pmanifold utility df_iies_workshop_report
TRANSCRIPT
UTILITY MONITORING & DISTRIBUTION
FRANCHISE (DF) - ENHANCING SEB‘SPERFORMANCECoverage Report from IIES Workshop
30th Jan 2011
Co-chair:
Rahul Bagdia, Co-founder pManifold, Head Energy Practice, [email protected]
Murhari Kele, Supt. Engg, MSEDCL, Nagpur, [email protected]
Prabhakar Kukde, Ex. Director, Tata Power, [email protected]
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enabling sustainable growth..
professional people perspire partners
persevere prepare policy process plan price
project potential profit pursue performance
promote progress preserve plural planet
SU
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Industrial Association Partner
Workshop Speakers
Workshop Sponsors Workshop Organizer
www.iies.in
UTILITY MONITORING & DISTRIBUTION FRANCHISE (DF) –WORKSHOP OBJECTIVES & STAKEHOLDERS
Objective of Workshop
• Create an engagement platform for utilities and businesses to understand each others requirements and constraints well to allow a rationale PPP model emerging & scaling -specifically Distribution Franchisee, its Change Management and Co-creation
• Drive importance of Monitoring (Measurements and Analytics) to improve SEB’s performance and paving way for Smart grid in India
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UTILITY MONITORING & DF – WORKSHOP CONTENT AND
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Activities/Topic Speakers
Topic 0: Status quo and impact of DF pManifold Rahul Bagdia(Co-chair)
Co-founder
Topic 1: Issues w/ DF – Utilities perspective MSEDCL Murhari Kele(Co-Chair)
Supt. Engg, Nagpur
Topic 2: KPIs of Utility’s Performance PRDC H.R. Venkatesh Head Marketing
Topic 3: Techno-business Parameterization of
DF (Bidders perspective)
GTL Ltd. Prasad Sutaone DGM
Topic 4: Best practices in DF Implementation
– Techno/Commercial
NDPL Y.S. Butola AGM
Topic 5: Best practices in DF Implementation
– HR/soft issues
NDPL Y.S. Butola AGM
Topic 6: Real-Time Monitoring of Utility sub-
station
Heta Datain Hemant Diddee Founder
Topic 7: Diagnostics & Prognostics in
Distribution Monitoring
PRDC H.R. Venkatesh Head Marketing
Topic 8: R-APDRP implementation – IT,
Automation, AMI
L&T Pratap Dhumale Project Manager
Topic 9: ERP/IT Integration – Smart Grid
Road Map
SPANCO Kamal Maheshwari VP
NEED OF A GOOD PPP MODEL TO EMERGE IN POWER
DISTRIBUTION3/16/2011
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Key issues with Distribution Utilities
• Link from Measurements (MIS) to Effective Distribution Management missing
• Lack of Incentivization
• PSU Organizational Constraints
• No Investment in skill enhancement
• Low Enforcement
• Govt. hindrance & manipulation
• Low Accountancy
All stakeholders potentials constrained
• End consumer not getting reliable, sufficient and rightly priced power
• Generators unable to get guaranteed evacuation of all generated power
• Distributors (Utilities) in losses
• Power Traders do not have predictability
Does Distribution Franchisee with evolving business models has answers to these problems?
• Its only one Delivery mechanism with change in Ownership (an evolved form of Business Outsourcing)
•Underlying phenomenon is Benchmarking Performance and Incentives Alignment of all stakeholders
•Driven by Measurements and Analytics
Revenue –Percentage Based Franchise
Franchise as Subsidiary Company
Employee Run Franchise
Franchise Based on Outsourced Operations
Excerpts from Rahul Bagdia’s @ pManifold presentation @ IIES 2011
CHALLENGES WITH SCALING DISTRIBUTION FRANCHISEE
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Performance Benchmarking of Utilities
•KPIs?
•Baseline?
Rational Process design for a good PPP model
•Rational bidding for Distribution Franchisee through right/relevant & common sharing of information with all bidders
Good Change Management
•Handling Transition well and scale-up faster
Good Performance Monitoring
•Measurements and Analytics driven Decision making
Good System Integration
•Distributed Generation
•Distributed Franchisee
•DSM
•Efficient Power Trading
•Choice to consumers
Excerpts from Rahul Bagdia’s @ pManifold presentation @ IIES 2011
KEY STAKEHOLDERS VIEWS ON OPERATIONALIZING DF3/16/2011
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Performance Monitoring of Utilities is must
• Gauging efficiencies & ranking their performance.
