Shine Quality Circle Case Study 2019 PDF

SHINE QUALITY CIRCLE : NCQC 2019
A CASE STUDY
On
"CRE-11 DPU CHANGEOVER ISSUE"
Submitted by
SHINE QUALITY CIRCLE
CHANDRAPUR SUPER THERMAL POWER STATION
CSTPS (MAHARASHTRA)
2019
1
ACKNOWLEDGEMENT
Quality circle “SHINE ” takes this opportunity to express our vote of thanks to
“Mr. S.G. Tayade (Supt. Eng- Electrical)” and “Mr. S.S. Chavan (Exe. Eng-C&I-
III)” for giving us privilege & opportunity to undertake this technically
challenged project.
We Owe gratitude to our Station Head “MR. R.S. Ghuge” (Chief Engineer)
and “Mr. R. M. Rajgadkar” (DY. Chief Engineer) without whose support and
guidance this project wouldn’t have reached its Destiny.
Finally, we are very grateful to Quality Circle Forum of India & NCQC-2019
organizing committee for giving us the platform to represent our case.
2
ABSTRACT
Mahagenco is the only State Utility having a very well balanced

generation portfolio involving thermal, hydro & gas stations along with solar
power plant.
CSTPS Chandrapur has three stages of thermal units, in which we are
engaged in third stage. Our main focus and objective was to decipher the
root cause behind ”CRE11 DPU abnormal changeover” problem, which
hampered our both units of third stage , production wise and also added
gratuitous financial burden. Using Stratification via ABC analysis in parallel
with continuous brainstorming, problem was identified. For selection of
problem Pareto chart method was adopted. After the problem was defined,
plan details and tasks to each entity of team were allotted. Analysis of
problem was done with “4W &1H” method, so as to decipher exact stage
and state of problem and thereby attacking it with precise solution. Ishikawa
graphical representation was used to manifest the probable causes and
again continuous brainstorming in parallel to it made our way to reach to
valid causes. Data research which included segregation of duplicate Tags,
segregation of error data and field signal connection data was the step prior
to development of solution. After development of solution, legal written
communication was done with OEM viz M/s BHEL and Operation which
covered Unforeseen probable resistance. Trial implementation and checking
was done, and eventually results were reviewed from ERP – SAP portal.
Results revealed that Tripping Events minimized, DPU loading reduced, errors
became nil. and All “QC Tools” were made part of our entire process.
Consistency of result is prime motto of Quality circle. Regular follow up
and review is going on to confirm the quality using this forum. Through this
innovative & creative idea of developing & designing new solution not only
saved numerous Plant tripping, but also huge financial burden of Rs.1.34
cores was also got rid off.
3
TABLE OF CONTENT'S
PAGES
SR.NOS TABLE OF CONTENTS
NOS
ACKNOWLEDGEMENT 02
ABSTRACT 03
LIST OF FIGURE'S 06
LIST OF TABLE'S 07
ABBREVIATION'S 08
VISION & MISSION OF COMPANY 09
BRIEF INTRODUCTION OF QUALITY CIRCLE 10
ACHIEVEMENT 11
INTRODUCTION OF QUALITY CIRCLE 12

1 1.1 Quality Circle Definition 12
1.2 Major concept's of quality circle 12
2 BASIC PROCESS PLANT OVERVIEW 13
IDENTIFICATION OF PROBLEM 14
3.1 Overview 14
3.2 Brainstorming Method 14
3
3.3 Stratification (ABC Analysis) 15
3.4 ABC Analysis Pie Chart 15
3.5 List Of Problem's 16
SELECTION OF PROBLEM 18
4.1 3P Analysis Method 18
4.2 Proprietary Group 18
4.3 Selection Of Problem Using Proprietary Group 19
4
4.4 Selection Of Problem Using Pareto Chart 19
4.5 Selection Of Problem Using Pareto Chart (Graphical
20
Representation)
4.6 Major Problems Related To Loss Of Generation Using
22
Reference Data
5 PROCESS FLOW DIAGRAM 24
DEFINING THE PROBLEM 25
6.1 DPU Detail's 25
6
6.2 Detail's Of Problem(Abnormal DPU Changeover) 25
6.3 Event Detail's 26
SETTING GOALS & OBJECTIVES 28
7 7.1 PDCA Diagram 29
7.2 Plan Detail's 29
4
7.3 Task Assigning 30

7.4 Milestone Chart 30
ANALYSE THE PROBLEM 31
8
8.1 4W & 1H Method 31
IDENTIFICATION OF CAUSES (BY ISHIKAWA DIAGRAM) 33
9
9.1 Identification Of Valid Cause's 34
DATA ANALYSIS 35
10.1 Segregation Of Duplicate Tag Data 35
10
10.2 Segregation Of Error Data 35
10.3 Segregation Of Field Signal Connection Data 36
DEVLOPING SOLUTION 37
11
10.1 Reverse Engineering 37
12 UNFORSEEN PROBABLE RESISTANCE 38
13 TRIAL IMPLEMENTATION & CHECKING PERFORMANCE 40
14 REGULAR IMPLEMENTATION 41
FOLLOW UP & REVIEW RESULTS 42
15.1 Tripping Event Data From Sap After Modification 42
15 15.2 Comparison Graph For Tripping Event 44
15.3 Comparison Graph For DPU Loading 44
15.4 After Modification Error Almost Nil 45
16 EXPENDITURE 45
TANGENTIAL & NON-TANGENTIAL BENEFITS 46
17 17.1 Non-Tangential Benefits Using Radar Diagram 46
17.2 Tangential Benefits 47
18 QC TOOLS USED 48
5
LIST OF FIGURE'S
Figure-1 Basic process plant overview

