Reports DCRTPP June15

HARYANA POWER GENERATION CORPORATION LIMITED
“Assessment of O&M Practices for Thermal Power

Plants of HPGCL”
FINAL REPORT
on
Review of overall Operation and Maintenance

Practices, Management Practices and Maintenance of
systems with best practices
DEENBANDHU CHOTU RAM THERMAL POWER PROJECT
YAMUNA NAGAR
(Vol - I)
SUBMITTED BY
(An ISO 9001:2008 certified Company)

STEAG Energy Services India Pvt. Ltd.
(A wholly owned subsidiary of Steag Energy Services GmbH, Germany)
A-29, Sector-16, NOIDA-201301, India
Website: http://www.steag.in
May, 2015
Project Code: ETAS 056

Work Order No.: HPGCL Letter vide Memo No. Ch-133/CE/SE/PLG-II/A-20/Vol-I, dated 28.05.2013
ASSESSMENT OF O&M PRACTICES FOR
DEENBANDHU CHOTU RAM THERMAL
POWER PROJECT
TABLE OF CONTENTS
SECTIONS PAGE
EXECUTIVE SUMMARY ......................................................................................4
1. BACKGROUND .......................................................................................15
1.1 Objective of this assignment ......................................................................... 15
1.2 A brief on Deenbabdhu Chotu Ram Thermal Power Project (DCRTPP) ...... 15
2. METHODOLOGY .....................................................................................16
3. OPERATION AND MAINTENANCE PRACTICES ..................................17
3.1 Operation and Maintenance Management – Introduction ............................. 17
3.2 Organization Structure of DCRTPP .............................................................. 17
3.3 Parameters for the effectiveness of O & M Management ............................. 24
3.4 Summary of Observations ............................................................................. 32
3.5 General Guidelines for System Improvement ............................................... 34
4. OPERATION AND MAINTENANCE MANAEMENT PRACTICES .................40
4.1 Maintenance Planning ................................................................................... 40
4.1.1 Maintenance Planning Management – Introduction ................................... 40
4.1.2 Maintenance Planning function at DCRTPP ............................................... 40
4.1.3 The Standard Functions of Maintenance Planning Management............... 44
4.1.4 Summary of Observations .......................................................................... 48
4.1.5 Recommendations ...................................................................................... 49
4.1.6 Implementation Action Plan for MTP .......................................................... 49
4.2 Efficiency ....................................................................................................... 49
4.2.1 Energy Efficiency Management Function - Introduction ............................. 49
4.2.2 Efficiency Management Function at DCRTPP ............................................ 50
4.2.3 The Important functions of Efficiency Management ................................... 55
4.3 Environment, Health and Safety (EHS) ......................................................... 61
4.3.1 EHS Management Function – Introduction ................................................. 61
4.3.2 EHS Management Function at DCRTPP .................................................... 62
4.3.3 Parameters for measuring the effectiveness of EHS .................................. 65
4.4 Purchase and Stores ..................................................................................... 70
4.4.1 Material Management Function – Introduction ........................................... 70
4.4.2 Material and Works Management Function at DCRTPP ............................ 70
4.4.3 The Standard Functions of Material and Works Management ................... 78
2
POWER PROJECT

4.4.6 Implementation of action plan for Purchase and Stores ............................. 82
4.5 Planning and Budgeting ................................................................................ 82
4.5.1 Generation planning and budgeting –Introduction ...................................... 82
4.5.2 Generation planning and budget management at DCRTPP ...................... 83
4.5.3 The Generation Planning and Budget management .................................. 92
5.0 SUMMARY OF GAPS & RECOMMENDATIONS .........................................95
6.0 IMPLEMENTATION OF RECOMMENDATIONS - ACTION PLAN ............104
Annexures (Separate Volume-II)
3
POWER PROJECT
EXECUTIVE SUMMARY
FOR
DCRTPP, YAMUNANAGAR
4
POWER PROJECT
M/s. Haryana Power Generation Corporation Limited (HPGCL), appointed M/s. Steag Energy
Services (India) Pvt. Limited for providing consultancy services for the Assessment of O&M
practices for its power stations at Panipat Thermal Power Station, Panipat, Deenbandhu Chotu
Ram Thermal Power Plant, Yamunanagar and Rajiv Gandhi Thermal Power Plant, Hisar.
The objectives of the assignment are:
a. Carryout an assessment of operations and maintenance practices as well as O&M

management practices.
b. Based on the detailed assessment identify options for improvement in operations and
maintenance practices leading to improved performance of the power plants.
c. Jointly with the O&M staff at the power plant develop an action plan for improving
operational maintenance practices of the plants including equipments, instrumentation,
training.
d. Identify training institutes / courses / evaluation techniques.
This report is a final report prepared on the assessment of O&M practices of Deenbandhu
Chotu Ram Thermal Power Project (DCRTPP) of HPGCL. The plant consists of 2 Units of 300
MW capacity.
The findings / observations provided in this report are solely based on the amount of data
received from plants and corporate office; and discussions with the personnel interacted.
The assignment was initiated with a kick of meeting at corporate office, Panchkula wherein
discussions regarding approach and methodology to be adopted in the assignment was
presented. Subsequently Steag technical team visited DCRTPP from 29.07.2013 to 30.07.2013
for assessment and interaction with plant engineers. The focus during the visit was on the
current O&M practice being adopted at DCRTPP, Yamunanagar.
In the assignment the assessment and review of operation and maintenance practices along
with management of operation and maintenance practices has been dealt in detail.
5
POWER PROJECT
MAJOR AREA/FUNCTIONS STUDIED AT DCRTPP, YAMUNANAGAR:

(A) OPERATION AND MAINTENANCE PRACTICES.
(B) OPERATION AND MAINTENANCE MANAGEMENT PRACTICES.
i. Maintenance Planning.
ii. Efficiency.
iii. Environment, Health and safety(EHS),
iv. Purchase and Stores.
v. Planning and Budgeting.
OPERATION AND MAINTENANCE PRACTICES.

A thermal plant in general should strive for sustainable, reliable power generation by the
efficient utilization of available resources.
Thus objective of O&M is the following:
1. Safe and efficient operation of the generating units and,

2. Ensuring the equipment availability for a stable, sustainable and reliability power
generation by systematic planning the application of effective maintenance practices.
This objective is achieved by the following important sub-functions and their effective
coordination.
 Operations management,
 Maintenance management,
 Maintenance planning,
 Efficiency management.
Organization Structure:
The DCRTPP is headed by a Chief Engineer (CE) who reports to Director (Generation).
The departments reporting to CE are,
a) O&M, Unit-1, b) O&M Unit-2, c) Material Management and Stores, d) Monitoring and
Training, e) Civil, f) Fuel and g) Finance & accounts.
There are 2 Superintending Engineers (SE’s), SE (O&M-I) & SE (O&M-II) for the O&M of each
unit.
6
POWER PROJECT
The effectiveness of O&M management of the power plant is the measure of the following
parameters:
 Safety in O&M
 Plant load factor
 Availability and reliability
 Efficiency
 Environment protection
Above has been dealt in detail in the report wherein best industry practices have been
compared with the prevailing practices at HPGCL Power Stations.
The important recommendation in line with gaps identified in respect of operation &
maintenance practices is mentioned below:
 HPGCL needs to adopt a comprehensive ERP System with various essential modules
which have been suggested in the report. This will eliminate many gaps such as manual
PTW system, system of raising and closing defects, maintaining equipment history records
etc.
 Standard Operating Procedures (SOPs) and Standard Maintenance Practices (SMPs) need
to be developed as per the latest industry format so as to bring in standardization and
consistency in operation and maintenance practices.
 Special overhaul team for overhaul coordination and re-commissioning may be constituted.
 Training program may be further improved.
 Procurement and commissioning of Plant specific Simulator since it helps to built and
developed effective O & M skills of Engineers and operators in advance.
 The record keeping may be further improved.
 Regular operation and maintenance reviews on daily and monthly basis may be introduced
so as to address the problems suitably.
 Software packages for online performance evaluation & optimization may be implemented.
 BOP areas i.e., coal handling plant, ash handling plant, water treatment plant needs more
departmental attention. Further SWAS may be given priority for its repair.
7
POWER PROJECT
OPERATION AND MAINTENANCE MANAGEMENT PRACTICES
Maintenance Planning
Maintenance planning is a vital function of power plant O&M that reviews the resources required
& schedules the maintenance activities by allocating the manpower, material and tools so that
the job fits into the plant production schedule. Its objective is as under:
 To optimize the utilization of power plant resources through planning and scheduling
work processes.
 To ensure optimum availability of the plant by organizing and ensuring timely resources
(including men and material).
 To ensure equipment reliability by a systematic preventive, predictive, and diagnostic
based maintenance techniques.
The Maintenance Planning (MTP) department at DCRTPP, Yamunanagar is headed by a XEN,

who reports to Superintending Engineer (M&T) and the SE (M&T) reports to Chief Engineer.
The maintenance planning is managed by XEN with the support of other staff.
The Maintenance planning department takes care of unit annual overhauling and capital
overhauling service contracts. The department awards the overhauling work contracts.
Presently, the maintenance planning activities are yet to be streamlined as the units are
commissioned during 2008-09 and a formal overhaul is yet to be initiated.
The important recommendation in line with gaps identified in respect of functioning of

maintenance planning is mentioned below:
which have been suggested in the report. This will improve the effectiveness and
functioning of maintenance planning section.
 It is suggested that maintenance planning department may be got strengthened in terms
of man power, knowledge, tools, software, training etc.
8
POWER PROJECT
 Equipment condition monitoring may be reviewed and strengthened to improve

equipment reliability. It is suggested that maintenance planning may perform active role
in condition monitoring.
 Maintenance planning may keep watch on minimum inventory level of critical spares and
consumables.
 The maintenance planning may perform the overall planning of the maintenance
activities both short-term and long-term. This may also include monitoring preventive
maintenance, spare planning, statutory compliances etc.
 Maintenance Planning may be entrusted the responsibility to perform shutdown

/overhaul preparedness activity for unit.
Efficiency
The objective of efficiency management function in a power plant is to monitor the losses and to
improve the heat rate of the unit so as to control the cost of generation.
The important activities undertaken by efficiency department at DCRTPP are as follows:
 Collecting the generation related data from all the units and calculating efficiency
parameters such as heat rate, specific coal consumption, specific oil consumption, etc
(MIS report)..
 Daily report preparation on operation parameters gross generation, PLF, net generation,
specific oil and coal consumption, fuel status, etc.
 Monitoring unit wise operating parameters of all the units on daily basis
 Critical equipment running hours and current.
 Any other reports as required from time to time
 Arranging for energy audits
 Supporting maintenance planning department for units overhaul.
9
POWER PROJECT
The important recommendation in line with gaps identified in respect of functioning of efficiency
department is mentioned below:
which have been suggested in the report. This will improve the effectiveness and
functioning of efficiency section.
 It is suggested that efficiency section may be got strengthened in terms of man power,
knowledge, tools, software, training etc.
 Audit for auxiliary power consumption, condenser vacuum and DM water may be done
periodically to check the efficiency of the system.
 Heat rate improvement programs and equipment performance testing may be initiated.
Further, daily and monthly review of heat rate deviation may be initiated so that under
performance equipments/areas can be identified.
 Efficiency team may coordinate with operations engineers during start-ups and unit
shutdowns.
 It is recommended to install a combustion optimization system to improve the process of
combustion.
Environment, Health and Safety (EHS)
The general approach to EHS management as per international standards ISO 14001 and
OHSAS 18001 is based on the methodology called "Plan-Do-Check-Act" (PDCA).
DCRTPP has established an Integrated Management System, i.e. ISO 9001:2008, ISO
14001:2004 and OHSAS 18001:2007 to demonstrate continual improvement in Quality,
Environment, Health and Safety management systems.
Superintending Engineer (M&T) is responsible for Environment, Health and Safety functions
along with other responsibilities, and he reports to CE, DCRTPP.
XEN, Factory manager is responsible for safety and fire services and report to SE (M&T).
XEN, Chemical is responsible for environment matters and reports to SE (M&T).
The important recommendation in line with gaps identified in respect of functioning of EHS
department is mentioned below:
 Safety audit through an outside agency.
 Dedicated EHS department may be setup.
10
POWER PROJECT
 The computerized permit to work system (PTW) which may also address safety related
issues such as confined space permit, hot/live permit, permit for working at heights etc.
may be introduced.
 Peoples working in the power stations may be more sensitized to use personal
protective equipments (PPEs).
Purchase and Stores
Objective of Materials and Works Management functions in an organization is to make

available, the needed equipment, material, works and services in the right quality and quantity,
at the right time and at the right price after giving fair and equal chance to tenderers, subject to
the policy guidelines laid down in the organization, so as to obtain the optimum value for each
unit of expenditure.
The material management and stores department is headed by a Superintending Engineer

(SE), who reports to Chief Engineer, DCRTPP. The SE is supported by three XENs each taking
care of specific responsibilities.
The following are the standard parameters to ensure the effectiveness of Material management
functions in a power station:
 Purchase policy
 Delegation of Powers (DoP)
 Procedure of procurement
 Vendor Management System
 ABC analysis
 Stock Items
 Non-stock items
 E-Procurement
 Purchase through Annual Rate Contracts
 Codification
 Benchmarking
 Physical Stock Verification
 Training
11
POWER PROJECT
The important recommendation in line with gaps identified in respect of functioning of Purchase
and Stores Department is mentioned below:
which have been suggested in the report. This will reduce the high cycle time & manual
effort besides improvement in the functioning of Purchase and Stores section.
 HPGCL should implement e-procurement, e-auction and ABC analysis.
 HGPCL may set up a corporate procurement cell to streamline the purchase process
further.
 Vendor development and management system needs to be put in place.
 The stores are facing shortage in covered shed resulting in poor protection of critical
equipment. The same may be provided.
Planning and Budgeting
These are the tools for monitoring, improving, benchmarking the operations of a plant.
Generation Planning:
 Plans are made on annual basis- to fit with accounting year.
 Quarterly, monthly and daily sub-plans are made to fit into overall annual plan.
 The planning is based on Units performance in past years and any modifications carried
out or any anticipated constraints in the operation.
 Generation planning to include plant availability factor; plant load factor – energy and
power; efficiency, auxiliary power consumption, chemicals and oil consumption.
 The planning takes into account the load demand variations, and scheduled
maintenance and integrate with other units/ power stations/ grid plans.
 The plant personnel down the line are motivated to own the plan.
12
POWER PROJECT
Budget:
Budgets are prepared:
 To assess the expenditure requirements;

 Provide the management indication of financing and costs to be met;
 Provide discipline in spending by individual cost centers by defining boundary conditions;
The important recommendation in line with gaps identified in respect of functioning of Planning
and Budgeting Department is mentioned below:
 Focus on exceeding the regulatory targets. Review on shortfall analysis may be done
regularly to address the gaps.
 HGPCL should prepare a detailed budget manual.
 It is suggested that, a budget committees at power project level may examine overall
physical targets, budget proposals and prioritizing the allocation of resources.
Detailed summary of Gaps & Recommendations are provided at section-5.0 of the report.
13
POWER PROJECT
HPGCL FEED BACK

It has been informed by HPGCL that process of implementation on the recommendations of the
consultant has already been initiated and followings are in place:-
1. The process of setting up of ERP system has been initiated. It will cover computerized
maintenance management system, computerized Inventory Control and Management
System, MIS System for Plant Performance Monitoring along with other important
modules.
2. Daily plant meeting by respective Chief Engineers at power station have been started
since December 2013 to discuss daily performance parameters, short fall analysis etc.
3. Yearly training modules/schedules are now in place. Accordingly, Engineers of HPGCL
are being deputed for trainings at reputed external training institutes regularly.
4. Monthly meetings by ORT (operation review team) chaired by top management of HPGCL
at each power station to discuss & review plant efficiency, heat rate, deviation in
performance parameters etc have been started.
5. Special overhaul team for overhaul coordination has been constituted.
6. Steps for Preparation of SOP (standard operating procedure) and SMP (standard
maintenance practices) have been initiated.
7. Steps for raising of the Ash Dykes have already been initiated. Further no case of overflow
of Ash Dyke has been reported.
8. Process of vender development has been initiated and is in finalization stage.
9. Equipment change over schedule is now in place.
10. Additional covered sheds in stores have been provided.
14
POWER PROJECT
1. BACKGROUND
To provide reliable and cost effective electricity to the grid, Government of India has
identified the capacity augmentation of older units (units commissioned in eighties)
through energy efficient, environment friendly renovation and modernization of older
units (units commissioned in eighties) as one of the approaches under, National
Electricity policy 2005. In this connection, Government of India has approached World
Bank for financing this mission. In response World Bank has framed a financial
assistance plan as a loan and as a Global Environment Facility (GEF) grant with the
objective of identifying and mitigating the barriers to energy efficient renovation and
modernization of India’s old coal fired power plants though implementation of selected
pilot investments at Bandel, Koradi, Panipat Thermal Power Station.
With an intent to apply a part of the GEF grant on consultancy services, Haryana Power
Generation Corporation Limited’s (HPGCL), has identified M/s. Steag Energy Services
(India) Pvt. Limited for providing consultancy services for the Assessment of O&M
practices in three of its plants, Panipat Thermal Power Station, Panipat, Deenbandhu
Chotu Ram Thermal Power Plant, Yamunanagar and Rajiv Gandhi Thermal Power Plant,
Hisar.
1.1 Objective of this assignment

The objectives of the assignment are:
e. Carryout an assessment of operations and maintenance practices as well as
O&M management practices.
f. Based on the detailed assessment identify options for improvement in operations
and maintenance practices leading to improved performance of the power plants.
g. Jointly with the O&M staff at the power plant develop an action plan for improving
operational maintenance practices of the plants including equipments,
instrumentation, training.
h. Identify training institutes / courses / evaluation techniques.
The current report is a final report prepared on the assessment of O&M practices of
Deenbandhu Chotu Ram Thermal Power Project of HPGCL.
1.2 A brief on Deenbabdhu Chotu Ram Thermal Power Project (DCRTPP)
Deenbandhu Chotu Ram Thermal Power Project with a capacity of 600 MW is located 8
Km South-East of Yamunanagar city. The plant consists of 2 Units of 300 MW capacity.
The Units (2x300 MW) were commissioned on 14.04.2008 and 24.06.2008 respectively.
Salient features of the DCRTPP, Yamunanagar:
 First Power Project in the State to be awarded to Private Developer i.e. M/s.
Reliance Energy Limited.
 First Project in the Country where BTG equipment was supplied by M/s.
Shanghai Electric Corporation, China.
 First Unit was commissioned in a record period of 27 months which is the lowest
or any coal based green field project in the Country.
15
POWER PROJECT
2. METHODOLOGY
The following is the approach methodology adopted for the current assignment.
a) A kick off meeting was held at HPGCL corporate office, Panchkula on
10.06.2013, which was chaired by CE (Planning), HPGCL and attended by SE’s
from the three HPGCL power stations.
b) During the meeting, the approach and methodology to be adopted in the
assignment was presented by M/s Steag.
c) HPGCL has identified one central coordinator and three site coordinator for the
three stations during the kick off meeting.
d) Subsequent to the discussion, the methodology was submitted as an ‘Inception
Report’ by Steag which was approved by the management of HPGCL.
e) As indicated in the inception report, a questionnaire was developed by M/s.
Steag, for all the areas of the power station such as O&M, Maintenance planning,
Efficiency, Environment, Health and Safety, Purchase and stores, Planning and
budgeting and HR and organization structure.
f) The questionnaire was based on experience in O&M and current practices in
modern and best operated power plants. A copy of the questionnaire is attached
as Annexure -1.
g) The questionnaire was sent to the Central coordinator, with a copy to the three
sites PTPS, DCRTPP, and RGTPP for administering down the line.
h) The coordinators have duly arranged the answers to the questionnaire from the
respective sites and also the corporate office. Answers to questionnaires are
attached at Annexure - 2
i) The extent of response for the questionnaire is attached as an Annexure-3.
j) Subsequently, Steag’s technical team visited the three stations of HPGCL and
the corporate office of HPGCL for detailed technical discussions as per the
following schedule.
k) PTPS (from 24.07.2013 to 26.07.2013), DCRTPP (from 29.07.2013 to
30.07.2013), RGTPP (from 31.07.2013 to 01.08.2013) and Headquarter,
Panchkula (from 05.08.2013 to 06.08.2013). Subsequent site visit done by BOP
team for all the three stations: RGTPP (08.07.2014), PTPS (10.07.2014),
DCRTPP (30.07.2013 & 31.07.2013).
l) During the site visits, the team interacted with site CE’s, site coordinators and the
respective section engineers. List of key personnel included in the assignment
from HPGCL and STEAG is appeared as Annexure – 4.
m) The interaction was mainly focused on the current O&M scenario at each of these
stations and was mainly to assess the practices being adopted at HPGCL. The
list of the persons with whom Steag team interacted is appended as Annexure-5.
n) Based on the site visits, and the feedback to the questionnaire and the site visit,
report was compiled.
o) The present report is a consolidation of the feedback and the site visit.
p) This report is one of the key deliverables of this assignment which is being
submitted as a final report for HPGCL’s review and approval.
q) An implementable action plan has been prepared based on the comments and
inputs provided by HPGCL and shall be submitted to HPGCL as a final
deliverable.
The findings / observations provided in this report are solely based on the amount of
data received from plants and corporate; and discussions with the personnel interacted.
16
POWER PROJECT
3. OPERATION AND MAINTENANCE PRACTICES

