Rotan OM Approach

Technical Approach & Methodology for O&M Services
450 MW COMBINED CYCLE COMBINED CYCLE POWER PLANT

ABOADZE, GHANA
Technical Approach & Methodology for Operation &

Maintenance Services
Rotan Power Project
RFQ document: DGCL TAK O+M RFP/deag – 27th May 2019 Page 1 of 173
ABOADZE, GHANA
Table of Contents
1.0 General.....................................................................................................3
2.0 O&M Objective..........................................................................................5
3.0 STEAG Operation Management Philosophy...........................................11
4.0 Monitoring System..................................................................................12
5.0 Reporting and Logging System...............................................................17
6.0 Re-commissioning...................................................................................20
7.0 Protection & Interlock System.................................................................21
8.0 Unit Tripping............................................................................................22
9.0 Essential Documents..............................................................................24
10.0 Preservation & Disposal of Log Book/Log Sheet/Charts/DAS Printouts. .25
11.0 Emergency Instructions...........................................................................27
12.0 Housekeeping of the Station...................................................................28
13.0 STEAG’s Maintenance Philosophy & Methodology.................................31
14.0 Computerized Maintenance Management System..................................42
15.0 Overhauling Philosophy..........................................................................46
16.0 Time & Outage Period.............................................................................48
17.0 Spare Parts Planning..............................................................................57
18.0 Condition Monitoring...............................................................................62
19.0 STEAG's Health and Safety Guidelines (HS Guidelines)........................73
20.0 Operation Management..........................................................................75
21.0 Maintenance Management......................................................................97
22.0 Quality Management System................................................................114
23.0 Safety Management..............................................................................136
24.0 Environment, Health and Safety Policy.................................................165
ABOADZE, GHANA
1.0 General
The methodology we propose to follow keeps in view the overall strategies outlined
under RFQ No. DGCL TAK O+M RFP/deag dated 27 th May 2019. Of these strategies,
the important ones which affect the approach are those related to;
 To Operate, maintain and repair the project on behalf of the Owner by

benchmarking against the best combined cycle power plants in terms of cost,
performance and as well as plant staffing.
 To operate at base load with some periods of mid merit peaking demand
operation.
 To generate quality electricity from the project to provide the same on behalf to the
Owner grid.
 To staff and train O&M engineers of the Owner in the best O & M procedures and
practices, so that they become fully equipped to operate / maintain the plant at the
end of O & M contract period.
 To establish systems, standard operating procedures, standard maintenance
practices / procedures and other technical plant documentation.
 To monitor deliveries from the EPC Contractor and to perform all duties and
responsibilities during the erection and commissioning stage
In order to achieve the first objective, we would basically follow STEAG’s own
philosophy which has been developed over the last several decades of operating as an
IPP in a competitive environment and which has resulted in continuous profits for the
company. Our experience with O&M of gas fired power plants across the world has
demonstrated the best approach with highly satisfactory results and can be also
adopted there.
Since it will be our responsibility to fulfill the O&M services on behalf of Owner, we are
confident of providing good quality and capability of operation and maintenance in order
to achieve high levels of availability, reliability and safety.
ABOADZE, GHANA
In order to achieve the other important objective of “Transfer of Technology” STEAG

intends to train Owner’s personnel’s at the appropriate stages/as per the requirement of
the Owner, to take over complete operations of the power plant. Needless to say,
support from STEAG experts will be available to the extent required during the terms
defined as per the contract.
It has also been our principle in all countries to encourage the development of local
sources of supply of equipment, spare parts and consumables without any compromise
on quality standards. This being a joint responsibility, it is always done in consultation
and consent of the Owner.
The need to operate in harmony with the people of the area is of high importance and
our team will be sensitive to local social norms. Respect for common concerns
regarding environmental issues and safety will be kept in high priority at the site, as
followed in Germany and other parts of the world.
In short, our approach is to operate the plant as if we were the Owners with the sense of
responsibility that goes with it.
Implementation Plan
Having reviewed the scope of work, our first task would be to collect available
information and to update and create a database and specifications for our tasks
according to project specifications.
Recruitment & Training
After recruitment, high priority will be given to training requirements of the experienced
and fresh recruits. Training of key personnel and staff is also planned at STEAG plants
and at Siddhirganj Power Station.
ABOADZE, GHANA
Training on the computerized online monitoring and optimization systems of STEAG will
be done during operation period. Likewise ongoing training could be considered on
simulators since training on continuous basis is envisaged.
Communication Protocol
The communication protocols will be established between EPC contractor (if required),
Owner and STEAG (O&M Contractor) as required. Likewise protocols in punch points
and warranty points would need to be established. There will also be need to establish
the communication procedure with agencies from Government and other statutory
agencies.
Our own procedures developed at various sites across the world for Punch point
system, Warranty point system will be implemented which has very good features like
reporting, and printing facilities, tracking facilities of open/close punch items. This will
serve as complete database as plant history.
Review of Available Efficiency Enhancement Systems
Plant Manager will, on priority, review the EPC contract to satisfy himself of the
provisions therein, for efficiency enhancement. He will recommend, if necessary, any
additional systems which will enhance the efficiency.
2.0 O&M Objective

STEAG’s Objectives of Operation Management are described under different
Operational Matrix constituents as follows:
2.1 Targets Actualization
To ensure safe, reliable and commercially viable operation of units with sustained
performance in order to actualize all set targets.
2.2 Forced Outage Reduction
ABOADZE, GHANA
Objectives:
1. To operate the units at maximum availability.
2. To strive for zero forced outage.
3. To achieve minimum partial loading (less than 0.5%) by ensuring maximum
equipment availability.
In order to achieve the above objectives, the following are required:
a) To analyze systematically and comprehensively for identifying the root cause of

unit tripping and to eliminate them at the earliest. The learning should be blended
with good future improvement strategies to avoid the recurrence.
b) To identify all possible causes of multiple units tripping and formulate action
plans to eliminate them.
c) To maintain a database of unit parameters, equipment history, failures and major
incidents for reference.
d) To analyze properly major incidents, equipment failures and monitor the
implementation of action plans.
e) To contain station outage and partial loading within the targeted limits, more
proactive / innovative approach, actions & strategy are required like detailed
scope of work for overhauls, improved quality of overhauls etc.
f) To analyze tube failures in heat exchangers properly, which is the major
contributor of forced outage? Root cause analysis for all tube leakages, followed
by action plan is essential to eliminate the tube leakage of a unit between two
consecutive overhauls.
g) To prevent unexpected failure of Capital Equipment’s. All maintenance-in-
charges are to be geared up to eliminate them at the earliest by using the latest
monitoring/ maintenance tools and techniques.
h) To have sufficient amount of spares of major equipment’s (on pooled/
interchangeable basis, wherever applicable) to reduce the extent of outage.
ABOADZE, GHANA
i) To shift the focus from conventional preventive to Knowledge-based Reliability

Centered maintenance practices.
2.3 Efficiency Enhancement
Objectives:
1. To operate the plant and accessories at optimum efficiencies by identifying and

rectifying the gaps compared to design efficiency.
2. To operate the plant at minimum oil consumption, auxiliary consumption and
make up water consumption.
3. To operate the units at rated parameters.
4. To achieve optimum water chemistry parameters.
In order to achieve the above objectives, the following are required:
a) To work on Energy Balance method and identify areas for Heat Rate
improvement.
b) To involve effectively in every station in identifying the areas of loss by way of
various tests.
c) To prepare an action plan to bridge the gaps (actual vs design) and to achieve
efficiency near the design values.
d) To ensure implementation of the recommendations/ action plans of the
conducted efficiency tests.
e) The efficiency gaps and action plans are to be monitored regularly and major
exceptions shall be put up to station management.
f) To ensure the testing of water chemistry, as envisaged and implementation of
the recommendations.
2.4 Maintenance Quality Improvement
Objectives:
ABOADZE, GHANA
1. To carry out all overhauling jobs as per the prescribed quality plan, with the help
of checklists and protocols.
2. To minimize outage from overhaul to overhaul and minimum partial loading on
account of equipment’s.
To ensure Overhauling quality of the units, the following operations are required:
a) Maintenance and QA department is to focus on quality by closely monitoring

equipment’s during inspection and job execution stage.
b) To develop a good set of vendors. Services of OEM/ experienced service
providers also can be utilized.
c) To work out quality requirements in detail for each equipment and incorporate
them in the overhauling contracts.
d) To make contracting agencies to ensure work execution under qualified
engineers and quality team.
e) To analyze outages after overhaul critically and to take necessary measures to
avoid such occurrences in future.
f) To arrange brainstorming sessions to review the forced outages after overhaul.
In this workshop the reasons for outages shall be discussed in detail and
corrective actions shall be formulated.
Comprehensive documentation and grouping of similar trips to locate trends has to be

done while preparing the scope of work for next overhaul.
2.5 Preparedness for Overhaul
Objectives:
1) Ensure conductance of overhaul as per schedule, timely completion of overhaul,

ensure overhauling of unit as per rolling plan,
ABOADZE, GHANA
2) To ensure full preparedness for overhaul in terms of materials, contracts and

other resources three months ahead of the scheduled date of overhaul of the
unit.
In order to achieve these, the following operations are required:
a) To prepare a Five year rolling plan with details of major jobs to be carried out for
the overhaul of the unit adhere with the Overhauling schedule.
b) To complete the overhaul within the schedule time without compromising on
scope of work and quality.
c) Preparation for overhaul shall start at least 24 months in advance. A detailed
scope of work shall be prepared at that time.
d) The scope of work shall contain part from standard list of activities, inputs from
equipment condition monitoring, outage history, OEM recommendations,
recommendations from various audits etc. Actual preparation for overhaul shall
start from this scope of work.
e) The scope of work and other activities shall be reviewed periodically as defined
under the OPI (Overhaul Preparedness Index) monitoring system,
f) To ensure timely availability of all material required for overhauls and accordingly
the scope of work, procurement action may be taken well in advance.
g) To award works contracts for unit overhauls covering total scope of work well in
advance.
h) To select the vendors/ agencies for the overhauls and other maintenance jobs
carefully to ensure the quality of overhauls.
2.6 System Compliance
Objectives:
1. To ensure the compliance of all Systems, as envisaged.
To ensure the system compliance the following operations are required:
ABOADZE, GHANA
a) To comply with all statutory requirements/ licenses.

b) To comply with the protection and interlocks system and to ensure that all
protections & service.
c) To comply with all the testing requirements of GT and Steam Turbine, WHRB,
Generator and their auxiliary as envisaged.
d) To ensure that equipment’s/ units are operated as per recommended operating
procedures.
e) To ensure the availability and compliance of standard re-commissioning check
lists of equipment & systems.
f) To Prepare Technical Compliance documents and ensure their implementation.
g) To ensure proper documentation and record keeping for important documents.
h) To ensure efficient up-keep of instrumentation, auto loops, annunciation system,
protected and interlocks.
i) To ensure systemic monitoring and reporting system.
j) To ensure availability of operating instructions, check list, System manuals etc.
2.7 Zero Accident & Zero Fire
Objectives:
1) To strive for nil human accident

2) To strive for no equipment damage
To achieve zero accident & zero fire, the following operations are required:
a) To ensure availability of firefighting/ safety equipment’s/ systems and protections,

always
b) To ensure proper housekeeping of the station.
c) To conduct the testing of tools & tackles timely.
d) To maintain healthiness of protection and interlocks systems.
e) To conduct important testing like over speed test of GT and Steam Turbine etc.
ABOADZE, GHANA
f) To check structures & Machine foundation, as envisaged.

g) To ensure compliance to all statutory requirement/ license
h) To comply strictly with WOC/PTW system.
i) To carry out maintenance work as per standard checklist.
j) Conduct safety audits regularly and comply with the recommendations.
2.8 Environment
Objectives:
1. To ensure compliance of all environmental statutory requirements.
To achieve the above, the following operations are required:
a) Develop a continuous monitoring system to identify any deteriorating trend will in

advance of the breach of limits.
b) To make action plans to resolve all environmental issues and implement them.
2.9 O&M Cost Reduction
Objectives:
1. To optimize O&M cost to ensure that cost remains within norms.
2. To make an action plan to reduce inventory in line with norms.
To achieve the above, the following operations are required:
a) Improve quality of overhaul to reduce forced outages

b) Follow healthy maintenance practices; move from mere preventive maintenance
to risk based maintenance
c) Break down and monitor regularly the Repair & Maint. Cost.
d) Minimize nonmoving inventory.
3.0 STEAG Operation Management Philosophy
ABOADZE, GHANA
STEAG’s operation management philosophy is as under:

Since its inception, STEAG had recognized the need of acquiring professionalism in the
management of power industry to ensure safe and reliable operation of stations with
sustained performance, thus providing reliable service to customers. In this process, all
possible efforts have been made to standardize all systems of Operation Management.
An effective system known as "Operation Management System" has been developed to
achieve uniform implementation of the systems throughout stations. Implementation of
these systems has paid rich dividends in the form of high Plant Load Factor and high
Availability Factor on sustained basis. This also resulted in commissioning of units on or
ahead of schedule.
The following aspects will be covered in the "Operation Management System Manual"
which will be prepared for the site:
1. Monitoring system in Stations.

2. Reporting & Logging system in Stations.
3. Functioning of operation review system
4. Methodology of Technical Audit
5. Technical Compliance System
6. Re-commissioning system
7. Housekeeping of the Station.
8. Guidelines for preservation & disposal of charts, log sheets, Data Acquisition
System printout, Log book.
9. Knowledge Team and their responsibilities.
10. Essential Documents
11. Formats for different reports used in Stations, Operation Services etc.
4.0 Monitoring System
Daily monitoring of plant performance is given a very high importance by top executives
starting from Managers to top management. Monitoring and reporting is to be carried
ABOADZE, GHANA
out systematically and interfaced properly so that the instructions issued reaches to the
concerned working engineers and are reported back for their compliance.
The following parameters are to be monitored:
SI Issues Parameters to be monitored

No.
1. 1 Targets Gap Analysis Shortfall in target versus generation, availability, heat rate
. etc.
2. 2 Efficiency monitoring Heat Rate of the units, Aux Power Consumption etc.
Operational parameters affecting unit efficiency.
. Gap Analysis
Operation of equipment’s at rated parameters.
Timely execution of all efficiency tests
Implementation of the recommendations of the efficiency
tests. (At running condition, short shutdown & overhaul)
3. 4 Forced Outage Major reasons for loss in Availability factor
Unit tripping , its analysis implementation of the
. Gap Analysis
recommendations
Multiple unit tripping, its analysis and implementation of
action plan to prevent recurrence
Implementation of the recommendations of Operation
Services, Engg. and various committees
Time taken for unit startup & difficulties experienced
Quality of Maintenance covered under forced outage
Proper follow up of re-commissioning checklist
Updating of re-commissioning checklists as per
experience based on last outages
4. 5 Maintenance Quality Quality of Maintenance covered under forced & planned
. Improvement outage
Duration of Maintenance covered under planned & forced
outage
Quality compliance as per guidelines/standard checklists
Updating of checklists based on last overhaul or outages.
Re-commissioning activities of equipment’s and unit after
overhaul
ABOADZE, GHANA

No.
Identification of Major failure/incident after overhaul

5. 6 Preparedness for Availability of spares & consumables, finalization of
. Overhaul contracts
Scope of work for forthcoming overhaul
Testing of tools & tackles
Availability of Bar chart, Engg. declaration, re-
commissioning checklists
6. 7 Overhauling cost Overhauling Cost
.
7. 8 Maintenance Availability of equipment’s and status of reserve
. Management auxiliaries
Healthiness of instruments (Control Room, Local field
System:
devices, On line Analyzers etc.)
Monitoring of equipment’s where repeated failures
occurring
Strict Compliance to Permit to Work (PTW) / Work Order
Completion (WOC) system
Healthiness of OLMS: (On Line Maintenance
Management system)
Condition monitoring of equipment
8. 9 System Compliance Implementation of Technical Compliance System
Periodic checking of protections and interlock system to
. Status:
ensure availability.
Equipment Testing / change over schedule
Compliance to environment regulation and requirements
Implementation of recommendations of O&M
Conference / Workshops /Various committees etc.
Compliance of Statutory requirements/ license
Compliance with Energy conservation norms
Monitoring of environmental parameter emission and
meteorological data
9. 1 Fire Target & Safety Availability of firefighting equipment’s/ systems and
0 protection
ABOADZE, GHANA

No.
. Adequacy Of firefighting pump pressure at furthest &

highest point
Healthiness of all mulsifier systems on auto
(Transformers, MOT etc)
Cleanliness of the units including hazardous and non-
hazardous waste disposal
Parameters to be monitored
Over speed test of GT and Steam Turbine
Compliance to all statutory requirement/ license
Healthiness of structures & Machine foundation
10. 1 Fuel status Status of fuel consumption
2
.
11. 1 Water status CW fore bay level, raw water consumption & availability
3
.
12. 1 Chemistry Quality of make-up water and clarified water
Consumption and stock of chemicals
4
Timely execution of all tests & samplings
. Monitoring of results of all chemical tests. Chemical
regimes of WHRB water & steam.
Lubrication report
Corrosion, scale formation, deposition in equipment’s
13. 1 Operation: GT and Steam Turbine rolling, Synchronization of units as
5 per standard start up curves/procedures
Operation of unit with all protections in service
.
Availability checking of standby equipment’s & testing of
equipment’s
Operation of unit and equipment’s at rated parameters
Proper isolation of equipment’s for issuing permit
Immediate reporting of any defect via WOC
Compliance of the recommendations of Chemistry,
Efficiency & Maintenance group
Activities of all three shifts for providing decision support
ABOADZE, GHANA

No.
to shift charge engineers

14. 1 Environment Compliance to Environmental norms
6
.
15. 1 Retrofitting related Retrofitting related activities
7 activities
.
16. 1 Others Benchmark with other projects
Status of Computerization
8
Implementation status of SMART { Strategic Monitoring
.
Assistance Remote Terminus)
Cost reduction by different productive means
Implementation of ISO standards
Availability of trained manpower
Training of employees
Proper dissemination of knowledge & Creation of
Knowledge Team
Proper co-ordination with all maintenance groups in site
Proper coordination with RLDC, Corporate Technical
Group
Proper Data entry in the Operational Parameter
performance monitoring System (OPPMS) for generating
MIS
17. 1 Documentation : Availability of documents related for emergencies like Grid
9 Failure, Leakage of GT and Steam Turbine oil, Failure of
. D.C supply, Failure of instrument Air, Fire & Accidents.
Availability of system manuals, write up, technical papers
etc.
Availability of standard checklists, Re-commissioning
checklists etc.
5.0 Reporting and Logging System

STATION LEVEL
ABOADZE, GHANA
REPORTING TO HEAD OF STATION/ HEAD OF O&M

1. Plant Manager of the station is briefed by the shift charge engineer in the
morning about the performance of the station.
2. Efficiency Engineer gives a report in which a brief explanation of the performance
deviations set norms and target are provided at 10.00 Hrs daily.
3. Plant Manager of the station takes half an hour meeting in the morning where he
discusses the performance, plant problems, and gap analysis with respect to
generation.
a) Operation Manager
b) Maintenance Head
c) Head Efficiency & Monitoring and Planning
d) Chief Chemist
4. The decisions taken during the meeting by Head of station are conveyed to
respective sections for implementation and non-compliance of the instructions
are informed by Head of Efficiency Department to Plant Manager, where upon he
may take necessary action.
5.1 Energy & Efficiency Monitoring Dept.:
Following reports are generated by station Energy & Efficiency Monitoring Department
(EEM). EEM Department informs the concerned department for taking corrective
actions.
1. Test Report
2. Analysis Report
3. Financial Report
4. Report for Major Happenings to Operation Service Group
5. Reports for ROPR to Corporate Technical Group
6. Daily detailed report
7. Monthly report
8. Annual Report
ABOADZE, GHANA
9. Unit Trip Report

10. Critical Parameters deviation report
11. Other reports
5.2 Chemistry Department
The following reports are generated by station chemistry department. Chemistry

department informs the concerned department for taking corrective actions.
1. Report on Makeup water consumption.

