Click to edit Master title style OUR TEAM · NTPC Ltd SSTPS NO. OF PLANTS CAPACITY (MW) NTPC Owned...

1

Reengineering of Primary

water dosing system in

Thermal Power Plant.

SSTPS

1

Click to edit Master title style

Copyright © 2016 NTPC PMI All Rights Reserved. 2 Learning @ the speed of business

The future is now !

OUR TEAM

D.K. Saraswat

AGM(C&I)

Narendra Swarnkar

DGM (C&I)

Abhishek Joshi

Mgr(C&I)

2

NTPC Ltd SSTPS

NO. OF PLANTS CAPACITY (MW)

NTPC Owned

Coal 21 40,355

Gas/Liquid Fuel 7 4,017

Hydro 1 800

Renewable energy projects (Solar PV)

12 878

Wind 1 50

Total 42 46,100

Owned By JVs/Subsidiaries

Coal & Gas 9 7,551

Total 51 53,651

3

Singrauli Super Thermal Power Station

THERMAL

SOLAR

HYDRO

2000 MW

15 MW

8 MW

TOTAL 2023 MW

4

3

OUR VISION OUR MISSION

OUR CORE VALUES

To be the World's Leading Power Company, Energizing India's Growth.

Provide Reliable Power and Related Solutions in an Economical, Efficient and Environment friendly manner, driven by

Innovation and Agility.

5


Copyright © 2016 Your Company All Rights Reserved. 6

Section-1 Project Background & Purpose

In this section, we will cover how NTPC ‘does’ project planning,

project identification, and project prioritization.

We will then cover specifics of why this project was picked along

with Goals, Benefits, and Success Measures

4



1.01 Organizational approach to project planning

Identify project that support the strategy

Evaluate and prioritize the project

Select, approve and initiate the project

Review project regularly



1.02 Project identification process.

1 Customer feedback

2 No of problems reported online (SAP)

3 Through Suggestion scheme

4 Various audit

5 Professional meet

6 Current problems in work area

7 Given by management

5



Customer feedback


No of problems reported online (SAP)




Through Suggestion scheme

6



1.03 Project selection process.

1. All projects are characterized into : A,B,C,D,E category.

2. Based on the plant area, projects are assigned in that category.

A 01 Main Plant Boiler

B 02 Main Plant Turbine

C 03 Main Plant Generator

D 04 Off site area

E 05 CHP area



1.03 Project selection process.

S.

NO

`

PROBLEM

CRITERIA

MAX

NO.

A

B

C

D

E

1 Safety 10 7 5 8 4 6

2 Quality 10 6 6 7 8 7

3 Productivity 10 6 7 6 7 5

4 Ease of use 10 6 5 7 6 5

5 Effectiveness 10 7 6 5 5 6

6 Maintenance 10 7 5 7 6 6

Total 60 39 34 40 36 35

Priority 2 5 1 3 4

After assigning projects in A,B,C,D,E category , evaluation and prioritization of the problems are done based on following matrix.

7



1.04 Project selection specific.

Sl.

NO.

Projects

Jury Proj-1 Proj-2 Proj-3 Proj-4 Proj-5

1 Member-1 5 3 2 4 1

2 Member-1 1 3 2 5 4

3 Member-1 5 2 1 3 4

4 Member-1 3 1 5 4 2

Marks 14 9 10 16 11

PRIORITY NO. 2 5 4 1 3

After selection of projects, a committee was formed to evaluate each project on the basis of following matrix : 1) Risk 2) Safety 3) Cost benefit. 4) Customer satisfaction. 5) Quality 6) Gap



1.05 Project goals and benefits.

Project goals Specific measures Additional Benefits

Customer satisfaction

Reliability and safety

Cost

Zero notification from customer about failures

100% information and control in remote for

customer

Equipment down time reduction up to 0% .

Cost saving up to 18 lakhs.

Intangible Cost saving up to 560 Cr.

Brand image Customer loyalty

Learning Mutual respect and

trust

Total quality Plant outage

reduction

Inventory reduction.

Obsolescence handling.

8



1.06 Success measures and criteria identified.

0

20

40

60

Before Executionof project

After completionof project

Gap analysis

breakdownsyearly

Analysis of PSW dosing system found the gap of 50 breakdowns per year which needs to be reduced up to 0 .



