Professional Documents
Culture Documents
Utilities
By
Don Angell
ComEd Statistics
Peak 24 GW
3.4 Million customers
5000 feeders
800 substations
5,200 miles of 765kv thru 69kV
Cost Containment
Cost Reduction
1970s
Late 80s
Time
Profit Centers
Business Models
Return on Assets
Opportunity Driven
Holistic approach to costs
Measures
Overall Revenues
Life Cycle Cost Analysis
Return on Investment
Performance measures
(i.e.. Reliability indexes,
operational performance etc.)
2000-2002
Future
Asset Management
Is it Important?
Results of 1999
The ICC and City of Chicago hired
consultants to evaluate everything ComEd
did and is doing.
Corporate imagine severely damaged
Estimated cost of new facilities 200 M+
Loss of management - multiple re-orgs
Low employee moral
Lessons Learned
Asset management was not implemented correctly
Lack of focus
Poor analysis of data
Cost reduction was done incorrectly
Processes
Procurement
Installation
Operation
Maintenance
Technology
Risks
Costs
Tactical management
Specific programs for equipment types
Results in Generating work tasks
Strategic Management
Dollar Vs Risk
Capital Economics
Optimization of the facility
Cradle to grave
O & M Economics
Short - term value
Repair to repair
Tactical Management
Performance Vs. Work Task Generation
Specific Maintenance Programs that
produce work tasks
Oil analysis
Power Factor Testing
Online monitoring
Monthly inspections
Overhauls
Spare parts
Safety
Legal
Failed Equipment
Economics - cost more to repair or maintain than
replace
Reliability - risk is to great to business (Politics
etc.)
Example
Defective
Equipment
18%
Circuit Breakers
22%
Loss of Supply
5%
Weather
1%
Foreign
Interference
20%
Human
Performance
18%
Example - Tactical
Circuit Breakers
22%
2001
2002
2003
2004
143
128
103
82
2001
2002
2003
2004
466,000
419,000
336,000
268,000
Summary
Key Elements of Asset
Management
Return on Investment - Performance Level
Expected
Strategic Management
Good Tactical Management Programs
Good Business Practices & Processes