2. Report on Chemical consumption.
3. Report of steam/ water chemical Regimes.
4. Report on analysis of fuel.
5. Report on analysis of GT and Steam Turbine lubricating oil/ FRF.
6. Report on analysis of raw water, Clarified water, soft water, and cooling water.
7. Report on analysis of Flue Gas.
8. Report on Effluent water quality.
9. Report on Environment monitoring.
5.3 Operation Shift Personnel
During the shift the following personnel write the log book/log sheet.
a) Shift Charge Engineer.

b) Assistant Shift Charge Engineer.
c) Unit Controller.
d) Desk Engineer
These officers shall not duplicate the recording of events.
a) Shift Charge Engineer - Shift Charge Engineer logs important parameters and
important station happenings.
ABOADZE, GHANA
b) Assistant Shift Charge Engineer - ASCE records happenings in more detail in their
respective areas.
c) Unit Controller- Unit Controller writes happenings and performance details with
respect to his own unit.
d) Desk Engineers - Desk Engineers fill log sheet of concerned desk & writes logbook
in GT, Steam Turbine, WHRB & Generator area in detail.
 The logbooks will have provision for filling important parameters and for filling
important checks in the form of a checklist. In addition to logging of the
events, the above officers will also record important information about the
station equipment and unit in the check list.
 During normal operation, Operation desk engineers shall monitor all important
parameters regularly. Trends will be scrutinized to determine any deviations
in the parameters and will take necessary actions accordingly.
 During shut down of unit, parameters are to be monitored till the GT and
Steam Turbine temperature comes down and also during startup of the unit
parameters are to be monitored continuously till the stabilization of the unit.
6.0 Re-commissioning
1. Re-commissioning team shall be constituted, clearly indicating the responsibility
of each individual including the leader of the re-commissioning group before start
of overhaul.
2. The operation personnel connected with the unit shall be included in the Re-
commissioning team.
3. Re-commissioning team shall prepare a Re-commissioning schedule in line with
the maintenance bar chart and carry out the activities as per the schedule.
4. Re-commissioning team shall follow the standard check list of each equipment
while Re-commissioning the unit.
5. Re-commissioning team shall maintain the necessary protocols duly signed by all
concerned department while Re-commissioning the equipment/ unit.
ABOADZE, GHANA
6. Re-commissioning team shall check the healthiness of all equipment’s and unit
protections.
7. Re-commissioning team shall ensure the safety of equipment/ personnel by
adhering to proper Permit to Work (PTW) system.
8. Re-commissioning leader shall highlight problems, planning and action plan
related to Re-commissioning activities in daily Re-commissioning meeting to
ensure the completion of Re-commissioning of unit within the stipulated time
period.
9. Re-commissioning team shall ensure the healthiness of all auto loops, recorders,
indicators, annunciation system during Re-commissioning period.
10. Re-commissioning team shall carry out all testing during Re-commissioning and
maintain all test data for future reference.
11. Re-commissioning Team shall ensure that the concerned department has
cleaned respective area of the unit after overhaul.
12. The dissolution of 'Re-commissioning Team' will be decided by the Head of
O&M, after ensuring the unit is functioning properly at full load with all protections
in service and all equipment’s available.
Availability and compliance of documents is very important for proper Re-

commissioning. The major types of documents used in Re-commissioning are:
• Equipment Re-commissioning checklists

• Equipment / inspection protocols
• P&I protocols
• Clearance / Startup checklists
• Operating instructions
• Re-commissioning monitoring formats etc.
Each station shall prepare these documents as per the configuration of their units, base
the standard formats.
ABOADZE, GHANA
7.0 Protection & Interlock System

a) Checking of Protection, permissive, interlock and alarm system of the
equipment’s, GT, Steam Turbine, WHRB, Generator & switchyard are to be done
during annual overhaul with necessary protocols duly filled up by all concerned
departments.
b) Healthiness of all annunciation system is to be checked periodically -(with a
minimum frequency of once in a year).
c) In the event of failure of any protection system components like field device, relay
system I/O model, associated software, associated cabling etc, temporary
bypassing of the protection may be done with proper recording.
d) Bypassing of protection/permissive should be carried out with the approval of the
Plant Manager.
e) Whenever the bypassing of protection/permissive is undertaken, information
relating to the extent of the bypassing should be prominently displayed and
operator notified to ensure that any necessary measures are taken.
f) Strict restraint shall be exercised when bypassing protection and every effort
shall be directed towards restoration of these protection devices at the earliest
opportunity.
g) The records of bypassing any protection/permissive are to be maintained by Shift
In- charge and following format should be filled up while bypassing & restoration
of protection.
h) Records pertaining to the bypassing and restoration shall be reviewed daily by
the heads of operation and maintenance and at least once in a month by the
Plant Manager.
8.0 Unit Tripping

Definition of Unit Tripping: Outage of Unit due to actuation of any protection device or
outage of Unit during emergency condition.
Tripping Reports for the above outages are to be prepared.
ABOADZE, GHANA
Planned shutdowns, outage due to grid restriction, outage due to fuel shortage are not
"considered as tripping.
8.1 Unit Tripping Report
To know the actual cause of any unusual occurrences which leads to tripping of a unit in
any of our Power Stations it is very essential to analyze the same thoroughly and the
cause is attended immediately to avoid repetition of same type of problem. The analysis
of the tripping shall be done by senior level executives, consisting of Head of Operation,
C&I, EEM and Electrical Maintenance departments expeditiously but not later than three
days from the date of tripping. The analysis should be viewed by Operation Manager
before it is put up to Plant Manager for approval.
8.2 Further Analysis of Tripping Report
a) Duly approved tripping analysis along with back-up papers shall be forwarded to
Corporate Technical Group within 7 days of the tripping.
b) Corporate Technical Group shall analyse the report for adequacy of root cause
identification and formation of recommendations. Reports with their observations,
if any shall be sent to Corporate Technical Group by station within 7 days.
c) The station should make an action plan for the recommendations along with
target date and responsibility centre and send to Corporate Technical Group
within 7 days.
d) Trip committee recommendations should not be open ended. All trips wherein
root cause had been established should have a detailed action plan,
responsibility centre and schedule.
e) All preventive and corrective measures should be listed out to prevent recurrence
of trips. The compliance of such recommendations must be monitored and
ensured by Corporate Technical Group.
f) Technical audits/ ORTs must have a complimentary system to check compliance
of the recommendations.
ABOADZE, GHANA
g) Recommendations/ Action plans should also be sent to the concerned ORT

coordinators for follow up.
h) All trip reports should also indicate incidences of similar trips of the same unit/
station. Recurring trips and trips immediately after overhauls deserve special
attention.
i) Stations should not send analysis reports, which do not establish the root cause,
j) Corporate Technical Group Overhauling group and site MTP should take
necessary input from Tripping Analysis, Forced Outages and failures to
incorporate in the overhauling checklists to avoid failure of equipment’s after
overhauling.
k) Trip committee's recommendations should be communicated formally to the
concerned Corporate Technical Group Specialist Group for taking necessary
action.
l) Restoration of unit should be as per standard procedures. Strict restraint shall be
exercise not to bypass any interlock/ protection, OEM instructions etc. during
restoration. The aspect should be captured in ORT minutes and Technical audits.
m) Active monitoring of each station/ unit wise needs to be done for targeted forced
outage not exceeding 1%.
n) Typical unit outage details and similar occurrence of outage of a station along
with recommendations should also be circulated to other stations and groups for
proper should knowledge and to take corrective action.
9.0 Essential Documents

Site should ensure the availability of following documents:
1. Emergency instructions for:-
a) Grid failure (instructions for UCE, desk engineers, locations and
switchyard).
b) Total AC failure of a unit.
c) Total DC failure of a unit.
d) Loss of instrument air.
ABOADZE, GHANA
2. Disaster Management Plan

3. Technical diary, Schematics diary and operation management book.
4. Integrated start-up procedure and unit start up records
5. System manuals for all areas of O&M
6. Re-commission check lists/ protocols of all equipment’s.
7. Protocol of Re-commissioning of equipment, unit, protection, interlock system
specifying the custodian.
8. Equipment change over schedule and actual status.|
9. Equipment lubrication schedule.
10. Record of routine checking of cable galleries (daily).
11. Schedule of ATT-GT and Steam Turbine oil injection & valves testing.
12. Operator walks down check list.
13. Records of routine testing details (schedule, result and method of rectifying any
abnormality) of emergency equipment like DC lube oil pump, DC JOP,DC Seal
oil pump,
14. DC seal water pump, DG set, DC lighting etc.
15. Technical compliance documents and records.
16. Documents related to WHRB license and high pressure vessel license.
10.0 Preservation & Disposal of Log Book/Log Sheet/Charts/DAS Printouts

Features of Log Book/Log Sheet/Charts
The Log Books have the following features:

a) Log books are bound for period of three months.
b) One side of the log book is printed and contains important data of station/
equipment/ system availability and C&I status and other side is meant for filling
up activities and other particulars.
c) Log book contains Black out/ Emergency instructions along with individual
responsibilities.
ABOADZE, GHANA
Charts (wherever provided) contain the following information:
a) Signature with time, date at the beginning and at the end of the shift.
b) At the time of tripping, time, date is specified in all UCB charts.
Preservation & disposal of log book/ charts/ DAS printouts
In view of standardizing the Disposal system of used charts, the following guidelines
shall be followed:
1. All charts, DAS, DDCMIS print outs/ soft copies are to be preserved from one
annual overhaul to next annual overhaul. All these records are kept in a file unit
wise for easy retrieval.
2. During every tripping/ failure/ damage /unusual occurrence, the following relevant
charts (where the system is still followed) for 30 minutes prior to the event and 15
minutes after the event are preserved along with event analysis reports as a
permanent record unit wise and should not be destroyed.
a. WHRB
i) Main Steam
ii) Heating surfaces metal temperature
iii) Flue gas exit temperature
iv) DM make up
v) Feed flow/ steam flow
b. GT and Steam Turbine
i) Vibration
ii) Bearing temperatures, bearing drain oil temperature
iii) Differential and overall expansions
iv) TSE charts
ABOADZE, GHANA
v) Axial shift charts

vi) Lube oil temperature
vii) Vacuum and LP casing temperature
c. Generator
i) Load/voltage/current
ii) MVAR/power factor
iii) Frequency chart
iv) Rotor temperature
v) Stator winding temperature
vi) Stator water flow
vii) Stator water conductivity
viii) Seal oil/gas differential pressure
d. Switchyard:
i) Disturbance recorder (whenever grid disturbance take place)
3. Whenever •DAS'/DDC MIS is available

a) Half an hour pre-trip logs
b) 15 minutes post trip logs
c) sequence of events from DAS
4. The charts being preserved should contain the following information.

a) Signing of each chart everyday with time, data and shift in the beginning
and end of the day.
b) Whenever tripping takes place, the time, date should be specified in all the
UCB check the time of tripping.
c) An absolute expansion chart/ record of the GT and Steam Turbine from hot
tripped condition to temperature should be preserved as soon as such an
ABOADZE, GHANA
opportunity is available after overhaul. These records should be preserved

on a permanent basis and should be available for all machines.
5. AH parameters of equipment corresponding to the maximum load on everyday
basis should be maintained as a permanent record.
6. SCE log books, UCE log books should be preserved &s a permanent record
whereas other log books are preserved from one annual overhaul to next annual
overhaul.
7. Deviations of critical parameters on daily basis along with details as given in
format are to be prepared and preserved as a permanent record.
11.0 Emergency Instructions

1. Model Emergency instructions are provided to the stations. It is essential that
Emergency Instructions for stations may be reviewed and approved and should
become standing order. The emergency instructions once approved become part
of the Log Book and printed on the first page so that each desk /local operator
has gone through the instructions and understood the same.
2. The emergency instructions are also displayed at the locations.
Apart from Emergency Instructions, some important instructions are also displayed at
local like:
• Changeover of GT and Steam Turbine lub.oil filter, where mal operation can
cause unit tripping.
• At the locations where human error might cause unit tripping.
The following Emergency Instructions are to be prepared:
S. No. Description
1. Black Out Conditions
2. Failure of Total D.C Supply
3. Leakage of GT and Steam Turbine Oil
4. Failure of Instrument Air
ABOADZE, GHANA
12.0 Housekeeping of the Station

Housekeeping of the power plants is one of the most important precondition for
ensuring the efficient operation & maintenance of the units. It is, therefore, very
important that a defined House Keeping philosophy is adopted in the station to ensure
that all the areas, equipment’s, panels, walls, glasses etc. are totally kept cleaned and
also the lighting system is maintained in a most efficient condition for enabling the staff
to work in a safe, healthy and acceptable environment.
The House Keeping has been sub-divided into different categories as follows:
a) Sweeping of floors
b) Removal of cobwebs
c) Cleaning of drains
d) Cleaning of toilets, Bathrooms etc.
e) Cleaning of equipment’s, desk, gauges etc.
f) Cleaning of switch gears
g) Cleaning of C&I panels
h) Keeping of the working area clean
i) Removal of leaking lubrication oil
j) Lighting of the station
k) Cleaning of pipelines
l) Cleaning of roof & structures
m) Cleaning of ducts & cable gallery
The mode of housekeeping for each category is discussed as below:
12.1 Sweeping of Floors
It is suggested that the entire power station should be divided into a number of sections
for the purpose of sweeping.
The sections can be as follows:-
ABOADZE, GHANA
a. GT and Steam Turbine 'O'mts & 5 mts, level area.

b. GT and Steam Turbine Floor &UCB area.
c. Switch gear and battery rooms.
d. Water treatment plant.
e. Compressor room.
f. Work-shop.
g. Other miscellaneous areas.
h. R.C.Feeder & Dozing floors.
Above areas will be got cleaned through contract/ outsourcing.
The railings, pipelines, glass windows and other places which do not pose operational
safety hazards will be cleaned by the contractor.
Contractor should not be permitted for cleaning where cleaning can cause operation or
safety hazards, unless supervised by the concerned department.
The contract should include the following items of work:
a) Sweeping, swabbing, operating vacuum cleaners, brushing etc.

b) Disposal of the collected materials into dustbin.
c) Disposal of materials from dust bin to waste collection centres.
d) Final disposal of collected waste from central waste collection centres to
dumping grounds.
Cable gallery should be made pressurized to avoid dust ingress.
12.2 Removal of Cobwebs, drains, toilets, etc. are normally given to specialized
outsourced agencies.
12.3 Cleaning of Electrical and I&C equipment’s.
ABOADZE, GHANA
a) Cleaning of desk, Gauges (Fixed on various equipment’s), Field switches, and

Junction Boxes, Sight Glasses, Flow sight glasses for oil etc. will be carried out
by the technical helpers under the overall control of shift charge engineers.
b) Equipment cleaning should be done through contract labour, however for C&I
panel cleaning should be done through C&I department.
12.4 Cleaning of Switch Gears
a) The cleaning (dust removal etc.) of switch gear and all electrical protection
panels will be carried out by the technical helpers under the supervision of
electrical maintenance division for which one supervisor will be nominated.
b) The cleaning will be done by means of vacuum cleaners and blowers.
12.5 Cleaning of C&I Panels
This will be done in the same way as above, under the C&I division.
12.6 Keeping of the Working Area Clean
a) It is proposed that the maintenance staff after completing the maintenance work
must remove from the place of work:
 All scrap material, oil drums etc.
 Waste insulation material.
 Cotton waste.
 Other materials.
b) This should be strictly ensured an implemented by the operation staff by not
accepting the work as completed till the above cleaning has been done.
c) Compliance of the above will be accordingly entered in the permit book.
12.7 Removal of Leaking Lubricating Oil
ABOADZE, GHANA
a) Any leakage of oil will be taken care by keeping a tray tin/container under the
leaking points and finally disposed-off in a dirty oil drums.
b) The work will be carried out by the lubricating cell under Maintenance Planning
Division.
c) Plant Manager to take review of critical lube oil leaky points once in a week.
d) A register will be maintained toward status of all leaky points and will be kept in
SC room.
12.8 Lighting of the Station
a) It is suggested that the entire plant should be divided into suitable sections,
which will be attended by the electrical maintenance staff as routine.
b) For the purpose of emergency requirements as skeleton staff should be kept in
shift also, who would assist the electrical maintenance, in case of need of such
maintenance, during the shift.
c) The lighting staff should maintain a register in which total numbers of points in
each section and record of replacements should be recorded.
d) A complaint register should be maintained in which the operation staff will record
their need for the lighting.
12.9 House Keeping Organization
Housekeeping operations are normally looked after by civil maintenance & Operation
general shift division.
13.0 STEAG’s Maintenance Philosophy & Methodology

13.1 MAINTENANCE PHILOSOPHY
Maintenance is largely viewed as a cost-center, an evil, insurance, a disaster repairing

function. But Maintenance is perceived as an opportunity to improve reliability and
availability of the equipment’s and of the unit as a whole. Maintenance is used as a tool
ABOADZE, GHANA
to maximize generation level and minimize cost, instead of just attending the equipment
defects.
13.2 METHODOLOGY
The maintenance methodologies include Preventive Maintenance, Corrective or

Reactive Maintenance, Predictive Maintenance, Proactive Maintenance and
Maintenance Prevention techniques in an integrated manner to increase the probability
that equipment will function with desired operating parameters over its life cycle with
minimum maintenance. These different maintenance strategies are proactively
deployed to avoid breakdowns, premature equipment malfunctions and to increase
response times to recover from failure, in order to effect improvements in overall plant
availability. Appropriate selection of right maintenance strategy to deal with each
situation is based on maintenance requirements supported by sound technical and
economic justification.
TYPES
Maintenance can be classified broadly as;-
a. Running Maintenance or Routine Maintenance.

b. Breakdown Maintenance.
c. Diagnostic or periodical Maintenance
Routine Maintenance can be sub-divided into;-
i. Preventive maintenance & Scheduled maintenance

ii. Predictive maintenance
Maintenance Flow Chart:
Maintenance
ABOADZE, GHANA
Planned Unplanned
Maintenance Maintenance
Preventive/Predictive Corrective Emergency

Maintenance Maintenance Maintenance
Inspection Minor Minor Planned

including component repairs not Overhaul
adjustment replacement found on
& Inspection
lubrication
Look, Shutdown
Feel, Maint.
Listen
Running
Maint.
Concept & Role of System
The maintenance management system has been conceived based on work control
and feedback concept, in which all maintenance activities are predetermined with
its standard inputs like work instruction, manpower, tools, spares and estimated
completion time.
The maintenance jobs in power plants, all types taken together, can generally be
categorized under the following heads:
 Break down maintenance (arising out of defects)
ABOADZE, GHANA
 Routine maintenance (preventive maintenance, & predictive

maintenance).
 Statutory inspection, annual overhauls & Capital Maintenance
 Design modifications to address operational restrictions
MAINTENANCE DECISION FLOW CHART

Does the equipment
failure have direct
effect on the capacity
of the plant?
NO YES
Can the Item be Can re-engineering

YES replaced rather than NO NO & redesign solve
repaired more the problem
economically?
permanently & cost
Is a predictive effective?
NO method available YES
to provide warning
of impending
failure? Does the cost of
Can a preventive lost opportunity
NO maintenance YES exceed the cost
program minimize of Predictive
failure? maintenance?
NO Is the Cost YES

of stand by
justified?
Adopt Install Adopt Identify and Adopt pro-active

Reactive Stand-by Preventive adopt suitable Techniques to
Maintenance Unit Maintenance predictive maint. Eliminate or contain
Schedule the root cause
problem
ABOADZE, GHANA
Preventive Maintenance & Scheduled Maintenance
Preventive Maintenance
The preventive maintenance program is the key to any attempt to improve the
maintenance performance. It reduces the amount of reactive maintenance to a level
that allows other practices to be effective. This is achieved by having plans/schedules
for equipment to carry out standard maintenance activities such as lubrication tasks,
replacement of worn out parts, checking of blockages and oil levels etc. The preventive
maintenance schedules are designed to strike a measured balance between achieving
high equipment reliability through considerable lowering of failures and optimizing
equipment down time that inevitably results from planned preventive maintenance.
Systematic or scheduled maintenance, such as lubrication or replacement is done at
regular intervals.
The three basic requirements of a Planned Maintenance System are:
a. A Program of maintenance activity for Plant and Equipment.

b. A method of ensuring that the Program is fulfilled.
c. A method of recovering and assessing results.
The System Facilities

a. Reduction in breakdown/down time by carrying out scheduled Preventive
Maintenance and thereby increasing the productivity and life of the Plant.
b. Systematic and timely manpower and material planning thereby curtailing the
overall Maintenance cost. In addition, the analysis of the systematic
documented performance data of the plant will enable to have an idea of works
requiring modifications and special attentions.
Forms and Methodology

In order to have systematic compilation of the performance data of the Power Station
equipment’s and systematic preventive maintenance scheduling, certain forms have
ABOADZE, GHANA
been designed. In all there will be 9 forms, all listed below, to start with the system
individual forms are described and represented in the following pages :
a. Plant Data Card.

b. Running Hours Record Card.
c. Breakdown Job Card.
d. Plant Performance Card.
e. Annual Preventive Maintenance Schedule.
f. Preventive Maintenance Inspection Record.
g. Preventive Maintenance Progress Schedule.
h. Default Report
i. Breakdown Information Slip
Plant Data Card
Each equipment has its separate card. Similar equipment’s in the Power Station have
only one card. The card will contain Information about equipment specifications,
manufacturer and its catalogue no. & purchase order reference etc. The reverse side of
the Card has information regarding Equipment Assembly, Drawing Number, Lubricant
details and Spare Parts specification details etc.
Running Hours Record Card

Individual Equipment has its separate Card for logging its Running Hours. This Card
contains information about Month wise Running Hours, Cumulative Running Hours
since last maintenance, Cumulative, Total Running Hours, Idle Hours, Breakdown
Hours and Type of Maintenance Due and Done. The Card is printed on both sides.
Each Card has 2 years Running Hours Record for the equipment.
Breakdown Job Card
This Card contains information for:
ABOADZE, GHANA
a. Nature of Breakdown
b. How rectified
c. Assembly wise Hours spent for breakdown on the equipment. In the reverse of
the Card, it contains information about Reporting Time, complete Repair Time,
Down Time, Main-hours and Cost Details etc. Each breakdown has a separate
card.
Plant Performance Card

This Card contains information regarding number of Breakdown and the time spent on
breakdowns on particular equipment during a month and also year wise. Each card has
information for 8 years. On the reverse of it, it has year wise record of assembly wise
breakdowns and total maintenance cost details etc. Each equipment has separate card.
Annual Preventive Maintenance Schedule

This Form contains yearly information about month wise breakdown numbers and time
spent on breakdowns, type of maintenance when due and done, and cumulative
Running Hours after Maintenance. Space has been provided for six equipment’s in one
sheet. Information of identical equipment’s irrespective of the Unit is recorded for
analysis in this sheet.
Preventive Maintenance Inspection Card

This card has information about the points to be checked, periodically to the Preventive
Maintenance and Advance Intimation Ticket. On the reverse of the card it has
information about the man and Material and Period spent details. Each Equipment has
a separate Card for individual periodically.
OBJECTIVES
Breakdown Job Cards
Provides at a glance:
ABOADZE, GHANA
a. Major Assembly wise breakdown Data for each plant item.
b. The frequency of such breakdowns.

