advanced automation strategies for combined cycle plants...adherence to manual procedures is costly...

Advanced Automation Strategies for Combined Cycle Plants

James Nyenhuis Performance Consultant

Emerson Process Management Power & Water Solutions

Advanced Automation Strategies for Combined Cycle Plants James Nyenhuis July, 2016

[File Name or Event] • Emerson Confidential • 7/22/2016 • Slide 2

Historic Combined Cycle Capacity Factors (%)

• Source Velocity Suite data for CC Prime Movers from 2004 – 2014

• Value shown is average capacity factor of all units reporting in each NERC region

2004 - 2014

http://www.google.com/url?sa=i&rct=j&q=&esrc=s&frm=1&source=images&cd=&cad=rja&uact=8&ved=0CAcQjRw&url=http://www.epa.gov/cleanenergy/energy-resources/egrid/&ei=NDigVaqwPM-4oQTugaOABw&bvm=bv.97653015,d.cGU&psig=AFQjCNFirJrfpeH9PoTOIH1tjp5C85WYig&ust=1436649904179972

Kansas City Tech Seminar • Emerson Confidential • 5/18/2016 • Slide 3

SPP Supply Curve

$17/MWh $29/MWh


SPP Supply Curve @ $4.00 mmBtu/Gas

COAL CC


Continuing Impacts of Renewables and Infrastructure Congestion charges at a node depress the price at that node indicating too much generation at that point Cycling off at night may lead to a large economic benefit -$60/MWh

$0/MWh

-$20/MWh


How Better Automation Can Help • More consistent starts • Reduced fuel use on starts • Increased ramp rates • Duct burners coordinating with ancillary service • Reduced reagent use in NOx control • Better operator oversight of automation activities


Determining Optimal Load Paths

Plants Startup Path

Startup Complete


CC Startup Fuel Variability

X

5X


Leveraging the Full Asset Capability

X

1.5X


CT/HRSG Block Startup Fuel Usage vs. HP Drum Pressure

X

5X


Adherence to Manual Procedures is Costly and Inefficient

o 7FA.03 Turbine at ~100 MW is using around 20 mmBtu per minute o If an operator spends 5 minutes getting the necessary procedure signed off

prior to proceeding on with a startup he has just wasted 100 mmBtu of fuel which equates to around $460 at current gas prices.

100 mm/Btu $460 5 minutes


TASK Determination

First step in implementing the sequence logic is determining what parts of the plant procedures are independent operational TASKS


STEP Determination

Second step in implementing the sequence logic is to determining what the necessary STEPs are associated with each independent TASK


ACTION Determination

The third step in implementing the sequence logic is determining what device level interfaces are needed and turning them into ACTIONs


Full Automation Arrangement


Optimized CC Plant Operation Implemented Using Sequence Flow Charts (SFC)

• Simple flow chart based programming

• Removes operator variability for an optimal start every time

• Powerful building blocks for unit single pushbutton start

• Powerful visual sequence definition and HMI capability


CC Optimization - Hot Start Fuel Reduction Results

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Baseline Host Start Fuel Usage Run 1 Run 2

100%

55% 48%

52%

Run 1 – Optimized startup and Seq on

½ of units

Savings of $8500 per Hot Start

Run 2 – Optimized startup and Seq refined

on ½ of units


Poor Bypass Control Strategies Can Increase Startup Costs and Timelines

By-pass Control Challenges

What did that 80KPPH of steam you just bypassed really cost and

why did we need it?


Model-based Steam Temperature • DMC – Dynamic

Matrix controller • No complex PID

cascade control • Fuel flow and other

disturbances accounted for

• Saturation protection built-in

Saturation protection

From HRSG


Ovation Model-based Steam Temperature Control


Model Based Steam Temperature Control Comparison

Model Based

Load Profile

Benefits • Better control linearization • Actual spray valve coefficient (Cv)

versus stroke relationship – establish installed characteristic

• Correction for valve differential pressure change – ideal for changing steam header pressure with load ramps ‐ especially important with duct burner firing

• Install baseline statistics to provide data on spray valve or nozzle degradation over time

PID Control


Smart CC Unit Load Control Diagram

Model captures GT to ST

firing dynamics

Model captures DB to ST

firing dynamics


APC Applications for Pump Protection & Best Efficiency Operation

• Thermal cavitation - minimum flow (Recirc Valves) • High flow cavitation (Run-out) • Net positive suction head (NPSH)

