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PowerServices

Special Report

ABBReview

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2 Special Report ABB Review

Service concepts ABB offers a broad range of maintenance outsourcing solutions.

Lifetime decisions An economical analysis of transformer condition helps decide when and how to replace or refurbish.

The evergreen strategySupport and upgrade agreement keeps power distributionequipment fit and running.

Call Doctor Switchgear ABBs expertise keeps your switchgear in the best of health.

Live maintenance ABB is a major player in live-line maintenance in New Zealand.

New life for old switchgearRefurbishment or retrofitting of medium voltage switchgearoffers an economic alternative to replacement.

New components, old products, no problemThree examples of successful retrofit of high-voltage switchgearusing new technologies.

Guarding the grid Advanced monitoring systems optimize throughput on existinglines.

Approaching decisionsPowerful software tools from ABB help utilities get hardwarerepairs right.

Illuminating experience A lighting maintenance contract leads to brighter and saferhighways.

Informed planning ABBs web-based Asset Sentry improves anticipation of maintenance and deployment of resources.

Extreme maintenancePerforming an on-site repair on a 180-ton transformer in the

Amazon jungle.

Powering innovationTough demands on power generation call for first class support.

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Contents

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3Special Report ABB Review

Always by your side: how customers enjoy ABBs service.

surge arresters are installed in morethan 100 countries around the world.Some of these installations today in-clude fully functional equipment, whichis more than 3040 years old. GIS from

ABB is a more recent technology but isalready installed in almost 100 countriesaround the world for 72800 kV withsome installations approaching an ageof 30 to 40 years.

Such equipment, though still operatingperfectly, will as everything else, ageand finally reach obsolescence. Varyingelectrical, mechanical and environmen-tal stresses mean individual installationsof the same type will age differently.The technical and economical lifespanof high voltage equipment is also influ-enced by its location and importance

within the system. Operating parametersmay also change resulting, for exam-ple, in a higher short circuit current.

Considering all these factors, it becomesclear that the overriding customer de-mand for reliability has to be addressedby the combination of two strengths:Quality products and quality service.

In this Special Report of ABB Review you can read how ABB addresses theutmost important aspect of service forgrid installations. For each and every component, including devices fromother suppliers, ABB has a proven con-cept for fast on-site service. This servicegoes beyond the components and cov-ers the control systems that finally man-age a distributed electrical grid.

ABBs service portfolio stretches fromearly, preventive detection of potentialfailures and analysis of the best servicestrategy to instant repair executed

through the global network of servicecentres close to the customers.

A long-term service planning strategy also includes the design of new prod-ucts based on a better maintenancerequirement for replacing outdatedequipment.

It is the fundamental strategy of ABBto provide its customers with all servicerequired long after the original delivery of the equipment.

The loyalty of our customers proves thatthis is the right approach.

At your service!

Markus BayeganChief Technology Officer

ABB Ltd

In the wake of last years major poweroutages in North America and Europe,reliability is once again the watchwordof the electric power industry. The linkbetween grid reliability and asset man-

agement is being increasingly recog-nized by utility companies.

This has to do with the high quality andlong lifetime of the devices used in theutility industry. For more than 100 years,

ABB has contributed to this high quality standard. ABB has driven some of themajor breakthroughs in high voltagetechnology for both HVAC and HVDC,supplying equipment for the first 400 kV system, the first 765 kV system and thefirst HVDC system in the world. ABBdelivered the first Gas Insulated Switch-gear (GIS) in the 1960ies, (which today includes installations of up to 800 kV)and is the absolute dominating supplierof high current systems for generators.

This historical journey has given ABB aunique know-how as well as an impres-sive number of installed high voltageproducts. ABB Air Insulated Switchgear(AIS) for 72800 kV including circuitbreakers, instrument transformers and

Editorial

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Preface

ABB Power Technologies is at your service

a viable option. The political environ-ment, business climate and regulationsalso determine investment in powernetworks.

As power equipment continues to ageand power grids come under morestress as a result, new challenges areappearing in a specific area of ourbusiness: service .

At ABB, our power service expertiseranges from consulting services, includ-ing power system studies, to asset man-agement services for power grids. It in-cludes maintenance and field services,as well as retrofit and refurbishmentprojects. Provision of spare parts is alsoon the long list of services ABB offerspower grid operators.

Service is a people business, and this isno less true in an industry like powertransmission and distribution, whichuses technology to provide services.Being active in about 100 countries,

ABB can proudly say we are at homeeverywhere. For you, our customers,this means we are always nearby withexperienced consultants, service engi-neers, and technicians. Sometimes they are called upon to be emergency prob-lem solvers, and sometimes they canforesee and prevent problems beforethey arise.

Thousands of ABB products are installedevery month and operate in power sys-tems around the world, in conditionsranging from arctic cold to desert heatand everything in between. Our globalpresence is built upon local expertise in most cases, ABB will be familiar with

your power product, your application,and your system.

ABB is your reliable expert when itcomes to sophisticated modern powertechnology and solutions. But ABBexpertise is also supported by morethan a century of power industry expe-rience. Our ABB product and systemheritage is unmatched and gives us thelargest installed base in the power in-dustry, including acquired brands suchas Ansaldo, ITE, GE (Transformers> 40 MVA), Gould, National Industri,Strmberg and Westinghouse.

This means we own the intellectual andtechnical properties of a large part of the worlds electrical power infrastruc-ture, and can make this readily availableto you. But even more importantly, wefeel the responsibility of ownership andsupport and guide our customers over

the lifecycle of their equipment andbeyond.

In this Special Report, we want to share with you some up-to-date examples of our service expertise. They will under-line our dedication to the goal of ensur-ing the reliability of your power plant,transmission and distribution system.This is not always just a question of service, but service is always an impor-tant element in the smooth operation of any technology, particularly a vintagepower grid.

Peter SmitsMember of the ABB Group ExecutiveCommitteeHead of Power Technologies division

Grid reliability is on top of all of ouragendas. It is a tribute to the inge-nuity of those who created our powernetworks, as well as the tenacity anddetermination of the utilities that oper-

ate them, that the worlds power gridsare as reliable as they are.

Why? Because many of todays grids were built in the 50s and 60s and oper-ate on a foundation of technology fromthat period. Think of how much technol-ogy has changed in half a decade. Imag-ine using 40 or 50-year-old technology to run any other modern business.

Yet that is how we supply our power-hungry world every day our aginggrids are regularly stretched to the limitof their capacity to perform reliably and predictably. And when a grid isstretched beyond this limit, the worldsoon pays attention: as with the massiveblackouts of 2003.

In an ideal world, a massive injectionof new technology would eliminate therisk of downtime, outages, brownoutsand blackouts. However, the reality to-day is that new equipment isnt always

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Josef Grandl

Tailor made service contracts giveutility companies greater flexibilityat a predictable cost

Until recently, it was a matter of course that power utilitycompanies maintained their own equipment. A typical utilityprovider would have had maintenance staff and facilities as partof its operational structure. Over-capacity had to be providedto be able to deal with emergencies or work peaks. Maintenancewas often integrated with other units and costs were seldomtransparent.

The combined effects of market pressure in the face of liberal-ization and the introduction of more complex modern technologiesare causing more and more utility providers to re-think theirservice strategy. In many cases, service agreements with originalequipment manufacturers are an alternative to complete in-housesourcing. They offer cost efficiency, protect the utility providerfrom risks and facilitate budgeting. They also provide access toexperts with extensive know-how and experience.

Service conceptsfor power transmission

and distribution

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Maintenance contracts, long termservice contracts, and asset out-sourcing contracts represent differentlevels of relationship between a servicesupplier and a utility.

The supplier and customer jointly de-

velop the content and level of a servicepartnership, dependent on the servicestrategy and the competences the utility

wishes to keep in-house.

Key performance indicators (KPI) in-creasingly substitute detailed scope and

work definitions shifting the focus fromthe input to the output. This permits theintroduction of new methods and toolsfor increasing efficiency.

Besides all contractual issues, serviceis and will remain a peoples business;success or failure is determined by relationships, qualifications and theflexibility to handle unforeseen situa-tions.

Market developments As a consequence of liberalization andprivatization in the electrical utility sec-tor, there have been fundamental serv-ice-related changes for power transmis-sion and distribution systems.

Increased competition and cost pressureas well as the new focus on the relia-bility of electrical networks (blackouts)have lead to a reappraisal of servicestrategies, processes, organizationalset-ups and the definition of core andnon-core activities.