• Establishing goals of performance
• Ensuring cost minimization
• Setting target for improvements
• Finalizing resource allocation strategies
• Regulating the sector especially in incentive regulation & setting rational tariffs
• Ensuring sustenance of utilities & sector in long run.
Excerpts from Murhari Kele’s @ MSEDCL ([email protected]) presentation @ IIES 2011
Stakeholder Concerns Incentives
Utility •Business Performance Monitoring•Quality check on works & material•Timely audit•Transfer of employees•Loosing identity as utility
• Single point control•Reduction in AT&C losses.•No any O&M, Admin. cost & capital cost •Higher recovery of power purchase cost•Monthly fixed revenue/ profit
Franchisee • Surety / confidence about business at starting•Domain knowledge•Handling of Employees of utility•Political & local environment
•No direct monitoring by regulator•Can get access of consumers for 10-15 years•Financial turnaround
Consumers • Fear of tariff increase•No human face •Monopolistic approach•Precursor to privatisation•Harsh treatment by DF
• Reduction in tariff•Transparency in new connection• Will avoid delay in every work•Reduction in load shedding•Good consumers services•24x7 call center & quality power supply
UtilityEmployees
•Transfers•Promotion channel•Reservation•Lack of professionalism•Fear of privatisation•Secondary treatment to utility employees
• Will get more salary•Modern technology update•Best practices sharing•Performance based opportunities.
MISSING INFORMATION SHARING MAKES DF TRANSIENT HANDLING
CHALLENGING – LITIGATIONS, UTILITY EMPLOYEE RESISTANCE, HANDOVER3/16/2011
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Softer Issues on Utility Internal Stakeholders Management to make DF effective
DF Bidding Process and Timelines
• 4 months – Bidding document to selection
• 3 months – Effecting DF operations
• 3 months – Handover formalities
Top Management Understand benefits of DF, but fail to engage top-to-bottom
Middle Management Sandwich between top mgmt. and trade unions
Lower Management Spark exist to support, learn and grow themselves; Fear of privatization
Technical Staff Resistance because of fear of job security based on performance and transfers
Non Technical Staff Resistance to adopt new practices and fear of loosing their importance
Parameters Value Rationale
No. of Consumers HighMore the number of consumers more the revenue and
hence can attractiveness for the franchiseee
Connected Load HighHigh connected load means high consumption and hence
high revenue
Revenue Assessment HighMore the assessment revenue more is the scope of
realisation
Revenue Realisation Low
Collection Efficiency Low
T&D Losses High
AT&C Losses High
Transformer Capacity &
failure rate.High
High transformer capacity shall provide redundancy in the
system and hence can support enhancement in load
immediately
Planned Investment High Makes the area more attractive to the franchisee
To serve the key objective and the basic problem and to
provide franchisee scope for improvement
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Excerpts from Murhari Kele’s @ MSEDCL ([email protected]) presentation @ IIES 2011
BENCHMARKING BHIWANDI & NAGPUR – 1. BHIWANDI HAS SET THE BALL
ROLLING; LESSONS LEARNT @ NAGPUR & TOWARDS IMPLEMENTATION3/16/2011
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Parameters Bhiwandi-TPL Nagpur-CGL & SPANCO
Company Profile TPL, Mehta Gr. in pharma, cable & power
gen. dist. business with Rs. 4000 Cr.
having Lowest T&D losses in the country
@ 10% without load shedding in their
area.
1.CGL, Thapar Gr. In manufacturing business
having 20,000 employees in 8 countries and a
Turnover of USD 3 billion.
2. SPANCO-IT based company, now in BPO,
telecom & Power sector
Area allotted Div-1 & 2 , Cons-1,74,000 MHL,GB,CL Div, Cons- 3.7 Lacs
Agreement Period Ten Years Fifteen Years
Base Year 2005-06 2005-06 for CGL & 2008-09 for Spanco
Input base Single input rate payable to MSEDCL CGL- Separate HT & LT rate payable to
MSEDCL. SPANCO- Single input rate payable to
utility.
