Welcome you all

to
the Presentation
on
Predictive maint. philosophy
Presented by
Sh. A.K.Mishra
TALCHER SUPER THERMAL POWER STATION
NTPC-KANIHA

Business Environment :
Management Priorities
Four thrust areas :
1. Maintenance cost reduction.
2. Efficiency enhancement.
3. Forced outage reduction ( 0% by design).
4. Safety.
Knowledge based maintenance concept
deals with areas 1 & 3 above particularly with
reference to maintenance strategy area.

Maintenance strategies
Four types of maintenance strategies
1.
2.
3.
4.

CM(Corrective Maintenance).
PM(Preventive Maintenance).
PDM(Predictive Maintenance).
PAM(Proactive Maintenance).

Corrective Maintenance (CM)

CM refers to maintenance action done
after an equipment failure is detected.
It is reactive maintenance & also
referred as breakdown maintenance
(BD).

Preventive Maintenance (PM)

It is used to mean regularly schedule
maintenance activities (such as inspection or
routine servicing of equipments) or planned
maintenance activities aimed at avoiding or
reducing failures.

Time based preventive maintenance is called

periodic maintenance.
Other names for this include planned
maintenance, schedule maintenance, routine
maintenance etc

Predictive Maintenance (Pdm)

Condition based Preventive maintenance is
called predictive maintenance.
It
encompasses
condition
monitoring,
condition assessment & decisions regarding
when & what maintenance to be performed to
restore equipment capability to the desired
condition.

Predictive maintenance is a process of

converting
data
into
actionable
information.

Proactive Maintenance (PAM)

Proactive Maintenance is the process of
learning from past maintenance problems,
events or maintenance work & determines
the activities which eliminate or reduce future
maintenance work & improve equipment
reliability.
Root cause analysis (RCA) is a natural part of
PAM process which is applied on bigger or
repetitive problems.

Need of the time

Use of alternate maintenance
strategies.
Knowledge based analysis and decision
processes.

NTPC MAINTENANCE STRATEGY ROAD MAP

Plant Maint.
Optimization
(Phased
Implementation
of knowledge
informed Maint.)

Risk evaluation & prioritization

(REAP ensures that maximum risk is mitigated for each
rupee spent on outage.)
Streamlined reliability centered maint. (SRCM)
(Economic mix of CM, PM, Pdm and PAM tasks)
Predictive Maint.(Pdm)
(Condition - based)
Proactive Maint.(PAM)
(Root caused based maint.)

Present focus
on PM High
cost

Corrective Maint.(CM)
Reactive Maint.(Failure- based)
Preventive Maint.(PM)
Schedule Maint./ Periodic Maint. (Routine -based maint.)

Maintenance optimization
objectives

Help to understand :
Over view of maintenance optimization
How PDM correlates with other maintenance
strategies?
The features and functions of a PDM
program.
How to justify the program and evaluate its
success?
Exposure to PDM technologies with case
examples of actual plant situation.

Industry trends
Commercial power producers (CPP) goal:
Reduce O&M costs while increasing reliability
and availability.
Past approach: Reduce O&M budget
Result: Fewer maintenance resources.

(Availability and reliability gets affected in long

run.)

Industry trends (contd..)

Desired result :
Low cost , balanced maintenance strategy,increased
availability and reliability.
Preferred approach :
*Re-evaluate maintenance strategy
*Optimize physical function of maintenance.
*Time the maintenance:Most jobs in planned
maintenance than in forced outage.
*Decision based on value and condition assessment.

Maintenance Optimization
What it does?

* Maintenance optimization aims at the appropriate investment

balance of corrective,preventive,predictive and pro-active
techniques for maintenance and integration of diagnostic
maintenance ,financial and process data into the decision
making process.

Why plant maintenance optimization?

*Maintenance optimization improves the work environment

through enhancement of personnel skills,safety and technology
implementation.