c. Generation time lost due to such breakdowns.
d. Down time of individual items because of Breakdowns.
e. The importance of each composite part of the item based on the above factors.
f. Down time of individual items because of breakdowns.
g. The importance of each composite part of the item based on the above factors.
h. From the above data, priorities, nature and frequency of PREVENTIVE
MAINTENANCE JOBS for each assembly of every item can be determined on
a very objective basis, as also Cost Data of each Breakdown.
Plant Performance Cards:

A complete behavioral pattern of the Equipment is available for a number of years to
make managerial decisions like major overhauls, replacements, purchase disposal etc.
Data available to prepare Preventive Maintenance Plants and Progress, Year Wise
comparative analysis of Cost Data of PPM and Overhaul.
ANNUAL PREVENTIVE MAINTENANCE SCHEDULE

a. Provides an Annual Program for the Maintenance Division for the job to be
carried out at every week for the whole year.
b. Provides the type of maintenance, i.e. A, B, C or D based on the Number of
Running Hours of the equipment.
c. Gives at one glance not only the Maintenance Plan for the year but also the
work done at any given time during the year, like jobs, not done, jobs pending
to be done, number of breakdowns and the Man and Machine Hours lost.
d. A basis for revising and Maintenance Schedules for the coming years, re-
scheduling of the Program etc.
ABOADZE, GHANA
PREVENTIVE MAINTENANCE INSPECTION RECORD

Advance Intimation Ticket / Maintenance Job Card
a. To ensure that the Maintenance Staff's time is not lost in planning and the
Machines are made available by providing an Advance Intimation to the
operation Department to spare the Equipment.
b. To provide specific type written instructions for all the Maintenance Jobs to be
done.
c. To fix responsibility for any lapses.
d. To work out the cost of the Maintenance Spares etc. for each Maintenance Job
done.
e. To Program SPARES Procurement Plan.
Preventive Maintenance Progress Schedule
a. To instruct the Maintenance Department the details of Equipment that is to be

serviced during the week / month.
b. To provide an effective written Reminder system.
c. To enable the Maintenance Division to Program proper Man power Planning.
Default Report
a. To help the Department to keep a watch on that equipment that is not serviced
so that at the time of next servicing more attention is paid.
b. To analyses the reasons for the Program NOT being carried out.
c. A follow up system against possible overlooking of Maintenance of critical
items.
d. To enable top management to know the exact position of overdue maintenance
jobs in the plants.
e. To enable the Management to take timely corrective action, when Program are
not followed either by re-scheduling the plan or endorsing stricter control.
ABOADZE, GHANA
Scheduled maintenance
It is carried out at predetermined fixed periods with the works planned in advance and
is scheduled with due regard to maintenance and availability of other stations in the
grid. It also covers the statutory inspection and maintenance of equipment under the
Factory Act.
13.3 Predictive Maintenance
The predictive maintenance uses an array of condition monitoring techniques to initiate

the preventive action (like replacement of part or even small corrections like re-
alignment of coupling), exactly when it is needed. Predictive maintenance helps in
identifying the minute changes in equipment behavior, on account of any component
degradation or any abnormal operating condition, which might lead to equipment failure.
Various techniques are used to monitor the condition of almost all the equipment’s.
Condition Monitoring describes a range of key technique used in Predictive

Maintenance Engineering.
 Vibration Monitoring
 Lubricant analysis
 Motor current signature analysis
 Dissolved gas analysis
 Wear debris analysis
 Noise
 Magnetic particle inspection (MPI)
 ELCID Test
 Thermography
 NDT
The application of Condition Monitoring program has specific advantages such as
ABOADZE, GHANA
 Reduction in unplanned outages.

 Extension of plant life.
 Better deployment of maintenance crew.
 Advance planning in procurement of spares.
 Reduction in secondary damages.
 Increase in productivity.
A combination of traditional & latest techniques for monitoring equipment health delivers
highest figures for availability & equipment performance. The monitoring schedules are
followed by a dedicated Condition Monitoring Team and weekly / monthly reports hence
generated are reviewed.
13.4 MAINTENANCE PREVENTION
Maintenance prevention is the most crucial, most costly & a long term maintenance
strategy, as It involves techno-economic considerations. It is used for equipment’s with
very high failure rates involving costly maintenance & high downtimes.
13.5 PREVENTING FAILURE
Every equipment item has a resistance to or margin to failure. Using equipment subjects
it to stress that can result in failure when the stress exceeds the resistance to failure.
Stress is dependent on use and may be highly variable. It may increase, decrease, or
remain constant with use or time.
13.6 MONITORING AND CONTROL
The operation and maintenance performance is monitored through various reviews &
reports
 Daily Planning Meeting
ABOADZE, GHANA
 Daily Energy Deviation Report

 FIR notification for Energy/Process/Safety/Fire/Environment Deviation
 Corrective and Preventive Action (CA/PA)
 Improvement Plans
14.0 Computerized Maintenance Management System

Ideally one of the standard computerized maintenance management system should be
installed. STEAG has its own SI system for this which can be considered. However till
such time this is done, STEAG would use a manual system.
14.1 DEVELOPMENT OF MAINTENANCE MANAGEMENT SYSTEM
The Maintenance System has been developed and introduced with following objectives
i. To maximize plant availability.

ii. To minimize maintenance cost through optimization of resource utilization.
iii. To create safety in work, equipment and environmental.
14.2 IMPLEMENTATION STRATEGY
The estimation of mean failure rates, mean repair time and utilization factor of
maintenance work force also have a built in feature of accountability at the craftman
level which in turn provides sufficient opportunity for maintenance executives to
concentrate on engineering problems and development of expertise in the relevant
discipline.
14.3 System
The Maintenance Management System has been development based on work control
and feedback concept in which all maintenance activities are predetermined with its
standard inputs like work instructions, manpower, tools, spare and estimated
completion time. For the purpose of effective work control system, 'Equipment' forms
ABOADZE, GHANA
the basic maintenance unit. The power station is classified into various systems, sub-
systems and equipment’s. Data regarding man and material are identified for
maintenance of each equipment and on job specification cards.
The system has been designed to regulate the total quantum of work in a manner that
maintenance work load remains uniform throughout the cycle of year and utilization of
available resources of optimum.
14.4 Work Control
The concept of work control envelopes all the maintenance activities accrued in the
power plants. Normally the maintenance jobs are originated by preventive maintenance
of routine nature, defects leading to break downs, major overhauls and statutory
inspection, modifications to overcome manufacturing or design defects.
One of the major problems encountered during the initial stage of system
implementation was to identify the various functional elements of maintenance and
define the role of planning vis-a-vis engineering. The following functions were identified:
 Identification of equipment’s.
 Identification of known defects and work procedure.
 Trouble shooting and Engineering Analysis.
 Actual Supervision.
 Identification of resources and their mobilization for maintenance.
 Documentation and Retrieval system.
The engineering function like trouble shooting, methods and resource identifications
have been entrusted to area engineers whereas planning, resource mobilization and
documentation functions are entrusted to maintenance planning engineering.
The maintenance planning cell has an additional responsibility of condition monitoring

and spare parts planning which are essential inputs to an effective maintenance.
ABOADZE, GHANA
A long term working philosophy has been imbibed to groom the sense of responsibility
at grass root level. The stipulated defects reporting system through the pre-scheduled
commitment made by the respective area engineers, planning and operation engineers
in daily planning meetings at least 24 hours in advance. Under the accepted system, an
arrangement of permits for work spares and resources are organized in advances which
are listed in the work specification already designed to attend any kind of maintenance
work.
The jobs of emergency nature are immediately attended by the maintenance crew,
however, jobs which are deferred, waiting for the unit shut down or major overhauls are
separately stored. The day to day jobs of routine and breakdowns are planned by the
short term planning group and major overhauls and unit outage details are planned by
the long term planning group. The long term planning group is also responsible for the
development of systems in accordance to the Corporate Policy in association with Core
group stationed at the Corporate Centre. A small maintenance contract, condition
monitoring and spare part planning group is also associated with the long term planning
cell.
For work specifications, the area engineers are drawn from respective department for a
fixed duration to prepare the work specifications and their indexing.
14.5 Work Specifications
The work specification is a step by procedure of trouble shooting and undertaking a

complete maintenance work. These specifications have all the relevant information
regarding type of craftsman required, estimated time for each activity, tools to be used,
spares, engineering details like clearances, set values and other details along with
safety procedures to be followed. Whenever a requisition for a maintenance work is
raised, a copy of these work specifications is given to the crew members for ready
reference.
ABOADZE, GHANA
14.6 Plant History System
Computerized Maintenance System needs to be populated with equipment details,

repairs, spares used etc.
14.7 Plant Inventory Card
All the major items of equipment in the plant have been listed out during codification
work and will include engineering details, specifications and name of supplier of the
equipment.
14.8 Spares List Card
The equipment contains number of spares. These spares are entered in SPARES LIST
CARDS for each equipment which includes the specifications and the relevant drawing
number. This card also contains population and inventory level to be maintained in
Central Store. Purchase action is initiated by stores department as soon as the
minimum stock is reached. However, for slow moving items, the purchase indent is
raised by concerned maintenance department, depending upon the requirement.
14.9 Equipment History Card
A history card is maintained for each equipment, which contains data of commissioning,
initial alignment and vibration reading of the equipment. Subsequently updating is done
by recording major breakdown and any modification carried out on the equipment.
In the long run, equipment data helps in technical audit and analysis of the failure
pattern of an equipment and initiation of corrective action.
14.10 PREVENTIVE MAINTENANCE AND LUBRICATION SCHEDULE
It is prepared for all equipment with the objective of:
ABOADZE, GHANA
a. Monitoring the plant items i.e. wear and tear of parts.

b. Preventing its untimely failure e.g. by ensuring that the plant item is properly
adjusted and that its lubrication is satisfactory.
c. Taking the plant item out of service at times.
The work orders for preventive maintenance and lubrications are to be raised by
Maintenance Planning Department, which are including in the daily work schedule since
this is recurring activity at a fixed interval; the scheduling of preventive maintenance is
processed on the computerized maintenance management system.
15.0 Overhauling Philosophy

15.1 INTRODUCTION
Power plant operation requires uninterrupted performance of generating systems to

optimize its capacity utilization.
The objectives of ensuring maximum plant availability and minimum maintenance cost
through optimum resources utilization and safe work conditions, has already, accepted
a system approach to maintenance management.
The auxiliaries which have redundancy shall have to be periodically attended under a
routine or preventive maintenance Program. However, main equipment’s e.g. steam
generators, turbo generators, transformers, and their auxiliaries will be overhauled and
maintained depending upon the duty conditions, statutory requirements and availability
of resource level and governed by the maintenance philosophy.
Stress has been laid to detail out the entire planning process of unit overhauls and long
outages for major repairs. It is envisaged that entire outage planning has to start about
18-24 months before unit goes off load.
The proposed planning system entails to following:
a. To project plans for major replacements during the life cycle of units.
ABOADZE, GHANA
b. To develop five year rolling plans.

c. To develop station annual plans.
d. To standardize the detailed planning of unit overhauls.
e. To develop the system suitable for use with computer Program.
f. To create a Standard Data Bank for reference.
g. To interpose engineering judgment between computer Program output and the
actual working team
h. To establish equipment reliability trend and unit merit rating.
The proposed overhaul management concept is aimed to achieve the following:
a. To reduce overhaul duration.

b. To reduce duplication of engineering efforts.
c. To improve definition of work content.
d. To improve availability of spares and materials.
e. To improve quality and inspection of maintenance jobs.
f. To improve monitoring and reporting of overhaul progress.
g. To improve the re-commissioning interface.
h. To provide a record of work carried out.
i. To minimize isolation restrictions.
15.2 Station Life Cycle Plan
Stations have to develop a major replacement plan of all the generating units for the
entire life cycle of 25 years. Such plans will indicate a trend of replacement in the
equipment/parts which are likely to fail before the life expectancy of the entire unit such
as super heaters, high pressure valves, safety valves, gear reducers, chemical piping,
resins, GT and Steam Turbine rotor blades, GT and Steam Turbine bolts, feed pump
rotor, HT motor, transformer, switch gear, cables etc. These replacement plans has to
be conceived on the basis of the following:
ABOADZE, GHANA
a. Fuel quality
b. Creep life of various components.
c. Duty conditions.
d. Wear rate.
e. Behavioral trend of plant equipment’s.
f. Plant history
15.3 Station Annual and Five Year Rolling Plan
The effectiveness of overhaul management shall largely depend on the system

approach and accuracy of assessment forming the basis of 5 year rolling plan
developed by the power station.
Stations will develop an Annual and 5 year rolling plan for overhaul of all the units, and
update every year for next five years. These plans will be developed on the basis of
followings:
a. Expected generation of individual units of the station

b. Total expected generation of the station committed to regional grid.
c. Unit merit rating based on heat rate and economics of generation.
d. Feedback on wear and tear of plant and equipment.
e. Feedback on plant incipient problems, expected action for correction and
revival in performance/efficiency as its result.
f. Financial scheme for justification of heavy expenditure with better plant
availability and efficiency.
g. Plant engineering status report.
h. Resource availability.
i. Fuel cost.
j. Generation cost.
k. Capital investment.
ABOADZE, GHANA
l. Revenue budget.
16.0 Time & Outage Period
16.1 TIME FOR OVERHAUL
The selection of time of overhauls though dependent on several factors, is the best
when grid demand is minimum or can be supplemented by other sources such as
hydro-plants.
The various factors influencing the selection of time areas follow:
a. Station generation plan and its commitment to grid.

b. Actual grid demand and peaking requirements.
c. Plant condition.
d. Unit merit rating.
e. Resource availability.
f. Low outage cost.
Unit merit rating is decided on the basis of its availability performance & reliability over
the past years and the cost of generation excluding fuel cost. Since cost of fuel is
governed by Government pricing policy from time to time cost of heat input may not be
considered as the criteria for merit rating.
The decision for taking the unit for overhauls should therefore be governed carefully for
optimum utilization of available resource with uniform work load over the year and
strictly adhered, to avoid disruption of plans of other units/stations.
An effective maintenance management system can uniformly distribute the workload by

careful selection of outage frequency and optimize the utilization of available resources.
16.2 OUTAGE DURATION
ABOADZE, GHANA
The outage duration shall be deemed from the day unit goes off load for the overhaul till
it is resynchronized. Since unit overhauls are to be accomplished within the given time
schedule it is essential to identify the objective of shut down and define each
maintenance work/activity in detail and arrange matching resources.
The duration of different types of nit planned outages is defined and it is aimed to
contain the unit overhauls within the stipulated time schedule. All necessary inputs shall
be planned and arranged at appropriate time so that the outage is not extended beyond
the planned duration thereby disrupting generation as well as resource availability plans
of other units, stations and the region.
The duration of overhaul shall be governed by the following factors:
a. Work quantum.
b. Working pattern.
c. Resources availability.
16.3 SCOPE OF WORK FOR OVERHAUL
In order to contain the duration of overhaul, it is essential to anticipate each and every
work desired to be undertaken during the overhaul with clarity. These jobs should be
enlisted on the basis of following:
a. Standard work required for statutory inspection

b. Jobs pending for want of unit shut down.
c. Jobs arising as a result of system modifications for plant betterment and safety
requirement.
d. Jobs proposed to be taken up on the basis or monitoring of equipment
behavior.
ABOADZE, GHANA
The entire unit has to be divided into sub-areas for the purpose of defining the area of
responsibility and each job should be clearly enlisted in consultation with the concerned
area in-charge and any last minute additions should be avoided.
16.4 WORK CALENDER
It is essential that all the days falling during the span of overhaul should be examined
and list of holidays, weekly off days worked out. A decision should be taken in advance
whether the maintenance activities will continue on holidays or not and the duration of
overhaul planned accordingly.
16.5 WORKING PATTERN
The requirement of work force and duration of outage shall also depend upon the
number of working available for overhaul on each day. Thus a decision regarding
continuation of maintenance activities for number of working hours (8/12/16 or 24 hours)
on each working day should be taken and communicated to all concerned. The
intimation has to be given to the external agencies also to be agreed upon by them to
ensure its effective implementation.
16.6 INTEGRATED RESOURCE ANALYSIS
Once the time of overhaul is determined and quantum of work to be executed as well as
working pattern is decided the analysis of resource requirement, its availability and
optimum utilization is of prime importance. Any situation leading to non-availability
improper utilization or scheduling of resources may have a compounding effect on the
plans leading to extension of outage duration or compromise in work quality.
16.7 HUMAN RESOURCES
The job to be done departmentally and through external agencies is classified based on
the availability of manpower. The assessment of requirement of manpower in quantity
and quality is essential for different types of work Planned.
ABOADZE, GHANA
The movement of working crew from one job/equipment to another is also planned.
16.8 SPARES & MATERIAL RESOURCES
On the basis of repair and maintenance jobs planned the assessment of spare parts,
consumables & materials, etc. is done. Their availability at station is checked and for the
short fall procurement action is initiated to ensure timely availability.
16.9 TOOLS & PLANTS
The requirement of general & special tools, machines, e.g. cranes, material handling &
transportation, welding generators, compressor etc. as decided to be required and/or
supplied to external agencies is established and their availability in working condition
should be assured during the period of overhaul.
16.10 ALLIED SERVICE FACILITIES
The station should assess the requirement of other facilities such as fabrication,
manufacturing & workshop, radiography & stress relieving, photography etc. during
overhaul. In house or external agencies as necessary should be tied up for the same.
16.11 GENERAL AMENITIES
The station should assess the requirement of general amenities to large work force
engaged during overhauls such as accommodation & kitchen, toilet, creches, drinking
water, tea, dispensary & medical facilities, stores & office cubical for contractors etc.
and make suitable provisions for the same.
16.12 SYSTEM SUPPORT
The success of any planning activity shall depend on the faith, association & co-
operation and the effective coordination among different groups/departments. Each
individual has to work individually as well as jointly with dedication to achieve the
objective.
ABOADZE, GHANA
Planning is a continuous process and should not be considered absolute. Initial failures
should not be demoralizing and efforts to combat their recurrence should be termed as
innovation. Lack of appreciation at initial stages should not discourage and deviate the
institution of planning towards short term gains, instead taken as a challenge.
The station management should therefore provide all necessary infrastructure & system
support to achieve its objective of maximum generation & optimum maintenance
through the institution of planning.
In the last three decades, there has been a considerable advancement in the design,
manufacture and control technology of high capacity steam generators, and due to the
prohibitive cost of outage, there is an increased awareness on the part of owners to go
for stringent quality assurance measures from manufacturing stage to erection.
16.13 Long Term Planning
The planning functions which help the unit to maintain its original level of performance in
terms of output, efficiency and reliability and cater to long term needs of the station are
considered under the Long Term Planning.
The following are the essential inputs for any successful planned system.
a. Detailed and defined work activities.

b. Standard work hour pattern and job duration
c. Overall time for outage.
d. Type of crafts men and skill required their availability and productivity.
e. Requirement of spares & consumables tools & plants etc., their source of
availability.
f. Mobilization of resources within given time.
g. Progress monitoring of work.
h. Quality checks.
i. Feedback system
ABOADZE, GHANA
j. Budgets (Finance availability)
For the planning projections to be close to actual, it is essential that feedback data of
previous shutdowns/maintenance in quantified terms is available.
The successful execution of major repairs/overhaul will depend upon the easy and
ready availability of resources based on the accurate information. Maintenance
management therefore besides planning shall also serve as an information bank.
16.14 RESPONSIBILITIES OF MAINTENANCE MANAGEMENT
Besides the function of serving as an information bank, long term planning shall have
the following specifications.
Custodian of all the registration licenses under WHRB/ Boiler Act, Factory Act,
Explosive Act and their timely renewal/extension.
Preparation of station's life cycle plan for major replacement and renovation.
Preparation of a realistic annual outage plan considering work load and availability of
resources including finances.
Accurate assessment of resource e.g. manpower, spares & material, tools & tackles etc.
for requirement annual unit outages.
Identification of source for resources and to ensure their availability.
Development and standardization of maintenance Quality Assurance sheets, Re-

commissioning check sheets, monitoring sheets and other control Program documents
for overhauls major repairs/replacements.
Control & Schedules of resources during planned outages to ensure timely execution of
work Program.
ABOADZE, GHANA
Coordination among agencies (internal & external) deployed for quality checks,
contractors, area engineers and other associated groups for manufacturing, resources,
safety, gate passes & housekeeping etc.
16.15 ORGANISATION STRUCTURE
The maintenance planning of the station has to carry out a wide range of functions,
through an integrated planning system, to provide an effective service to maintenance,
coordination with operation and organize documentation and feedback service to station
Management and Corporate Centre.
16.16 OUTAGE COMMITTEE
It is proposed that the entire planning support, monitoring and documentation of

overhauls will be provided by the Long Term Planning while actual control of the unit
overhaul will be executed by an outage committee. This committee will be exclusively
responsible to conduct the overhaul of only one unit and shall change for next unit
outages according to availability of personnel and workload of the station. The Outage
Manager will be the Maintenance Manager. Under the proposed system total overhaul
of a unit shall be controlled by the outage manager who will be nominated by an office
order of the competent authority of the station. He will head the team of inter disciplinary
executives responsible to conduct the outage of a particular unit.
The outage committee will be responsible for execution of overhaul as per the details
planning from unit off load to synchronization and shall ensure that all the jobs are
carried out as per laid down specifications and quality plans.
Representatives from unit operation shall be drawn to plan the sequence of isolation,
permit to work and Re-commissioning procedure. The representative of material
department shall be inducted to maintain a close liaison between procurement, issue
and actual users.
ABOADZE, GHANA
The Maintenance Contract Engineer under maintenance planning group will be

responsible for coordination & award of contracts, contractor's mobilization for all the
repair/overhaul of the unit. The maintenance contract engineer will operate under the
planning group and will be given a short term exposure in the Contract Cell of the
project or as deemed necessary by the station authority.
The role of each outages team member should be clearly defined and responsibility of
each member clearly fixed up prior to commencement of work.
16.17 Functions of an Outage Committee
The general guideline for the responsibility and function of outage team is given as
follows:
a. To Assess - Technical viability of Contractors

