Two Days Work

IMPROVING OPERATION COST EFFICIENCY BY
DIRECT COMBINE CYCLE START-UP MODE

IN TAMBAK LOROK CCPP
BY
1. DWI HANDOYO SAPUTRO
NIP: 780321178 I
2 . BAMBANG SUPRIHANTO
NIP: 7293592 K3
3. BOWO PRAMONO
NIP: 7291007 K3
PT. INDONESIA POWER UBP SEMARANG

2008
Tambak Lorok Combine Cycles Operational Optimation
Direct Combine Cycle Start-Up Mode
LETTER OF LEGALIZATION
This innovation has been approved and implemented in

Tambak Lorok Combine Cycle Power Plant.
General Manager
PT. Indonesia Power UBP. Semarang
(Ir. Zaenal Mustofa)
Together for a better tomorrow
Page. 2 from 22
ABSTRACT
Keywords : Start-up, CCPP (Combined Cycle Power Plant), Open Cycle, Combine
Cycle, Diverter Damper, HRSG (Heat Recovery Steam Generator)
Start -up design of Tambak Lorok CCPP has a source heat loss. These
losses appear from gas turbine start-up process and diverter damper
opening process. Diverter damper is a steel made plate between gas
turbine stack and HRSG. Modification in start-up mode is a must to
extinguish the losses; we name it as a Direct Combine Cycle Start-Up
mode. This type of start-up is already implemented successfully in GTG
2.2, April 2008. With this modification, we save the heat equal with
13,290,084 liters of No. 2 Oil HSD for 6 gas turbines in a year.
Page. 3 from 22
FOREWORD
Alhamdulillahi Rabbil Alamiin, is the words only for the God who has giving us His
Bless to finish this innovation successfully. Also, we want to say thanks to our
team work in PT. Indonesia Power UBP. Semarang and UBHar Semarang,
especially for the operators and technician of PLTGU Tambak Lorok. Without
them, we cannot finish the job completely.
As a human being, we realize that this innovation is completely not perfect. For
that, your constructive word and advice is what we need. At the end, we hope
this paper can be useful for all of us. Amiin.
W assalam.
Semarang, May 2008
Page. 4 from 22
TABLE OF CONTENT
Letter of Legalization
Abstract
Foreword
Table of Content
Table of Figure
2
3
4
5
6
Chapter I PREFACE
1.1
Background
1.2
Problems Identification
1.3
Objective
1.4
Scope
1.5
Methodology
7
7
7
7
7
Chapter II THEORITICAL BACKGROUND

2.1
Open Cycle And Combine Cycle Operation Mode
2.2
Start-up Design
2.3
Heat Calculation
2.4
Sulphur Corrosion Effect On HRSG Tubes
8
9
10
11
Chapter III
INNOVATION
3.1
Direct Combine Cycle Start-up Mode
3.2
Modification Needed
3.3
Start-up Mode Comparison
12
13
14
Chapter IV
BENEFIT
4.1
Financial Benefits
4.2
Non Financial Benefits
4.3
Risk Analysis
17
18
19
Chapter V
CONCLUSION AND SUGGESTION
5.1
Conclusion
5.2
Suggestion
20
20
REFERENCE LIST
BIODATA
21
22
Page. 5 from 22
FIGURE AND TABLE LIST

Figure
1
2
3
4
5
6
7
8
Title
Gas Turbines open cycle operating mode
Gas Turbines combine cycle operating mode
Flowchart of Tambak Lorok CCPP design start-up
Dew Point Sulphur Graph.
Flowchart of Tambak Lorok Direct Combine Cycle start-up mode
Graph status of Direct combine cycle Mode start up
Graph status of Design combine cycle Mode start up
Graph of HRSG HP steam temperature in GTG 2.2 April 21th 2008
Page
8
9
9
11
12
14
14
16
Table
1
2
Title
Standard Operating Procedure of Direct Combine Cycle Start-up Mode
Matrix of diverter damper indicationposition signal
Comparisons of 2 different kind of start-up mode, Direct combine
cycle and design start-up mode
Energy Calculation base on design start-up mode (step by step
opening diverter damper)
Diverter damper failure calculation cost
Financial benefits Resume from Direct combine cycle start-up mode
Risk analysis for Direct combine cycle start-up mode with its
mitigation
Page
11
13
3
4
5
6
7
Page. 6 from 22
15
17
18
18
19
CHAPTER I
P R E FAC E
1.1
Background
Tambak Lorok CCPP (Combine Cycle Power Plant) is designed to be
operated in open cycle (combustion gas is release to ambient from gas
turbines stack) or combine cycle (combustion gas is release to HRSG-Heat
Recovery Steam Generator, to produce steam for steam turbine). These
two kinds of operation can be change over (from open to combine cycle) by
opening the diverter damper step by step, which is located between gas
turbine stack and HRSG. This start-up mode operation resulted in a certain
heat loss (when gas turbine operated in open cycle and when opening the
diverter damper).
Beside that, Tambak Lorok CCPP is a start stop operating plant. It happens
since 12 years ago and makes the diverter damper always operated open
close in high temperature and suffers from creep and thermal fatigue
phenomena. Those phenomena are a source of diverter damper failure, at
least once a year with 4 days shutdown time.
1.2 Problems Identification

To minimize the problems above (no open close diverter dampers
operation and avoiding the heat loss), we need a modification in Tambak
Loroks start-up mode. So, what kind of modification should we do? And
what are its effects from operation and maintenance point of view?
1.3 Objective
This innovation has two purposes:
1. Avoiding heat loss when starting up Tambak Lorok CCPP
2. Avoiding Diverter Damper failure
1.4 Scope
Scope of this modification is in gas turbine MS9001E Tambak Lorok CCPP
Semarang Indonesia and its HRSG.
1.5 Methodology
All the data needed is come from real time data of Tambak Lorok Combine
Cycles start up operation mode in April 2008.
Page. 7 from 22
CHAPTER II
THEORITICAL BACKGROUND
2.1
Open Cycle And Combine Cycle Operation Mod e

1. Open Cycle
In an open cycle mode, gas turbines combustion gas is released straight to
gas turbin es stack (see figure 1). In this condition, diverter damper is in a
close condition and hold back the combustion gas from entering HRSG. This
gas has a high temperature, about 560 oC. With this operation mode the gas
turbine has a low thermal efficiency, around 29%.
Figure 1. Gas Turbines open cycle operating mode.

2. Combine Cycle
In combine cycle system, the heat from gas turbines combustion gas is
being used again in HRSG, to produce steam (water vapor) as a working
fluid in steam turbine generator (see figure 2 below). At this condit ion,
diverter damper is in open position and the gas is spreading out in HRSG
tubes. Temperature of gas released in HRSGs stack is lower than Gas
Turbines stack, around 150 oC, so the unit efficiency goes up into 40%.
Page. 8 from 22
Figure 2. Gas Turbines combine cycle operating mode.

2.2 Start Up Design
Year 1998, is the first year operation of Tambak Lorok CCPP, 2 x 500 MW. The
start-up process is shown in flowchart below.
START
START UP COMMAND
FROM TRANSMISSION
START UP GTG
START UP HRSG
OPEN DIVERTER DAMPER

20, , 100%
START UP STG
(STEAM TURBINE GEN.)
END
Figure 3. Flowchart of Tambak Lorok CCPP design start-up.
Page. 9 from 22
Generally, combine cycle start-up is started by opening diverter damper step by

step until 100% open. After the quality of high pressure steam in HRSG pass the
limit (500oC 45 bar Cold Start), we can rolling the Steam Turbin e until it produce
an electricity.
2.3 Heat Calculation
Base on design start-up, there are sev eral heat loss as describe above:
1. Heat Loss when Gas Turbine Start
2. Heat loss when opening Diverter Damper
Heat loss calculation that use in this paper is based on enthalpy contains in
combustion gas. We also assume that combustion gas is an ideal gas, since it is a
high temperature fluid.
P = m . h
With
P = Heat Loss (Watt)

m = mass flow rate of combustion gas (kg/s)
h = differential enthalpy between combustion gas and ambient air 1.
This heat loss is a potential loss of power. To make it as real as turbines output,
we have to add another factor, machine efficiency (). So the real heat loss is :
W=P.
For combine cycle, the is 40%.
2.4 Sulphur Corrosion Effect On HRSG Tubes
Combustion gas from the gas turbine is a source of sulphur corrosion in HRSG
Tubes. Sulphur content on liquid fuel (No. 2 Oil) is oxidiz ing in combustion
process and change into SOx gas. This gas will condensate into H 2SO4 when the
surrounding temperature comes into its dew point. H2SO4 is corrosive to the steel
metal, especially the upper part of HRSG tubes (eco nomiser tubes). Below is the
reaction that happens in combustion process.
H20 + SO 3 H 2SO4
The sulphur dew po int is a function of sulphur content in the fuel. This relation
can be seen in figure 4 below.
Enthalp y data comes from Yunus A. Cengel, Robert H . Turner, Fundamentals Of

Thermal-fluid Sciences, 2nd Ed, Mc Graw Hill, NY, 2005.
1
Page. 10 from 22
Figure 4. Dew Point Sulphur Graph.

No. 2 oil in Tambak Lorok Combine cycle has sulphur content on 0.5% Wt. Base
on figure 4, the minimum point to reach the sulphur corrosion (dew point
sulphur) is 95oC. So, to reduce the effect, operation temperature setting in HRSG
Tube is 135 oC (condensate water temperature entering the economizer/HRSG
settin g).
Page. 11 from 22
CHAPTER III
IN N OVA T ION
3.1
Direct Combine Cycle Start-up Mode
Below is the flowchart of Tambak Lorok CCPP start-up mode that use to avoid
the heat loss, we call it as Direct Combine Cycle Start-up Mode.
START
START -UP COMMAND
FROM TRANSMISSION
OPEN DIVERTER DAMPER
100%
Modification adding an indication

switch of diverter damper.
START UP HRSG
START UP GTG
After gas turbine online, the load ramp

rate is based on HRSG HP steam
temperature raise (5 11oC/min)
START UP STG
HRSG High Pressure steam

quality: 500oC in 4 5 bar.
END
Figure 5. Flowchart of Tambak Lorok Direct Combine Cycle start-up mode.
The operating procedure of Direct Com Direct Combine Cycle start-up mode has
been done at gas turbine 2.2 in April 16th 2008 and April 21th 2008. We can see
the detail as below.
Table 1. S tandard Operating Procedure of Direct Combine Cycle Start-up Mode.
No
Item
PIC
Diverter damper switch indication in CLOSE position.
Local
2
3
S tart HRSG
Diverter damper switch indication in OFF position.
Oprtr Control R
Local
Page. 12 from 22
No
Item
PIC
Start GTG
Oprtr Control R
5
6
GTG Online (SIMPLE mode)

GTG set load = 15 MW
Oprtr Control R
Oprtr Control R
Observe temperature raise of HRSG HP Ste am (max. 11oC/min)

Raise the Gas Turbine load 5 MW/ per 5 minutes after the HRSG HP
Steam temperature stabilize in 5oC/min
When Gas Turbine load reach40 MW, execute : COMBINE
Oprtr Control R
Observe temperature raise of HRSG HP Steam (max. 11oC/min)

Raise the Gas Turbine load 10 MW/ per 5 minutes after the HRSG HP
Steam temperature stabilize in 5oC/min
If the HP Steam permissive is ok (pressure, temperature, and flow),
change the HP Drum status from start level into operating level
Observe temperature raise of HRSG HP Steam (max. 11oC/min)
After HP Steam combine, Diverter damper switch indication in OPEN
position.
Oprtr Control R
8
9
10
11
12
13
14
3.2
Oprtr Control R
Oprtr Control R
Oprtr Control R
Oprtr Control R
Oprtr Control R
Local
Modification Needed
From the flowchart above, below are the modifications needed for Direct
Combine Cycle Start-up mode.
Adding a switch of indication signal in MCC panel of HRSG (OPEN - CLOSE
OFF position) to make sure that diverter damper signal is on function, as
needed in existing sequence of gas turbine start and HRSG start.
Below is a matrix of diverter damper indication signal and its function.
Table 2. Matrix of diverter damper indicationposition signal.