There is no uniform model fitting alldemands. The following general trendcan, however, be recognised: In theelectrical utility sector reluctance to-

wards service outsourcing is greaterthan in other industries. It can be saidthat the higher the degree of liberaliza-tion and privatization, the higher thedegree of outsourcing. Contrary toexpectations at the beginning of liber-alization, transfer of asset ownershipremains exceptional. There is howevera strong move towards long-term serv-ice co-operations centred on perform-ance based measurement and rewardstructures.

Motivation, concerns andopportunities in service outsourcing

Motivation A utilitys service strategy is influencedby the following:

The degree of competition and theprivate investors drive for costreduction.Restrictions

on outsourc-ing and per-sonnel pol-icy imposedby politics.

Age andlifespan of equipment,loss of know-howdue to retire-ment of specialists, increasing com-plexity of technology (software) thatcalls for economicre-evaluation of the case for main-taining in house expertise versus out-sourcing.Reliability problems forcing the cus-tomer to incorporate external expert-ise due to political pressure and/orbottlenecks in in-house resources.

Prior to executing an outsourcing plan,a company must define where the bor-derline lies between maintaining its

competences, processes, resources andassets in house compared with contract-ing them out.

Concerns Any outsourcing decision must also con-sider concerns over the risk of allowing

an external contractor to run a substan-tial part of the business process.

An extensive study on asset manage-ment and outsourcing practices of utili-ties, performed by ABB in 2001 and in-

volving about 70 utilities, revealed themajor concerns which are summarisedbelow:

Labour regulations impeding theability to realize efficiency gains.Losing scarce talent.No separation of ownership, manage-ment, and execution.The perception that asset manage-ment is a core discipline to be keptin-house.Lack of comparable precedent.Lack of operating or contractual stan-dards (e.g., assigning performanceresponsibility).

An equipment owner may also be con-cerned, that a manufacturer who is at

the same

time a serv-ice providermight not beimpartialabout effec-tive assetmanage-ment.

These con-cerns must

be properly addressed in the develop-ment of a service strategy.

OpportunitiesFor utilities willing to implement out-sourcing concepts, several criticalfactors determine success or failure.

In the market study mentioned above,the following critical success factors

were identified (in order of priority):Cost savings

Access to up to date technology andprocess know-how

Service is and will remain apeoples business; successor failure is determined byrelationships, qualificationsand the ability to handleunforeseen situations.

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Trimming peak resource requirementsShifting to a variable cost structureand reducing capital employed

Quotes from utilities:We have outsourced a great deal of our activities and have achieved significant cost reductions. If someone can offer

further cost reductions, we would defi- nitely consider outsourcing additional activities

If youre not going to be technically superior, theres no use being technical;outsource it!

Shaving of peak labour requirements reduces costs by moving from a fixed to a variable cost structure. Yes, this is important!

Service as a relationship and trustbusiness

A sustainable service strategy should bejointly developed by the utility and theservice provider. A considerable invest-ment of time in the clarification processis mandatory for the definition of a suit-able service package. Otherwise a lot of time can be wasted in useless offeringsnot in line with the utilitys core compe-tence definition and in unrealisticdemands not in line with the supplierscapabilities and scope.

The higher the degree and depth of out-sourcing, the more interaction that must

take place between the utility and thesupplier. Compared to the delivery of atechnical product, which is easily de-scribed in a specification, the descrip-tion of service deliverables, non-deliver-ables and interfaces is more complex.

Additionally, the number of pagesdescribing aservice agree-ment is notnecessarily indicative of

the clarity of the content ora guaranteeagainst misun-derstanding.Service worksin a grey zone between defined scopeand expectations having to be fulfilled.The deeper and longer the relationshipmust last, the more mutual trust isrequired.

Besides the supply of spares, productsand tools, there are various stages of service agreements typically thesedevelop over time:

Maintenance contractLong-term service contract

Asset outsourcing contract

Maintenance contractIn a maintenance contract, the supplierprovides an amount of dedicated workon specified equipment. The utility de-cides the nature and time of this work.

Typically maintenance contracts areframe type contracts, releasing the util-ity from a tendering process for every maintenance event. This arrangementprovides a reasonable predictability forbudgeting purposes. The contract stipu-lates the type of equipment to be main-

tained, the type of work to be per-formed and the hourly rates.

Advantages of maintenance contractsare predictability of service cost, savingthe cost of keeping in-house specialistsfor all equipment types used and accessto the manufacturers knowledge and ex-perience. Work peak load shaving is an-other argument.

Maintenance contracts are mostly con-cluded with the original equipmentmanufacturer. The length of such con-tracts varies from one-time events tothree-year frame contracts.

Long term service contractThe philosophy of service contracts isdifferent to that of maintenance con-

tract. In aservice con-tract, the util-ity providerentrusts the

supervisionof day-to-day maintenanceactivities tothe serviceprovider. The

latter also takes over longer-term moni-toring and maintenance strategies.

In contrast to a maintenance contract,the philosophy for a long-term agree-ment is more production related. Theagreement focuses on the customersoutput requirements (which are the inputrequirements of the utilitys customers).KPIs become a major element, measur-ing the service providers performancerather than describing the scope of workand the details of how it should be done.

Despite the decision to outsource astrategic part of asset service and main-tenance, the utility has a major interestin maintaining key competencies inhouse. Therefore, long-term service

The higher the degree anddepth of outsourcing, the

more interaction that musttake place between the utilityand the supplier.

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Through KPI measurements and bench-marking, the dependence on the serviceprovider is limited. On the other hand,engaging the original manufacturer toserve and maintain his own equipmentcreates a high level of commitment.

Technology and processes A main target in contracting service isthe introduction of methods, tools andtechnologies that help improve systemperformance and increase productivity.

For a long-term service contract to besuccessful, service must be made clearand measurable. This requires the imple-mentation of a management informationsystem to render the service processtransparent. This comes at the price of increased reporting and data handling.

A reporting structure is established toprovide detailed information on the

work performed, asset status, failurehistory, and the performance of theservice provider in general. These dataare used for investment planning andbudgeting helping to optimize thecapital investment for maintenance.

The importance of long-term servicecontracts in the electrical utility sector is

increasing. Contracts lasting around ten years are typical.

Asset Outsourcing agreementsThe next level of outsourcing combinesthe elements of a service contract withthe transfer of ownership of the assetsand full operational responsibility. Theduration of this type of contract is typi-

cally several decades.

Asset outsourcing agreementsare attractive for enterprisesdefining their core compe-tence outside electrical net-

work ownership and manage-ment. These can be energy in-tensive industries, electricaldistribution, energy trading,and railway companies.

In a real case involving atransportation company, theassets of the entire electricalnetwork have been trans-

contracts are often linked to educationand on-the job training for key internalpersonnel. This permits them to be upto date technologically and always capa-ble of controlling the process.

The nature of such a long-term contract

is illustrated below using an example of a service agreement with a power trans-mission company.

HistoryThis contract is the result of a long-termrelationship starting with one-time events,repair and maintenance work and grow-ing into frame contracts and retrofit proj-ects. Facing the challenges of a liberal-ized market, the customer decided to out-source a larger proportion of service

work to the original suppliers. The con-tract duration is for five years with an op-tion to extend it for another five years.

Scope of systemThis scope covers :

Transmission substation equipmentmaintenance in a geographical area.Power transformer refurbishment forone third of the companys assets.Transmission line maintenance in ageographical area.Transmission line condition assess-

ment in the same area.

This contract covers 30 transmissionsubstations, 310 power transformers,1000 km of transmission lines at 66 to220 kV.

Scope of workThis covers:

Managing the annualbudget for maintenance inthe geographical areasReportingInternal auditing

The scope of work includesscheduled and unscheduledfieldwork, as well as condi-tion assessment, fault repairand emergency management.

This highlights the fact thatthe customer transfers consid-erable responsibility for hisassets to an external supplier.

How does the customer maintain con-trol and how is a competitive environ-ment maintained despite such a contrac-tual relationship?

Securing performanceIn order to ensure performance andcontinuous improvement, KPIs andbenchmarking are used. KPIs coversystem performance, service delivery,spending plan, contract performance,feedback and complaints from the cus-tomers customers. All KPIs, includingqualitative ones, are defined in detail

and are measured regularly.

By benchmarking the work of the serv-ice providers, the utility can compareand challenge the suppliers. Perfor-mance failure can result in notice, notbeing invited for further project work(blacklisting), suspension and finally termination of the contract.

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Josef Grandl ABB Power Technologies Ltd

Zrich, Switzerland [email protected]

ferred to a special purposecompany. This special pur-pose company owns, oper-ates, maintains and renewsthe power distribution net-

work on a concession basisfor a period of 30 years. After

that period, the assets mustbe returned to the originalowner in a condition definedin the contract.

OrganizationThe consortium managing thecontract comprises a utility, aconstruction company and

ABB as engineering and equipment sup-plier.

