César Vega
Director de Operaciones Duke Perú & Ecuador
OCTUBRE 2016
El Paso a Paso
I. ¿Dónde Empezamos?
1. DESARROLLAR EL PLANEAMIENTO ESTRATEGICO
2. DISEÑAR UN HOJA DE RUTA
3. MODELAR LA IMPLEMENTACIÓN
II. Casos
1. GESTION DEL RIESGO + CRITICIDAD : GAS OPERATIONS
2. GESTION DEL RIESGO + CRITICIDAD + ACR : HPP CAÑON DEL PATO
3. GESTION DEL RIESGO + RCM : LTx ETESELVA
4. GESTION DEL RIESGO + RCA : TPP ELECTROQUIL
III. ¿Qué es lo mas Importante?
IV. Conclusiones
PLAN ESTRATEGICO
Provide efficient and cost-effective energy, keeping our main resource motivated
To be the energy company most andefficient
ready for new challenges
Provide efficient and cost-effective
and cost-effective of Peru energy, keeping our main resource
motivated OE5 Organizational
and ready for new
OE1 Security and Risk OE2 Profitability OE3 Growth OE4 Human Capital
Excellence
challenges
Achieve O&M
multifunctional
Consolidate the culture Raise the profile of manage the personnel .
of risk and security our power plants projects Maintainers, operators Standardized
management for zero and gas operations, portfolios of in each operational processes and full
accidents of our reducing costs and generation, headquarters and alignment with ISO
employees and third controlling risk for transmission & specialized personnel 55000
parties to 2018 2018. hydrocarbons attend centrally
Pucallpa and north
area.
STRATEGIC PLAN
Provide efficient and cost-effective energy, keeping our main resource motivated and ready for new challenges
OE1 Security and Risk OE2 Profitability OE3 Growth OE4 Human Capital OE5 Organizational Excellence
Consolidate the culture of risk Raise the profile of our manage the projects Achieve O&M multifunctional
personnel . Maintainers,
and security management for power plants and gas portfolios of Standardized processes
operators in each operational
zero accidents of our operations, reducing costs generation, and full alignment with ISO
headquarters and specialized
employees and third parties and controlling risk for transmission & personnel attend centrally 55000
to 2018 2018. hydrocarbons Pucallpa and north area.
Provide efficient and cost-effective energy, keeping our main resource motivated and ready for new challenges
OE1 Security and Risk OE2 Profitability OE3 Growth OE4 Human Capital OE5 Organizational Excellence
Consolidate the culture of Raise the profile of our manage the Achieve O&M Standardized
risk and security power plants and gas projects portfolios multifunctional personnel . processes and full
C
STRATEGIC PLAN
DUKE ENERGY PERU VISION
OPERATIONS VISION
Provide efficient and cost-effective energy, keeping our human resource motivated and ready for new challenges
OE1 Security and Risk OE2 Profitability OE3 Growth OE4 Human Capital OE5 Organizational Excellence
Consolidate the culture of Raise the profile of our manage the Achieve O&M Standardized
risk and security power plants and gas projects portfolios multifunctional personnel . processes and full
Maintainers, operators in
MISSION management for zero operations, reducing of generation, alignment with ISO POLICIES
each operational
accidents of our costs and controlling transmission & headquarters and 55000
employees and third risk for 2018. hydrocarbons specialized personnel
parties to 2018 attend centrally Pucallpa
and north area.
KPI KPI KPI KPI KPI
TICR PRODUCTION 5S
Hydro >=2200 GWh
>=0.92 Termo >= 400 Gwh 1S 100% 2S 100%
(Personal injury incidents) Gasoline >= 440 Bbls GAP SUPERVISORS 3S 100% 4S 100%
GLP >= 190 Bbls
< 0%
LWCR DISPONIBILIDAD
Indisponibilidad por Execution capacity RCA / RCM
STRATEGIES >= 0.81
Mantto >= 2%
100%
VALUES
(Days lost due to incidents with injury 80% CapEx
to personnel) COSTO OPERATIVO
18.2 MMUSD GAP TECHNICIANS < 0%
TICR/LWCR Third parties contractors >=0.90 5% menos del presupuesto Audit ISO 55000 > 4
Communication
Optimize systematically and
Responsibility
sustainably the operational
V3 V7
Teamwork
S1 WeWe communicate
respect inother,
eachto a clearly, open
listen and
to the
Integrity
Inclusion
Security
performance of the assets over their
Respect
lifecycle We
Wework
The do
safetyaccording
whatof we oursay ethical
coworkers
and principles
we respond
and and
all people
what
We
regular,
respect
We and
opinionsworkand
ofwe efficiently
learn
work
others
trust is isthe core vigorously
from
and as
we our
one differences
team
relyto
on ensure
the V1
S2 Risk Management
our topof
we do our relations
priority
thatstrengths
our voices ofare
each.heard V3
S3
Continuous Improvement
Management V7
S4
Identify profitable opportunities
of organic growth
V3 V7
Strengthen competition and leadership Optimize systematically and sustainably the
S5 of our personnel to support the new
operating model S1 operational performance of the assets over V1 V2 V3 V4 V5 V6 V7
S2 Risk Management
V1 V6 V7
Improve the level of interaction with the
S6 strategic processes and support of the
S3 Continuous their lifecycleManagement
Improvement
company to increase overall productivity
Identify
Strengthenprofitable opportunities
competition of organic
and leadership of
S4
S5 our personnelgrowth
Improve interaction level with operations
to support the new and
S6 critical support processes to increase overall
operating model
productivity
DUKE ENERGY PERU VISION
To be the energy company most efficient and cost-effective of Peru
OPERATIONS VISION
Provide efficient and cost-effective energy, keeping our main resource motivated and ready for new challenges
OE5
OE1 Security and
OE1 Security and Risk OE2 OE2 Profitability OE3 Growth OE4 HumanOE4 Human Capital OE5 Organizational Excellence
Consolidate the culture of risk and security Raise the profile of our power plants OE3 Growth
manage the projects portfolios Achieve O&M multifunctional personnel . Maintainers, Organizational
Standardized processes and full
MISSION Risk
management for zero accidents of our
employees and third parties to 2018
Profitability
and gas operations, reducing costs and
controlling risk for 2018.