Generating Utilities Options

PdM

PM

CM - Corrective Maintenance
PM - Preventive Maintenance

PdM - Predictive Maintenance

PAM - Proactive Maintenance

CM

Present
PM+PdM

PAM

PdM

Revert
to past

CM
Failures Cause
Cost Growth

Continuous
Improvement

CM
PM

Economic Mix

COST:
Option 1

Option 2
Maximize Commercial Availability

Higher Cost Power

Least Cost Power

How others have benefitted ?

Maintenance optimization
What : Advance maint. approach
How : work process
Who : skills,work culture,management
Tools : Technologies

Maintenance key elements

-

People
qualification
training
Inter departmental communication
Work process
Work identification
Work class out
Work execution
Work control
Work management system

Maintenance key elements

(Contd.)

Technologies
Maint. & diagnostic technology
Information integration tools
Continuous improvement
Management and work culture
Organisation
Accountability
Communication mechanism
Leadership
World class approach
Setting goals
Bench marking

Maintenance Tools
1. Laser alignment tool for small motors/ couplings/ Fans/Pumps
( probable supplier: M/s SKF, source: internet; cost: approx. 8
lakhs)
2. Ultrasonic attachment for grease gun ( to ensure adequate
greasing, avoid over-greasing)

( probable supplier: M/s PdMA Corp, Cost: $ 1300, sourceinternet)

3. Boroscope / Fibroscope for internal inspection: being used in
NTPC, use may be extended by adding suitable size heads

Maintenance flow chart

Where do technologies fit in Maintenance Activity
Plant Maint.
Program

Corrective
Reactive

Schedule
Preventive

Proactive
Root cause

Condition directed
Predictive
Condition Monitoring

Performance
monitoring

Design
Data

Operating
condition

Design sites
Monitoring

Root
cause
Analysis

Evaluation
Maint. Outage
Planning

Maint. Outage
were

Update Maint.
History

Maintenance optimization.
Move from reactive to planned
Predictive maintenance.

Establish the PDM process.

Organization.
Work process.
Communication.
Training.
Implement technologies including automation
Condition assessment repairing
Continuous improvement
Net cost benefit
Equipment commercial availability
Equipment maint. cost

PdM Process:Information to Action

Communication is 70% of the Issue
Maintenance History

FEED BACK

Operators Log
Batch Tests
Design Information
Process Parameters
(Temperature / Pressure / Flow)

Performance

Acquire Data

Infer Information
From Data

Predictive and Condition

monitoring techniques
(Oil Analysis/ vibration
/ thermography, acoustics etc.)

NDE Inspection

Visual Inspection

Utilize Field and Personnel

Experience

Utilize Analysis Systems and Neural

Networks

Take Corrective
Action

Maintenance Orders
Post Maintenance Tests
Operations & Procedures
Adjusted

Technologies are fascinating but they are only tools

Predictive Maintenance
Program Elements
Periodic
Diagnostic
Data

Diagnostic &
Process Data
Maintenance
Histories &
Records Data

PdM Program
ALERTING
ANALYSES
RECOMMENDATIONS
REPORTING
COST BENEFIT

Batch Testing &

Inspection Data

Operator
Logs/Rounds

Design &
Historical Data
Maintenance
Planning &
Scheduling

Engineering
Maintenance
Operations

Methodology for information to

action
Construction of local PDM group
Group consists of co-ordinators & all
technologists
Group meets periodically with opn.&
maint.group heads
All relevant data is considered information
derived and maintenance actions are discussed.

Methodology for Information to Action

Constitution of local REAP Team or PdM group

Group consists of Co-coordinator & all technologists
Group meets periodically with Operation & maintenance
group heads
All relevant data is considered, information
derived and maintenance actions are discussed

Key elements of a PDM program

PDM coordinator / supervisor

Illustration of goals
Equipment and condition indicators/ matrix
Technology application descriptions
Roles and responsibilities(organization chart)
Communication format- description
Equipment condition status report (format)
Trg. Matrix
Program cost table/ return on investment/ cost benefit
analysis