- Skill availability with Contractors
b. To Coordinate - Among different Contractors

- Among different departments
- Among different supervisory
executives
c. To check & ensure - Job quality as per Q.A. plans

- Job execution as per technical
Specification
- Observance of safety rules as per
laid down principles
d. To monitor work progress to - Reduce cost

Reduce down time
Optimize man power utilization
e. To provide feel back of - Resource utilization

- Effective work control
- Bottle necks in planning
- Improvements for effective planning
16.18 Unit Outage Control Room
ABOADZE, GHANA
A unit outage control room shall be set up under outage manager to coordinate various
maintenance activities, their resource requirement and transaction of vital information.
The Outage Control Room (OCR) shall be attended by a representative of maintenance

planning group who shall be a member of outage committee. All the communications
regarding requirement of resources, manufacturing, and common facilities, coordination,
reporting of major events, arrival of critical material & accident etc. shall be complied by
this center. It shall be the responsibility of OCR to arrange necessary facilities to the
requisitioning agency and coordinate among different agencies.
16.19 ENGINEERING DETAILS
It is envisaged that all the documents and manuals, relevant cross-sectional drawings
incorporating the modifications and deviations, erection & commissioning protocols.
Quality Assurance protocols and assembly passports for rotary equipment’s e.g. turbo
generator, feed pumps, etc. shall be handed over to maintenance planning group by
project erection group. These documents will be classified according to functional
groups and identified by unique codes for easy references.
17.0 Spare Parts Planning

Generally main problem faced by maintenance department is improper management of
spare parts. Either needed spare parts are not available or sometimes they have gone
defective because of inefficient storage and handling. Sometimes spares are procured
in bulk which hold excess capital causing loss to organization, reasons behind it, are
difficulty of forecasting the future requirements and due to obsolescence. Apart from
these, cost of procurement is very high due to monopolist suppliers or due to insufficient
production capacity.
In some organization spares are also managed as all other materials. Initially the
maintenance department indicates their requirement and quantity to be stocked to the
Material Management Department. Then they tally the list with their inventory and raise
ABOADZE, GHANA
indent to replenish the stock up to inventory level. This kind of management is called
replenish Management. But difficulty here comes since the consumption is extremely
erratic, purchasing in small quantities is not economical. So this creates some sort of
adhoc replenishment process requirement which in turn generates new purchase
orders. Management of spares needs attention because of its involvement and direct
effect on the performance of the system.
KKS System
Format of the KKS
In consideration of the various requirements placed on the identification of plants,

sections of plants and items of equipment in power stations, KKS has three different
types of code:
a) Process-related identification
Process-related identification of systems and items of equipment according to
their functions in mechanical, civil, electrical and control and instrumentation
engineering.
b) Point of installation identification

Identification of points of installation of electrical and control and instrumentation
devices in installation units (e.g. in cabinets, panels, consoles)
c) Location identification
Identification of locations in structures, on floors and in rooms and also of fire
areas and topographical stipulations (surface area grid)
These three types of code use the same identification scheme, which is subdivided into four
breakdown levels and titled as follows:
Breakdown Level 0 1 2 3
Process-related Total plant System Equipment Component
identification code Unit code Code
ABOADZE, GHANA
Point of installation Total plant Installation Installation

identification Unit Code space code
Location identification Total plant Structure Room Code
code
The individual breakdown levels are made up of classifying and numbering code
elements which consist of data characters occupied by alpha and numeric symbols:
Breakdown level 0 1 2 3
Designation G F0F1F2F3FN A0A1A2ANA3 B1B2AN
Data Character A or N N AAA NN AA NNN A AA NN
The following extract from the keys contains the most important classifying parts of the
function, equipment unit and component keys used in fossil-fired power plants and in
power plants running with regenerative energy.
The numerical data characters of the identifier are normally not classifying and are
employed on a plant and user-specific basis.
Outage Planning
17.1 OUTAGE EXECUTION
The outage duration begins at the time unit is off load till it is re-synchronized inclusive
of both days. From detailed network for a typical 45 days overhaul, it is evident that 3-4
days are required for initial cooling of turbo-generator & WHRB and about 17 days shall
be required for the re-commissioning activities considering date of hydraulic test as the
reference. Consequently about 24-25 effective days are available for the overhaul
activities in all the areas and disciplines viz. electrical, mechanical and C&I.
In this context it is imperative to exercise close monitoring of events and inputs. It is

envisaged that outage committee with the assistance of members from planning and
ABOADZE, GHANA
materials will be able to identify the input constraints and take suitable remedial
measures.
The mechanism of overhaul control will be exercised though an effective co-ordination

of outage committee and information system given as following:-
a. Daily outage meeting.

b. Work progress reporting system.
c. Quality assurance system.
d. Manpower reporting system.
e. Re-commissioning checks.
f. Documentation of data.
17.2 DAILY OUTAGE MEETING
It is proposed that all the members of outage committee will meet once a day at about
1200 hours to review the progress. The meeting known as outage committee will be
chaired by the outage manager. The duration of the meeting should not normally
exceed for more than an hour. The representative of major contractors should also be
invited to attend this meeting for the purpose of better co-ordination. The secretarial
assistance like preparation of agenda, minutes of meeting and documentation shall be
provided by Maintenance Management group.
17.3 WORK PROGRESS REPORTING SYSTEM
The reporting of the overhaul work progress will be through formats prescribed. The
frequency and the pattern of reporting will be as follows:
a. Daily equipment work progress shall be reported by area engineers to

Maintenance Management group discussed in the outage committee meeting.
The daily work progress shall be reported to station Operation Manager.
ABOADZE, GHANA
b. Weekly Unit overhaul progress shall be reported by Maintenance Management

group to Plant Manager and other concerned authorities at Corporate Center.
Corporate Technical Group will compile the exception report and forward it to
board and CMD.
17.4 MANPOWER REPORTING SYTEM
It is proposed that area engineers/contractor will fill up the manpower reporting sheet
prescribed. The planning cell will compile the area-wise and craft-wise statements and
copy of the same will be given to outage manager, who will take appropriate measures
with the contracting agencies in case of short fall in the number or level of skill.
17.5 QUALITY ASSURANCE IN MAINTENANCE
The Quality Assurance Sheets prescribed are given as guidelines for the planning. It is
proposed that the design values of clearances, alignment and set value will be entered
in these sheets in consultation with the area engineers.
17.6 RE-COMMISSIONING CHECKS
It is proposed that Re-commissioning plan and check lists will be adhered for every
equipment during the trial run & commissioning activities. Any deviation from the logical
sequence of events or safe procedures will be recorded in the outage completion
reports, to avoid Re-commissioning delays in future.
The various operating parameters will also be logged on the sheet which will also form
the part of completion report and equipment history.
17.7 OUTAGE REPORT
An outage report will be prepared after the completion of overhauls. The relevant
information should be complied in such a manner that it supplements the overhaul
planning and serves as a valuable feedback to future planning process.
ABOADZE, GHANA
The main points covered under the report shall be as follows operating hours of the unit
for previous overhaul total cumulative operating hours.
a. Major works taken up during overhaul.

b. The planned and actual outage schedule.
c. Availability of resources-Deviations from the planned features.
d. Time analysis of delays.
e. Comparative study of human resource-planned vs. actual daily development
pattern of work force and skill-wise manpower deployment.
f. Quality checks carried out on equipment’s and records of major clearances, back
lash and alignment values, tube thickness, analysis of transformer oil, calibration
records of instruments etc.
g. Equipment behavior during Re-commissioning.
h. Jobs kept pending/under observation till next outage.
The relevant features incorporated in the report should be used to assess the
effectiveness of the planning system and actual overhaul control mechanism.
a. Problems faced in resource mobilization e.g. manpower, spares, materials etc.

and suggestions for improvement.
b. Problems faced during equipment trial run.
c. Suggestive steps for better co-ordination and effective implementation of plans.
This completion report will bear a unique number indicating the project code, unit code,
year of outage and number of overhaul. Reference of this outage report, completion
report shall be entered into plant history record.
18.0 Condition Monitoring

General practice now relies on preventive maintenance system i.e. time based
overhauls, based on previous experience and the expected life of wearing components.
ABOADZE, GHANA
As a result, action is often taken before it is really necessary. The built-in-reliability of

the equipment is ignored and replacement etc. is carried out unnecessarily, since initial
faults are not discovered at a sufficiently early stage to prevent un-planned breakdowns.
This procedure significantly reduces the likelihood of catastrophic failure, but does not
guard against unexpected deterioration/damage between overhauls. In brief time based
maintenance will not provide high availability of the equipment or in turn reliable power
generation.
Therefore, turn-to-break and time based preventive maintenance can be avoid by

regularly measuring the machines "Condition" and only interfering with it, when it is
shown to be necessary by measurements. This technique, known as "Condition
Monitoring" virtually eliminates unexpected failures and gives better plant availability
and economy.
18.1 Objectives
The plant maintenance department can hold machinery in good running order with a
minimum of intervention by applying monitoring techniques. Condition Monitoring is
used in two distinct ways, for "non-condition maintenance", also known as predictive
maintenance and in "permanent monitoring".
Major objectives of the condition monitoring are as follows:
18.2 On Condition Maintenance
a. Increase the average time between overhauls.

b. Decrease the likelihood of sudden unexpected breakdown between overhauls,
i.e. gives increased reliability.
c. Avoids unnecessary replacement of perfectly good machine components.
d. Removes the necessity to have an extensive range of spare parts in stock-wise
required can be ordered in time.
ABOADZE, GHANA
e. Decrease the duration of the overhauls, the maintenance staff having planned
the necessary action in advance.
f. Warns the operation or maintenance personnel regarding machine condition
deteriorated to a preset warning level.
g. Ensures the safety of machine against total damage.
18.3 Condition Monitoring Methods
There are various methods of condition monitoring of machines. Following are the major
methods - mainly applied for power plant equipment:-
18.4 Vibration Monitoring
Vibration analysis is the most widely used dynamic technique for monitoring condition of
moving machinery. By continuously or regularly checking, machine vibration level and
character, i.e. its signature, the condition of machine can be kept continuously under
surveillance.
18.5 Shock Pulse
SPM measures and evaluates the shock pulses caused by mechanical impacts in rolling
element bearings to check the condition of antifriction or its lubrication or installation.
18.6 Thermography
Thermography is a temperature surveillance technique and useful for locating hot spots
in transmission system and the areas where heat generation in equipment is suspected.
18.7 Wear Debris Monitoring
The rate of deterioration of a fluid lubricated wearing component is monitored by

analysis the fluid for wear particle content.
ABOADZE, GHANA
The following are the indicative period of measurement under Monitoring Techniques,
which will be adopted at site.
Technique Frequency
Vibration Analysis Monthly or depends upon m/c behavior
oil moisture Analysis / Patch test in DM

Monthly
Lab
Oil analysis (by external Party) Quarterly
Thermography Quarterly
During overhaul or Opportunity based,
Ultrasonic/MP Testing
Basically on GT Compressor.
Sound Monitoring Monthly
Electric Motor health monitoring Half Yearly

Transformer testing, CT testing &
Generator testing
CT Nitrogen Pressure checking Yearly
Technique Frequency
Lightning arrestor testing Yearly
Battery Capacity test During overhaul or Opportunity based,
Battery healthiness checking Half Yearly

Battery healthiness checking for
Every 15 days
emergency applications
Work Plan
ABOADZE, GHANA
The project handbook can be used as a guideline to provide help in the organization for
a power plant operator. It gives a specific order of regulations and if used at all plants
with STEAG as operator it provides the same level of detailed archive at every plant.
The Index of the project handbook will follow as:
1. Facility Description 2. Contract and Licenses

3. Human Resources 4. Administration
5. Commercial 6. Plant Manual
7. Construction 8. Training
9. Commissioning 10. Operation
11. Maintenance 12. Safety and health measures
13. Environmental compliance
The details content under each category are being briefly described as below.
1. Facility Description
Includes raw information about the project and provides the first overview.
1.1. Site History
1.2. Plant Overview
Primary basic designs.
1.3. Preliminary Documentation
Correspondence, first technical lists, Document Index, and documents
1.4. Civil Engineering
Drawings from buildings, fire-prevention systems, water and sewer, heat and AC
supplies.
ABOADZE, GHANA
1.5. Machinery equipment
Basic design information’s about the different equipment’s
1.6. Electrical and I&C
Basic design and decisions for a particular OEM
2. Contract and Licenses
Samples all necessary contracts for the operation of power plants, best in Electronic
files. Needs to be adopted for the particular project. (Siddhirganj Power Station in
this case)
2.1. Consortium agreement
2.2. EPC Equipment purchase Contract
2.3. O&M Operation and Maintenance Contract
2.4. LTSA Long term service contract
2.5. FSA Fuel supply agreement
2.6. GSA Gas supply agreement
2.7. Licenses and permits
3. Human Resources
3.1. Organization
Plant organization plans, first design of responsibilities, HR policy
ABOADZE, GHANA
3.2. Job descriptions
Job and skill profiles.
3.3. Recruiting
HR research and pre-selection:

Technical evaluation, psychometric interviews and medical check,
Selection and contracting.
3.4. Employment Contracts
Salary levels and benefits, trade unions and syndicates, Health insurance and
other social affairs.
3.4.1. Management
Plant Manager, Operation Manager, Shift Leaders, GT, Steam Turbine &
WHRB and Electrical and I&C Maintenance Managers, Plant Engineer/
Technical Office Manager, Safety Engineer
3.4.2. Temporary commissioning support
3.4.3. Personnel
Secretaries, operators, maintenance mechanical and I&C, administration
3.5. Expatriate regulations
Visa and work permits for expatriates and temporary personnel, Tax duties for
expatriates. Housing, currency transfer
3.6. Shift systems
ABOADZE, GHANA
Useful systems from the similar industry in this particular country. Examples
From other plants are provided.
3.8. Social affairs

Organizing catering and transport for employees
4. Administration
Liaison with authorities: operational and environmental license, technical registers

Office equipment, computer network, Filing regulations for relevant contract
correspondence, Insurances and co-insurance by owner ,Powers of attorney for
representatives, Site cleaning and house-keeping, Security and visitors access
procedure, Waste disposal, Company cars
4.1. Reporting
Internal reports, meeting reports,
4.2. Legal advices,

Identify local legal advisor or consultant, tax consultant.
5. Commercial
5.1. Offer budget
Offer budget, bid bond
5.2. Budgeting
Budget planning for the following years or contract time
5.3. Procurement
Prepare supplier registrations
ABOADZE, GHANA
5.4. Accounting
Prepare accounting principles and procedures

Forms, petit cash
5.5. Controlling
Definition of controlling tools for internal and external needs.
5.6. Commercial reporting
6. Plant Manual
Procedures for all needs. All procedures are listed and revised only here, if needed
in other files there will be only a connection
6.1. General procedures
6.2. Administration procedures of plant
6.3. Administrative procedures for operation
6.4. General operation procedures
6.5. Specific operation procedures
6.6. Maintenance procedures
6.7. Safety procedures
6.8. Environmental management procedures
6.9. Contingency procedures
6.10. Quality assurance procedures
ABOADZE, GHANA
6.11. Security procedures
7. Construction
7.1. Correspondence
Correspondence with OEM, EPC
7.2. Schedules
Construction schedules from supplier
7.3. Quality assurance

Test reports, official examination, certificates
7.4. Status reports

Usually from OEM, during construction used for following up of construction
7.5. Preliminary documentation

As far as provided by OEM.
8. Training
Determining individual training requirements
8.1. Training manuals
Usually provided by OEM or consultant, organizing training measures
8.2. Training Budget
8.3. Training Plans
8.4. Training Schedules

Preparing training schedule with OEM or consultant
9. Commissioning
ABOADZE, GHANA
9.1. Correspondence
9.2. Commissioning regulations
9.3. Schedules
9.4. Punch items
System walk-downs, punch list and claims

Data base system for documentation and follow up of punch items, filing of
reports and evidence.
9.5. Commissioning tests
9.5.1. System tests
9.5.2. Performance test

Prior tests, results, checklist
9.5.3. Plant acceptance test

Prior tests, results, checklist
10. Operation
10.1. Operation Manuals

OEM manuals or specific manuals.
Checking EPC operation checklists and system descriptions,
Preparing operation procedures,
Checking water treatment requirements (design and environmental license)
Preparing water and laboratory inventory and consumables, Site cleaning.
10.2. Operation Budgets
10.3. Operation Plans
ABOADZE, GHANA
Liaison with owner, off-taker and grid system operator/ load dispatch center
About communication procedures and contractual PPA topics
Contractual FSA topics
10.4. Consumables
Gas, water, supplies referring to contracts,
Organizing supply of chemicals for water treatment
10.5. Operation monitoring

Create reports, computerized monitoring systems
11. Maintenance
Develop an appropriate maintenance strategy. Decide for CMMS
11.1. Correspondence
Check EPC/ OEM documentation and manuals
Prepare maintenance procedures and instructions
Check handbooks for special tools
11.2. Ware house

Classify equipment due to importance; develop a strategy for bereithaltung of
Minimum stock, procurement, tender for parts
Logistics of spare parts, off-shore supply, import agent
Prepare off-shore procurement-procedures
On shore-supply, inventory
Tool list for mechanical work shop
Tools and equipment list for I&C workshop
11.3. Maintenance plan

Prepare maintenance schedule, inspection schedules according to the
Maintenance strategy
According to operation plan
ABOADZE, GHANA
11.4. Warranty
System walk downs, filing warranty claims
Follow up warranty cases
11.5. CMMS, Computerized maintenance managing system

Transfer of OEM manuals data to CMMS
SI, STEAG Maintenance System; tagging; tag-in/tag-out procedure
11.6. Third party services

Pre selection, contracting for local service contractors
12. Safety and health measures

Personal safety equipment and working suits
Preparing safety program (ambulance, first aid, safety equipment, risk
Assessment), safety rules and emergency procedures
13. Environmental compliance

Preparing environmental management plan
19.0 STEAG's Health and Safety Guidelines (HS Guidelines)

Occupational health and safety of our employees constitutes an integral part of
STEAG's corporate objectives and is the responsibility of the company's top
management. The following guidelines are binding on all STEAG employees under all
circumstances of work.
Principles
The Management Board of STEAG supports and encourages all employees to

implement HS measures at their workplace on their own responsibility. Every employee
is required to act in a safe manner in line with the legal requirements and company
directives. The Management Board and every supervisor support all actions for the
ABOADZE, GHANA
constant improvement of occupational health and safety in order to fully avoid any
accidents and health risks.
Behavior and Acting
Responsible acting in the field of occupational health and safety emanates from the
Management Board, from all executives and from all staff members. It is passed on to
all employees by continuous updating of policies, information, training and instruction
and is thus maintained on a high level, according to the latest findings in this field.
Development and Science
The further development of the technology and means for work used at STEAG is our
permanent task. By our involvement in innovative research and development projects
and the encouragement of improvements of existing plant and equipment we contribute
to the constant improvement of occupational health and safety.
Healthy Employees – A Prerequisite for a Sound Company
Safety-oriented planning and implementation of work processes in order to avoid

accidents and risks to employees' health is an important principle of our company. In
this context, preventive action has top priority. As implementation and improvement of
health and safety is a firm part of the daily agenda in the plants, the risk of being
affected by an accident is minimized. Our common objective is to eliminate any hazard.
Information of General Public and Clients
Our company is transparent and ready for dialogue with our clients and the general
public. We appreciate the public's interest and offer information about our company by
means of guided plant tours, dialogues and contacts with neighbours. Clients and
suppliers are constantly involved in our HS measures.
HS Monitoring and Efficiency
ABOADZE, GHANA
The efficiency of the HS measures taken is monitored and the results are published on
a regular basis.
Staff Structure:
The staffs during pre-commissioning and commissioning activities will be distributed for
performing the following activities to enable the smooth takeover from Owner and EPC
contractor for efficient operation of the Plant.
1. Employees engaged for supervision and support activities with EPC contractor
for pre-commissioning and commissioning activities, if required.
2. Employees engaged to prepare the checklists, SOP’s, manuals and handling all
the documents.
3. Employees engaged in preparing the entire Master data list to implement and
configure the Plant Management System.
As the site activities will progress and depending upon the site requirements,
operational staffs will be put round the clock shift approximately 3 persons per shift from
the agreed manpower deployment?
20.0 Operation Management
OBJECTIVE
Operation department is the custodian of the plant and is responsible for safe & efficient
operation of the plant on round the clock basis. The term operation here mainly includes
the start-ups, shutdowns, and routine operation, handling of emergencies, monitoring of
critical parameters that affect the process and ultimately the power generation.
Operation is also responsible to carry testing of various protective devices and
protections of principle equipment’s, regular changeover of standby auxiliaries to ensure
their availability & functionality. Further operation is also responsible for proper isolation
ABOADZE, GHANA
of auxiliary/system to facilitate preventive maintenance/ breakdown/ planned shutdown

as per the schedule.
The operation management scope goes much beyond the salient objectives detailed
above. It formulates and defines OEM guidelines in any typical Gas Based Power
Station and helps to inculcate right culture down the line. The objectives of operation
management are as follows:-
a) Maintain Grid Discipline to satisfy the customer need.