NO
CONDITION
SWITCH INDICATION
POSITION
REMARKS
START HRSG
CLOSE
To give signal to DCS that Diverter Damper

is in Close position (as HRSG Start
Permissive)
START GTG
OFF
To give signal to Mark V that Diverter

Damper is in Close position (as HRSG
Protection)
GTG ONLINE
OFF
To give signal to DCS that Diverter Damper

is in Close position (as HRSG Protection)
OPEN
To give signal to DCS and Mark V that

Diverter Damper is in Open position(as
HRSG Protection, when HRSG tripped, gas
turbine must tripped too)
COMBINE
Page. 13 from 22
3.3
Start-up Mode Comparison

Two figures below ar e a real time graph of two kind start-up modes. The
first one is Direct combine cycle start up mode (GTG 2.2 April 21st 2008)
and the last one is Design combine cycle start up mode (GTG 2.3 April 28th
2008). Both of them is a cold start.
Figure 6. Graph status of Direct combine cycle Mode start up.
Figure 7. Graph status of design combine cycle Mode start up.

Notes :
TTXM
= Combustion gas temperature (Exhaust gas from gas turbine)
IGV
= Inlet Guide Van Compressor position (%)
Damper
= Diverter Damper position (%)
Page. 14 from 22
From the two figures above, we can compare as below.

Table 3. Comparisons of 2 different kind of start-up mode, Direct combine cycle and design start-up mode.
No
Item
Star t
Purging
Gas Turbine Firing stage (gas
turbine speed raise)
Ga Turbine Fsnl (Full spee d
no load)
3
4
5
Open diverter damper
Total time of start -up process
7
8
9
Total time from gas come to

HRSG until the HP steam can
rolling up steam turbine
Ramp rate Turbine Gas
average
HP steam temperature raise
average
April 21th 2008

GT 2.2
Direct Combine Cycle Mode
(Cold Start)
April 28th 2008

GT 2.3
Design Mode
(Cold Start)
7*
12
22
15
74
84
138**
72
64
MW/minute
1.094
0.781
oC/m inute
6.258
5.66
Unit
Minute
from
Minute
M inute
from
M inute
from
M inute
from
M inute
from
Minute
Notes :
* Purging time needed in direct combine cycle mode is 4 minutes long than design start-up mode, as
machine design requirement (Mark V sequence control setting).
**This figure is not actually shown, load hold out in 40 MW for 50 m inutes .
From table 3 above, we can see that there is no significant figure between two
kinds of start-up mode. There are 8 minutes differences (point 6), in total time,
start from combustion gas come to HRSG until the HP Steam can rolling up,
These differences can be optimalize by adding the gas turbine ramp rate in direct
combine cycle mode. It happens because of the HP steam temperature raise
average are still under 5 11oC/menit.
Below is the curve of HP steam temperature raise in HRSG when Direct Combine
Cycle start-up mode, April 21st 2008.
Page. 15 from 22
Figure 8. Graph of HRSG HP steam temperature in GTG 2.2 April 21th 2008.
Page. 16 from 22
CHAPTER IV
B E NEFIT
4.1
Financial Benefit
Financial benefits that come from this innovation are:
1. Operational Benefit/Energy benefits from heat recovery
Below is a table of energy calculation from Direct combine cycle
comparing with a normally open diverter damper2.
Table 4. Energy Calculation base on design start-up mode (step by step opening diverter damper)
RPM
LOAD
IGV
FUEL
MW
DEG
KG/S
Amb
Amb
exh
Heat Loss
damper
Exh
Temp.
EXH
temp
FLOW
Exh. Gas
open
degC
kj/kg
DEGC
KG/S
kJ/kg
kW
D=(C-A) x B
6366.0873
50927.357
0
0
1
1.5
A
300
1000
0
0
34
34
1500
2000
2500
2750
TIME
Energy
Loss
minutes
kwh
F = D x E/60
106
0.2
0.3
32
32
305.37
305.37
65
289
194.21
194.35
338.15
567.41
34
32
305.37
449
194.49
737.14
83975.22
1.5
2,099
34
1.4
32
305.37
464
194.63
753.36
87191.398
1.5
2,180
34
1.7
32
305.37
396
194.77
680.23
73011.95
1.5
1,825
52
32
305.37
329
297.89
609.28
90530.269
1.5
2,263
323
319.54
602.98
95097.469
1.5
2,377
3000
56
2.3
32
305.37
3000
10
56
2.6
32
305.37
330
319.82
610.33
97532.435
1.5
2,438
3000
20
56
3.2
32
305.37
370
320.1
652.57
111136.93
3,705
3000
30
56
3.7
32
305.37
412
320.38
697.33
125576.27
4,186
3000
40
56
4.1
32
305.37
451
320.66
739.3
139144.44
20
4.5
8,349
3000
50
56
4.8
32
305.37
492
320.8
783.81
153482.08
30
9,740
3000
60
56
5.4
32
305.37
527
321.08
822.12
165916.29
40
9,209
3000
70
58
5.8
32
305.37
560
321.36
858.51
177757.2
50
7,674
3000
75
58
6.2
32
305.37
560
321.5
858.51
177834.64
60
4,424
3000
80
67
6.4
32
305.37
560
335.4
858.51
185523.29
70
10
8,888
3000
90
83.9
6.8
32
305.37
560
363.2
858.51
200900.59
80
3,557
3000
100
86
7.4
32
305.37
560
391
858.51
216277.9
90
12
3,557
Total Heat Loss (KWh) ---> a
77,851
Machine Combine Cycle Mode efficiency (%) ---> b
40
Equal with electricity generated (Kwh) ---> c = a x b
31,140
Electricity Price (Rp/Kwh) ---> d
1,900
Total Energy Loss from design start-up mode for each start-up in 1 gas turbine
59,166,517
From the table above, total energy loss in design start-up mode reach Rp.
59,166,517 for one start -up. If we assume that in one month, Tambak Lorok
CCPP has 22 times start-up (30 days minus 2 x RSH in a week), so the total
energy losses (as energy benefit) in a year are:
Data of average design start -up mode
firing
1,273
Page. 17 from 22
Gas
turbin
online
Steam
Ok
Rp. 59,166,517 x 22 x 12 = Rp. 15,619,960,394

2. Maintenance Benefit/Financial benefits from avoiding diverter damper
failure
By using a Direct Combine Cycle start-up mode, we can avoid the
diverter damper failure (breakdown or broken by creep or thermal
fatigue). This failure makes the gas turbine offline for about 4 days.
This failure happens once in a year. Below is the total cost from the
diverter damper failure.
Table 5. Diverter damper failure calculation cost.
No
Item
Unit
Open Cycle
Sfc
liter/kwh
2
3
Output
Days of failure
b
c
4
5
6
Operation hour in a day

Total operating hour
Production
7
8
9
Production difference
Equal with liquid fuel HSD
Equal with fuel price
10
M aintenance cost to fix the

diverter damper for 1 time failure
11
Total Maintenance Benefit
Combine Cycle
0.35
0.24
Kw
hari
100,000
4
150,000
4
d
e=c*d
f=e*b
jam
jam
Kwh
8
32
3,200,000
8
32
4,800,000
g
h=a*g
i=h*8640
Kwh
liter
Rp.
1,600,000
384,000
3,317,760,000
Rp.
200,000,000
K=i+j
Rp.
3,517,760,000
From the two aspects above we can conclude that Direct combine cycle startup mode can reduce the operation and maintenance cost as below.
Table 6. Financial benefits Resume from Direct combine cycle start-up mode.
No
4.2
Item
Unit
Value
Energy (from heat loss)
Rp/year
15,619,960,394
Operation and maintenance cost improvement
Rp/year
3,517,760,000
Total for 1 gas turbine in a year
Rp.
19,137,720,394
Total for 6 gas turbine in a year
Rp.
114,826,322,366
Equal with liquid fuel HSD for 1 gas turbine in a year
Liter
Equal with liquid fuel HSD for 6 gas turbine in a year

(HSD price= Rp. 8640/liter)
Liter
2,215,014
13,290,084
Non Financial Benefits
Page. 18 from 22
Non financia l benefits from this innovation are:

a. Raising Company image
b. Raising unit availability by reducing diverter damper failure number
4.3 Risk Analysis
Table 7. Risk analysis for Direct combine cycle start-up mode with its mitigation.
If Direct Combine Cycle Start -up mode is not implemented

No.
Risk
Diverter Damper Failure
Start-up Heat Loss
HRSG Tube Leak
Risk Level
High
High
Medium
MITIGATION
Tightening SOP of operation and maintenance
Tightening SOP of operation and maintenance (HP Steam
raise : 5 - 11oC/minutes)
If Design Combine Cycle Start-up mode is implemented