Responsibilities of a PDM group

Establish the PDM program goals in terms of
Cultural goals
Organization issues

Either or / and availability improvement ,

avoided costs , maintenance reduction,
maintenance cost reduction etc.
Establishment of PDM process at the station
as per the following flow diagram

PdM: Technology & Process Domains

PdM does not deal with failure mode.
PdM deals with measurement of symptoms or
effects of a failure mode.
Symptoms must be measurable through a
technology.
PdM as a discipline includes:
Technology domain: studies how to apply the
technology, location of measurement, and
interpretation of results. It is the domain of
technologist / specialist / expert.
Process domain: conversion of data to actionable
information. It is TEAM WORK as shown in
earlier slides. It is the domain of PdM
Coordinator, who coordinates this Team Work.

Flow diagram of predictive

maintenance process
Objectives : Determination of equipment condition for incipient
fault detection & maintenance planning, shifting of unplanned
maintenance to planned maintenance.

Data
Source

Action
Planning

Planning &
scheduling

Technology
Owners

Pdm
coordinator

Reliability
team

Pdm
coordinator

Data collection
& analysis

Data
integration

Integrated
analysis

Equipment
condition
reporting

Action

Maintenance

Post
Maintenance
testing

Cost benefit
analysis

Complete
case
history

Technology
Owners

Pdm
coordinator

Pdm
coordinator

Enabling Maintenance Operation

group
group
group

Technology
owners

Pdm Process : Group

constitution/Role
Vibration &
acoustics

IRT

Oil & Lubricants

(DGA, WDA, Oil)

Motor testing
(Co-option as
applicable)

Off-line testing
(Co-option as
applicable)

Operator logs, process parameters, visual inspection, alarms, operating history,

failure history etc.

Maint. History, failure history, NDT history, visual observations.

O&E
(PG test / Performance/
outage analysis etc.)

Other Groups
IT

(Co-option as applicable)

Equipment Condition Status Reporting

(CSR)
It enables Holistic view of equipment condition
by monitoring & diagnostics highlighting the
exception
Holistic view facilitates integration and
promotes integrated decision making
Snap shot of equipment condition and option
for viewing detailed report
Cost benefit analysis measures the success
and is a vehicle for success communication,
continued management support & sustainability

Methods to Determine Technology

Methods to Determine
applicable Technology
Determine functional anomalies
and observable behaviour in
normal and abnormal condition
Know about failure
mechanisms

Methods to Determine
applicable Technology
Determine observable effects of failure
mechanisms and measurable parameters
List the technologies which can measure
those effects / parameters
Prepare Equipment / Technology Matrix
Shortlist available technologies

Methods to Determine
applicable Technology
Measure at many locations with
available technologies
Determine most representative
location
Trend the results and correlate with
complimentary technologies

PdM Implementation Steps

Candidate
Machine or
System for PdM

Data Collection
& Analysis

Determine
normal or
abnormal
behaviour

Determine
observable effect
(temp./ presureetc.)

Determine
technology
which can detect
the effect
Determine how and where
data to be taken
and
how offten

Technologies
Some Realities

Predictive Diagnostics Maintenance (PDM)

or Condition Based Maintenance (CBM) is
best strategy and can eliminate Preventive
Maintenance (PM)
PAM
PM

PdM

Present

CM

CM

PM

PDM can reduce PM & CM (Breakdown Maint), not

eliminate
Economic Mix of all is desirable

One technology is adequate for diagnostics e.g. DGA for

transformers & vibration for rotating machines
To Control
Room

Vibration

Pressure

Motor
Current

Lube Oil

Use Of Multiple Technologies

and integration of data is
essential

Thermography

Performance
Monitoring

Technologies are fascinating and appear

magical, random use is adequate

Systematic implementation:
Baselining,
Periodic measurements &
Trending
can surely identify problems &
condition
Random application may not always
give useful results
Systems Approach brings magical results

PdM technologies are very costly

Cost benefit:
IRT 1:9
Vibration 1:5
Lube oil 1:5
etc.
PdM technologies pay for themselves

Management Does Not Support PDM

Managements generally do not

support activities that require some
investments & manpower
Support has to be obtained
By PdM, money is actually saved
Management understands language of economics,
Use A Model to calculate cost benefit analysis &
projection to management

For new technology, measurements or data

collection by Outside or Corporate group is
best way of implementing a PDM Program
Let us look back on NTPCs vibration
monitoring system
It is a success story, let us replicate
Involvement of Station group is essential.
Ownership only can bring sustainability.