1.06 Success measures and criteria identified.

Analysis of PSW dosing system found the variation of the parameter beyond set

limits, resulting in increase in maintenance time.

0102030

BeforeExecution of

project

After completionof project

Gap analysis

Maintenancetime

20

0.67

Specific goal of the project reduced the down time from 20 hr/Month to .67

Hr/Month.

9



2.0 Project Framework/Charter

PROJECT STATEMENT The current system appears to be confusing to customers and it is considered to be a difficult and time-consuming process for maintenance of system. No control and information was available to customers . The re-

engineered system will be simplified and improved for a better value proposition for both the customers and maintenance engineers. It will result in customer loyalty , inventory reduction and huge intangible cost benefits.

PROJECT TYPE This project is a process improvement and redesign effort

ASSUMPTIONS/EXPECTATIONS

PROJECT

SCOPE The following assumptions were taken into consideration while undertaking the project:

1) Thorough knowledge of existing system.

2) Thorough knowledge of Digital control system.

3) Possibility of design and interfacing with new control system.

4) Trained team member on Design and Re-engineering.

5) Availability of drawing ,documents and spares.

IN Scope

Out of scope

1) Change in design. 1) Change in the alarm set values.

2) Change in control system. 2) Change in the Protection set values.

3) Incorporation of additional features 3) Change in existing equipment.

4) Provision for remote operation. 4) Change in power requirement.

5) Provision for auto operation. 5) Change the physical location.

6) Reduction in repetitive failures.

BUDGET (Financial and/or Resource Constraints) 7) Reduction in Maintenance Time .

The project budget was considered on the basis of following :

1. Material Requirement.

2. Man power Requirement.

3. Training Requirement.

4. Stakeholder Requirement.

The above mentioned needs were so far below the actual limits that these were not considered to be

constraints.

8) Use of existing resources.



2.0 Project Framework/Charter (Contd.)

Sr. no

Probable Risk

Solution

1 Whether new changes, will be permitted or not ? We will convince the head of the department through logical drawings.

2 How will we do it ? We will take the help of our existing team and stakeholders.

3 Can it be done in running Unit ? No, We got the opportunity during overhauling of units.

4 Will there be any resistance from Operation ? No.

5 How will we arrange the material ? It will be arranged from internal resources.

6 Will new system interface with existing system ? Yes, The checking of new system will be done offline in simulator.

RISK MANAGEMENT

PROJECT SCHEDULE Start – 01/06/2018 Complete- 02/09/2018

10

Copyright © 2016 Your Company All Rights Reserved.


19

05 Control and information available to customer with reduction in maintenance time

04

Design and Re-engineering of PSW Alkalizer system

No control and information available to customer

03

Maintenance is considered to be a difficult and time-consuming process

02

01 Variation in Generator cooling water conductivity

2.01 Project statement



2.02 Type of Project

This project is a process improvement and redesign effort. The current system was the starting point and will form the basis for the revised system.

Current measuring and control process

process improvement

and redesign effort

Refine and informative

control system

11



2.03 Project Scope

IN Scope Out of scope

1) Change in design. 1) Change in the alarm set values.

2) Change in control system. 2) Change in the Protection set values.

3) Incorporation of additional features

3) Change in existing equipment

4) Provision for remote operation. 4) Change in power requirement.

5) Provision for auto operation.

5) Change the physical location.

6) Reduction in repetitive failures.

7) Reduction in Maintenance Time .

8) Use of existing resources.



22

05

Availability of drawing ,documents and spares.

04

Trained team member on Design and Re-engineering

Possibility of design and interfacing with new control system.

03

Thorough knowledge of Digital control system.

02

01 Thorough knowledge of existing system.

2.04 Project Assumptions

12



2.05 Project Schedule

1 2 3 4 5 6 7 8 9 10 11 12 13

1

2

3

4

5

6

7

8

9

10

Start – 01/06/2018 Complete- 02/09/2018

Time Scale in week SL NO.

Activities

Define the problem

Analysis of problem

Identification of causes

Finding out the root causes

Data Analysis

Developing solutions

Foreseeing probable resistance

Trial implementation Regular implementation

Follow up/Review



2.06 Project Budget (Financial or Resources)

Material requirement 95% materials were used from existing resources. Balance 5% materials which were used are as follows:-

1) Relay (2 no’s) 2) Cables (50 meters)

Man power requirement Trained team members

Training requirement Training on Honeywell Digital control system.