The organizational structure imple-mented has to secure the balance of interests between the transportationcompany and its outsourcing partners.It ensures an efficient use of capital andprovides access to private financing.

The transportation company controlsthe output of the special purpose com-pany through a detailed reporting struc-ture with a number of KPIs and avail-ability, reliability and failure rate meas-urements. The following KPIs are intro-

duced:Maintenanceperformancecompared toa masterplan (over-due time).Renewalprojects fol-low up.

Average fail-ure rates per asset group.

Average repair/restore time perequipment type.

Availability of power supply. Average remaining life time and ageprofiles of asset groups.

The asset groups are, for example,transformers, switchgear, batteries.

Every year an annual report summa-rizes the measurements and the majortrends of all the performance measure-ments.

This model of co-operation has nowbeen in operation for four years. Themodel is seen as a success and has wonseveral industry awards. Continuousefforts are invested into improving themeasurement system.

A contract of this type, representing a value in the three digit million dollarrange, requires an enormous amount of preparation work and legal clarifica-tions. About two years of negotiations

were needed before this contract wassigned.

The clear separation of electrical asset

management and transportation busi-ness requiresan adequateinterfacemanage-ment. Thecontrol of the processrequires in-

vestments indata acquisi-

tion, handling and reporting. The pay-back achieved is full transparency onprocesses and costs, clarity on effi-ciency and payback on investments.Cross subsidy can no longer disguiseinefficiency.

What is the best model forservice co-operation?There is no one fits all model in theservice market. The optimal model canonly be created in close co-operationbetween service provider andcustomer, taking market environment,

political influences andstrategic considerations intoaccount.

To create a successful serviceco-operation, the best ap-proach is to take reference

agreements and work out acontract based on experienceand already working models.Combining ABBs experienceand references in service con-tracting on all levels, frommaintenance to asset out-sourcing, together with thecustomers service strategy

leads to a custom made service agree-ment.

Essential for successful co-operation isthe definition of required outputs. Incase of a standard maintenance contractthis is straightforward. There is, how-ever, a clear trend towards introducingincreasingly output focused KPIs as abasis for reward schemes. This allowsthe service provider flexibility on theintroduction of new and improvedmethods and processes for increasingefficiency, while at the same time main-taining or improving reliability andavailability.

In order to ensure perfor-mance and continuousimprovement, KPIs andbenchmarking are used.

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Lifetimedecisions


Pierre Lorin

Optimizing lifetime costs for transformersthrough informed decisions

Ageing assets, rising energy demand, andthe need to deliver without outage are issuesfacing utilities and industries around theworld. At the same time, financial constraintsdemand an increased return on investmentover reduced maintenance budgets and spend-ing.

These apparently contradictory demands canbe met through optimized asset management.This, in turn, requires accurate and reliablemodels considering both technical and economi-cal criteria. ABB provides a service portfolio

furnishing this precise life-cycle analysis and theassociated technological support.

A computer-based evaluation of different scenariosmodeling different fleet management, maintenanceand replacement strategies over longer periods oftime can tell decision makers such facts as, whenmaintenance is more economical than replacementand how much has to be invested and when.

Investments can be planned, lifetime costs ofequipment made transparent and decisionsbased on informed fact.

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O ver the past decades, asset relateddecisions were primarily based onaccumulated experience. Capital expen-diture was mostly trigged by a fastgrowth in energy demand and powerassets were replaced by new and morepowerful installations long before their

reaching the end of their useful lifecy-cle. In todays rapidly changing envi-ronment, however, with its severe tech-nical and financial constraints, assetsmanagers must base their strategic deci-sions on reliable and precise facts toconvince decisions makers.

One of the most frequent issues re-ported by transformer owners is the lackof reliable information on asset condi-tion and the difficulty in defining im-provements that are justified from both afinancial and technical point of view.

The service portfolio presented inthis article is a combination of severalproducts that provide both utilities andindustries with the following advan-tages:

It offers a clear understanding of thecondition of the transformer fleet andaccurate information on possiblerisks associated with every unit.

1

It has the ability to draw alternativeasset management scenarios basedon the companys strategy and thecondition of the fleet.It can define actions to be taken foreach specific asset and evaluate pay-back or net present value for each

scenario, considering technical andeconomical aspects.It can implement defined actionsby using efficient maintenance andrepair technologies.

Understanding the status of theassets: condition assessmentCondition assessment is a key ingredi-ent for every asset management survey.It provides the base for any sounddecision .

A statistical approach based on interna-tional data on transformer reliability canbe useful as a first step in estimatingmaintenance and investment budgets.However, ABBs experience shows thateach unit must be considered individu-ally so that user can decide whether itshould be maintained, relocated, retro-fitted or replaced. ABB provides suchassessments for a fleet of transformersor for individual units.

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ABB has developed a modular approachto meet different expectation levelsdefined by the end-user in terms of population size, level of informationrequested and available budget.

The assessment methodology is based

on three steps:

Step 1: Fleet screening:Quick scanning of a large population(20200 units) using easily accessibledata such as unit name plate data, oiland dissolved gas in oil data, load pro-file and history of the unit.

This first step provides higher-levelmanagement and asset managers withan overview of their assets. It gives rele-

vant inputs for maintenance or invest-ment budget strategy.

It is also used to select units that mustbe further investigated either becausethey are of strategic importance orbecause their status is critical.

Step 2: Condition assessment Here, experts focus on a smaller numberof units (10 to 20) identified during step1. Experts use modern design rules and

Overview of ABB service portfolio for transformers.1

Safe + environmentally friendly Asset at performance levelOn-time delivery

Smooth hand-overProven

Safe + environmentally friendly Trouble-free operationMaximized asset availability

Low operating cost (LCC)Planned & optimized investment

Reduce outage programGet more out of aged assetsExtend life expectancy

Optimize capital expenditure

Transport/haulingErectionCommissioning

Training

DiagnosisControl/monitoringConditions/risk/life assessmentEngineering supportFinancial package

Spare partsCondition enhancementRefurbishmentRepair & retrofitEnd of life management

Born healthy Live healthy New lease of life

A B B

s o

l u t i o n s

E n

d - u s e r s

n e e

d s

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tools to evaluate the original design. Ad- vanced diagnosis tests [1] are performedto assess each of the principal propertiesof the transformer in a structured way:Mechanical status, thermal status (ageingof the insulation), electrical status of theactive part and the condition of the ac-cessories such as tap changer(s), bush-ings, over-pressure valves, air-dryersystem, pumps and relays.

Taking into account the results of thisassessment, ABB defines the action forimproving the reliability of every unit.

This part of the survey benefits asset,maintenance and operation manage-ment. Valuable inputs strengthendaily decision making with factual sup-port and explanations: Such inputs canbe a list of spare parts to be kept instock, a prioritized list of on-site mainte-nance measures, proposals to relocateunits, decrease their load, repair orreplace them.

Step 3: Expertise The number of units to be further ana-lyzed is typically limited to two or threeout of a population of 100 units. Inter-national experts using state of the artsimulation tools are involved.

This third module within the assessmentprocess provides accurate informationto the end-users engineering manager,for example when a transformer needsto be overloaded, nominal power or

voltage rating increased or lifetimeextended.

2

Maximizing the benefits at eachmanagement levelThe modular assessment [2] provides

valuable inputs to end-users at differentmanagement levels to ensure a high reli-ability and availability of installed assets.It reduces risks of unplanned outage,defines the right maintenance strategy

and associated budget, improves theefficiency of maintenance investments by focusing on the right assets and opti-mizes capital expenditure by postponinginvestments. These data can also be usedfor discussions with insurance compa-nies, aiming to setup the most appropri-ate insurance contract for the fleet.

Mechanical

Winding Arcing Heating 95

Tank OLTC heating 80 Aged oil Bushing 70

Arcing Thermometer 50

Silicagel 40

25

15

10

Unit # Electrical Thermal Accessories Overall Actions

TFO 2

TFO 5TFO 1

TFO 6

TFO 3

TFO 7

TFO 8

TFO 4

Visual inspection and repair in factory / rewinding

Repair on site and OLTC overhaulOil regeneration/ filtration and advanced diagnosis/change HV bushing

Exchange TopOil thermometer/ on line monitoring of DGA

Exchange silicagel

Standard maintenance actions and controls

Standard maintenance actions and controls/10 % overload capabilities

Standard maintenance actions and controls/15 % overload capabilities

Flowchart of ABBs approach to asset management.3

Asset management approach

Economicbenefit

Economic riskanalysis

Historicalreview

Designanalysis

Conditionassessment

Replacement MonitoringContingency

controlRepair &upgrades

Maintenance

Lifeassessment

Rehabilitationoptions

Economic based action alternatives

Result of a condition assessment survey (step 2: Normal evaluation) on eight transformers.2

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Economical analysis for pay-back ofmaintenance actionsThe result of a condition assessmentsurvey is a ranking of the transformerpopulation according to the evaluatedreliability of the unit. Priorities are thendefined to take corrective or preventiveactions on the most critical units to im-prove the overall reliability of the fleetand reduce costs associated with therisk of unplanned outage.