All big utilities follow the local group system,

but Training needs of Station Engineers must
be met

Present resources are adequate to

enhance the PdM program
PDM program requires commitment of
resources in terms of:
Availability of equipment,
Human resources, and
Training
All progressive utilities have found it beneficial investment

Seeds are to be planted and nurtured to reap the harvest

Program to be run as business and not hobby

Periodic Condition Monitoring

Systems
Thermography
Periodic Vibration Monitor
Acoustic Leak Detection and Corona detection (airborne)
Acoustic technology: for mechanical equipment ( contact
method)
Lube Oil Monitoring
Electrical tests (Motor Current Monitoring:Broken
Rotor Bars)
DGA in oil for transformers
USE OF MULTIPLE TECHNOLOGY ON EACH EQUIPMEMT
USE OF EACH TECHNOLOGY FOR MULTIPLE EQUIPMENT

Areas Where the use of IR

thermography can Improve
Performance
Usable from Coal Yard to Switch Yard
Applications for efficiency improvement:
valves, insulation monitoring, air-in-leakage
in boilers, bunker fires, coal yard fires etc.
Rotating equipment: bearings, gear boxes,
pumps & motors etc.
Electrical equipment: Bus ducts, generator,
exciter, motors, transformers, switchgears
etc.
Substation/switchyard: CTs, PTs, Insulators,
Lightening arresters, disconnects etc.

Areas Where the use of

Acoustic/Ultrasonic Techniques can
Improve Performance
All types of Valves
Steam traps
Bearings
Gear Boxes

Lack of and Over

Lubrication
Steam, Air and Vacuum
Leaks
Underground Leaks
Vessel Integrity

Air borne corona in SW

Air borne corona in

Switch gears
Partial discharge in
Transformers
Cavitation in pumps
Flow restrictions

Fluid leaks

PdM Program Implementation

Key Elements of a PDM Program

1.PDM Coordinator/Supervisor
2.Illustration of Goals
3.Equipment and Condition Indicators Matrix

4.Technology Application Description (TAD)

5.Roles & Responsibilities (Organization Charts)
6.Communication Formats - Description
7.Equipment Condition Status Report Format
8.Training Matrix

9.Program Cost Table/Return On Investment/Cost benefit

calculation

Pdm Key elements :

Develop Objectives
Corporate Objectives
Provide quality product at lowest possible
cost
Customer Satisfaction
Provide uninterrupted/ reliable service
Improve competitive position
Reduce capital costs

Specific Maintenance Organization Objectives

Minimize O&M costs
Maximize reliability/availability
Maximize throughput & quality
Extend equipment life
Extend time between planned outages

PDM Challenges
No
Management
Not a Sponsorship
Priority
Not a Priority
Dont Have
Money
Dont
to Fix
It Have
Money
to Fix It
Dont Believe
Your
Dont Believe
Information
Your
Information
Its Always
Operated
Its Always
That Way
Operated
That Way
Not Invented
Here
Not Invented
Here

The Invisible Barrier

Approach to Initiate the

Program
Fix priorities as per the immediate
criticalities
Project long term gains & short term
gains in Rupee terms for visibility
Initiate pilot project with minimum
resource addition
This will ensure management commitment

Management Commitment
Management commitment means the

authorization of funds, not just verbal reassurances

Management will become believers that

Predictive Maintenance is an effective tool
Management will be convinced that you know
how to establish and operate a PDM program.

Management team
Management team includes Head of management
Head of O&M
Operations leaders
Maint. leaders
Fuel site services leaders
Head of finance
Head of HR etc.