Bidding Criteria Consortium of bidders are allowed Bidders to individual capacity was only allowed
Investment/capex Rs.60 Crs was committed by MSEDCL
within five years
CGL-No such commitment was in previous RFP
but SPANCO- Rs.60 Crs were committed in RFP
Achievements •ATC Loss--------------- 58% to 19%
•DTC Failure------------ 42% to 3%
•Accurate Metering-- 23% to 98%
•Load shedding-------- 8 hrs to 3.30 hrs
•Cancellation of Agreement of CGL
•Reprocess of franchisee .
•Winning of second bid by SPANCO
Excerpts from Murhari Kele’s @ MSEDCL ([email protected]) presentation @ IIES 2011
BENCHMARKING BHIWANDI & NAGPUR – 2. FURTHER NEEDED IMPROVEMENT
OF BIDDING CONTRACTS TO SUSTAIN CO-OPERATION & BUSINESS VIABILITY3/16/2011
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Parameters Bhiwandi-TPL Nagpur-CGL & SPANCO
Indexation of tariff Indexation of Tariffs is based on average tariff applicable to all MSEDCL consumers.
Indexation of Tariffs is based on average tariff applicable to all consumers in the Franchise Area
Input Rate No specification in this regard. It was stated in the DFA that 90% of Input rate payable by Franchisee was for purchase/sale of power and 10% for services, such as right to use network.
Reading Meter reading was made the responsibility of the Franchisee
CGL- HT Meter reading jointly by DF and MSEDCLSPANCO- No such provision
Service quality Failure of the Franchisee to maintain minimum service quality due to inadequate network investments was not specified to be a Critical Event of Default for the Franchisee.
Failure of the Franchisee to maintain minimum service quality due to inadequate network investments has been included as a Critical Event of Default for the Franchisee.
Arrears For arrears the Franchisee is required to remit at least 65% of arrears from Current Live Consumers for three months prior to Effective date.
For arrears the Franchisee is required to remit at least 100% of arrears from Current Live Consumers for three months prior to Effective date.
New Connection Such provision was not provided in case of Bhiwandi.
CGL- The Distribution Franchisee shall grant new connections with a connected load equal to or more than 1.5 MVA only after obtaining approval of MSEDCL.SPANCO-Such condition is deleted.
Excerpts from Murhari Kele’s @ MSEDCL ([email protected]) presentation @ IIES 2011
BENCHMARKING BHIWANDI & NAGPUR – 3. IMPROVEMENT IN PERFORMANCE
FROM DF @ BHIWANDI AND SELF ENTERPRISED FROM MSEDCL @ NAGPUR3/16/2011
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Parameter 2005-06 2009-10
AT&C Losses 43.89% 30.47%
DTC Failure Rate
CL 15.12 % 6.27 %
MHL 11.57 % 2.28 %
GB 8.20 % 6.47 %
Load Shedding 5.30 Hrs. Zero
Reactive Power Management
12 MVAr 41 MVAr
EHV Capacity 647kVA 847 kVA
Customer Care Nil CFC,CC
Max. Demand 337 MW 390 MW
Input in MUs 1027.86 1207.79
Billed Units (MUs)573.00 837.54
Demand in Cr. 226.37 434.00
Collection Efficiency
100% > 100%
Parameter On 26th Jan. 2007
On 26th Jan. 2011
AT&C Losses 58 % 18 .5%
No. of Transformers
2254 2611
DTC Failure Rate 42 % 3.05 %
AccurateMetering
23 % 98 %
Collection Efficiency
58.91% 99.16%
Reactive Power Management
Nil 160 MVAr
Modernization of
Power System
Nil Auto Reclosures, EFPS, RMUs, SCADA , AMR
Loading 150 % Balanced
No. of Feeders 46 86
EHV Capacity 550 MVA 1000 MVA
Customer Care Nil Information KIOSK
Consumers Count 1.74 Lacs 2.35 Lacs
@ Bhiwandi @ Nagpur
Excerpts from Murhari Kele’s @ MSEDCL ([email protected]) presentation @ IIES 2011
KPIS FOR UTILITY PERFORMANCE – 1. ONLY RELATIVE
METRICS DOMINANT, NOT TIED TO DIAGNOSTICS OF NETWORK3/16/2011
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KPI Measures/ Causes Interventions
SAIDI - System Average Interruption Duration Index
CAIDI -Customer Average Interruption Duration Index
information about the average time the customers are interrupted
information about the average time required to restore service to the average customer per sustained interruption
• Use of Auto re-closers/sectionalisers based on analysis of faults transient or semi-permanent or permanent • better loading management/use of good quality insulators.• Use of Fault Passage Indicators in 33 kV & 11 kV overhead lines ( & also in U.G cable systems) for both line to ground fault & phase to phase faults will also reduce fault localization & isolation times • Even one midpoint recloser in a over head line will improve SAIDI by over 10% as compared to a sectionlising switch and further improvements of over 50% will come if single pole reclosers are adopted.
