What is outage management planning?
An Outage is a period where there is unavailability of power maybe due to some operations or when the equipment that is supposed to complete the supply is closed down. Outages needs to be managed so that it should be effective during its execution. It will require conduction of a formal review of the former outage, identification of the lessons learned, Identify outage constrains, commit to detailed planning, schedule outage tasks or jobs, prepare matrix, conduct risk analysis, and then execute the outage (Lenahan and Lenahan).
Trans Power outage and the plan scope.
Transpower has a total capacity of 14500 MVA. Is a state owned firm that supply electricity in New Zealand. It was formed in 1994 and its head quarter is in Wellington City.
Trans Power outage planning is managed by a team of Grid Asset Operations Outages Planning and co-ordination ("About outage planning | Transpower"). This team focuses on Managing operational risks by providing information that is timely, identifying risks, analysing risks, mitigating risks, managing risks, and managing outage impact information. This team is also responsible of producing an outage plan that overs a period of two years. They ensure that they collaborate with the Stakeholders and the Work planners to roll up a two year outage plan. The plan is developed with the consent of the stakeholders and fully agreed ("About outage planning | Transpower").
Grid Asset Operations Outage Planning & Co-ordination Team, is concerned with proper co-ordination of outages effectively. This ensures that it maximizes assets availability while at the same time minimizing impact to customers. They are also in charge coordinating outages effectively by gaining agreement to variations that are in the plan ("About outage planning | Transpower").
The team ensures that the outages are optimized by integrating with delivery planning and collaborating with other key players interested with the project. In addition, the team is responsible for assessing outages requirement, its scheduling, and agreement to optimize outages. They also take responsibility of ownership of the end to end process of the outage ("About outage planning | Transpower").
Lastly the team plans grid access. They lias with stakeholders i.e. for maintenance, service providing, systems operation, customers and other projects. This team achieves plan rigid access by distributing operational switching and the required access in a timely manner ("Annual Regulatory For The 12 Months To 30 June 2013").
Transpower Annual operating Costs.
The Transpower operating expenditure was $254.1 million. They also spent $271.3 million for allowances in the year 2012/2013. The reflected allowances were underspend against the projected allowance expenditure of $ 279.8 million because of the less expenditure on the grid maintenance during that planned year. This can be attributed to improved cost control, proper planning and job vetting together with detailed reviews and work prioritization ("Annual Regulatory For The 12 Months To 30 June 2013").
Estimated operational costs of this outage as a percentage of annual costs.
Generally the performance of network in the year 2012/2013 clearly outperformed the projected targets. But still there was a slight impact on interruption. The number of outage events greater than 0.05 system minutes were 12, the number of outage event which recorded higher than 1 system minute was 2. Unplanned HVAC unavailability of the circuit was 0.032 percent. While unplanned HVDC unavailability of bi-pole was 0.684 percent. Adding this figures it is clear that, the total outage for this company in the year 2012/2013 was 7.62 system per minute.
If we can compute the time so that we can get the percentage cost for the outage it can be seen that these outages costed Transpower 0.000133 % of the total expenditure in that year.
Major outage Impact.
There were two major impact that were greater than one minute. This included interruption of several supply points in Hawkes bay. This was due to trip of transformers. It took a total of 2.42 system minute for the service to resume. Another instance was the interruption at Cambridge. This lasted for 2.23 system minutes. The Incident was attributed to the fact that there was a failure of an insulated support, which gave rise to flashover between busbars. In total these event caused a total outage of 4.64 system minute. Computing in terms of revenue lost we get an approximate of $7.6 hundred.
What a 7 day unplanned outage might cost?
Transmission revenue for year was $861 million. This was higher compared to the previous year of 2012 by $136 million. To get how much revenue they collected per minute, we computer the total revenue divided by total number of minutes in one year. There is approximately 525,600 minutes in a year. If we divide the total revenue by the minutes we can find the revenue per minute which is gives approximately $1,638.13. The total revenue loss due to outage is $12482.54.
If this was to happen for seven days, we will have to compute the number of minutes in a day, multiply by the number of day to get the total number of minutes in a week, and then multiply with the revenue collected per minute to get the total loss.
Total number of minutes in a week (7*1440) =10,080
Total Sum of revenue lost during this the seven day (1,638.13*10.080)= $16,512,350.40.
Work cited
"About outage planning | Transpower." Transpower.co.nz, 2013. Web. 15 Nov 2013. <https://www.transpower.co.nz/about-us/industry-information/outage-planning/about-outage-planning>.>.
Lenahan, Tom and Tom Lenahan. Turnaround, shutdown and outage management. Oxford: Elsevier/Butterworth-Heinemann, 2006. Print.
Palmer, Doc. Maintenance planning and scheduling handbook. New York: McGraw-Hill, 2013. Print.
Unknown. Annual Regulatory For The 12 Months To 30 June 2013. Wellington: Transpower, 2013. E-book.