Priorities are driven by technical consid-erations related to the condition of theunits but also by the overall strategy of

the company that owns the assets. Sev-eral asset management scenarios are

therefore possible. An important criteriadirectly linked to the strategy of the as-set owner is to minimize the life cyclecost of the assets or the total cost of ownership.

For the condition assessment to provide more value to the end-user, and tosupport decision makers in defining

which scenario is financially more at-tractive for the asset owner, ABB devel-oped an economical model in coopera-tion with large utilities. This evaluateslifecycle costs of a transformer fleetover a given period [3]. The model

can also be applied to an individualtransformer.

The model takes into account four cate-gories of costs related to the cost of ownership over the lifetime:

Investment costsMaintenance costsOperational costsCosts of failure risk

The lifecycle costs caculation uses theformula . The criteria used in such aneconomic analysis also indirectly con-sider the following:

Safety Condition of the assets

AgeOperation condition

Availability Maintainability EnvironmentalEnvironmental legistationRisk (consequential costs at fault)

Comparative investment scenarios andsensitivity studies can be run by varyingthe replacement year or maintenance of the unit. For each scenario, the softwarecomputes the associated net present

value.

An optimization routine can also beused to automatically minimize the lifecycle costs of the population. The soft-

ware outputs a list presenting the opti-mum time to provide maintaince or re-place the individual transformers ortransformers groups.

The method permits two levels of inves-tigation. A first approach that principally benefits asset managers provides ageneral view of fleet maintenance costsand forecasts the capital expenditure forthe requested time frame (for example,2004 to 2034). The condition of eachunit is integrated in a generic way basedon statistical evaluations. The softwareuses curves published by CIGRE, pre-senting the reliability of transformers

versus their age.

The second approach principally bene-fits maintenance managers. The soft-

ware calculates the net present valueof the whole population of transformersdepending on the specific condition of each unit and the specific maintenanceactions selected to improve their condi-

5

4

where C A = cost of apparatusCE = cost of erectionC1 = cost of infrastructureCP M = cost of planned maintenanceCCM = cost of corrective maintenanceCOP = cost of operation (load and no-load losses)COO = cost of outagesCR = cost of refurbishment or replacementCD = cost of disposal

LCC = C A + C E + C 1 + S + ( CP M + CC M + CO P + CO 0 + CR ) + C Dn

0

Software to evaluate costs and benefits of maintenance actionsor renewal of transformers.

5

Lifecycle costs calculation.4

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tion [4]. The method is alsoapplicable for a single trans-former. This more detailedapproach assumes that theuser knows the mechanical,thermal and electrical condi-tion of the transformer

(which can be taken from anearlier condition assessment).

The maintenance managercan then evaluate differentmaintenance scenarios andobtain an evaluation of thepayback of planned mainte-nance actions. The novel as-pect of the method is that notonly maintenance costs areconsidered but also economi-cal benefits linked to the im-pacts of maintenance on thereliability.

To illustrate the benefit of such a survey, the results of astudy made by ABB for aSwiss utility are presented.

A condition assessment study and economical survey weremade. The population studiedis composed of 50 mediumsize (5 to 250 MVA, 50 to

240 kV) network and genera-tor step-up transformers. Theaverage age of the populationis 29 years.

Three maintenance scenarios were considered:1-No maintenance, except the

very basic and mandatory actions such as fixing oilleakage or changing theair-drying compound.

2-Light maintenance: basicmaintenance plus oil andgas analysis, oil filteringand drying, periodic on-load tap changer overhaul.

3-Heavy maintenance: midlife refurbishment after 15 to30 years in service (depending onthe condition of the unit definedthrough the condition assessmentsurvey). The transformer is untankedto permit work on the active part,complete check, electrical connec-

tions and winding block clampstightened. If necessary, the oil isregenerated and the active part dried.Besides work on the transformeritself, bushings, tap changer andother accessories are checked andcorrective actions taken.

For each of these three sce-narios, the optimizationprocess was run to comparethe costs of the individualstrategies. The graphs showthe capital required per yearfor maintenance and replace-

ment during 25 years of oper-ation.

The present net value of thecosts of operating, maintainingand renewing the fleet over a25 years period varies fromc 1.5 m to c 3 m dependingon the scenario selected. Inthis specific case, refurbishingthe transformers after 15 to30 years (depending on theircondition) is the soundestscenario economically.

Implementation of the main-tenance action plan: Mainte-nance and repair technologyDepending on the condition as-sessment, the following correc-tive actions can be considered,evaluated and implemented:

Refitting of gaskets, oil pro-cessing, oil regeneration, dry-ing of active part to improve

the general condition of thetransformer and reduce theageing process.

Retightening connections of the active part, adding newshielding, cleaning the contactsof the off-load tap-changer toimprove electrical performance.

Reclamping the windingsand the core, checking thecleats and lead structure toimprove the mechanical con-dition of the unit.

Overhauling the on-loadtap-changer, maintaining thebushings, the cooling system,the fans, the pumps, the relaysto increase the reliability of

the accessories and thus of the trans-former.

Besides the traditional maintenance andrepair techniques in use, some newtechnologies adopted by ABB should bepointed out:

6

3.00

2.50

2.00

1.50

1.00

0.50

0.00 I n v e s t m e n

t s ( m i l l i o n

c / y e a r

)

Years

Scenario 1:No maintenance. Net Present Value = c 4.5 m

Scenario 2:Light maintenance. Net Present Value = c 3.8 m

Comparison of maintenance scenarios.6

2 0 0 2

2 0 0 4

2 0 0 6

2 0 0 8

2 0 1 0

2 0 1 2

2 0 1 4

2 0 1 6

2 0 1 8

2 0 2 0

2 0 2 2

2 0 2 4

2 0 2 6

2.50

2.00

1.50

1.00

0.50

0.00 I n v e s

t m e n

t s ( m i l l i o n

c / y e a r

)

Years

2 0 0 2

2 0 0 4

2 0 0 6

2 0 0 8

2 0 1 0

2 0 1 2

2 0 1 4

2 0 1 6

2 0 1 8

2 0 2 0

2 0 2 2

2 0 2 4

2 0 2 6

Scenario 3:

Heavy maintenance. Net Present Value = c 2.2 m0.700.60

0.50

0.40

0.30

0.20

0.10

0.00 I n v e s t m e n

t s ( m i l l i o n

c / y e a r )

Years

2 0 0 2

2 0 0 4

2 0 0 6

2 0 0 8

2 0 1 0

2 0 1 2

2 0 1 4

2 0 1 6

2 0 1 8

2 0 2 0

2 0 2 2

2 0 2 4

2 0 2 6

Exchange Revision

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Pierre Lorin ABB Transformers

Geneva, [email protected]

References:[1] A. Fazlagic , M. Perkins, P.Lorin: Transformer life assessment and advanced diagnostics as tools in pro-active and advanced risk asset management,

Seventh European Electric Steelmaking conference, Venise, Italy, May 2002.[2] K. Carrander, L. Pettersson L. Melzer, N. Fantana, P. Lorin: Methodology for life assessment on power transformers,TRAFOTECH-2002,

Sixth International Conference on Transformers, 2425 January 2002, Mumbai, India.[3] C. Bengtsson, J-O. Persson, M. Svenson: Replacement and refurbishment strategies for transformer populations, CIGRE 2001, Dublin.[4] P. Boss, Th. Horst, P. Lorin, K. Pfammatter, A. Fazlagic, M. Perkins: Life Assessment of Power Transformers to prepare a rehabilitation based on a

technical-economical analysis, CIGRE Paris Conference Paper 12106, 2002 Session.[5] O. Berg, K. Herdlevar, M. Dahlund, K. Renstrm, and al: Experiences from on-site transformer oil reclaiming, CIGRE Paris Conference Paper 12103,

2002 Session.[6] R. Albuquerque, J. C. Mendes, R. Marcondes: On-site Repair of a HVDC Transformer, CIGRE Paris Session 2004.[7] J. C. Mendes, R. Marcondes: On-site Tests on HV Power Transformers, CIGRE Paris Session 2004.[8] P. Koestinger, E. Aronsen, P. Boss: Practical experience with the drying of power transformers in the field, applying the Low Frequency Heating

Technology (LFH) CIGRE Paris Session 2004.[9] R. Marek, JC. Duart, V. Sitte, J. C. Mendes, S. Therry and al: Power Transformer Refurbishment: The Benefits of Hybrid Insulation, CIGRE Paris

Session 2004.