Distribution Transformer Failure
• Failure rates over 20 % in rural & 11-15 % in urban areas are seen•Failure reasons may be Ageing, poor quality of insulation/design/manufacture (many times in repaired units),overloading and absence of LV side protection with poor quality of LV network like loose spans/bent poles etc
• Load balancing, Overloading, Maintenance (Trf and LT mains), • Refurbishment, • Protection (Buchholz relay, HT and LT side), • ABC, Lightning Arrestor, Earthing health
Overhead Line Failure Rates per 100 kms(separate for LT & HT)
• Over head line failure rates/100 kms will give a fair comparison between areas and to plan remedial measures including use of Aerial bunched cables for 11 kV & LT lines in wooded areas
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Excerpts from H.R. Venkatesh’s @ PRDC ([email protected]) presentation @ IIES 2011
KPIS FOR UTILITY PERFORMANCE – 2. DYNAMIC UPDATES OF MIS W/ ASSET MAPPING IS ESSENTIAL FOR AN INTEGRATED INTERVENTION
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KPI Measures/ Causes Interventions
SAIFI - System Average Interruption Frequency Index
information about the average frequency of sustained interruptions per customer over a pre-defined area
• Analysis has shown that a mid point recloser in a 11 kV line will improve SAIFI by over 31% ( as compared to a radial system with only sending end breaker)and a 12 % further improvement is possible if single phase reclosing is adopted.
ATC losses clear indicator of utility performanceindicating delivery system losses:• both Technical & Commercial• and collection efficiency
• Software based network analysis will help understand levels of technical losses in 11 kV & LV networks• Measures to be taken like line reinforcement, use of shunt capacitors, feeder bifurcation, use of HVDS, location of new sub-stations after considering load growth & making Cost-Benefit analysis duly considering capital investments needed, LF/LLF, Energy losses saved, cost of capital/energy in the area. • Consumption Analysis of high value consumers (Ice Plants, flour mills, plastic industry) - AMR for continuous remote monitoring• Use of Aerial Bunched cables will reduce theft by direct hooking• Good CTs/PTs in large installations• spot billing using handheld devices & prompt delivery of error free bills to consumer• Suitable bill collection arrangements like cash counters, easy payment kiosks, collection through ECS/bank etc• Prompt disconnection after due date for payment & follow up
O&M Expenses O&M cost/kwhr of energy input • Reduction of DTC failures, • automated remote metering (AMR), deployment of handheld spot billing machines , • better network planning /construction, use of reclosers etc
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Excerpts from H.R. Venkatesh’s @ PRDC ([email protected]) presentation @ IIES 2011
KPIS FOR UTILITY PERFORMANCE – 3. END-CUSTOMER
SERVICE QUALITY IS UTMOST DRIVER FOR PERFORMANCE3/16/2011
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KPI Measures/ Causes Interventions
Customer Satisfaction Index
• Customer O&M Complaints• Percent of new connections given with in 2-3 days or with in time stipulated by Regulator.• Percent of Billing complaints resolved in 1-2 days or time limit stipulated by Regulator.• Percent of supply complaints resolved within a day or as stipulated by regulator.
