Mix


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How others have benefitted ?


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Maintenance optimization

What :Advance maint. approach

How :work processWho :skills,work culture,management

Tools :Technologies


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Maintenance key elements

People

- qualification

- training- Inter departmental communication

Work process

- Work identification

- Work class out- Work execution

- Work control

- Work management system


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Maintenance key elements

(Contd.)Technologies

Maint. & diagnostic technology

Information integration tools

Continuous improvement

Management and work culture

Organisation

Accountability

Communication mechanism Leadership

World class approach

Setting goals

Bench marking


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Maintenance Tools

1. Laser alignment toolfor small motors/ couplings/ Fans/Pumps

( probable supplier: M/s SKF, source: internet; cost: approx. 8lakhs)

2. Ultrasonic attachment for grease gun( to ensure adequategreasing, avoid over-greasing)

( probable supplier: M/s PdMA Corp, Cost: $ 1300, source-internet)

3. Boroscope / Fibroscope for internal inspection:being used inNTPC, use may be extended by adding suitable size heads


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Maintenance flow chart

Corrective

Preventive

Condition directed

Plant Maint.Program

Where do technologies fit in Maintenance Activity

Reactive

Schedule

Predictive Root cause

Proactive

Condition Monitoring

Performance

monitoring

Design

Data

Operating

condition

Design sites

Monitoring

Root

cause

Analysis

Evaluation

Maint. Outage

Planning

Maint. Outage

were

Update Maint.

History


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Maintenance optimization.

Move from reactive to plannedPredictive maintenance.

Establish the PDM process.

- Organization.

- Work process.- Communication.

- Training.

Implement technologies including automation

Condition assessment repairing

Continuous improvement Net cost benefit

Equipment commercial availability

Equipment maint. cost


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PdM Process:Information to Action

Communication is 70% of the Issue

AcquireData Infer InformationFrom Data

TakeCorrective

Action

Utilize Field and PersonnelExperience

Utilize Analysis Systems and NeuralNetworks

Maintenance Orders PostMaintenance Tests

Operations & ProceduresAdjusted

Maintenance History

Operators Log

Batch Tests

Design Information

Process Parameters

(Temperature / Pressure / Flow)

Predictive and Condition

monitoring techniques

Performance

(Oil Analysis/ vibration

/ thermography, acoustics etc.)

NDE Inspection

Visual Inspection

FEED BACK

Technologies are fasc inat ing bu t they are on ly too ls


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Predictive Maintenance

Program Elements

PdM Program

Diagnostic &

Process Data

MaintenanceHistories &

Records Data

Batch Testing &

Inspection Data

Design &Historical Data

EngineeringMaintenanceOperations

MaintenancePlanning &Scheduling

ALERTING

ANALYSES

COST BENEFIT

RECOMMENDATIONS

REPORTING

Periodic

Diagnostic

Data

OperatorLogs/Rounds


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Methodology for information to

action

Construction of local PDM group

Group consists of co-ordinators & alltechnologists

Group meets periodically with opn.&maint.group heads

All relevant data is considered informationderived and maintenance actions are discussed.


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Methodology for Information to Action

Constitution of local REAP Team or PdM group

Group consists of Co-coordinator & all technologists

Group meets periodically with Operation & maintenancegroup heads

All relevant data is cons idered, info rmation

derived and maintenance actions are dis cussed


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Key elements of a PDM program

PDM coordinator / supervisor

Illustration of goals

Equipment and condition indicators/ matrix Technology application descriptions

Roles and responsibilities(organization chart)

Communication format- description

Equipment condition status report (format) Trg. Matrix

Program cost table/ return on investment/ cost benefitanalysis


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Responsibilities of a PDM group

Establish the PDM program goals in terms of

Cultural goals

Organization issues

Either or / and availability improvement ,avoided costs , maintenance reduction,maintenance cost reduction etc.