No.
Risk
Risk Level
MITIGATION
Diverter Damper Failure
Low
Start-up Heat Loss
HRSG Tube Leak
Low
Low
Page. 19 from 22
CHAPTER V
5.1
Conclusion
Gas turbine MS9001 Tambak Lorok CCPP is possible to do the therm al
improvement by using Direct combine cycle start -up mode.
Direct combine cycle start-up mode will avoid diverter damper failure.
Direct combine cycle start-up mode can minimizing energy loss Rp.
59,166,517 for each start-up in 1 gas turbine, and Rp. 3,241,280,000
for every diverter damper failure. Totally, equal with Rp.
114,826,322,366 in a year for 6 gas turbine (or 13,290,084 liters HSD
liquid fuel).
From the last experience in Direct combine cycle start-up mode (April
16 th, April 21st and May 4 th 2008 ) we found no evidence of negative
side for the machine itself.
Shutdown process with Direct combine cycle mode will do the same
like start-up does but in a small scale aspect.
5.2
Suggestion
We need to socialize this to another unit, so as a corporate we will get
a big number of benefits.
Page. 20 from 22
REFERENCE LIST
1 . Operational data of GTG 2.2 Tambak Lorok CCPP start-up, April 21 st 2008.
2 . Operational data of GTG 2.3 Tambak Lorok CCPP start-up, April 28 th 2008.
3 . Manual Book GTG and HRSG Tambak Lorok CCPP.
4 . ISO 9001 Document: SOP Start-Up GTG, HRSG and STG Tambak Lorok CCPP.
5 . Yunus A. Cengel, Robert H. Turner, Fundamentals Of Thermal-fluid
Sciences, 2 nd Ed, Mc Graw Hill, NY, 2005.
Page. 21 from 22
BIODATA
NAME
: DWI HANDOYO SAPUTRO
NIPEG
: 780321178 I
TITLE
: ENJINER MESIN
TTL
: JAKARTA, 29-06-1978
ENTERING DATE: 8 September 2003

ADDRESS
: KOMP. DURIAN MEDITERANIA VILLA A4 BANYUMANIK
NAME
: BAMBANG SUPRIHANTO
NIPEG
: 7293592K3
TITLE
: ENJINER LISTRIK
TTL
: SEMARANG, 20 -11 -1972
ENTERING DATE: 21 Mei 1993

ADDRESS
: JL.NGESREP BARAT III/ 3
NAME
: BOWO PRAMONO
NIPEG
: 7291007k3
TITLE
: SP HMK GU1
TTL
: SEMARANG, 23 -05 -1972
ENTERING DATE: 14 Desember 1991

ADDRESS
: JL.ARYA MUKTI IV/863
Page. 22 from 22
Muara Tawar
Combined Cycle Power Plant
HAPUA Working Group No.1 Generation _ Malaysia 2008
Best Practices Power Plant Operation & Maintenance with

Implementation of Good Corporate Governance based on
Integration of Asset Management Risk Management
& Integrated Management System
in Muara Tawar Combined Cycle Power Plant
(The Most Valuable Paper of the Innovation Championship

of PT PLN (Persero) Indonesia 2007
Prepared for:
HAPUA Working Group No. 1 Generation : Knowledge Sharing Workshop on the
Best Practices in Open Cycle Gas Turbine, Combined Cycle, Non Coal Fired Thermal
& Internal Combustion Diesel Power Plant
Kuala Lumpur, Malaysia. 15th 16th July 2008
Author:
PURWONO JATI AGUNG, ST, MT
Outage Management Supervisor / Engineering Specialist
PT Pembangkitan Jawa Bali
Muara Tawar Combined Cycle Power Plant
Bekasi West Java - Indonesia
purwono@ptpjb.com
jati.agung@yahoo.com
Muara Tawar
ACRONYM
EAMS
Enterprise Asset Management System
EAF
Equivalent Availability Factor
EFOR
Electric Forced Outage Rate
BSC
Balance Scorecard
ERP
Enterprise Resources Planning
FDT
Failure Defense Task
FMEA
Failure Mode Effect Analysis
FMECA
Failure Mode Effect & Criticality Analysis
GCG
Good Corporate Governance
GGG
Good Generation Governance
ISO 9001:2000
ISO 14001:2004
Quality Management System Standard have implemented in the PT PJB

Muara Tawar Combined Cycle Power Plant
Environment Management System Standard have implemented in the
PT PJB Muara Tawar Combined Cycle Power Plant
KPA
Key Performance Area
KPI
Key Performance Indicator
LCC
Life Cycle Cost
MPI
Maintenance Prioritization Index
OEE
Overall Equipment Efectiveness
OH
OHSAS 18001:1999
& Permenaker No.
Overhaul
Safety & Health Management System Standard have implemented in
the PT PJB Muara Tawar Combined Cycle Power Plant
Per.05/Men/1996
PT PJB
Perseroan Terbatas Pembangkitan Jawa Bali
RCFA
Root Cause Failure Analysis
RO
Recommended Order
SERP
System Equipment Reliability Prioritization
WO
Work Order
WPC
Work Planning & Control
Muara Tawar
ABSTRACT
PT Pembangkitan Jawa Bali (PT PJB) is one of the subsidiaries of PT PLN (Persero) with
installed capacity are 6500 MW. Muara Tawar Combined Cycle Power Plant is one of the
generation unit of PT PJB, located on Bekasi, West Java and supply of electricity to the
Jakarta as a strategic region. Muara Tawar Combined Cycle Power Plant consists of 1 block
combined cycle (3 gas turbines & 1 steam turbine) and 1 block opened cycle (2 gas turbines)
with HSD (High Speed Diesel) as primary energy and 950 MW installed capacity. For the
continuous improvement of performance, PT PJB Muara Tawar Combined Cycle Power Plant
implemented the Tata Kelola Unit Pembangkitan Terintegrasi (Integrated Best Power Plant
Governance) based on :
1) Generation Plan
2) Asset Management, based on : Reliability Improvement Program, Work Planning and
Control, Supply Chain Management, Efficiency Management, Outage Management, EAMS
(Enterprise Asset Management System) & Energy Management
3) Balanced Scorecard
4) Risk Management
5) Quality Management System (QMS), Environmental Management System (EMS) &
Occupational Health & Safety Management System.
6) Work Culture.
The integrated rule standard of those Best Power Plant Governance are :
1) Asset management (as reference is Reliability Improvement Program) full integrated with
risk management, especially for physical assets.
2) Those integration based on Integrated Management System which have been
implemented at PT PJB Mara Tawar Combined Cycle Power Plant before, pursuant to
Quality Management System (QMS) ISO 9001:2000; Environmental Management System
(EMS) ISO 14001:2004; Occupational Health & Safety
Management System OHSAS
18001:1999 & Permenaker No. Per.06/Men/1996 (Indonesian Health & Safety

Standard).
3) The concept in the step 2 above, implemented in analysis tool for Reliability
Improvement Program called FMECA (Failure Mode Effect & Criticality Analysis). This
application produced the engineering recommendation, which if examined using the
Muara Tawar
integration clause in Integrated Management System will be produced the governance

improvement of :
Operation (efficiency management)
Maintenance (reliability improvement)
Material & tool recommended (supply chain management)
Optimal shutdown / outage for related system, subsystem & equipment (outage
management)
Process supporting :
Safety, health & environment.
Resources (tool, human resources competencies).
All of those improvement must be formulated in the reviewed documentation system of

Integrated Management System.
4) All of the reviewed documentation system is integrated in the EAMS (Enterprise Asset
Management System) for becoming standard job. The standard job is a data base for
create the work order (WO), where the work order is a RISK MITIGATION for related
system, subsystem or equipment. Also, this work order integrated with Risk Web Portal of
Risk PT PJB, so that the progress of risk mitigation can be controlled by online.
All of those process must be measure to ascertain successfully stage compared with the
condition before implementation and according to Key Performance Indicator.
For increase of maturity of the implementation, PT PJB Muara Tawar Combined Cycle Power
Plant specifying continuous improvement program based on process business maturity level
assessment to 10 Key Performance Areas (10 KPAs) for several years (long term planning)
with specific KPI (Key Performance Indicator).
Keywords : Integration, Best Power Plant Governance, Asset Management, Risk Management,
Integrated
Management
System,
Reviewed
Measuring, Continuous Improvement.
Documentation
System,
Implementation,
Muara Tawar
CHAPTER I
PRELIMINARY
1.1. Background
1.1.1.
The Dynamic of Power Plant Organization

The hot issues related to the power plant organization:
1. The
10.0000
MW
Indonesian
electricity
project.
For
operation
&
maintenance, the power plant organization need a management system

based on best practices rules. PT PJB have developed and implemented of a
management
system
based
on
Tata
Kelola
Unit
Pembangkitan
Terintegrasi (Integrated Best Power Plant Governance), which can be the

modeled for ideal power plant organization.
2. Management commitment of PT PLN (Persero) (PLN Star 2011), which one of
the program is development of human resources system by implementation
of :
Balance Scorecard (BSC)
Enterprise Resource Planning (ERP) is 100% implemented
Corporate Malcolm Baldridge Score reach 500 scores
The certify of ISO 9001 : 2000 dan ISO 14001 : 2004 for all of Power
Plant /PLN unit.
1.1.2.
The Alignment of Power Plant Management System

Organization maturity profile determined by 4 element spectrums have owned
causality relationship, consists of:
1) Leadership & People (who does it all)
2) Methods & Processes (what gets done)
3) System & Technology (the enablers)
4) Material & Physical Plants (the results)
To reach the good corporate governance (GCG) with the best performance, PT
PJB (as a corporate) always have done continuous improvement best effort, so
each of 4 element spectrums will be growth to excellence maturity level
gradually.
Muara Tawar
In the implementation of management system based on best practices rules in

PT PJB, one of best effort is the implementation of framework of Integrated
Best Power Plant Governance (Tata Kelola Unit Pembangkitan Terintegrasi)
shows on Picture 1.1 :
Figure 1.1 Framework of Integrated Best Power Plant Governance

in PT Pembangkitan Jawa Bal
PT PJB assumes that the Integrated Best Power Plant Governance is very
important, because shareholder and investor consider as most important a good
governance than a good financial performance. A good governance will be
brings in sustainable profit and growth.
Those framework must be implemented by every power plant unit in PT
PJB.
So, to reach a Good Corporate Governance (GCG) with the best power plant
performance, the deployment and implementation of Good Corporate
Governance (GGG) have been done uniqueness & special characteristics,
because the alignment to the process conducted by totally integrated, have
never implemented in all of power plant in Indonesia:
1) PT PJB Muara Tawar CCPP have implemented an Integrated Management
System based on Quality Management System (QMS) ISO 9001:2000;
Environment Management System (EMS) ISO 14001:2004; Occupational
Health & Safety Management System (OHSMS) OHSAS 18001:1999 &
Muara Tawar
Permenaker No. Per.06/Men/1996. They are important base to integrate of

framework of Integrated Best Power Plant Governance .
2) PT PJB Muara Tawar Power Plant have implemented Risk Management
which fully integrated with Reliability Improvement for physical assets, so
the totally integration process with all of Integrated Best Power Plant
Governance could be done easily.
1.1.3.
Power Plant Reliability & Power Plant Equipment Efficiency.