3.1 Operation and Maintenance Management – Introduction
Operation and Maintenance management of a thermal power plant in general, deals with
the generation of electrical power by the efficient utilization of resources and effective
upkeep of the equipment for enabling a sustainable, reliable power generation.
The objective of O&M management is the following:
3. Safe and efficient operation of the generating units and,
4. Ensuring the equipment availability for a stable, sustainable and reliability power
generation by systematic planning the application of effective maintenance
practices.
This objective is achieved by the following important sub-functions and their effective
coordination.
 Operations management,
 Maintenance management,
 Maintenance planning,
 Efficiency management.
3.2 Organization Structure of DCRTPP

The organization structure of DCRTPP is shown at Fig (1A). The salient features of the
structure are the following:
The DCRTPP is headed by a Chief Engineer (CE). The CE reports to Director
(Generation).
The departments reporting to CE are a) O&M, Unit-1, b) O&M Unit-2, c) Material
Management and Stores, d) Monitoring and Training, e) Civil, f) Fuel and g) Finance and
accounts.
There are 2 Superintending Engineers (SE’s), SE (O&M-I), SE (O&M-II) for the O&M of
each unit.
SE (O&M-I) and SE (O&M-II) report to CE (DCRTPP).
S. No. SE (O&M) Responsibility
1 I Operations and maintenance of Unit-1
2 II Operations and maintenance of Unit-2
The Ash handling O&M, Coal handling plant O&M, Air Conditioning plant, Maintenance
of Boiler and auxiliaries, Maintenance of TG and auxiliaries, C&I equipments, Electrical
equipments and DM plant are outsourced functions of DCRTPP. All other operating
functions are directly managed by DCRTPP.
The Ash handling O&M is taken care by the boiler maintenance department of Unit-2.
The head boiler maintenance reports to the SE of the respective unit.
The Coal handling O&M is taken care by fuel department headed by SE, Fuel.
Organizational structure, outsourcing, O & M services and O & M system in the area of
Coal Handling Plant, Ash Handling Plant and Water Treatment Plant was studied in
greater details, report there on is attached at Annexure 6. It may be seen there from that
the management and operational & maintenance practices followed by DCRTPP have
been found satisfactory which can further be improved by introduction of additional
measures as suggested in the Annexure - 6 and included in Paragraph 5 Summary of
Gaps & Recommendations.
17
POWER PROJECT
Shift operation structure of DCRTPP (Figure 1B)

Shift Charge Engineer (SCE) is an XEN who heads a single unit. There are five XENs as
Shift Charge Engineers (including a LRE) for shift operation activities for each unit. The
XEN, Leave Reserve Engineer (LRE) works in general shift and takes care of
housekeeping of the unit, insurance for the equipments and other coordination activities.
The control room operations are managed by five Assistant Executive Engineers /
Assistant Engineers, each taking care of
1) Coal mill operations,
2) Draft control,
3) Deaerator and drum level control,
4) Turbo Generator operations and
5) Other coordination activities of the control room.
The control room engineer takes care of only one control area and interchangeability of
duties among the engineers is not in practice.
The age of control room engineers range from 25 to 35 years (and few of around 50
years). The control room operation staff are graduate / diploma engineers.
AEs promoted from Junior Engineer level are directly given charge of control room
operations. The age profile of the promoted AE’s is around 50 years.
The direct recruited AEs are also given charge of control room operations.
The field operations at boiler, turbine and generator, switchgear, compressors, cooling
water system are managed by junior engineers / operators, and they are supported by
helpers.
The sanctioned man power strength for shift operations for a single unit is 26 and
present strength is 18.
The ash handling plant operation and maintenance is outsourced and controlled by boiler
maintenance department of Unit-2.
The coal handling plant operation is performed by fuel department and maintenance is
outsourced and controlled by fuel department.
The switchyard operations are managed by XEN (EMD-II and Switchyard) who reports to
SE (O&M-II).
Maintenance Structure of DCRTPP
There are four maintenance departments, namely Boiler maintenance, Turbine
maintenance, Electrical maintenance and Control & Instrumentation maintenance. Each
department is headed by XEN, who reports to respective SE (O&M). The XENs are
responsible for single unit. Each XEN of the department is supported by AEE, AE, JE
and other staff. The maintenance activities are mostly outsourced barring minor
maintenance activities.
The other option for maintenance works is to develop in house capabilities for carrying
out most of the maintenance jobs excepting few specialized functions which can be
outsourced thro’ regular or empanelled sub-vendors. It is to mention that NTPC follows
this latter model, wherein barring maintenance in core areas like Electrical and C&I
Departments, all maintenance activities are outsourced. The Advantages of NTPC model
are:
i. A dedicated, and committed team
ii. Fast and immediate response to any outage
iii. Better and planned preventive and predictive maintenance following from better
T&P and man-power facilities
iv. Higher plant availability.
18
POWER PROJECT
Such a maintenance philosophy will be economically more attractive considering its

direct, indirect and potential benefits.
STEAG’s own experience in the context of Operation and Maintenance of 4x600 MW
Plant at Jharsuguda (Orissa) is that initially, all maintenance activities were outsourced
and in due course of time, in-house capabilities have been developed for maintenance
activities of certain systems / equipments
It is also possible to consider a centralized pool of T&P, spares and men. Care has to be
taken to retain involvement and commitment in such a team.
HPGCL policy for shift operations duty:
As per the HPGCL policy, the working in shift duty is compulsory and the posted staff
has to work in shift operation for 2 / 3 years, irrespective of prior shift operation
experience.
AE/AEE will continue in shift operation for a minimum period of 3 years or till his job
rotation. Also, all promoted XEN’s will be posted in shift operation. All XENs work in shift
operation for a minimum period of 2 years.
O& M Organisation Structure and Shift Operation Structure of NTPC:
Typical structure prevailing at NTPC are given in Figure 1C and 1D
19
ASSESSMENT OF O&M PRACTICES FOR DEENBANDHU CHOTU RAM THERMAL
POWER PROJECT
Organization Structure of DCRTPP
MD
Director
Generation
LEVEL‐I Chief Engineer
XEN
Works
SE SE SE SE SE SE FA & CAO
O&M‐I O&M‐II MM & Stores M&T Civil Fuel
LEVEL‐II
XEN XEN XEN XEN XEN XEN

SCE (4 No) LRE‐1 BMD‐1 TG‐1 EMD‐1 C&I‐1
Figure-1A
20
POWER PROJECT
LEVEL-3
Shift Operation Structure
XEN
SCE‐1
AE/AEE AE/AEE AE/AEE AE/AEE AE/AEE Desk

Coal Mill Draft Drum Lvl cntrl TG Co‐ordn. Engineers
OPR JE OPR JE OPR OPR OPR OPR

Boiler Coal Mill Fans Fuel PH TG 0' Mtr 6.6KV TG Floor CW System
Helper Helper Plant

Attendant
OPR‐Operator
Lvl cntrl‐Level Control
Co‐ordn‐Coordination
6.6KV‐6.6.KV Switchgear
Compr‐Compressor
CW System‐CW System
Figure-1B
21
POWER PROJECT
Typical Shift Operation Structure of NTPC
ED (Plant)
GM (O&M)
AGM (Operation) AGM (Maintenance)
DGM (Operation) DGM (BMD) DGM (TMD) DGM (Offsite) DGM (Ash DGM (C&I) DGM (EMD)
Handling)
Sr. Suptd. & other staff Sr. Suptd. & Sr. Suptd. & Sr. Suptd. & Sr. Suptd. & Sr. Suptd. &
other staff other staff other staff other staff other staff
Sr. Suptd. &
other staff
Figure-1C
22
POWER PROJECT
Typical Shift Operation Structure of NTPC
ED (Plant)
GM (O&M)
AGM (Operation)
DGM (Operation)
Sr. Suptd. (SCE)
Suptd. (UCE)
Desk Engineer (Boiler & Aux.) Desk Engineer (Turbine & Aux.) Desk Engineer (Generator & Aux.) Offsite & BOP Engineer
Figure-1D
23
DEENBANDHU CHOTU RAM THERMAL POWER
PROJECT
3.3 Parameters for the effectiveness of O & M Management
The effectiveness of O&M management of the power plant is the measure of the
following parameters:
Safety in O&M, 2. Plant load factor 3. Availability and reliability, 4. Efficiency and 5.
Environment protection (discussed elsewhere).
Sl. O&M Management Parameters Status at DCRTPP

No.
1.0 Safety in O&M
The safety in O&M can be effectively
accomplished by proper implementation of
PTW and LOTO systems as below.
1.1 Permit to work system (PTW): The PTW system is manual.
The objective of PTW policy is to safeguard For manual system, it is
people working within the premises of the noticed that, there is no
plant from the dangers of inadvertent separate PTW register.
operation or interface with equipment, System of hot permit,
machines, controls, and processes, structural confined space permit,
and civil works and to prevent unsafe acts working at heights permit
during such working. etc. may be followed.
1.2 Lock Out Tag Out (LOTO) system: System of Lock out Tag out
LOTO system addresses the practices and (LOTO) is not in place.
procedures to ensure to disable machinery or
equipment, thereby preventing the release of
any hazardous energy while personnel
perform servicing and maintenance activities
2.0 Plant Load factor (PLF):
PLF is defined as the percentage of actual
generation with respect to the generation
capacity of the equipment and is an indication
of Plant availability. Managing PLF of a
thermal power station can be effectively
accomplished by the following systems in
place.
2.1 Standard operating practices (SOPs): Standard Operation
The standard operation procedures (SOPs) are Procedures (SOP) need to
developed from the O&M manuals. The use of be developed for all
SOPs in day to day operations leads to the equipments and systems as
standardization of the process and provide step- per industry format.
by-step instructions to the operation staff so as
to enable them to be consistent in performance.
Implementation of SOPs minimizes the
incidents of equipments damage, loss of
generation and minimizes the safety related
incidents.
SOP’s can be developed and updated by
experienced O&M staff, customizing the
practices to plant specific and subsequently
training the operation staff regularly on SOP’s.
24
PROJECT

No.
2.2 Operation checklists: Start up, Shutdown and
Check lists for start-up, shut-down and all emergency procedure check
emergency handling procedures are lists are available.
developed from the SOP’s. The filling up of
these check lists ensures a systematic error
free operation and tracks the deviations. In
particular unit start up and shut down
checklists enable the operation staff to a
defect free and timely operation process.
2.3 Technical Diary / Technical Handbook: Technical Diary / Technical

Technical Diary / Technical Handbook for the Handbook is available with
plant is a record of equipment details, process the control room staff.
parameter limits and critical alarm values,
interlocks and protections, are made available
to all operations and maintenance personnel.
Such a record enables all the personnel in
O&M to have proper technical understanding
of the process and effectively monitor and
control process and emergencies.
2.4 Key process diagrams, key logic diagrams Key process diagrams, key
and heat balance diagrams: logic diagrams and heat
The key process diagrams, schematics, logic balance diagrams are not
diagrams, P&ID diagrams and heat balance available with the control
diagrams assist the O&M in isolating, room staff.
normalization, trouble shooting and enhance
operational safety, efficiency and availability.
2.5 System of recording parameters: System is in place.

During every shift, the process parameters Review list of the critical
are logged in log sheets / log books at a parameters covered in the
scheduled frequency, deviations are recorded report is found to be
and highlighted. This system ensures proper satisfactory.
monitoring of the process and highlighting the
deviations for needful remedial actions.
2.6 System for raising and closing the System is manual. Separate
defects: registers for each section
Any deviation observed during process is (i.e. boiler maintenance,
communicated to maintenance so as to get it turbine maintenance,
rectified for maintaining the generation electrical maintenance and
schedules and equipment availability. C&I maintenance) are
Software based on line systems such as SI maintained. If the Operations
system or SAP systems are being used by department is not clear
modern power plants so that the system of about the defect, then the
liquidating the defects and updating the details are entered in all the
process online. four (boiler maintenance,
turbine maintenance,
electrical maintenance and
C&I) registers.
25
PROJECT

No.
2.7 Trial run of the equipment after System of taking trial run of
maintenance: the equipment after
On completing the maintenance work on the maintenance is in place.
equipment, the maintenance engineer closes
the permit on line. Then operations
department normalizes the system, and
ensures that, all critical equipments trial is
taken immediately after normalization of
equipment line up, takes a trial of the
equipment and keeps it as a standby.
2.8 Equipment changeover schedules: System of scheduled
Equipment changeover schedules are equipment changeover is
followed to enable the maintenance do the available but not practiced.
preventive maintenance checks as scheduled Only emergency changeover
and ensure the reliability of the equipment in or changeover during unit
operation. The changeover schedules are trip or unit outages is
prepared by maintenance planning practiced.
department in advance and circulated to the
operation so that timely changeover could be
affected.
2.9 Trip and defect Analysis: Trip analysis is done and
Whenever a unit trips, after restoration of the corrective and preventive
unit, a duly constituted trip committee, (CAP) measures are also
analyses the reasons leading to tripping of the recorded. Systematic action
unit, and suggests corrective and preventive plan for implementation of
measures for avoiding repetition of the trip. CAP is not in place.
2.10 System of sharing of trip analysis among Sharing of trip analysis

operation: among operation staff is in
As a sort of common awareness among the place.
other shift operation staff, the trip analysis is
discussed and circulated among all the
operation engineers so as to avoid a
repetition in other groups and units.
2.11 System of implementation of trip The recommendations are
committee recommendation: implemented based on the
The action plan as proposed by trip opportunity. Action plans are
committee is incorporated in the maintenance not explicitly planned for
schedules by maintenance planning scheduled implementation.
department and ensured that, the concerned
sections implement the corrective measures
accordingly. This ensures avoiding a
repetition of breakdown.
2.12 Training of employees: Training on awareness of
All the employees should be made aware Standard O&M procedures
Standard O&M procedures through regular is in place but can be
training sessions and ensure the improved.
effectiveness of the training by mock exercise
using tools such as simulators. This ensures
following of standard O&M practices and
avoids availability loss.
26
PROJECT

No.
2.13 System of checking healthiness of fire Based on discussions with
fighting system: Factory manager who is
The healthiness of fire protection equipments responsible for safety and
ensures the healthiness of the plant. The fire functions, it was
safety and fire department in association with understood that the
the operations prepare a schedule for healthiness of fire protection
checking/ trial run of the fire protection equipments is ensured.
equipments. This ensures that all the
firefighting equipment is healthy and reliably
available during emergency conditions.
2.14 System of checking interlock and As understood from the
protections: discussions, that a system of
After any major shutdown, before lighting up checking interlock and
of the boiler, checks are carried out on protections is in practice.
various critical equipments to ensure that they
operate safely to ensure that, any settings
disturbed during maintenance are set right. A
systematic record keeping of checks helps
the operation to review the latest settings.
2.15 Re-commissioning and trial operation: As understood from the
The re-commissioning involves checking the discussions, since the units
completeness of the work carried out, by are new, overhauling of units
charging the system and taking trial run of the is yet to be initiated.
equipment, checking protections and System of creating a special
interlocks, thereby ensuring the readiness of overhaul team for overhaul
the equipment / system for operation. co-ordination and re-
commissioning is not
practiced.
2.16 System of operation reviews: Formal daily and monthly
Daily and monthly review of the critical operation review meetings
operation parameters with respect to targets by senior plant management
by the senior management ensures that there is not in place. In general it
are no constraints in managing the resources is understood that, the
and commitments to the stake holders are Managing Director takes a
met and the process is efficient. review of the station every
month.
Subsequently, it is intimated
by HPGCL that Daily
Planning Meeting (DPM)
chaired by respective Chief
Engineer is in place.
2.17 System of optimizing the resource Benchmarking is yet to be

consumption: done.
Benchmarking on similar sized units for
specific consumptions in optimizing the
resources is a part of operations review.
27
PROJECT

No.
3.0 Availability and reliability
The equipment availability and reliability can
be maximized by systematic implementation
of the following practices.
3.1 System of monitoring equipment running System of equipment

hours: changeover based on
The maintenance planning in association with monitoring equipment
operations ensures balanced utilization of running hours is not in place.
equipments. This schedule is conveyed
through equipment changeover schedule.
Accordingly the preventive maintenances are
initiated.
3.2 Standard maintenance practices (SMP): Standard Maintenance
The maintenance procedures are a set of Practices need to be
instructions prepared based on OEM developed as per industry
guidelines and wisdom of experts; format.
Maintenance procedures are used to guide
the servicing of electrical, mechanical, and
instrumentation equipment. This ensures that
OEM recommendations in maintenance
practices are followed.
3.3 Maintenance check lists: Maintenance check lists
Maintenance check lists are prepared from needs to be developed.
SMP. The check lists provide complete details
of a maintenance activity to be performed like
steps followed in maintenance, alignment
readings, lube oil status, spares used, tools
and resources used, vibration readings, etc.
These check lists ensures that, the
maintenance activity is carried out as per
recommendation and repair history along with
readings are available for subsequent actions.
3.4 Spares and consumables management: Spares and consumables
Spares and consumables management is a management is in place.
process of ensuring the availability of spares
and consumables at the right time. It also
ensures that, the spares and consumables
are procured and maintained at minimum
inventory and in line with the consumption
pattern.
3.5 Contracts management: The contract management is
Contracts management is the process of done by the respective
managing a contract made with respect to maintenance departments.
timely placement of contracts, ensuring There is scope for further
quality of contractors’ work force and ensures standardization.
timely completion of the scheduled
maintenance jobs. The contract documents
are standard, designed to control commercial
and legal risks.
28
PROJECT