• periodic survey among different class of consumers area wise will give a feed back on their satisfaction index which can include quality of supply, reliability of supply, MBC related service and regarding new connections.• Record of low/high voltage complaints received in service stations, billing complaints, time for getting new connections, time for restoration of supply when there are problems in service mains, feeding DTC
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Excerpts from H.R. Venkatesh’s @ PRDC ([email protected]) presentation @ IIES 2011
BEST PRACTICES IN POWER DISTRIBUTION – NDPL CASE STUDY, JV OF
TATA POWER AND GOVT. OF DELHI (STARTED OPERATIONS IN 2002-03)3/16/2011
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Strategy:
• Focused CAPEX (Rs. 2500 cr. from 2002-2011) towards :
• AT&C loss reduction (<15%)
• System improvement
• Load Growth
• Information Technology
• Consumer service & IT Interface to be comparable with World Standards
• System Reliability to be comparable with Best Utilities in India
• Performance Orientation through Change Management
• Decentralization of O&M activities / function
• Centralization of Commercial activities / Processes
• Replacement of Old Electro Mechanical Meters by Electronic Meters
• Energy Accounting
Results: <15% ATC losses
Excerpts from Y.S.Butola @ NDPL presentation @ IIES 2011
COMPONENTS OF ATC LOSSES & NDPL USED TECHNICAL LOSSES
REDUCTION MEASURES3/16/2011
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Collection Process Deficiencies:
20. Part Payment by Consumer
21. Non Delivery of Bills
22. Non Payment by Consumer (Defaulters)
23. Premise Disconnected with Dues
Billing Process Deficiencies:
14. Consumer not billed / under-billed
15. Provisional Billing
16. Bills pending for Quality Check (BQC)
17. Bills pending for assessment
18. Meters installed but not appearing in data base
19. Un-metered connections:
(Unauthorized Colonies, JJ Clusters
Street Lights Poles)
Metering Process Deficiencies:
7. Meter (address) not traceable
8. Import / Export Metering Error
9. CT Ratio Errors
10. Stop / Slow / Defective Meter
11. CT Ratio Errors
12. Meters not read
13. Mismatch of Meters
Theft / Unauthorized Use:
2. Direct Hooking
3. Tampering / By-passing of Meter
4. Misuse of Category
5. Use of Multiple Connections - Misuse of Slab
6. Sanctioned Load lower than actual usage
Technical Loses:
1. Iron & Copper losses at
Sub-transmission (66kV/33kV) &
Distribution (11kV & below) Network
Excerpts from Y.S.Butola @ NDPL presentation @ IIES 2011
NDPL BEST PRACTICES - DT LEVEL ENERGY AUDITNG, SMS BASED FAULT MGMT. SYSTEM, INTEGRATED UTILITY ERP ‘SAMBANDH’, PPPS FOR GOOD LEGAL ENFORCEMENT SYSTEM
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• Initiatives in Association with Govt.:
• Constitution of Special Court
• Assistance of Police Force / CISF during EnforcementActivities
• Relocation of JJ Clusters to a new resettlementColony (Sawda Ghevra) for providing better services
• Amnesty schemes for settlement of old disputedcases (DT / DAE etc)
• Decentralised Generation
• 108 MW Combined Cycle Power Plant
• Solar PV Based Power Plant
Excerpts from Y.S.Butola @ NDPL presentation @ IIES 2011
R-APDRP RS. 30K CR. INVESTMENT BY 2012 - REDUCING LOSSES, CONSUMER SERVICE IMPROVEMENT, BRINGING COMMERCIAL VIABILITY, ACCOUNTABILITY AND REDUCING OUTAGES AND INTERRUPTIONS
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R-APDRP Part-A (SCADA and IT)
•IT Infrastructure set up
•GIS based Consumer indexing and asset mapping
•AMR of Substation, DT & HT consumer Meters
•IT applications for customer carecentre, meter reading, billing &collection and Business Process Automation
•SCADA
IT and AMI in DistributionR-APDRP Part-B (Renovation & Modernization)
•Turn-key execution of Electrical Network Infrastructure Projects
•Transformer replacement
•New / revamping of sub stations
•HVDS
•Re- conductoring
•Load bifurcation / balancing
•Capacitor banks
•Mobile service centers
Customer Care Center
Infra at
Office Users desk
Disaster Recovery
CenterAMI, SCADA
& Other Entities services
DATA CENTER
System Study
Design
Data Base Creation
Software Development
Testing
Data Migration
Configuration
IT Infrastructures
Network Connectivity
Metering, Billing & Collection
Connection Management
CRM
Work flow management
Seamless data
AMR Data
GIS & Network Analysis
DW,BI & MIS
Energy Audit
We self Service
SCADA DMS