Figure-2 Pie chart ABC analysis
Figure-3 3P analysis Method
Figure-4 Proprietary group
Figure-5 PARETO chart
Figure-6 Bar graph of generation loss cost
Figure-7 Process flow diagram
Figure-8 Abnormal DPU changeover
Figure-9 Event details-1
Figure-10 Event details-2
Figure-11 Setting goal and objective
Figure-12 PDCA diagram
Figure-13 Milestone chart
Figure-14 4W and 1H Method
Figure-15 Trend which thing affected
Figure-16 ISHIKAWA diagram
Figure-17 Segregation of duplicates tags Data
Figure-18 Segregation of Error data
Figure-19 Developed logic implemented by DPU
snap
Figure-20 Trial implementation and checking
performance Snap shot
Figure-21 Developed logic regularly implemented
DPU snap shot
Figure-22 Comparison Graph for tripping event
obtain
Figure-23 Comparison Graph for DPU loading
Figure-24 After modification error almost NIL
Figure-25 Non tangential benefits
Figure-26 Tangential benefits
6
LIST OF TABLES
Table-1 ABC classification

Table-2 "A" category problems
Table-3 "B" category problems
Table-4 "C" category problems
Table-5 Selection of problem using Propritary group
Table-6 Selection of problem using PARETO chart
Table-7 Selection of problem using PARETO chart
Table-8 Major problems related to loss of generation
Table-9 Comparison of Event with cost
Table-10 Plan details
Table-11 Task assigning
Table-12 Identification of valid causes
Table-13 Segregation of field signal connection data
Table-14 Tripping events data from SAP after modification
Table-15 Tools used
7
LIST OF ABBREVIATION'S
CCQC Convention & competition on quality circle

CSTPS Chandrapur super thermal power Station
DPU Distributed processing unit
CRE-11 KKS Code of Balance of plant
PLC Programmable Logic Control
MRHS Mill reject handling system
CW Cooling water
BFP Boiler Feed Pump
RTD Resistance temperature Detector
BFP Boiler feed pump
CEP Condensate Evacuation Pump
TDBFP Turbine driven boiler feed pump
ID Fan Induced draft fan
FD Fan Furnace Draft Fan
PA fan Primary Air Fan
HPT High pressure turbine
IPT Intermediate pressure turbine
HOTV Heavy oil trip valve
SADC Secondary air damper control
PID Proportional Integral Derivative
SOE Summary of Events
PDCA Plan do check act
OEM Original Equipment Manufacturer
BHEL Bharat heavy electrical Limited
SAP-ERP Systems Applications and Products in Data
Processing.
QC Quality Circle
DCS Distributed control system
8
MISSION & VISION
Our power station is QMS 9001, EMS 14001 & OHSAS 18001 certified.
As per our “Quality Policy”,
"We are committed to produce economical & reliable power in an
environmentally sustainable manner with continual improvement in
effectiveness of quality management system."
-: Vision :-
“Generating adequate power for Maharashtra on a sustainable basis at

competitive rates in a socially responsible manner”
-: Mission :-
 Endeavour to fully meet the future energy needs of the State and also
create sufficient spinning reserves through Organic Value enhancing
growth initiatives
 Diversify the energy portfolio to include solar, wind, gas, hydro-electric

and responsible fossil generation directed towards shrinking our carbon
footprints
 Commit to affordable energy rates through cost minimization and

consistent Operational excellence and energy efficiency
 Value enhancement to the stakeholders by being nimble and

resourceful in the economic environment, increase our business scope
and scale to succeed throughout the economic cycles and adapting
our business and portfolio to the dynamic energy market place
 Strive to improve the quality of life for the people who live and work in
our operational territory and power plants vicinity
9
BRIEF INTRODUCTION OF QUALITY CIRCLE
Name of Q.C: SHINE
Department : C&I-III( CSTPS, CHANDRAPUR MH)
Organization: MAHAGENCO
Address : Office Of CE ,Urjabhawn, Urjanagar ,Chandrapur

Dist:-Chandrapur (MH)
Phones 07172-220155 to 220159

Fax 07172-220203
Email eecandi3@gmail.com
Place of meeting Engineering room
Nos of meeting 9
Quality circle at a glance

Date of formation 3rd January 2018
Problems identified 52 No.
Aim of Quality circle
“Improve aspects of quality, productivity, safety and above all customer delight
so as to enhance the growth of self & organization”
Members of Quality circle
Coordinator Mr. R. B. Kamalakar