Stakeholder requirement Knowledge of the process and impact of parameter variation on process.

The above mentioned needs were so far below the actual limits that these were not

considered to be constraints

13



2.07 Project Risk management

Sr. no Probable Risk

Solution

1 Whether new changes, will be permitted or not ?

We will convince the head of the department through logical drawings.

2 How will we do it ?

We will take the help of our existing team and

stakeholders.

3 Can it be done in running Unit ?

No, We got the opportunity during overhauling of

units.

4 Will there be any resistance from Operation ? No.

5 How will we arrange the material ? It will be arranged from internal resources.

6 Will new system interface with existing system ?

Yes, The checking of new system will be done

offline in simulator.



3.01 Project Stakeholders

Stakeholders group Who

Approver

Steering committee

Sponsor

Champion

Project Leader

Project Team

Interested party

CGM

Head of maintenance

Head of Business excellence

Group Head

Section head

Functional process experts

1) Maintenance manager.

2) DCS expert .

3) Quality manager

Head of Operation

GM (O&M)

Head of Total quality management

Key customer

1) Operation engineer.

2) Planning Manager.

3) Chemical expert

Head of Chemistry Head of Business

excellence

14



3.02 Project Stakeholders(How are they identified)

Stakeholders I P C POWER IMPACT TYPE IMPACT DEGREE

SUPPORT STRATEGY

have need

CGM X 1 help or derail goal high 4 1 weekly status update

GM (O&M) X x 1 help or derail goal high 4 1 weekly PERSONAL update

Head of Maint. X x 2 help or derail goal moderate 3 2 weekly PERSONAL update

Head of TQM X 2

Head of BE X 3

Group Head X x x 2 help or derail goal moderate 3 2 Daily status update

Section head X x x 3 help goal Daily personal update

Functional process experts X x x 3 help or derail goal moderate 1 4

Key customer X x x 4 Help goal moderate 2 3 Keep informed and get feedback

Head of Operation x 4

Head of Chemistry X 5



CGM & GM

HEAD OF MAINT

GR

OU

P H

EAD

HEA

D O

F TQ

M

HEAD OF BE

FUN

CTIO

NA

L PR

OC

ESS EX

PER

TS

SEC

TIO

N H

EAD

HEAD OF CHEMISTRY

HEA

D O

F OP

ERA

TION

KEY CUSTOMER

3.02 Project Stakeholders(How are they identified)

15



3.02 Project Champion

Key stakeholder Head of plant

Project Champion Head of Business excellence

Head of plant requires periodic updates on progress including copies of working documents for review.

Brand image, Customer Loyalty, Total Quality and Plant outage Reduction is the key for stakeholders.



3.03 Project Team selection

What knowledge or skill sets were determined to be necessary for successful completion of the project? To what extent did the existing stakeholder groups have the required knowledge or skills?

Knowledge/Skill set Project Steering Committee

Execution Team Project Management Group

Process Owner

Domain Knowledge YES YES YES YES

Basic quality tool YES YES YES YES

Leadership skill NA YES YES YES

Communication YES YES YES YES

Project management NA NA YES YES

Decision making YES YES YES YES

Conflict management YES NA YES YES

Team building NA YES YES NA

16



3.04 Project Team preparation

What additional knowledge and skills were brought in to make the project successful?

Knowledge/Skill set Project Steering Committee

Execution Team Project Management Group

Process Owner

Operation. NA NO NA NO

Control system interfacing NA NO NA NA

Before the project started, what specific training was done?

Execution Team Process Owner

Operation. Operation.

Control system interfacing

Control system basics

1) Honeywell DCS system training. 2) Internal workshop on PSW dozing system.

DCS training




Before the project started, what was done to prepare the team to work together as a team?

Activities Details

Set clear purpose and goals which related to the project

1) All the team members were called inside a VC room 2) Briefing was done by Head of plant to all the team members about the goal & expectation related to projects.

Empowering Team Member Team Member were encouraged by Group head to reach out to him over mail incase of any bottle neck in execution.

Role clarification Roles of different team members were clearly set out by the project leader at the start

Expected Reward & Recognition Scheme

Brief details of internal Reward & Recognition scheme was shared with all team members.