No.
3.6 Equipment condition monitoring:
Condition monitoring is a process of Lube oil analysis is
assessing the present performance or health infrequently done.
of an equipment / system. A systematic MCSA is not in place
analysis of the following techniques ensures a Transformer oil analysis is
diagnostic based approach in maintenance infrequently done.
and enhances the reliability of the equipment. Active thermography is
The various condition monitoring techniques covered for switchyard but
used by modern power plants are not for other equipment.
Vibration, HPGCL has subsequently
Oil analysis, informed that Vibration
Motor current signature analysis, (MCSA) analysis is in place through
Transformer oil analysis, Annual Rate Contract.
Active thermography
3.7 System of long term planning: Long term planning is in

The long term planning is an activity place and preparedness in
undertaken to plan for future overhaul / progress for the annual
outages by considering inputs like lessons overhaul of Unit-1 during the
learnt from past overhauling, maintenance year 2014.
activities, operation and efficiency
requirements, work estimated, resources
required, safety requirements, etc. Suitably
planned schedule can reduce the cost of
maintenance and loss of availability.
3.8 Vendor development: Vendor management system

The development of vendors is to ensure that is not in place.
the supplies are obtained un-interrupted, at
competitive prices with consistent quality and
reliability, also at a shorter notice.
3.9 Maintenance reviews: The systematic review of

Periodic maintenance reviews ensure the maintenance by senior
compliance of maintenance schedules, health management is not in place.
of the equipment, status of spares and Subsequently, it is intimated
contracts, quality of jobs, availability status, by HPGCL that Daily
purchases, and inventory. Accordingly the Planning Meeting (DPM)
maintenance strategies are re-designed so as chaired by respective Chief
to ensure availability of the equipment. Engineer is in place.
3.10 Equipment history records: Systematic maintenance of

The equipment history like commissioning equipment history records is
date, spares consuming pattern, history of not in place. History records
failures, condition monitoring reports, etc. are mainly based on
helps in timely decisions and to plan for future individual maintenance
maintenance requirements. engineer’s interest.
29
PROJECT

No.
3.11 Failure analysis: Trip committee is in place. If
Any failure resulting in equipment breakdown the failure is severe, then
and loss of generation is analysed by a committee as decided by the
committee for finding reasons for failure and senior management is
also past equipment history is assessed with formed, corrective and
a view to prevent future failures and loss of preventive actions are
availability. Based on the outcome, needful suggested.
corrective operation and maintenance actions
are affected.
4.0 Efficient operation

The efficiency of the operation of units / plant
can be enhanced by systematic
implementation of the following activities.
4.1 Parameter deviation review: Parameter deviation review

The key process parameters which directly is in place. Software
contribute to the heat rate deviation are packages for online
monitored on continuous basis and trended performance evaluation &
so as to compare with reference or with optimization needs to be
design parameters. The reasons for the implemented.
deviation are analysed and corrective actions Efficiency department
are affected. reviews the parameters, if
Software packages such as for online any deviations are noticed,
performance evaluation are being used by they are informed to the
modern power plants for real time analysis concerned personnel for
correcting.
The generation w.r.t. HERC
targets are reviewed on
monthly basis.
The deviation in key process
parameters are also
monitored by generation cell,
headquarter, if any
deviations are noticed, the
same are conveyed to Chief
Engineer of the plant for
corrective and preventive
actions.
4.2 Heat rate improvement programs: Heat rate improvement

Programs for improving heat rate on continual programs are yet to be
basis are established and are planned based introduced into the system.
on standard guideline available. Subsequently it was
Condenser pressure, specific oil, auxiliary intimated by HPGCL that
power consumptions, water consumptions are Operation Review Team
periodically audited to correct the deviations (ORT) meeting is in place to
and reduce the losses. Such programs would conduct monthly review.
keep the cost of generation under check.
30
PROJECT

No.
4.3 Equipment testing: Equipment testing on regular
Equipments which directly affect the basis is not in place.
performance of the units, like boiler,
condenser, turbine, heat exchangers, air pre
heater, boiler feed pumps, coal mills, cooling
towers are periodically tested for performance
with respect to reference conditions in order
to determine expected performance.
Corrective actions are affected based on the
test results.
4.4 Fuel accounting: Physical stock verification for
Physical verification of coal and oil stocks fuel accounting is carried
stored based on the measurements is out.
periodically verified either in-house or by third
party. The stock verifications help in cross
checking consumptions and balancing the
accounts with respect to the receipts. The
cost of generation is accordingly adjusted.
Measures are then initiated to control losses
and identify and mitigate unaccounted losses.
31
POWER PROJECT
3.4 Summary of Observations
 The PTW system is manual. System of safety permits like hot permit, etc.,
and LOTO system not followed. This is potentially unsafe work practice.
 Though Standard Operation Procedures (SOP) for various systems are

developed, however same needs to be modified as per industry format.
 Standard Maintenance Practices and equipment check lists are not

available, indicating a non-standard maintenance practices and this could
lead to unreliability of the equipment.
 Most of maintenance activities have been outsourced which is in line with

philosophy and system of NTPC.
 System of raising defects is manual. A manual system may suffer from the
ineffective monitoring, incomplete defect liquidation and non standard
practices.
 Parameter deviation review is in place. Software packages for online

performance evaluation & optimization needs to be implemented.
 System of scheduled equipment changeover is not practiced, which can

result in imbalance in equipment running. This could affect the preventive
maintenance schedules and may lead to equipment forced breakdown.
 Trip and defect analysis does not bring out specific action plans, for
corrective and preventive measures to avoid future failures. Such a
system may lead to repeated failures.
 External trainings are being arranged for the employees since 2012.
Internal training has been initiated and is in progress and all the
employees are being trained on standard O&M procedures.
 System of checking interlocks and protections is in place, but protocols of

checks are not maintained systematically.
 Regular and intensive O&M reviews are not in place, resulting in

inadequate review of critical parameters, operation practices, generation
targets, repeatability of activities, spares problems, etc. Subsequently, it is
intimated by HPGCL that Daily Planning Meeting (DPM) chaired by respective
Chief Engineer is in place.
 Benchmarking with similar sized units is yet to be done, and is

recommended for optimizing plant performance and manpower resources.
 Maintenance Contract management is being done by respective

maintenance departments. There is a scope for optimizing the contracts
and improving coordination regarding interface issues.
32
POWER PROJECT
 Condition monitoring systems need to be improved to reduce breakdown

of equipment.
 Long term planning is performed by concerned maintenance personnel

and at a initial stage. A central coordinating agency such as Maintenance
Planning for consolidation of defects and repairs, addressing the interface
issues, safety requirements, incorporating the feedback from previous
maintenance to be strengthened to avoid delays.
 System of creating a special overhaul team for overhaul coordination and

re-commissioning ensures for completeness of the work carried out, by
charging the system and taking trial run of the equipment, checking
protections and interlocks, thereby ensuring the readiness of the
equipment / system for operation. Subsequently HPGCL informed that pre
& post -overhaul performance monitoring system has been introduced.
 Vendor development efforts need to be increased to avoid inconsistent

quality and reduce costs. However, it has been informed by HPGCL that
Vendor management has been initiated.
 System of maintaining equipment history records is at individual’s interest,
this needs to be structured into system.
 The critical parameter deviations are recorded. However root cause

analysis is not carried out for want of online system and expertise of those
monitoring. Review is quantitative than qualitative.
 Heat rate improvement programs, equipment performance testing is yet to

be initiated. Subsequently it was informed by HPGCL that Operation
Review Team (ORT) meeting is in place to conduct monthly review.
Further, efficiency calculations are being carried out fortnightly.
 The O&M structure provides adequate manpower for each unit, but the
availability of specific experts and development programs of junior staff is
missing.
 The control room engineer takes care of only one area control and
interchangeability of duties among the engineers is not in practice. This
reduces flexibility with the staff.
 The incentive scheme in all the power plants of HPGCL is governed by

Office Order No. 270/ Finance dated 23rd August, 2012.(attached at
Annexure - 7) which comprehensively provides for entitlement of
incentive by various employees based on achieving targets related to a
set of factors viz., PLF, fuel oil consumption etc. It is seen that the
incentive scheme notified by HPGCL is quite comprehensive and is in line
with similar schemes adopted by the power stations in the country eg.,
RRVUNL
33
POWER PROJECT
3.5 General Guidelines for System Improvement
1. Permit to work system: Work place safety is very vital for the organization.
Any unsafe incident arising out of work may lead to lost time injury (LTI), and
the consequences can be detrimental to the organization’s repute apart from
the compensation and loss of generation. Manual permit to work system can
lead to unsafe environment.
The Computerized Permit to work system (PTW) needs to be implemented in

all the units. The PTW system should be capable of identifying the type of
permits and the isolations required for safe working.
Development of standard isolation checklist for equipment would strengthen

safety in work place.
Computerized maintenance management system (CMMS) having features

such as registering a defect, follow up maintenance and equipment history
consolidation would enable the maintenance engineers to plan resources
and optimize the cost of maintenance.
LOTO system ensures equipment isolation safety and prevents accidents.

Modern power stations implement the standard LOTO systems in O&M.
2. ERP System : A comprehensive ERP system with following modules may be

introduced:
 Operation & Maintenance Management.

 Fuel Management
 Material & Inventory Management
 Procurement Management including Supplier Management (incl. e-
Procurement)
 Projects Management
 Budgeting Management
 Finance & Accounts Management
 Commercial & Tariff Management
 MIS.
 Environment Management
 Ash Utilization
 Document & office Management
 Human Resource & Payroll Management
 Pension & Provident Fund Management
The first module on Operation and Maintenance may be introduced on priority.
3. Standard Operation procedures (SOP)

SOP’s are essential documents for bringing consistency in operation and
averting equipment failures. Developing standard operation procedures and
training engineers regularly on SOP’s will be effective in optimizing the cost
of generation.
34
POWER PROJECT
4. Equipment changeover schedules:
Modern power station implement a system of monitoring the equipment

running hours and conduct a preventive check based on the OEM
recommendations. Such a system will ensure the reliability of the equipment.
Equipment changeover schedules are developed by maintenance planning
and are conveyed to operation for the changeover. Critical equipment such
as Coal mills, Boiler feed pumps and CEP’s have sufficient operating
redundancy and can be systematically planned for the changeovers. This will
ensure that the spare equipment is readily available in case of failure.
5. Trip analysis, corrective and preventive actions.
The trip committee analyses the defects leading to outage of the units .The
defects could be out of malfunction of certain protections because of the
defective settings, relays or mistakes arising out of mal-operation. Feedback
from similar units operating elsewhere and the corrective actions as
proactive measures which are widely practiced in high performing power
stations. This is generally possible if there is a mechanism of sharing the
outage information for units under the same group.
However, whenever there is any outage, a systematic analysis leading to the

outage is done and could avert outage occurring on similar cause
subsequently. The recommendations from the analysis is required for
affecting the corrective action. An online defect registering and scheduling
the corrective action during any opportunity maintenance will automatically
improve the unit availability.
Similar to the trip committee, committees for Boiler tube leakages are also
more prevalent in modern power stations for proactive corrective actions.
6. Interchangeability of control room engineers: In most of the power

stations, the control desk engineers are developed to operate the complete
unit equipment rather than focusing only on a sub-section of the equipment.
Multitasking such that the Boiler desk engineer is capable of tackling
complete boiler FSSS, draft system, drum control is a standard job
responsibility of the Boiler engineer. This will ensure optimum control room
manpower and effective use. The engineers can more focus on the ground
level equipment in identifying the defects or focusing on efficiency
improvement projects which will reduce the cost of generation. Adequate
training on the systems and associated subsystem using simulators will
enhance the knowledge of the operations and consequences of mal-
operations.
7. Creating a special overhaul team for overhaul and re-commissioning:

After any major shutdown, before lighting up of the boiler, checks are carried
out on various critical equipments to ensure that they operate safely to ensure
that, any settings disturbed during maintenance are set right. A systematic
record keeping of checks helps the operation to review the latest settings.
System of creating a special overhaul team for overhaul and re-
commissioning should be practiced.
35
POWER PROJECT
8. Review mechanism: Planning for the day and review of the plans is a key
function of the modern stations. The target oriented approach with review and
analysis for slippages or corrections will enhance discipline in O&M and
ensure consistency in performance. Daily, monthly reviews attended by senior
O&M executives should be coordinated by maintenance planning with a focus
on targets so as to review the gaps in planning and implementation. Standard
review formats should be developed and exception reports with clear
responsibility and targets communicated.
9. Existing system of outsourcing of maintenance activities at DCRTPP,
Yamunanagar should continue.
10. Development of standard maintenance procedures and checklists: In
order to bring consistency in maintenance for ensuring reliability, standard
maintenance procedures and equipment checklists to be developed from
OEM manuals.
11. Equipment history records: The history of equipment breakdown enables to

plan the resources effectively. Such records generally should be accessible
online for timely action rather CMMS which will have the features, ERP based
PM modules, if implemented will have the features of recording the equipment
failure and associated maintenance history should be provided.
12. Contract management function should be entrusted to a centrally

coordinating agency such as maintenance planning so as to enable the
interface coordination between various contractors and preparing an
optimized scope of work so as to reduce the duplicacy and avoid extra
manpower.
13. Critical parameter review: Operation parameters are to be reviewed critically

with respect to the gaps in expected and actual process. A qualitative review
will reduce the cost of generation and improves process reliability.
14. Online efficiency monitoring: Currently there is no systematic testing for

equipment efficiency. Critical equipment not regularly tested for performance
efficiency would deteriorate and lead to breakdowns. The inefficient
performance of Mills, Feed pumps, Air preheater, Fans, Turbines will affect
the cost of generation. Most of the power stations draw schedules for a
periodic testing and restore the performance of found deteriorated. Modern
power stations have installed online performance measurement systems
which enable to track the performance 24x7 and guiding the desk operation
engineers to identify the faults online for affecting corrective action. Such
softwares will also enable the optimised operation of soot blowers, thereby
reducing boiler tube erosion and optimize the resource use. Such systems
would also enable maintenance the track the equipment performance online
and affect the maintenance schedules.
15. Condition monitoring is one the important areas of equipment diagnostic

maintenance. Modern power stations invest in condition based and diagnostic
based maintenance techniques such as vibration, oil analysis, thermography
to identify the possible defects online and plan a preventive maintenance so
as to reduce equipment breakdown.
36
POWER PROJECT
To ensure comprehensive and regular Condition Monitoring of different

equipments, this activity could be outsourced. Typical contract for outsourcing
condition monitoring activities are attached at Annexure-8 for ready reference.
Standard list of instruments used for condition monitoring in Thermal Power Plant
is given below:
a) (Two or Four channel) vibration Analyser

b) Motor current anlayser
c) Acoustic ANALYSER
d) Phototech
e) Laser type speedometer
f) Laser Type Temperature gun
g) Sixteen channel vibration analyser
h) Wear debris analyser
i) Moisture,Viscosity and Acidity Analyser
j) DGA Analyser
k) Spectrometer element analyser
l) Ferrography Analyser
m) Particle count analyser
Training and Development of HPGCL employees in power stations -
15.1 Identification of Training Needs
The present status of Training and Development activities in relation to the Plant
personnel are as under:
HPGCL have already developed their training policy in accordance with the
National Training Policy for Power Sector 2002. The various provisions of
HPGCL training policy are not being followed in its letter and spirit. However,
there is conscious effort on the part of Headquarter to implement their training
policy.
In reply to the questionnaire, the Plant has indicated that they have a Training
Centre at Plant level and operating staff are trained with O&M procedures,
manuals and operating instructions. Although, simulator is not available at the
Plant, most of the operating staff have been trained in simulator.
An effort has been made to identify training needs for manpower including
operators in skill building and development techniques in relation to power plant
Operation and Maintenance. Details of the training need, functional area-wise
needed for Operators, Operation Engineers and Maintenance Engineers are
indicated in Annexure - 9. Apart from technical skill related training need,
functional training need have also been identified based on organizational
structure, overall functional responsibility, control and command structure and
succession planning. The need based man power training plan for each level of
executive are as under:
37
POWER PROJECT
Area of Training
Level Behavioral & General Functional Management
Management
Chief Leadership Planning
Engineer / Coaching & Mentoring Skills Budgeting
Supt. Team Work Tendering and procurement
Engineer Negotiation Skills Efficiency management
Envisioning Statutory compliances
Managing People Regulatory compliances
Communicating a Vision ERP / MIS
Execution Project Management
Decision Making Skills Human Resource Management
Executive Leadership Tendering and procurement
Engineer Teamwork Efficiency management
Coaching & Mentoring Skills ERP / MIS
Managing People Human Resource
Decision making skills Finance for non finance
Execution personnel including budgeting
and controlling expenditure
Best Practices in O & M
Assistant Leadership Tendering and procurement
Executive Teamwork Efficiency management
Engineer / Coaching & Mentoring Skills ERP / MIS
Assistant Managing People Human Resource
Engineer Decision making skills Finance for non finance
Execution personnel including budgeting
and controlling expenditure
Best Practices in O & M
Although behavioral and General Management Training needs are mostly
common at different executive levels, the proficiency for different executive
level
in such areas of
Level of Proficiency
Behavioral & General Chief Supt. Executive Asst.
Management Engineer Engineer Engineer Executive
Engineer /
Asst Engineer
Leadership Level 1 Level 2 Level 3 Level 4
Coaching & Mentoring Level 2 Level 2 Level 3 Level 3
Skills
Team Work Level 2 Level 2 Level 3 Level 3
Negotiation Skills Level 2 Level 3
Envisioning Level 2
Managing People Level 2 Level 2 Level 3 Level 4
Communicating a Vision Level 1 Level 2
Execution Level 4 Level 3 Level 2 Level 1
Decision Making Skills Level 1 Level 1 Level 1 Level 1
38
POWER PROJECT
Training would be as under:
Level 1 = High level of proficiency as concerned Executive’s time will be consumed

most in the particular behavioral / general management area.
Level 2 = Medium level of proficiency as concerned Executive’s time will be

consumed in significant proportion in the particular behavioral / general
management area.
Level 3 =Low level of proficiency as concerned Executive’s time will be consumed
less frequently in the particular behavioral / general management area.
Level 4 = Basic level of proficiency as concerned Executive’s time will be consumed
occasionally in the particular behavioral / general management area and
therefore should have basic competency.
15.2 Identification of Training Institutes / Courses / Evaluation Techniques
The identification of Training Institute need to be done based on areas of training.