Establishment of PDM process at the stationas per the following flow diagram


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PdM: Technology & Process Domains PdM does not deal with failure mode.

PdM deals with measurement of symptoms oreffects of a failure mode. Symptoms must be measurable through a

technology.

PdM as a discipline includes:Technology domain: studies how to apply thetechnology, location of measurement, and

interpretation of results. It is the domain of

technologist / specialist / expert.Process domain:conversion of data to actionableinformation. It is TEAM WORK as shown in

earlier slides. It is the domain of PdM

Coordinator, who coordinates this Team Work.


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Flow diagram of predictive

maintenance process Objectives :Determination of equipment condition for incipient

fault detection & maintenance planning, shifting of unplannedmaintenance to planned maintenance.

Data

Source

Data collection

& analysis

Data

integration

Integrated

analysis

Equipment

condition

reporting

Technology

OwnersPdm

coordinator

Reliability

teamPdm

coordinator

Action

Planning

Action Post

Maintenance

testing

Cost benefit

analysis

Complete

case

history

Planning &

scheduling

Maintenance Technology

Owners

Pdm

coordinator

Pdm

coordinator


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Pdm Process : Group

constitution/Role

Vibration &acoustics

IRTOil & Lubricants(DGA, WDA, Oil)

Motor testing(Co-option as

applicable)

Off-line testing(Co-option as

applicable)

Operator logs, process parameters, visual inspection, alarms, operating history,failure history etc.

Maint. History, failure history, NDT history, visual observations.

O&E

(PG test / Performance/outage analysis etc.)

ITOther Groups

(Co-option as applicable)

Technology

owners

Operation

group

Maintenance

group

Enabling

group


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Equipment Condition Status Reporting

(CSR) It enables Holistic view of equipment condition

by monitoring & diagnostics highlighting the

exception

Holistic view facilitates integration andpromotes integrated decision making

Snap shot of equipment condition and option

for viewing detailed report Cost benefit analysis measures the success

and is a vehicle for success communication,

continued management support & sustainability


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Methods to Determine Technology


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Methods to Determine

applicable Technology

Determine observable effects of failure

mechanisms and measurable parameters

List the technologies which can measure

those effects / parameters

Prepare Equipment / Technology Matrix

Shortlist available technologies


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Methods to Determine

applicable Technology

Measure at many locations with

available technologies

Determine most representative

location

Trend the results and correlate withcomplimentary technologies


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Candidate

Machine or

System for PdM

Determine

normal orabnormal

behaviour Determine

observable effect

(temp./ presureetc.)

Determine how and where

data to be taken

and

how offten

Determine

technology

which can detect

the effectData Collection& Analysis

PdM Implementation Steps


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One technology is adequate for diagnostics e.g. DGA for

transformers & vibration for rotating machines

MotorCurrent

Lube Oil

Thermography PerformanceMonitoring

Vibration

Pressure

To ControlRoom

Use Of Multiple Technologies

and integration of data is

essential


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Technologies are fascinating and appear

magical, random use is adequate

Systematic implementation:

Baselining,

Periodic measurements &

Trending

can surely identify problems &

condition

Random application may not always

give useful results

Systems Approach brings magical results


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PdM technologies are very costly

PdM technologies pay for themselves

Cost benefit:

IRT 1:9

Vibration 1:5

Lube oil 1:5

etc.


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Management Does Not Support PDM

By PdM, money is actually saved

Managements generally do notsupport activities that require some

investments & manpower

Support has to be obtained

Management understands language of economics,

Use A Model to calculate cost benefit analysis &

projection to management


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For new technology, measurements or data

col lection by Outside or Corporate group is

best way of implementing a PDM Program

Let us look back on NTPCs vibration

monitoring system

It is a success story, let us replicate

Involvement of Station group is essential.

Ownershiponly can bring sustainability.