of generation, transmission &
hydrocarbons
Capital
operators in each operational headquarters and
specialized personnel attend centrally Pucallpa and
north area.
alignment with ISO 55000
Excellence POLICIES
matrix. alternatives in CdP & consolidation implementation of class tools (5S / ACR /
GLP >= 190 Bbls
3S 100% 4S 100%
(Personal injury
LWCR incidents)
< 0%
DISPONIBILIDAD Execution capacity 80% RCA / RCM
STRATEGIES >= 0.81 Indisponibilidad por
Carh opportunities
CapEx training plan based RCM / LCCA 100% / ABC)
VALUES
Mantto >= 2%
(Days lost due to incidents with injury to COSTO OPERATIVO
personnel)
TICR/LWCR Third parties contractors >=0.90 18.2 MMUSD
5% menos del presupuesto
onGAP TECHNICIANS < 0%
gaps competence Audit ISO 55000 > 4
Optimize systematically and sustainably the operational analysis
S1 performance of the assets over their lifecycle V3 V7
S2 Manage integrally risk Review & Improve AIIA Maintenance mayor Sustent and improve Maximo Upgrade V1
Manage integrally loss reduction and matrix. of Cirato dam the labor under organizational V3
S3 improvement V7
environment excellence
Hydroelectric Process
Internalization of IAIE in CdP & Carh. Keep volume of Cirato dam declared the COES Strengthen proper work environment Maximo Upgrade under organizational excellence
Manage commitments identified in the environmental Improved reliability (little projects) Make an assessment of I&C / Scadas and
compliance matrix for CdP & Carh Implementation roadmap
Risk and vulnerability Improve maintainability
Manage the principal risks and update for CdP & Carh
Improve
(35%) (-HH in maintenance, Implementing
Implementing document management model
assessment matrix
Implementation and internalization of the process of
maintainability CdP &
ACR, RCM) for CdP & Carh.
Maintenance and Control Plan on Civil works and
document
update
contractors in CdP & Carh
Carh.
Dams CdP and Carh
management model
Consolidate the culture of risk and security Raise the profile of our power plants OE3 Growth
manage the projects portfolios Achieve O&M multifunctional personnel . Maintainers, Organizational
Standardized processes and full
MISSION Risk
management for zero accidents of our
employees and third parties to 2018
Profitability
and gas operations, reducing costs and
controlling risk for 2018.
of generation, transmission &
hydrocarbons
Capital
operators in each operational headquarters and
specialized personnel attend centrally Pucallpa and
north area.
alignment with ISO 55000
Excellence POLICIES
HIRA>=LWCR matrix.
(Personal injury incidents) monitoring and
DISPONIBILIDAD cycle
Execution capacity 80% implementation
< 0% of class RCA
tools/ RCM(5S /
3S 100% 4S 100%
Manage integrally loss reduction and Review & Improve Change of old
Thermoelectric Process
S3 improvement
the labor V3 V7
Identify profitable opportunities of organic
AIIA matrix. relays in under
S4 growth
substations environment organizational V3 V7
S5 Strengthen competition and leadership of our personnel
to support the new operating model
excellence V1 V2 V3 V4 V5 V6 V7
S6 Improve the level of interaction with the strategic processes and support of
the company to increase overall productivity
V1 V6 V7
Hydroelectric
Assessment and
plan of acquiring
new thermal
component
DUKE ENERGY PERÚ VISION
Ser la empresa de energía más eficiente y rentable del Perú.