Key Accelerators for R-APDRP success
•Awareness amongst employees & officers of utilities
•Provision of appropriate Meters & space for AMR devices
•Motivating users for actively participate in implementation
•Adoption in change in business processes and practices
•Provision of basic infrastructure required for IT & Automation
•Top managements active involvement for timely decisions & driving
•Dedicated team, nodal officers and coordinators for implementation
•Secure funding
•Selection of right agencies & resources
•Prompt review mechanism
•Appropriate understanding of project implementation to all team members
Excerpts from Pratap Dhumale@ L&T presentation @ IIES 2011
TECHNO-BUSINESS PARAMETERIZATION OF DF3/16/2011
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DF Capex Investment guiding parameters
• Reduction in AT& C Losses
• Strengthening Distribution Network
• Consumer Relationship Management
• Asset Management
• Improvement in billing and collection efficiency
Transformation through Operational Excellence
Performance Monitoring & Mgmt. crucial
Customer Care & Billing
CRM
Contracts and Billing
Credit Management
Meter Data Management
Advanced Metering
Infrastructure
Validation, Estimation &
Editing
Network Management
Consumer mapping
Network Analysis
OMS / FMS
Operations Management
Asset lifecycle
management
Workforce Management
Excerpts from Prasad Sutaone @ GTL presentation @ IIES 2011
REAL TIME CONTINUOUS DATA MONITORING – HUGE SAVING
POTENTIAL FROM EFFECTIVE MEASUREMENTS TO ACTIONS3/16/2011
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Transformer Loss rises sharply whenReactive Power is negative. This isshown in these graphs.
This is only possible if theTransformer Electrical parametersare monitored every minute, andnot every hour.
Utilities often ignore the importanceof Data Logging in Real Time, and areunable to capture the behavior ofequipment. This leads to error injudgment while analyzing any fault oroptimizing its use.
Transformer loss
v/s
Reactive Power
Transformer loss
v/s
Apparent Power
Excerpts from Hemant Diddee@ Heta Datain ([email protected]) presentation @ IIES 2011
MEASUREMENT & ANALYTICS - IMPORTANCE OF REACTIVE
POWER3/16/2011
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Zero Active Power does not mean thatcurrent is zero. Reactive Power flowneeds to be monitored also.
The graph below show the output of a30 MW Generator feeding the 11 KVbus. Even when the Active Power iszero (circled black), the Current is 16amps and Apparent Power is 4 MVA,due to Reactive Power drawn by theload.
This is again one area where Real TimeData Logging of various Electricalparameters in Feeders can help detect/ design / and safely operate anyequipment.
Real Time Data logging is cheap, andthe cost will be offset within an year.
Excerpts from Hemant Diddee@ Heta Datain ([email protected]) presentation @ IIES 2011
SYSTEM INTEGRATION WITH PEOPLE CRITICAL – 68% OF IT PROJECTS FAILS BECAUSE OF LACK OF CAPACITY BUILDING IN
PEOPLE TO USE IT SYSTEMS
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R-APDRP – Rs. 3000Cr by 2012, one of largest deployment of IT system worldwide
• Change Management critical to transfer skill set from vendors to Utilities
• Machine and people Interfaces to be designed well for easy use by all
Transformation metrics -Systems integration with People (Utilities and end-consumers)
• Customer Service Satisfaction
• Profitability
Benchmarking & competing with World’s Best in Power Distribution
• S.Korea has 2.17% losses within city limits
• 12% ATC losses achievable in Indian situation in 4 years horizon with DF model
Excerpts from Kamal Maheshwari’s @ SPANCO presentation @ IIES 2011
Smart Grid vision for India
• Welcome step from GOI to raise a devoted Smart Grid forum to lay down road map for realistic Indian smart grid
• End key remain to give more ‘CHOICES’ to end-consumer
• Choice of power procured (signaling of differential pricing)
• Monitoring of consumption
• Improved demand and supply matching
• Automatic fault corrections with improved customer satisfaction
PMANIFOLD – GROWTH SOLUTIONS FOR EMERGING BUSINESSES
RESEARCH, ONLINE/OFFLINE STAKEHOLDER ENGAGEMENT & CONSULTING3/16/2011
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• [email protected] (+91 95610-94490)
• [email protected] (+91 99234-46100)
www.pManifold.com
Thank You
pManifold Energy Practice Team
• Smart Distribution
• Energy Conservation
• Green Generation