All big utilities follow the local group system,

but Training needs of Station Engineers must

be met


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Present resources are adequate to

enhance the PdM program

PDM program requires commitment of

resources in terms of:

Availability of equipment,

Human resources, and

Training

All progressive utilities have found it beneficial investment

Seeds are to be planted and nurtured to reap the harvest

Program to be run as business and not hobby


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Periodic Condition MonitoringSystems

Thermography

Periodic Vibration Monitor

Acoustic Leak Detection and Corona detection (air-

borne)

Acoustic technology: for mechanical equipment ( contactmethod)

Lube Oil Monitoring Electrical tests (Motor Current Monitoring:Broken

Rotor Bars) DGA in oil for transformers

USE OF MULTIPLE TECHNOLOGY ON EACH EQUIPMEMT

USE OF EACH TECHNOLOGY FOR MULTIPLE EQUIPMENT

A Wh th f IR


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Usable from Coal Yard to Switch Yard

Applications for efficiency improvement:

valves, insulation monitoring, air-in-leakagein boilers, bunker fires, coal yard fires etc.

Rotating equipment: bearings, gear boxes,

pumps & motors etc.

Electrical equipment: Bus ducts, generator,

exciter, motors, transformers, switchgears

etc.

Substation/switchyard: CTs, PTs, Insulators,

Lightening arresters, disconnects etc.

Areas Where the use of IRthermography can Improve

Performance

Areas Where the use of


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Areas Where the use of

Acoustic/Ultrasonic Techniques can

Improve Performance All types of Valves Steam traps

Bearings

Gear Boxes

Lack of and OverLubrication

Steam, Air and VacuumLeaks

Underground Leaks

Vessel Integrity

Air borne corona in SW

Air borne corona inSwitch gears

Partial discharge inTransformers

Cavitation in pumps

Flow restrictions Fluid leaks


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PdM Program Implementation


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Key Elements of a PDM Program

1.PDM Coordinator/Supervisor

2.Illustration of Goals

3.Equipment and Condition Indicators Matrix

4.Technology Application Description (TAD)

5.Roles & Responsibilities (Organization Charts)

6.Communication Formats - Description

7.Equipment Condition Status Report Format8.Training Matrix

9.Program Cost Table/Return On Investment/Cost benefit

calculation


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Pdm Key elements :


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Develop Objectives

CorporateObjectives

Provide quality product at lowest possiblecost

Customer Satisfaction

Provide uninterrupted/ reliable service

Improve competitive position Reduce capital costs

SpecificMaintenance Organization Objectives

Minimize O&M costs

Maximize reliability/availability

Maximize throughput & quality

Extend equipment life

Extend time between planned outages


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Not a Priority

Dont Have

Money

to Fix It

Not Invented

Here

Dont Believe

Your

Information

Its Always

Operated

That Way

No

ManagementSponsorship

Not a Priority

Dont Have

Money

to Fix It

Dont Believe

Your

Information

Its Always

OperatedThat Way

Not Invented

Here

The Invisible Barrier

PDM Challenges


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Approach to Initiate the

Program

Fix priorities as per the immediatecriticalities

Project long term gains & short termgains in Rupee terms for visibility Initiate pilot project with minimum

resource addition

This will ensure management commitment


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Management Commitment

Management commitment means theauthorization of funds, not just verbal re-

assurances Management will become believers that

Predictive Maintenance is an effective tool

Management will be convinced that you knowhow to establish and operate a PDM program.


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Management team

Management team includes-

Head of management

Head of O&M

Operations leaders

Maint. leaders

Fuel site services leaders

Head of finance Head of HR etc.


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Role of management team

Develop and maintain sponsorship of initiative

Lead group organization reassessment processes

on an annual basis Lead in developing roles and responsibilities

Ensure that roles and responsibilities of group arein place and well understood

Require that an annual benefit to cost / ROI reportbe prepared.

The choice of Program Manager is cr itical for


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Key Element 1:ProgramManager/Coordinator

Self believer in PDM and commitment.