VISION GOP
Aportar con energía eficiente y rentable, manteniendo motivado a nuestro principal recurso y preparados para nuevos retos
OE1 Seguridad y Riesgos OE2 Rentabilidad OE3 Crecimiento OE4 Capital Humano OE5 Excelencia Organizacional
organizacional
matrices de environmental
cumplimiento ambiental CdP & Carh Eliminación del riesgo y mayores ingresos. Implementation
Realizar el assessment de I&C / Scadas y definir el
Review and internalization of HIRA Increase well production 31C Lot Future management of hydrocarbon processing Cover the gaps technical and soft skills Identify and eliminate waste and create efficiencies
Compressors
Internalization Strengthen proper work environment Implement world-class tools (5S / ACR / RCM / LCCA / ABC)
Overhaul
Remote control projects Gas & Fracc
of AIEI
Stakeholders development committee program Fire protection systems in Fracc & Dispatch plant Implementing document management model
Implementation of depressurization system (Flare) in Gas Plant
Manage the principal risks and update Maximo Upgrade under organizational excellence
Adequacy of control
Fire protection systems in Gas Plant (Development of basic
Implementation and internalization of the process of third parties engineering) Make an assessment of I&C / Scadas and Implementation
Aerial monitoring system in real time roadmap
Adequacy of control room in Gas Plant
room in Gas Plant
Erosion control in main pipelines
Improved of maintenance workshop, storage of materials
Erosion control in
main pipelines
Improved of
maintenance
workshop, storage of
materials
Reorganización O&M > Empezó en Junio 2014
Staff
Dir. Operac
Directores
Sup. Proceso
Sup. Proceso Hidroeléctrico Sup. Proceso Termoeléctrico
Produccion GAS E’ G’
Sup. O/S
Dir.
Jef. Oper. Jef. Oper. Oper. Jef. Oper. Jef. Oper. Optimización COMM
E D/S/M
G
Proc/Inst/F
Civil Jef. Mantto Jef. Mantto Mantto Jef. Mantto Jef. Mantto
Sup. Mec
Proc/Inst/F COES
Proc/Inst/F O&M1 O&M1 O&M1 O&M1 O&M1
Mantto I&C
Proc/Inst/F O&M2 O&M2 O&M2 O&M2 O&M2
E&P
O&M3 O&M3 O&M3 O&M3 O&M3
I. ¿Dónde Empezamos?
1. DESARROLLAR EL PLANEAMIENTO ESTRATEGICO
2. DISEÑAR UN HOJA DE RUTA
3. MODELAR LA IMPLEMENTACIÓN
II. Casos
1. GESTION DEL RIESGO + CRITICIDAD : GAS OPERATIONS
2. GESTION DEL RIESGO + CRITICIDAD + ACR : HPP CAÑON DEL PATO
3. GESTION DEL RIESGO + RCM : LTx ETESELVA
4. GESTION DEL RIESGO + RCA : TPP ELECTROQUIL
III. ¿Qué es lo mas Importante?
IV. Conclusiones
Ruta hacia la Excelencia Rev. Oct 2016
2014 2015 2016 2017 2018
Q1 Q2 Q3 Q4. Q1 Q2 Q3 Q4. Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Q1 Q2 Q3. Q4. Q1 Q2.
Reorganization 5S Job
Balance
work
ABC
Preparation Activity based Cost (ABC)