On-line oil regeneration [5] demonstra-bly has technical and economical ad-

vantages when applied to old transform-ers with aged acidic oil. The process ismore environmentally friendly than oilreplacement and shows a much betterefficiency over a long time period.

On-site repair [6] using high voltage on-site testing capabilities [7] and a very efficient on-site drying method is an at-tractive approach to transformer repairin remote locations where transportationis difficult and costly. This approach hasbeen used by ABB in several countries(especially in South America 1)) on morethan 100 transformers and shunt reac-tors. It is praised by end-users as a highquality solution and has already savedutilities and industrial users millions of dollars; reducing for example the lead-time to repair a transformer by two

weeks, so saving 0,5 to 1 million US$ inlost production per day.

A low frequency heating system [8] isnow also a proven solution for dryingtransformer active parts much faster

without compromising quality. The re-maining moisture content of the solidinsulation is typically below one per-cent. The drying time can be less than

half of that for a traditional hot oil and vacuum process. Lead time reduction when drying a wet transformer or re-pairing a failed unit on site presents sig-nificant owner benefits.

Last but not least, facing an increasingdemand from end-users wishing to in-crease the power of their existing units,

ABB proposes a concept for boostingexisting transformers by rewinding thecoils with Nomex high temperatureinsulation material [9]. As a result, life-

time and reliability are significantly increased. Besides the cost advantagegains on the unit itself, side benefits

worth consideration include: lowerenvironmental impact than scrapping,no construction needed to prepare thesite (the footprint remains identical) andthe lower weight compared to a con-

ventional unit.

ConclusionThe integrated and modular approachpresented here supports the decisionprocess of transformer owners inchoosing between maintenance andreplacement.

On a long term and strategic level, asignificant benefit of such a study givestop management a clear picture of themaintenance and renewal investmentsrequired over the next twenty to thirty

years to provide the required asset relia-bility and availability. It provides solidinformation to compare different asset

management strategies and choose theapproach that best supports the overalltechnical and financial strategy of thecompany. A program to extend the life-time of aged units will, for example,postpone investments in new units andso improve the cash flow of the com-pany.

In a medium term time perspective, as-sets managers obtain input on makingbest used of maintenance or replace-ment budgets. Funds can be allocated tounits that show the best return on in-

vestment while reducing technical andenvironmental operation risks.

In the short term, the method allows themaintenance manager to quantify thebenefits of each maintenance action andthereby optimize decisions consideringtechnical and economical aspects.

The benefits of the integrated serviceportfolio developed by ABB for trans-formers aims to support transformerowners in optimizing their lifetime assetmanagement strategy to minimize costof ownership. New technologies devel-oped to improve service quality andreduce asset downtime are made avail-able through an impressive network of locally based service experts. State of the art tools, highly qualified expertsand an efficient organization allow

ABB to deliver services in more than100 countries with an impressiveresponsiveness.

The portfolio can easily be combined with other service solutions from ABB

to serve all kinds of power equipment.

1) See also pp 5962 of this issue of ABB Review Special Report

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The evergreenstrategy

Marina hrn, Claes Rytoft, Tommy Carlsson

For power grid operators it pays to keepequipment and knowledge up to date

In the wake of the major power outages in North America andEurope, reliability is once again the watchword in the electric powerindustry. The utilities and other organizations charged with over-seeing regional power grids are re-examining how they manage thecomponents that make up their systems. Supervisory Control andData Acquisition (SCADA), Energy Management (EMS) and Distribu-tion Management Systems (DMS) are all of particular interest,especially from an ongoing maintenance standpoint. As a leadingglobal provider of SCADA/EMS/DMS functionalities with its NetworkManager system, ABB has developed a comprehensive serviceprogram aimed at maximizing the performance of these criticalsystems while reducing overall lifecycle costs.

In the wake of the major power outages in North America andEurope, reliability is once again the watchword in the electric powerindustry. The utilities and other organizations charged with over-seeing regional power grids are re-examining how they manage thecomponents that make up their systems. Supervisory Control andData Acquisition (SCADA), Energy Management (EMS) and Distribu-tion Management Systems (DMS) are all of particular interest,especially from an ongoing maintenance standpoint. As a leadingglobal provider of SCADA/EMS/DMS functionalities with its NetworkManager system, ABB has developed a comprehensive serviceprogram aimed at maximizing the performance of these criticalsystems while reducing overall lifecycle costs.

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The Brain of the Power GridIf the physical transmissionsystem is akin to a body, thenNetwork Manager is itsbrain and central nervous sys-tem. Its functionalities areembodied in highly complex

monitoring and control sys-tems with a variety of specificapplications, all working tokeep power flowing and topreserve the balance betweengeneration and consumption.If a problem occurs here, itcan affect the entire grid.This was illustrated by the

August 14, 2003 outage in theU.S. and Canada, where oneof the contributing factors tothe blackout was the failureof an EMS component known as thestate estimator. As reported by the New

York Times, In the 65 minutes during which a sequence of power failures built up to a cascading blackout the regional [grid managers] took no active steps to stop the progression, largely because they were unable to see the full extent of it.

The implications of even minor mal-functions in these systems can be far-

reaching. Fortunately, new computertechnologies have done much to pre-

vent such problems from occurring andto mitigate their effects when they do.However, this is a double-edged sword:

As programs grow more complex, thehigh-tech systems that preserve the in-tegrity of the grid also become increas-ingly susceptible to the vagaries of soft-

ware. Not surprisingly, power systemoperators are placing a higher premiumon service contracts than ever before.

When it comes to performing brainsurgery, its best to have an expertnearby.

Service as a system componentGiven the critical nature of SCADA/EMS/DMS systems, its not surprisingthat ongoing maintenance agreementsmake up an integral part of the productas a whole. Indeed, in terms of impor-tance, service agreements can be

viewed as on par with the hardwareand software they support.

Traditionally, however, these systemshave been supported by a case-by-caseapproach to software maintenance.

While the service agreement mightcover call centers and similar user-sup-port functions, the program itself wouldremain largely unchanged over thecourse of its life, save for bugfixes orother minor code changes required tokeep it running according to the origi-nal specifications. If the customer

wanted to add new functionality, he

would mostlikely haveto pay forit throughcostly changeorders. Inpractice, thisapproach hasled to a situa-tion in which the gap between theneeds of the customer and the capabili-ties of the system grows wider overtime until it reaches a point where it be-comes necessary to replace the systementirely.

Under the traditional service model, thefocus is primarily on supporting theuser. This is an important and necessary function, but neglects the ongoingmaintenance of the product itself.Given the pace of technological ad-

vance, this can render a SCADA/EMS/DMS system outdated within a few

years and obsolete after ten years. A wider maintenanceconcept includes keepingpace with available technolo-gies and matching systemcapabilities to meet customerneeds.

The evergreen approachThe alternative to serialchange orders is to have soft-

ware upgrades built into themaintenance agreement. This

way, the customer pays a reg-ular and predictable amountand in exchange is supportedby an ongoing upgrade regi-men. The vendor adds newfunctionality, streamlinesprocesses and makes other

enhancements to the software. The cus-tomer is assured the most up-to-datesystem.

compares the evergreen approachto a more traditional method withlarger but fewer steps. This is theessence of ABBs approach to service.The overarching objective with this so-called evergreen model is to extendthe life of the Network Manager system

while preserving its value along the

way. Thereare severalspecific bene-fits, most of

which havedirect eco-nomic impli-cations for thesystem owner.The following

sections describe these briefly and provide simplified breakdowns of the as-sociated cost savings (the qualificationof cost is specific to each power com-pany).

Access to expertsThis is probably what first comes tomind when one talks about support:system experts made available by the

vendor either from the factory or on-site. Applying the expertise of theseexperienced individuals significantly reduces the time it takes to solve agiven problem.

1

In terms of importance,service agreements can beviewed as on par with thehardware and software theysupport.

F u n c

t i o n

Release

The evergreen approach to upgrading as compared to amore conventional method with fewer but larger changes.

1

evergreen approach conventional approach

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Assuming:10 full time employees are working with the system (operators, engi-neers, service people, etc).The average cost of these employeesis $100k per year.Having access to experts will save

15 days of work per year for theteam.

The system operator can expect to save:10 people $100k/year 15/200 days/year = $75000/year

Guaranteed response timeDepending upon the parameters of agiven maintenance contract, the vendoris committed to providing assistance

within a given timeframe. The sooner aproblem is addressed, the less down-time the customer experiences and theless it will cost. The large savings poten-tial lies in keeping the supply linesopen, which in turn keeps revenueflowing. However, additional savingsare also readily available:

Assuming:The system operator can save72 hours/year in downtime under thegiven maintenance scheme.The given system has a value of

$3 million.

