Group Members:
(1) Arif
Karim 08EL104
(5) Ahmed
O P E R A T I O N S:
Why do we argue that operations be considered the heart of every organization? Fundamentally, organizations exist to create value, and operations involves tasks that create value. Michael Hammer (2004) maintains that operational innovation can provide organizations with long -term strategic advantages over their competitors. Regardless of whether the organization is for prot or not-forprot, primarily service or manufacturer, public or private, it exists to create value. Thus, even nonprot organizations like the Red Cross strive to create value for the recipients of their services in excess of their costs. Moreover, this has always been true, from the earliest days of bartering to the modern-day corporations.
Operations Activities:
Operations include not only those activities associated specially with the production system but also a variety of other activities. For example, purchasing or procurement activities are concerned with obtaining many of the inputs needed in the production system. Similarly, shipping and distribution are sometimes considered marketing activities and sometimes considered operations activities. Because of the important interdependencies of these activities, many organizations are attempting to manage these activities as one process commonly referred to as supply chain management. As organizations begin to adopt new organizational structures based on business processes and abandon the traditional functional organization,
Production Control Transmission system dispatching Maintenance administration Training for and simulating of contingencies Supervision of control system itself
The first three are traditionally and logically of highest priority. Futher more the operator activities can be organised into three groups , each time dependent Pre-Dispatch Activities Dispatch activities Post-Dispatch Activities Pre-dispatch activities develop and maintain the short term plan for energy and power supply for the house following the present one and for subsequent periods. The activities include o Short-term load forecasting o Generation scheduling
Interchange palnning
o Reactive power requirements planning o Development of planned switching actions o Elaboration of plans for post-disturbance restoration Dispatch activities will implement the plans developed during the predispatch period and will supervise and control the system to meet the instantaneous needs over the present hour.These activities normally include o Monitoring of the power system, its equipment and states
o
Power dispatching for optimizing the production cost and load balancing to generation
o Interchange negotiations and evaluation of the influence on economy and security o Performing switching activities, palnned or post-disturbance reaction Post-dispatch activities analyze and process the information gathered during the dispatch period to satisfy reporting requirements and to detect the contingencies among the actual disturbances. The activities performed we find are: o Events and operator activity logging o Statistical data gathering o Operational reports generation o Energy accounting o Disturbance analysis
SCADA SYSTEM
SCADA (supervisory control and data acquisition) generally refers to industrial control systems (ICS): computer systems that monitor and control industrial, infrastructure, or facility-based processes, as described below:
Industrial processes include those of manufacturing, production, power generation, fabrication, and refining, and may run in continuous, batch, repetitive, or discrete modes. Infrastructure processes may be public or private, and include water treatment and distribution, wastewater collection and treatment, oil and gas pipelines, electrical power transmission and distribution, wind farms, civil defense siren systems, and large communication systems. Facility processes occur both in public facilities and private ones, including buildings, airports, ships, and space stations. They monitor and control HVAC, access, and energy consumption.