Auditing
Key Performance Indicators
ISO 55000
Diagnostic I&C+Telecom
TECNOLOGIA
Basic engineering
Logistics & Procurement
I. ¿Dónde Empezamos?
1. DESARROLLAR EL PLANEAMIENTO ESTRATEGICO
2. DISEÑAR UN HOJA DE RUTA
3. MODELAR LA IMPLEMENTACIÓN
II. Casos
1. GESTION DEL RIESGO + CRITICIDAD : GAS OPERATIONS
2. GESTION DEL RIESGO + CRITICIDAD + ACR : HPP CAÑON DEL PATO
3. GESTION DEL RIESGO + RCM : LTx ETESELVA
4. GESTION DEL RIESGO + RCA : TPP ELECTROQUIL
III. ¿Qué es lo mas Importante?
IV. Conclusiones
El Modelo de 8 Fases
AGUAYTIA
CARHUAQUERO
GASTHERMAL
PLANT – PLANT
– CRITICALLY
– CRITICALLY
CRITICALLY ANALYSIS
ANALYSIS ANALYSIS
CdP
RCM–FOCUS
CRITICALLY ANALYSIS
RCM FOCUS
RCM
RCM FOCUS
FOCUS
FALLA
Falla monofásica en la L-2251
EVIDENCIA
Registro de
Actuación del Relé de protección al incremento de
detectar fallas monofásicas corriente
MODOS DE FALLA
EVIDENCIA
Registro de
Actuación del Relé de protección al incremento de
detectar fallas monofásicas corriente
MODOS DE FALLA
EVIDENCIA
Falla monofásica en la L-2251
Upgrade from
detectar fallas monofásicas corriente
MODOS DE FALLA
6.2 to 7.6
version
FALLA
Falla monofásica en la L-2251
EVIDENCIA
Registro de
Actuación del Relé de protección al incremento de
detectar fallas monofásicas corriente
MODOS DE FALLA
Maximo
Upgrade
from 6.2 to
7.6 version
2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 Σ 6 añ
Presas & Embalses 4,557 4,536 57,008 207,376 360,000 140,000 8,000 40,000 260,000 66
Bocatoma 17,795 13,465 636,906 1,245,223 634,706 435,000 450,000 200,000 1,913
Tunel de aducción 573,345 573
Desarenador 27,251 489,403 80,443 28,000 600,000 597
Tunel del conducción
Chimenea 150,000
Cámara de Válvulas 150,000 300,000
Tubería forzada
Unidades de Generación 32,326 392,203 327,037 110,332 119,864 419,743 1,515,000 860,000 620,000 180,000 440,000 981
Sistemas comunes 25,795 643 48,221 239,551 97,113 26,018 175,000 100,000 30,000 437
Líneas 21,676 880,639 172,615 465,000 660,000 60,000 60,000 60,000 60,000 60,000 60,000 60,000 60,000 345,000 60,000 60,000 902
Subestación 6,521 13,401 176,698 190,000 196
Talleres 47,655 53,073 20,000 130,000 50,000 30,000 100
Casa de Máquinas 201,609 101,382 295,268 21,285 30,000 120,000 - 110,000 619
Oficinas 3,279 2,880 6,042 332 12
Equipos 18,334 174,624 28,846 126,056 291,723 122,900 200,674 155,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 762
Obras Civiles
Control Remoto 780,000 520,000 25,000 25,000
Total general 268,090 323,312 808,134 706,045 2,274,194 2,783,481 2,790,114 4,028,000 1,860,000 730,000 210,000 110,000 135,000 110,000 110,000 350,000 140,000 1,168,000 780,000 310,000 750,000 7,163
FALLA
Falla monofásica en la L-2251
EVIDENCIA
Registro de
Actuación del Relé de protección al incremento de
detectar fallas monofásicas corriente
MODOS DE FALLA
Maximo
Upgrade
from 6.2 to
7.6 version
2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 Σ 6 años Prom 10-15 Prom 16-30
Presas & Embalses 4,557 4,536 57,008 207,376 360,000 140,000 8,000 40,000 260,000 66,100 11,017 67,692
Bocatoma 17,795 13,465 636,906 1,245,223 634,706 435,000 450,000 200,000 1,913,389 318,898 114,647
Tunel de aducción 573,345 573,345 95,557 -
Desarenador 27,251 489,403 80,443 28,000 600,000 597,097 99,516 41,867
Tunel del conducción - - -
Chimenea 150,000 - - 10,000
Cámara de Válvulas 150,000 300,000 - - 30,000
Tubería forzada - - -
Unidades de Generación 32,326 392,203 327,037 110,332 119,864 419,743 1,515,000 860,000 620,000 180,000 440,000 981,762 163,627 268,983
Sistemas comunes 25,795 643 48,221 239,551 97,113 26,018 175,000 100,000 30,000 437,340 72,890 20,333
Líneas 21,676 880,639 172,615 465,000 660,000 60,000 60,000 60,000 60,000 60,000 60,000 60,000 60,000 345,000 60,000 60,000 902,314 150,386 149,508
Subestación 6,521 13,401 176,698 190,000 196,620 32,770 12,667
Talleres 47,655 53,073 20,000 130,000 50,000 30,000 100,727 16,788 15,333
Casa de Máquinas 201,609 101,382 295,268 21,285 30,000 120,000 - 110,000 619,544 103,257 17,333
Oficinas 3,279 2,880 6,042 332 12,533 2,089 -
Equipos 18,334 174,624 28,846 126,056 291,723 122,900 200,674 155,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 762,484 127,081 67,045
Obras Civiles - - -
Control Remoto 780,000 520,000 25,000 25,000 - - 90,000
Total general 268,090 323,312 808,134 706,045 2,274,194 2,783,481 2,790,114 4,028,000 1,860,000 730,000 210,000 110,000 135,000 110,000 110,000 350,000 140,000 1,168,000 780,000 310,000 750,000 7,163,256 1,193,876 905,408
FALLA
Falla monofásica en la L-2251
EVIDENCIA
Registro de
Actuación del Relé de protección al incremento de
detectar fallas monofásicas corriente
MODOS DE FALLA
Maximo
Upgrade
from 6.2 to
7.6 version
2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 Σ 6 años Prom 10-15 Prom 16-30
Presas & Embalses 4,557 4,536 57,008 207,376 360,000 140,000 8,000 40,000 260,000 66,100 11,017 67,692
Bocatoma 17,795 13,465 636,906 1,245,223 634,706 435,000 450,000 200,000 1,913,389 318,898 114,647
Tunel de aducción 573,345 573,345 95,557 -
Desarenador 27,251 489,403 80,443 28,000 600,000 597,097 99,516 41,867
Tunel del conducción - - -
Chimenea 150,000 - - 10,000
Cámara de Válvulas 150,000 300,000 - - 30,000
Tubería forzada - - -
Unidades de Generación 32,326 392,203 327,037 110,332 119,864 419,743 1,515,000 860,000 620,000 180,000 440,000 981,762 163,627 268,983
Sistemas comunes 25,795 643 48,221 239,551 97,113 26,018 175,000 100,000 30,000 437,340 72,890 20,333
Líneas 21,676 880,639 172,615 465,000 660,000 60,000 60,000 60,000 60,000 60,000 60,000 60,000 60,000 345,000 60,000 60,000 902,314 150,386 149,508
Subestación 6,521 13,401 176,698 190,000 196,620 32,770 12,667
Talleres 47,655 53,073 20,000 130,000 50,000 30,000 100,727 16,788 15,333
Casa de Máquinas 201,609 101,382 295,268 21,285 30,000 120,000 - 110,000 619,544 103,257 17,333
Oficinas 3,279 2,880 6,042 332 12,533 2,089 -
Equipos 18,334 174,624 28,846 126,056 291,723 122,900 200,674 155,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 762,484 127,081 67,045
Obras Civiles - - -
Control Remoto 780,000 520,000 25,000 25,000 - - 90,000
Total general 268,090 323,312 808,134 706,045 2,274,194 2,783,481 2,790,114 4,028,000 1,860,000 730,000 210,000 110,000 135,000 110,000 110,000 350,000 140,000 1,168,000 780,000 310,000 750,000 7,163,256 1,193,876 905,408