Demands of increasing of revenue (OEE = Overall Equipment Effectiveness)
although create aging in the power plant equipment but not conducted the
investment properly (LCC = Life Cycle Cost)
1.2. Target & Goal of Integration of Integrated Best Power Plant Governance.
1.2.1. Target
To reach of Best Practices and Good Corporate Governance (GCG) with the best
performance in the power plant management.
1.2.2. Goal
To create of the best & structured documentation system of Integrated
Management System, consists of Company Policy (document level 1),
Procedure (document level 2), Work Instruction (document level 3) and
Form (document level 4), so will be achieved:
1) Live documented to shows the day to day implementation of business
process.
2) Excellence
business
process
gradually
and
the
best
performance
continuously to increase company competitive value.
1.3. Hypothesis, Scope and Assumptions

1.3.1. Hypothesis
1. The base of integration are PT PJB Muara Tawar Power Plant have owned &
implemented of Integrated Management System since year 2005, consists of
Quality Management System (QMS) ISO 9001:2000; Environment Management
System (EMS) ISO 14001:2004; Occupational Health & Safety Management
System (OHSMS) OHSAS 18001:1999 & Permenaker No. Per.06/Men/1996.
Muara Tawar
2. The main guidance to conduct review of documentation system of Integrated

Management
System
are
Reliability
Improvement,
Supply
Chain
Management, Efficiency Management, Work Planning & Control and

Enterprise Asset Management System (EAMS)
3. The tool for analysis is Failure Mode Effect & Criticality Analysis (FMECA) is
an integration between Failure Mode Effect Analysis (FMEA) & Risk
Management.
4. The integrated document of Integrated Management System are operation
document, maintenance document, engineering document, safety & health
document, environment document, human resources document and
general document.
5. The concept & implementation of integration is an observation, hard working,
and experience from Engineering Team of PT PJB Muara Tawar CCPP
6. The successfully measurement of this concept conducted by the assessment
mechanism after implementation of this concept, and then compared with
the assessment results before implementation of this concept.
7. This concept developed by continuous improvement mechanism, so the
implementation must be completeness.
1.3.2. Scope & Assumption

1. The process of this concept is fully integrated between Integrated
Management System with Risk Management and Asset Management
(Reliability Improvement, Supply Chain Management, Efficiency Management,
Work Planning & Control / WPC and Enterprise Asset Management System /
EAMS) consist of development, implementation, measurement and continuous
improvement.
2. This concept snap at clauses of QMS ISO 9001:2000, EMS ISO 14001:2004 and
SHMS OHSAS 18001:1999 &
Permenaker No.
Per.05/Men/1996 which
implemented in the business process of PT PJB Muara Tawar CCPP.
1.4. Research Methodology & Paper Structured

1.4.1. Research Methodology
Research methodology of this paper consists of review, optimization and
completeness of the documentation system of Integrated Management System
Muara Tawar
(Quality Management System (QMS) ISO 9001:2000; Environment Management

System (EMS) ISO 14001:2004; Occupational Health & Safety Management System
(OHSMS) OHSAS 18001:1999 & Permenaker No. Per.06/Men/1996) with the fully
integrated between Integrated Management System with Risk Management and
Asset Management, with the stage are:
1. Compilation and finalization of the concept of Integrated Best Power Plant
Governance, for each business process Operation & Maintenance with
Integrated Management System as a integration base, consists of :
Reliability Improvement
Efficiency Management
Supply Chain Management
Work Planning & Control Outage Management
2. Implementation of integration of Asset Management & Risk Management
will be produce the engineering recommendation and descript on the SOP
(Standard Operating Procedure) & Form with the compliance to Integrated
Management System (QMS ISO 9001:2000, EMS ISO 14001 : 2004, SHMS OHSAS
18001:1999 / Permenaker No. Per.05/Men/1996), and later integrated to the
Enterprise Asset Management System (EAMS) (SIT ELLIPS Risk
Management Portal Web of PT PJB)
3. Compilation of Corporate Manual (Document Level 1) of PT PJB Muara
Tawar CCPP.
4. Go Live the Documentation, socialization and continuous improvement
process.
1.4.2. Structure of Paper

1. Chapter I. Preliminary
Consists of the background of problem, target and goal, hypothesis, scope and
assumption, and research methodology and structure of paper.
2. Chapter II. Theory Basis
Consists of supporting theory to analyses of the integration concept.
3. Chapter III. Discussion
Consists of systematic discussion about this paper.
4. Chapter IV. Measurement of success of the implementation of the Integrated
Best Power Plant Governance in PT PJB Muara Tawar CCPP and Its benefits.
Muara Tawar
The description of measurement of successfully implementation of the

Integrated Best Power Plant Governance in PT PJB Muara Tawar Power
Plant and its benefits for non financial aspect (business process improvement)
and financial aspect (Indirect influence)
5. Chapter V. Continuous Improvement Program
The description of continuous improvement program for a long term based on
assessment method.
6. Chapter VI. Summary & Suggestion
Consists of results of implementation of integration concept & followed
suggestion.
10
Muara Tawar
CHAPTER II
THE THORY BASIS
2.1. Work Culture
Work culture is a work behavior change program to support sustainability the
management of improvement program as a change management to integrate the program
of Integrated Best Power Plant Governance become a habit behavior. Work culture
must be implemented in the PJB values are integrity, superiority, cooperation, servicing
and environment aware with the implementation area are:
1) Discipline & commitment in the implementation of the determining program.
2) Implemented of daily meeting, weekly meeting and monthly meeting effectively
appropriate the shared good practices.
3) The executor give a feedback for planning improvement.
4) Walk to floor for a top management (manager & deputy manager).
5) Briefing before work execution and debriefing after work execution.
6) Knowledge sharing, safety induction and continuous improvement.
One of the implementation of work culture in the PT PJB Muara Tawar CCPP is
conducted the workshop as a sharing knowledge & capture knowledge in the
development & implementation of the integration concept of Asset Management Risk
Management Integrated Management System, so the recommendation for the
improvement of power plant management have accommodated the experience &
competence from all of personnel in PT PJB Muara Tawar CCPP.
2.2. Integrated Management System

Integrated Management System is a Management System, which integrates all
components of a business into single coherent system, so top management can be
finished all of the activity & organization problems efficiently to enable the achievement
of its purpose & mission and to increase corporate images. The system which integrates
in PT PJB Muara Tawar CCPP consist of Quality Management System (QMS) ISO
9001:2000; Environment Management System (EMS) ISO 14001:2004; Occupational
Health & Safety Management System (OHSMS) OHSAS 18001:1999 & Permenaker No.
Per.06/Men/1996. The meaning of integration is with compliance of clauses QMS ISO
9001:2000 will be resulted the company target to obtain the customer satisfactory, with
11
Muara Tawar
compliance of clauses EMS ISO 14001:2004 will be resulted the company target about
corporate social responsibility / CSR and with compliance of clauses OHSAS 18001:1999
will be resulted the company target to guarantee safety work environment. Integrated
Management System which implemented in PT PJB Muara Tawar CCPP as a media to
integrates technical program of the Integrated Best Power Plant Governance become a
structured document, effective document and simple document so will be facilitate the
understanding of implementation of Integrated Best Power Plant Governance.
2.3. Reliability Improvement
Goal of Reliability improvement program which implemented in PT PJB Muara Tawar
CCPP is to change unplanned maintenance become planned maintenance by:
1) Effectiveness of quality control
2) Evaluation of maintenance task (paper work)
3) Elimination of performance gap
4) Ascertain that the system have governance well by system owner.
5) Prioritization of the system
6) Modification equipment / system
Those mentioned goal manage by reliability improvement sequence are:

1) Increasing the results of System Equipment Reliability Prioritization (SERP) mainly
for equipment have owned Maintenance Prioritization Index (MPI) mainly for
rotating equipment.
2) Increasing the quantity & quality of Root Cause Failure Analysis (RCFA) with cost
benefit analysis.
3) Controlling the sequence of reliability improvement with integrated the risk
management by Failure Mode Effect & Criticality Analysis (FMECA). The
recommendation is Failure Defense Task (FDT) for Preventive Maintenance
Improvement & Predictive Maintenance Improvement so will be increase of post
maintenance in work package. For the 1st step, the priority of FDT is for 1st top %
subsystem in SERP
12
Muara Tawar
2.4. Risk Management

Implementation of risk management in PT PJB UP Muara Tawar is integrated and
synergized with reliability improvement. Basically from those implementation, so all of
corporate planning related the operation & maintenance conducted based on integration
principal of Risk Management and Asset Management. Those integration concept use for
conducted of Financial Worthiness Analysis in the Budgeting Planning.
2.5. Efficiency Management

The Efficiency Management in the Integrated Best Power Plant Governance consists of
operation management (planning & controlling of operation, production & fuel
management.
2.6. Supply Chain Management

Supply Chain Management is main supporting to increase of maintenance performance
with precise quality, precise quantity, precise time and precise price by:
1) Understanding of material management is a strategic function and become a main
point in the operation & maintenance business process.
2) Understanding that the material problem is together responsibility (WPC, Inventory,
Procurement, Owned Estimated Team)
3) Increase of inventory rule as a center point to increasing of service level :
3.1. Understanding well the catalogue & inventory rule.
3.2. Understanding the amount and period of random material using
3.3. Understanding that amount of material increasingly.
3.4. Understanding the classification of material.
4) Create of material management forum to increase of communication between WPC,
Inventory, Procurement, Owned Estimated Team and warehouse.
2.7. Work Planning & Control (WPC)

Work Planning & Controll is work optimization of planning & controlling in the daily
planning, weekly planning and monthly planning to ascertain that all of program have
planned, implemented, conducted, evaluated, controlled and increase based on properly
management. The increase of performance planning conducted by:
1) Placement of planning to aligning & optimization of maintenance with optimal cost.
13
Muara Tawar
2) Continuous improvement process in implementation of planning. Maintenance

planner must be capture all of feed back.
3) Setting-up of quality control as a integrity part from business process follow the
procedure.
4) Setting up the goal of work planning & control in the maintenance optimization
(maintenance mix, is ratio of unplanned maintenance & planned maintenance,
maintenance efficiency, improvement reliability & improvement availability).
5) Increase of maintenance mix by improve of meeting & planning effectively in the
Work Order planning consist of : daily planning to manage urgent & emergency work
order; weekly planning to manage the normal work order; and monthly planning to
manage the outages planning.
2.8. Outage Management

Outage management manage two factors that influence EAF (Equivalent Availability
Factors) performance, are overhaul and EFOR (Equivalent Forced Outage Rates), with:
1) Determining of overhaul execution criteria :
Right problem: the problem who must finished in the overhaul execution must
identified right and clear goal.
Right solution: determine of problem solving conducted appropriate the goal of
project.
Right design.
Right implementation.
2) Key success of outage management.
Historical data completely.
Miles stones of overhaul management frame work fulfilled.
Good coordination between all of function related to overhaul.
14
Muara Tawar
CHAPTER III
DISCUSSION
3.1.
The Corporate Strategy Map of PT Pembangkitan Jawa Bali (PT PJB)