b) Operate the units at rated parameters
c) Optimize/minimize the consumption of major inputs (e.g. fuel, water, Auxiliary
Power etc.) by operating Plant and Auxiliaries at Optimum efficiency.
d) Reliable and safe operation of plant by reduced outage
e) Regular and systematic monitoring of critical parameters.
f) Operate the unit at minimum partial loading and maximum availability.
g) Efficient control over water chemistry.
Some of the important objectives are detailed below:
Maintaining Grid Discipline
It is evident to all that in our system when all the machines are operating in
synchronisms, it is essential to follow the generation schedule given by the SLDC in
order to avoid any grid disturbance. The generation at any point of time should match
with the demand. Any shortfall or excess capacity generation on the part of generating
company can lead to total collapse of the system as a whole. With the onset of
availability based tariff norms, any deviation can be detrimental for the generating
company as stiff penalty can be imposed on it. Co-ordination with grid authority SLDC
and with Gas Supplier GSPL for changes in pre-defined generation schedules with
utmost care, accuracy and with full sense of responsibility.
Unit operation at rated parameters
ABOADZE, GHANA
The manufacturer of any equipment is the best judge to guide the operating parameters
of equipment. Thus an operation engineer should endeavor to run the unit at
parameters near about its design value and as suggested by the OEM. A Gas based
power generating unit can last long only when the operating parameters are within the
tolerance. Again there are some parameters, which are beyond anybody’s control, but
there are some parameters that can play a very important role in prolonging the useful
life of equipment.
Unit operation at Minimum Partial Loading and Max. Availability
For maximum generation, the first requirement is the availability of unit in totality. The
partial loading of an available unit should be the minimum from the economic cost of
generation because there are certain losses those always remaining same irrespective
of load. It is thus necessary that unit upkeep should be proper so that all the auxiliaries
help it to generate full capacity load.
Plant & Auxiliaries Operation at Optimum Efficiency
Maximization of output with the given resource is the first lesson of any good
management. Today even otherwise, to be cost competitive also, one has to extract
maximum output from the given input or raw material. The implication is that we should
operate the plant and auxiliaries with optimum efficiency. The optimization here should
not be confused with maximum because if we are achieving more efficiency at the cost
of equipment life then it is of no use and the results shall not be sustainable.
The manufacturer of all the equipment’s specifies certain characteristic to be followed

during the operation of that equipment. A good operation engineer should:
 Follow these recommendations,

 Avoid the idle running of equipment,
 Avoid unwanted startup/ shutdown by good operation management.
ABOADZE, GHANA
OPERATION PRACTICES:
In order to achieve the above objectives of operation management, following actions are
taken:
a) Introducing of systematic monitoring and reporting system

b) Ensuring availability of operating emergency instructions, manuals and literature.
c) Efficient up-keep of instrumentation, auto loops, annunciation system, protection
and interlocks systems.
d) Ensuring good Housekeeping.
e) Ensuring implementation of proper and regular human resource development
program to operation staff to upgrade their knowledge/skills.
f) Ensuring safe and favorable working environment.
g) Development of systematic and effective reporting and communication system.
h) Defining the role of each individual in operation department.
i) Setting up of benchmarks and operational targets.
j) Ensuring compliance of the technical, safety, housekeeping, and ISO audits.
k) More comprehensive checklist used to monitor larger number of principle
equipment’s like Gas Turbine, Steam Turbine, Cooling Tower, Condenser,
Critical Pumps etc. parameters in view of to avoid possible malfunction of system
during startup or owing to aging effect.
l) Planning outage schedules keeping in consideration the best availability of the
plant.
m) Change in operation practices where ever required & feasible to improve
equipment, process as well as plant performance to achieve maximum
availability.
PLANNING AND BUDGETING FUNCTION:
The generation target is being prepared by Operation Manager. The generation target &
budget is being prepared well in advance for each year. The generation targets is being
ABOADZE, GHANA
prepared keeping the unit planned outages and forced outages (based on past years’
experience and plant aging) in mind. These annual generation targets is prepared
based on monthly targets keeping in mind the agreed maintenance schedule so that the
station generation and other performance parameter like availability, plant load factor,
specific fuel, DM consumption, Auxiliary power Consumption etc. can be monitored on
monthly basis.
This monthly targets will be dependent upon many parameters like:
 Planned overhauling of units,

 Seasonal constraints due to ambient conditions like temperature, heavy
fogs & rains etc.,
 High/ low demand due to any other factor,
The targeted generation figures then forms the basis of other inputs like fuel and
besides that a close follow-up to monitor that planned maintenance is started in time
and is not extended beyond the panned period.
Effective Analysis of Unusual Occurrences:
Unusual occurrences / happenings do take place in any industrial unit or gas based
power station. These unusual occurrences can be of following type:
a) Grid failure due to faults originating from own station or nearby area,
b) Tripping due to human error/ mistake,
c) Frequent Unit Outage due to reasons like protection tripping etc.
d) Outages due to failure of emergency life support systems like failure of DC/ UPS
and compressed air system etc.,
All operation engineers endeavor to reduce repetition of such occurrences. This is

possible with proper monitoring system at proper level and analysis of all such
occurrences with a recommendation to stop the recurrence of similar happenings.
ABOADZE, GHANA
Reports are sent to head office for information of such occurrences to higher ups. A
preliminary trip analysis is also prepared as per the format of Incident report.
ANNEXURE: “Incident Report Format”
For the detailed analysis of such repetitive occurrences for preventing them in future,
one plant audit committee is nominated which comprises of members from areas as
indicated below.
 Sr. Shift In charge - Operation department,

 Technical Cell (Co-coordinator)
 Engineer Electrical Maintenance
 Engineer C&I Maintenance
 Engineer Mechanical Maintenance
Operation department is the responsible to make available the data related to

occurrences of all the events i.e. Sequence of events print out, logbooks and registers.
The committee then studies and analyzes the causes of such repetitive occurrences
and as per the terms of reference specified submits the report, which includes Analysis,
Observation and recommendation. The report is routed through head of O&M to the site
in charge (Plant Manager) for concurrence. It is the responsibility of Technical cell to
compile all such recommendation and circulate to the concerned department for taking
necessary action for implementation.
OPTIMIZATION OF EQUIPMENT RUNNING HOURS & IMPLEMENTING CHANGE

OVER SCHEDULE:
To increase the plant availability, certain equipment’s are provided with stand. These
equipment’s are critical in nature and non-availability of the equipment may lead to loss
of generation and even unit outage. For e.g. Cooling Water Pumps, Boiler Feed Pumps,
CEP etc. The running hours of these equipment’s needs to be optimized and
unnecessary running of such vital equipment’s should be avoided.
ABOADZE, GHANA
Operation department is carrying out the identification of extra running equipment’s .The
reason for the same will be identified and necessary action to stop the extra running
such stand by equipment is taken. Also during unit start-up, shut down and part load,
the number of equipment’s to be kept in service are optimized. Operation department
make efforts to minimize the start-up / shut down time. This not only helps in reduction
of auxiliary power but also saves the consumption of spares and availability of machine
for power generation
Operation department monitors the equipment running hours and prepares a

changeover schedule based on this. The philosophy behind the changeover for the
major equipment’s having standby is that all the sets of a particular type of equipment
should not go out of service either due to failure or due to exhaust of its component life.
The changeover schedule is prepared with consideration of the planned maintenance /
PM schedule so that the changeover can match with the PM of running equipment
which may need stopping of the equipment.
ROLE OF OPERATION IN UNIT OVERHAULING
Operation department plays an important role during overhauling. Some of the

executives from the operation department are dedicated to assist maintenance
departments during the overhaul. This will not only enhance their skill but can form a
base and can be used for future job rotation. The group shall perform following main
activities:
Proper isolation and issuance of PTW
When the activities during overhauling are planned, operation department isolates the
equipment as per the schedule to keep the PTW ready. If more than agencies are
working then cross permit is to be issued accordingly as per the safety requirements.
Defect Rectification
ABOADZE, GHANA
It is the responsibility of operation department to conduct equipment trial run after

overhauling when it is available. The respective of operations department witnessing the
trial records the readings at regular interval to ensure the followings:
 The re-commissioning defects are observed and recorded

promptly.
 Joint inspection for the critical equipment/ work ensures the
communication of defect to concerned party
 Cross checking of the facts that reported defects are being
attended or not.
Safety Aspect
 During commissioning/ re-commissioning the operations

department verifies that the maintenance contractor has removed all man and
materials from site and equipment is safe for the trial run.
 Normalization of the equipment after cancellation of PTW
Feedback/ Information System
The status of equipment re-commissioning after overhauling is given to department

head and O&M head. This forms a regular mechanism for the proper follow-up of
dependent activities during the meetings.
Finally when all the equipment’s are commissioned along with the dependent systems,
unit is brought back on load and handed over to the Shift operation.
Training and training assessment
The training will be imparted to all the operation staff in a structured manner. It will be
ensured that each one of the operation staff is first exposed to plant familiarization
covering plant layout, systems and schemes, equipment and fuel details, and other
ABOADZE, GHANA
salient features and further he is given job specific training concerning his location or
duty assigned to him. The training will be structured as follows:
1. Training to Shift in charge engineer, Control room engineers, Assist. Shift In

charge Engineers,
 As a part of training they will develop operating instructions, manuals ,Lining

up ,start up and shutting down procedures of the equipment’s, schemes and the
unit as a whole, Emergency handling and Dos, and Don’t dos.
 While so doing they will thoroughly go through the OEM manuals, understand the
content in relation to plant operation.
 They will study general lay out drawing, PIDs, Schematics, Power distribution
system, Protection interlocks, and auto controls and also unit synchronizing and
load raising curves.
 They will undergo simulator training and get feel of operational responsibility and
plant operation by visiting other sister plant at Hazira.
 They will be given specialized training wherever required by the OEM particularly
in the area of DCS, AVR, protections, Control and governing functions.
 They will be given safety training and emergency dealing procedures.
2. Training to Plant operators /Technicians having ITI qualifications
 They will be trained to ensure that they can trace the schemes, equipment and
instruments fixed on these with identification and numbering allocated to
equipment’s, pipes and other installations.
 They will be provided with check lists, and job specific instructions.
 They will be given safety training and emergency dealing instructions.
3. Training Management
ABOADZE, GHANA
The training management will be under the direct control of Plant Manager. He will
ensure that all in puts like Writing Board, projector etc. is procured and a training room
ear marked for it.
By and large training will be arranged from internal faculties. He will prepare training
schedule on the above lines and coordinate training with NOIDA training cell and call for
OEMs training. If OEM training is at cost, necessary approval from the MD may be
taken.
He will ensure that all the original manuals, drawings are made available by getting the
same from Owner/EPC contractor.
4. Training Assessment.
It will be necessary that each of the operation staff is checked for the skill and
knowledge to operate the plant as per assigned duty properly and safely. HODs will
prepare written questions relevant to the assigned job and ask verbal questions. There
will be assigned marks for clearing the assessment.
MANAGEMENT INFORMATION SYSTEM
The reporting of all significant events and data is very essential in order to minimize the
unwanted events. Monitoring is thus desired at different levels to facilitate fast
decisions. The Management information system gives overview about the way of
reporting to management and types of information to be delivered.
Objectives of Systematic Monitoring

a) Monitoring at different level for quick decisions.
b) Improving generation by identifying the constraints.
ABOADZE, GHANA
c) Improving unit efficiency by identifying the deviations in efficiency linked

parameters.
d) Ensuring safe running of the equipment’s by close monitoring of operating
parameters.
e) Close follow up of tripping analysis recommendations to reduce unit outages.
Role of Individual in Operation Monitoring
The daily monitoring of the plant performance is to be given a very high importance by
executives starting from Engineer to head of the station.
In order to accomplish that, monitoring and reporting is carried out systematically and
interfaced properly so that the instructions issued reaches the concerned Working
Engineers and are reported back for their compliance.
Monitoring by Head of O&M
Apart from monitoring the generation status, loading on units, Head O&M shall monitor
the health of the plant and availability of inputs as detailed below.
a) Status of fuel gas consumption.

b) Consumption of chemicals in the WTP/DM Plant.
c) Status of Reserve auxiliaries.
d) Status of cooling water system, etc.
e) Any abnormal situation prevailing in plant.
f) The implementation of suggestions recorded in tripping analysis.
g) Raw water / DM consumption rate
h) CW fore bay level / raw water Reservoir level
i) Pending PTW- Critical equipment’s only
j) Compliance to statutory requirement
k) Station/ Unit generation
Daily Planning Meeting:
ABOADZE, GHANA
A meeting is held daily for reviewing the plant performance, completed maintenance
activities according to daily planning schedule and maintenance planning by Plant
Manager and department heads. We always welcome to owner to attend the meeting.
The status of the daily operation & maintenance activities will be forwarded to owner.
The following topic is used to cover under Daily Planning Meeting.
1. Generation
2. Aux. Power consumption
3. DM Consumption
4. PLF
5. Partial loading
6. Loss of generation – details to be discussed.
7. Non-availability of critical equipment and their action plan
8. Battery status / DC system availably and earth fault if any
9. Fire system – availability & pressure of at furthest & longest point
10. DG set / Emergency Power availability
11. Status of air conditioning system of major control rooms
12. UPS system
13. Equipment PTW – Planned / Issued / Not issued (reasons)
14. Operational problem / defects
15. Deemed non Generation – Reason and action for more accuracy.
16. Housekeeping
17. General points (if any)
REPORTING & LOGGING SYSTEM
Shift Management and Shift Reporting System
The responsibility of each of the Operation staff (Shift In-Charge, Operation Engineer,
Shift chemist/ analyst, and Operators) shall be defined and clear cut instructions issued
ABOADZE, GHANA
for normal running and lining up activities of unit, turbine rolling, synchronization and
also during emergencies like: -
a) Grid failure – AC Supply failure.

b) Generator Problems
c) Turbine Problems
d) Boiler tube leakage
e) Tripping of Boiler Feed Pumps
f) Leakage of turbine oil
g) Failure of DC supply
h) Failure of instrument air
i) Fire
j) Accidents
k) Partial load operation
l) Unit tripping.
m) Non availability of DG Set etc.
General shift Management
The engineers of operation general shift shall have sufficient experience of working in
shift operation. Their role will be mainly as operation support and shall perform
following: -
a) Plant Housekeeping supervision

b) Operation support – Assistance to shift staff
c) Firefighting system checking
d) Operation Store management
e) Preparing change over schedule for stand by auxiliaries and carrying out their
change over as per the schedule.
f) Operation staff shall regularly monitor the healthiness of control loops in standby
mode so that changeover from main to standby mode is smooth without any
ABOADZE, GHANA
disturbance. They shall report to Operation - Manager and give status of above
for necessary action to be taken.
Reporting and Logging during the Shift
During the shift, the Shift In-Charge & Control Room Engineer will write the logbook.
The major points to be remembered for logbook as detailed below:
a) The officers will not duplicate the recording of events. It is suggested that Shift In-
Charge shall log important parameters and important station happenings.
b) In addition to logging of the events, the above officers will also record important
Daily
information about the station Morningand unit, in the checklist or log sheet.
equipment
Meet Report
c) The field operation engineer will fill log sheets list in each location/area at
predefined intervals. They will also record the details of major happenings of their
areas if any during the shift.Daily Station
Report
d) Standard check lists (Routine, Line up and Starting) for all major equipment,
system, startups, protection and interlock permissive, and annunciation system
shall be prepared and filledIncident / Trip staff regularly.
by the concern STEAG Head
Report office & STEAG
GmbH
Monthly
Plant Site, Owner
Reporting System Flow Chart
Management
Report
Monthly Station
Report PM, O&M Site
Monthly O&M
Presentation
Yearly O&M
Presentation
ABOADZE, GHANA
A blank format of the reports is attached for reference. These reports can be modified
based on plant & management requirements.
BLANK FORMATS OF REPORTS:
1) Daily Station Report

2) Incident / Trip Report
3) Monthly Management Report
4) Monthly Station Report
5) Monthly O&M Presentation
6) Yearly O&M Presentation
ABOADZE, GHANA
In case of any abnormal incidents like plant tripping, equipment’s breakdown or any
critical information related with plant operation will be properly communicated at
appropriate time to concerned authority as nominated by owner.
The draft or final report related with plant tripping and any equipment’s breakdown will
be forwarded within 48 hrs from time of incidents.
OPERATION RECORDS:
All the daily wise plant parameters will be maintained in electronic form in the form of
Microsoft database. Below mentioned report are being generated automatically as
designed and configured by STEAG IT team.
All the yearly plant important performance parameters like PLF, Availability, Heat rate,
Auxiliary consumption, Non Deemed generation, Backing down losses due to grid and
gas, outages percentages, partial loading percentages will be calculated automatically
by above designed application tools.
Although data-logging by DCS is being done, yet it is necessary that the Desk
Engineers as well as the Operators at locations fill up log sheets to keep in touch with
the trend and deviations in the critical parameters of each equipment. Frequency of
logging in log sheets shall be pre-defined which shall be twice or thrice in a shift
depending upon the system/equipment requirements and postings of Operator.
During shut down and startups special emphasis is to be paid on recording of important
parameters for future reference and equipment performance. It is preferred that log
books/sheets are written/filled after the shutdown of the Unit.
ABOADZE, GHANA
Following are the LOGS, RECORDS AND REPORTS maintained by our O&M
team.
Logs retained for ONE (1) year

1 Daily Reports
2 Monthly Reports
3 Capacity Declaration
4 Amendment to Capacity
Declaration
Availability Report
Logs retained for Four (4) year

1 Timesheets
2 Switching and tagging Logs
ABOADZE, GHANA
F/OPN/03, Issue No: 01

Daily Report (Operation): DRO
Name Operation Manager Page

Date
Distribution: Plant Manager
Period:
Daily Availability - Dispatch:
DISPATCH INSTRUCTION Export shortfall:

Forced outage:
Planned outage:
Backing down:
Due to Grid failure:
Due to Gas restriction:
Due to LDC restriction:
Open Cycle Generation:
Declared availability
Final revised availability
Original Dispatch Instruction
Final Dispatch Instruction
Actual Export power
(As per export meters)
Difference in Export power
(Final DI – Actual Export)
(As per export meters)
ABOADZE, GHANA
II. Generation / Performance Highlights:

Please refer attached sheet No.1.
III. Interruption Detail for CCPP:
GT 11 GT 12 STG
Interruption Details
Total Down Time since
last Stop / Trip
Daily running hours
Uninterrupted running
hours since last Start
Generator “On Grid”
Hours for the day.
Generator “On Grid”
since last
synchronization
Maximum uninterrupted
running period in hours
IV. Events highlight of the day:
GT-11:
GT-12:
HRSG-11:
HRSG-12:
STG:
PT / DM PLANT:
OTHERS:
LETTER / FAX DURING THE DAY:
LOAD PATTERN FOR THE DAY:
SYSTEMS DISABLED / ON MANUAL MODE / FORCED CONDITION:
ABOADZE, GHANA
INCIDENT / TRIP REPORT:
ABOADZE, GHANA
Monthly Report F/OPN/03, Issue No: 01
Name Operation Manager MR – mm/yy Page
yyyy, month name Date
Copy to:
GM EESG – ED O&M
Sr. Manager EESI – GM O&M
Sr. Manager EESG – ET / A4
1. Station Performance
Heat rate (Kcal / KWH GCV) Gross generation (MWH)

Plant load factor PLF (%) Net export to grid (MWH)
Gross generation till date (MWH) Aux. consumption (%)
Unit Details GT 11 GT 12 STG

MWH generated
MWH generated (Year 2007-08)
MWH generated (Total)
No. of trips
EOH
EOH (Total) / EOH since C-insp
OH (Total) / OH since C-insp
2. Fuel Consumption
GT 11 GT 12 TOTAL
Gas consumption in m cbm
Gas consumption Total in m cbm
Average CV of gas (Kcal / SCM)
Total energy received (Gcal)
Prepared by Designation Reviewed by Designation
Operation Manager Plant Manager
3. Water Receipt / Consumption
ABOADZE, GHANA
Raw water
DM water
Cu Meter Receipt Consumption
Month
Cumulative (Total)
4. Outages : (Details in ANNEX 6 / 7 / 8 )
4.1 Forced Unit Outages :
Date Outage Hours Reason
GT 11
TOTAL __h__min
GT 12
TOTAL __h__min
STG
TOTAL __h__min
4.2 Planned Unit Outages :
GT 11
TOTAL __h__min
GT 12
TOTAL __h__min
STG
ABOADZE, GHANA
TOTAL __h__min
4.3 No Dispatch :
GT 11
TOTAL __h__min
GT 12
TOTAL __h__min
STG
TOTAL __h__min
4.4 Equipment outages:
No EQUIPMENT OUTAGE REASON

Since / Hrs
until
5. Environmental Report (Details in ANNEX 4 )
6. Safety
Lost time due to Accident / Incident:

No. of days without accident since last accident:
ABOADZE, GHANA
7. Work orders
Section PREVENTIVE ROUTINE Total

Planned Completed Raised Attended Raised Completed
Mech.
Elect.
C&I
Civil - -- - - - -
8. Major Equipment Vibration
9. Personnel – Induction
10. Personnel – Resigned
Enclosures: Details of facility performance (3 sheets) – ANNEX 1