Role of management team

Develop and maintain sponsorship of initiative
Lead group organization reassessment processes
on an annual basis
Lead in developing roles and responsibilities
Ensure that roles and responsibilities of group are
in place and well understood
Require that an annual benefit to cost / ROI report
be prepared.

The choice of Program Manager is critical for

successful implementation of PDM

Key Element 1:Program

Manager/Coordinator
Qualifications:
Self believer in PDM and commitment.
Good communication skills

Good working knowledge of plant processes

Ability to work with a wide range of personnel
Ability to sell the PDM program
Ability to motivate staff
Ability to be a strong leader

Key Element 1:Program

Manager/Coordinator
Responsibilities:

Formulate a clear, concise statement of objectives

Develop realistic plans
Monitor and measure performance and achievement
Take corrective action when necessary
Review equipment and system technical
documentation to evaluate causes of detected
equipment failures
Recommend changes in equipment operating
procedures/models based on failure analysis

Which equipment to monitor?

Equipment Selection Criteria
Use Measurable Criteria to Create Ranked Lists of
Machinery that Are Candidates for PDM
Determine which components are most

important to electricity generation.

Distinguish critical and non-critical

systems

Perform a maintenance history review to

identify past functional failures

PDM Task Selection

(Technology?, Frequency of measurement? Location of
measurement? & acceptable limits?)

Perform a maintenance history review to identify

past functional failures

Select a monitoring method (on-line/periodic)
Determine how often data is acquired and
reviewed
Determine where sensors are to be located
Determine acceptance criteria

Program Costs
There Are Four Cost Elements for
Predictive Maintenance Programs:
1. Installation costs
2.Operation and maintenance costs
3. Capital investment costs ( PDM
equipment)
4. Training costs
Benefits through PDM far outweigh the costs

Program Costs (contd)

Develop an Initial Budget Estimate:
1. Determine initial equipment costs:
installed instrumentation
monitoring instrumentation
analysis and diagnostic instrumentation
2. Determine personnel costs
3. Determine personnel training costs
4. Determine instrumentation expenses (calibration and
maintenance)

5. Determine miscellaneous costs

Benefits through PDM far outweigh the costs

Program Implementation Strategy

Build PDM Program awareness
Entire plant support is necessary for program success
Be Ready to face the Resistance and overcome by:
Change of philosophy
New technology
Communication
Have an Organized Implementation Plan
Blueprint your activities ( example GT-PDM Program)
Well defined activities helps to avoid mistakes

Program Implementation Steps

Integrate with existing PDM Program

Use commercially available technologies

Uncomplicated and effective technologies.

Target high energy systems.

Document cost-benefit and savings in Rupees.

Follow-up.

Train personnel.

Communication
( Reporting Formats)
PDM personnel must not only collect data
but correlate it , and perform in-depth
analysis when problems occur.
Interdepartmental communication is critical
for proper data interpretation.
PDM programs form a structure where this
communication occurs.

Visibility
PDM Program personnel need to share the
goals, procedures, and results with other
plant personnel ( POG presentations to
other plant groups)
Personnel need to understand how PDM will
impact their jobs
Memos
Meetings
Consultations

Interface
The PDM effort must involve all plant
personnel
Ownership of the program must be in the
hands of O&M personnel
Integrate the results from various
diagnostic tests with O&M information
Create a library of information that can be
used for training and simulations

Pitfalls to Avoid
Loss of management support

Champion is transferred
Failure to conduct and report cost benefit
analysis
Loss of visibility
Individual Achievement not recognized

Root cause analysis

Root cause analysis is the process by which the root
cause of a performance problem or event and
associated corrective actions are determined
Root cause analysis answers to :

- What happened?
- Why did it happen?
- Why was it not prevented?
- What can be done to prevent/ minimize severity of
occurrence

Cost benefit analysis

Objectives:
To assess the cost effectiveness of the
maintenance task
Tool for evaluating the PDM program , impact
analysis and management feed back.
Assessment based on the costs of
implementation of PDM systems Vs the
benefit derived through its implementation

Cost reduction Potential

Description

No of valves overhauled

existing
practice

based on PdM

Motorised
valves

160

100

Pneumatic
valves

30

20

Failure reduction Potential

Introduction of thermography in switchyard
Joints in switchyard

: 1000.