PT Pembangkitan Jawa Bali (PT PJB) established the corporate strategy map that
arrange based on Balance Scorecard (BSC) and constitute cascade from corporate vision
& mission. This BSC constitute one of approach using for measure of corporate
performance balanced based on: financial perspective, customer perspective, internal
perspective and learning & growth perspective (Attachment 1).
Observe from Internal Perspective in the Attachment 1, the power plant asset
management in the PT PJB determined by 4 element spectrums that owns interactions,
are:
1. Material & Plants Physical Asset (the results)
2. Methods & Processes (what gets done)
3. System & Technology (the enablers)
4. Leadership & People (who does it all)
In the frame work of corporate strategic development, PT Pembangkitan Jawa Bali (PT
PJB) spell out those 4 element spectrums become Asset Management (Attachment
2), consists of human asset, physical asset and knowledge asset that clarify in the
10 Key Performance Area (KPA). The 10 KPAs afterwards spell out become 23 Key
Performance Indicators (23 KPIs).
The summary of those PT PJB grand corporate strategy showed on Attachment 3.
3.2.
The Framework of PT PJB Integrated Best Power Plant Governance (Tata Kelola
Unit Pembangkitan Terintegrasi)
The framework of PT PJB Integrated Best Power Plant Governance (Tata Kelola Unit
Pembangkitan Terintegrasi) showed on Attachment 4. Basically, PT PJB Integrated
Best Power Plant Governance (Tata Kelola Unit Pembangkitan) is the implementation
of strategy map (Attachment 1) and grand corporate strategy PT PJB (Attachment
3) in the every management level in power plant unit, where the best integrated
program is very important, because :
1. From the perspective customer, as a one effort to increase of corporate
competitiveness pass through the performance increasing of power plant unit
15
Muara Tawar
continuously. The Integrated Best Power Plant Governance (Tata Kelola Unit
Pembangkitan Terintegrasi) constitute of superiority competitiveness of PT PJB
that must be understanding by all of employee of PT PJB, together implemented,
evaluated and updated continuously until become a work culture of PT PJB.
2. From the internal perspective and learning & growth perspective, the best
integrated program be needed in order to every function in management level
understand to each role and responsibility to support reach of the goal of power
plant management. Besides that, to directed every function in management level
focus to the its Key Performance Indicator (KPI) and give understanding that
every function in management level owned together goal. Internal process business
and learning & growth perspective well will be more certain that PT PJB, especially
Muara Tawar CCPP had managing with best practices manner.
3. The financial perspective is very important because will be yielding profit & growth
sustainable.
The definition of Integrated Best Power Plant Governance standard shows on Chapter
II, Theory Basis. The characteristic of nine programs is inseparable and codependent.
3.3.
The Implementation of Integrated Best Power Plant Governance (Integration of

Integrated Management System Asset Management Risk Management) As a
Uniqueness & Special Characteristics Implementation in PT PJB Muara Tawar CCPP.
The implementation of Integrated Best Power Plant Governance in PT PJB Muara
Tawar CCPP is uniqueness and exclusive because fully integrated between Asset
Management and Risk Management, based on clauses of Integrated Management
System have implemented in PT PJB Muara Tawar CCPP (based on Quality Management
System / QMS ISO 9001:2000; Environment Management System / EMS ISO 14001:2004;
Occupational Health & Safety Management System / OHSMS OHSAS 18001:1999 &
Permenaker No. Per.06/Men/1996) as a Integration basic.
The concept of integration between Asset Management and Risk Management shows on
Attachment 5. While integrated business process of PT PJB Muara Tawar Power Plant
based on integrated of Integrated Management System Asset Management Risk
Management shows on Attachment 6.
The condition of integrated of Integrated Management System Asset Management
Risk Management are:
16
Muara Tawar
1. Reliability Improvement in the Asset Management that officially stamped as a

part of Integrated Best Power Plant Governance, synergized with Risk
Management (refer to Risk Management Policy of PT PJB). This parameter that
choice because reliability improvement emphasize at physical asset management,
where physical asset commonly clearly, easily and measurable in the risk
mitigation. This is could be done because between Asset Management especially
for Reliability Improvement with Risk Management owned equivalent in the
physical asset management so the implementation can be synergized. The
equivalent between Asset Management especially for Reliability Improvement
with Risk Management showed on Attachment 5. While the role of Integrated
Management System had implemented in the PT PJB Muara Tawar CCPP (based on
Quality Management System / QMS ISO 9001:2000; Environment Management
System / EMS ISO 14001:2004; Occupational Health & Safety Management System /
OHSMS OHSAS 18001:1999 & Permenaker No. Per.06/Men/1996) is a tool to
implemented the synergized of Asset Management especially for Reliability
Improvement with Risk Management in the formed improvement / review
Corporate Manual (Document Level 1), Procedure (Document Level 2), SOP /
Standard Operating Procedure (Document Level 3) and Form (Document Level 4), until formed the cycle of Plan Do Check Action. The application of
synergized
of
Asset
Management
Reliability
Improvement
with
Risk
Management examined by integrated clauses of Integrated Management System,

until will be produce the improvement well. The easy scheme of those process
showed on Picture 3.1.
Otherwise, Integrated Management System constitute of important basis to
integrate the Integrated Best Power Plant Governance (Tata Kelola Unit
Pembangkitan Terintegrasi). The totally concept of Integrated Management
System Asset Management Risk Management showed on Attachment 7.
2. The concept of those integration implemented in the tool which common use for in
the Reliability Improvement analysis is FMEA (Failure Mode Effect Analysis).
Because synergized with Risk Management, FMEA modified become FMECA (Failure
Mode Effect & Criticality Analysis), where the failure level of the equipment /
physical asset appropriate its history analyzed based on quantitative & qualitative
principle, consequences failure & likelihood failure, until can be prioritized in risk
17
Muara Tawar
mitigation. The example process of FMECA as a implementation / deployment

showed on Attachment 8.
Picture 3.1Simple Scheme of Best Integrated Power Plant Governance (Integration of Integrated
Management System Asset Management Risk Management)
18
Muara Tawar
FMECA will be produce engineering recommendation, if examined with integration

clauses at Integrated Management System will be produce improvement of :
Operation Management (Efficiency Management)
Maintenance Management (Reliability Management)
Those improvement clarified on integrated & reviewed document, consist of :
1. Document level 1 : Corporate Manual (Document level 1)
2. Document level 2 : Operation Procedure, Maintenance Procedure, Safety
Procedure, Environmental Procedure, Laboratory Procedure, General Affair
Procedure
3. Document level 3 : Operation Work instruction, Maintenance Work
Instruction,
Safety
Work
Instruction,
Environmental
Work
Instruction,
Laboratory Work Instruction, General Affair Work Instruction.

4. Document level 3 : Operation Form, Maintenance Form, Safety Form,
Environmental Form, Laboratory Form, General Affair Form.
Otherwise, from the concept of Best Integration Power Plant Governance,
engineering recommendation also cover material needed, tool needed, Safety
Equipment (Basis of mapping of Supply Chain Management), human resources
needed and its competence. While from the time interval and work duration
recommended in the work instruction will be know optimal time to shutdown
(outage) for system / subsystem / equipment related (Basis of mapping of Outage
Management).
3. Those integrated & reviewed work instruction afterward synergized to Enterprise

Asset Management System (EAMS) had implemented in PT PJB become standard
job. The standard job constitute a data base to create work order which constitute
risk management for system / subsystem / equipment related. The work order also
integrated to PT PJB risk web portal, until the progress of risk mitigation to
system / subsystem / equipment can be online monitored. Risk mitigation by PT
PJB risk web portal showed on Attachment 9.
19
Muara Tawar
CHAPTER IV
THE SUCCESSFULLY MEASUREMENT OF IMPLEMENTATION OF
INTEGRATED BEST POWER PLANT GOVERNANCE IN
PT PJB MUARA TAWAR POWER PLANT & ITS BENEFIT
The stage of implementation of best integrated power plant governance in PT PJB Muara
Tawar Power Plant shows on Attachment 10. The successfully of implementation of
integration process measured by 3 parameters, where the three of those parameter examined
by Balanced Scorecard (BSC) perspective, are :
1) Business process : Maturity level for every Key Performance Area (KPA)
2) The performance goal / KPI (Key Performance Indicator) :
2.1.
OEE = Overall Equipment Effectiveness
2.2.
EAF = Equivalent Availability Factor
2.3.
Maintenance Mix / Tactical Maintenance (ratio of unplanned and planned,

maintenance efficiency and improvement reliability & availability)
3) Quantity & quality the document of integrated & reviewed Integrated Management
System.
4.1.
Business process : Maturity level for every Key Performance Area (KPA)
No
1
Before Implementation
After Implementation
Observation : End of year 2005 end of Observation : January June 2007

year 2006
Measurement
of
baseline
by Main point of maturity level dan Key
assessment for 10 Key Performance Performance
Area
(KPA)
which
Areas (KPAs) by interview with all of observed remain 10 KPAs, but more
function in PT PJB Muara Tawar CCPP
sharpened conducted measurement at

area of enabling a number of 19
practical
areas.
The
results
of
assessment for maturity level in April

2007 shows on Attachment 12.
20
Muara Tawar
No
3
Before Implementation
Thought
most
of
all
After Implementation
KPI
(Key All of area in KPI (Key Performance
Performance Indicator) reached, but Indicator)
showing
improve
when
PT PJB Muara Tawar CCPP not yet compared to baseline. The concept of
implemented
the
business
process integration bringing the change of the
based on best practices, shows on way of work in every management

Attachment 11
level in PT PJB Muara Tawar CCPP

shows on Attachment 13
Determine of the maturity level as a
performance contract for management
level in power plant unit.
4.2.
Performance Goal / KPI (Key Performance Indicator)

The goal of implementation of asset management integrated with Integrated
Management System & Risk Management in PT PJB Muara Tawar Power Plant is to
increase of asset contribution, showed on Picture 4.1:
Picture 4.1 Simple Scheme the Influence of Asset Management to Increase of Asset
Contribution.
Asset contribution shows that an asset can be give optimal revenue & optimal cost,
with considered a long term issues related rational optimum lifecycle cost.
Asset contribution for power plant equipment can be optimalized with increase of
Overall Equipment Effectiveness (OEE) and decrease of LCC (Life Cycle Cost) without
big investment, showed on Picture 4.2, Picture 4.3 & Picture 4.4 :
21
Muara Tawar
Picture 4.2 Simple Scheme of Influence of Best Integrated Power Plant Governance
(Integrated Management System Asset Management Risk Management) to Increase of
Power Plant Asset Contribution
Picture 4.3 Indirect Influence to Increase of EAF (Equivalent Availability Factor) and
Decrease of EFOR (Electric Forced Outage Rate) by Implementation of Best Integrated
Power Plant Governance.
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Muara Tawar
Picture 4.4 Cost & Revenue of PT PJB Muara Tawar CC Power Plant that Shows Indirect Successfully
of Implementation of Best Integrated Power Plant Governance)
(Disesuaikan Dengan Skema OEE LCC Gambar 4.2)
4.3.
Amount the Document of Integrated & Reviewed of Integrated Management System.