Report to LDC – ANNEX 2
Details of water receipt/Consumption – ANNEX 3
Pollution control report – ANNEX 4
Fuel management report – ANNEX 5
Details for GT 11 / GT 12 / STG – ANNEX 6/7/8
Station Performance data - ANNEX 9
HRSG Water Chemistry – ANNEX 10
Details of Inspection / Overhauling - ANNEX 11
Chemical Consumption – ANNEX 12
Maintenance Reports - ANNEX 13
Note:
Monthly Management Report, Monthly & Yearly O&M Presentation can be
produce on requirement. However, all above indicated reports can be modified
based on plant requirements.
21.0 Maintenance Management

Proper management, which essentially means integrated planning and systematic
implementation of action plan, is acknowledged as the key to success for us. This is
ABOADZE, GHANA
even more appropriate for us, engaged in as challenging & hi-tech a business as power
generation, which literally calls for a sustained systematic approach to ensure
“SYNCHRONISE“ running of hundreds of complex sub-systems involving man and
state- of- the-art technology.
As such Maintenance Management System has been evolved as a tool to tackle all
such problems and meet the maintenance requirement. The “Maintenance Management
System“ (MMS), as spelt out in the subsequent chapters of this manual, has been
developed on the basis of various guidelines being followed by us based on our
experience in O&M business. Today, the availability and reliability demand of the power
plants is increasing, which can’t be achieved without having a proper short term & long
term maintenance planning.
OBJECTIVES
Introduction and acceptance of an integrated data based maintenance system instead

of a crisis dominated maintenance culture is demand of the situation. The following
chart details the relationship between the various forms of maintenance.
ABOADZE, GHANA
Maintenance Flow Chart:
Maintenance
Planned Unplanned
Maintenance Maintenance
Preventive/Predictive Corrective Emergency

Maintenance Maintenance Maintenance
Inspection Minor Minor Planned

including component repairs not Overhaul
adjustment replacement found on
& Inspection
lubrication
Look, Shutdown
Feel, Maint.
Listen
Running
Maint.
The maintenance management system for STEAG’s plant has been developed based
on this focal theme, to achieve the following broad objectives:
a) Ensure the availability of generating Unit with minimum down time to comply with
the target.
b) Most effective utilization of resources to minimize maintenance cost as well as
cost of inventory holding.
ABOADZE, GHANA
c) To carry out maintenance jobs within stipulated time and as per laid down
procedures prepared for various systems.
b) To conceive and implement work control system to ensure safety during
maintenance and re-commissioning through proper isolation.
c) To introduce and implement condition-monitoring system, to predict the life cycle
of assemblies and sub-assemblies and prepare major replacement plans, based
on reports thus generated, for next 10 years.
d) To forecast the plant availability and generation in line with CEA target and
schedule major maintenance in accordance with the agreed generation plan.
e) To plan for the capital and annual overhaul / statutory inspection.
f) To obtain all statutory certificate / license like boiler license, explosives license,
environmental consent etc and ensure validity of them at any point of time with
proper coordination.
In other words, the maintenance management system incorporates all the components
of maintenance organization and effective control of Repair and Maintenance.
PHILOSOPHY:
The need of the hour is to depart from a crisis dominated maintenance culture and
devise a Maintenance Management system that can optimize the maintenance activities
so that maximum reliability can be obtained by selecting an optimum set of activities.
The maintenance management system should cover short term as well as long term
planning. The Maintenance Management System is developed on the basis of quantum
of work to be performed and its feedback system, in which all maintenance activities are
predetermined on the basis of work instruction, manpower, tools and spare parts
requirement and estimated time to perform such activity. The allocation and
arrangement of resources, required for maintenance jobs are the prime objective of the
system.
3.2.1 Role of Maintenance Department
ABOADZE, GHANA
Maintenance is essentially a service function. It needs to work in accordance with the

needs and priorities of operation department, with a view to achieve the production
target. However operation department will not indulge into achieving short-term gains in
production by sacrificing the maintenance of plant / equipment, which ultimately leads to
overall loss to the station.
The maintenance will be carried out in general shift. However a skeleton staff will report
to shift-charge engineer for emergency maintenance in odd hours including holidays.
3.2.2 Concept & Role of System
The maintenance management system has been conceived based on work control
and feedback concept, in which all maintenance activities are predetermined with
its standard inputs like work instruction, manpower, tools, spares and estimated
completion time.
The maintenance jobs in power plants, all types taken together, can generally be
categorized under the following heads:
 Break down maintenance (arising out of defects)

 Routine maintenance (préventive maintenance, & prédictive maintenance).
 Statutory inspection, annual overhauls & Capital Maintenance
Design modifications to address operational restrictions.
ABOADZE, GHANA
MAINTENANCE DECISION FLOW CHART

Does the
equipment failure
have direct effect on
the capacity of the
plant?
NO YES
Can the Item Can re-engineering &

YES NO NO redesign solve the
be replaced rather
problem permanently
than repaired more & cost effective?
economically?
Is a predictive
NO method available YES
to provide warning
of impending
failure?
Does the cost of
lost opportunity
Can a preventive exceed the cost
NO maintenance YES
of Predictive
program me maintenance?
minimize failure?
NO Is the Cost YES

of stand by
justified?
Adopt Install Adopt Identify and Adopt pro-active

Reactive Stand-by Preventive adopt suitable techniques to
Maintenance Unit Maintenance predictive maint. eliminate or contain
Schedule the root cause
problem
ABOADZE, GHANA
THE MAINTENANCE PHILOSOPHIES NORMALLY FOLLOWED ARE:
a) Break down Maintenance

b) Preventive Maintenance
c) Annual/ Statutory Maintenance & Capital Overhaul
d) Condition based Maintenance (Predictive & Diagnostic)
Break down Maintenance
The break down maintenance is normally not practiced now a day as it causes heavy
and catastrophic damages. The maintenance strategy of breakdown maintenance has
significant drawbacks. Breakdown maintenance advocates “fun to failure” which cannot
be acceptable to any management.
Preventive Maintenance (PM)
Preventive maintenance is a planned Maintenance, which may or may not require

equipment’s shut down and is carried out at predetermined intervals on a calendar year
basis. This is done on manufacturer’s past experience, its running hour and past
behavior as experienced by station staff so as to minimize the chance of costly
breakdown. The objective of PM is to keep the machine nearest to its original condition
by routine checkup and maintenance. However this also does not guard against
breakdowns and consequent disruption to the production. The preventive maintenance
sometimes lead to unnecessary overhauling and opening of the machine and result in
change of spare parts without utilizing their life and thus is costly too.
Annual/ Statutory Maintenance & Capital Overhaul
Annual / Statutory overhauls are either taken to meet the statutory requirement and
renewal of licenses or to rectify the defects / PM which cannot be done with unit /
equipment on load. The capital overhaul of major equipment’s like boiler/
ABOADZE, GHANA
turbine/generator etc. are taken after an interval as per their design and recommended
by OEM and past experience of the station or other utilities on the similar machine.
Condition based Maintenance/Predictive Maintenance
In case of PM and Capital Overhaul, If the maintenance periods are not chosen
properly, we tend to replace the parts either too early or too late. Therefore we may
have either over maintenance or under maintenance. Over maintenance will increase
expenditure whereas under maintenance will result in an unscheduled plant shut down.
Whereas condition based maintenance not only leads to the maintenance just in time to
avoid any major damage rather also helps in advance spares and resource planning.
By undertaking Condition Monitoring, the various measurement parameters enable one

to diagnose the equipment’s condition while it operates. Such parameters are vibration,
noise, temperature, contaminant level in lubricating oil, electrical resistance etc. By
trending such Engineering Parameters and comparing them against set limiting
values /past trend, it is possible to establish, well in advance, when equipment is
deteriorating.
Modern concept of maintenance is called Condition Monitoring, also known as

predictive Maintenance, is a proven method of carrying out maintenance only when it is
necessary. It offers immense benefits to power industries, particularly those using
Rotating Machinery.
CONDITION MONITORING:
1. Develop, implement and carryout HEALTH ASSESSMENT of major / critical

equipment by use of monitoring tools. Prepare the report on any deviation and
get rectified by concerned maintenance section.
2. Ensure that the defects of minor/ non-urgent nature & which require unit shut
down are included/ transferred to the defect list of shut down / long-term defect
list.
ABOADZE, GHANA
3. Organize and coordinate Seminar / Workshop on technical and management

aspects of power plants, on regular basis (suggested frequency: quarterly or
more) for plant O&M personnel
4. Management of O&M library.
Principle of Condition Monitoring
The general philosophy of a condition monitoring system is to know the behavior of the
equipment and perform maintenance on equipment only when required, without
sacrificing machine reliability.
Condition monitoring system does not predict the exact time that equipment will fail.
Even if it could, this information would be of little help, since in case of important
equipment’s like turbine, transformers; entire generating unit would have to be shut
down to perform the required maintenance.
Condition monitoring system attempt to evaluate the present operating condition of the
equipment/component prior to a scheduled maintenance outage and determine its
specific maintenance requirements. The evaluation determines whether the equipment
will operate reliably until the next scheduled outage or early maintenance is required. If
maintenance is required, the evaluation helps in determine what specific maintenance is
necessary.
Some of the techniques which are used in condition monitoring are:
Trend monitoring
Assessing the trend of this measurement can give a useful lead time in warning of
incipient machine failure.
Condition checking- Alarms
ABOADZE, GHANA
Where considerable experience of a machine and its failure characteristic has been
gained, a single check reading of its condition can provide sufficient data for
determining a safe period of further running. Alternatively, an alarm indicator may be set
to give warning when the safe running period has fallen to a critical level.
Machine comparison – Defect diagnosis
Condition checking can also be used to compare the condition of similar machines. The
reading taken may be analyzed in detail to indicate the most likely cause of the problem.
Condition based maintenance
The knowledge may be obtained by selecting a suitable parameter for measuring

deterioration, and recording its value at intervals.
CLASSIFICATION OF CONDITION MONITORING
Condition Monitoring can be broadly classified under following heads: -
 Visual Monitoring
 Performance Monitoring
 Wear Particle Monitoring / Oil Analysis
 Thermal Monitoring
 Corrosion Monitoring
Our maintenance team will perform to know the equipment/sub-system behaviours with
any of the following techniques based on their capability limit or may asked for external
help from owner.
Visual Monitoring
The tools used in visual Monitoring are
ABOADZE, GHANA
 Fiberscope/Stroboscope
 DP/ MP Test
 Ultrasonic
 Radiography
Performance Monitoring
In performance monitoring the following are monitored

 Input-Output Correlation
 Leakage Identification
Vibration Monitoring
In Vibration monitoring followings are measured & monitored
 Amplitude Measurement
 Spectrum Analysis
 Phase Analysis
 Special Techniques like SPM, NOISE- etc.
Oil Analysis
In monitoring of Oil quality, the deterioration in following parameters may be monitored

on regular basis
 Oil Viscosity
 Moisture Content
 Contamination
 Total Acid Number (TAN) / Total Base Number (TBN)
 Additive Depletion (Foaming, Rusting Characteristics etc.)
Thermal Monitoring
ABOADZE, GHANA
In Thermal Monitoring the followings tools & Techniques /analysis may be used
 Contact Thermal Measurement Method
- Thermometers
- Thermocouples)
 Non-Contact Thermal Measurement
- Optical Method
- Infra red Thermography
Corrosion Monitoring
In Corrosion Monitoring the followings tools & Techniques /analysis may be used
 Thickness Reduction
 NDT Testing
 Monitoring of Cathodic Protection System
USUAL TOOLS/ TECHNIQUES USED FOR CONDITION MONITORING
Tools/techniques used for condition monitoring are as following:
 Thermography
 Noise Monitoring
 Electric Motor Health Monitoring
 Oil Analysis
 Dissolved Gas Analysis
 Partial Discharge detection
 Thickness Survey Monitoring
 Temperature Monitoring
 Residual life assessment (Using DPT, MPI, UT, Baroscopic Inspection,).
BENEFITS OF CONDITION MONITORING
ABOADZE, GHANA
• Maximizes productivity
• Extends intervals between overhauls
• Improves repair time
• Increases machine life
• Aids in repair planning
• Improves productivity
• Lower maintenance costs
• Reduces product costs
Techniques of condition Monitoring
Condition Monitoring/ Predictive Maintenance are the process of measuring the physical
characteristics of a machine while it is operating. Trending these measurements show
how a machine’s condition changes over a period of time. Analyzing these
measurements provides insight to the condition of the machine and which components
may be wearing or failing.
Vibration Monitoring
The equipment’s for vibration monitoring in a power plant are steam and Gas Turbines,
Generators, Fans, Gear boxes, CW pump, CEP, Aux. Raw CW pumps, Blower,
Compressor, Diesel engines, Structures (for monitoring Structural Integrity) etc.
Thermography (Hot Spot Monitoring)
• Usage in locating overheating in switches, circuit breakers, fuses, bus bars

bushing, connectors
• Usage in Monitor transformers, breakers
• Winding of LT Motors – HT motors, DC motors and its connections
• Heat buildup in Cable joints and transmissions lines.
For switchyard equipment’s:
ABOADZE, GHANA
For monitoring the conditions of Switchyard Equipment’s, hot spots are measured by
using thermo vision cameras.
Note: Following table guides Hot spot intensities:
Temperature above Ambient Intensity of Hot Spot

< 10°C MINOR PROBLEM
10° to 35°C PROBLEMS
35°C to 75°C SERIOUS PROBLEMS
> 75°C CRITICAL
The following are the indicative period of measurement under Monitoring Techniques,
which will be adopted at site.
Technique Frequency
Vibration Analysis Monthly or depends upon m/c behavior
oil moisture Analysis / Patch test in DM

Monthly
Lab
Oil analysis (by external Party) Quarterly
Thermography Quarterly
Ultrasonic/MP Testing
Basically on GT Compressor.
Sound Monitoring Monthly
Electric Motor health monitoring Half Yearly

Transformer testing, CT testing &
Generator testing
CT Nitrogen Pressure checking Yearly
Technique Frequency
ABOADZE, GHANA
Lightning arrestor testing Yearly
Battery Capacity test During overhaul or Opportunity based,
Battery healthiness checking Half Yearly

Battery healthiness checking for
Every 15 days
emergency applications
FACILITIES AND INFRASTRUCTURE FOR PLANNING:
Man power resources required to carry out following duties
a) Daily work scheduling and planning (short term planning)

b) Condition monitoring
c) Long term planning
d) Spare parts and Contracts
e) Administrative works involved
Short Term Planning - Scope
1. Convene and coordinate Daily Planning (Co-ordination & work planning)

Meeting, issue minutes of meeting and follow up action.
2. Development and ensuring efficient functioning of station work control system.
3. To draw committed work program for all section of maintenance department
inclusive of lubrication, preventive maintenance schedule and planned outages
after interaction with each concerned group.
4. Co-ordinate with maintenance sections and appraises them about the plant
reports; proposed shut down if any or other constrains that might delay the
availability of permits to start maintenance work.
5. Liaison with operation department for the planning of defects, its rectification and
apprise the parties concerned about maintenance work and delays if any.
6. To incorporate long term plans in to short term plans on a monthly basis.
ABOADZE, GHANA
7. To receive, monitor and integrate work-order in accordance with station

administration and to ensure that defects, which require long term planning, are
correctly routed to the long-term office after diagnostic appraisal.
8. To maintain on-going lists of priority work and to ensure that short term planned
maintenance program are prepared and issued as required.
9. Liaison jobs with operation for PTW and its timely availability.
10. Review and improve methods of maintenance of equipment and staff-skill and
crew size to achieve safe, qualitative and efficient maintenance. Revise work
specification cards accordingly.
11. Update and maintain the status of work order cards pending / returned by Area
Maintenance engineer and stock/ update of the returned work order cards.
12. Coordinate for the availability of the preprinted job cards for specific defects.
13. To table and confirm committed work programs, ensure action list, receive
feedback information and plan before daily planning meeting and senior
executive meeting.
14. Compilation of O&M budget for spares/consumables & works in consultation with
each department of O&M
Long Term Planning - Scope
1. Compilation of data and preparation of station based on OEM recommendation,

condition monitoring report and past maintenance experiences.
2. To compile the final and complete agreed job / work list including trip committee’s
recommendation and approved modification if any for overhaul in consultation
with each group of O&M.
3. Prepare and ensure all necessary arrangements for the following years overhaul
work program including resource planning for such overhaul well in advance
and ensure the action in this regard by concerned maintenance department.
Compilation of the same and follow-up with material/contracts department.
ABOADZE, GHANA
4. Produce, distribute overhauling work schedule and finalize it well In advance

after consultation with each group. Monitor major overhaul and control the
overhaul program. Also keep HOD (O&M) appraised regarding the progress and
provide inputs and information so as to control Overhaul program.
5. To plan PTW schedule and re-commissioning schedule for various equipment in
consultation with operation and maintenance engineer of different section based
on overhaul network.
6. Co-ordinate with Operation group for issue of permit to work as per schedule
before (for pre-shutdown activities), during and after major overhaul.
7. During overhaul convene and conduct daily overhauling coordination / planning
meeting with emphasis on activity related to critical path and / or lagging behind
the schedule.
8. Generate long term pending points in association and convene as well as
coordinate monthly review meeting with all concerned sections.
9. Compile the Overhaul report with in fixed time frame (preferably within two
months after completion of overhaul) consisting of highlight on major
achievements, constraints and measure for improvement on the same, the
manpower deployment chart, cost of overhaul (material & contracts- department
wise).
10. To ensure the maintenance of history of all the equipment, plant inventory cards
and spare list cards by the Area Engineers.
11. Co-ordinate with Operation and Efficiency cell regarding validity and timely
renewal of all statutory clearances / licenses of equipment covered under Indian
Boiler regulation, Indian Electricity act, Indian explosive act and other safety
rules.
12. Co-ordinate with Section Heads for the preparation the training needs for all
O&M staff.
13. Management of drawing / documentation
14. Co-ordination, monitoring and follow up of Improvement Plans.
ABOADZE, GHANA
Spares development
1. Materials codification assistance and coordination of activities related to

implementation of computerized on-line integrated maintenance cum materials
management system (SAP)
2. Identification of spares for spare parts development, their drawing development
with the help of reputed external agency and procurement co-ordination for the
same.
3. Identification and development of suppliers for short term as well as long term
requirement of spares in association with maintenance dept.
4. Review of requisitions made by different departments with respect to its
codification, specification, and quantity and forwarding it to purchase department
for its procurement action.
5. Requisition of spares / materials of common use (non-stock items) and purchase
coordination.
6. Coordination with purchase department for timely availability of spares.
7. Coordination with maintenance manager for spare budget.
Role of Maintenance Engineers
1. To maintain equipment in healthy & good condition & improve availability and
reliability.
2. To prepare work specifications.
3. To prepare spares list/directory for each equipment.
4. To prepare spares codes.
5. To keep history record of major equipment’s.
6. To reduce Breakdown maintenance.
7. To ensure Preventive Maintenance.
8. To keep maintenance/ overhaul records.
9. To make action plan for reduction in break down and increase in availability.
10. To project O&M budget.
ABOADZE, GHANA
All the measurements & observations will be recorded in preformatted sheet by each of
the department during maintenance and will be kept as documentation for future
reference. Some of formats are being attached for the reference and all measurement
sheets and calibration sheets will have the owner logo, site place, Plant name on the
left top corner later on.
22.0 Quality Management System

The Company's Quality Management System:
Company has documented, implemented and maintained a Quality Management

System and continually improved it’s effectiveness.
 Identify the critical processes needed for the Quality Management

System and their application throughout the organization.
 The criteria and methods needed to ensure effectiveness of
operation and control of processes are established and monitored through
Quality Objectives.
 Necessary resources and information are available to support
operation and monitoring of the processes.
 The processes are monitored, measured and analyzed.
 The necessary actions are implemented to achieve planned results
and continual improvement of these processes.
PROCESS APPROACH:
Process approach is used to manage an organization, and requires the Quality

Management System to consider the organization as a series of interlinked processes.
The process approach considers the interaction between these processes, and the
inputs and outputs that tie these processes together.
ABOADZE, GHANA
ABOADZE, GHANA
PROCESS APPROACH ENGINEERING:
MAINTENANCE
Preventive Maintenance
RESPO
NSIBI Engineering In-charge
LITY
Process Flow – Preventive Maintenance
Equipment wise PM Schedule for the year is prepared considering
Monthly And Annual basis along with planned date (put up in the
schedule on Monthly basis) for the preventive maintenance and is
verbally agreed with production

Equipment wise preventive maintenance check points are made based on past history of
breakdown and to reduce the risk of breakdown maintenance by regular preventive
maintenance considering monthly and yearly checks
Actual preventive maintenance is done as per the plan with strict adherence to the Preventive
Maintenance Check Points
Actual date is recorded in PM Schedule and date of maintenance and PM Checks followed
during maintenance are recorded clearly in the equipment wise preventive maintenance
checkpoints
ABOADZE, GHANA
RESPONSIBILITY Engineering In-charge
Process Flow – Breakdown Maintenance
Receipt of information for the breakdown verbally from the
Production, along with the equipment name and description of
breakdown
Details of the breakdown are recorded in the Breakdown History Card and considering the
nature of breakdown, Fitter / Electrician is deputed to the Equipment for resolving the
breakdown
Fitters / Electrician visit the equipment and identify nature of breakdown. Necessary repairing
of the equipment is done to make it in the working condition. If need for the part replacement
is identified, then replaces the parts after getting issued from the stores / from the stock
available in the maintenance
Once the equipment is made in running condition, the equipment is handed over to the
production
Details of action taken along with the part replacement is recorded in the Breakdown History
Card with all details and entry is closed in the Breakdown History Card.
Once in a year the details and type of breakdown are analyzed and are reviewed for taking
further corrective / preventive action and modification of Preventive Maintenance Check
Points, if any
PROCESS APPROACH - Operation