The system operator can expect to save:72 hours/year $3 m /8760 hours/year = $25000/year

Preventive maintenance extendssystem lifeThis is perhaps the most straightforward

example of the benefits of a good main-tenance program, and indeed is repre-sentative of ABBs overall approach toservice. Smaller investments in mainte-nance over the life of the system willnot only extend the life expectancy of that system but also avoid larger, un-

planned expenditures along the way.and show the value of this approach.For this example, we will focus on the

value of extending system lifespan.

Assuming: A new system would require an investment of $5 million.6% interest rate.Preventive maintenance will delay theneed for a new system by 3 years.The old system is depreciated.

The system operator can expect to save:$ 5m 6% 3 years = $900000 overthree years or $300000/year

Evergreen service model retains systemvalueThe examples above do not considerthe option of maintaining the currentsystem under a true evergreen agree-ment, in which upgrades keep the cur-rent system functionally competitive

with a replacement system. Viewed

from this perspective, additional savingscan be realized.

Assuming: A new system would require an investment of $5 million.That new system would be paid off over the course of 5 years.The old system is fully depreciated.

2

1

The system operator can expect to save:$5m in new system cost / 5 years =$1 m / year

Functional additions at lower cost Any SCADA/EMS/DMS system, no mat-ter how state-of-the-art at the time of

installation, is bound to require addi-tional functionality over the courseof its life. As noted earlier, the costsof making these upgrades under achange order regime can be very costly. See .

Assuming:3% of the System Value ($5m) willbe added as New Functions every

year.The cost for implementation willincrease by 20% per year for an oldsystem after one year.

The system operator can expect to save:3% $ 5m 20% x (31) years =$60000 in year three

Additional benefits of evergreenserviceEmployee turnover and training costsare well documented. Having a func-tionally up-to-date system in place canreduce these costs by reducing the rate

of turnover thereby maintaining systemexperience. There are also less quan-tifiable benefits to retaining quality employees. Their experience, built upover years of working with the system,can be the difference between findinga problem in its early stages and dis-covering it when it already is causing aserious system disturbance.

3

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Avoiding manual operation,another advantage of theevergreen approach, is de-sirable for several reasons.The cost of human interven-tion to otherwise automatedprocesses cannot be over-

stated. In addition to the im-mediate cost of re-allocatingresources, the organizationmust also incur the opportu-nity cost of what those indi-

viduals are not working on while they are dealing withthe crisis at hand. Lack of experience in dealing withemergency situations is onesignificant example of theimpact manual operation canhave. This deficiency is miti-gated to some extent by training using simulatedevents.

Another advantage associ-ated with the application of an evergreen service modelto SCADA/EMS/DMS systemsis the flexibility to handlechange, which is designedinto more modern systems.This is of particular impor-

tance as more of the worldsenergy markets undergo re-structuring, placing greaterdemands on grid operatorsto keep pace with the impactof shifting power market economics.Utilities that apply the most advancedtechnology

will be betterpositioned toadapt to oper-ationalchangesbrought on by changes inmarket struc-tures.

Finally, developing an ongoing rela-tionship with a vendor allows the oper-ator to influence the futuredevelopment of the software. Throughuser groups and interactions with the

vendors staff, they can provide usefulinput as the next generation of the sys-

tem is planned and developed. They can also gain valuable insights by shar-

ing their ex-periences

with fellowusers. ABBhas workedhard to fosterthe growth of a vibrant usercommunity,and its usergroup meet-

ings are an important source of information for the company and cus-tomers alike.

ABBs evergreen experienceLaunched two years ago, ABBs ever-green service model for Network Man-

ager has been adopted by major utilities around the

world. In Europe, where theconcept was first introduced,many of ABBs customershave signed on to the serviceincluding:

BKK (Norway)Elkraft System (Denmark)Interelectra (Belgium)Gteborg Energi (Sweden)Gvle Energi (Sweden)

More recently, Network Man-ager customers in otherlocations have seen the valuein having an ongoing up-grade program and havesigned evergreen mainte-nance contracts. CFE, theMexican national grid opera-tor is one example. ABB im-plemented the worlds largestmulti-tier SCADA/EMS systemfor them in 1999. Last yearthe company signed a four-

year service contract to en-sure the system remains state-of-the-art.

The economics of the ever-green service model are hard

to refute, as evidenced by the experience of the systemoperators who have appliedit. As the reliability imperativetakes on an even higher

profile, this approach is well suited tosupport grid operators around the

world.

Marina hrn ABB Utilities

Mannheim, [email protected]

Claes Rytoft ABB Power Technologies

Zrich, [email protected]

Tommy Carlsson ABB Network Management

Vsters, [email protected]

The flexibility to handlechange is of particularimportance as more of theworlds energy marketsundergo restructuring.

$

Time

Basic support enhances system lifetime.2

No support agreement

Basic support

Enhanced Lifetime

$

Time

Cost-comparison of functional additions under differentmaintenance schemes.

3

System value

Compared with an old system it is easier to updatea modern system with new functions

a

a

Functional additions Evergreen system Original system

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Call Doctor

Switchgear!Lifecycle health care of high voltage installations assuresthat your power system will keep on running withoutunwanted interruptions or sudden re-investments.Carl hlen

Any equipment, once installed, will age and ultimately reachobsolescence but its remaining useful life does not only depend onlyon its age. It also depends on factors such as usage, maintenance andeconomical considerations. ABB has access to a vast pool of knowl-edge on current and legacy switchgear and is supporting this withexpertize, spare parts and upgrading solutions.

Doctor Switchgear personifies this unique resource and competencebase. ABBs switchgear healthcare package supports equipmentthroughout its lifetime and makes sure it operates at the reliabilitythe customer expects, from the first day to the last.

Retrofit and refurbishment can further protect the customersinvestment by extending the equipments life expectancy and adaptingold installations to meet modern standards. Equally important isknowing how, when and where to intervene. ABB offers fleet and

lifecycle analysis and proposes appropriate and cost effectivemeasures.

Any equipment, once installed, will age and ultimately reachobsolescence but its remaining useful life does not only depend onlyon its age. It also depends on factors such as usage, maintenance andeconomical considerations. ABB has access to a vast pool of knowl-edge on current and legacy switchgear and is supporting this withexpertize, spare parts and upgrading solutions.

Doctor Switchgear personifies this unique resource and competencebase. ABBs switchgear healthcare package supports equipmentthroughout its lifetime and makes sure it operates at the reliabilitythe customer expects, from the first day to the last.

Retrofit and refurbishment can further protect the customersinvestment by extending the equipments life expectancy and adaptingold installations to meet modern standards. Equally important isknowing how, when and where to intervene. ABB offers fleet andlifecycle analysis and proposes appropriate and cost effectivemeasures.

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ABBs product and system heritageis unmatched in the industry and

draws on more than 100 years of expe-rience in the field of high voltage andhigh current technology. The company has actively participated in and con-tributed to some of the major break-throughs in high voltage technology such as HVAC and HVDC. It deliveredhigh voltage equipment to the first400 kV system, the first 765 kV systemand the first HVDC system in the world.The companys first Gas Insulated

Switchgear (GIS) was delivered in the1960s. Today this range includes instal-lations of up to 800 kV. ABB is also theabsolute dominating supplier of highcurrent systems for generators.

This historical journey hasgiven ABB an unsurpassedexpertise as well as an im-pressive number of installedhigh voltage products. AirInsulated Switchgear (AIS)for 72 800 kV includingcircuit breakers, instrumenttransformers and surge ar-resters are in operation inmore than 100 countriesaround the world. Some of these installations are stillfully functional after run-timesof more than 40 years .GIS, equally spread aroundthe globe, covers the rangeof 72 800 kV and is amore modern technology

1

although some early installations arealready 3040 old. One important issuein managing AIS and GIS high voltageproducts is identifying the right time tohand over tothe new gen-eration.

The answerdepends onmany aspectssuch as theoriginal

design, the operating and environmen-tal conditions and the importanceof the installation. However, it alsodepends on service performed from theoriginal commissioning, on regular

maintenance and life extending retro-fits. ABB continues to feel responsibil-ity for equipment in the field long afterdelivery. Naturally, rapid support is

provided inemergencies,but the com-pany sees itstask also in abroader per-spective todevelop serv-ice strategies

to prevent problems occurring in thefirst place.

ABB is committed to providing firstclass service throughout the product

life cycle for new as well aslegacy products of olderbrands (ASEA, BBC, ITE,

Westinghouse etc.).