FALLA
Falla monofásica en la L-2251
EVIDENCIA
Registro de
Actuación del Relé de protección al incremento de
detectar fallas monofásicas corriente
MODOS DE FALLA
Maximo
Upgrade
from 6.2 to
7.6 version
El Paso a Paso
I. ¿Dónde Empezamos?
1. DESARROLLAR EL PLANEAMIENTO ESTRATEGICO
2. DISEÑAR UN HOJA DE RUTA
3. MODELAR LA IMPLEMENTACIÓN
II. Casos
1. GESTION DEL RIESGO + CRITICIDAD : GAS OPERATIONS
2. GESTION DEL RIESGO + CRITICIDAD + ACR : HPP CAÑON DEL PATO
3. GESTION DEL RIESGO + RCM : LTx ETESELVA
4. GESTION DEL RIESGO + RCA : TPP ELECTROQUIL
III. ¿Qué es lo mas Importante?
IV. Conclusiones
GESTION DEL RIESGO – OPERACIONES GAS
Very Hi gh SCADA
1 More tha nSystem
70% 8 Invasion – Block 31C
2 Pipeline Integrity Management 9 Gas Massification
8 13 1 2
Hi gh FIRE SYSTEM
Between 30% to 70% HIDROCARBURS PRODUCTION
4 6 1114High Water3Production
9 10 11
Medi um
4 Fire System – Fracc Plant
Between 5% to 30%
Control
12
5 Control Room – Gas Plant 12 Limited water treatment process
IMPACT
8
1 13 1 2
Hi gh Between 30% to 70%
Likelyhood
34 86 14 10
9 3 9 10 11
Medi um Between 5% to 30%
13 14 6 12
4 2 5 11 12 5 7
Low Between 1% to 5%
IMPACT
1
Hi gh Between 30% to 70%
Likelyhood
8 9 3 8
10 9 10
Medi um Between 5% to 30%
13 14 6
4 3 6 11 12 2 5 11 12 7
Low Between 1% to 5%
13
1 2 5 7 14
Very Low Bel ow tha n 1%
IMPACT
1 SCADA System
Very Hi gh More tha n 70%
2 Pipeline Integrity Management
3 Fire System – Gas Plant 8 13 1 2
Hi gh Between 30% to 70%
9 Gas Massification
10 Declination of Production of NGL
Likelyhood
4 6 14 3 9 10 11
High
11 Medi um
Water Production Control
Between 5% to 30%
SCADA System
SCADAPipeline
System Integrity Management
Pipeline
Fire
Integrity
SystemManagement
– Gas Plant
Gas Massification
Fire System – Gas Plant
Declination of Production of NGL
Gas Massification
High of
Declination Water Production
Production Control
of NGL
Limited water treatment process
High Water Production Control
Invasion – Block 31C
LimitedProduction
water treatment
Management
process
Invasion
Fire
– Block
System
31C
– Fracc Plant
Production
Gasoline
Management
Plant
Fire System
Delay–inFracc
removing
Plant Manantay
Gasoline Plant Room – Gas Plant
Control
Delay inFlare
removing Manantay
– Gas Plant
Control Room – Gas Plant
Flare – Gas Plant
El Paso a Paso
I. ¿Dónde Empezamos?
1. DESARROLLAR EL PLANEAMIENTO ESTRATEGICO
2. DISEÑAR UN HOJA DE RUTA
3. MODELAR LA IMPLEMENTACIÓN
II. Casos
1. GESTION DEL RIESGO + CRITICIDAD : GAS OPERATIONS
2. GESTION DEL RIESGO + CRITICIDAD + ACR : HPP CAÑON DEL PATO
3. GESTION DEL RIESGO + RCM : LTx ETESELVA
4. GESTION DEL RIESGO + RCA : TPP ELECTROQUIL
III. ¿Qué es lo mas Importante?
IV. Conclusiones
Gestión del Riesgo + Criticidad + ACR + PmO : Cañón del Pato HPP
LAGUNA CULLICOCHA
RAJUCOLTA LAKE
2014 : Tunnel Inspection and Cleaning (new method) 2014 : Back Up Cooling System (PMC Winner)
2014 : Purge Tunnel repair 2014 : RCA Transmision Line
2014 : Generator #3 OVH 2015 : LT1103, LT1104, LT1105 OVH
2015 : Intake Cofferdam construction 2015 : Generator #4 OVH
2016 : Intake Automation 2016 : LT1103, LT1104, LT1105 OVH
2016 : Generator #2 & Generator #5 OVH
2017 : New trash rack installation 2017 : Generator #1 & Generator #6 OVH