Minimum flow

Run-out Flow

Best efficiency


BFP

FLOW

RECIRCFLOW

FIC

FE

A

RECIRC FLOW + HEADER FLOW = SUCTION FLOW

TANK

SUCTION FLOW

Σ

MINIMUM FLOWCONTROLLER

HEADER

Advanced Applications for Pump Protection - Minimum Flow Recirculation

• Thermal cavitation during low flow conditions

• Interaction with Drum level control a problem

• Regular operator intervention at low loads leads to loss of revenue

• Ideal candidate for Rule-based control


Advanced Applications for Pump Protection – Minimum Flow Recirculation

MEMBERSHIP FUNCTIONS

INTEGRATOR

FUZZY SIGNAL

FUZZY SIGNAL


Advanced Applications for Pump Protection – Net Positive Suction Head

Actual NPSH calculation

Ovation Steam Tables


What does the future hold? • Plants indicate they are having a hard time finding experienced resources

• Industry is getting more complicated in terms of unit operations and dispatch

• Industry needs advancing technology while making it simpler to engage with

PAST PRESENT FUTURE

EXPE

RIE

NC

E O

VER

ALL

C

OM

PLEX

ITY


Questions?

New Generation Boiler Drum Water Level Instruments for

Improved Boiler Safety

John Michael Harris Consultant

R-Levels Power Partner LLC

Jackie Liu Director

R-Levels Power Partner LLC

Maintaining Reliability in Low Margin Markets

Anthony “Tony” Carrino Manager, Power Studies

Solomon Associates

Proprietary and Confidential © 2016 HSB Solomon Associates LLC

www.SolomonOnline.com 1

Maintaining Reliability in Low Margin Markets

RMEL Plant Management Conference

July 26-27, 2016 El Paso, Texas



Confidentiality Statement

This presentation is confidential and intended for the sole use of the client to whom it is addressed. The information and methodologies outlined herein are proprietary and their expression in this document is copyrighted, with all rights reserved to HSB Solomon Associates LLC (Solomon). Copying or distributing this material without permission is strictly prohibited.

M³ – Measure. Manage. Maximize.®, Comparative Performance Analysis™, CPA™, Performance Excellence Process™, Q1 Day 1™, EDC®, EGC®, EII®, CEI™, CWB™, Solomon Profile® II, and others are registered and proprietary trademarks of Solomon. The absence of any indication as such does not constitute a waiver of any and all intellectual property rights that Solomon has established.



“A pessimist sees the difficulty in every opportunity; an optimist sees the opportunity in every difficulty.”

~ Sir Winston Churchill



Today, your Hindsight weakens your Foresight



“What the human being is best at doing, is interpreting all new information

so that their prior conclusions remain intact.”

~ Warren Buffett



Your Business Strategy Can Take Two Paths

Cost Focus

Reliability Focus



And RELIABILITY is not a cost; it’s an investment

While inappropriate

COST CONTROL can starve REVENUE CAPTURE



LEADERS LEADERS LEADERS

Serve Are Consistent Adapt



Unplanned Events Create Unreliability

What is your definition of Reliability?



UNPLANNED EVENTS ARE ABNORMAL?



Do You…

look for abnormal or do you let abnormal become normal



If you see something ……. what do you do?

Ignore it?

Explain it away?

Hope it gets better?

Investigate it!

Challenge it!

Resolve it!

OR



Do You…

use data to prevent or data to serve you to practice your CSI skills



Pricing 2008 SPPN – Peak and Off-Peak

0

20

40

60

80

100

120

1401-

Jan

1-Fe

b

1-M

ar

1-Ap

r

1-M

ay

1-Ju

n

1-Ju

l

1-Au

g

1-Se

p

1-O

ct

1-N

ov

1-D

ec

USD

/MW

h

Above the dashed line, ‘cost of unreliability’ or ‘lost revenue’



“The great obstacle to discovering the shape of the earth, the continents, and

oceans was not ignorance but the illusion of knowledge.”