ABB acts fast, simply andprofessionally using globaland local ABB expertise fromservice centres and factories

whenever and whereverrequired.

ABBs goal is to providecomplete product & servicepackages ensuring customersatisfaction throughout thelife cycle of the equipmentand to initiate retrofit, re-placement or renewal whenneeded.

Reliability concerns both theperformance of the specificfunction as well as the abilityto withstand stresses withoutfailing.

Development of breaker technology.1

SF6 Puffer & Auto Puffer Breakers

Bulk Oil Breakers

N u m

b e r o f c o m p o n e n

t s a n

d m a i n t e n a n c e

Air Blast Breakers

Minimum Oil Breakers

SF6 Double Pressure Breakers

1950 2000

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Our common goal:ReliabilitySwitchgear reliability is anessential component of sys-tem reliability and continuousenergy supply. Reliability concerns both the perform-

ance of the specific functionas well as the ability to with-stand stresses without failing.Instrument transformers mustaccurately measure voltageand current. Circuit breakershave to open and close asrequired. Surge arresters haveto protect high voltage equip-ment against voltage tran-sients. Reliability equals high quality products plus high quality service.

ABB designs and manufac-tures high voltage products instate-of-the-art factories, which all apply the same global design and modularconcept to allow easy configuration of products to meet individual require-ments. On-line monitoring of severalapplications minimizes maintenance cost.

However, the performance and reliabil-ity of an installation also depends on

how it is installed, operated and main-tained.

The unavailability (down time) of an in-stallation depends on four main factors:

MTBF = Mean Time Between FailureMTTR = Mean Time To RepairMTBM = Mean Time Between

MaintenanceMTTM = Mean Time To Maintain

Unavailability = MTTR/MTBF +MTTM/MTBM

Reliability centered design and mainte-nance of high voltage products is fo-cused on minimizing downtime and dis-ruption of the power system. The mod-ular design strategy, with fewer but

higher quality components,stringent testing and state-of-the-art manufacturing guaran-tees maximum quality at deliv-ery. Furthermore, technicalassistance and commissioningfrom certified field service

engineers is assuring correctinstallation.

Call Doctor Switchgear! ABB high voltage equipmentis known for quality and lowfailure rates. When a faultdoes occur, however, MTTR isminimized through fast re-sponse and spare parts deliv-ery through ABBs service cen-ters. Stocking strategic sparescombined with some producttraining reduces the MTTR even further.

New products are designed to minimizemaintenance, and if recommended pro-cedures are followed, overall down-timeis minimized. Condition monitoring forcondition-based maintenance is alsoavailable.

Many utilities are outsourcing theirmaintenance and service. Doctor

Switchgear is ABBs name for its uniqueresource and competence in high volt-age technololgy. Doctor Switchgear ispersonalized by a senior expert who

will work with the customer in the field

Life Cycle Service.2

New Installation

Retrofit Kit

Replace UnitRepair Part

Renew Bay

Life Extension Risk assessment

Maintenance Commissioning

Current and voltage stresses.3

High Altitude

V o l t a g e

C u r r e n t

Time Time

Externalpollution

Switchingovervoltage

Lightning

overvoltage

Temporaryovervoltage

Normal operatingvoltage

Normal operatingcurrent

Temporaryovercurrent

Short circuitcurrent (peak)

Short circuitcurrent (rm s)ti ti

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and has all the back-up needed fromglobal service centers. ABB can providecustomized life cycle service forevery installation from day one. Thiscan be tied with extended warranty forthe equipment and can be seen ashealth insurance with the advantageslisted below.

The well-know bathtub curve showsthat the majority of equipment failures

occur during the initial phase of opera-tion and at the end of its lifetime. High

voltage equipment will, like everythingelse, age and finally become obsolete.Individual electrical , mechanical andenvironmental stresses cause installa-tions of the same type to age differently.Shifts in system parameters such asshort circuit current also affect equip-ment lifetime.

ABB can assist customers with an assess-ment of installed equipment and rec-ommend actions for retrofit, replace-ment/refurbishment or renewal of thecomplete installation. A first assessmentis based on a scorecard using predefinedinspection criteria. From this a risk as-sessment is made which identifiesinstallations to be investigated further.The total risk derives from reviewingall possible events and combining theprobability of every event occurring withits associated consequence. ABBs Doc- tor Switchgear can assist with the more

4

3

2

detailed health check and proposeservice measures in a three step process:

Level 1 Fleet screening: Inspection andmeasurement conducted on live equip-ment in order to screen the completeinstalled fleet or selected installationsbased on age and importance.

Level 2 Condition assessment: After riskanalysis, the focus narrows to an identi-

fied problem area, which has to be dis-connected for an in-depth inspection.

Level 3 Implementation: After selectingthe suitable strategy (retrofit, replace-ment or renewal), the switchgear is dis-connected and the work performed.

Life Cycle Service A Life Cycle Service approach offersa reliable, fast and simple way to safe-guard the performance of high voltageassets. Different aspects of this serviceare:

Repair: Worldwide around the clockemergency response through a combi-nation of service centers and localizedcustomer support, which also provide

emergency spare parts for rapid repairfor a large range of products.

Retrofit: Life extension kits consisting of new parts, which may involve upgrad-ing to restore and uprating to exceedoriginal parameters.

2

Complete installation and commissioningPeriodical check up with reportHot line with help desk functions, 24 hours a day, every day of the year.

Around the clock on-site service with express trouble shooting and replacement parts.

Not only is the current and past ABB product line fully supported, but ABB has the design infor-mation, expertise and technical records from manufacturers such as the old ASEA, Brown Boveri,Calor Emag, Gould, ITE, and Westinghouse. Millions of documents, drawings and instructionsare stored in files reaching hundreds of meters in protected areas. With these records, ABB canassist in selecting the best remedy. ABB provides OEM (original equipment manufacturer) spareparts and life extending retrofit kits.

Customer advantages of life cycle service on equipment:

Visual inspection, Analysis, Action.

4

Step 2: Risk analysis and expertdiagnostic of critical stations

and or equipment

Step 1: Visual inspectionwith score card

Step 3: Selection and implementatof corrective action retrofit,

replace, renew

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Replace: Complete refurbishment serviceincluding remanufacturing or replace-ment, removal and scrapping of the old

unit and installation of the new unit inthe old location.

Renew: Rethinking the layout with anew solution for the completeswitchgear bay using state of the arttechnology engineered to fit into thesame or smaller space.

GIS has proven to have a high reliability with minimal maintenance as no partsare exposed.Conventionaldisconnectorshave, fordecades, beenused in air-in-sulatedswitchgear toisolate break-ers for mainte-nance. But these disconnectors havealso turned out to be a source of fail-ures and require substantial mainte-nance. ABB offers a replacement with-

out exposed disconnectors based eitheron live tank breaker technology (com-bined disconnection circuit breaker) or

dead tank breaker technology. (PASSmultifunction hybrid switchgear). Thesesolutions require a significant smallerarea and can normally be installed inexisting substations.

Knowing exactly what to doThe first important step towards areliable network is selecting the rightequipment for the right application.

ABB offers support through applicationguides andexpertise. Thenext step is tohave theequipmentcorrectly in-stalled andcommis-sioned. Many deregulated

utilities have been downsizing and aretherefore outsourcing this competencearea. ABB provides instruction manualsand training but can also tailor differ-

ent Made by ABB services to match theneed of the customer. Service opera-tions based throughout the world

can help with the commissioning testsor take a turnkey responsibility, includ-ing the disposal of the old equipment,or any variation of these.

Installation: An ABB field service engi-neer is present during the installation toensure that this is done correctly.

Commissioning: An ABB field serviceengineer is on-site for equipment com-missioning tests.

Turnkey installation: ABB is responsiblefor the installation of the equipmentthrough the commissioning test.

Turnkey Replacement: ABB is responsi-ble for the removal and recycling of theold equipment and installation of thenew through the commissioning test.

Knowing exactly when to interveneThe primary goal of maintenance is toprevent failures and preempt degrada-

5

The primary goal of mainte-nance is to prevent failuresand preempt degradation asquickly and safely as possi-ble and at the lowest feasiblecost.