Facilitator Mr.C. I. Nimsatkar
Team leader Mr.Nilesh N . Bhole
Dy. Leader Mr. M. P. Mhatre
Member Ms. T. G. Watkar
Member Mr.P. K. Nannaware
10
ACHIEVEMENT
Case study presentation in “CSTPS

convention of Quality circle concepts
2019” organized by Chandrapur
Thermal power station and rated in
Best of Best category.
Case study presentation in “

CCQC-2019 Nagpur Chapter. We
have achieved Super Gold &
Raymonds Excellence Rolling Trophy.
11
1. INTRODUCTION OF QUALITY CIRCLE
Quality circles were originally associated with Japanese management

and manufacturing techniques. The introduction of quality circles in Japan
in the postwar years was inspired by the lectures of W. Edwards Deming
(1900—1993),
1.1 QUALITY CIRCLE DEFINITION
A Quality Circle or Quality Control Circle Is a Group of Workers who do the

same or Similar Work, Who Meet Regularly to Identify, Analyze And Solve
Work-related Problems.
1.2 MAJOR CONCEPTS OF QUALITY CIRCLE
 To improve quality, productivity, safety and cost reduction.

 To give chance to the employees to use their wisdom and creativity.
 To encourage team spirit, cohesive culture among different levels and
sections of the employees.
 To promote self and mutual development including leadership quality
 To fulfill the self-esteem and motivational needs of employees.
12
2. BASIC PROCESS PLANT OVERVIEW
A thermal power station is a power station in which heat energy is converted

to electric power. In most places the turbine is steam-driven. Water is heated,
turns into steam and spins a steam turbine which drives an electrical
generator. After it passes through the turbine the steam is condensed in
a condenser and recycled to where it was heated. This is known as a
Rankine cycle.
Figure no-1(Basic process of plant overview)
The direct cost of electric energy produced by a thermal power station

is the result of cost of fuel, capital cost for the plant, operator labour,
maintenance, and such factors as ash handling and disposal. Indirect social
or environmental costs, such as the economic value of environmental
impacts, or environmental and health effects of the complete fuel cycle and
plant decommissioning, are not usually assigned to generation costs for
thermal stations in utility practice, but may form part of an environmental
impact assessment.
13
3. IDENTIFICATION OF PROBLEM
3.1 Overview
This step defines how the problem was identified out of the various work
related problems faced at our plant. All the work related problems were
identified by “Round Robin” brain storming method.
participation and involvement of all the members along with maximum
numbers of problems. This Step defines the methodology adopted for
selection of the problem.
By this method we have identified 52 number of problems.
14
3.3 STRATIFICATION (ABC ANALYSIS)
The problems have been classified under A, B, C category based on the

following criteria:
 A category: problems which can be solved in the department itself.
 B category: problems which requires help of other departments.
 C category: problems which requires management approval.
No. of problems identified under A

27
category
No. of problems identified under B category 15
No. of problems identified under C
10
category
Total 52
Table No-1 (ABC classification)
3.4 ABC ANALYSIS PIE CHART
Figure No-2 (PIE chart of ABC analysis)

After categorization "A" type problems got 50% as compared to other
category, we have selected "A" type problems.
15
3.5 LIST OF PROBLEMS
"A" category problems

SR.NOS PROBLEMS DETECTED BY QC MEMBERS
1 CRE11 DPU Changeover Issue.
2 Both Air Heater off
3 All Corner valves limit switches feedback problem
4 Impulse Line Leakages.
5 Operational issues of Sequences in MRHS.
PLC software's used to get malfunctioned when power supply fails
6 intermittently.
Slurry HP Seal pump used to get tripped whenever LP Seal pump get
7 isolated due to logic issue.
Unnecessary tripping of C/W Pump due to entangling of Level Switch
8 probes.
False Tripping Slurry Series Pumps due to sudden blanking of level transmitter
9 of Sump tank.
False Indication of Silo level transmitter due to which sequential operation
10 hampers.
11 Transmitter impulse line choke up.
12 BFP thrust pad RTD failure.
13 Oxygen percentage not shown properly.
14 CEP Recirculation Valve calibration disturbed.
15 BFP Recirculation Valve Open / Close limit switch setting disturbed.
16 Inoperativeness of Hot Air Gate.
17 Inoperativeness of Hot Air Damper.
18 Inoperativeness of Cold Air Damper.
19 Sluggish Operation of PA Vane.
20 TDBFP control valve position feedback disturbed.
21 Failure of Coal feeder Tacho speed sensor.
22 Disturbance of Control valve position feedback .
23 Control valve EP converter failure.
24 ID,FD,PA Fan bearing temperature RTD temp mismatch with local gauges.
25 HPT/IPT-Top/Bottom cable of thermocouple loosening.
26 Failure old DPU electronics cards.
27 Inoperativeness of HOTV during Boiler light up.
Table No-2("A" category problems)
16
"B" category problems