SAN DIEGO
RESERVOIR
PARON LAKE
33 | January 2016
ANALISIS DE LA CONDICION DE LAS TURBINAS PELTON
DATOS RODETES ENSAYOS EJECUTADOS
Particulas Pruebas Pruebas Radiografía Análisis Replicas Numero de
Nº RODETE TIPO UBICACIÓN ACTUAL ESTADO
magneticas de dureza ultrasonido industrial químico. Metalograficas Reparacion
1 1AOD115.2 KVAERNER En proceso de Rellenado x RANGO : 27O - 305 x x x - cucharas 05, 09, 13, 17 y 20 X - CUCHARA 19 9
2 1AOD115 KVAERNER En proceso de Rellenado x RANGO : 235 - 311 x x x - cucharas 01, 07, 11, 15 Y 17 X - CUCHARA 11 9
3 S424 KVAERNER En Operación 10
No se realizo porque las ruedas se encuentran en servicio desde el 14/12/14
4 S445 KVAERNER En Operación
5 S546 KVAERNER En Operación No se realizo porque en los primeros ensayos se encontraban en procesos de rellenados y por encontrarse en servicio desde el 19/05/15 tampoco se pudo relizar en la segunda 8
6 1AOD.123 KVAERNER En Operación oportunidad. 8
7 S855 KVAERNER En Operación x RANGO : 236 - 278 x x x - cucharas 3,7,13,18 y 20 8
8 S489 KVAERNER En Operación x RANGO : 241 - 287 x x x - cucharas 4,8,12,16 y 19 8
9 1AOD135.7 KVAERNER En Proceso de Trat. Térmico x RANGO : 252 - 301 x x x - cuchara 8 x - cucharas 1,5,9,13 y 17 9
10 1AOD135.8 KVAERNER En proceso de Esmerilado x RANGO : 240 - 315 x x x - cuchara 19 x - cucharas 2, 6, 9, 15 y 18 9
11 S509 KVAERNER En Operación No se realizo porque en los primeros ensayos se encontraban en procesos de esmerilado y por encontrarse en servicio desde el 14/06/15 tampoco se pudo relizar en la segunda 8
12 S523 KVAERNER En Operación oportunidad. 8
13 1AOD123.11 KVAERNER en taller x RANGO : 270 - 320 x x x - cucharas: 03, 07, 11, 15 Y 19 X - CUCHARA 09 8
14 114391.12 KVAERNER en taller x RANGO : 268 - 320 x x x - cucharas: 04, 08, 12, 16 Y 20 X - CUCHARA 10 8
15 S677 KVAERNER en taller x RANGO : 276 - 320 (*) x x - cucharas: 04, 08, 12, 16 Y 20 X - CUCHARA 04 8
16 S567 KVAERNER en taller x RANGO : 262 - 312 (*) x x - cucharas: 04, 08, 12, 16 Y 20 X - CUCHARA 06 8
17 S814 KVAERNER En proceso de Esmerilado x RANGO : 258 - 302 x x x - cucharas: 04, 08, 12, 16 Y 20 X - CUCHARA 20 7
18 1AOD138.17 KVAERNER En proceso de Rellenado x RANGO : 258 - 308 x x x - cucharas: 01, 05, 09, 13 y 17 X - CUCHARA 01 7
19 114392.14 KVAERNER en taller x RANGO : 257 - 298 x x x - cucharas: 01, 05, 09, 13 y 17 X - CUCHARA 20 8
20 1AOD138.18 KVAERNER en taller x RANGO : 264 - 296 x x x - cucharas: 02, 06, 10, 14 y 18 X - CUCHARA 03 8
21 82943 VOITH En Operación No se realizo porque en los primeros ensayos se encontraban en procesos de rellenados y por encontrarse en servicio (13/06/15) tampoco se pudo relizar en la segunda 5
22 83053 VOITH En Operación oportunidad. 5
23 83056 VOITH En Espera de Montaje x RANGO : 261 - 303 x x x - cucharas 4, 5, 8, 14 y 18 3
24 83055 VOITH En Espera de Montaje x RANGO : 267 - 304 x x x - cuchara 20 x - cucharas 1, 3 , 6, 9 y 15
25 83057 VOITH EN OBSERVACION x RANGO : 259 - 301 x x x - cuchara 17 x - cucharas 4,9,14,18 y 20 2
26 83058 VOITH EN OBSERVACION x RANGO : 249 - 294 x x x - cuchara 18 x - cucharas 3, 7, 11, 14 y 19
27 1AOD-152.1 VOITH En Operación x RANGO : 268 - 292 x x x - cucharas: 04, 08, 12, 16 Y 20 (*) 4