Basic Team Building Training Mandatory completion of Team Building Class room training of all the team members

17




What roles and expectations were determined ahead of the project?

Role D M A D V

Sponsor I I I A I

Leader R R R A R

Team Member R R R R R

Process Owners I I I I I

Resource Resource to the team, one whose expertise, skills, are needed

Member Member of team, within the authorities and boundaries of the charter

Informed Interested party, one who will need to be kept informed on direction, findings

Approver Approval of team decisions




Project Steering Committee

1) Set objective & purpose 2) Ensure availability of adequate resources 3) Monitor progress 4) Resolves escalated matter/bottleneck 5) Organize team

Project Leader 1) Chair team meeting and maintain focus on the goal 2) Ensure progress towards the goal 3) Act as a communication hub and as a liaison with management 4) Ensure execution of action items assigned for individual team members 5) Ensure right set of tools & techniques are used

Execution Group 1) Complete all action items assigned on time . 2) Participate in team meetings 3) Communicates ideas and expertise

Process Owners 1) Support team members with resources and information. 2) Participate in project review 3) Share required information with team.

18



3.05 Project Team Routines

Before the project started, what team routines, including communication, were established?

Report Type

Frequency

Day of Publishing

Who will publish

Recipients

Daily Status Report

Daily

Daily Project Leader

Execution group, Project Management group & process owners

Weekly Status Report

Once in a week

Saturday All Stakeholder group

Milestone Reporting

As per agreed milestone date

As per agreed

All Stakeholder group

Co

mm

un

icat

ion

pla

n





Review Name

Frequency

Location Day/Time of Review

Participants

Weekly Review

Weekly

Conference hall

Friday 11 AM-12PM IST

Execution group, Project Management group

Monthly Review

Monthly

1st of Every Month 11AM-1 PM IST


Milestone Review

As per agreed milestone date

As per agreed date 11AM-2 PM IST


Go

vern

ance

p

lan

19





* Recurring meeting invites to be accepted * Be on time for meetings * Provide advance notice of being absent for a meeting * Action points should be closed before the next scheduled meeting * Agenda of the meeting to be shared 2 days before the meeting date

Me

eti

ng

No

rms



4.01 Project Approach

20



4.01 Project Approach

Define

Measure and Analyze

combined

Design Verify.

1) What is the process ? 2) Where is Primary water used ? 3) What is the role of dosing ? 4) How dosing is done ?

1) Types of Problems faced.

2) Quantify the problems.

3) Issues in current method

4) Steps of problem solving

1) Finalization of Phases of design . 2) Implementation of the design.

1) Verify the output before implementation .

TYPE OF PROJECT: Process Improvement/Redesign Effort DESCRIPTION OF PROJECT APPROACH: The project used a typical DMADV process: Define, Measure/Analyze, Design, Verify with Measure and Analyze combined into a single phase.



4.02 Tools used

Define

Measure and Analyze

combined

Design Verify.

1) In frame / Out frame to fully understand the scope.

1) Brainstorming to obtain the suggestion.

Successive draft to refine and verify the design.

1) Draft review to finalize results.

2) Stakeholder Analysis to prioritize stakeholders.

2) Pareto chart.

2) Pilot trial run done to verify the design.

3) Stakeholders Prioritization 3) Cause and effect diagram/ Fishbone diagram.

TYPE OF PROJECT: Process Improvement/Redesign Effort DESCRIPTION OF PROJECT APPROACH:

The project used a typical DMADV process: Define, Measure/Analyze, Design, Verify with Measure and Analyze combined into a single phase.

21



4.03 Tools output

Define

Measure and Analyze

combined

Design Verify.

1) In frame /Out frame / fully understand the scope.

1) Data collection / Measurement to understand the impact of problem

1) Successive draft / refine and verify the design.

1) Draft review/ finalize results.

2) Stakeholder analysis/ prioritize stakeholder.

2) Brainstorming and cause and effect diagram / obtain the suggestion and root causes.

2) PDCA to meet the requirements.

2) Pilot trial run / to verify the design.

4) Stakeholder analysis to prioritization / visuals for above

3) Pareto chart/ For prioritization of the requirement.