1 Frequent failure of Coal feeder’s Load cell Electronic Module
2 AHP Field Instruments malfunctioning due to Ash Dust in JB’s.
C/W Pump winding temperature connectivity loss due to vibration of pump as
3
JB is mounted on motor.
Repetitive tripping of Conveying Air Compressor due to increase in DP across
4
Suction Air Filter
5 MRHS, Slurry & BA- Loss of Software logic due to lack of permanent License.
6 Coal Mill Tripping due to RTD malfunctioning.
7 Superheat & Reheat spray control valve passing.
8 Improper signal of primary instrument for Heat rate calibration.
9 Failure of MDBFP working oil Temp measurement system.
10 Water in-grace in Auxiliary Instrument in rainy season.
11 TDBFP suction / discharge temperature (Δ T) malfunctioning.
12 Tripping of Igniter/Scanner Fan.
13 BCW ON permissive not available frequently due to inadequate water flow.
14 Failure of DPU electronics cards.
15 Failure of scanner during rainy season.
Table No-3("B" category problems)
"C" category problems
1 Replacement of Sump Level Switches by Transmitters.
2 Laboratory Dead Weight tester problem.
3 MRHS-Repetitive burning of Rubber Hoses
4 Repetitive breakage of manual override switch of Rotex make Solenoids.
Repetitive breakage of Actuator Gear train of Switch Valve at AHP Conveying

5
System.
6 SADC system Instrumentation failure.
7 Platforms not available in Boiler Elevation while working.
Procurement Processing difficulties due to delayed response of vendors and
8
delay in file processing by management.
9 No response for spares by Instrument supplier/manufacturer .
10 maxDNA antivirus updation work.
Table No-4("C" category problems)
17
4. SELECTION OF PROBLEM
4.1 3P ANALYSIS METHOD
Figure No- 3 (3P ANALYSIS METHOD)
4.2 PROPRIETARY GROUP(1st P)
In 1P divided in 5 sub group such as problem related to "Loss of generation,

system, heat rate, safety, environment.
Figure No-4(PROPRIETARY GROUP(1st P)
18
4.3 SELECTION OF PROBLEM USING PROPRIETARY GROUP
Group PROPRIETARY PROBLEM Sr. Nos. TOTAL

No GROUP
1 Loss of Generation 1,2 2
Related Problems
2 System Related 3,5,12,13,15,18,19,21,23,25,26,27,28,29 33,36,37,38 18
Problems
3 Heat Rate Related 24 1
4 Safety Related 42 1
Problems
5 Environment 8,34 2
Related Problems
Total 24
Table No-5(SELECTION OF PROBLEM USING PROPRIETARY GROUP)
4.4 SELECTION OF PROBLEM BY USING PARETO CHART(2nd P)
Usage of Pareto chart, manifested that a huge financial asset amounting to

Rs. 180 crores was lost and added gravitous financial burden to organization.
This loss was 67.4% of total loss of 260 crores.
SN PARTICULARS UNIT08 MUs UNIT08 %

A Possible Generation 4380.000 100.00
B Actual Generation 3044.749 69.51
C Loss of Gen 1335.251 30.49
D Excess Generation 0.056- 0.00
Details of Loss of Gen.
E Overhauls 191.850 4.38
F External factor 454.813 10.39
Table No- 6 (SELECTION OF PROBLEM BY USING PARETO CHART(2nd P))
19
4.5 SELECTION OF PROBLEM BY USING PARETO CHARTS(2nd P)
PROPRIETARY GROUP Gen.Loss cost Cumulative Cumulative%

(In Cr.) amount
LOSS OF GENERATION DUE TO UNIT 180 180 67.4
TRIPPED
LOSS OF GENERATION DUE TO 50 230 86.1
SYSTEM RELATED PROBLEM
LOSS OF GENERATION DUE TO HEAT 30 260 97.4
RATE RELATED PROBLEM
LOSS OF GENERATION DUE TO 5 265 99.3
SAFETY RELATED PROBLEM
LOSS OF GENERATION DUE TO 2 267 100
ENVIRONMENT RELATED PROBLE
267
Table No-7(SELECTION OF PROBLEM BY USING PARETO CHARTS(2nd P)
As can be seen from the Pareto chart's graphical representation it has Red
pointer on the plotted curve. To the left of pointer are "Vital |few" parameters
and to the right side of it are "Useful Many" parameters. This curve is plotted
on grounds of Cumulative Effect.
Hence it is depicted from curve that we are moving from 67.4% towards
100% , by adding loss due to all factors in cumulative manner.
Figure No-5 (PARETO CHARTS)
20
Pareto Analysis not only shows you the most important problem to solve, it
also gives you a score showing how severe the problem. After pareto analysis
we have selected problem which occurs due to Loss of generation. Below we
listed number of events occur at our Unit.
Pr.No. Problem No of events since Man Total Man hrs

Commissioning hrs/Event Loss
(A) (B) A*B
1 CRE 11 DPU 2 4 8
CHANGEOVER ISSUE
2 BOTH AIR HEATER OFF 1 4 4
Table No-8(selected problem which occurs due to Loss of generation)
Pr. No CRE11 DPU Both Air Heater