28 1AOD-152.2 VOITH
En Operación x x x x - cucharas 1, 4, 13, 17 y 20
ANALISIS DE LA CONDICION DE LAS TURBINAS PELTON
Nº RODETE TIPO
1 1AOD115.2 KVAERNER
2 1AOD115 KVAERNER
3 S424 KVAERNER 1 2 3 4 5
4 S445 KVAERNER
5 S546 KVAERNER
6 1AOD.123 KVAERNER
7 S855 KVAERNER
8 S489 KVAERNER
6 7 8 9 10
9 1AOD135.7 KVAERNER
10 1AOD135.8 KVAERNER
11 S509 KVAERNER
12 S523 KVAERNER
13 1AOD123.11 KVAERNER 11 12 13 14 15
14 114391.12 KVAERNER
15 S677 KVAERNER
16 S567 KVAERNER
17 S814 KVAERNER
16 17 18 19 20
18 1AOD138.17 KVAERNER
19 114392.14 KVAERNER
20 1AOD138.18 KVAERNER
21 82943 VOITH
22 83053 VOITH
23 83056 VOITH
21 22 23 24 25
24 83055 VOITH
25 83057 VOITH
26 83058 VOITH
27 1AOD-152.1 VOITH
26 27 28
28 1AOD-152.2 VOITH
Gestión del Riesgo+Criticidad+RCA+PmO: Cañón del Pato HPP
El Paso a Paso
I. ¿Dónde Empezamos?
1. DESARROLLAR EL PLANEAMIENTO ESTRATEGICO
2. DISEÑAR UN HOJA DE RUTA
3. MODELAR LA IMPLEMENTACIÓN
II. Casos
1. GESTION DEL RIESGO + CRITICIDAD : GAS OPERATIONS
2. GESTION DEL RIESGO + CRITICIDAD + ACR : HPP CAÑON DEL PATO
3. GESTION DEL RIESGO + RCM : LTx ETESELVA
4. GESTION DEL RIESGO + RCA : TPP ELECTROQUIL
III. ¿Qué es lo mas Importante?
IV. Conclusiones
CASO 3 : Gestión del Riesgo + Monitoreo de Condición + RCM = ETESELVA
masl
5000
4000
CO SE
3000 VZ SE
2000
1000
TM SE
50
46
45
40
35
30
29
25
20
15
10
5
5 2
0
L-2251 L-2252 L-2253 L-2278
41
CASO 3 : ANALISIS DE LA CONDICION LINEA DE TRANSMISION
CONDUCTOR
Physical state joints FORMATO DE
Shock Absorber physical INSPECCION DETALLADA
state
Contamination
INSULATOR STRING
Contamination
Physical state
Broken insulators
Safety pin
GUARD CABLE
Physical state joints
Conductor physical state
Ironwork corrosion
IRONWORK
Physical condition
Corrosion
GROUND
Components
Corrosion of components
LIGHTING ROD
Corrosion
Contamination
42
CASO 3 : ANALISIS DE LA CONDICION LINEA DE TRANSMISION
FORMATO DE
INSPECCION DETALLADA
EASEMENT STRIP
Dwelling
Trees within the range
Trees off the strip
Crosshatching
GROUND
Compaction
Problems on the ground
43
PASO 4 : PATRON DE RIESGO RCM
44
MATRIZ DE RIESGO INICIAL DE LA LINEA DE TRANSMISION ETESELVA
IMPACTO
Mínim o Medio Significativo Severo Crítico
1 3 10 30 100
Más de 5 fallas
al año
Com ún 8 8 24 80 240 800
Probabilidad >
90%
Entre 1 y 5
fallas al año
Muy Probable Probabilidad 4 4 12 40 120 400
entre 66% -
89%
PROBABILIDAD
1 falla en 3
años
Probable Probabilidad 2 2 6 20 60 200
entre 34% - LT -2252 LT -2251
65%
1 falla en 5
años
Posible Probabilidad 1 1 3 10 30 100
entre 11% -
33%
1 falla en más
de 5 años
Raro 0.5 0.5 1.5 5 15 50
Probabilidad ≤ LT -2253 LT -2278
10%
PLAN DE ACCION
• Limpieza de la franja entre la T-93 y T-96
• Limpieza Manual de Aisladores entre la T-52 y T-108
STEP 5 : FMECA MATRIX AND ACTIONS
IMPACTO
Mínim o Medio
INICIAL
Significativo Severo Crítico
ACTUAL
1 3 10 30 100
e 5 fallas
8 8 24 80 240 800 8 24 80 240 800
bilidad >
1y5
al año
bilidad 4 4 12 40 120 400 4 12 40 120 400
66% -
en 3 LT -2252
bilidad 2 2 6 20 60 200 2 6 20 60 200
34% - LT -2252 LT -2251
LT -2251
en 5
en más LT -2278
años
0.5 0.5 1.5 5 15 50 0.5 1.5 5 15 50
bilidad ≤ LT -2253 LT -2278 LT -2253
Resultados :