Good communication skills

Good working knowledge of plant processes

Ability to work with a wide range of personnel

Ability to sell the PDM program

Ability to motivate staff

Ability to be a strong leader

The choice of Program Manager is cr itical for

successful implementation of PDM

Qualifications:

P


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Formulate a clear, concise statement of objectives

Develop realistic plans

Monitor and measure performance and achievement Take corrective action when necessary

Review equipment and system technicaldocumentation to evaluate causes of detected

equipment failures Recommend changes in equipment operating

procedures/models based on failure analysis

Responsibilities:

Key Element 1:ProgramManager/Coordinator

Whi h i t t i t ?


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Equipment Selection Criteria

Determine which components are mostimportant to electricity generation.

Distinguishcritical and non-criticalsystems

Performa maintenance history review to

identify past functional failures

Use Measurable Criteria to Create Ranked Lists ofMachinery that Are Candidates for PDM

Which equipment to mon itor?

PDM T k S l ti


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PDM Task Selection

Performa maintenance history review to identifypast functional failures

Selecta monitoring method (on-line/periodic)

Determinehow often data is acquired and

reviewed

Determinewhere sensors are to be located

Determineacceptance criteria

(Technology?, Frequency of measurement? Location of

measurement? & acceptable l imits?)

Program Costs


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Program Costs

1. Installation costs

2.Operation and maintenance costs

3. Capital investment costs ( PDMequipment)

4. Training costs

There Are Four Cost Elements forPredictive Maintenance Programs:

Benefits through PDM far outweigh the costs

P C t ( td)


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Program Costs (contd)

1. Determine initial equipment costs: installed instrumentation

monitoring instrumentation

analysis and diagnostic instrumentation

2. Determine personnel costs

3. Determine personnel training costs

4. Determine instrumentation expenses (calibration and

maintenance)

5. Determine miscellaneous costs

Develop an Initial Budget Estimate:

Benefits through PDM far outweigh the costs


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Build PDM Program awareness

Entire plant support is necessary for program success

Be Ready to face the Resistance and overcome by:

Change of philosophy

New technology

Communication

Have an Organized Implementation Plan Blueprint your activities ( example GT-PDM Program)

Well defined activities helps to avoid mistakes

Program Implementation Strategy

P I l t ti St


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Program Implementation Steps

Integrate with existing PDM Program

Use commercially available technologies

Uncomplicated and effective technologies.

Target high energy systems.

Document cost-benefit and savings in Rupees.

Follow-up.

Train personnel.

Communication


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Communication( Reporting Formats)

PDM personnel must not only collect databut correlate it , and perform in-depth

analysis when problems occur. Interdepartmental communication is critical

for proper data interpretation.

PDM programs form a structure where thiscommunication occurs.


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Visibility

PDM Program personnel need to share thegoals, procedures, and results with otherplant personnel ( POG presentations to

other plant groups) Personnel need to understand how PDM will

impact their jobs

Memos Meetings

Consultations

I t f


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Interface

The PDM effort must involve all plantpersonnel

Ownership of the program must be in thehands of O&M personnel

Integrate the results from variousdiagnostic tests with O&M information

Create a library of information that can beused for training and simulations


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Pitfalls to Avoid

Loss of management support

Champion is transferred Failure to conduct and report cost benefit

analysis

Loss of visibility Individual Achievement not recognized


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Root cause analysis

Root cause analysis is the process by which the rootcause of a performance problem or event andassociated corrective actions are determined

Root cause analysis answers to :

- What happened?

- Why did it happen?

- Why was it not prevented?

- What can be done to prevent/ minimize severity ofoccurrence


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Cost benefit analysis

Objectives:

To assess the cost effectiveness of the

maintenance task Tool for evaluating the PDM program , impact

analysis and management feed back.