Changeover issue off
No. of Events (A) 2 1
Unit Capacity (B) 500 MW 500 MW
Gen Loss Hours (C) 8 4

= A*4 Hrs
Gen Loss (D) 4MU’s 2 MU’s

=B*C
Misc Consumption (E) 0.08 MU’s 0.04 MU’s

= 2% of ( D)
Net Gen Loss (F) 4.08 MU’s 2.04 MU’s

=(D)+(E)
Monetary Loss (G) 0.714 Cr 0.357 Cr

=(Rs 1.75/ Unit)*F
Burden of extra Oil Consumption (H) 0.630 Cr 0.315 Cr

= 35 (Rs/L) * 2500(Ltrs) * 6 Guns
* 6 Hrs(Hrs of usage of Oil) * A
Total Loss = G+H Rs. 1.34 Cr Rs.0.672 Cr
Table No-9(Generation loss cost)
21
As we compare both events in terms of cost, we found that maximum

generation loss cost is due to "CRE 11 DPU Changeover issue". We compared
the Generation loss Cost in terms of Rupees by using Bar Graph.
4.6 PROPRIETARY GROUP (Generation Loss Cost Comparison (3rd P)
Figure No-6 (compared the Generation loss Cost in terms of Rupees by

using Bar Graph.)
22
"We have selected CRE 11 DPU Changeover issue ”
23
5. PROCESS FLOW DIAGRAM
Figure NO-7 (Process flow Diagram)

We have thousands of field transmitters installed in a process plant. So it
is practically difficult to lay straight individual cables from each field
transmitter to control room for displaying the process variables on the
workstation. As per design standards, particular number of field devices /
transmitters are wired and terminated in a Field Junction box. Cable used for
connecting the field device to Junction box are called as Branch cables or
field cables. Generally we use one pair cables for branch cables.
Distributed control directly addressed this concern by having multiple control
computers – each one responsible for only a handful of PID loops – distributed
throughout the facility and networked together to share information with
each other and with operator display consoles.. Such distribution of
computing hardware also shortened the analog signal wiring, because now
the hundreds or thousands of analog eld instrument cables only had to
reach as far as the distributed nodes, not all the way to a centralized control
room. Only the networking cable had to reach that far, representing a drastic
reduction in wiring needs.
Furthermore, distributed control introduced the concept of redundancy to

industrial control systems: where digital signal acquisition and processing
hardware units were equipped with “spare” units designed to automatically
take over all critical functions in the event of a primary failure.
24
6. DEFINING THE PROBLRM
6.1 DPU DETAILS

The Distributed Processing Unit (DPU), which runs under the Windows CE.net
real-time multitasking operating system, is the hardware processing engine of
the maxDNA distributed control system. The DPU performs primary data
acquisition, control, and data processing functions. The DPU, also known as
maxDPU4F, is a self-contained microprocessor based, rack-mounted unit,
which occupies a single slot in a Remote Processing Unit cabinet using an 8-
wide maxPAC backplane. It is designed to operate with user-defined
combinations of maxDNA Model IOP Input/Output Modules, and to
communicate with other devices, such as Programmable Logic Controllers
and Remote Terminal Units.
As a station on maxNET, the DPU scans and processes information for use by
other devices in the maxDNA system. Each DPU performs:
 Comprehensive alarming and calculations.
 Logging of Sequence of Events (SOE) data at 1 millisecond resolution.
 Acquisition of trend information.
 Continuous scanning of Model IOP I/O modules.
 Execution of predefined algorithms, called Function Blocks, for process
control and data acquisition
6.2 DETAILS OF PROBLEM(ABNORMAL DPU CHANGEOVER)
Process control is automatically transferred from the primary DPU to the
secondary DPU when the primary DPU experiences a severe diagnostic
alarm or when communication between primary and secondary DPU is lost.
However, if the secondary DPU is itself experiencing a severe diagnostic
alarm, it will refuse control, unless the primary DPU loses power or is reset.
In Abnormal DPU changeover scenario , there is loss of connectivity or to say
loss of communication between primary and secondary DPU. The
consequence of the same is that when primary DPU fails , secondary doesn't
takes over and hence the impact is that system process parameters are
affected.
25
The impact can be seen from the Data Monitoring system here in our case it
is named as Trends. Trends show that system process parameters are missed
for some time.
Figure No-8 (Abnormal DPU changeover)
6.3 EVENT DETAILS
Unit 8 tripped on drum Level low due to CRE 11 DPU failure on dated 21 Jan
2017.
Figure No-9 (Event details-1)

Same event occurred in Unit 8 tripped on drum Level low due to CRE 11 DPU
failure on dated 07 May 2017.
26
As can be seen from "Trends" that system process parameters are missing for
some amount of time. This is the consequence of loss of connectivity or loss
of communication between primary and secondary DPU.
Figure No-10 (Event details-2)
27
7. SETTING GOALS AND OBJECTIVES
To solve the problem, certain goals & objectives were set by the
Quality Circle team.
Figure No-11(Setting goal and objectives)
OBJECTIVES GOAL
28
7.1 PDCA TECHNIQUE
Before defining the problem, PDCA (Deming Cycle) technique is

followed for planning and completing the project within the stipulated time
period.
Figure No-12(PDCA cycle)