Training areas for power plant personnel can broadly be categorized as under:
1. Behavioural and General Management

2. Functional Management
3. & M skills
So far as Training Institutes for training in Behavioral and General Management is

concerned, the same can be organized at reputed Management Institutes like Indian
Institutes of Management (IIMs), Management Development Institutes (MDI),
Gurgaon, Administrative Staff College of India (ASCI), Hyderabad, Central for
Organizational Development (COD), Hyderabad etc. These institutes run most of the
program which are calendar based but they are also in position to conduct tailor
made program to suite to the specific need of the organization / employee.
Training in Functional Management area can also be organized by reputed
Management Institutes as referred in preceding paragraph but it would be preferable
to opt for tailor made program to suite to the needs of HPGCL taking care of
practices in Functional Management area as applicable in HPGCL Power Plants.
Apart from the above Management Institutes, the most preferred institutes for such
training would be Power Management Institute (PMI), NOIDA as this Institute is
totally dedicated to cater to the needs of Power Plant personnel.
O & M skills can be built and developed only though tailor made programs made for
specific Plants taking in to account design and other specifications of the machine,
SOPs and SMPs derived from OEM manuals in synergy with O & M philosophy of
concerned generating utility. In addition, one of the specific requirements of
Operational Skill building is Simulator based training. Simulator on which training has
to be provided should preferably be replica of the concerned generating unit or at
least should have majority of similar feature as available in the plant in terms of
capacity, equipment and process. Training Institutes for such training could be
selected from the following:
STEAG Power Plant Learning Centre
National Power Training Institute (NPTI)
Power Management Institute (PMI)
Exhaustive list of such Training Centers approved by Central Electricity Authority

(CEA) is available on their website www.cea.nic.in.
39
POWER PROJECT
4. OPERATION AND MAINTENANCE MANAEMENT PRACTICES

4.1 Maintenance Planning
4.1.1 Maintenance Planning Management – Introduction
Maintenance planning is a vital function of power plant O&M that reviews the
resources required for and schedules the maintenance activities by allocating
the manpower, material and tools so that the job fits into the plant production
schedule.
The planning and scheduling processes when implemented effectively shall

result in highest availability and reliability of the power plant.
Objectives of Maintenance planning
To optimize the utilization of power plant resources through planning and

scheduling work processes.
To ensure optimum availability of the plant by organizing and ensuring timely

resources (including men and material).
To ensure equipment reliability by a systematic preventive, predictive, and

diagnostic based maintenance techniques.
4.1.2 Maintenance Planning function at DCRTPP
Organization structure of Maintenance Planning (MTP)
The Maintenance Planning (MTP) department is headed by a XEN, who

reports to Superintending Engineer (M&T) and the SE (M&T) reports to Chief
Engineer, DCRTPP. The maintenance planning is managed by XEN with the
support of other staff.
40
POWER PROJECT
Chief Engineer
DCRTPP
Superintendent
Engineer
(M&T)
XEN XEN XEN XEN

Efficiency & Factory Maintenance Chemical
Training Manager Planning
AEE, AE & Supporting Supporting DM plant and

Supporting Staff Staff environment
Staff
Superintending Engineer (Monitoring and Training) is responsible for the following

functions:
a) Efficiency & Training managed by XEN, supported by staff,

b) Security, transport, safety and fire sections managed by XEN (Factory
Manager), supported by staff,
c) Maintenance planning managed by XEN, supported by staff,
d) Chemical department managed by XEN supported by staff.
Functions of Maintenance planning at DCRTPP
The Maintenance planning department takes care of unit annual overhauling and
capital overhauling service contracts. The department awards the overhauling work
contracts.
Presently, the maintenance planning activities are yet to be streamlined as the units
are commissioned during 2008-09 and a formal overhaul is yet to be initiated. The
overhauling of Unit-1 is planned during the year 2014.
Maintenance Planning at NTPC
At NTPC station there is a dedicated department taking care of maintenance

planning activities for all the units. The department is headed by AGM (Maintenance
Planning) who directly reports to the station head. The department works in co
ordination with the Operation & Maintenance department to carry out different
predictive measures for the critical equipments on a regular basis and maintain the
equipment history records.
41
POWER PROJECT
Typical Maintenance Planning Structure of NTPC Station
42
POWER PROJECT
43
PROJECT
4.1.3 The Standard Functions of Maintenance Planning Management

The following are the standard industry practices to ensure the effectiveness
of Maintenance planning functions in a power station.
Sl. Maintenance Planning Management Status at DCRTPP
No. functions
1.0 Preparation and Implementation of The preparation and
Plant O&M Budget: implementation of plant
O&M Budget: The purpose of the O&M O&M budget is done by
budget is to forecast operating and concerned maintenance
maintenance expenses for the next five departments.
years. The maintenance planning
department is not involved
in the process.
2.0 Short term planning and monitoring: The activity of short term
Based on the nature of the equipment planning performed by
defects reported on daily basis by the concerned maintenance
operation, short term planning ensures departments, and is mainly
the timely liquidation of the defects by for preventive maintenance
way of informing, mobilizing the activities.
respective maintenance departments The maintenance planning
and ensures the timely availability of the is not involved in these
equipment defect free. activities.
3.0 Long term planning and monitoring: Long term planning and
Long term plan aims to plan for a period monitoring yet to be
of a year or beyond such as units streamlined as the units are
overhauling. yet to undergo overhauling.
4.0 Conducting Daily O&M meetings: Formal daily O&M review

Daily maintenance review is pivotal in meetings by senior
monitoring O&M performance, ensuring management are not in
the availability of the equipment and the place. MD, HPGCL reviews
system by prudent maintenance on monthly basis.
practices. Subsequently it is intimated
by HPGCL that Daily plant
meeting (DPM) chaired by
respective Chief Engineer is
in place.
5.0 Coordination with plant operations The overhauling activity is

department for managing the yet to be started. The
outages: respective maintenance
Based on the schedule for unit outages, sections interact with
the maintenance planning coordinates Operation for equipment
with the operations and concerned maintenance. Maintenance
maintenance department for timely planning is not involved in
44
PROJECT

No. functions
stoppage of the equipments, providing coordination.
needful fronts for maintenance, ensure
time maintenance, monitor the quality of
maintenance, prepares daily progress
report and updates the outage schedule.
6.0 Spares assessment / coordination: Spares assessment and

Maintenance planning coordinates with coordination is done by
all concerned maintenance departments respective maintenance
for spares assessment, conducts departments and
periodic review of spares, procurement maintenance planning is not
planning, expedition and ensures the involved.
timely availability of spares and
controlling the inventory.
7.0 Preventive maintenance (PM) The PM schedules are

schedules and check lists: prepared by maintenance
Maintenance planning prepares the PM sections. Maintenance
schedules and check lists by taking planning is not involved.
inputs from maintenance departments, The Computerized
and ensure the same is being followed Maintenance and Inventory
by maintenance departments, using Management System
Computerized Maintenance (CMIMS) yet to be installed.
Management System (CMMS) for
effective planning, follow-up and control.
8.0 Condition Based Maintenance / Condition based

Predictive Maintenance: maintenance / predictive
Maintenance of assets on the basis of maintenance is yet to be
equipment condition is an effective practiced.
method of avoiding either over
maintained or under maintained. Vibration analysis is in place
Technologies like lube oil analysis, through annual rate contract
vibration analysis, thermography, Transformer Oil analysis:
dissolved gas analysis, are used to Infrequently done and
assess the condition of the equipments outsourced
and accordingly corrective actions are Thermography: Covered for
affected. switchyard and not for other
Vibration analysis equipments
Transformer Oil analysis Wear debris analysis: Not in
Thermography place
Wear debris analysis Motor current signature
Motor current signature analysis analysis: Not in place.
45
PROJECT

No. functions
9.0 Planning and inventory management The system of reordering
for consumables, tools and plant based on inventory of
requirement, etc.: consumables by stores
In consultation with maintenance department is yet to be
departments and stores, maintenance started.
planning ensures the appropriate The maintenance planning
inventory for spares and consumables is not involved in these
through scientific methods such as ABC activities.
or VED analysis, economic order
quantities and timely re-orders. It also,
ensures the adequacy of the tools and
plant for any given time.
10.0 Maintaining equipment history The equipment history

records: records are maintained by
Maintaining equipment history records respective maintenance
through computerized maintenance personnel and mainly based
systems such as ERP etc. helps in on individual’s experience
taking timely decisions, planning future and interest.
maintenance requirements, spares Centralized system for
planning, etc. maintenance of records is
not in place.
11.0 Preparing statistical data for MTTR- Preparing statistical data for
MTBF: MTTR-MTBF is not in place.
Mean Time To Repair (MTTR): MTTR is a Such a system to be
basic measure of the maintainability of introduced.
repairable items. It represents the average
time required to repair a failed component
or device.
Mean Time between Failures (MTBF):
MTBF is the predicted elapsed time
between inherent failures of a system
during operation.
Such techniques ensure the availability of
the equipment as projected and reliability
as expected.
12.0 Periodic review of maintenance check Maintenance check lists to be
lists: developed and reviewed
Based on the plant experience over a periodically.
period of time, the maintenance check lists
are reviewed in consultation with
maintenance departments and the same
are modified.
46
PROJECT

No. functions
13.0 Vendor development, vendor enrolment Vendor management for
and vendor finalization: overhaul contracts is done by
The maintenance planning department maintenance planning.
along with maintenance departments and
contracts department participates in
negotiation meeting for vendor finalization
for annual overhaul service. This
participation helps in understanding the
vendor, their capabilities, etc. which forms
as an input in preparing unit overhaul
schedule.
14.0 Tracking of statutory compliances and Statutory compliance issues
requirements: are taken care by the
The statutory compliances such as Boiler respective departments and
and other pressure vessel licenses, the maintenance planning is
licenses for fuel oil, chemicals, etc. are not involved in these
regularly tracked and needful support is activities.
provided for ensuring the compliance of
the same.
15.0 Overhaul Preparedness: The overhaul preparedness

The unit overhaul scope of work is is taken care by respective
compiled based on the overhaul rolling maintenance departments
plan 24 months before the start of the and the maintenance
unit overhaul. The inputs for developing planning is not involved in
overhaul preparedness are condition these activities.
monitoring reports, overhaul history,
details of unit performance & history,
boiler tube failure action plan, trip
committee action plan, major equipment
failure history, technical audit, operation
feedback, partial loading analysis, etc.
The overhaul preparedness can be
effectively addressed with the help of
ERP like SAP.
47
POWER PROJECT
4.1.4 Summary of Observations

 The maintenance planning function at DCRTPP requires computerized
maintenance management system in order to fulfill its role effectively.
 Budget preparation, short term, long term planning, spares planning,
maintenance schedule preparation are carried out by respective maintenance
departments.
 The plant O&M budget is prepared by respective maintenance departments
and maintenance planning department is not involved. This could result in
lack of systematic monitoring and optimization in budget utilization.
 The system of structured daily O&M meetings is not in place. This may lead
to, inadequate review of critical parameters, operation and maintenance
practices, generation targets, spares issues, forced outages and resource
constraint so that the same could be communicated to the management for
resolution. Subsequently, it is intimated by HPGCL that Daily plant meeting
(DPM) chaired by respective Chief Engineer is in place.
 Spares assessment and coordination is performed by respective maintenance
engineers.
 Equipment condition monitoring needs to be reviewed. Condition monitoring
techniques such as vibration analysis, oil analysis, and motor current
signature analysis are to be strengthened for improving equipment reliability
and reduce forced outages.
 The system of reordering based on minimum inventory level of consumables
is yet to be practiced. This may affect the cost of maintenance. However
HPGCL informed that although the system of minimum level of inventory in
respect of critical items is maintained, however, more items will be covered
after implementation of ERP system.
 The system of Mean Time To Repair (MTTR) and Mean Time Between
Failures (MTBF) is not followed. This will lead to unplanned outage of
equipments / systems.
 The maintenance activities are mainly carried out based on individual’s

experience and assessment and is outsourced. There are no standard
equipment check lists. This may affect the equipment reliability.
 Statutory compliances are ensured by respective departments and central
coordination by single agency is not in place. This might result in
unproductive use of maintenance engineers for other than maintenance
functions.
 The O&M departments of respective units perform the preparedness activity
for unit overhaul. Such a system may not effectively address the interface
issues during the overhaul as the individual departments may not be
equipped with all the information.
48
DEENBANDHU CHOT RAM THERMAL
POWER PROJECT
4.1.5 Recommendations
1) The Maintenance Planning function at the plant should emphasize on both

target review and daily decision making process for the day-ahead
maintenance plan.
2) The maintenance planning should be responsible for the overall planning of
the maintenance activities both short-term and long-term. This includes
developing preventive maintenance schedules and ensuring compliance,
formulation of overhauling, spare parts planning, condition monitoring and
maintenance of equipment history leading to reliability based maintenance.
3) The system of software based maintenance packages, online check lists, etc.
needs to be implemented.
4) Condition monitoring techniques to be strengthened under maintenance
planning. The staffing requirements and role definition for the Condition
Monitoring cell would need to be defined and adequate infrastructure to
ensure for improving equipment reliability.
4.1.6 Implementation Action Plan for MTP

The gap analysis and implementation action plan for MTP is covered in Section – 5.
Also a concept note on Maintenance Planning is attached as Annexure-10.
4.2 Efficiency
4.2.1 Energy Efficiency Management Function - Introduction
Efficient operation of power plants is a prime concern to the utilities for optimizing the
cost of generation. The heat rate of a conventional Coal fired power plant is a
measure of how efficiently it converts the chemical energy contained in the fuel into
electrical energy.
If a power plant is able to convert 100% of the chemical energy in the fuel into
electricity, the plant would have a heat rate of 860 kcal/kWh. Because of the losses
in the conversion of energy, a modern conventional power plant might have
efficiencies of the order 35-40% depending upon the type of the cycle and the cycle
parameters.
The important losses from the power plant are dry flue gas loss, incomplete
combustion results fuel loss, condenser vacuum loss, loss due to make up water,
extra auxiliary power consumptions, superheater, reheater sprays, and heat
exchangers poor performance.
The objective of efficiency management function in a power plant is to monitor the

losses and to improve the heat rate of the unit so as to control the cost of generation.
49
POWER PROJECT
4.2.2 Efficiency Management Function at DCRTPP
Organization structure of efficiency cell
Chief
Engineer
SE
(Monitoring
& Training)
XEN XEN XEN XEN

AEE, AE, JE &
Other Staff
50
POWER PROJECT
Organization structure of Generation Cell at Corporate
Director
Generation
SE
Technical
Dy. Secretary
Generation
AEE, AE, &
other staff
The Monitoring and Training (M&T) department, also responsible for efficiency, is
headed by a Superintending Engineer (SE), who reports to Chief Engineer. The SE
is responsible for efficiency, training, security, safety, fire and chemical functions
which are part of M&T department. The efficiency and training function is headed by
XEN, who is supported by AEE, AE, JE and other staff.
At corporate, the technical department is responsible for MIS, generation and

addressing plant technical problems. It is headed by Superintending Engineer, who
reports to Director (Generation). The SE (Technical) is supported by XEN (Deputy
Secretary, Generation), AEE, AE, JE and other staff.
The important activities undertaken by efficiency department at DCRTPP are as

follows:
 Collecting the generation related data from all the units and calculating
efficiency parameters such as heat rate, specific coal consumption, specific
oil consumption, etc (MIS report)..
 Daily report preparation on operation parameters gross generation, PLF, net
generation, specific oil and coal consumption, fuel status, etc.
 Monitoring unit wise operating parameters of all the units on daily basis
 Critical equipment running hours and current.
 Any other reports as required from time to time
 Arranging for energy audits
 Supporting maintenance planning department for units overhaul.
51
POWER PROJECT
The ambit of scope of work related to efficiency has to be brought in accordance with
the provision of Energy Conservation Act, 2001. One of the main provisions of the
EC Act, 2001 is to have Energy Managers with prescribed qualification. These
Energy Managers should be certified by the Bureau of Energy Efficiency
All thermal power plants should have a dedicated Energy Management Cell with a
full time ‘Energy Manager’ who will be responsible for coordinating the EC Cell
operations. The Energy Conservation Cell should provide necessary structure and
formalise the process of energy conservation thereby enhancing its efficacy with full
support from top management.
It would be desirable that an exclusive organizational setup for efficiency is created in

Thermal Power Stations of HPGCL, to performed the following functions in addition
to the functions already being performed by them:
 Develop the energy management plan and get approval for implementation
 Explore for energy conservation measures, latest energy efficient

technologies and best practices leading to reduction of energy consumption
 Develop internal system of setting targets for specific energy consumption for
equipment/section/unit and plant wise based on best achievable in that
category.
 Analyse the energy consumption on daily basis. Deviations from the targets to
be analysed and compared, and further corrective actions
 Encourage and invite ideas from the employees across all level and have well
defined procedure for sustaining the scheme. Scrutinize all the suggestions
and review for detailed techno-economical viability
 Prepare budget for energy conservation on annual basis
 Organise / conduct training programs at all levels for awareness creation
 Organise / conduct specialised technical training programs for officers who

are directly involved
 Ensure the calibration and operation of energy monitoring instruments
 Maintain record of calibration of various instruments and interact with the

plant C&I division on the regular basis.
 Develop, update the data base on energy saving retrofits and its suppliers
 Regular filing of energy returns to the SDA (State Designated Agencies) as

per EC Act 2001
52
POWER PROJECT
Observations from site visit
From discussions it is understood that, the efficiency department reviews the

operating parameters, identifies the technical deviations and follows up with the
operational personnel for minimizing the same.
Also, on monthly basis, the efficiency department reviews the generation targets
w.r.t. to HERC targets and if any short falls, same is conveyed to Operations for
immediate actions.
On reviewing the efficiency monitoring log sheet of Unit-1 at a load of 278 MW, dated
18.07.2013, 16:00 hrs, it is noticed that, the condenser vacuum is deviating from the
design value.
The parameter deviations from the design values result in higher heat rate thereby
increased generation cost.
The monthly reviews are chaired by HPGCL MD. The minutes highlight the
discussions regarding performance of power stations, overhauling details, tripping
details, preventive maintenance schedule, equipment reliability improvement plan,
training requirements, utilization of ash, etc.
Software package for online performance evaluation & optimization needs to be

introduced.
Energy Audit
During the discussion with efficiency department, it is understood that, the Final
Taking Over of the units from the EPC contractor took place during the year 2012.
The first energy audit for both the units has been awarded to Petroleum Corporation
Research Association (PCRA), Government of India and the energy audit was
scheduled for November, 2013.
Generation cell at corporate
Generation cell takes care of MIS, generation, and plant technical problems.
The cell collects the daily generation data and performance data from plants and
analyses the same and if any deviations are found, same will be informed to Chief
Engineer of concerned plant. The Chief Engineer is responsible for ensuring the
compliances and replying with the status of the observations. If required, the team
from corporate visits the site.
Performance monitoring and analysis group (PMAG) (part of Generation Cell):
Deputy Secretary, Generation with the approval of Managing Director (MD),

constitutes the performance monitoring and analysis group, may be one or two
groups as per the requirement, wherein each group is assigned the responsibilities to
monitor performance and efficiency parameters of running units of particular stations.
These groups are formed from the generation cell itself.
53
POWER PROJECT
The responsibilities of PMAGs:
a) Monitor the performance and efficiency parameters of units of the respective

stations.
b) Issuance of immediate communications to the respective Chief Engineers to

set right any observed deviation in the performance / operational parameters
beyond the specified limits.
c) Monitor the status of lifting of dry fly ash and the status of evacuation of ESP
hoppers.
d) Monitor the tripping of units and identify avoidable tripping (due to operational
error or maintenance deficiency), critically analyze the same and submit the
analysis for the information of MD/HPGCL.
e) A visit to their respective allotted power stations at least once a fortnight to

physically check the parameters and the status of lifting of dry fly ash and
evacuation of ESP hoppers.
54
PROJECT
4.2.3 The Important functions of Efficiency Management

The following are the standard functions to ensure the effectiveness of
efficiency cell functions in a power station.
Sl. Efficiency Management functions Status at DCRTPP

No.
1.0 Parameter monitoring, trending and The deviations in key process
analysis: parameters are monitored by
The identified key process indicators like headquarter generation cell on
main steam pressure, main steam daily basis which are conveyed
temperature, re-heat steam pressure and to concerned station CE for
temperatures, sprays, condenser vacuum, compliance.
which directly contribute to the heat rate
deviation, are monitored on continuous The station efficiency
basis and trended so as to compare with department is also involved in
reference or design parameters. The the review process.
reasons for the deviations are analyzed and
corrective actions are affected.
2.0 Performance testing of systems & Performance testing of systems

equipments: and equipments by efficiency
Boiler efficiency, condenser performance, department is not in place.
turbine heat rate, heat exchangers, air
preheater, boiler feed pumps, coal mills,
cooling towers are periodically tested for
performance comparison with respect to
reference conditions. Corrective actions are
affected based on the test results.
Frequency of schedule testing is drawn in
advance in line with the matching
requirements of pre and post overhaul
conditions so that the necessary corrective
actions can be affected accordingly.
3.0 Pre-overhaul system survey like valve The overhaul activity of the
passing, duct leakage, air ingress, etc.: units is yet to be started.
A pre-overhaul system survey is done for
identifying the passing of various valves, air
ingress points and flue gas leakages from
the ducts. The identified points are rectified
during the overhaul so as to control the
losses.
4.0 Critical instrument performance, defect The identification, defect raising

list and rectification: and initiation of rectification of
Ensuring the reliability of the critical process critical process instrument is
instruments by identifying the defective performed by O&M personnel.
ones and getting them rectified timely is an
important function of efficiency cell.
55
PROJECT