~ Daniel Boorstin, former Librarian of Congress

Knowledge Inhibits Learning



Pricing 2014 SPP – Peak and Off-Peak

0

20

40

60

80

100

120

1401-

Jan

1-Fe

b

1-M

ar

1-Ap

r

1-M

ay

1-Ju

n

1-Ju

l

1-Au

g

1-Se

p

1-O

ct

1-N

ov

1-D

ec

USD

/MW

h

SPP Day 2 Market

Below the dashed line, ‘cost of inflex ibility’



RELIABILITY make this your definition of

Constantly and consistently meet your commitments



Only One Culture…

Maintenance Spending Maintenance costs are driven by reliability…or the lack thereof

Reliability Cannot cost-cut your way to

improved reliability



… Risk-adjusted Reliability

The traditional approach just doesn’t work Cutting down maintenance expense is not the answer.



Change your Mindset

Think RELIABILITY

First

TO DRIVE PROFIT



Unplanned Lost Revenue Analysis Coal Fleet

Total LRO, US $k 120,811

(2,498,115 MWh)

Balance of Plant 23%

(26%)

External 1%

(1%)

Turb/Gen 5%

(5%)

Boiler 71%

(67%)

Fuel Delivery

4% (4%)

Cooling Water 1%

(1%)

Pulverizer 3%

(3%)

Precipitator 0%

(0%)

Wet Gas Scrubber

1% (1%)

Dry Gas Scrubber



“Leadership is the art of accomplishing more than the science of management

says is possible.”

~ Colin Powell



Difference Between Leadership and Management

Science (Management) constant, measured, predictable, known, impact the same

Art (Leadership) engagement, requires an artist, no one way, adaptation, always changing, impact varies

You have to apply both!



"People don't resist change. They resist being changed!" ~ Peter Senge

“Rough waters are truer tests of leadership. In calm water every ship has a good captain.” ~ Swedish proverb

“You can only lead others where you yourself are willing to go.” ~ Lachlan McLean

Times are changing…



“A leader is one who sees more than others see, who sees farther than others see, and who sees before others see.” ~ Leroy Eime

"When you communicate openly, candidly, and transparently, then everyone is on the same sheet of paper and everyone can be part of the potential solution when tough

times surface.“ ~Vlad Zachary, The Excellence Habit

Leaders communicate – 2 way

"The art of communication is the language of leadership."

~ James Hume



Change the Way You Communicate

• Unplanned events are abnormal

• Know the changing conditions and competition

• Describe the changes in business to your team

• Explain the challenges and gaps with data

• Proactive – We need to do something about these

• Only reward proactive behavior

• Celebrate accomplishing what you need to do



Framing the Commercial Problem In 2008, your total household income was 100,000. You took a vacation, maybe got a new car, went out to eat weekly. In 2015, your household income is 20,000. Income is now 20% of what it was. Do you maintain the same lifestyle?

Electric margins are less than 20% of what they were. Do you maintain the same budget?



Optimum Maintenance Spending Research for a Specific Coal Peer Group

Cost

, U

SD/M

Wh

*Assuming no “ACQS install projects”

50 60 70 80 90 100

14

Averaged EAF*, %

0

2

4

6

8

10

12

Total Maintenance

Cost

LRO

Total Cost



Optimum Maintenance Spending Research for a Specific Coal Peer Group

Cost

, U

SD/M

Wh

*Assuming no “ACQS install projects”

50 60 70 80 90 100

14

Averaged EAF*, %

0

2

4

6

8

10

12

LRO’

LRO

Total Cost’

Total Cost

Total Maintenance

Cost

Total Maintenance Cost’



Two Control Knobs Create Reliability

Organization, Behaviors,

and Practices (Culture)

Targeted Spending



Value of a Dollar Is every Dollar you spend “equal”? Consider the benefits of a…

“C M D ” • value is ___________________

“P (h -b ) M D ” • value is ___________________

“P (c l ) M D ” • value is _________________ (________ years)

“M P D ” • value is _________________ (________ years) and g_______ r________!

“E H D D ” • c and r i without s_______ t___ u_____ d____

What is the longevity of a Dollar spent on O or M S T or on S T ?

Changing strategies have to apply this logic!



But My Plant is Different!