7.2 PLAN DETAILS
QUALITY CIRCLE NAME: SHINE QC TEAM
DATE START DATE 10/01/18 TO 25/01/18
NAME CRE 11 DPU CHANGEOVER ISSUE
TASK TASK DETAILS START DATE DURATION
TASK 1 Defining problem 10.1.18 2
TASK 2 Analyse the problem 12.1.18 1
TASK 3 Identifying the causes 13.1.18 2
TASK 4 Finding the root causes 15.1.18 1
TASK 5 Data analysis 16.1.18 3
TASK 6 Developing solution 19.1.18 3
Trial implementation &

TASK 7 25.1.18 3
performance
Table No-10(Plan Details)

29
7.3 TASK ASSINING

Assigning a task to a team member allows them to enter time and expenses
against that task
QUALITY CIRCLE NAME:SHINE QC TEAM
DATE START DATE 10/01/18 TO 25/01/18
NAME CRE 11 DPU CHANGEOVER ISSUE
SR .NO TEAM MEMBER TASK MEMBER
1 Data collection (duplicate & unused tags) NB/CN
2 Logic implementation MM/NB/CN
3 Field signal connection panel to panel TW/PN
4 Developed solution checking NB/CN
5 Review CN/NB/RK
6 Trial implementation & performance RK/CN/NB/MM/TW
Table No. 11 (Task Assigning)

7.4 MILESTONE CHART
Milestones are generally used to indicate important dates on the plan, often
key events or goals. For example, you might use milestones to mark desired
completion dates, or work review meetings.
Figure No-13(MILESTONE chart)
30
8.ANALYSE THE PROBLEM
Most of you must be well aware of the famous tried-and-true 4W 1H (Which,

What, Where, When, Why, How) framework which has maintained its status as
the master key to analyse the problem.
Figure No-14(4W 1H )
8.1 4W & 1H METHOD
What is the problem:

While MaxDna setup provided redundancy ,We found that during
changeover of Primary to Secondary DPU,Secondary DPU Fails to takeover.
Process control is automatically transferred from the primary DPU to the
secondary DPU when the primary DPU experiences a severe diagnostic
alarm or when communication between primary and secondary DPU is lost.
However, if the secondary DPU is itself experiencing a severe diagnostic
alarm, it will refuse control, unless the primary DPU loses power or is reset.
Where is the problem:

The location where hurdle came across was "CRE11 DPU". "Drum level control
loop" is the most Vital control loop in thermal plant. Most of the control
signals of drum level control loop comes in CRE11 DPU. Drum level control
loop is based on " 3 Element " error control. Hence as location of hurdle is
CRE11 DPU which is analogus to House of control signals which are eventually
mandatory for control loop, the system in whole gets hampered.
When does it occur:

The problem occurs when there is auto changeover scenario from primary to
Secondary DPU. In thermal plant where numerous parameters are being
monitored and are needed to be healthy, losing them is not at all to be the
31
desired condition. Also as mentioned prior, as there as numerous parameters,

Safe Auto changeover is only desired and though manual Takeover could
be the remedy in such scenarios , it is always considered to be substitute
solution and hence can never be primary solution.
Which thing affected:

In thermal plant there is always full tripping and partial or half tripping is never
the thing. Hence the Thing that is affected is total "UNIT" as a whole. Unit
tripped on drum level low and there has been such two instances in our
stage 3.
First Instance of Tripping

21 Jan 2017 -- Unit 8 tripped on drum level low
Second Instance of Tripping

7 May 2017 -- Unit 8 tripped on drum level low.
Figure No-15(Analysis of problem)

How does it occur :
Due to DPU failure, drum level signals behave erratic, because of which unit
trip on Drum level low.
"How It Happened" is briefed below
Control loop needs process parameters continuous in nature, so as to predict

and thereby take error control action. As drum level signals behaved erratic
or to say intermittent or non-continuous , The Recirculation valves of both
TDBFP in action got opened. Due to this, huge difference between feed flow
and steam flow got created and hence eventually both TDBFP got
unloaded. As Drum level is based on "3 Element" error control and due to
Recirculation valve opening , Error got amplified and huge difference
between steam flow and Feed flow eventually resulted in unit tripping on
"Dum Level Low"
32
9. IDENTIFICATION OF CAUSES
Figure No-16(Identification of causes by ISHIKAWA Diagram)

Root-cause analysis is intended to reveal key relationships among various
variables, and the possible causes provide additional insight into process
behavior. The causes emerge by analysis, often through brainstorming
sessions, and are grouped into categories on the main branches off the
fishbone, We found that causes due to Man and Material having valid root
causes.
9.1 Identification of valid causes Due to MAN by using "WHY "Method :
SR NO Causes Due to MAN VALID WHY?