No.
5.0 Monitoring unit start-up activities & The unit start-up activities are
related preparations: not monitored by efficiency
The efficiency department monitors the unit department.
start-up activities and related preparations
in view of observing the start-up
sequences, start-up curves, etc. as per the
manufacture recommended practices.
These practices helps in identifying the
bottle necks during the start up, ensuring
the ramp up rates, oil consumption and
correct sequence of equipment taking into
the system.
6.0 Monitoring specific oil and make up The system of monitoring and
consumption: reduction of specific coal,
The consumption pattern of the specific specific oil, DM make up, and
coal, specific oil, DM makeup, auxiliary auxiliary power is in place.
power, monitored on daily basis to plug the
unnecessary consumptions.
7.0 Trip analysis: Trip analysis is done, but

Efficiency department acts a nodal agency systematic action plan for
for preparing a detailed trip analysis, addressing the corrective and
including reasons for trip, root cause preventive actions is not
identification, corrective and preventive observed.
action plan and ensures the implementation
of corrective and preventive action plan
timely so as to prevent the repetition of
trips.
8.0 Oil, Coal Accounting & Survey: Oil, coal accounting and survey
Periodical accounting of the fuel oil and are done.
coal stock respect to usage is one of the
critical activities of efficiency department.
9.0 MIS Reports: The MIS reports preparation is

The management information system (MIS) in place. Scope and coverage
is the key responsibility of the efficiency needs review.
department. The various MIS reports that
are generally prepared for the management
are UI calculations, coal and oil
accounting, daily, monthly and annual
performance reports, etc.
10.0 Audit of auxiliary power consumption Audit of auxiliary power

and water balance: consumption is planned for
Audit of auxiliary power consumption and November, 2013.
water balance is carried out at a scheduled Audit of water balance is not
frequency to assess the specific planned as the units are new
consumptions. and the consumption is in
limits.
56
PROJECT

No.
11.0 Niche functions
11.1 Online performance monitoring Software package for online
systems: performance evaluation &
Performance analysis and diagnostic optimization is available with
optimization [PADO] is an online heat rate the plant but same is yet to be
and efficiency monitoring tool. Through installed.
such a software tool, the dynamic
performance of equipment and process Subsequently HPGCL
based on the DCS information can be informed that there is monthly
tracked and can be affected online. ORT meeting to review plant
Using separate sensors and test equipment heat rate and other
for determining the performance of various performance parameter.
systems and sub systems can be done Further, efficiency calculations
away with online systems. are being carried out
Many of the NTPC power plants are using fortnightly.
this tool for dynamic loss control and
reducing the cost of generation. Such
software will sensitize the operation engine
by dynamically informing the current state
of efficiencies and associated rupee loss.
11.2 Combustion Optimization Combustion Optimization

The Combustion Optimization System System is not available at
stabilizes the boiler combustion process DCRTPP, Yamuna Nagar.
and increases efficiency for different mill
combinations for different load demands.
Key Targets of the system are:
Reduction of left-right imbalance of flue gas
temperature in furnace
Reduction of fluctuations in RH-temperature
and spray
Reduction of average RH-spray and
increase of average RH temperature
Reduced fuel consumption
Reduction O2 in excess air
Reduction of Unburned Carbon in Ash
Homogenized temperature distribution
Optimized temperature distribution over
different levels and zones of boiler
Reduction of slagging and soiling at burner
mouth and finned walls
Improvement of boiler wall atmosphere
Increased boiler efficiency.
57
POWER PROJECT
 The efficiency department at DCRTPP is mainly concentrating on daily

generation data collection, preparation of reports and forwarding it to
generation cell, headquarters, CEA, etc. Efforts are also in place to improve
the efficiency by using the data and data trends.
 There is no system of daily and monthly heat rate deviation review to identify
the underperforming equipments / areas. Subsequently HPGCL informed that
there is monthly ORT to review plant heat rate and other performance
parameter.
 Close coordination of Efficiency team with operations department during

startups and unit shut down helps in identifying the bottlenecks. Such a
system is missing at DCRTPP.
 The efficiency department is generating various MIS. There is a scope for

improvement in daily MIS by adding the details of generation loss, so as to
effectively plan for corrective and preventive measures.
 The periodic audit of auxiliary power and water consumption keeps a check
on higher consumption. The energy audit is planned for November, 2013 and
is outsourced.
 Regular efficiency testing of the equipment is yet to be a part of the DCRTPP

efficiency department.
 Software package for online performance evaluation & optimization needs to

be implemented.
 Combustion Optimization System aimed at stabilizing the boiler combustion

process and increases efficiency for different mill combinations for different
load demands, is not available
 The Efficiency Cell engineers are not trained formally on efficiency testing and
analysis techniques.
58
POWER PROJECT
1) The existing MIS System for monitoring Plant Performance need

strengthening. A sample MIS format for the purpose is attached at Annexure
– 11.
2) Close association with Operations department during startups and unit shut
down helps in identifying the bottlenecks and defects that can be followed up
with the respective maintenance teams for rectification.
3) Comprehensive analysis of unit operation data and identifying the reasons for
partial loading helps in improving PLF.
4) Efficiency department needs strengthening in terms of manpower, knowledge,

tools, software, and training. Organizational Structure of Efficiency
Department suitably be redesigned to discharge efficiency related functions
as detailed out in para 4.2.2. A typical Organisational structure of Energy
Efficiency unit at NTPC plant is given below
Detailed training requirement for Efficiency functions are indicated in

Annexure 9.
5) The engineers can be encouraged to become Bureau of Energy Efficiency

Certified Energy auditors. For this purpose, the full cost of undertaking
certification from BEE should be reimbursed by HPGCL to those engineers
who are successful in obtaining certification from BEE.
6) A system of conducting periodic audit for auxiliary power, condenser vacuum

and DM water can improve unit efficiency.
7) Bench marking exercises from similar sized units will open up scope for
improving the operating parameters.
59
POWER PROJECT
8) Installation of online equipment efficiency monitoring software helps in

analyzing and controlling the losses. The online diagnostic and optimization
system should normally have the following modules:
a) Optimization of soot blowing

b) Data Validation System
c) Thermodynamic Modeling
d) Set Point Optimization /Combustion Emission
e) Life Time Monitoring system
f) Statistical Process Control
g) Water Chemistry Management & Diagnostic
h) Merit Order Rating
i) Data Management System with Visualization
j) Metal Temperature Module
The advantages of the above modules are as under:
a) Potential of Heat rate improvement up to 0.5- 1% by following advice of Soot

Blowing Optimization and Set Point Optimization.
b) Potential to reduce wall Blower soot blowing steam up to 40% thus also
reducing the erosion of the heating surfaces.
c) Identifies faulty measurements and thus helps C&I maintenance to identify
faulty instruments.
d) Gives on-line information about the actual performance of the plant
components and its deviation from the best achievable performance. This
helps the operator to maintain better operating parameters. This also helps
Supervisor to plan maintenance if component performance has degraded too
far.
e) Analyses the change of operation parameters.
f) Analyses Fuel switching effect
g) Provides information on Life Time consumption of thick walled components of
the Boiler which helps the Mechanical maintenance group to plan for the
replacement of the components well in advance. This also helps to avoid
large temperature stresses during start-up and shut down.
h) Gives the Metal temperature profiles calculated if sensors are not available.
i) Identifies the hot spots.
j) Identifies the root cause of the fault thus helps operator to take corrective
action
k) Predicts the faults before actually happens thus helps the plant to take
corrective action well in advance.
l) If the load demand is below what units can deliver and if surplus power can
be sold, Merit Order rating identifies the best commercial options available
and reduces the fuel cost by allocating the loads depending upon the
performance of the units. Potential to reduce operational cost by 0.25- 0.5 %
depending on the margins available on load.
m) Helps the operator to have smooth start and stop of the Boiler.
n) Potential to reduce the Start-up Cost by 10- 15%.
Specification of a such online performance Monitoring Diagnostic System is attached
at Annexure – 12
10. Combustion Optimization System may be introduced. Such a system

introduced at our 4x600 MW Jharsuguda Plant has provide the following benefits
60
POWER PROJECT
Description Normal With CO system Improvement

operation
RH-Metal Temperature 15 5 >60%

excursion numbers in a month
Av. RH-Steam Temperature 532.2°C 535.2°C 3°C
Avg. RH-Spray 30 t/h 22 t/h 8t/h
Avg. SH-Steam Temperature 538.4°C 539.2°C 0.8K
Avg. Left and Right imbalance in 60°C 30°C 30°C
Flue gas temerature
Unit-heatrate improvement of 10 kcal/kWh by higher average steam temperatures

and reduced RH-spray and reduced flue gas Imbalance and improvement in
efficiency.
4.3 Environment, Health and Safety (EHS)
4.3.1 EHS Management Function – Introduction

The general approach to EHS management as per international standards ISO
14001 and OHSAS 18001 is based on the methodology called "Plan-Do-Check-Act"
(PDCA).
Excellence in EHS management leads to improvement in productivity, quality, cost

and motivation.
Companies that consider environmental protection, occupational health and safety at
work as important as providing quality products usually institute a separate EHS
department headed by a qualified person.
Environmental Management
Environmental management of a coal fired power plant deals with the control and
prevention of air emissions, water discharges, hazardous material management,
noise control, and other wastes management.
Occupational health and safety management
Occupational health and safety management deals with employee working
conditions, operation practices, usage of personal protection equipment, physical
hazards, chemical hazards, so as to safeguard the employees against the
occupational hazards.
Environment Policy
The Environmental policy of an organization that implements EHS states, about
organization’s commitment towards maintaining clean, safe and healthy environment
by safe practices and involvement of all the stake holders of the organization.
61
POWER PROJECT
4.3.2 EHS Management Function at DCRTPP

The Deenbandhu Chotu Ram Thermal Power Project has established an Integrated
Management System, i.e. ISO 9001:2008, ISO 14001:2004 and OHSAS 18001:2007
to demonstrate continual improvement in Quality, Environment, Health and Safety
management systems.
The Quality, Environment and Health and Safety policy is displayed at various
strategic locations in the plant.
Organization Structure for EHS Management at DCRTPP
Chief
Engineer
DCRTPP
SE
M&T
XEN XEN XEN XEN

Safety and Environment

Fire activities
Services
Superintending Engineer (M&T) is responsible for Environment, Health and Safety

functions along with other responsibilities, and he reports to CE, DCRTPP.
XEN, Factory manager is responsible for safety and fire services and report to SE
(M&T).
XEN, Chemical is responsible for environment matters and reports to SE (M&T).
Health related matters are presently looked after by a visiting medical officer as
presently the medical officer post is vacant.
Comparing with the best industry practice (Ref. NTPC) there shall be a dedicated cell
taking care of the environment management and should directly report to the plant
head. The structure comparable to the best industry practice is as follows:
62
POWER PROJECT
ED (Plant)
DGM (Environment Management)
Manager, Dy Manager & other staff
The department is responsible for the entire environment and safety related issues.
A typical list of EHS related equipment needed at the plant is placed at Annexure -
13.
Overview of Environment Management
The civil department appoints an external agency to carryout various environment
related tests at regular intervals at the plant location.
The agency regularly monitors the ambient air quality to measure the level of
pollution. This test is done on monthly basis. It was noticed that all, the
environmental parameters are within the permissible limits as prescribed by the
regional pollution control board.
The stack emissions, Electrostatic Precipitator efficiency, waste water sample at
Central Monitoring Basin outlet, ash pond and fly ash sample, etc. monitoring is done
on regular basis. The civil department submits the report to Deputy Chief Chemist. If
any parametric deviations are observed, the Dy. Chief Chemist informs the
concerned SE (O&M) for controlling actions.
The plant has consent to operate as a zero discharge plant and accordingly is
designed to operate and SE (M&T) informed that, presently the system is operating
successfully.
Waste water (including water recovered from ash pond) is used in horticulture, CHP
sprinkling system, etc. Rain water harvesting is also done.
The water consumption pattern was informed to be constant and cess costs are
constant.
The fly ash is disposed in both dry and wet forms. The dry ash is supplied to cement
industries and the wet ash is dumped in ash pond. The ash dyke maintenance is
carried out on regular basis by civil department.
Overview of Health and Safety Management
The statutory requirements towards health and safety requirements are complied
with. The disaster management plan approved by the management is available in the
station.
It mainly considers situations of fire, flooding and earthquake.
It is understood that, the scheduled safety and fire mock drills are carried out by
DCRTPP safety team.
The emergency safety procedures are documented and needful instructions are
displayed at required locations. It is understood that no major or minor incidents /
accidents occurred during the past.
63
POWER PROJECT
Safety Audit
Safety audit is yet to be conducted and being planned to outsource it to an external
agency approved by Government.
Three (3) fire tenders are available in the plant and are reported to be in good
condition.
Mock drills are conducted on monthly basis and employees are involved in these
activities.
During discussions, concerns were raised about inadequate/ in-experienced fire,
safety and security officers, non-availability of patrolling vehicle.
Housekeeping
The units housekeeping is looked after by Leave reserve engineer of the respective
unit and civil department is responsible for housekeeping of the plant.
64
PROJECT
4.3.3 Parameters for measuring the effectiveness of EHS

The following are the standard parameters for measuring the effectiveness of
EHS.
Sl. EHS management parameters Status at DCRTPP
No.
1.0 EHS policy: The DCRTPP is a
The management shows its commitment Integrated Management
towards EHS, through a policy statement. The System (IMS) certified
EHS policy provides a basis for EHS station and has an IMS
management programs. Many companies policy.
have been benefited by an effective EHS
management where loss due to injuries, loss
due to wastes and loss due to occupational
health hazards have not added to the cost of
production.
2.0 EHS goals and objectives: Systematic setting of

Managing EHS includes setting performance performance targets along
goals and objectives and creating plans to with action plans needs
achieve them. It is expected that, these plans improvement.
will be implemented and measured.
Employees are involved in setting EHS
objectives and targets to achieve them. These
targets are systematically monitored through
audits and management reviews at regular
intervals for their effective implementation.
3.0 Performance standards: The compliances are in

Performance standards include compliance to place.
the consents to operate and efforts to better
the control limits by way of effective
environmental management programs for
improving safety, quality and productivity.
4.0 Line Organization Responsibility and Responsible persons for

Accountability: EHS implementation are
Committees are formed for spreading the identified.
awareness, formulate goals and objectives.
Line management is identified by the top
management whose responsibility shall be
coordinating the overall safety effort, setting
standards, creating work practices and
procedures and providing safety
communication up the line to top management
and down the line to every employee. The line
management is encouraged by suitable
rewards.
65
PROJECT

No.
5.0 Supportive Staff: Committees like safety
The line management is supported by committee, accident
identified staff possessing strong expertise in investigation committee are
all critical areas whose responsibilities include in place.
providing support to line managers and also
support in implementation of safety and
environmental aspects. These supportive staff
is extensively trained in ergonomics,
environmental matters, training, etc.
6.0 Progressive Motivation: The efforts for motivating

Defining, implementing, and executing a safety the employees are in
program involves everyone in some phase of place.
the effort. Efforts are put for a high level of
voluntary participation throughout the
organization and all employees are motivated
to follow discipline in implementing the EHS
policy. The employees feel responsible for co-
workers.
7.0 Effective two-way communication: EHS policies are displayed

Communication includes developing a at strategic locations.
meaningful message, delivering the message,
and making sure that the message is
understood. Senior management and line
management takes the responsibility for
delivering the environment and safety
messages and ensuring the understanding of
the same.
8.0 Comprehensive incident investigation and It is understood that

reporting: incident investigation and
All incidents major or minor are compulsorily reporting is in place.
reported, these incidents are investigated for
the cause. Based on the findings, suitable
well-informed corrective actions are formulated
and reinforced as safety is a high priority for
the organization.
9.0 Safety observations: A system to ascertain the

A program is put in place to concentrate on safe working of employees,
eliminating the unsafe acts. Field audits working conditions, unsafe
(observations, employee feedback, and data practices needs
collection) are performed to ascertain the improvement.
working of employees, working conditions, The working areas were
unsafe practices, etc. Employees audit in their found to be generally in
own area and other areas. Audit results are good condition.
thoroughly analysed and suitable actions are
coordinated.
66
PROJECT

No.
10.0 EHS Report: A comprehensive EHS
The EHS department generates monthly MIS report does not exist. Civil
essentially containing the following: department generates
Particulate emission like SPM, SOx, NOx, CO, environmental parameters
etc., for ambient as well as for chimney monitoring report, fire and
Water quality for different systems like raw safety department
water, cooling water, guard pond, drain storm generates safety and fire
water, etc. reports, and health report
Water consumption by medical officer.
Details about coal dust control systems and
coal dust measurements
Details about ash utilization
Noise level
Safety audit reports excerpt
Occupational health reports like first aid
training, accidents, etc.
Any other systems as required.
11.0 Environment parameters monitoring and The environmental

display: parameters are monitored
All the environmental parameters including offline.
ambient air quality is monitored online and the Chimney parameters
management ensures that, the parameters are (SPM, SOx, NOx) are also
within limits as prescribed by the pollution monitored online.
control board. The consent to operate
conditions with respect to air, water and
hazardous waste are complied with.
12.0 Zero Discharge: The plant has consent for

The reuse of water discharges from plant after zero discharge and the
suitably adopting recycling techniques will consent has been complied
conserve the precious resource. Zero with.
discharge is normally done at the design stage
of the plant. Schemes can also be designed
and implemented during the O&M of the plant.
13.0 Disaster Management Plan / On-Site Disaster management plan

Emergency Plan: is in place.
Disaster may be specific to the particular type
of the plant depending upon the location, type
of operations, materials that are handled.
The EHS management has to identify the
disasters arising out of the plant based on the
impact analysis and suitably devise a disaster
management strategy for each of these
disasters. The disaster management plan so
drafted has to be communicated to the
concerned district administration and mock
drills have to be conducted to ensure
confidence in controlling the disasters.
67
PROJECT

No.
14.0 Plant House Keeping: Plant housekeeping is
Generally the O&M head is responsible for up generally found to be good,
keeping of the plant and the concerned area / noticed during the site visit.
equipment personnel are made responsible for
housekeeping of their areas. Civil department
takes care of external housekeeping. The
engineer / operator of the area / equipment
shall be responsible for ensuring
housekeeping and housekeeping score cards
are maintained for assessing the effectiveness
of housekeeping, which is reported in the daily
meeting and needful corrective and preventive
actions are taken for any observations.
15.0 Hazardous Waste Disposal: The hazardous waste

The companies have written procedures for disposal system is in place.
addressing the disposal of hazardous wastes.
Systems like neutralizing pits in DM plants,
guard pond for re-usage of water for purposes
like gardening, etc., proper conditioning and
storage of waste oil and auctioning of the
same to government registered parties, etc.
are in place.
68
POWER PROJECT
 The DCRTPP is an Integrated Management System (IMS) certified station.