4.04 Preparation of team to use tool

Project Champion: An extensive experienced person lead the team through the exercises as part of on-the-job-training for some of the more technical tools and Took care of the following:- 1) removed roadblocks. 2) assigned, defined and aligned roles. 3) developed the core structure of the team. 4) owns the process, guarantees implementation.

Project Member : 1) Workshop for six sigma tools was organized by project champion and hands on knowledge was given. 2) No training was needed for Design and Verify as all members are having more than 8 Years of experience in the field.

22



4.05 Dealing with Project risk

Potential Risk Impact Steps to deal with risk

Experienced staff will leave the project before it is finished

Project Delayed Standby staff was also given training taking into consideration the mentioned risk

Change of organisational management with different priorities.

Project Delayed/suspended

1) Project champion was in continual touch with management to make them aware of importance and results of the project.

2) Cost benefit analysis and project progress with respect to planned activity was made ready .

Hardware that is essential for the project will not be delivered on schedule.

Project Delayed Increase in the cost of the Project

Availability of hardware is Ensured in nearby plants of NTPC



4.05 Dealing with project risk

Potential Risk Impact Steps to deal with risk

There will be a larger number of changes to the requirements than anticipated.

Project Delayed

1) Stand by team will be taken in to consideration.

Results of the project do not perform as anticipated

Project failure.

1) Projects were executed in phased manner and in each phase there is two possible solution and based on PDCA if one didn’t work other will be taken in to consideration.

2) Original design is also kept intact in case of failure of all possible solutions so the system will not get affected.

23



4.06 Encountering and Handling resistance

Possible Resistance Mitigation

Understanding the internal and external resistance Survey was taken and resistance was addressed through dialogue, presentations.

Permissions for modification and redesign. All legal and official permissions were taken.

Drawing and manuals Requirement of old system. Ensuring the availability of old systems drawing and manual.



4.07 Stakeholder involvement

Stakeholders

CGM

Head of maintenance


Group Head

Section head

Functional process experts

1) Maintenance manager.

2) DCS expert .

3) Quality manager

Head of Operation

GM (O&M)

Head of Total quality management

Key customer

1) Operation engineer.

2) Planning Manager.

3) Chemical expert

Head of Chemistry Head of Business

excellence

Involvement

DECISION MAKING

ADMINISTRATIVE

QUALITY / TECHNICAL

TECHNICAL /

IMPLEMENTATION

TECHNICAL / CUSTOMER

24



5.00 Project walkthrough



5.00 Project walkthrough

Define

1. Scope 2. Stakeholders 3. Process

25



5.00 Project walkthrough (Define)

BFP

LPT

BOILER

MILL

HPT

IPT

PLANT OVER VIEW 500MW

OSU 1

OSU 2

MILLS

DRUM

ECONOMISER

REHEATER

ECONOMISER

HPT IPT LPT GENERATOR




GENERATOR

PRIMARY WATER IN LET

PRIMARY WATER OUT LET

NAOH TANK

DOSING P/P

DOSING

MEASURE

LOCAL CONTROL

PANEL

26



51

PSW Alkalizer System: Importance

Low Conductivity of cooling water may cause corrosion in Copper tubes, thereby damaging them.

High Conductivity of water may cause flashover in generator.

Therefore ,PSW System Conductivity should be maintained at optimum value.




52

In St-II (2x500 MW), PSW Conductivity measurement, monitoring

and control system was available through local control

panel.

There was control, Alarm and information available

for operation People at local only. Desk engineer

has to come to local for start and stop of dosing

pump and changing conductivity requirement,

annunciation etc.


LOCAL CONTROL PANEL

52

27



53


LOCAL CONTROL PANEL



54

5.00 Project walkthrough (In frame/Out Frame)

Change in the alarm set values.

1) Provision of remote operation. 2) Provision for auto operation. 3) Reduction in repetitive failures. 4) Use of existing resources.

Change in control system.

Change in design.

Inco

rpo

ration

of

add

ition

al featu

res

.

Ch

ange

in m

easu

ring

Instru

me

nt

Change in the Protection set values

Ch

ange

in p

ow

er re

qu

irem

en

t .

Ch

ange

the

ph

ysical locatio

n

Change in the alarm set values.