1 Improper network configuration NO OEM configuration is correct
2 Improper network Backup NO Backup Cable connection is

cable connection correct
3 Improper network cable class NO Network cable class is correct
4 Improper logic implementation. YES During logic implementation

unused & Duplicate tags
configured
5 Connection of software field YES During logic field signal
signals connection most of the signal
connected via software
33
9.1 Identification of valid causes Due to MATERIAL by using "WHY "Method :
SR NO Causes Due to Material VALID WHY?

1 Handling capacity of DPU NO Its as per design
loading/Configuration/speed
Table No-12(Identification of valid causes Due to MAN by using "WHY

"Method)
Data analysis on Root causes
The exact root cause how it happened is briefed below
Query : Why DPU failure occurred?

Cause : Due to communication/connectivity between DPU lost.
Query : Now question arises why communication between the DUO pair of
DPU has been lost? .
Query : It's due to DPU overloading.
Query : Again question arises why DPU got overloaded.

Cause : A) Due to usage of unused Tags in logic
B) Due to usage of Duplicate tags in Logic
c) Due to use of signals that were connected by software and not
by Hardwire. Had those signals been hardwired instead of connecting them
by software, this predicament would not have arised.
34
10. DATA ANALYSIS
10.1 Data analysis (segregation of duplicate Tag ):
Figure No-17(Data analysis by segregation of duplicates tags)
As we fetching data from DPU we found 10 duplicates Tag.
10.2 Data analysis (segregation of Error data ):
Figure No-18 (Data analysis by segregation of Error data

As we fetching data from DPU we found 59 numbers of error.)
35
10.3 Data analysis (segregation of field signal connection Data ):
Table No-13 Data analysis (segregation of field signal connection )

We need to connect above soft field signal panel to panel by cable
connection.
36
11. DEVELOPING SOLUTION BY USING REVERSE ENGINEERING
Possibilities:
Are there spares DCS (AOB) cards available to convert soft field signal to
hardware field signals.
Solution:
Yes, almost 30% spares card available in each panel as per design.
Possibilities:
Will it affect the logics of Drum level
Solution:
No, we have removed only unused Tags in Drum Level Control Logics.
Possibilities:
Will It affects the Drum level Control Loop and It’s Performance.
Solution:
No, we have removed only Duplicates Tags in Drum Level Control Logics.
Possibilities:
Will it affect DPU loading.
Solution:
Yes, DPU loading will definitely reduce. As each tag has its own memory,
removal of tags will free memory and hence eventually DPU loading will
reduce.
37
12. FORESEEING PROBABLE RESISTANCE
Before implementation of proposed solution we thought about the probable

hurdles that may come. Hence we arranged a meeting with concerned
Authorities from Operation section and OEM viz M/s BHEL.
They all agreed with our proposed solution and gave clearance for its
implementation.
BHEL Communication details:
38
Clearance from Operation Team:
39
13. TRIAL IMPLEMENTATION AND CHECKING PERFORMANCE
Developed Logic implemented on 29/01/2018 (Unit 08)
Figure No-19(Development of logic)

After the solution of problem was developed and unforeseen probable
resistance was known and was dealt with accordingly, we headed towards
its Implementation Stage. So as part of developing solution procedure we
made Primary DPU bad, and as there was no loss of communication
between primary and secondary DPU , the secondary DPU took over the
control in auto without any hurdle and without any hamper to the system.
Developed logic implemented on 29/01/2018 in unit 8.
Figure No-20(Trend of developed logic)

Trends of successful changeover scenario of DPU manifested that system
process parameters were not missing and were continuous in nature and
hence were healthy. Due to this Control Action is precise and system is not
hampered in one way or the other.
40
14. REGULAR IMPLEMENTATION
Just diagnosing the problem , finding the remedy for the same and
implementing it only for "ONE" time and concluding that we are in
compliance with quality circle process would be totally wrong . Hence after
implementation also, we implemented it on regular basis as per the call of
situation. We implemented the solution on 30th January 2018 in unit 8.
Figure No-21(Regular Implementation)
41
15. FOLLOWUP AND REVIEW RESULTS
15.1 Tripping Events Data From SAP After Modification
42
Table No-14(Tripping Event data)
43
15.2 COMPARISON GRAPHS FOR TRIPPING EVENTS OBTAIN:
After modification there was no any one of the event occurs due to CRE 11
DPU changeover issue.
Figure No-22(Comparison graph for tripping event obtain)
15.3 COMPARISON GRAPHS DPU LOADING AND ERRORS :
After modification we found that DPU counts reduced from 6000 to 5041
Figure No-23(comparison graph DPU loading )
After modification we found that DPU errors almost NIL
44
Figure No-24 (After modification DPU errors)
After successful implementation of proposed solution in UNIT 08,We have

implemented developed solution in UNIT 09 on dated 07/07/2019 so as to
avoid unwanted tripping
16. EXPENDITURE
45
17.1 NON TANGENTIAL BENEFIT USING RADAR DIAGRAM
Figure No-25 (NON tangential benefit)
 Prior to quality circle , attributes specific to individual and to