The station has an IMS policy.
 The environment parameters with respect to stack, ambient air and water are
found to be within limits, as seen from the monthly reports (April, May, and
June 2013).
 The plant is fulfilling the consent of zero discharge requirements.
 Ash dykes were reported to be in good condition and overflows are not
reported.
 The safety audit is yet to be outsourced.
 Permit to Work (PTW) system doesn’t address safety permits like confined
space permit, hot permit, permit for working at heights, indicating lack of
safety in O&M.
 It was observed during the site visit, that usage of PPEs is generally found to
be better, but needs further improvement.
 Housekeeping in general found to be good.
69
POWER PROJECT
1) External safety audits need to be implemented, which identifies the issues /

deviations.
2) PTW system should be modified for covering all the safety aspects such as
working at heights, hot work and work in confined spaces.
3) The modules of EHS in software packages such as ERP based SAP system
can be effectively utilized for report and reviews.
4.4 Purchase and Stores

4.4.1 Material Management Function – Introduction
Objective of Materials and Works Management functions in an organization is to

make available, the needed equipment, material, works and services in the right
quality and quantity, at the right time and at the right price after giving fair and equal
chance to tenderers, subject to the policy guidelines laid down in the organization, so
as to obtain the optimum value for each unit of expenditure.
4.4.2 Material and Works Management Function at DCRTPP
Organizational Structure of Purchase & Stores Department at DCRTPP
DCRTPP has adopted a modern approach to material management function at the

plant by having an integrated stores and purchase department.
70
POWER PROJECT
The organizational structure for purchase and stores department in DCRTPP is

shown below:
Chief Engineer
DCRTPP
Superintendent
Engineer
(MM & Stores)
XEN XEN XEN

(Procurement‐1) (Procurement‐2) (Stores)
AEE (2) and AEE (2) and AEE (2), AE (1) and

Supporting Staff
Supporting Staff Supporting Staff
5
The material management and stores department is headed by a Superintending

Engineer (SE), who reports to Chief Engineer, DCRTPP. The SE is supported by
three XENs each taking care of specific responsibilities. XEN, Procurement-1 is
responsible for all materials related to Boiler, Coal Mills, Coal handling plant,
Electrical, Bearings and Steel material and he is supported by 2 Assistant Executive
Engineers (AEE) and other staff. XEN, Procurement-2 is responsible for all materials
related to Turbo generator, Ash handling plant, Control and instrumentation,
Consumables and lubricants and he is supported by 2 Assistant Executive Engineers
and other staff. XEN, Stores is responsible for all store functions and he is supported
by 2 AEEs, 1 Assistant Engineer and other staff.
71
POWER PROJECT
Typical Purchase & Store Department Structure in NTPC
Overview of Material and Stores Management at DCRTPP
The material management and stores department in DCRTPP is responsible for the
procurement of materials and proper storage of the material. For material
procurement purchase department owns the process from placing the order to the
tracking of the supplies and till it is delivered. Once the material arrives at plant, store
is the responsible for receipt, inspection storage, handling and issue of the material.
Purchase Regulations
HPGCL Purchases and Stores processes are based on policy decisions / guidelines
on procurement of stores issued through the Directorate of Supplies and Disposals,
Government of Haryana, Department of Industries & Commerce, G.O. No. 2/2/2010-
4 I BII dated 28 May 2010, along with a Memorandum for Amendment in erstwhile
HSEB, Purchase Regulations-1974, dated 31/05/2011.
Delegation of Powers
Delegation of Powers covers Works chargeable to capital/revenue heads of

accounts, estimates for works chargeable to capital head of accounts, power to
sanction purchases of equipment & stores, acceptance of tenders, excess over
estimates, miscellaneous powers, power to sanction expenditure to
contingencies/recurring contingencies, etc.
72
POWER PROJECT
Purchase Management Function

Process of Purchase:
1) Receipt of indent from end user (indent raised by AE/AEE/XEN, approved by

concerned XEN and then approved by concerned SE) (approx. price also
indicated by end user).
2) Purchase department opens file (hard copy) and allocates a number, which is
generated manually.
3) Against the indent, the balance quantity of the indented item is verified in the
stores.
4) Based on the balance as confirmed by stores, once again the file is sent back
to end user suggesting about the quantity in the stores and also any
clarifications if required.
5) Based on the observations received from end user, approval is obtained from
Chief Engineer for issuing enquiry.
6) Enquiry is issued to vendor.
7) After receiving the quotation, file sent to end user for technical vetting.
8) After technical vetting, purchase proposal is prepared and file sent to
competent authority for approval based on Delegation of Powers (XEN-25
Thousands, SE-5 Lakhs, CE-20 Lakhs, Spot Purchase Committee-50 Lakhs,
consisting of Chief Engineer, Financial Advisor and SE, Material
Management).
9) Based on the price value, negotiations will be made, if required. (Committee
consisting of CE, SE-MM & Stores and Financial Advisor).
10) Draft purchase order is prepared and sent to Senior Accounts Officer for
audit.
11) After approval from Senior Accounts Officer, purchase order (PO) is issued.
12) The PO consists of payment terms, delivery, pre-dispatch inspection if any,
etc. Quality assurance if required, same is asked from vendor for Quality
Approval Plan.
13) Copy is sent to end user, stores and accounts departments.
14) Based on Quality Approval Plan, pre-dispatch is inspection done, if
applicable.
15) Material dispatched to site and is received at stores.
The Purchase process is a three stage process as indicated below:
Need Procurement Tendering &

Assessment & Initiation Order Issuance
Identification
73
POWER PROJECT
Need Assessment
a) The purchase exercise is initiated by the respective utiliser departments
which include operations, maintenance, electrical, C&I, coal handling plant
and others. The department initiates the procedure by raising an indent. The
technical specifications of the material required are provided by the
concerned department with tentative price of the indented items.
b) Once the indent is raised, purchase department opens a file and against the
indent balance quantity is verified by the stores department. Based on the
balance quantity, the file is sent to the user for actual quantity requirement
and any clarifications, if required.
Procurement Initiation
a) The requisition needs approval from the following persons as per the
Delegations of Power in the sequence indicated below:
i. Concerned department head
ii. Senior Manager (O&M) of the concerned unit
iii. Chief Engineer.
b) If the value of the indent is higher than the individual DoP limit, then
committee is formed based on the value of the indent.
c) Superintending Engineer (MM & Stores) starts the procurement process after
approvals from all the authorities aforementioned are obtained.
Tendering
a) Purchase department prepares the notice inviting tenders (NIT) and the
tender is published in newspapers and company website.
b) Limited NIT is issued up to 2.5 Lakhs each item and above 5 lakhs NIT is
issued. NITs are published in news paper and company’s site. Paper
tendering is mandatory if the estimated value of the requisition exceeds Rs.
2.5 lakhs.
c) Post submission of the bids and opening of the tenders on the notified date,
the Purchase department prepares the bid documents comprising of the
summary details of the bid submission.
d) The bid document is sent to the respective utilizer department for technical
vetting and specification check. Only the technically compliant bids are
considered for price bid. Once the bids are technically through with the
utilizer, the lowest bidder (L1) is selected by the purchase department.
e) The selected bid is referred to finance and account department for financial
viability checking and after the due checking, the bid evaluation document is
sent for CE’s approval.
f) On receipt of the signed document, purchase department prepares the draft

purchase order, gets vetted from accounts department and place it to the
selected party.
g) It is noted that, based on the short listed offers, the concerned vendors are
informed, and if the offer is rejected, concerned vendor is informed and
Earnest Money Deposit if any is also returned.
74
POWER PROJECT
Miscellaneous procurement related aspects

The additional procurement related aspects viz.
a) Emergency procurement
b) Annual overhauling related procurements
c) Work order / Labour contracts procurement
Emergency Procurement
The Delegation of Power clearly provides a provision for this requirement and
difficulties not faced in these aspects.
Annual overhauling
The annual and capital overhauling activities are taken care by maintenance
planning department.
Work / Labour contracts procurement

The awarding of work / labour contracts are managed by respective departments.
Stores Management Function

At DCRTPP, the store is a part of the purchase and stores department and is headed
by a XEN who reports to SE (MM & Stores) as indicated in the organization structure.
The XEN, stores is supported by 2 Assistant Executive Engineers, 1 Assistant

Engineer and other staff.
The process map of store functions in the plant is shown below:
1) Receipt Section
a) Checking of papers for receipt of items against P.O.

b) Physical inspection
c) Inspection by user (as per requirement)
d) Entry into Stock Measurement Book / Stores Receipt Voucher (SMB/SRV).
2) Storage Section
a) Assigns code no. to item against SMB

b) Prepares tally card
c) Bin is prepared
d) Card with location is assigned.
The responsibility of stores department at DCRTPP starts as soon as the material

arrives at plant location. Store arranges for proper receipt and inspection of materials
and this department is custodian of that item until it is issued to the respective user
department. The functions of the store in DCRTPP is described below.
75
POWER PROJECT
Receipt and Inspection
a) The activity of stores department starts when the indented material is

delivered to the plant premise by the supplier. The entry of the material to
plant premise is recorded at the collection centre (CC).
b) The stores department is responsible for the inspection of delivered goods. In

case of any discrepancy, the supplier is informed and asked to take
necessary corrective action.
c) After proper stacking of the material, register entry is made for the same.
Then the stores department issues a material arrival note which is sent to the
respective utilizer department. Utilizer department inspects the material.
d) In case the department finds discrepancy in quality of the material received, it

is rejected, else the material is approved and the details are entered into the
Stock Measurement Book / Stock Receipt Voucher.
e) For the rejected material, the store prepares a rejection memo stating the
ground of rejection and informs the concerned supplier and the material is
replaced.
Storage
a) The storage section assigns code number manually to the material as per the
Stock Measurement Book.
b) A tally card is prepared.
c) Bin Card is prepared with its storage location identified.
d) Material is stored as per the identified storage.
e) The store informs Finance & Accounts department for processing the
payment.
Vendor Management
The need for developing vendors is to ensure that the supplies are locally available,
customized, price competitive, consistent quality and reliability.
At DCRTPP, vendor development is being done to address for some spares through
local vendors in place of OEM spares. Coal mill spares are 99% indigenized.
However, a system is yet to be in place.
Codification
Variety of items in stores can be reduced by following a suitable codification system.
There are approximately 15,500 and all are codified.
ABC Analysis
ABC analysis provides a mechanism for identifying items that will have significant
impact on overall inventory cost, while also providing a mechanism for identifying
different categories of stock that will require different management and controls. It
suggests that inventories of an organization are not of equal value.
ABC analysis is yet to be initiated.
76
POWER PROJECT
Physical Stock Verification
Physical verification of material stock in store is one of the crucial activities of

warehousing and storage. This process is absolutely necessary to ensure that the
actual physical balance of stocks in store matches with the records. Store in
DCRTPP is performing physical verification of stores annually. An external agency
was hired for physical inspection.
During the discussion at the site, the following is understood:
Some of the bulk consuming items like grinders, sulphuric acid etc. (which are not
readily available) can be placed on L2 after negotiation (with the agreement of L1) on
the price of L1 at a ratio of 60:40.
For some of the bulk consuming items, the procurement is divided among three
plants PTPS, DCRTPP & RGTPP.
Lead time varies from case to case. It was observed that, normally the material from
vendors are received in time.
E-auction has started in association with Metal Scrap Trade Corporation (MSTC).
Presently, the implementation of E-Tendering has not been initiated.
Training: Training for material management department has started previous year.
Presently the store is facing shortage of covered storage area.
77
PROJECT
4.4.3 The Standard Functions of Material and Works Management

The following are the standard parameters to ensure the effectiveness of
Material management functions in a power station.
Sl. Material Management functions Status at DCRTPP
No.
1.0 Purchase policy: DCRTPP material
The purchase policy provides overall management process is
guidance under which purchasing functions based on “Purchase
shall operate, contains uniform procedures regulations on procurement of
to be followed at all the business units stores issued through the
including Corporate Office. Purchase policy Directorate of Supplies and
aim at not only effective and efficient Disposals, Government of
operations but also making purchasing as a Haryana, Department of
profit centre. It also provides management’s Industries & Commerce, G.O.
position and greater consistency and No. 2/2/2010-4 I BII dated 28
authenticity on important issues including May 2010, along with a
delegation of authority in the administration Memorandum for Amendment
of purchasing functions. in erstwhile HSEB, Purchase
Regulations-1974, dated
31/05/2011”.
As per the purchase

regulations, DCRTPP is yet to
adopt vendor management, E-
Procurement.
2.0 Delegation of Powers (DoP): Delegation of Powers is in

The complete material management is place. It was found to be
driven by Delegation of Powers (DoP) adequate except that Chief
Manual. DoP covers all aspects of Engineers of the Plant need to
procurement including Procurement & be delegated powers to avail
Works, activities regarding setting up new / Diagnostic Services from
expansion projects, HR Powers, DOP to consultancy organization, to
specific projects, etc. address the specific problems.
3.0 Procedure of procurement: Procedure of procurement is

The procedure for procurement is in place and is found to be
standardized and followed through software adequate. However, the
system. system is manual and tedious.
4.0 Vendor Management System: Vendor management is in

Vendor Management is done to ensure nascent stages, yet to be fully
supply of quality product/services, reliable in place.
delivery, before and after sale services with However, it has been
readily available quality of spares at informed by HPGCL that
reasonable cost. Vendor management has
been initiated.
78
PROJECT

No.
5.0 ABC analysis: ABC analysis is yet to be
ABC analysis provides a mechanism for initiated.
identifying items that will have significant
impact on overall inventory cost, while also
providing a mechanism for identifying
different categories of stock that will require
different management and controls. It
suggests that inventories of an organization
are not of equal value.
6.0 Stock Items: System of reordering based

These items are regularly required by many minimum and maximum is yet
user departments and have a to be in place.
stabilized/established consumption pattern
so that those are brought under Automatic
Replenishment System (also known as
safety stock to meet the increased
requirement during the lead- time or delays
in receipt of materials over the normal lead
time), reorder level (stock representing the
normal (mean average) lead time
requirement and safety stock), reorder
quantity and maximum stock. As soon as
the available stock and quantities in pipe
line (pending requisition / indents and
pending purchase orders) reach reorder
level, the indents are raised by stores.
7.0 Non-stock items: System of non-stock items is

All items other than those declared as in place.
‘stock items’ are called ‘non stock’ items
and the requisitions are raised by the user
departments.
8.0 E-Procurement: System of E-Procurement is

E-Procurement is very important to achieve yet to be in place.
uniform procurement process to all units. It
has ability to reduce procurement cost by
reduction in the lead time, reduction in
transaction cost and cycle time etc. E-
Procurement also helps in building
collaborative relationship with suppliers. E-
Procurement enables greater transparency,
it also enables best practices and increase
vendor base. E-Procurement also reduces
the possibility of cartel formation and
generates responsible competition. It also
achieves saving in administrative and
process cost. E-Procurement enhances the
security and it is also a step towards ERP
systems for the organization.
79
PROJECT

No.
9.0 Purchase through Annual Rate Purchase through annual rate
Contracts: contracts is in place for bulk
The items for which Annual Rate Contracts consuming chemicals, furnace
have been finalized by Materials oil and items like grinders.
Management Department, no tendering is
done in individual cases and as soon
Purchase Requisition for such items is
received, P.O. shall be issued giving
reference of such contract.
10.0 Codification: All items are codified.

The characteristics of a good coding
system include the following:
Flexibility-it shall be long enough to meet
the needs of the future.
Precision: The codification system shall
ensure a unique code for each item.
Brevity: The total number of letters or
numbers shall not be too large so as it
loses its immediate meaning to the user of
the material
Standardization: it shall help in
standardization of items in the inventory,
which consists of reducing the variety of
items stocked in the inventory to a workable
minimum, by fixing sizes, shapes,
dimensions and other quality characteristics
of the item.
Codification covers all the items procured
and stored.
11.0 Physical Stock Verification: Annual stock verification is in
Physical verification of material stock in place.
store is one of the crucial activities of
warehousing and storage. This process is
absolutely necessary to ensure that the
actual physical balance of stocks in store
tally with the balance appearing in the
records as well as that the materials are
matching the descriptions and
specifications as documented.
12.0 Training: Training has started recently,
Regular and systematic training enhances but effectiveness is yet to be
the knowledge about the job being seen.
performed and also ensure implementation
of latest techniques in day-to-day activities.
80
POWER PROJECT
 The material management at DCRTPP is based on existing procurement /

purchase policy and Delegation of Powers.
 At DCRTPP, all purchase and stores activities are carried out manually
through filing system. This is leading to high cycle time and huge manual
efforts.
 HPGCL does not possess a central procurement cell at corporate; this may
result in duplication of buying at different stations, high inventory levels, non-
standardization in adopting common systems among stations, poor vendor
management, etc.
 Vendor management system is yet to be fully in place at DCRTPP. However,

it has been informed by HPGCL that Vendor management has been initiated.
 ABC /VED analysis exercise control over all material management activities,
which is yet to be practiced at DCRTPP.
 The system of economic reorder quantity for stock items is at a nascent

stage, means the stock items are either excess or very minimum and this may
result in non-availability of crucial items at the required time.
 The stores is facing shortage in covered sheds, this may result in poor
protection of critical equipments. However, HPGCL informed that sheds have
been provided.
 Presently E-Procurement is not practiced at DCRTPP. E-Procurement

ensures uniform procurement at all stations, reduces procurement cost,
reduces the lead time and cycle time, etc. Also, supports in vendor
management system However, HPGCL informed that E-tendering & E-
auction have been started. Further improvement will take place after
implementation of ERP system.
 The physical stock verification is performed annually.
 Due to the rotational posting, it becomes necessary that, the personnel are
trained in purchase procedures, ABC analysis, vendor management, use of
cost and price analysis, etc. before being posted in material management
section. The training has started recently and adequacy is yet to be seen.
81
POWER PROJECT
1) The existing delegation of powers may be enhanced to include power to Chief

Engineers of the Plant to avail Diagnostic Services from consultancy
organization, to address the specific problems.
2) HPGCL should adopt latest ERP software common for all the units, so as to
stream line the material management systems for reducing the procurement
lead time, huge manual efforts, and also for standardization of systems and
common coding system among the plants. The ERP software also helps in
streamlining the E-Procurement, E-Auction. The usage of ERP also helps in
implementing ABC analysis and controlling the inventories.
3) Corporate procurement cell should be initiated which takes care of
procurement of high value items with a high lead time, procurement of fuel
and also controlling the inventory among the stations by adopting common
systems, vendor development/management, etc.
4) The purchase guidelines of HPGCL need effective implementation.
5) Required covered sheds to be ensured for storing critical equipments.
However, HPGCL informed that sheds have been provided.
6) The systematic training schedule about maintenance management practices
for the engineers before posting them in material management improves
performance and ensures consistency in process.
4.4.6 Implementation of action plan for Purchase and Stores
The Gap analysis and implementation action plan for Purchase and Store is covered
in Section – 5 of this Report. Also a concept note on Materials and Inventory
Management is attached as Annexure-14
4.5 Planning and Budgeting
4.5.1 Generation planning and budgeting –Introduction
These are the tools for monitoring, improving, benchmarking the operations of a
plant.
Generation Planning:
 Plans are made on annual basis- to fit with accounting year.
 Quarterly, monthly and daily sub-plans are made to fit into overall annual
plan.
 The planning is based on Units performance in past years and any
modifications carried out or any anticipated constraints in the operation and
internal bench marking is done
 External benchmarking is based on Industry standards and generation levels;
generation plans of other units and plants.
 Generation planning to include plant availability factor; plant load factor –
energy and power; efficiency, auxiliary power consumption, chemicals and oil
consumption.
 The planning takes into account the load demand variations, and scheduled
maintenance and integrate with other units/ power stations/ grid plans.
 The plant personnel down the line are motivated to own the plan.
82
POWER PROJECT
Budget:
Budgets are prepared:
 To assess the expenditure requirements.
 Provide the management indication of financing and costs to be met.
 Provide discipline in spending by individual cost centers by defining boundary
conditions.
There are two types of budgets- Performance Budget and Zero based budget;
a) Performance budget analyses previous years’ spending- at micro levels
adding up to overall budget picture. Draws from these numbers the
appropriate expenses to budget for coming years. These numbers are then
tempered for any known one-time costs expected to arrive at budget
proposals. Useful for gradual changes in operations.
b) Zero based budget carry out the budget exercise assuming ‘zero costs’ in
previous year- take a fresh look at the costs and arrive at a budget not
restrained by any inadequacies of previous years. Useful for radical changes
in operations.
Given the obvious linkage between level of O&M expenses incurred, to sustain the
performance levels, it is essential that a robust budgeting and financial exercise is to
be set in place. This has a very significant bearing on the utility financial performance
as the assets are in general expected to operate on a profit centre basis. Additionally
a strong budgeting and O&M planning will facilitate the utility to build up the case for
approval of O&M expenses applying due consideration to the asset vintage and
health, design issues, ensure approval from the regulator for revenue and capital
expenditure budgets for the operational assets.
Appeal before the regulator for allowing non-controllable O&M expenses which had
occurred due to extraordinary incidents e.g. major failure of equipments.
4.5.2 Generation planning and budget management at DCRTPP