Your ABB service network.5

ABBLocal call centreservice hot line

24/7/365

ABB customersLocal ABB

representative= Your personal

interface to ABB

Product Service Centre(s) Own product service policy Legacy product policy Spares & warranty Kits & replacement units Documentation Specialists & application Training & certification Emergency response Global service functions

(Planned & emergency)

Local/ regional service contact Respond to all service needsLocal/ regional service centre Certified service engineers Local emergency spares Local service functions

(Planned & emergency)

inside.abb.com

Products & services:e-tenderinge-orderinge-learninge-library

Contact network

www.abb.com Product information Service information Who to contact

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tion as quickly and safely as possibleand at the lowest feasible cost. Themain objective of maintenance pro-grams is to optimize the functionality of the switchgear. Maintenance programsgenerally need to be planned on a cus-tomer-specific basis. There are basically

three different maintenance principles:Time based maintenance (TBM)Condition based maintenance (CBM)Reliability centered maintenance(RCM)

Maintenance procedures for ABB high voltage equipment are recommended inthe product manual.For equipment in continuous operationbut available for planned periods TBMis suitable, but not necessarily always: abreaker used for capacitor or reactorswitching is operated frequently andsoon reaches thousands of cycles.Other breakers may only operate onceor twice per year. Condition basedmaintenance consequently providesbetter judgment for what is needed and

when.

With reliability centered maintenance,the consequences of a failure are addi-tionally evaluated. RCM is the rightamount of maintenance for the right

equipment at the right time. Unfortu-nately RCM sometimes is reduced to afourth principle: No maintenance. Thisis the least desirable option and leadsto costly disturbances in the long run.

Knowing exactly where to focusKnowledge and experience are requiredto define an infrastructure investmentstrategy that sustainably operates at re-quired performance levels while mini-mizing costs. Such an asset managementstrategy includes:

Ensuring high reliability and avail-ability to avoid loss of revenue.Extending the lifetime of existing in-stallations to avoid large investments.Optimizing performance to increaserevenue.

Some issues must be assessed duringthe ageing process of high voltage infra-structure: Is spare parts availability guar-anteed? Is safety endangered? Are in-

vestment budgets limited? Must outage

measures. The goal is to optimize thetechnological, safety-relevant, economi-

cal, andecologicalaspects.

Knowingexactly howto stay young

ABB designsand delivershigh voltageproducts for

almost every application anywhere in the world. Its equipment is tested for the

rates be minimized? Are maintenanceactivities too costly? Have the systemratingschanged? Arethere ecologi-cal issues tobe addressed?Have stan-dardschanged?

The completedesign of theinstallation must also be assessed toreview possible upgrading or uprating

ABB has the most compre-hensive expertise in the indus-try based on over 100 yearsof experience. This knowl-edge and experience is avail-able to customers through itsservice network.

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most stringent conditions and standards.High voltage switchgear operates in ex-tremely cold climates, tropical heat,dusty deserts, seismic regions, ocean-fronts, crowded cities and polluted in-dustrial areas. Switchgear is designed forgenerator-, transformer-, reactor-, capac-

itor-, filter-, cable- and line switching,measuring and protection. Solutions forHVDC and HVAC up to 800 kV are inservice. ABB has the most comprehen-sive expertise in the industry based onover 100 years of experience. Thisknowledge and experience is availableto customers through its service network.Selection: The first important step is toselect the right product for the applica-tion. ABB provides application andselection guides as well as applicationexpertise.

Configuration: ABB high voltage prod-ucts can be configured to meet specificrequirements. The customized design isstored in the ABB e-business systemand ensures speed, simplicity and qual-ity for each order.

Operation: Operating and maintenanceprocedures are recommended inproduct manuals and service trainingcourses. But the depreciation of equip-

ment depends on operating and envi-ronmental conditions. Here, ABB ad-

vises different solutions from point-on- wave switching to integratedswitchgear modules.

Assessment: ABB assists with the screen-ing of high voltage equipment based ona defined risk policy and scorecardas well as proposals for life extension,migration and replacement with newtechnology. This may include testing of switchgear using state-of-the-art equip-ment for travel curves, finger printing,dynamic resistance measurement, in-frared measurement, gas and oil sam-pling etc. On-line condition monitoringequipment is also offered. ABB can ad-ditionally provide complete asset man-agement studies.

Knowing exactly which partto useThe policy of ABB is to maintain aninventory of emergency spare parts for

4

Carl hlen ABB High Voltage Products

[email protected]

immediate shipment. Not only is thecurrent and past ABB product line fully supported, but ABB has the designinformation, expertise and technicalrecords from manufacturers such as theold ASEA, Brown Boveri, Calor Emag,Gould, ITE, and Westinghouse. Millions

of documents, drawings and instruc-tions are stored in files reaching hun-dreds of meters in protected areas.

With these records, ABB can assist inselecting the best remedy. ABB pro-

vides OEM (original equipment manu-facturer) spare parts and life extendingretrofit kits fitting the original design.

ABB can manufacture replacementproducts at short notice or pull themfrom existing production in order assistcustomers quichly when a serious fail-ure has occurred.

Knowing exactly who will do the jobField commissioning, overhaul & repair

work is performed through ABB servicecenters with certified personnel. ABB isfurthermore committed to premier train-ing solutions for the high voltage equip-ment industry. A variety of trainingpackages are available for customers.These packages range from coursesconducted on a specific breaker in thefactory to specific job or general train-

ing at the customers site. Standardcourses typically cover general theory,application, assembly, installation, com-missioning, operation, testing, mainte-nance and troubleshooting.

Knowing exactly whom to contact ABB provides a contact network forcustomers providing quick, simple andreliable service. Customers reach thehigh voltage and dedicated service con-tacts through the contact us pull downmenu of the www.abb.com page.

ABB service centers have access to aninternal around the clock service hotlinesupporting all products. ABB represen-tatives can access tendering and order-ing tools and confirm availability andinventory.

Knowing exactly why to do businesswith ABB

ABB is the largest manufacturer of high voltage products today and has been for

more than 100 years. ABB has a broadexpertise but also a considerable re-sponsibility for the impressivels boadbase of installed products.

The ABB service offering includes:Installation services from commission-

ing to turn-key delivery as well asde-commissioning and turn-key re-placement and re-cycling of obsoleteequipment.Corrective services utilizing ABBsunique spare part inventory for newand legacy products and our world

wide service network to support ourcustomers around the clock.Preventive services are recommendedin product manuals. Maintenance andoverhaul periods depend on a com-bination of operating duty, system &environmental conditions and age.

ABB recommends that overhaul iscarried out by its licensed service ex-pertise and using original parts to en-sure best performanceValue added services includes ABBsDoctor Switchgear assessment andadvice on how best to modernize areswitchgear to fit customer needs.Retrofit and upgrading kits for lifeextension, one to one replacement of critical parts or complete renewal of

the switchgear.

ABBs goal is to ensure satisfied cus-tomers throughout the product life cycleof the installation and initiate retrofit,replacement or complete renewal whenneeded. We will act fast, simply andprofessionally utilizing the global andlocal ABB expertise wherever and

whenever required.

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Co-habiting with 220 kVtransmission lines has mostly

been for the birds. Techniqueshave been developed, however,

for humans to safely work onthe high voltage transmission

lines when live. The ability to providemaintenance services without shutting

down the line has many benefits to thenetwork owner such as less requirement

for line redundancy and no discontinuityin the electricity supply. ABB has trainedexperts to handle this work high above and

carefully isolated from ground zero. NewZealands national electricity grid owner,Transpower New Zealand Limited, hasawarded ABB with long term contracts formaintaining transmission assets.

A BB Ltd in New Zealand provides itscustomers live line maintenance servicesfor high voltage transmission lines. Thoughlive line capability is an essential tool inthe modern contractors arsenal, and is per-ceived as a modern concept, its roots areas old as the high voltage transmissionindustry itself.

By using live line techniques to main-tain transmission line infrastructure,circuits and transmission lines are ableto remain in service while mainte-nance tasks are carried out. This isa major advantage to transmission

Live maintenanceof high voltage transmission lines

Rob Silcock

Safety is paramount

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asset owners because less redundancy isneeded in the transmission network.Electricity consumers who are suppliedby spur lines (single circuit supplies typ-ically in rural areas) also benefit fromlive line work. They do not suffer theinconvenience of a cut in their electric-

ity supply every time maintenance iscarried out on their supply lines. Giventhe high cost of transmission lines andthe impact that transmission lines haveon the environment, there is a majoradvantage in being able to avoid dupli-cation of assets purely for maintenancepurposes.

History of live line maintenance inNew ZealandNew Zealands national electricity gridowner, Transpower New Zealand Lim-ited, has been carrying out live linetransmission line maintenance since1989. At that time a major insulationreplacement program was undertakenon the inter-island HVDC link from Ben-more power station in the South Islandto Haywards sub-station in the NorthIsland. Because the inter-island transmis-sion link is such a critical component of the New Zealand electricity grid, the de-energized alternative to live line mainte-nance for this project was untenable

the circuits would have been required tobe out of service for between two andthree months to complete the work.

Since then, live line maintenance hasbecome commonplace on the NewZealand Electricity

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