If compare with the condition before implementation, amount the document of
Integrated Management System significantly increase that shows the improvement of
maintenance stream (reliability) and operation stream (efficiency) implemented
according to the integration concept.
4.4.
Benefit of Integration
The benefit of concept of Best Integrated Power Plant Governance can be know from
the evaluation Balanced Scorecard (BSC), which affirm that the successful of those
concept will be felt on a long term and influenced by many activities in a managerial
process.
4.4.1. Financial Perspective
Produce the sustainable profit & growth because the business process
developed and implemented truly, always measurable and specified the
continuous improvement program to guarantying reaching of KPI
Increasing of earnings have the character of normative, cause of many
factor, among other the asset management well (sustainable character).
4.4.2. Customer Perspective
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Muara Tawar
Guaranty stakeholder & shareholder that the run of integration of Best

Power Plant Governance, hence the Operation & Maintenance process for
electricity industry have been done accomplishment to Integrated
Management System.
The continuous improvement process can be done easily, so that process to
reach best practices corporate & good corporate governance will be easily &
quickly.
Internal Perspective
Facilitating the improvement of power plant asset management for
operation, maintenance, safety & health,
Facilitating the improvement of management of physical assets for
operation; maintenance; safety, health, environment & laboratory; supply
chain management and human resources.
Minimization of Paperwork for the document of company asset management
so that will facilitate in the business process controlling / audit (The cycle
of Plan Do Check Action).
Assurance company perspective (claim probability) which have wide of
impact if the company intend to conduct of go public (initial public offering
/ IPO) (Profit Probability). Assurance premium value of PT PJB Muara Tawar
CCPP continuing decreased in the period of 2005 2007, which show the
trust of stakeholder to business process of PT PJB Muara Tawar CCPP.
4.4.3. Learning & Growth Perspective

The concept of integration forcing each individual releasing its tacit
knowledge become tangible outcomes. This tacit knowledge shows the
valuable experience during involving in the Power Plant Operation &
Maintenance business process. The integration placing its process and
workshop as a medium.
Preventing the drain knowledge. Important base for work culture
development.
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CHAPTER V
CONTINUOUS IMPROVEMENT PROGRAM
Integrated Best Power Plant Governance which implemented fully integrated based on
Integrated Management System Asset Management Risk Management and conducted
consistently expected will be produced sustainable gain & growth. So, must be create of
continuous improvement program in a long term, as a shape of clear performance goal which
cover of performance continuous potential, improvement of intern business process capability
and cycle of Plan Do Check Act.
Continuous improvement program related to Integrated Best Power Plant Governance are :
1. Determining of a long term performance goal for Integrated Best Power Plant Governance
based on measurement of maturity level for 10 pillars asset management. The assessment
do every month and increasing of determined target based on consensus between auditee
and assessment auditor (become framework maturity level with agreed target.
Based on this measurement will be know existing position and improvement direction. The
measurement based on assessment model which become guidance for improvement of
business process maturity in the integration process of Integrated Best Power Plant
Governance. With the good maturity level will be produced the best target level / Key
Performance Indicator (KPI) gradually can be increasing continuously (Best Practices
Concept), shows on Picture 5.1 :
Picture 5.1 : KPI (Key Performance Indicator) vs Maturity Level
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The measurement to performance target of Integrated Best Power Plant Governance based
on integration of Integrated Management System Asset Management Risk Management,
PT PJB Muara Tawar CCPP have determined the maturity level until year of 2011 with the
work program as a continuous improvement.
The measured results for :
1. Knowing the work maturity (enabling area) of physical assets management appropriate
framework of Integrated Best Power Plant Governance based on integration of
Integrated Management System Asset Management Risk Management.
2. Guidance for understanding
2. The integration process lather implemented on planning of Budgeting Planning based on

Risk Management. The grand strategy of planning shows on Attachment 14.
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CHAPTER V
CONCLUSION & SUGGESTION
5.1.
Conclusion
1) The program of Integrated Best Power Plant Governance determined by PT PJB is a
framework for implemented of strategy map & grand corporate strategy until to
every management level in power plant unit and this is a PT PJB competitive
program.
2) The implemented of Integration of Asset Management and Risk Management in the
system of Integrated Best Power Plant Governance produced the sharp engineering
recommendation related to improvement of physical asset management. The
choice factor analyzed in the FMECA (Failure Mode & Effect Analysis) is very
important to determine of the sharpening of recommendation. In this case, the
recorded asset history become the basis needed.
3) Implementation of Integrated Management System (based on Quality Management
System / QMS ISO 9001:2000; Environment Management System / EMS ISO
14001:2004; Occupational Health & Safety Management System / OHSMS OHSAS
18001:1999 & Permenaker No. Per.06/Men/1996) is a very important & valuable
based modal to integration process of Integrated Best Power Plant Governance
(asset Management & Risk Management).
4) To know the successful level of implementation of Integrated Best Power Plant
Governance must be conducted the measurement with the precise method. To
improve
of
implemented
maturity,
must
be
determined
the
continuous
improvement program.
5.2.
Suggestion
1. The successfully of implementation of integration of Integrated Best Power Plant
Governance need a strong commitment management and must be support by all of
personnel related to power plant operation & maintenance business process.
2. The method of integration based on Integrated Management System Asset
Management Risk Management developed by PT PJB Muara Tawar CCPP can be the
modeled for ideal power plant organization.
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REFFERENCE
1.
Hammer, Willie; Occupational Safety Management and Engineering, Prentice Hall,

Englewood Cliffs, New Jersey 07632, 1989
2.
Peraturan Menteri Tenaga Kerja Republik Indonesia Nomor : Per.05/Men/1996 Tentang

Sistem Manajemen Keselamatan dan Kesehatan Kerja
3.
Tine Herreborg Jorgensen, Marie Dolores Mellado, Arne Remmen; Integrated

Management Systems, Department of Development and Planning Aalborg University,
Fibigerstraede, Denmark, November 2004
4.
Ruly Firmansyah; Laporan On The Job Training (OJT) di PT Pembangkitan Jawa Bali
Unit pembangkitan Muara Tawar 15 January - 15 Mei 2007; International Plant
Manager Training And Development Program 2007.
5.
Tom Lenahan, Turnaround Management; Butterworth Heineman, Oxford 1999
6.
Materi - Materi Presentasi untuk Raker (Rapat Kerja) PT PJB, Forum Komunikasi Teknik,
Presentasi Manajemen aset dan Manajemen Risiko.
7.
Direktur SDM & Organisasi PT PLN (Persero); Knowledge Management Untuk Mengatasi
Knowledge Drain Menuju Learning Organization, Round Table Knowledge Management
Indnesia XII 2007
8.
Robert S Kaplan, David P Norton, Strategy Maps : Converting Intangible assets into
Tangible Outcomes, Harvard Bussiness School Publishing Corporations, USA, 2004.
9.
John Mobry, Reliability Centered Maintenance RCM II, Industrial Press USA, Second
Edition, 1997.
10. Benjamin S Blanchard, Dinesh Verma, Elmer L Peterson, Maintainability : A Key to

Effective Serviceability & Maintenance Management, John Willey & Sons, Inc, Canada,
1995.
11. John Dixon Campbell, Uptime : Strategies for Excellence in Maintenance Management,
Productivity Press, New York, 1995.
12. Edward H Frazelle Ph.D, Supply Chain Management, Mc Graw Hill USA, 2002.
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ATTACHMENT 1
STRATEGY MAP of PT PEMBANGKITAN JAWA BALI
(Reference : Corporate Strategy Map PT PJB)
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ATTACHMENT 2
ASSET MANAGEMENT of PT PEMBANGKITAN JAWA BALI (PT PJB)
(Reference: Corporate Strategy Map PT PJB)
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ATTACHMENT 3
Corporate Strategy Map of PT PJB
(Reference: Corporate Strategy Map PT PJB)
1. Key Performance Indicator / KPI :

1) Maximum ROE / ROA
2) Restructure Modal
3) Decrease cost
4) Growth Revenue
5) Expand Capacity
6) Improve Sales
7) Pricing
8) Quality
9) Public Image
10) Increase Asset Contribution (Core & Non Core)
11) Project & OM Management
12) Asset Availability, Reliability & Maintainability
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13) Plant Efficiency