Generation planning -Overview of the process
The generation planning exercise is conducted annually to meet the following two
primary requirements.
Making available annual generation plans to the CEA. (The submission of this plan is
usually around January, which is used by the CEA for perspective planning,
Demand-Supply gap national level assessment etc.)
To meet the tariff filing requirements of HERC.
83
POWER PROJECT
Generation planning
Process flow diagram drawing up the annual generation plans is following:
O&M, works and maintenance Projection of monthly generation

planning departments, prepare based on the schedules
overhaul and associated
schedules
Review of the plan by Chief Tuning of the generation plan

Engineer with discussions by forecast based on the fuel
works and Finance & Accounts transportation and availability
After finalization, the plan sent to Chief Financial Advisor finalizes

Corporate by CE office the plans in discussions with
Director (Generation /Technical)
Plan submitted to HERC as a

part of tariff filing and CEA for Submitted for MDs approval
generation planning data
requirements
Inputs considered for generation tariff application:
 Maintenance schedules, past/present year overhauling schedules and

proposed year overhauling schedules.
 Normative PLF, normative auxiliary power consumption, normative station
heat rate, normative oil consumption, transit loss of coal.
 Rates of coal and oil.
 Fixed costs like establishment costs, repairs and maintenance, depreciation,
advance against depreciation, interest on long term loans, interest on working
capital, return on equity.
 Working capitals like coal and oil stock, maintenance spares, receivables,
O&M expenses,
 Basis of tariff proposals like PLF (%), auxiliary power consumption (%), SHR,
oil consumption which are either average of previous 3 years or as per HERC
/ CERC tariff regulations and also norms fixed by CERC for equivalent
capacity units of other SEBs / NTPC.
Presently HPGCL is following Single Year Tariff. Only recently i.e. in December,
2012, the HERC has published the Multi Year Tariff (MYT) norms to be made
applicable for the stations. HPGCL will have to file a 3 year basis MYT tariff from next
year. The regulator is also fixing up the performance norms and bench marks for
asset performance in terms of Plant Load Factor, Availability, Auxiliary Consumption,
Station Heat Rate, Capital expenditure, O&M expenditure, etc.
84
POWER PROJECT
Generation target review and daily planning process
The SE (O&M) of respective unit discusses with shift charge engineer, XENs of boiler
maintenance, turbine maintenance, electrical and control & instrumentation
departments about the unit’s daily status, constraints for achieving maximum output,
maintenance plans for the day.
Chief Engineer if required, discusses with SEs on need based situations.
It is understood from the interaction at site that there is no structured daily generation
plan review meeting. The discussions are mostly informal.
The Managing Director (HPGCL) reviews the performance of each station every
month.
The display of plant actual generation achieved versus target generation could not be
seen at any location in the plant.
Backing down of Units
Since past few months, HPGCL is experiencing backing down of units. Haryana
Power Purchase Centre (HPPC) is importing power from other states as the cost of
generation from HPGCL plants is high.
It was observed in certain cases that the generation loss is due to forced outages
(refer the Annexure-15 and 16).
85
POWER PROJECT
BUDGET
Procedure for Budget Preparation
Budget is prepared on the basis of actual expenditure in the past two years and best
estimates for the current year.
HPGCL Corporate center has provided a two page instruction for the preparation of
budget (refer Annexure-17).
Budgeting Process Flow Chart

The overall process budget is a three phase activity as shown in the process chart.
Notification from HQ to station for Departmental budget prepared by

budget preparation XEN’s based on the guidelines
provided by HQ
For 300MW units estimate =

XEN (Works) consolidates the equipment cost x 1.5% + cost of
departmental budgets for CE’s overhauls + modifications carried
review out
XEN (Works) consolidates the CE’s office forwards the budget to

departmental budgets for CE’s senior accounts officer (SAO) HQ
review
SAO compiles station wise annual

SAO/CFA consolidates station wise budget after incorporating the
annual budget and puts up for MD’s administrative expenditure from
consideration Accounts department. Changes if
any, are communicated to station
MD places the budget for Board’s

approval
Inputs for revenue budget

The general guidelines that is being followed at DCRTPP for the budget preparation
is following:
Each department estimates the departmental budget based on the equipment cost.
For example, a Boiler maintenance department considers the cost of the boiler and
auxiliaries for the preparation of the budget and likewise other departments.
C&I department apart from the cost of the equipment considers additional 8% of the
Boiler and turbine department equipment cost.
The department budget for the year is estimated as follows:
The guideline for the budget preparation for a station is the tariff of the station,
1.5 % of the equipment cost + cost of the overhauls expected + cost of modifications
proposed.
An escalation factor of 0.5% is added once in 5 years for arriving at budget estimate
based on the equipment cost.
86
POWER PROJECT
Budget Review
It is understood during the discussions that, the budget is fully utilized in the past,
and sometimes the expenditure exceeded the planned budget.
The reason for the actual expenditure exceeding the planned budget was understood
to be because of the unforeseen equipment failures (example failure of Turbo
generator in unit 1 and 2 of DCRTPP).
It was given to understand that the preventive maintenance schedules need to be

reviewed and implemented.
Instructions are issued by HQ to the sites to ensure that the expenditure does not
exceed the planned budget.
Review and Monitoring of Budget
The budget is reviewed on half yearly basis. However during the interactions at site,
it was understood that, the reviews on planning and budget should be strengthened.
In view of the equipment failures leading to the increased costs of maintenance and
spares, there is a need to strengthen the maintenance planning team with focus of
condition based preventive maintenance schedules developed.
The frequency of O&M reviews should be increased.
HPGCL Annual Budget for Financial Year 2013-2014
The following are the extracts from HPGCL Annual Budget for FY 2013-14 and its
analysis:
The above pie chart represents the total budgeted office wise operating
expenses in percentage for PTPS, DCRTPP & RGTPP.
87
POWER PROJECT
Each sector represents the % budgeted office wise operating expenses for
each station, i.e. PTPS, DCRTPP & RGTPP.
The office wise operating expenses allocation is high for PTPS in comparison with
RGTPP and the reasons can be attributed to:
 High cost of generation

 Higher fuel cost
 Older units
 Smaller size units of 4x110 MW with a lower budgeted PLF of 68% (ref.
HERC order 2013-14)
 8 no. of units in comparison with 2 no. of units of RGTPP
 Lesser automation
 Higher repairs and maintenance, unit overhauls
 Higher employees cost due to more no. of employees.
 Also, Rs. 13.58 Crores allocated for a part of Unit-3 & 4 R&M activities.
The above pie chart depicts the total budgeted gross generation of PTPS, DCRTPP
and RGTPP.
The budgeted gross generation is divided into three sectors representing the %
budgeted gross generation for PTPS, DCRTPP and RGTPP.
The budgeted gross generation at PTPS is high due to higher installed plant capacity
(but the PLF for Units-1 to 4 is fixed at 68% due to ageing).
The budgeted gross generation at RGTPP is on a lower side due to lower PLF (70%)
when compared to its installed capacity.
[Ref. Budget estimates, 2013-2014, Schedule- 1(a) and HERC order 2013-14].
88
POWER PROJECT
The above pie chart represents the total working manpower of PTPS, DCRTPP
(includes manpower of WYC, Hydel) and RGTPP as on 01.07.2013.
The three sectors represent % of working manpower for PTPS, DCRTPP & RGTPP.
 The higher % of manpower at PTPS is due to higher man to MW ratio of 1.74,

as compared to 0.94 of DCRTPP (includes WYC, Hydel) and 0.413 of
RGTPP
 8 no. of units totaling 1367.8 MW, out of which 4x110 MW units are
commissioned during 1980s and Unit#5, 210 MW commissioned during 1989.
And another reason can be poor automation.
 The lesser manpower at DCRTPP and RGTPP can be attributed to relatively

newer units commissioned during 2010 and 2010-11 respectively, 2 nos. of
units of higher capacity at each plant and latest automation.
The above pie charts represent the budgeted total fuel cost as a percentage for
PTPS, DCRTPP & RGTPP for the FY 2013-14 and 2012-13.
Each sector represents % budgeted fuel cost for PTPS, DCRTPP & RGTPP.
89
POWER PROJECT
PTPS
The allocation of budgeted fuel cost for PTPS is 52.2% for FY 2013-14 against
45.9%for the FY 2012-13.budgeted PLFs were 70% for Units-1 to 4, 85% for units 5
to8 (HERC order 2012-13).
The comparison indicates that, the performance of the units-1 to 4 has been
degraded.
It can be seen that, the allocation of fuel cost is high for PTPS for FY 2013-14 and
reasons can be:
 Fuel cost/kWh is Rs. 3.93 for Units-1 to 4 (4x110 MW), Rs. 3.12 for Units-5 &
6 (2x210 MW) and Rs. 3.04 for Units-7&8 (2x250 MW) (as per HERC order
2013-14).
 The budgeted PLFs are 68% for Units-1 to 4, 85% for Units-5 to 8, as against
70% for Units-1 to 4 during FY 2012-13.
 Higher budgeted specific fuel oil consumption in older 110 MW units, i.e. 2
ml/kWh [past consumption is 5.81 for 2012-13, 5.56 for 2011-12].
 Higher actual specific coal consumption (0.864 kg/kWh for 2012-13 and 0.909
for 2011-12)
 Past poor performance of 110 MW units, as PLFs achieved were 50.82% for
2012-13 and 63.71% for 2011-12.
 From the document no. ETAS 056/1.4.4, it can be seen that, the total no. of
outages for the total plant is 203 nos. for the FY 2012-13.
(ref. HPGCL MIS soft data as provided by HQ).
DCRTPP
The budgeted percentage share of fuel cost for DCRTPP is 17.6% in FY 2013-14
which is nearly equal to that of 2012-13.
The budgeted PLFs remains the same at 85%.
The past performance indicates that, the plant was achieving low PLFs of 61.45%
(FY 2011-12) and 18.33% (FY 2012-13), due to turbine rotor problem in both the
units.
RGTPP
The percentage share of fuel cost for RGTPP has decreased from 37.3% (2012-13)
to 30.3%, reasons are:
Lower budgeted PLF of 70% (2013-14) from 85%.
Achieved poor PLF of 52.73% for FY 2011-12 and 47.5% for FY 2012-13 as against
budgeted PLF of 85%
Reasons attributed are certain teething problems, high ash content in coal,
inadequate coal supply, etc.
90
POWER PROJECT
The above pie chart depicts the total % allocation of operation, repair & maintenance
cost for PTPS, DCRTPP & RGTPP.
Each sector represents the % allocation of operation, repair & maintenance cost for
each thermal power plant.
Very high allocation of operation, repair and maintenance cost for PTPS in
comparison with RGTPP can be attributed to:
 Ageing of units resulting in higher repair and maintenance
 Lesser automation, etc.
 More no. of units
 Frequent outages of units.
The pie chart represents the % of total employee cost for PTPS, DCRTPP and
RGTPP.
Each sector represents the % of employee cost for each thermal power plant.
Very high allocation of employees cost for PTPS in comparison with DCRTPP &
RGTPP can be attributed to:
 Higher Man to MW ratio of 1.74, as compared to 0.94 of DCRTPP (includes
WYC, Hydel) and 0.413 of RGTPP.
 More no. of employees as no. of units is more, 8 nos. in comparison
with 2 nos. of DCRTPP and 2 nos. of RGTPP.
 Lesser automation as 110 MW units are commissioned during early
1980s, etc.
91
PROJECT
4.5.3 The Generation Planning and Budget management

The following are the standard parameters to ensure the effectiveness of generation
planning and budget management in a power station.
Sl. Generation Planning and Budget

Status at DCRTPP
No. Management functions
Generation target setting:
The generation target setting is the initial
activity that is linked to maintenance
planning and overhaul scheduling. Besides
performance based generation regime with
Generation target setting is in
1.0 cost recoveries linked to achievement of
place.
normative levels of PLF / Availability, the
generation target setting is often the critical
link to the financial health of the utility with
the fixed cost recovery being prorated to the
achievement of performance levels.
Focus on exceeding regulatory targets on
a sustained basis Unforeseen equipment failures
The minimum plant performance for thereby leading to disruption in
ensuring commercial operations is defined achieving the generation
by the targets specified by the regulator in targets.
1.1
the tariff order. The utility has to identify the Strengthening preventive and
steps required to achieve / surpass the same diagnostic maintenance
on a sustained basis. The steps identified schedules can lead to
are reflected suitably across generation surpassing targets.
planning as well as plant level budgeting.
Day-ahead forecasting:
Day-ahead forecasting is important in states
where generation utilities stand to be
affected by Availability Based Tariff (ABT).
1.2 Utilities establish an ABT Cell comprising of
personnel skilled in analyzing the impact of
ABT. Guidelines are set on day-ahead
generation planning to optimize on
commercial implications of ABT regime.
Budget management
2.0 Budget management guidelines are in place. May be
reviewed periodically.
Budget manual:
Better performing utilities developed a
suitable budget manual which acts as a
guideline for all involved in the budget
preparation process in the organization. The
budget manual typically covers the overall
A two page instructions are
2.1 framework of the budgeting system, detailed
issued.
budgeting process, budgeting responsibility,
time schedule for budget preparation, and
the system for monitoring adherence to
budgetary targets. It also provides the
relevant formats for all the above aspects.
92
PROJECT
Sl. Generation Planning and Budget

Status at DCRTPP
No. Management functions
Plant level budget committee:
Plant level budget committee comprises of
Plant Head, O&M in-charges and various
departmental heads. The committee reviews Plant level budget review
2.2
the overall physical targets, examine the committee is not in place.
budget proposals of the individual cost
centers and prioritize the allocation of
resources to them.
2.3 Planning and approval of budget: Advance Planning &
The advance planning and approval of Approval is in place.
the budget facilitates for planning of The budget preparation is
overhauls, lead time for spares initiated one year prior to the
procurement and also men and material planned financial year and
management. same is being approved 4 to
5 months prior to the
planned financial year.
93
POWER PROJECT

 Focus on exceeding the regulatory targets is not place. This may be due to
backing down of units. Detailed shortfall analysis, partial loss analysis is not
being done on regular basis.
 Presently HPGCL budget guidelines are very general in nature. A detailed

budget manual would help in preparing a good budget that is neither excess
nor undersized.
 System of plant level budget committees for reviewing the overall physical
targets, examining budget proposals and prioritizing the allocation of
resources not in place. This may result in exceeding or under utilization of
budgets.
Generation Planning
1) Energy audits are yet to be conducted. Detailed review on shortfall analysis

should be done to address the gaps.
2) Detailed review of the plant constraints should be undertaken.
3) External benchmarking with Industry standards and other units and plants of
HPGCL needs to be started.
Budget
1) Budget manual to be prepared for guiding the personnel involved in budget

preparation, typically covering overall budget framework, detailed budgeting
process, responsibility, time schedule and system of monitoring the
expenditure with adherence to budgetary targets.
2) A plant level budget committee to be set at plant for reviewing the overall
physical targets, examining budget proposals and prioritizing the allocation of
resources to them.
3) Operation, efficiency and maintenance planning departments to involve in
budget preparation.
4) Budget preparation should be given sufficient time ahead of approval for
proper planning of spares procurement and budget expenditure.
5) Corporate should also give more thrust in periodic reviewing of the budget.
94
PROJECT
5.0 SUMMARY OF GAPS & RECOMMENDATIONS

Sl Gaps Identified Recommendations
No
1 Operation and Maintenance Practices
1 The PTW system is manual. System of The following need to be introduced:
safety permits like hot permit, etc., and i. The Computerized Permit to
LOTO system not followed. This is Work system (PTW)
ii. Computerized Maintenance
potentially unsafe work practice.
Management System (CMMS)
iii. LOTO system in O&M for
important systems in phased
manner.
2 ERP System is not available at the power A comprehensive ERP system with
plant. various essential modules which have
been suggested in the report may be
introduced. The module on “Operation
and Maintenance” may be introduced on
priority.
3 System of creating a special overhaul System of creating a special overhaul
team for overhaul coordination and re- team for overhaul coordination and re-
commissioning ensures for completeness commissioning may be followed.
of the work carried out, by charging the However, HPGCL informed that special
system and taking trial run of the overhaul team for overhaul coordination
equipment, checking protections and has been constituted.
interlocks, thereby ensuring the readiness
of the equipment / system for operation.
Presently the system of creating a special
overhaul team is not practiced
4. SOP’s are essential documents for Though Standard Operation Procedures
bringing consistency in operation and (SOP) for various systems are
averting equipment failures. Developing developed, however same needs to be
standard operation procedures and modified as per industry format.
training engineers regularly on SOP’s will
be effective in optimizing the cost of
generation.
5 Standard Maintenance Practices and Standard Maintenance Practices and
equipment check lists are not available, Check list need to be developed as per
indicating a non-standard maintenance industry format.
practices and this could lead to unreliability
of the equipment.
6 System of raising defects is manual. A System of raising and closing defects

manual system may suffer from the need to be computerized.
ineffective monitoring, incomplete defect
liquidation and non standard practices.
7 System of scheduled equipment Equipment change over schedules have
changeover is not practiced regularly, been developed but not regularly
which can result in imbalance in followed. As per standard practice this
equipment running. This could affect the needs regular follow up by concerned
preventive maintenance schedules and department in coordination with
may lead to equipment forced breakdown. Operation department.
95
PROJECT

No
8 Training of employees on Standard O&M Systematic Training on simulator needs
procedures is in place. A systematic to be organized.
training on standard operation practices
and simulator would result in higher
efficiency and availabilities of the units.
9 Trip and defect analysis does not bring Systematic action plan for
out specific action plans, for corrective implementation of Corrective and
and preventive measures to avoid future Preventive (CAP) measures need to be
failures. Such a system may lead to developed and implemented.
repeated failures.
10 System of checking interlocks and Checklists Protocols / Records of
protections is in place, but protocols of checking interlocks and protections
checks are not maintained systematically need to be maintained more
systematically.
11 Regular and intensive O&M reviews are Systematic review of Operation and
not in place, resulting in inadequate Maintenance on daily / Monthly basis
review of critical parameters, operation needs to be put in place and standard
practices, generation targets, review formats need to be developed
repeatability of activities, spares and exception reports with clear
problems, etc. responsibilities and targets
communicated
Subsequently, it is intimated by HPGCL
that Daily Planning Meeting (DPM)
chaired by respective Chief Engineer is
in place.
12 Benchmarking with similar sized units is To start with benchmarking with similar
yet to be done, and is recommended for units of HPGCL may be initiated.
optimizing plant performance and
manpower resources.
13 Maintenance Contract management is It is suggested that Maintenance
being done by respective maintenance Contract Management function should
departments. There is a scope for be entrusted to a centrally coordinating
optimizing the contracts and improving agency such as maintenance planning
coordination regarding interface issues specifically in case of overhauls.
14 Condition monitoring systems need to be Condition Monitoring Systems needs to

improved to reduce breakdown of be implemented for various techniques
equipment. Viz Vibration, Oil analysis,
Thermography etc.
15 Long term planning is performed by It is suggested that Maintenance
concerned maintenance personnel and at Planning may be strengthened.
a initial stage. A central coordinating
agency such as Maintenance Planning
for consolidation of defects and repairs,
addressing the interface issues, safety
requirements, incorporating the feedback
from previous maintenance to be
96
PROJECT