Out Of frame

Up for discussion

In frame

28



CGM & GM

HEAD OF MAINT

GR

OU

P H

EAD

HEA

D O

F TQ

M

HEAD OF BE

FUN

CTIO

NA

L PR

OC

ESS EX

PER

TS

SEC

TIO

N H

EAD

HEAD OF CHEMISTRY

HEA

D O

F OP

ERA

TION

KEY CUSTOMER

5.00 Project walkthrough (Define Stakeholder Prioritization)

To the right is the stakeholder prioritization

graphic we introduced earlier.



5.00 Project walkthrough (Measure)

Measure

29




REPITITIVE PROBLEM REPORTED (SAP)




PERAMETER NOT MAINTAIN IN RANGE

30




NO REMOTE ACCESS




SYSTEM: OBSOLESCENCE

31




Problem No.

Pump Trip 60 nos

Hooter blows 120 nos

Conductivity not in range 30 times

Material not available due to obsolescence

10

Total 220 Nos

Datasheet ( 01/04/2017 to 01/04/2018) Data source: Logbook and notifications



5.00 Project walkthrough (Analyze)

Analyze

32



63

POWER SUPPLY 230V AC

RECORDER (LOCAL)

RELAY

CONDUCTIVITY MEASUREMENT

(LOCAL) PROCESS

DULCOMETER (LOCAL)

RESET SWITCH

ACKNOWLEDGE

SWITCH

LOCAL START

SWITCH

TANK

LOCAL

PID CONTROLLER

P/P

DOSING PUMP

PROTECTION LOGIC IN RECORDER

P/P TRIP

HIHI CONTACT FOR PUMP TRIP

TO CONTROL ROOM FOR DISPLAY

VARIABLE PULSE O/P


Alkalizer System: Detailed Analysis



64


33



65

Malfunction of measurment

USER EQUIPMENT

DESIGN MATERIAL

Improper training

Lack Of Awareness

Design Factor

Confined Space

Improper Purging

Pump Damage

Low Transport Water

Pump Run Without Water

lube Water Using For Other Work

Obsolesence

Pump Run Dry Pump Break Down

Poor Pipe Quality

Mounting Problem

Pump Suction Chocked

P/P piston Jam

System Design

Unavailability of spare

Movement

Design Criteria Confined Space

Foreign Material Obstructed

Less Skill

Improper Approach

Fluid stuck in pipe

Frequent damage Pipe

Pump Got Break Down Pump Not Take Start

Transport fluid Inadequate

MudDeposit

Cable loosness

Defective Diaphragm

Card problem Pump Discharge Chocked

Different Kind Of Use

Pipe Rapture

PipeStuck-up

No Start provision in control room

Pump not available

Pump Break Down

Maintenance Problem

Design Criteria

Lack Of Awareness Lack Of Awareness

Electrical Problem

Pump Chocked Due to foreign material

Problem in PSW dosing system

No auto start provision

Hooter problem

CAUSE & EFFECT DIAGRAM




66

Sl. No. Reason No of problems %

A USER

11 5%

B EQUIPMENT

33 15%

C MATERIAL

44 20%

D DESIGN

132 60%

TOTAL 220 100%


PARETO CHART

34



67

Y - Axis

MATERIAL DESIGN USER

100%

90%

80%

70%

60%

50%

30%

20%

10%

40% 9

3

6

0

20

60%

EQUIPMENT

No

. of

Pro

ble

ms

20% 15%

5%

80%

2

90%

Cause and Effect

PARETO ANALYSIS

PARETO CHART



Copyright © 2016 NTPC PMI All Rights Reserved. 68 Learning @ the speed of business

The future is now !

Obsolescence

Regular Failure

Unsafe

Local Access

Non Availability of Spares in market

Regular Retuning required in

maintaining Conductivity

Non Availability of Pump related

Annunciation

No Remote access to Retuning as

well as Pump Operation

RELEVANT CAUSES


35



5.00 Project walkthrough (Design)

Design



70

Phases of Design

Detail Analysis of Old Hardwire System

Compatibility of old system with existing DCS studied.