14) Supply Chain Fuel, Material & Water
15) SHE Management
16) Best Practices & Inovation
17) Life Cycle Cost Management
18) Human Capital
19) Information Capital
20) Organization Capital
21) Skill & Knowledge Improvement
22) Communication Plan
23) Work Culture & Leadership
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ATTACHMENT 4
Tata Kelola Unit Pembangkitan Terintegrasi
(Integrated Best Power Plant Governance)
PT PEMBANGKITAN JAWA BALI
Tata Kelola Unit Pembangkitan (Integrated Best Power Plant Governance) is
implemented of corporate strategy map of PT PJB for every management level in
power plant unit.
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ATTACHMENT 5
BASIC CONCEPT of INTEGRATION of
ASSET MANAGEMENT / RELIABILITY IMPROVEMENT
with RISK MANAGEMENT AT PT PJB MUARA TAWAR CCPP
(Developed by Engineering Team of PT PJB Muara Tawar CCPP)
1. Reliability Improvement (Reference : Grand Corporate Strategy PT PJB)
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2. Grand Planning
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3. Capture History : Application at PT PJB Muara Tawar CCPP
4. Strategy : Application at PT PJB Muara Tawar CCPP
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5. Plan : Application at PT PJB Muara Tawar CCPP
6. Do : Application at PT PJB Muara Tawar CCPP
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7. Check, Action & Continuous Improvement : Application at PT PJB Muara Tawar CCPP
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ATTACHMENT 6
INTEGRATION of BUSSNIESS PROCESS of PJB MUARA TAWAR CCPP
BASED ON INTEGRATED MANAGEMENT SYSTEM
ASSET MANAGEMENT RISK MANAGEMENT
(Developed by Engineering Team of PT PJB Muara Tawar CCPP)
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ATTACHMENT 7A
STAGE OF INTEGRATION CONCEPT OF
INTEGRATED MANAGEMENT SYSTEM ASSET MANAGEMENT RISK
MANAGEMENT
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ATTACHMENT 7B
THE INFRASTUCTURE OF INTEGRATION CONCEPT OF
INTEGRATED MANAGEMENT SYSTEM ASSET MANAGEMENT RISK
MANAGEMENT
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ATTACHMENT 8
RISK MITIGATION OF HOT GAS PATH PARTS OF GAS TURBINE
(CASE STUDY OF RISK MANAGEMENT)
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ATTACHMENT 9
UPLOAD THE REVIEWED INTEGRATED MANAGEMENT SYSTEM DOCUMENT
INTEGRATED TO EAMS & RISK MANAGEMENT PORTAL WEB PT PJB
1. Standard Job
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2. Standard Job : Material Requirement
3. Standard Job : Resource Requirements
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4. Standard Job : Task & Job instruction
5. Standard Job : Work Order
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6. Standard Job : Work Order
7. LINK www.mr.pjb2.com
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ATTACHMENT 10
Stage of Implementation of
Integrated Best Power Plant Governance
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ATTACHMENT 11
RESULTS OF BUSINESS PROCESS ASSESSMENT
PT PEMBANGKITAN JAWA BALI
BEFORE IMPLEMENTATION OF INTEGRATED BEST POWER PLANT GOVERNANCE
(January 2006)
Maturity Matrix
Business Processes / KPI
PT PJB UP Muara Tawar, January 2006
Condition of business process of
PT PJB Muara Tawar CCPP (16th
January 2006). Not yet
implemented business process
properly
Expected condition for next 1218 months at the position of 44 (World Class)
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Assessment conducted in period November 2005 January 2006 to 10 Key Performance Areas
(KPA), are :
1. Management Strategy
This is a new activity at Muara Tawar, where the strategy map has been successfully
completed.
Outstanding actions are to :
Finalise the map
Communicate content & intent through the plant
Complete designation of owners
Owners to complete action tables & KPIs
Strategy execution needs at least weekly review by owners and monthly review by the
management team. In this review progress needs to be reviewed, KPIs analysed &
performance barriers identified & removed. Strategy execution progress also needs to
be reported back to Head Office monthly.
Suggest running strategy execution skills workshop at Muara Tawar; or attend next
course.
Communication and visibility actions across the organisation should follow these review
sessions.
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An owner for MOP (and WP & C) needs to be clearly identified and appointed. Owner
for MOP needs deputy manager authority.
MT needs to become more KPI orientated in its management style. This will involve:
Defining local required KPIs (and goals)
Develop a management culture which uses KPIs as an accountability methodology
and tool.
2. Reliability Management
Completed criticality analysis

Need to develop understanding and implementation capabilities for remaining FDP
tasks:
FMEA
Task Execution
Need to develop and implement PDM business process.
Implement RBMware
Develop tribology solution to PDM
Recommend running the MOP skills training course at MT alternatively key personnel
attend course.
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3. Work Planning and Control
There is the great opportunity to progress from level 2 to level 4 in WP& C in the short
term (breakthrough) this will however take a very carefully managed execution of the
new business processes.
In order to accelerate implementation of the business processes it is recommended
that MT receives some coaching and support from a MOP technical expert.
The WP&C Business Process needs to be formally announced as the main business
process for PJB. This will avoid confusion and help improve the implementation.
(performance barrier)
The planners have never received formal planning or scheduling training. This needs to
be arranged. (performance barrier)
There is emerging visibility in the planning office. However, to support the needs,
more effort is required to be focussed on visibility management. Visibility requires a
strategy and an owner and KPIs.
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4. Performance Management
Muara Tawar have achieved great results with minimal support.

Have developed their own skills and competencies, together with their own
performance model developed in Excel.
Have been using the result of the performance model to provide input for further
maintenance action
Team realizes the limited capability of excel, and establishing a proper performance
monitoring system using Gate Cycle modeling would be a good investment in the long
run
Based on the MT Teams achievement so far, investing in Gate Cycle and GC Training
would be provide a significant improvement in MTs performance monitoring capability
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5. Organisational Alignment
The engineering department has not been formally constituted due to Head Office
issues (performance barrier)
The individual functions within the organisational structure need to be aligned with the
new responsibilities associated with MOP this is again an issue which requires
coordination and support with head office. (performance barrier)
MT should review ways of recognising and rewarding performance.
MOP requires a new range of skills and competencies. There needs to be a plan to put
these in place. (performance barrier)
Planning & scheduling
MOP Level 1 & 2 etc
This needs a supporting set of KPIs to measure the required competencies are being
achieved.
This training will not occur from a head office level, it is recommended that Gresik
develop its own training strategy in support of these goals.
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6. Materials Management
Materials management does not impose the issues experienced at the other plant.
(serious delays stock outs etc.)
There are problems with the inflexibility of the PJB purchasing process, but MT has
worked around these in many ways.
Materials management at MT can be considered as an internal best practise.
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7. Information and Knowledge Management
Using some modules of Ellipse.

Need to work with head office to implement and gain access to missing modules
Issuing work orders from Ellipse
Emerging understanding of the use of knowledge as a tool
All data and information is being captured within Ellipse.
Need to become more KPI orientated and measure targeted KPIs from Ellipse.
Need some training and orientation in the use of the project room
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8. Continuous Improvement
Evidence of 8 continuous improvement projects completed in the this year (2005).

MT are completers of projects
Benefits have been documented
Projects are mainly engineering directed. Suggest they become more widespread and
address some of the non technical issues such as reward scheme or supply chain .
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9. Work Culture and Motivation
Muara Tawar has a enabling work culture which leads to a positive attitude to work and
challenges.
There were some comfort factors that should be brought to managements' attention.
These include:
No real recognition of Muara Tawars achievements from head office
Transportation issues
Muara Tawar have an empowered work culture which needs to be recognised and
looked after it is an asset.
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10. Life Cycle Engineering
Not practising formal LCE at this point

Use 2006 as opportunity to gain working knowledge of benefits and opportunities.
LCE projects in 2007
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ATTACHMENT 12
RESULTS OF ASSESSMENT MATURITY LEVEL
BEFORE IMPLEMENTATION OF INTEGRATED BEST POWER PLANT GOVERNANANCE
BASELINE (APRIL 2007) AND TARGET 2007
Maintenance Optimization Program / Asset Management
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ATTACHMENT 13
EXAMPLE of MANAGEMENT PERFORMANCE CONTRACT
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ATTACHMENT 14
EXAMPLE of CONTINUOUS IMPROVEMENT
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65
Increasing Work Productivity on a Gas-Fired Power Plant with

LifeCycle Asset Information Management System.
Rosli Hamid, Mohd Shamsul Izuwan, Mohd Arqam Moh Arifin, Siti Shafini Yusof,
Ahmad Fahmy Abdul Latib
Teknik Janakuasa Sdn. Bhd.
Level 13A, Block 3B, Plaza Sentral,
Jalan Stesen Sentral 5,
50470 Kuala Lumpur, Malaysia.
Abstract
This paper will discuss on the productivity that we have gained through the use our LifeCycle
Asset Information Management System. The system is up and running in two of our power
plants in Malaysia. Common to any information/knowledge management solution, it is not easy
to properly measure the impact of such system. So we have decided to run some benchmark so
that a clearer measure of gained productivity can be obtained. We have decided the best way to
do this is by conducting a time study0 on normal working process against working process with
the help of EALIS. The result from this study will be shown here alongside the analysis.
Introduction
We at Teknik Janakuasa Sdn. Bhd. TJSB have invested in a system to manage all of our
engineering information on most of our Power Plants. This is where the initiative for Life Cycle
Asset Information Management LCAIM started and three years later here we are.
During the initial phase of development, the idea was to use LCAIM internally within TJSB. But
in the later stage of development we realized that the system has a lot of commercial potential
and decided that it best if we can share this new tool with the whole industry. We then decided to
package the whole idea behind LCAIM into a single product. The resulting product goes by the
name of EALIS. Throughout this paper the name LCAIM and EALIS will be used
interchangeably, but both are referring to the same thing.
Our main motivation behind EALIS is the realization that there are no solutions out there that
could really help us in providing with accurate plant information at a given time. There is also
the problem on managing the information changes throughout the plant lifecycle. We knew the
technology was out there, but it would take some effort from us to actually mold it to fit that
standards and specifications that we were hoping for.
To relate yourself to this problem, consider this scenario. Original documentations that ware
handed by the EPC will always be slightly inaccurate. Despite this fact it will end up being the
reference. This slightly crooked reference will then be used thoroughly though out the plant
lifecycle. Engineering changes will be made but not all of these changes were properly
documented nor properly reflected on the reference drawing. Time will slowly rot these papers.
Just five years into operation, some of the original reference material will be missing or just
turned into dust. The other possibility is that the same reference might be kept by different
department with their own notes on the engineering changes. But often enough these changes are
only known by the person in charge of the changes. Over time these information will just decays
even further and at the same time the some of the team senior member has left team. The new
team will then have trouble to do work as most of the documents are broken while their only
salvation has left the company. This is exactly what EALIS is trying to prevent, total information
management throughout the plant lifecycle; nothing is left behind.
A presentation1 on LCAIM/EALIS has been made on the last HAPUA Conference and a few
other conferences so it will not be covered here. The aim of this paper is just to discuss our
finding on the time study conducted and the benefits from using EALIS for the Operation &
Maintenance team.
For two of the plants operated by TJSB, we manage to install and have EALIS serving the end
users. These two plants are GB3 and Tanjung Bin Power. GB3 is a Combined Cycle power plant
running on an Alstom GT13E2 machine while Tanjung Bin Power is a Coal-Fired Plant. But for
the purpose if this paper, the plant in context is the GB3 plant.
EALIS as a Part of The Daily Workflow

Before any work can commence, there will be the process of information gathering. Often
enough the process of information gathering will take a sizeable chunk from the total time spent
for the task. Since the information gathered will be crucial in doing the actual work, the quality
of the information gathered will actually be the determining factor of the quality of the result. So
it is important to ensure that these documents are at the highest quality. With this in mind the
result shown later will focus on the time spent on the data gathering effort as the assumption here
is the actual work takes the same amount of time regardless on the method of getting the
information.
It is important to note that in TJSB, we have managed to install a client on each computer within
our network. This ensures all computers within the network can have access to EALIS as fast as
possible. To top that up we have even managed to build a web interface for EALIS aptly named
EALIS Seek to ensure that anyone can just jump in without any proper introduction into EALIS.
Learning to use EALIS would not take a monumental effort, after a 2 hour training session
anyone can hop in and start using EALIS. So there are two ways of gathering data through
EALIS, through the client application based or through a web browser web based. For this
test the test subject can use any of these two methods to access EALIS.
Prior to the age of information technology, we have the old method of information gathering
through the painstaking effort of going through physical copies of document that sits in within
the confine of a library. But for some reason this age old method is still being practiced
religiously in most power plant. Information gather seems to convolute around the idea of
digging through volume upon volume of files that is related to a particular work in hand. Upon
retrieving this huge number files user will then have to find the relevant page with the crucial
information in relation to the pending work, with 2000 pages in that single file this will take
some time. But the trouble does not ends the, some of these documents has to be carried to site,
and 2000 pages is not light. So we can now see why this method is unacceptable anymore.
With EALIS in place the workflow still remains the same, the only difference here is the method.
With EALIS in place any one can retrieve data from their workstations, since the system uses a
centralized database, anyone with access to a computer and the network can gather information
easily. Gone from the old way is the need of physical files as all of the actual documents have
been stored into EALIS digitally. With these files made accessible through the network, any
document can be accessed from site through a laptop or a tablet pc (given the availability of a
network).
The Time Studies