whole Team also, were confined to a very small area.
 After quality circle , attributes such as leadership, safety
measures, working skills, knowledge, self confidence and
relationship were amplified in a much broader manner. Very
handy it can be deciphered from the radar diagram.
 It shows that prior to quality circle the extent of various
attributes was smaller, As shown by "BLUE" Curve which is smaller
area.
 On the Contrary, after quality circle compliance , the extent of
attributes amplified in a broader manner, As shown by the "RED"
curve which is larger area.
46
17.2 TANGENTIAL BENEFIT
Figure No-26 (Tangential Benefit)
Tangential benefits that we derived due to quality circle compliance were:
A) Huge financial loss of 0.67 cores that too per tripping event was saved.
B) Most vital control Loop in Thermal plant unit , that is "Drum level control
loop" , its performance was improved greatly.
c) The basic hurdle of DCS redundancy also has been solved.
47
18. TOOLS USED
Sr.no TOOLS USED FOR

1 Brain storming Identification Of
problem/Valid Causes
2 Stratification ABC Analysis Selection of Problem
3 3P Analysis Selection of Problem
4 "WHY WHY" Method Valid Causes
5 Bar Graph /PIE Chart Comparison
6 4W & 1H Method Analyse the problem
7 PDCA cycle Developing Solution
8 Reverse Engineering Developing Solution
9 Radar Diagram Non Tangential Benefits
10 Pareto Analysis Selection of Problem
11 Cause and Effect diagram Causes of Problem
Table No-15(Tools )
48

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SHINE QUALITY CIRCLE : NCQC 2019

"CRE-11 DPU CHANGEOVER ISSUE"

SHINE QUALITY CIRCLE

CHANDRAPUR SUPER THERMAL POWER STATION

Mahagenco is the only State Utility having a very well balanced

INTRODUCTION OF QUALITY CIRCLE 12

7.3 Task Assigning 30

Figure-1 Basic process plant overview

Table-1 ABC classification

CCQC Convention & competition on quality circle

MISSION & VISION

“Generating adequate power for Maharashtra on a sustainable basis at

 Diversify the energy portfolio to include solar, wind, gas, hydro-electric

 Commit to affordable energy rates through cost minimization and

 Value enhancement to the stakeholders by being nimble and

BRIEF INTRODUCTION OF QUALITY CIRCLE

Name of Q.C: SHINE

Department : C&I-III( CSTPS, CHANDRAPUR MH)

Address : Office Of CE ,Urjabhawn, Urjanagar ,Chandrapur

Phones 07172-220155 to 220159

Place of meeting Engineering room

Quality circle at a glance

Aim of Quality circle

Members of Quality circle

Coordinator Mr. R. B. Kamalakar

Case study presentation in “CSTPS

Case study presentation in “

1. INTRODUCTION OF QUALITY CIRCLE

Quality circles were originally associated with Japanese management

1.1 QUALITY CIRCLE DEFINITION

A Quality Circle or Quality Control Circle Is a Group of Workers who do the

1.2 MAJOR CONCEPTS OF QUALITY CIRCLE

 To improve quality, productivity, safety and cost reduction.

2. BASIC PROCESS PLANT OVERVIEW

A thermal power station is a power station in which heat energy is converted

Figure no-1(Basic process of plant overview)

The direct cost of electric energy produced by a thermal power station

3.3 STRATIFICATION (ABC ANALYSIS)

The problems have been classified under A, B, C category based on the

No. of problems identified under A

3.4 ABC ANALYSIS PIE CHART

Figure No-2 (PIE chart of ABC analysis)

3.5 LIST OF PROBLEMS

"A" category problems

"B" category problems

SR.NOS PROBLEMS DETECTED BY QC MEMBERS

1 Replacement of Sump Level Switches by Transmitters.

2 Laboratory Dead Weight tester problem.

3 MRHS-Repetitive burning of Rubber Hoses

4 Repetitive breakage of manual override switch of Rotex make Solenoids.

Repetitive breakage of Actuator Gear train of Switch Valve at AHP Conveying

Figure No- 3 (3P ANALYSIS METHOD)

4.2 PROPRIETARY GROUP(1st P)

In 1P divided in 5 sub group such as problem related to "Loss of generation,

Figure No-4(PROPRIETARY GROUP(1st P)

4.3 SELECTION OF PROBLEM USING PROPRIETARY GROUP

Group PROPRIETARY PROBLEM Sr. Nos. TOTAL

4.4 SELECTION OF PROBLEM BY USING PARETO CHART(2nd P)

Usage of Pareto chart, manifested that a huge financial asset amounting to

SN PARTICULARS UNIT08 MUs UNIT08 %

4.5 SELECTION OF PROBLEM BY USING PARETO CHARTS(2nd P)

PROPRIETARY GROUP Gen.Loss cost Cumulative Cumulative%

Table No-7(SELECTION OF PROBLEM BY USING PARETO CHARTS(2nd P)