Assessment based on the costs of

implementation of PDM systems Vs thebenefit derived through its implementation


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Cost reduction Potential

Description No of valves overhauled

existing

practice

based on PdM

Motorisedvalves

160 100

Pneumaticvalves

30 20


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Failure reduction Potential

Introduction of thermography in switchyard

Joints in switchyard : 1000.

Minus one quarter : No hot spot detection.

First quarter : Hot spots35.

Second quarter : Hot spots22.

Third quarter : Hot spots04.

Further : 02 to 05 per quarter.


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Summary (contd..)

Establish PDM equipment condition statusreporting function

Establish a required training matrix

Assess PDM benefits

Communicate success and opportunities toimprove process

Define applicability of PDM process for plantproblems, determine cost to benefit ratio anddevelop implementation plan.


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Goal Exercise

Where are our financial opportunities?

What are our goals?

What are our estimated net savings?


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RCM or SRCM

RCM is the basic process of analyzing anddefining the type of maintenance required fora particular piece of equipment.

SRCM is simplified or streamlined process toreduce the cost involvement inundertaking RCM evaluation.

SRCM l


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SRCM goals

Develop documented basis for maintenanceprogram.

Focus PMs on critical equipment and documentfailure modes.

Emphasize condition based tasks- maximizePdm.

Eliminate unnecessary routine and outage PMwork.

Identify actions that preclude CM/costly failures. Realize maintenance cost savings.

SRCM process


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SRCM processObjective :- Determination of most optimum maintenancefor asystem (economic mix of PM, PDM, CM) results in reduction ofPM and consequent cost reduction.

Equipment classification

(critical/non critical)

FMCA/FMECA Analysis

(Failure modes, function affected,

failure effect, priority)

Task selection

1stPrioritySurveillance

2ndPriorityCBM/Pdm

3rdPriorityPM

ObjectiveMost economic

activity, high reliability.

Scheduling

(Based on component

history review)

Current practice review

(Tasks of PM & Pdm)

Decide optimum Pdm & PM (PM : retain

activity ?, revise schedule ?,

Delete activity ?,

Pdm : revise schedule ?, Add activity ?)

Net result : Reduce PM.

Implementation

(Create/Modify, delete work orders) Review Annually

Step 1: SRCM evaluation process

Step 2: SRCM recommendation implementation


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Pdm / SRCM Relationship

SRCM process (step-1): SRCM evaluation analysis canbe done without Pdm (since it is computer basedanalysis).

SRCM implementation (step-2) : SRCM implementation

cant be done without Pdm as Pdm is defaultmaintenance strategy,.

For SRCM to succeed, mature Pdm program isnecessary.

Pdm can be implemented without undertaking SRCMevaluation.

SRCM process chart


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SRCM process chart

Prioritize system & identify system boundaries Cost, labour, spare,

down time

Data Collection

Identify key / important functions

Perform critical analysis

Perform Non- critical analysis

Perform task selection

Compare results with existing maintenance program

Implementation

Living program

Review plant

history, conduct

plant reviews &

interview

Commandments for RCM /


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Commandments for RCM /

SRCM

1. What are the functions and associated performancestandards of the assets in its present operating context?

2. In what ways does it fail to fulfill its functions ?

3. What causes each functional failure ?

4. What happens when each failure occurs?

5. In what way does each failure matter ?

6. What can be done to predict and prevent each failure ?

7. What happens if a suitable pro-active task cant befound ?


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Pre-requisite for SRCM

Management commitment

Dedicated plant teams.

Predictive maintenance program to be in place

for implementation.

Coaching & training.

Information required during a


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Information required during a

SRCM study System description & literature.

Schematic of system.

Component list for system.

Copies of current PM& tests for the systems.

Testing informationfor the system. Operator log sheets.

Vendor information.

Breakdown history, work done, route cause analysis

reports done for system selected.

Dontassume and donttake things for granted.

