Computer system eases field work problems

Among U.S. electric utilities, cooperatives are viewed as bit players. Nationwide, co-ops generate average annual revenues of $7,000 from 5.8 customers per mile of line, significantly lower than the revenues generated by investor-owned and publicly owned utilities. Consequently, when co-ops want to capitalize on new technology, they have to proceed with caution.

When Hoosier Energy, an Indiana co-op, decided to implement a Computerized Maintenance Management System (CMMS) for its distribution and communications networks, it looked at what other co-ops were doing. “We discovered that several, like East Kentucky Power Cooperative and Northern Indiana Public Service Co., had already done our homework for us,” says Planning Engineer Lou Magyar, project administrator for the co-op’s CMMS program. “The customized reliability-centered maintenance (RCM) systems they were creating were very similar to what we were looking to accomplish.”

In January 1998, Hoosier’s field engineers began entering manual inspection reports into Microsoft Access, compiling a maintenance history database that was the first step toward a predictive maintenance philosophy. However, the different inspection, record-keeping and reporting methods that were used in the co-op’s six service areas were creating what Magyar calls “an information management nightmare.”

Hoosier contracted with Corvallis, Ore.-based Digital Inspections for its Cascade CMMS software and set about developing a six-phase implementation plan. Maintenance planning, scheduling and strategy; project planning and management; organizational design; right-of-way clearing; information technology issues; measurement; and procurement services were the key focuses.

Magyar broke the process down into stages — initial goal setting, then process evaluation, which would establish the tools required to accomplish each goal. A diversified four-member core team solely responsible for implementation was created.

Magyar is relying on Microsoft Project to break the implementation process into small pieces and set priorities for a multitude of delegated tasks. Goals are reevaluated during each project phase, and the core team meets weekly to discuss the status of key areas.

Distribution substations were networked in Phase One, and primary transmission stations were incorporated in Phase Two. Phases Three through Six added communications equipment, transmission lines and structures, meter and relay equipment and, finally, right-of-way maintenance.

“We started with distribution substations because we wanted to get the most bang for our buck early on,” Magyar says, pointing out that the largest volume of equipment and the bulk of the maintenance orders are for work at the distribution substations.

Using the new system, field operations workers can call up inspection templates designed to resemble the paper forms they have used for years. During patrol inspections, they can generate work orders at the job site, order equipment, obtain switching orders and, in many cases, proceed with a repair without waiting for administrative processing.

“We felt from the outset that we could realize big gains in efficiency if we could create a system that allowed our engineers and technicians to make database updates and retrieve information from the field,” Magyar says. “It would enable performing and recording maintenance in real time, with the system tracking the entire operation, right down to automatically scheduling the next necessary maintenance cycle.”

An SQL database functions as the enterprise repository for all the collected data. The system automatically updates each site according to its location in the geographical hierarchy. Secure replication of data between the central base station, remote base stations in each service area and every field unit is managed with SQL Remote.

“The objective of our RCM initiative is reducing unacceptable risks and spending maintenance funds where they are most effective,” Magyar says. “The new system will improve our ability to effectively manage our power delivery system and help us get the most benefit from each maintenance dollar.”