Minus one quarter

: No hot spot detection.

First quarter

: Hot spots 35.

Second quarter

: Hot spots 22.

Third quarter

: Hot spots 04.

Further

: 02 to 05 per quarter.

Summary of actions for

achieving PDM process
Obtain management support and continued visible
sponsorship.
Establish work process
Provide training to field forces for awareness.
Provide priority based technology application matrix
Select / prioritize equipment to be monitored
Identify equipment and other resources necessary for
program
Develop a data gathering process and fit the process
into existing work process

Summary (contd..)
Establish PDM equipment condition status
reporting function
Establish a required training matrix
Assess PDM benefits
Communicate success and opportunities to
improve process
Define applicability of PDM process for plant
problems, determine cost to benefit ratio and
develop implementation plan.

Goal Exercise
Where are our financial opportunities?
What are our goals?
What are our estimated net savings?

RCM or SRCM
RCM is the basic process of analyzing and
defining the type of maintenance required for
a particular piece of equipment.
SRCM is simplified or streamlined process to
reduce
the
cost
involvement
in
undertaking RCM evaluation.

SRCM goals
Develop documented basis for maintenance
program.
Focus PMs on critical equipment and document
failure modes.
Emphasize condition based tasks- maximize
Pdm.
Eliminate unnecessary routine and outage PM
work.
Identify actions that preclude CM/costly failures.
Realize maintenance cost savings.

SRCM process
Objective :- Determination of most optimum maintenance for a
system (economic mix of PM, PDM, CM) results in reduction of
PM and consequent cost reduction.
Equipment classification
(critical/non critical)

Scheduling
(Based on component
history review)

FMCA/FMECA Analysis
(Failure modes, function affected,
failure effect, priority)

Current practice review

(Tasks of PM & Pdm)

Step 1: SRCM evaluation process

Implementation
(Create/Modify, delete work orders)

Step 2: SRCM recommendation implementation

Task selection
1st Priority Surveillance
2nd Priority CBM/Pdm
3rd Priority PM
Objective Most economic
activity, high reliability.

Decide optimum Pdm & PM (PM : retain

activity ?, revise schedule ?,
Delete activity ?,
Pdm : revise schedule ?, Add activity ?)
Net result : Reduce PM.

Review Annually

Pdm / SRCM Relationship

SRCM process (step-1) : SRCM evaluation analysis can
be done without Pdm (since it is computer based
analysis).
SRCM implementation (step-2) : SRCM implementation
cant be done without Pdm as Pdm is default
maintenance strategy,.
For SRCM to succeed, mature Pdm program is
necessary.
Pdm can be implemented without undertaking SRCM
evaluation.

SRCM process chart

Prioritize system & identify system boundaries

Cost, labour, spare,

down time

Data Collection
Identify key / important functions
Perform critical analysis
Perform Non- critical analysis
Perform task selection
Compare results with existing maintenance program
Implementation
Living program

Review plant
history, conduct
plant reviews &
interview

Commandments for RCM /

SRCM
1.

What are the functions and associated performance

standards of the assets in its present operating context?

2.

In what ways does it fail to fulfill its functions ?

3.

What causes each functional failure ?

4.

What happens when each failure occurs?

5.

In what way does each failure matter ?

6.

What can be done to predict and prevent each failure ?

7.

What happens if a suitable pro-active task cant be

found ?

Pre-requisite for SRCM

Management commitment
Dedicated plant teams.

Predictive maintenance program to be in place

for implementation.
Coaching & training.

Information required during a

SRCM study

System description & literature.

Schematic of system.
Component list for system.
Copies of current PM & tests for the systems.
Testing information for the system.
Operator log sheets.
Vendor information.
Breakdown history, work done, route cause analysis
reports done for system selected.
Dont assume and dont take things for granted.