RESPONSIBILITY Operation Head
Process Flow – Generation
ABOADZE, GHANA
Pumping of raw water from the pumping station to plant reservoir
Pumping of raw water from plant reservoir to Primary Treatment plant
Clarification and chlorine passing during pre–treatment process
Pumping of pre–treated water to DM Plant / Cooling water plant for further treatment
DM water is stored in the Storage tank
Receipt gas from outside supplier and

pumping of gas to the gas turbine for Pumping of DM water to Heat Recovery Steam
generation of electrical energy Generator for generation of steam
Supply of steam to the steam turbine for

generation of electrical energy
Hot gases are passed

in to HRSG for Exhaust steam Blow down water
generation of steam after steam is treated in the
generator is sump. After
condensed and is treatment blow
re–circulated to down water is
steam generator discharged in to
Generation of burnt sea
gas of very hot
condition
Generation of electrical energy. Generated electrical energy is goes to Switch Yard
RESPONSIBILITY Operation
A Head
Process Flow – Generation
ABOADZE, GHANA
Step up of electrical energy from 11.5 KV to 220 KV through step up Transformer in Switch Yard
Electrical energy if released to GRID from the outlet of the Switch Yard
Operation Head
RESPONSIBILITY
Process Flow – Supply
ABOADZE, GHANA
Contract is made with the GRID for supply of electrical energy to them
as per their requirements

Preparation of weekly availability and submission to GRID
Preparation of availability declaration on hourly basis and submission to GRID for the next day
Receipt of dispatch instruction from GRID for supply of electrical energy for the next day
Supply of electrical energy to the GRID as per their requirements
Receipt of in between amendments verbally from GRID for the increase / decrease in supply for particular
hours considering their requirement
Supply of electrical energy to the GRID as per their amended requirements
OPERATION
ABOADZE, GHANA
PROCESS
PURPOSE GENERATION OF ELECTRICAL ENERGY AND SUPPLY TO THE GRID AS PER THEIR
REQUIREMENTS
Input – Output Matrix
Input
Output
Received Input Process Output
Interlinkage
From
Operation 1. Plant capacity GENERATION 1. Weekly availability
Maintenance 2. Shut down planned schedule GRID /
OF
Operation
Quality 3. Water quality data ELEC 2. Daily availability Head
control 4. Chemical dosing report TRIC declaration on hourly basis
AL
5. Dispatch instruction on
3. Daily report
hourly basis ENER Operation
GRID
6. Verbal amended GY Head
4. Daily station report
requirements AND
7. Stack analysis report SUPP 5. Daily gas requirements GSPC
8. Ambient air analysis report LY 6. Breakdown request Maintenance
9. Effluent analysis report TO
10. Noise monitoring report THE
11. Lub oil testing report GRI

D AS
Outside
Agency PER
7. Monthly summary report
Operation
THEI (Plant Performance
Head
Report)
R
12. Transformer oil testing
report REQ
UIRE
MEN
TS
ABOADZE, GHANA
ABOADZE, GHANA
PROCESS APPROACH QUALITY CONTROL:
Quality Control
RESPONSIBILITY QC In-charge
Process Flow – Inspection and testing
Collection of sample from the identified sampling points as given in
the Quality Plan
Collection of sample in the laboratory for the inspection and testing
Inspection and testing of the samples as per the Quality Plan as per the defined Work Instruction for
testing
Review results of inspection and testing against the defined specification
Accepted Rejected
Operation personnel are Operation personnel are

informed for the further informed for carry–out
processing necessary corrections in the
process
ABOADZE, GHANA
PROCESS QUALITY CONTROL

PURPOSE TESTING OF IDENTIFIED SAMPLES AS PER THE QUALITY PLAN
INPUT – OUTPUT MATRIX
Input
Output
Interlinkage
From
TESTING OF 1. pH meter calibration report
ID 2. Normality record sheet

EN 3. Raw water analysis report
13. Sample for TI 4. Clarified water treatment Analysis report

testing FI 5. HVAC system water analysis report
ED 6. Cooling water analysis report
SA 7. Closed cooling water analysis report
MP
8. Boiler water and steam analysis report
LE
9. Effluent Water analysis report
S Operation /
Quality 10. Lub oil moisture content report
AS Top
Control
11. KOH testing report Management
PE
R
TH
14. Sampling E
point
Q
UA 12. NaOH testing report
LIT
PL
AN
ABOADZE, GHANA
Store Process
Receipt of materials at Gate
Putting of inward stamp on the challan / bill / invoice by security after verification of quantity of the
materials received
Receipt of materials along with challan / bill / Invoice in the Stores
Unloading of materials at the zone designated as “Waiting for inspection”
Verification of quantity of materials in the delivery challan against the Purchase order
If matches If does not matches
User is informed for carry–out inspection Preparation of discrepancy note
of the materials received. Preparation

Discrepancy note is forwarded to Purchase
of Inspection Report
Accepted Rejected for necessary actions
Necessary actions are taken by Purchase

Preparation of Details of
GRN and rejection is
sending given to
copy of supplier for

Material tagging
GRN along taking Stock record of the products are updated
and storage in
with necessary based on receipt
the respective
Invoice / actions
bins / identified
Billdocument:
RFQ to DGCL TAK O+M RFP/deag – 27th May 2019 Page 128 of 173
area
Purchase
necessary
actions
ABOADZE, GHANA
Requirements for repairing etc. are identified by the concerned

dept.
Receipt of request from the users for issue of the gate pass for materials sending outside the premises
for the repairing etc.
Returnable Gate Pass is prepared covering with all description of products to be supplied for repairing,
required delivery period and clear cut purpose
Material is given to the party along with the returnable Gate Pass
Continuous follow–up is done to get repaired material within time
Material is received, inspected by the concerned dept. After acceptance, date of receipt, status and
signature of inspector is taken in copy of Gate Pass and entry is closed
ABOADZE, GHANA
PROCESS STORES
PURPOSE Issue and receipt of materials, preservation of materials and maintaining of stock records
Input
Output
Interlink age
From
Purchase 15. Purchase order 13. Inspection Report
16. Delivery challan Issue and receipt 14. Goods Receipt Note
Supplier of materials,
17. Invoice preservation of 15. Discrepancy note
materials and Users / Purchase
maintaining of
16. Issue Register
Operation and stock records
18. Materials requisition 17. Gate Pass
Maintenance
18. SAP Entry
ABOADZE, GHANA
PROCESS APPROACH MANAGEMENT REVIEW:
MANAGEMENT REPRESENTATIVE’S AREA

PROCESS MANAGEMENT REVIEW
TO ENSURE CONTINUING SUITABILITY, ADEQUACY AND EFFECTIVENESS OF SYSTEM AND TO
PURPOSE ASSESS OPPORTUNITIES FOR IMPROVEMENT AND THE NEED FOR CHANGES TO
SYSTEM, INCLUDING QUALITY POLICY AND QUALITY OBJECTIVES.

Input Output
From INTER LINKAGE
MR 1. Audit result
Marketing 2. Customer feedback
1. Minutes of
3. Process performance
meeting covering
and product
decision and
Functional conformity
actions related to
Heads 4. Corrective and
Management a. Improvement of
preventive actions
review to see effectiveness of All
status
the System and its Functional
5. Previous MRM action effectiveness processes Heads
MR
and follow up results of system b. Improvement of
6. Changes in system product,
Functional
7. Recommendations Environment etc.,
Heads / MR
for improvements and
8. Agenda for MRM c. Resource needs
MR 9. Report to
management
PROCESS DOCUMENT CONTROL
TO ENSURE ALL THE DOCUMENTS USED BY THE COMPANY INCLUDING DOCUMENTS OF
PURPOSE
EXTERNAL ORIGIN ARE CONTROLLED AS PER THE DOCUMENTED PROCEDURE.
Input Output
Received Input PROCESS Output
From INTER LINKAGE
1. Documented 1. Master list of
procedure for review All
MR Document document with
and approval Functional
control current revision
Heads
for all tiers
ABOADZE, GHANA
2. All four tiers of

documents and 2. Change note
Functional external origin and updating
Heads documents
3. Change request 3. Approval and
reapproval of
MR 4. Distribution list documents after
periodic review
PROCESS INTERNAL AUDIT

TO DETERMINE WHETHER THE SYSTEM;
PURPOSE  Conforms to the planned arrangements, to the requirements of system
requirements established,
 Is effectively implemented and maintained.
Input OUTPUT
INTER LINKAGE
From
1. Audit plan / schedule 1. Internal audit
Functional
non–conformity
2. List of auditors Heads
reports
3. Department wise Internal audit 2. Clause wise –
questions of all the Document wise Management
MR 4. All four tiers of departments Audit Review Representative
documents as per audit Reports.
plan
3. Follow up for
audit non– Functional
5. ISO Series Standard
conformity Heads
reports
ABOADZE, GHANA
F/SYS/10
Corrective Action Report
Issue No.01
Sr. No.  Date 
Department 
Non–conformities Identified During
Incoming Inspection and Testing Handling of Customer Complaints
In process inspection and testing (Specify the stage of testing)
Operation Internal Audit
Final Inspection and Testing Others, Specify
Description And Cause of Non-conformities (Result of Investigation)
DESCRIPTION OF NON-CONFORMITIES
Root Cause
Date Identified By
Action Recommended Responsibility
Action Taken
Date Taken By
Summary of Document Change etc.
Planned Date For Reviewing Effectiveness

Review Effectiveness of Corrective Action Taken
ABOADZE, GHANA
Date : Management Representative
F/SYS/11
Preventive Action Report
Issue No.01
Department 
Ref. CAR No., If Any 
Potential Areas Of Improvement
Incoming Inspection and Testing Handling of Customer Complaints
In process inspection and testing (Specify the stage of testing)
Operation Internal Audit
Final Inspection and Testing Others, Specify
Description Of Potential Cause Of Non-Conformities
DESCRIPTION OF CAUSE OF POTENTIAL NON-CONFORMITIES
Date Identified By
Action Recommended Responsibility
Action Taken
Date Taken By
Summary of Document Change etc.
Planned Date For Reviewing Effectiveness

Review Effectiveness of Preventive Action Taken
ABOADZE, GHANA
Date : Management Representative
F/TRG/03
Issue No.01
INduction Training Report
Name Of Employee 
Date Of Joining 
Department 
Qualification And Experience 
Designation 
Induction Report Issued By  Authorized Person
Type Of Training Imparted

Sr. Training Completed On
Topics Of Training Trainer
No. And Signature Of Trainer
1. Details about organization
2. Organization business activities.
3. Organization organization in general
4. Salary, employment and working conditions.
5. Industrial relations and safety issues.
6. Security and confidentiality matters.
Job responsibilities and authorities especially in relation to
7.
QMS matters.
8. Organization Quality Policy and commitments.
9. QMS system in general
10 Applicable QMS documentation.
Importance of proper implementation of system and
11
effects of poor performance on customer satisfaction etc.
12 Functional training
Signature Of Inductee Signature Of Authorised Person
ABOADZE, GHANA
Date:
Date:
Effectiveness On Training By Trainer / HOD Sign. By Trainer / HOD
Date
REPORT FORMATS:
CALIBRATION REPORT FORMATS I&C:
F/CAL/01
CALIBRATION REPORT Issue No.01
Calibration Date
Report No. 
Due Date 
Instrument Under Calibration (IUC)
Name of instrument
Identification no.
Range
Least count / resolution
Acceptance criteria ±
Details of Master instruments used for calibration
Identification no.
Name of instrument
Range
Calibration Certificate No.
Valid up to
Results of calibration
Set point on IUC in Reading observed by Master instrument
Error in ______
______ in _______
ABOADZE, GHANA
Status of instrument after calibration against

defined acceptance criteria
Remarks
Calibrated by Reviewed and approved by
F/CAL/02
Issue No.01
CALIBRATION REPORT – PRESSURE GAUGE

Calibration Date 
Report No. 
Due Date 
Pressure Gauge Under Calibration (IUC)

Name of instrument
Identification no.
Range
Details of Master instruments used for calibration
Identification no.
Name of instrument
Range
Calibration Certificate No.
Valid up to
Results of calibration
Set point on Reading observed by Master
Error in ______
pressure instrument in _______
gauge in
_______ Increasing order Decreasing order Increasing order Decreasing order
ABOADZE, GHANA
Status of pressure gauge after calibration

against defined acceptance criteria
Remarks
Calibrated by Reviewed and Approved by
Purchase & Store Cycle:
ABOADZE, GHANA
ABOADZE, GHANA
Flow Chart -2
ABOADZE, GHANA
23.0 Safety Management

ON-SITE EMERGENCY PLAN
The On Site Emergency Plan, OEP, is a laid procedure to combat emergency, in case
of major accident involving fire, explosion, toxic release, structure collapsed etc. There
are many agencies, which are to be involved in the activities associated with
emergency.
An Emergency can be defined as any situation, which presents a threat to safety of

people, property and / or Environment or any combination of these.
Emergency is a sudden occurrence of accident of such a magnitude which affects
normal life inside the factory or in the vicinity causing extensive damage to the life,
property or environment. In such cases sometimes outside agencies are required to call
for help in handling the situation. The causative factors like plant/equipment failure,
human error, earthquake, sabotage etc. will normally results in various forms E.g. Fire,
Explosion, Toxic release structure collapse etc.
The general duties of the “Occupier” specified in Section 7 A of the Factories Act, 1948,
give different obligations of the occupier. One of the obligations is to prepare OEP.
Also the formulation of OEP has been made mandatory by the Govt. of India under
section 41-B(4) of the Factories Act, 1948. Also as per Manufacture Storage and Import
of Hazardous Chemicals Rules, 1989 (Rule No13) an O.E.P. has to be prepared and
submitted to the concerned Govt. Authorities. In-spite of various preventive measures,
best design and layout of the plant and safe operating procedures, there always exists
possibilities that circumstances may make things go wrong and lead to dangerous
situation or disaster. During this event timely and organized action must be taken to
control the situation and to minimize the damage or loss to the company as also the
devote attention to human aspects, hence the need of proper "On Site Emergency
Plan." With the above objectives an OEP has been prepared for our Pant, which
ABOADZE, GHANA
includes the probable emergencies, which can occur, the activities to be undertaken by
various groups and individuals to reduce the severity of the incidence.
The “On-Site Emergency Plan” will deal with measures to prevent and control
emergencies affecting public and environment outside the premises and inside the
premises also.
All personnel are requested to go through this plan carefully and get familiarized with it
so that if any emergency occurs, it can be forced in an organized manner.
An emergency is the situation, which has potential to cause a large scale damage or
destruction to life or property or Environment or combination of these within or outside
the factory.
Sometimes the Emergency results into uncontrollable situations and leads towards
disaster such as unexpected severe situation may be too great for the normal workforce
in the area within the Plant. Therefore it is essential to have a laid down procedure to
meet emergency systematically.
In any industry, emergency can arise at any moment and this depends on the type of:
 Structure
 Raw materials
 Machines
 Nearby Industries
 Location of the Industry etc.
1.1 NATURE OF EMERGENCY
The "Emergency" specified in this plan will refer to occurrence of one or more of the
following natural/manmade events.
 Fire
ABOADZE, GHANA
 Explosion
 Release of Toxic Gas/Vapor
 Spillage of flammable liquid
 Deliberate Sabotage, Terrorism, Air Raid etc.
 Natural Calamities: - Lightening, Strom, Earthquake, Flood etc.
 Food Poisoning
 Collapsing of structure
 Overturning of tanker containing flammable / toxic substances.
1.2 DIFFERENT PHASES OF EMERGENCY:
Any emergency has different phases, and following are the various phases of any
emergency.
The period of time for which disaster proceeds is divided into following phases.
 Warning
 Period of Impact
 Control and Rescue
 Relief
 Rehabilitation
1.3 OBJECTIVES
The primary objective of the emergency procedure is to safeguard of life of the

personnel working in the plant and the plant itself. Another objective is to familiarize all
employees with the Organizational set-up to combat any emergency likely to arise. The
OEP is also to develop a permanent infrastructure of trained persons and suitable
facilities to meet probable eventualities which may affect safety of people, plant and/or
environment.
ABOADZE, GHANA
The overall objectives of OEP are:
 To control the situation and if possible eliminate as quickly as possible.

 To avoid confusion/panic and to attend the emergency with clear cut line of
action.
 To prevent the emergency from escalation and contain the same within the spot
of occurrence.
 To minimize the loss of property to the plant as well as to our neighborhood.
 To safe guard the non-affected areas.
 To alert the neighborhood.
 To arrange head-count and rescue operations.
 Treatment of the injured.
 To safeguard others by timely evacuation.
 To prevent any cascade of emergencies.
 To preserve the records.
 To obtain external assistance, if required.
 To restore the normalcy.
 To investigate and take necessary steps to prevent the recurrence.
 To ensure safety before personnel re-enter and resume the work.
The On Site Emergency Plan essentially consists of the following components.
a) Emergency Management & Key personnel

b) Emergency Control Centre (E.C.C.)
c) Assembly Points
d) Communication system
e) Emergency Operations.
f) Emergency Services.
2.0 EMERGENCY MANAGEMENT AND KEY PERSONNEL
ABOADZE, GHANA
During the emergency situation, it is generally seen that chaos and confusion rules over
leading to more damage. In Emergency Management just like normal operations there
are managers, Engineers, Supervisors, Operators etc. who are assigned specific tasks
to run the business. Similarly during emergency also there are persons with specific
duties. These persons are known as "Key Personnel". Name, address and telephone
number of all key personnel are given in Emergency guideline for key personnel and
teams are explained below
2.1 CHIEF CONTROLLER
In an unlikely event of occurrence of an emergency, the chief controller will be

responsible for handling the emergency. The Chief Controller will function with all
powers within his command within the plant. On arrival of Other Key Personnel he can
consult of self-combating of emergency or shutting down the plant and coordinate for
handling the emergency.
He will direct the various teams as specified below:-
a. Welfare Team.
b. Rescue Team.
c. Fire Team.
d. Engineering Team.
e. Security Team
On receipt of emergency call, he will.
1. Take charge of the situation as Chief Controller.

2. Rush to the site of emergency to get the correct picture and then to Emergency
Control Centre for speedy control over the situation by making an arrangement
for raising the alarm.
3. On arrival of Team members, he shall assign duties as required and activate the
On-Site Emergency Plan.
ABOADZE, GHANA
4. Ensure safety of the plant and the personnel in the plant. He Will make an
assessment of the emergency and decide on External assistance.
5. Communicate and Coordinate among the Dy. Chief Controller, Site Controller,
Liaison Officer, Medical Officer and various Team Leaders and will be the final
authority on all matters related with management of emergency such as:
 Firefighting.
 Welfare and rescue operations.
 Arrange for Civil/Mechanical/Electrical/Instrumentation & Communication work
during emergency.
 Calling outside agencies for assistance.
 Transport.
 Liaison and Public relations etc.
2.2 DEPUTY CHIEF CONTROLLER
The Deputy Chief Controller will assist the Chief Controller in all his activities.
In the absence of Chief Controller, the Deputy Chief Controller will carry out
the functions of Chief Controller.
 At the same time he will act to,

 Evaluate the hazard / situation and advice the Chief Controller.
 Arrange for temporary shelter
 Co-ordinate with all teams
 Arrange for transport for injured people and evacuation
 Arrange for messenger in case of telephone service disruption
 Arrange for keeping record of every activity.
2.3 SITE CONTROLLER
ABOADZE, GHANA
Rush immediately to the scene of the fire/emergency, select and set out appropriate
fire/emergency equipment. He will take the below mentioned actions at the earliest
opportunity, if the fire/emergency is not controlled.
He will
 Inform the Chief Controller/Dy. Chief Controller about the emergency.