RCM + CBM
36%
56%
66%
70%
El Paso a Paso
I. ¿Dónde Empezamos?
1. DESARROLLAR EL PLANEAMIENTO ESTRATEGICO
2. DISEÑAR UN HOJA DE RUTA
3. MODELAR LA IMPLEMENTACIÓN
II. Casos
1. GESTION DEL RIESGO + CRITICIDAD : GAS OPERATIONS
2. GESTION DEL RIESGO + CRITICIDAD + ACR : HPP CAÑON DEL PATO
3. GESTION DEL RIESGO + RCM : LTx ETESELVA
4. GESTION DEL RIESGO + RCA : ALL
III. ¿Qué es lo mas Importante?
IV. Conclusiones
PROGRAMA DE IMPLEMENTACION RCA
49
PRIMERA FASE > AGOSTO 2014 ~ MARZO 2015
Proceso Hidroeléctrico Proceso Termoeléctrico & Hidrocarburos
POTENCIAL
POTENCIAL
GRUPO TEMA INTEGRANTES IMPACTO
GRUPO TEMA INTEGRANTES IMPACTO
ECONOMICO
ECONOMICO
Falla en la unidad IV y V por Maria Banda
Arranque Fallido GT-11 por Nilton Hinostroza
1 incidente con cable subterraneo Segundo Siancas 24,300.00 1 18,000.00
CH problemas en el VIGV Luis Ramirez
Luis Herrera
Disparo por alta Temp. Del Cristian Huaman
Joseluis Aguirre 2 Rubén Peralta 32,000.00
Falla a tierra bornes generador cojinete 3 de la unidad TG-1
2 Fernando Arteaga 21,000.00 Allen Ravelo
grupo 6 CDP
Pedro Valverde Disparo por actuación de la Allen Ravelo
Juan Gonzales 3 matriz de protección del 37,000.00
Falla en Servomotor de Deflector
3 Alfredo Angeles 22,500.00 generador TG-1 Carlos Gamboa
Unidad 3 CDP
Jose somontes José Ríos
Julio Valencia Fallo del ducto de producción Paolo Melendez
4 Falla compuerta de Descarga CH Pedro Chanco 25,000.00
4 25,000.00
Pozo 6 Edwin Cueva
Marco Zapata Yván Cortés
Juan Ñeco 5 Falla generador #2 Plata de Gas Fernando Estela 50,000.00
Desconexión unidad 1 cierre
5 Daniel Barbadillo 60,744.00 Falla de Válvula termostática Hugo Delgado
interruptor 220 KV CH 6 39,200.00
Alan Ochoa TG-4 Electroquil Yuber Robelino
Luis Farfan Daniel Loarte
Falla secuencia de arranque
6 Rolando Benites 39,200.00 Gregorio Chacon
unidad 4 CDP
Carlos yaco Bill Matheus
7 Inundación Pozo 3 160,000.00
Nilton Garcia David Astovilca
Falla en Destruccion de muro
7 Sergio Puccio 42,000.00 Jimmy Cardenas
fusible CDP
Alex Villarreal Adriel Tuesta
Brayan Norabueno Jhon Lama
Posible deterioro decantador de 8 Disparo de la unidad por TAT 36,000.00
8 Ylian Pariasca 480,000.00 Luis Ramirez
nave CH
Noe Chunga TOTAL USD $/. 397,200.00
TOTAL USD $/. 714,744.00 50
USD 1,111,944.00
SEGUNDA FASE > ABRIL 2015 ~ DICIEMBRE 2015
51
El Paso a Paso
I. ¿Dónde Empezamos?
1. DESARROLLAR EL PLANEAMIENTO ESTRATEGICO
2. DISEÑAR UN HOJA DE RUTA
3. MODELAR LA IMPLEMENTACIÓN
II. Casos
1. GESTION DEL RIESGO + CRITICIDAD : GAS OPERATIONS
2. GESTION DEL RIESGO + CRITICIDAD + ACR : HPP CAÑON DEL PATO
3. GESTION DEL RIESGO + RCM : LTx ETESELVA
4. GESTION DEL RIESGO + RCA : ALL
III. ¿Qué es lo mas Importante?
IV. Conclusiones
UNA VISION CLARA
OBJETIVOS PRECISOS
LIDERAZGO
COMPETENCIA
TRABAJO EN EQUIPO
HONESTIDAD
Y
FUERTE TRABAJO!!!
El Paso a Paso
I. ¿Dónde Empezamos?
1. DESARROLLAR EL PLANEAMIENTO ESTRATEGICO
2. DISEÑAR UN HOJA DE RUTA
3. MODELAR LA IMPLEMENTACIÓN
II. Casos
1. GESTION DEL RIESGO + CRITICIDAD : GAS OPERATIONS
2. GESTION DEL RIESGO + CRITICIDAD + ACR : HPP CAÑON DEL PATO
3. GESTION DEL RIESGO + RCM : LTx ETESELVA
4. GESTION DEL RIESGO + RCA : ALL
III. ¿Qué es lo más Importante?
IV. Conclusiones
CONCLUSIONES
Los Métodos de Clase Mundial son herramientas potentes si
están sistemáticamente organizadas