No
strengthened to avoid delayed and
incomplete maintenance
16 Vendor development efforts need to be Vendor Management System needs to
increased to avoid inconsistent quality be put in place.
and reduce costs. However, HPGCL informed that Vendor
management has been initiated.
17 System of maintaining equipment history The history of equipments breakdown
records is at individual’s interest: this and repairs should be accessible online
needs to be structured into system. through Computerized Maintenance
Management System.
18 The critical parameter deviations are Software packages for online
recorded. However root cause analysis is performance evaluation & optimization
not carried out for want of online system needs to be implemented.
and expertise of those monitoring. However, HPGCL informed that offline
Review is quantitative than qualitative. performance monitoring is done through
Also, there is no online software formulae calculation on regular basis
efficiency management system that can and is reviewed in ORT meetings.
guide the engineers for efficient
operation.
19 The O&M structure provides adequate It is suggested that development
manpower for each unit, but the programs for junior staff need to be
availability of specific experts and organized.
development programs of junior staff is However, HPGCL informed that
missing. training programmes are now in place
for junior staff.
20 The control room engineer takes care of Interchangeability of duties among
only one area control and engineers in the control room need to
interchangeability of duties among the be implemented.
engineers is not in practice. This reduces
flexibility with the staff
21 Coal Handling Plant 1. The department engineers should
1. Non development of any check lists by monitor and exercise control over all
the contractor to ensure healthiness of the activities provided under the
conveyor protection, system, preventive contract. Operational monitoring of
maintenance system or housekeeping the coal handling plant, deployment
system. of manpower as required at various
locations, up keep of records, filing of
2. There is gap in ensuring healthy check lists, proper logging of events
upkeep of the plant as departmental are important things which
deployment is too meager. department should ensure. On the
maintenance side, the supervision of
works for quality, to ensure there is
no pending list of works to be done,
deployment of proper staff, and use
of right maintenance procedure is
adopted by the staff doing
maintenance.
2. Housekeeping needs more attention.
3. It may be ensured through system of
check lists that all the electrical
97
PROJECT

No
protection provided to stop the
conveyor in case of emergency are in
service and checked regularly.
22 Ash Handling Plant 1. Contractor may be asked to correct
the deficiency in the pneumatic
1. The deployment of work force by the system.
contractor fall short of requirement. 2. Both the ash evacuation systems are
2. Departmental staff need augmentation put in operation regularly. There are
to exercise proper control over the working therefore two plants in operation
of contractor operating at any given time. The
deployment of work force by the
contractor falls short of requirement.
He may be asked to satisfy the
provision made in the contract to
meet additional demand of
manpower when situation so
demand.
3. The Executive Engineer has to look
after boiler maintenance also. There
is a need to augment departmental
staff in this area.
4. The department should exercise
control over the working of contractor
in regard to shift wise and category
wise manpower deployment , his
system of inspections and filling of
check lists and log books, system of
history record keeping and use of
spares etc.
23 Water Treatment Plant The SWAS may be given priority for its
1. The SWAS system is not fully repair and back into service.
functional. It is operative only for three
parameters out of fifteen provided. However, HPGCL informed that
remedial action has been taken.
2. Operation and Maintenance Management Practices
2.1 Maintenance Planning

1 The maintenance planning function at Computerized Maintenance
DCRTPP requires Computerized Management System (CMMS) needs to
maintenance management system in be introduced.
order to fulfill its role effectively
98
PROJECT

No
2 Budget preparation, short term, long It is suggested that Maintenance
term planning, spares planning, Planning could be entrusted the
maintenance schedule preparation are responsibility for the overall planning of
the maintenance activities both short-
carried out by respective maintenance
term and long-term.
departments .
4 The system of structured daily O&M Systematic review of Operation and
meetings is not in place. This may lead to, Maintenance on daily/Monthly basis
inadequate review of critical parameters, needs to be put in place and standards
review formats need to be developed
operation and maintenance practices,
and exception reports with clear
generation targets, spares issues, forced responsibilities and targets
outages and resource constraint so that communicated
the same could be communicated to the
Subsequently, it is informed by HPGCL
management for resolution. Effective that Daily plant meeting (DPM) chaired
Spares assessment and coordination. by respective Chief Engineer is in place.
Spares assessment and coordination is

performed by respective maintenance
engineers and needs to be
systematized
5 Spares assessment and coordination is It is suggested that Maintenance
performed by respective maintenance Planning should involve in Spares
engineers. assessment and coordination.
6 Equipment condition monitoring needs to It is suggested that Condition monitoring
be reviewed. Condition monitoring techniques to be strengthened under
techniques such as vibration analysis, oil maintenance planning.
analysis, and motor current signature
analysis are to be strengthened for
improving equipment reliability and reduce
forced outages.
7 The system of reordering based on As at item 1 above.

minimum inventory level of consumables is However HPGCL informed that although
yet to be practiced. This may affect the the system of minimum level of
inventory in respect of critical items is
cost of maintenance.
maintained, however, more items will be
covered after implementation of ERP
system.
8 The system of Mean Time To Repair System of MTTR and MTBF should be
(MTTR) and Mean Time Between Failures followed.
(MTBF) is not followed. This will lead to
unplanned outage of equipments /
systems, lack of planning for spares, and
man power, and also results in generation
loss.
99
PROJECT

No
9 The maintenance activities are mainly As at item 1 above.
carried out based on individual’s
experience and assessment and is
outsourced. There are no standard
equipment check lists. This may affect the
equipment reliability.
Statutory Compliances need to be
10 Statutory compliances are ensured by
coordinated by a single central agency.
respective departments and central
coordination by single agency is not in
place. This might result in unproductive
use of maintenance engineers for other
than maintenance functions.
It is suggested that Maintenance
11 The O&M departments of respective units
Planning could be entrusted the
perform the preparedness activity for unit responsibility to perform shutdown
overhaul. Such a system may not /overhaul preparedness activity for unit.
effectively address the interface issues
during the overhaul as the individual
departments may not be equipped with all
the information and hence there is always
a chance of missing important
activity/activities in the overhaul plan.
2.2 Efficiency
1 MIS system for monitoring plant The existing MIS system for monitoring
performance is not comprehensive. Plant Performance needs strengthening.
However, HPGCL has informed that MIS
as per requirement are already in place.
2 The efficiency department at DCRTPP is Efficiency departments need

mainly concentrating on daily generation strengthening in terms of manpower,
data collection, preparation of reports knowledge, tools, software and training.
and forwarding it to generation cell, However, HPGCL informed that steps
headquarter, CEA, etc. Efforts are also to impart training to Engineers have
in place to improve the efficiency by been initiated.
using the data and data trends.
3 Periodic efficiency testing of systems Audit for auxiliary power condenser

and equipments is not in place vacuum and consumption of DM water
should be done periodically
4 Heat rate improvement programs, There should be system to monitor heat

equipment performance testing is yet to rate deviation and performance.
be initiated. There is no system of daily Subsequently HPGCL informed that
100
PROJECT

No
and monthly heat rate deviation review there is monthly ORT meeting to review
to identify the underperforming plant heat rate and other performance
equipments / areas. parameter. Further, efficiency
calculations are being carried out
fortnightly.
5. System of pre-overhaul survey for This may be established.

identification of leakages is not in place. Subsequently HPGCL informed that pre
& post -overhaul performance
monitoring system has been introduced.
6 Close coordination of Efficiency team with It is suggested that Efficiency

operations department during startups department should closely associate
and unit shut down helps in identifying the with operation department during
bottlenecks. Such a system is missing at startups and unit shutdown.
DCRTPP
7 The periodic audit of auxiliary power and The engineers at DCRTPP may be
water consumption keeps a check on encouraged to become BEE Certified
higher consumption. The energy audit is Energy Auditor. Engineers should be
planned for November, 2013 and is encouraged to obtain Certification from
outsourced BEE. For this purpose, full cost of
undertaking certification from BEE
should be reimbursed by HPGCL to
those engineers who are successful in
obtaining this certification.
8 The efficiency cell engineers are not Efficiency Engineers needs to be trained.
trained formally on efficiency testing and
analysis techniques However, HPGCL informed that steps
for training initiatives have already been
taken. Recently HPGCL Engineers
attended training on efficiency
monitoring at NPTI, Nagpur. Further,
two days workshop for efficiency
engineers of HPGCL was conducted at
DCRTPP, Yamunanagar by PMI, Noida
faculty.
9 Combustion Optimization system is not Combustion Optimization system
available. should be installed at all power
stations.
However HPGCL informed that it is an
additional system & there is no problem
with combustion process with existing
system & it is as per the original design
of the manufacturer.
1.3 Environment, Health and Safety (EHS)
101
PROJECT

No
1 The safety audit is yet to be outsourced This may be expedited.

However, HPGCL informed that external
safety audit has been carried out.
2 A dedicated EHS department is not in This may be established.
place. This may sometimes lead to lack of However, HPGCL informed that all
coordination and follow up requirements of EHS are complied with.
3 Permit To Work (PTW) system doesn’t The Computerized Permit to work system
address safety permits like confined space (PTW) should be introduced
permit, hot permit, permit for working at However, HPGCL informed that manual
heights, indicating lack of safety in O&M PTW is taking care of all the safety
related issues. On implementation of
ERP computerized PTW will be
introduced.
4 It was observed during the site visit, that Usage of PPEs needs further
usage of PPEs is generally found to be improvement.
better, but needs further improvement
2.4 Purchase and Stores
1 At DCRTPP, all purchase and stores HPGCL should adopt latest ERP
activities are carried out manually software and implement E-Procurement,
through filing system. This is leading to E-Auction and ABC analysis.
high cycle time and huge manual efforts
However, HPGCL informed that E-
tendering & E-auction have been started.
Further improvement will take place after
implementation of ERP system.
2 HPGCL does not possess a central A Corporate procurement cell should be
procurement cell at corporate; this may initiated.
result in duplication of buying at different
However, HPGCL informed that common
stations, high inventory levels, non-
items among all the power stations have
standardization in adopting common
already been identified and distributed
systems among stations, poor vendor
for procurement among the power
management, etc
stations of HPGCL
3 Vendor management system is yet to be Vendor development and management
fully in place at DCRTPP. This may system needs to be put in place.
result in procurement of poor quality
However, it has been informed by
products /services, un-reliable delivery,
HPGCL that Vendor management has
poor sales service and higher cost
been initiated.
4 ABC /VED analysis exercise control Computerized Maintenance Management
over all material management activities, System (CMMS) needs to be adopted.
which is yet to be practiced at DCRTPP.
5 The system of economic reorder Same as at item 1 above.

quantity for stock items is at a nascent
stage, means the stock items are either
excess or very minimum and this may
102
PROJECT

No
result in non-availability of crucial items
at the required time.
6 The stores is facing shortage in covered Required covered sheds to be ensured
sheds, this may result in poor protection for storing critical equipments.
of critical equipments. However, HPGCL informed that sheds
have been provided.
7 Presently E-Procurement is not Same as at item 1 above.

practiced at DCRTPP. E-Procurement However, HPGCL informed that E-
ensures uniform procurement at all Procurement will be in place after
stations, reduces procurement cost, implementation of ERP system.
reduces the lead time and cycle time,
etc. Also, supports in vendor
management system
8 The physical stock verification is Periodic and consistent physical stock
performed annually verification needs to be maintained.
However, HPGCL informed that stock
verifier has been posted at each power
station.
9 Due to the rotational posting, it Proper training modules in Maintenance
becomes necessary that, the personnel Management Practices including
are trained in purchase procedures, materials management need to be
ABC analysis, vendor management, organized.
use of cost and price analysis, etc. However, HPGCL informed that Training
before being posted in material modules have been introduced.
management section. The training has
started recently and adequacy is yet to
be seen
4.5 Planning and Budgeting
1 Focus on exceeding the regulatory Detailed review on shortfall analysis

targets is not place. This may be due to should be done to address the gaps.
backing down of units. Detailed shortfall
analysis, partial loss analysis is not
being done on regular basis, thereby,
resulting into repetition of generation
loss situations.
2 Presently HPGCL budget guidelines are A detailed Budget manual needs to be
very general in nature. A detailed budget prepared.
manual would help in preparing a good
budget that is neither excess nor
undersized
3 System of plant level budget committees Plant level Budget Review Committee
for reviewing the overall physical targets, needs to be put in place.
examining budget proposals and
prioritizing the allocation of resources
not in place. This may result in
exceeding or under utilization of budgets
103
PROJECT
6.0 IMPLEMENTATION OF RECOMMENDATIONS - ACTION PLAN
The detailed action plan as agreed by HPGCL Management indicating activities and
timelines for its execution are given below:
SL Activity Category
(Short/Medium/Long term)
Development and Introduction of comprehensive
1 ERP System Long Term
Development of MIS System for Monitoring Plant
2 Performance Long Term
Installation and commissioning of online software
package for optimization, fault diagnostics and
3 online performance monitoring of the power plant Long Term
Installation and commissioning of Simulators at
4 each plant Long Term
Development of Standard Operation Procedures
5 (SOPs) Medium Term
Development of Standard Maintenance
Procedures (SMPs), Checklists for equipments
6 and technical diary Medium Term
Development of equipment change over
7 schedules based on OEM Manuals Short Term
8 Training of Engineers on SOPs and SMPs Medium Term
9 Review of Delegation of Powers. Medium Term
1 Operation and Maintenance Practices
Development of Lock Out Tag Out ( LOTO)
1.1 System Medium Term
Development of Systematic action plan for
monitoring of Corrective and Preventive (CAP)
1.2 measures Short Term
Maintenance of Checklists Protocols / Records of
1.3 checking interlocks and protections. Medium Term
Implementation of Condition Monitoring
Techniques viz Vibration, Oil analysis,
1.4 Thermography etc Medium Term
1.5 Strengthening of Maintenance Planning. Medium Term
To be done in phased
manner being
1.6 Establishing Vendor Management System continuous process.
1.7 Need based training to all employees Continuous process.
O&M Management Practices – Maintenance
2 Planning
Introduction of System of MTTR and MTBF at the
2.1 power plant Medium Term
Identification of a single central agency for
coordinating all Statutory Compliances.
2.2 Short Term
104
PROJECT
3 Efficiency
Strengthening and reorganisation of Efficiency
departments in terms of manpower, knowledge,
3.1 tools, software and training Long Term
Periodical audit for auxiliary power, condenser
3.2 vacuum and consumption of DM water Medium Term
System for close association between Efficiency
department and Operation department during
3.3 startups and unit shutdown. Medium Term
Environment, Health and Safety (EHS)
Initiation of steps for minimizing water discharge
through an environmental program to reduce
wastage of water and associated pumping work
4.1 and auxiliary power consumption. Medium Term
Development of program for controlling the
4.2 overflow from the ash dykes. Already Done
5 Purchase and Stores
Introduction of system for critical review of Stores
5.1 inventory. Medium Term
Disposal of left out construction material lying in
5.2 the power plant. Short Term
Introduction of system for periodic and consistent
5.3 physical stock verification. Already Done
Organising proper training modules in
Maintenance Management Practices including
materials management.
5.4 Continuous Process
6 Planning and Budgeting
Detailed review on target shortfall analysis, to
6.1 address the gaps Short Term
6.2 Preparation a detailed Budget Manual. Medium Term
Constitution a Plant level Budget Review
6.3 Committee. Short Term
Short Term-Upto 01 Year
Medium Term- Upto 02 Year
Long Term- Beyond 02 Year
105

Reports DCRTPP June15

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

Reports DCRTPP June15

Uploaded by

Copyright:

Available Formats

HARYANA POWER GENERATION CORPORATION LIMITED

“Assessment of O&M Practices for Thermal Power

Review of overall Operation and Maintenance

DEENBANDHU CHOTU RAM THERMAL POWER PROJECT

(An ISO 9001:2008 certified Company)

Project Code: ETAS 056

4.4.5 Recommendations ...................................................................................... 82

The objectives of the assignment are:

a. Carryout an assessment of operations and maintenance practices as well as O&M

MAJOR AREA/FUNCTIONS STUDIED AT DCRTPP, YAMUNANAGAR:

OPERATION AND MAINTENANCE PRACTICES.

1. Safe and efficient operation of the generating units and,

 Training program may be further improved.

 The record keeping may be further improved.

OPERATION AND MAINTENANCE MANAGEMENT PRACTICES

The Maintenance Planning (MTP) department at DCRTPP, Yamunanagar is headed by a XEN,

The important recommendation in line with gaps identified in respect of functioning of

 Equipment condition monitoring may be reviewed and strengthened to improve

 Maintenance Planning may be entrusted the responsibility to perform shutdown

The important activities undertaken by efficiency department at DCRTPP are as follows:

Environment, Health and Safety (EHS)

Purchase and Stores

Objective of Materials and Works Management functions in an organization is to make

The material management and stores department is headed by a Superintending Engineer

Planning and Budgeting

Budgets are prepared:

 To assess the expenditure requirements;

HPGCL FEED BACK

maintenance management system, computerized Inventory Control and Management

3. Yearly training modules/schedules are now in place. Accordingly, Engineers of HPGCL

performance parameters etc have been started.

5. Special overhaul team for overhaul coordination has been constituted.

maintenance practices) have been initiated.

of Ash Dyke has been reported.

8. Process of vender development has been initiated and is in finalization stage.

9. Equipment change over schedule is now in place.

10. Additional covered sheds in stores have been provided.

1.1 Objective of this assignment

3. OPERATION AND MAINTENANCE PRACTICES

3.2 Organization Structure of DCRTPP

Shift operation structure of DCRTPP (Figure 1B)

Such a maintenance philosophy will be economically more attractive considering its

XEN XEN XEN XEN XEN XEN

AE/AEE AE/AEE AE/AEE AE/AEE AE/AEE Desk

OPR JE OPR JE OPR OPR OPR OPR

Helper Helper Plant

Typical Shift Operation Structure of NTPC

AGM (Operation) AGM (Maintenance)

Typical Shift Operation Structure of NTPC

Sr. Suptd. (SCE)

3.3 Parameters for the effectiveness of O & M Management

Sl. O&M Management Parameters Status at DCRTPP

Sl. O&M Management Parameters Status at DCRTPP

2.3 Technical Diary / Technical Handbook: Technical Diary / Technical

2.5 System of recording parameters: System is in place.

Sl. O&M Management Parameters Status at DCRTPP

2.10 System of sharing of trip analysis among Sharing of trip analysis

Sl. O&M Management Parameters Status at DCRTPP

2.17 System of optimizing the resource Benchmarking is yet to be

Sl. O&M Management Parameters Status at DCRTPP

3.1 System of monitoring equipment running System of equipment

Sl. O&M Management Parameters Status at DCRTPP

3.7 System of long term planning: Long term planning is in