Learnings from SRCM

1.

SRCM can be applied to plants of all ages.

2.

We are not switching over maint.

3.

SRCM is not a technology.

4.

SRCM is not an on line software.

5.

SRCM is not a continuous analysis process.

6.

SRCM benefits will accrue by implementation.

7.

SRCM will not increase maint. burden.

8.

SRCM will free

redeployment.

9.

Review of condition Monitoring tools & frequencies will

be part of SRCM analysis.

up

resources

for

productive

SRCM Analysis benefits

Fully documented analysis for plant equipment.

Knowledge captured (overall system).
Identification of Pdm technologies & measurement
frequency for each equipment.
Technology gaps identified.
Information gaps identified (process).
Redundant activities eliminated.
Current activities justified.
Free of PM resources for other priority work (productive
redevelopment).
CMMS utilization improvement.
Equipment responsibilities accurately identified.
Improve interdepartmental communications.

Case Studies

CW Pumps
EPRI Practice: Overhaul on as required basis- condition based
NTPC Dadri Practice: Once in 4 years
Summary:

Current Practice: 7 Tasks including overhaul

Recommendation:
Retention: 2
Change in current practice: 4
Deletion: 1
Add Condition Monitoring Task: 1 (Perf. Monitoring)
Potential for improvement:

overhaul at 5 yrs recommended based on review of equipment

condition & past history.
Potential for undertaking O/H on as required basis in 1 to 2 yrs
after review of condition monitoring data & confidence in
maintenance team.

BFP Motor (HT Motor)

EPRI Practice: Overhaul at 10 yrs, for severe duty, Harsh env.

NTPC Dadri Practice: Overhaul at 4 Yrs interval

Summary:

Current Practice: 16 Tasks

Recommendation:
Retention: 8
Change in current practice: 7

Extend interval: 1
Add Condition Monitoring Task: 6
Total tasks : 22
Potential for improvement:

Based on condition monitoring tasks and as found condition, review

procedure to be established at station to achieve overhauling interval
gradually to 6 Yr / 8 Yr / 10 Yr.
Potential for replication:
150 HT motors at Dadri, based on duty & service condition

Air Transport Compressor

EPRI Practice: Maintenance / Overhaul on as required basis by

condition
NTPC Dadri Practice: 1000 Hrs, 2000 Hrs, 6,000 Hrs, 8000 Hrs
Summary:
Current Practice: 7 Tasks including scheduled inspections
Recommendation:
Retention: 6
Change in current practice:
1
Deletion:
Add Condition Monitoring Task:
4
(basic Lube oil, full spectrum Vib,
Perf. Monitoring, Failurefinding testing)
Total tasks :
11
Potential for improvement:
Based on condition monitoring tasks added, the as found condition will
be correlated over 2 years period. It would be possible to change
scheduled inspections on hour basis to as required basis to condition
based Present inspection schedules are maintenance intensive.

Boiler Feed Pump (Motor Driven)

EPRI Practice: Overhaul as required basis on condition

NTPC Dadri Practice: Overhaul at 1 Yr interval

Summary:
Current Practice: 9 Tasks including overhaul
Recommendation:
Retention: 7
Change in current practice: Extend Interval 2
Add Condition Monitoring Task: 3
Total tasks 12

Potential for improvement:

Based on condition monitoring tasks overhaul can be extended to as
required basis.
Potential for replication:
Other pumps based on duty & service condition

BFP Breaker ( 6.6 kV)

EPRI Practice: Overhaul as required basis

NTPC Dadri Practice: Overhaul at 4 Yrs interval

Summary:
Current Practice: 5 Tasks including overhaul
Recommendation:
Retention: 3
Change in current practice: 2
Add Condition Monitoring Task: 1
Total tasks 6

Potential for improvement:

Based on condition monitoring tasks overhaul can be extended to as
required basis on condition.
Potential for replication:
Other breakers based on duty & service condition

There are risks and costs to a program of

action. But they are far less than the long
range risks and the cost of comfortable
inaction.
-John F. Kennedy