Learnings from SRCM


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Learnings from SRCM

1. SRCM can be applied to plants of all ages.2. We are not switching overmaint.

3. SRCM is not a technology.

4. SRCM is not an on line software.

5. SRCM is not a continuous analysis process.

6. SRCM benefits will accrue by implementation.

7. SRCM will not increase maint. burden.

8. SRCM will free up resources for productiveredeployment.

9. Review of condition Monitoring tools & frequencies will

be part of SRCM analysis.

SRCM Analysis benefits


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SRCM Analysis benefits

Fully documented analysis for plant equipment.

Knowledge captured (overall system).

Identification of Pdm technologies & measurementfrequency for each equipment.

Technology gaps identified.

Information gaps identified (process).

Redundant activities eliminated.

Current activities justified.

Free of PM resources for other priority work (productive

redevelopment). CMMS utilization improvement.

Equipment responsibilities accurately identified.

Improve interdepartmental communications.


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Case Studies

CW Pumps


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C u ps EPRI Practice: Overhaul on as required basis- condition based

NTPC Dadri Practice: Once in 4 years

Summary:

Current Practice: 7 Tasks including overhaul

Recommendation:

Retention: 2

Change in current practice: 4

Deletion: 1

Add Condition Monitoring Task: 1 (Perf. Monitoring)

Potential for improvement:

overhaul at 5 yrs recommended based on review of equipmentcondition & past history.

Potential for undertaking O/H on as required basis in 1 to 2 yrsafter review of condition monitoring data & confidence inmaintenance team.

BFP Motor (HT Motor)


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( ) EPRI Practice: Overhaul at 10 yrs, for severe duty, Harsh env.

NTPC Dadri Practice: Overhaul at 4 Yrs interval

Summary:

Current Practice: 16 Tasks

Recommendation:

Retention: 8

Change in current practice: 7 Extend interval: 1

Add Condition Monitoring Task: 6

Total tasks : 22


Based on condition monitoring tasks and as found condition, reviewprocedure to be established at station to achieve overhauling intervalgradually to 6 Yr / 8 Yr / 10 Yr.

Potential for replication:

150 HT motors at Dadri, based on duty & service condition

Air Transport Compressor


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p p EPRI Practice: Maintenance / Overhaul on as required basis by

condition

NTPC Dadri Practice: 1000 Hrs, 2000 Hrs, 6,000 Hrs, 8000 Hrs Summary:

Current Practice: 7 Tasks including scheduled inspections

Recommendation:

Retention: 6

Change in current practice: 1 Deletion: -


(basic Lube oil, full spectrum Vib,

Perf. Monitoring, Failurefinding testing)

Total tasks : 11Potential for improvement:

Based on condition monitoring tasks added, the as found condition willbe correlated over 2 years period. It would be possible to changescheduled inspections on hour basis to as required basis to conditionbased Present inspection schedules are maintenance intensive.

Boiler Feed Pump (Motor Driven)


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Boiler Feed Pump (Motor Driven) EPRI Practice: Overhaul as required basis on condition

NTPC Dadri Practice: Overhaul at 1 Yr interval Summary:


Recommendation:

Retention: 7

Change in current practice: -

Extend Interval 2


Total tasks 12

Potential for improvement:Based on condition monitoring tasks overhaul can be extended to asrequired basis.


Other pumps based on duty & service condition

BFP Breaker ( 6 6 kV)


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BFP Breaker ( 6.6 kV) EPRI Practice: Overhaul as required basis

NTPC Dadri Practice: Overhaul at 4 Yrs interval Summary:


Recommendation:

Retention: 3

Change in current practice: 2


Total tasks 6


Based on condition monitoring tasks overhaul can be extended to asrequired basis on condition.


Other breakersbased on duty & service condition


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Thereare risks and costs to a program ofaction. But they are far less than the long

range risks and the cost of comfortable

inaction.

-John F. Kennedy


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Documents

Gridco Presentation.ppt