Equivalent Generation Complexity Cost Drivers Considered in EGC Spending Normalization

Technology

Size

Age

Equipment Installed

Configuration Factors

(what you have)

Heating Value

Charac- teristics

Fuel Factors (what you put

through it) Number of Starts

Service Hours

Production Levels

Net Output Factor

Net Capacity Factor

Utilization Factors (how you run it)

EGC



Equivalent Generation Complexity Example Generating Units Shown

0

1

2

3

0 25 50 75 100

Tota

l Cas

h le

ss F

uel,

Emis

sion

s/E

GC

Percent of Units in Study

Over Spending

Under Spending

Pacesetter

350 MW Coal 200 MW CCGT

175 MW Cogen

425 MW PRB

225 MW Lignite

EFOR Volatility

EGC allows evaluation of spending relationship to performance…

… to evaluate “right” level of spending for a given asset…

… to determine if wasting resources, maintaining investment in asset or using up value

We’ve seen these curves changing the last few years!



Unplanned Lost Revenue Cause Codes Coal

Cause Code

# Events

Total LRO, US $k

# Plants

# Units

1000

35

31,095

4

10

Water Wall Leaks

3620

4

11,931

1

2

Main Transformer

1060

10

8,669

5

4

First RH Leaks

1040

3

5,734

2

2

First SH Leaks

1090

61

3,983

3

6

Other B T Leaks

1070

3

3,530

2

3

Second RH Leaks

1455

28

3,434

3

7

ID Fans

0

30

35

LRO

, U

SD M

5

10

15

20

25

This information can be used regularly for Capital Spending prioritization…

or

for lower-cost program, procedure, or training adjustments



Asset Management

>> >>

>>

>>

>>

Relating to allocation of financial & human resources,

While understanding constraints,

Making business decisions,

To achieve desired performance objectives,

While addressing acceptable risk,

Which determine

Asset Management is:

Business Success



Example of Cost/Reliability Trade-Off

Solomon Associates Comparative Performance Analysis

Coal Units >549 MW Two-Year

Average EFOR Lowest Quartile


Average EFOR Second Quartile


Average EFOR Third

Quartile


Average EFOR Highest Quartile

Utilization and Age

2 Year Net Capacity Factor (NCF), % 77.0 79.0 75.3 67.1

Unit Age, years 28.0 27.1 31.3 32.2

Key Performance Indicators (KPIs)

Commercial Unavailability, % 5.91 8.90 12.90 25.61

Unplanned Commercial Unavailability, % 3.16 4.15 6.66 14.91

2 Year Equivalent Forced Outage Rate (EFOR), % 3.0 5.1 6.9 13.4

2 Year Equivalent Unavailability Factor (EUF), % 10.8 11.3 16.5 24.6

Total Cash less Fuel & Emission, US $/kEGC 1.08 0.95 1.01 1.12

Plant-Manageable Expenditures, US $/MWh 5.42 4.44 5.27 6.70

Maintenance Index, US $/MWh 3.66 2.98 3.56 4.09

Total Effective Personnel per 100 MW 25.9 23.4 28.2 27.2

Current Year Equivalent Unplanned Factor (EUOF), % 5.0 5.3 8.1 16.2

2 Year Non-Overhaul Index, US $/MWh 2.88 2.10 2.43 2.93

Overhaul Index, US $/MWh 0.78 0.88 1.12 1.16

Memo: Major Overhaul Project Index, US $/MWh 0.45 0.54 0.41 0.62



Did our ‘market mission’ change? Are we still ‘high availability, base load’? or ‘load-following’? ‘ancillary services provider’? ‘5 x 16’? ‘2 x 4’? ‘low-cost producer’?



Have we changed?

VP of Asset Management

Plant Manager

Corporate

Engineer Maintenance Technician

Commercial Operations Technician

H,S,&E Professional

Chief Risk Officer Planner

Chemist

CFO



Asset Management & Optimization Summary

Communicate metrics across technical, commercial, and financial KPIs, and across stakeholder groups

Collect, monitor data to drive business decision-making

Review and revise key “Market Mission” for each asset, given the new competition, new market conditions

Choose KPIs that represent “Market Mission” success

To optimize an asset or group of assets:

1 2 3 4

Data is Objective, look for new ways to use data, it provides better business decisions.



Asset Management & Optimization Summary

5 6 7

Watch changing constraints; avoid “narrow focus” metrics

Understand the trade-offs, select secondary performance indicators that are controllable and contribute to success

Make informed decisions using detailed, quality data

To optimize an asset or group of assets:

Quality Data is cheaper than ‘open and inspect’, it helps you steer your business.