Interfacing issues were resolved

Logic was prepared to take care of all sub controller functions: 1.PID Controller 2.A/D converter 3.Frequency generator 4.Interfacing with Field devices

Remote Access given in UCB:

1.Remote Start/Stop

2.Protection Trip

3. Annunciation

Phase-I Phase-II Phase-III


36



71

DCS

PROCESS

TANK

P/P

CONDUCTIVITY MEASUREMENT

(LOCAL)

PSW Alkalizer System: DDCMIS Logic




GENERATOR

PRIMARY WATER IN LET

PRIMARY WATER OUT LET

NAOH TANK

DOSING P/P

DOSING

MEASURE DCS

ALL CONTROL AND INFORMATION

AVAILIABLE TO REMOTE OPERATOR


37






5.00 Project walkthrough (Verify)

Verify

38



After Implementation results are verified by trends.





Continuous monitoring of device

failure for 07 days

Found Zero failure

39



5.02 Project solution validation

Sap notification reduced to zero in last three months. Fit and forget concept.

Before After




Parameter are with in range

Before After

40




Interfaced with latest control system to cater to obsolescence

No inventory required for control system.



5.03 Project Solution justification

Cost required to procure latest Primary stator water dosing system:-

Refer :- Budgetary offer

Installation and Material Cost

Cost of Dulcometer Rs.50,000

Cost of Controller Rs.30,000

Cost of Up gradation quoted by BHEL-Haridwar in 2017

Rs.8.1 Lakhs

Total Cost for 1 Unit Rs.9 Lakhs approx.

41



5.03 Project Solution justification

COST BENFIT ANALYSIS

Cost required to implement proposed project solution:-

Two 24Vdc Relays Cable Cost Total Cost Approximately Rs.10,000/-

In terms of cost benefit analysis, implementation of proposed project cost 10 thousand over installation of new system, which

would have cost us 9 Lakhs. Hence, project is justified.



82

5.04 Project Results(Tangible benefits)

This give us net tangible benefit of 8.9 Lack ( implementation of proposed project cost 10 thousand over installation of new

system cost 9Lack)

We have achieved Our GOAL 100% in 1 Unit

implementation.

42



83

The Intangible Benefits in terms of Cost may seem improbable but if proper care is not taken then it may cause huge financial loss in the long run. Some Examples are mentioned below:

1.Wonogiri hydro power plant- Indonesia

2 Roxburgh hydro power plant- NewZealand

These Hydro power plants suffered stator winding failure in generator because of improper cooling due to deposit of oil , dirt and dust blocking the cooling passage.

5.04 Project Results(Intangible benefits)



84

Other examples where Unit had to be shut down for major overhaul because of copper corrosion in generator include:

1. San Onofre Nuclear Generating station – California.

2. Sundance-3 thermal power plant – Canada.

5.04 Project Results(Intangible benefits)

The Alkali shock, which occurs inside copper tubes and generator because of improper conductivity, is not visible immediately but it reduces the plant life drastically in the long run as we have seen in

the examples mentioned in the slide.

43



85

5.04 Project Results

Generator windings repair cost Rs. 113 crores

Unit outage for approx. 6 months

Rs. 135 crores

Generator copper tubes repair cost

Rs. 12 crores

Total Cost per unit of 500MW Rs. 260 crores ( approx)

In terms of intangible results if proper care is not taken to maintain conductivity either by running older system which ultimately affect the generator parameter

and resulting to huge financial loss in the long run



86

5.04 Project Results

Other intangible results are :-

: Increased safety of working person during the maintenance .

: Increased self confidence & moral of team members .

: Improvement in team work .

: Improvement in knowledge sharing .

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5.05 Maintaining the Gains

SL NO ACTIVITY RAW P/P REMARKS

1 Checking of Pump Trip

OK/NOT OK

2 Checking of Hooter blows

OK/NOT OK

3 Conductivity not in range

OK/NOT OK

5 Survey data is collected bimonthly from customer to determine if new changes are needed

DONE



5.04 Project Communication

DETAILED SAVED TO MAINTENANCE

FOLDER

SOP OF MAINTENANCE AND CHECKLIST

PREPARED

INFORMATION CIRCULATED TO ALL

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5.06 Project Communication

DESIGN REVIEW +

TECHNICAL REVIEW +

QUALITY REVIEW

REWARDS AND RECOGNITION

+ INCLUSION OTHER UNITS OF

PLANT

WHO HOW RESULTED IN

CGM

Head of maintenance

GM (O&M)

Head of Total quality mgmt


Head of Operation

Head of Chemistry

Group Head



5.04 REWARDS AND RECOGNITION

46


THANKS

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