 Call the security personnel from their residences for additional manpower if
required.
 Regulate entry and exit of personal required for controlling the fire/emergency.
 Restrict exit of personal required for controlling the fire/emergency
 Take command of the fire team .
 Arrange for Personnel Protective Equipment required for the emergency.
 Call, the local Fire Brigade, Police in case of necessity in consultation with the
Chief Controller.
 Arrange transport facilities for removal of causalities to dispensary.
 Any other work in consultation with the Dy. Chief Controller and / or Chief
Controller.
 Take responsibility of law and order.
 Keep detailed records of the incident and progress of operations to fight the
emergency.
2.4 LIAISON OFFICER
He will rush to the Emergency Control Centre and collect the information from the Chief
Controller. Further he will,
 Announce the location of the Assembly Point after getting information from Chief
Controller.
 Take the list of persons to be communicated internally and externally.
ABOADZE, GHANA
 Maintain liaison with the press, government agencies i.e. Police, Fire Brigade etc.
and the neighborhood regarding the emergency under instructions from Chief
Controller.
 Courteously Receive officers from the State Government or neighbors to the
Administration Block only and inform to Chief Controller that they can be taken
care off.
 Take all the steps required for the welfare such as providing tea, snacks,
emergency temporary Medical Center in consultation with the Chief Controller.
 Disclose all the necessary information in the plant and media so as to avoid
rumors and confusion.
 Also be responsible for the head counts at the Assembly Points.
 Be the Team Leader for the Welfare Team.
 Evaluate the Health Hazards and inform according to the Chief Controller.
 Assume complete responsibility for providing medical assistance and treatment
during the emergency.
 Provide and arrange for ambulance services and medical facilities from outside
agencies and hospitals, if so required through the Chief Controller.
 Inform the hospital in advance so that they are prepared for the emergency.
 Keep continuous communication with the Chief Controllers / Dy. Chief
Controller / Liaison Officer.
2.5 UNITE-INCHARGE / Designee
He will rush to the Emergency Control Centre and collect the information from the Chief
Controller. Further he along with his team will
 Directly fight the emergency under the instructions from the Team Leader and
Emergency Coordinator.
 Cordoned off the area of emergency with the help of Fire Team so that it does
not escalate.
ABOADZE, GHANA
 Collect information about contractor employees from Security Department and

number of company employees from Time Office.
 Ensure that the list of all personnel who have entered the plant is made available
immediately.
 Wear the necessary Personnel Protective Equipment while doing rescue
operations.
 Facilitate easy rescue of affected personnel either to the hospital or dispensary.
 Ensure that the non-concerned personnel are evacuated from the scene of the
emergency.
 Ensure the safety of the remaining part of the plant.
 Take necessary steps for plant shutdown in consultation with the Chief
Controller.
 Ensure that an Operator is immediately available at the Water Pump House for
firefighting.
 Mobilize necessary tools and tackles to handle any repair work on an emergency
basis.
 Ensure that the main gates are opened and movement restricted to prevent
external people entering the premises and cause confusion.
 Take instructions from Site Controller and will arrange to provide security
coverage at the main gate and at the site of occurrence of the emergency.
 Effectively cordon off the emergency area and will prevent unauthorized people
entering the scene.
 Permit the Fire tenders or Ambulance requisitioned by Chief Controller to the
plant.
 Ensure that vehicles and Lorries are sent out of the plant premises.
 Eliminate the source by transferring materials to safer place.
 Ensure that contractor's personnel are conducted out of plant and assembled at
Assembly Point.
ABOADZE, GHANA
On hearing the Emergency siren the employees of the department / section who have
been asked to evacuate the area shall move out of the department / section without
panic through the exits under the guidance of Rescue/Evacuation Team Members and
assemble at the specified Assembly Point for head count and further instructions.
SIREN SOUNDING DETAILS
Any abnormal incident: 2 SEC ON –OFF – FOR TWO MINS.

On sounding a local siren. All employees to be alert and wait
Emergency Declaration
On hearing the main emergency sound all non-essential persons to move to the nearest safe
assemble points.
FIRE :- 20 SEC CYCLE WAILING SOUND FOR TWO MINUTES

SIREN 20 Sec on 5 Sec. off for two minutes
GAS LEAK:- 10 SEC. CYCLE WAILING SOUND FOR TWO MINUTES.

SIREN:- 10 Sec. on 5 Sec. off for two minutes
ALL CLEAR: - CONTINOUNUS SOUND FOR TWO MINUTES.

SIREN :- 2 minutes continuous sound
TESTING :- CONTINOUS SOUND FOR 15 SEC. ONLY ONCE.

SIREN :- 15 sec. continuous sound.
3.1 DO'S AND DONT'S
Utmost discipline shall be followed in handling the emergency and the following
guidelines of Do's and Don’ts listed below:-
Emergency Do's and Don'ts
ABOADZE, GHANA
Do's Don'ts
ANY ONE NOTICING AN EMERGENCY Panic and avoid running all over the
Actuate nearest fire alarm button and / or place. Allow others from doing so.
inform the concerned persons-Get back Enter the site unless instructed, if you
to your normal workplace, if safe or else are outside and disaster alarm is heard.
report to the assembly point.
SECURITY Allow unauthorized persons to enter the
Keep the gate manned. premises.
Keep the road clear for movement of fire
tenders and ambulance Control traffic at
gates.
ALL EMPLOYEES Go to the scene of the emergency
On hearing alarm goes back to work unless specifically instructed by "Site
place, if safe and gets instructions from Controller".
HOD/supervisor. Disturb the Team Members.
Give attention to all instructions. Panic and Spread exaggerated
Switch off the Electrical, Fuel, Gas Supply information.
lines. Communicate with any external agency.
Assemble at Assembly Point
TEAM MEMBERS
Report to your leader and carry out your Interfere with other team members.
assignment
FIRST AIDERS
Render first aid wherever possible and Render first aid if you are not qualified
await for the doctor. and asked.
OUT SIDE DRIVERS/OWNER OF THE
VEHICLES Obstruct the road.
On hearing alarm should move their
vehicle out of the gate.
CONTRACT PERSONNEL
Stop work on hearing alarm and Enter the site until it is cleared for the
ABOADZE, GHANA
assemble at the Assembly Point and be normal work by 'Site Controller'.

ready to evacuate.
VISITORS Enter the site of emergency.
Leave the place and assemble at Disturb the team members.
assembly point give attentions to all Panic and Communicate with any
instructions. external agency.
ABOADZE, GHANA
EMERGENCY GUIDELINES FOR TEAMS

Emergency
Welfare Team___ Rescue/Evacuation Engineering Security

Team Team / Fire Team
1. Accompany injured to 1. Establish 1. Ensure the safety 1. Assist Site
first aid centre and to give communication with to the remaining part Controller in
appropriate first aid Chief Coordinator / of the plant. carrying out his
Unit In-charge. duties.
2. Assist liaison 2. Cordon off the 2. Implement plant shut 2. Provide
officer in his duties area with the help down in consultation with security coverage
of Security team. Unit In-charge. and cordon off the
emergency area.
3. Maintain 3. Start / rescue 3. Undertake any repair 3. Control and
operation work on an emergency prevent the fire
communications basis. from spreading.
With Unit In- charge.
4. Direct injured to 4. Ensure necessary Mr. 4. Identify fire and
Hospitals. PPE for Search / Mr. use appropriate
rescue operation Mr. Extinguishing
Mr. media.
5. Inform hospital 5. Ensure that 5. Transfer
authority in advance so emergency does not material to safer
that necessary escalate. location.
Arrangements are made. Mr.
Mr. Mr.
Mr. Mr.
Mr. Mr.
Mr.
6. Arrange
transport for
injured
Mr.
Mr.
Mr.
Mr.
ABOADZE, GHANA
LOCATION OF FIRE EXTINGUISHERS
Location Type of Nos

Extinguishers
ABOADZE, GHANA
Location of fire hydrant post with hose boxes in the plant.
Sl. Location hose in branch pipe

No box
1
2.
3
4.
5.
6
7.
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
28
29
30
31
32
33
34
35
36
ABOADZE, GHANA
ABOADZE, GHANA
EMERGENCY GUIDELINES FOR ALL (INSIDE THE BUILDING)
FIRE /
EXPLO
SION
Any one
Notice
Don’t be
Panic
Alert other
Inform
Security / Unit
incharge / Shift
Incharge about Determi
fire ne
whether
Human YES
lives
are Escape out of the room filled with
endang
No er
a. Identify Nature of Fire b. Cover Mouth & Nose
with Wet
c. Use Appropriate type of First

Follow instructions of
extinguisher
Supervisor / Unit Incharge
Keep windows and doors closed

Try to control fire by all possible
measures
ABOADZE, GHANA
SHIFT INCHARGE / CONTROL ROOM RESPONSIBILITY
ALERT NEIGHBOURING
INDUSTRIES (IF
INCIDENT NECESSARY)
IMPLEMENT
PLANT
SHUTDOWN INFORM OPERATION
MANAGER / MAINT.
MESSAGE TO HEALTH & SAFETY
SHIFT
NCHARGE
CCR INFORM
PM, Dy.P.M, EHS
COMMUNICATE
MANAGER/IN-CHARGE
WITH AVAILABLE
ENGINEERING
TEAM MEMBERS COMMUNICATE WITH
SECURITY/FIRE TEAM
RAISE EMERGENCY COMMUNICATE WITH
AVAILABLE WELFARE
TEAM MEMBERS
SUPPLY WATER CALL
UNDER NEIGHBOURING FIRE
MAXIMUM BRIGADE DIRECT INJURED TO
PRESSURE FOR HOSPITAL
EMERGENCY
FIRE OPERATION
CONTROL AND
PREVENT THE FIRE
FROM SPREADING ARRANGE
TRANSPORT FOR
INJURED
PROVIDE SECURITY
COVERAGE AND CORDEN
OFF EMERGENCY AREA
ABOADZE, GHANA
EMERGENCY RESPONSE PROCEDURE
EMERGENCY
CONFIRMATION OF THE NO
MESSAGE IF NO
EMERGEN
CY
IF YES
HSE
INFORM TO PM,
PM. OM. MM.
PROCEED TO
EMERGENCY
CONTROL CENTRE
DECLARE
SeI MD INFROM INFORM OWNER
EMERGENCY BY
.DELHI, Chief Controller ABOUT
SEG
ACTIVAT
E
OEP
CO-ORDINATE &
COMMUNICATE
Liaison SITE Unit In-charge Out side

Officer CONTROLLER (Operation Mgr./Designee Agencies
FIRST EYE WITNESS
ABOADZE, GHANA
LIST OF EMERGENCY PHONE NUMBERS
Sr. Designation Office Res. Mobile

No.
A Police
1
2
3
4
B OTHER
1
2
3
4
5
6
C AMBULANCE / HOSPITAL
1
2
3
4
5
6
7
8
9
10
11
12
13
D
1
2
Sr. Designation office mobile

No.
3
ABOADZE, GHANA
4
5
6
E EXCHANGE BOARD
1
2
3
4
5
6
NAME, ADDRESS AND TEL. NO. OF KEY PERSONNEL
Sr. No. Name Telephone Res.No.

&
Mobile Numbers
1
2
3
4
5
5
6
7
8
9
10
11
Sulphuric Acid - H2SO4
Permissible Exposure
ABOADZE, GHANA
1. Limit 1 mg / m3
2. Physical description Colourless to dark brown, oily, odorless
/ properties liquid
Molecular Weight - 98.1
Specific Gravity - 1.84( 96-98 % concentration)
Noncombustible but capable of igniting finely
divided combustible material
3. Incompatibility and Reactivity Organic material, Chlorates,
Carbides, Fulminates, Powdered metals,
Reacts violently with water.
4. Routes of entry in body Inhalation, Ingestion, Skin contact/ eye contact
5. Symptoms on exposure Irritation in eye, skin, nose. Throat; pelmonary
edema, bronchitis.
6. Personal Protection Skin: PVC Hand gloves, Whole body chemical
safety suit, Gumboots, etc.
Eyes: Chemical splash goggles, Face screen,
etc.
Inhalation: Chemical gas cartridge for acid
7. First Aid Eye: Wash with clean water for about 15-20
Minutes.
Skin: Wash with clean water for about 15-20
Minutes.
Breathing: Respiratory support
Swallow: Immediate Medical attention
8. Incase of Spillage Do not put water directly on acid. Avoid
direct contact
Sand or wood dust to be spread on the
spillage.
ABOADZE, GHANA
Hydrochloric Acid – HCL
1. Permissible Exposure Limit 5 ppm (7 mg / m3)

2. Physical description / properties Colourless to slightly yellow gas with pungent,
irritating odor
Specific Gravity -01.18(33 % concentration)
Noncombustible
3. Incompatibility and Reactivity Hydroxides, amones, alkalis, copper, brass,
zinc
Highly corrosive to metals
5. Symptoms on exposure Irritation in eye, skin, nose. Throat; pelmonary
edema, bronchitis,
Wheezing, chest pain, pink frothy sputum, skin
burns, frostbite
etc.
Inhalation: Chemical gas cartridge for acid
Minutes
Minutes.
direct contact
ABOADZE, GHANA

spillage.
Sodium hydroxide – NaOH
1. Permissible Exposure Limit 2 mg / m3

2. Physical description / properties Colorless to white, odorless solid, liquid form.
Molecular Weight – 40
Specific Gravity -01.47(48 % concentration)
(Caustic Lye)
Noncombustible but when in contact with water
may generate sufficient heat to ignite
combustible material
3. Incompatibility and Reactivity Water, acids, flammable liquids, organic
halogens, aluminum, tin, zinc
Corrosive to metals
5. Symptoms on exposure Irritation in eye, skin, nocuous membrane,
temporary loss of hair
etc
Minutes.
Minutes
Swallow: Immediate Medical attention.
ABOADZE, GHANA

direct contact
spillage.
Ammonia - NH3
1. Permissible Exposure Limit 50 ppm (35 mg / m3)
2. Physical description / properties Colorless gas with pungent odor
Molecular Weight – 17
Specific Gravity -00.897
Does not fall under the definition of flammable
gas but if pre heated it can burn
3. Incompatibility and Reactivity Strong oxidizers, acids, halogens, salts of
silver, & zinc
Corrosive to copper and galvanized surfaces
Reacts vigorously with fluorine, chlorine, HCl,
HBr, nitrosyl chloride,
Chromyl chloride, nitrogen dioxide, trioxygen
difluoride, and nitrogen trichloride
5. Symptoms on exposure Irritation in eyes, conjunctivitis, swelling of eye
lids, irritation in nose and throat followed by
coughing, Irritation in skin
etc.
Inhalation: Chemical gas cartridge for ammonia
Minutes.
ABOADZE, GHANA

Minutes.
Chlorine - Cl2
1. Permissible Exposure Limit Permissible Exposure Limit
2. Physical description / properties Greenish yellow gas with pungent odor
Can react to cause fire or explosion on contact
with hydrocarbon, hydrogen and powdered
metal
3. Incompatibility and Reactivity Reacts with reducing agents, on heating it
emits highly toxic fumes
Reacts with reducing agents, on heating it
emits
highly toxic fumes
4. Routes of entry in body Inhalation, Skin contact/ eye contact
5. Symptoms on exposure Irritation in eyes, nocuous membranes of
respiratory track,
Headache, coughing, pain in body and chest,
breathing difficulty
etc.
Inhalation: Chemical gas cartridge for chlorine /
Breathing Apparatus Set
ABOADZE, GHANA
Minutes.
Minutes
Breathing: Respiratory support, Immediate
Medical attention.
8. In-case of leakage Move to the higher elevation or 90 degree to
the wind direction
Natural Gas – NG
2. Physical description / properties Colorless odorless gas, lighter than air
Specific Gravity -00.67(00.5 to 00.7)
Highly combustible, nontoxic but
asphyxiant
Makes explosive mixture with air
3. Incompatibility and Reactivity High concentration will reduce oxygen
percentage and cause asphyxiation
4. Routes of entry in body Inhalation, Skin contact/ eye contact
5. Symptoms on exposure Irritation in eye, cold burns on skin,
asphyxiation
etc.
Minutes.
Minutes.
ABOADZE, GHANA
Breathing: Respiratory support, Immediate

Medical attention.
8. In-case of leakage Avoid ignition around the leaking area.
Hydrazine hydrate - N2H4 , 2H2O

1. Permissible Exposure Limit 0.03 ppm (0.04 mg / m3)
2. Physical description / properties Colorless to white, odorless solid, liquid form.
Suspected carcinogen
Inflammable, powerful reducing agent, toxic
3. Incompatibility and Reactivity Inflammable, powerful reducing agent, toxic
5. Symptoms on exposure Irritation in eye, skin, nucous membrane, suspected
carcinogen
6. Personal Protection Skin: PVC Hand gloves, Whole body chemical safety
suit, Gumboots, etc
Eyes: Chemical splash goggles, Face screen, etc.
7. First Aid Eye: Wash with clean water for about 15-20 Minutes.
Skin: Wash with clean water for about 15-20 Minutes
8. In-case of leakage Move to the higher elevation or 90 degree to the
wind direction
ABOADZE, GHANA
Tri-Sodium Phosphate - Na3 PO4 12 H2O

2. Physical description / properties Colorless, in crystal form
Molecular Weight -381
Specific Gravity –NA
3. Incompatibility and Reactivity Acids, phosphorous oxide
5. Symptoms on exposure Irritation in eye, skin, nucous membrane
suit, Gumboots, etc.
Eyes: Chemical splash goggles, Face screen, etc
Skin: Wash with clean water for about 15-20 Minutes
8. In-case of leakage Wash with ample quantity of water
Poly Aluminum Chloride - Alm (OH)nCl3m-n

1. Permissible Exposure Limit Not Available
2. Physical description / properties Pale yellow colored liquid, Hydroscopic
powder, Odorless
Nonflammable, nonsoluble in organic solvents, Highly
Acidic
ABOADZE, GHANA
Molecular Weight –NA

Specific Gravity -1.20 to 1.30
3. Incompatibility and Reactivity Stable, On combustion emits toxic fumes of Sox and
Na2O
4. Routes of entry in body Inhalation, Ingestion, Skin contact / eye contact
5. Symptoms on exposure Inhalation of dust causes irritation in nose and mouth,
Ingestion of large dose cause gastric irritation and
nausea
Skin: Wash with clean water for about 15-20 Minutes.
8. In-case of leakage Do not put water directly on acid. Avoid direct
contact
Sand or wood dust to be spread on the spillage.
TURBOTECT 2020
1. Permissible Exposure Limit NA,
2. Physical description / properties Clear pale straw colored liquid with mild
pleasant odor
Specific Gravity: 1.01, Detergent base cleaning fluid
3. Incompatibility and Reactivity Stable, Avoid contact with oxidiasing / reducing
agents, Thermal decomposion will produce CO2
5. Symptoms on exposure Irritation in eye, skin
ABOADZE, GHANA

7. First Aid Eye: Wash with clean water for about 15-20 Minutes
8. In case of leakage Small quantity: Wash with ample quantity of water
Large Quantity: Sand or wood dust to be spread on
the spillage.
PC-1190 Polymer
1. Permissible Exposure Limit NA,

2. Physical description / properties Colorless to yellow liquid, amine odor
Specific Gravity: 1.11,
3. Incompatibility and Reactivity Stable, Avoid contact with oxidiasing, Thermal
Decomposing yields elemental oxides
5. Symptoms on exposure May cause redness or itching of skin
8. In-case of leakage Small quantity: Wash with ample quantity of water
Large Quantity: Sand or wood dust to be spread on
the spillage
ABOADZE, GHANA
ABOADZE, GHANA
24.0 Environment, Health and Safety Policy
We at <<Company Name>> are engaged in the Operation & Maintenance of Combined

Cycle Power Plant of <<Plant Capacity>>.
 We are committed to maintain and continually improve the Environment,

Occupational Health and Safety (EHS) performance.
 We shall have a proactive management system for reviewing periodically various
objectives and targets related to EHS.
 We shall ensure that Environment, Occupational Health and Safety are
integrated in all decisions including, selection and placement of personnel,
selection and procurement of material, machinery, equipment, and all related
wastes.
 We shall comply with all applicable Legal and Regulatory requirements
prescribed under various Acts and Rules applicable to our operations.
 We shall train and strengthen awareness among all employees, while seeking
their active co-operation on EHS related matters.
 We shall conserve resources in particular water, power, natural gas, oil and
minimize / substitute the use of hazardous materials and also minimize
unnecessary plant tripping.
 We shall communicate this policy to all employees and make it available to public
and interested parties.
Managing Director
STEAG Energy Services (I) Pvt. Ltd.

Rotan OM Approach

Uploaded by

Copyright:

Available Formats

Rotan OM Approach

Uploaded by

Document Information

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Rotan OM Approach

Uploaded by

Copyright:

Available Formats

Technical Approach & Methodology for O&M Services

450 MW COMBINED CYCLE COMBINED CYCLE POWER PLANT

Technical Approach & Methodology for Operation &

Rotan Power Project

 To Operate, maintain and repair the project on behalf of the Owner by

In order to achieve the other important objective of “Transfer of Technology” STEAG

Recruitment & Training

Review of Available Efficiency Enhancement Systems

2.0 O&M Objective

2.1 Targets Actualization

2.2 Forced Outage Reduction

In order to achieve the above objectives, the following are required:

a) To analyze systematically and comprehensively for identifying the root cause of

i) To shift the focus from conventional preventive to Knowledge-based Reliability

2.3 Efficiency Enhancement

1. To operate the plant and accessories at optimum efficiencies by identifying and

In order to achieve the above objectives, the following are required:

2.4 Maintenance Quality Improvement

a) Maintenance and QA department is to focus on quality by closely monitoring

Comprehensive documentation and grouping of similar trips to locate trends has to be

2.5 Preparedness for Overhaul

1) Ensure conductance of overhaul as per schedule, timely completion of overhaul,

2) To ensure full preparedness for overhaul in terms of materials, contracts and

In order to achieve these, the following operations are required:

2.6 System Compliance

1. To ensure the compliance of all Systems, as envisaged.

To ensure the system compliance the following operations are required:

a) To comply with all statutory requirements/ licenses.

2.7 Zero Accident & Zero Fire

1) To strive for nil human accident

a) To ensure availability of firefighting/ safety equipment’s/ systems and protections,

f) To check structures & Machine foundation, as envisaged.

1. To ensure compliance of all environmental statutory requirements.

To achieve the above, the following operations are required:

a) Develop a continuous monitoring system to identify any deteriorating trend will in

2.9 O&M Cost Reduction

To achieve the above, the following operations are required:

a) Improve quality of overhaul to reduce forced outages

3.0 STEAG Operation Management Philosophy

STEAG’s operation management philosophy is as under:

1. Monitoring system in Stations.

4.0 Monitoring System

The following parameters are to be monitored:

SI Issues Parameters to be monitored

SI Issues Parameters to be monitored

Identification of Major failure/incident after overhaul

SI Issues Parameters to be monitored

. Adequacy Of firefighting pump pressure at furthest &

SI Issues Parameters to be monitored

to shift charge engineers

5.0 Reporting and Logging System

REPORTING TO HEAD OF STATION/ HEAD OF O&M

5.1 Energy & Efficiency Monitoring Dept.:

9. Unit Trip Report

5.2 Chemistry Department

The following reports are generated by station chemistry department. Chemistry

1. Report on Makeup water consumption.

5.3 Operation Shift Personnel

a) Shift Charge Engineer.