To fill in the blanks, to answer questions w ith data, and to find your next best opportunities, contact:

One Lincoln Centre Suite 1400 5400 LBJ Freeway Dallas, Texas 75240

Ed Platt Vice President Power Generation Phone: 972-739-1757 Fax: 972-726-9999 Email: [email protected]

Tony Carrino Manager – Power Studies Phone: 972-739-1725 Fax: 972-726-9999 Email: [email protected]



Enhanced Data-Based Performance Analysis

We identify the changing trends as many companies repeat participation study after study.

We show clients where their operations stand compared to the spectrum of their competition.

Our data is proprietary, not pulled from inconsistent, publically available sources.

Comparative Performance Analysis Provides “apples to apples” comparisons – permits you to truly identify the areas where your facilities could improve.



Pursuit of Excellence™ Solomon, the leading performance improvement company for the global energy industry, helps clients pursue operational excellence by increasing efficiency, reliability, and profitability, providing benchmarking and advisory solutions.™

Engineering Resources/Workforce Management Panel

PNM’s Rotational Engineering

Program

Aubrey Johnson VP, New Mexico Operations

PNM Resources

PNM Entry Level Rotational Engineer Program

JULY 27, 2016

OBJECTIVES OF OUR PROGRAM

• Support • Workforce Development initiatives

• Attract & Stimulate • Providing broad exposure within PNM

• Development • Fast-track development of workforce

• Acclimate • Into a diverse & dynamic work environment

PROGRAM DESIGN

• Program started in January 2014 • Each rotation typically 6 months • Participants are in the program for 2 years • Program capacity is 4 to 8 participants • Engineers report out to VP and COO at end of

each rotation to ensure continued program quality

PROGRAM ADMINISTRATION

• Participants report to Director, Business Operations during program participation

• Informal Mentor of Mentors • Growth opportunity for the mentors too

• Assignment of Mentor for each participant • Mentor supports participant for duration of 2-year

program • Included in all performance reviews • Primary goal is to help ensure success of participant

PROGRAM DESIGN

• Recruitment focuses on: • PNM’s future technical needs • Recent graduates from regional universities (NM and

surrounding states) • Electrical, civil and mechanical engineers

• Rotations and end of program assignments are a balance of business need and participant preference

ROTATIONS

• Areas of Rotation: • System Engineering • Project Management • Protection & Controls • Distribution Planning • Transmission Planning • System Operations • New Service Delivery • Gas Generation • Customer Owned Renewables

INTERVIEW PROCESS IS VERY IMPORTANT

• Resumes screened & short-listed (generally 12 – 16 selected for interviews)

• Graduated within prior 12 months or in upcoming graduation

• Regional ties (family, residence, school, etc.) • Electrical, Civil or Mechanical Engineer

• Friday night Meet & Greet • Saturday morning speed- interviews • Offers generally made Monday or Tuesday

2 ½ YEARS LATER…

• Program has been very successful • Successfully graduated and placed 4 participants • Widespread ownership of and interest in program

across many departments • Expansion of rotations into other departments and

development of program at TNMP

PROGRAM BENEFITS

• Supports PNM Workforce Development • Proactive recruiting of engineers • Provides mentorship and knowledge transfer

opportunities

• Provides leadership development for mentors • Participants are well-rounded and acclimated to

PNM before permanently placed

QUESTIONS AND DISCUSSION

Engineering Resources/Workforce Management Panel

Training Entry Level Engineers for

a Career in Fossil Generation

Brent Gifford Manager, Major Project and New Generation

Arizona Public Service

Training Entry Level Engineers for a Career in Fossil Generation

The New Engineer in Operations (NEO) Program

J. Brent Gifford, PE, PMPJuly 27, 2016

Agenda

• Program objectives• Program outline• What the NEO’s have to say• Lessons learned

2

Program Objectives

• Better engineers– first hand operations knowledge

• Better operators– elevated technical skills

3

Program Outline

Months What Assessment Salary

3 CHQ None Engineer I

6 Shadow auxiliary operator Systems presentation Engineer I

6 Shadow control room operator Online + 3%

6 Shadow shift supervisor (SS) Verbal/situational + 4%

12 SS Traditional Front line leader (SS)

Stay in Ops as an SS

Come to engineering

Front line leader (SS)

Engineer II

4

Lessons Learned

• Recruiting• Educating the crews• Educating the NEO to be part of a crew

6

Questions

Brent [email protected]

602-320-4037 clinkedin.com/in/brentgifford

advanced automation strategies for combined cycle plants...adherence to manual procedures is costly...

Documents