The time studies here involve engineers from the three main departments in our Plant, Electrical,
Mechanical and Instrumentation & Control. The study will involve them need them to gather
data by using hardcopies and later by using EALIS. The situation used for the studies are made
by them based from real work activities.
In order to maintain consistency between the time gathered from both cases (with and without
EALIS) we have decided that each cases will be conducted by the same person, hence
eliminating the possible effect of discrepancy due to different skill level in using EALIS.
Below are the suggested situations provided by our engineers:
Mechanical Department
On a power plant, there are tens of thousand mechanical equipments installed, so it is very
important to have a system in place to store all of the information in an orderly manner. With
EALIS this can be done easily. But the best part is that these stored documents can be
retrieved easily as well.
Case 1 - (31MBV21AP001) Main Lube Oil Pump 1 - Temperature high
Case 2 - (31MBU32AP001) NOx Water Pump - Pump leaking
Case 3 - (31MBA33AP001) Fuel Pump - pump failure
Control & Instrumentation
The failure analysis for Instrumentation & Control will involve the most amount of
information. The crucial information will usually be spread throughout a few different
documents. Having EALIS will actually hasten the process information retrieval. Often
enough, a faulty reading on an instrument is not caused by the instrument itself; other factors
can be in play such as the wire or the I/O cards. By having a system that links all of the
relevant information to the equipment itself, users are empowered with information. By
bringing a tablet computer or a laptop to site, an engineer can do their work without having to
worry what documents need to be carried to troubleshoot these faulty equipments.
Case 1 - (31MBA81AA011) Blow off Valve - failed to get actuator status
Case 2 - (31MBP31AA002) Fuel Gas Relief Valve - failed to get actuator status.
Case 3 - (31MBV40CT002) Lube oil temperature The reading fluctuates.

Electrical
Electrical system is usually less complex than the instrumentation system. But the risk that
always comes with electricity means the each work involving electrical equipments will have
to be dealt with the utmost respect and accuracy. As when safety is at risk, things have to be
taken very seriously. So the quality of the document used as the reference will usually have a
direct effect on the work.
Case 1 - (31MBX21AP001) Power Oil Pump 1 Pump MCC tripped.
Case 2 - (31MBV10AN100) Exhaust Fan - Alarm triggered.
Case 3 - (31MBN35AP001) Sump Pump 1 Pump motor failed to start.
The way these information gathering processes are timed is by separating each test situations into
6 different stages. The stages are defined below. For each of the stages the participants were
timed, these time results were then rounded to the nearest minute.
As I have mentioned before, this study mainly focuses on the time spent for the information
gathering purposes, not on doing the job itself. We have decided that this is our best option
because most of the time the same failure would not happen on the same machine within a very
short time period. This is an important condition in making sure the two tasks are equal to each
other. At the same time, by including the timing for the work done, too many factors will come
into play and we fears that this will have an effect on the validity of our findings. But given the
result we have seen from these test, we are confident that the result will still stands.
Stages involved in this time study (standard procedure in our failure analysis workflow).
1. In the event of an unplanned equipment failure Operations section will first carry out an initial
assessment of the fault (where EALIS is used to identify and ensure the correct KKS Code and
Location of the mentioned Equipment Failure). If the failure is classified as an emergency a
different process flow is followed. If it is a routine case, this process is followed. The Operation
personnel raise Maintenance Notification in SAP R/3. The Planner will then identify and produce
the worklist (if required) from the system. The subsequent step is to have an optional coordination
meeting to review the worklist with the respective HOD or sections. Verbal approval is sought to
execute the work.
2. Next, the Planner will raise Maintenance Order in SAP R/3, and then assign the required
resources, materials and services to the Order. Then Maintenance section will apply for the
Permit-To-Work (PTW) prior to work execution (where EALIS is used to identify the correct
KKS Code and Plant Work Area Identification). Should the work not being approved, the Planner
will be informed and the work is rescheduled.
3. Once PTW is obtained (where Formal Approval on PTW from Operation section is sought, the
Operation personnel will then to identify, ensure as well as carry out isolation point on the
mentioned Equipment Failure. In this case, EALIS will be used to accurately drive the Operations
personnel for isolation purpose with structured data and information). The Planner then releases
the Maintenance Order in the system and Job Cards will be printed out (if required). The purpose
of the Job Cards is for maintenance personnel to record findings and manpower used in carrying
out the work.
4. The repair works are normally carried out by maintenance technicians or contractors supervised
by appointed personnel from Maintenance section. (This is the crucial part where the
troubleshooting will be carried out. EALIS will definitely assist Maintenance Section with the
structured data and information on the work execution).
5. On completion of the job the competent personnel will sign-off the permit and return it to
Operations for cancellation (again, EALIS will be used by Operation section to identify, ensure
and carry out de-isolation point on the corrected Equipment Failure and back the mentioned
equipment into operational (Buy-off))
6. The Completion Remarks, Cause and Damage information from the Job Card are entered into
Maintenance Notification by maintenance personnel and reviewed by the engineers or section
head. The maintenance personnel will then proceed to perform Task Completion on Notification
and Completion Confirmation in SAP R/3. Then the planner will then close the Notification and
set the status of Maintenance Order to Technical Completion (TECO). After all costs have been
collected from purchase orders etc., the Order will be settled and financially completed by
Accounts Department (where EALIS is mostly not applicable in this stage).
Result
The result shown here is the average times calculated for all of three given test situations. Each
graph will compare the time taken to by using ELIS and without using EALIS. A graph
representing the total average time for the 3 task is also given to show the significant difference
in total time spent between these two methods of gathering information.
Mechanical Department
Average time of all 3 tasks / stage
Case 1 - (31MBV21AP001) Main Lube Oil Pump 1 - Temperature high
Case 2 - (31MBU32AP001) NOx Water Pump - Pump leaking
Case 3 - (31MBA33AP001) Fuel Pump - pump failure
90
Total Average Time
30
80
25
70
60
20
With EALIS
50
Without EALIS
15
40
30
10
20
5
10
From the chart on the right we can clearly see that the time taken by using EALIS is quite
short compared to the old method of file and papers. That is 70 minutes saving in total time
required for information gathering.
Electrical Department
Average time of all 3 tasks
Case 1 - (31MBA81AA011) Blow off Valve - failed to get actuator status
Case 2 - (31MBP31AA002) Fuel Gas Relief Valve - failed to get actuator status.
Case 3 - (31MBV40CT002) Lube oil temperature The reading fluctuates.
Total Average Time
120
30
100
25
80
20
With EALIS
60
Without EALIS
15
10
40
20
The same trend from the Mechanical Department seems to be showing here as well, but with 90
minutes of time saved.
Control & Instrumentation Department
Average time of all 3 tasks
Case 1 - (31MBX21AP001) Power Oil Pump 1 Pump MCC tripped.
Case 2 - (31MBV10AN100) Exhaust Fan - Alarm triggered.
Case 3 - (31MBN35AP001) Sump Pump 1 Pump motor failed to start.
100
Total Average Time
30
90
25
80
70
20
60
50
15
With EALIS
40
Without EALIS
30
10
20
10
These final graphs has basically confirms what we have been hoping for all this while. By
including EALIS in our workflow, the time spent in information gathering has been cut by
around 80%. This is a very significant improvement.
Analysis of Result
From the result obtained we can clearly see that through the help of EALIS, the time consumed
for information retrieval has been cut dramatically. To get a better understanding on the
advantages gained from these results, the data can be used to obtain the increase in productivity
and the cost savings behind it.
Productivity increment (in view of information gathering)
The average time for all 9 test situations;
With using EALIS
: 11.13
Without using EALIS
: 91.45
The time difference
Productivity gained
: 80.32
: around 700%
Cost savings
Its hard to give actual numbers on the actual cost savings. But with the productivity
increase given, it safe to say that there is money to be saved somewhere.
But for a rough estimation, let us assume the model2 below to represent the overall
process of doing any particular tasks;
50%
Preparation time (includes info gathering)
60%
Other
15%
Others
35%
Wrench time
40%
Information Gathering
Out of the whole model 20% of the time is spent on finding information. If we assume
the 700% productivity gained to this information gathering process this will cut down the
information gathering by a factor of 8 which brings us to 2.5% of the total time which
essentially cuts 17.5% from the total time.
We can then assume the saved time is directly proportional to saved cost of man hour.
17.5% is quite a significant when we are talking about tens of million of dollar spent in
O&M budget.
The other way to look at it is that the extra time gained can increase the wrench time.
With more time spent on doing the job with higher quality documents in hand, one can
rest assure that any work done is a guaranteed success.
Conclusion
With the result shown in this paper, one can see the clear the advantage of having EALIS for the
management of information within any organization. The clear increase in productivity through
the reduction of time consumed to gather information result in cost saving opportunities and
higher work quality. We can proudly say that we have beginning to see the result that we are
hoping for when we started the whole LCAIM initiative.
Still EALIS have a lot to offer. What we have shown here is just the tip of the iceberg, there is a
lot of other possibilities to explore. So from time to time we are planning to do similar
benchmark to prove and access the effectiveness of having such system within an organization.
At the same time we will keep on continuing in the development of EALIS to even further its
potential. But we will not stop there, as the next push will be stepping up our marketing effort to
make sure EALIS become relevant to the industry as something that is more prominent like SAP
or Maximo.
References
0. Industrial Timestudy Institute Inc, Time Study and Methods Engineering (website at
http://www.industrialtimestudy.com/tsandmethods.html )
1. Ir. Rosli Hamid, LifeCycle Asset Information Management Presentation slides
(available from www.ealis.net)
2. Doc Richard D. Palmer, Maintenance Planning and Scheduling Handbook - Book.
3. EALIS, . . . . more information on EALIS (website at www.ealis.net)
4. Gregory P. Sullivan, Federal Energy Management Program (FEMP): Operations and
Maintenance Best Practices Guide (O&M BPG) Book.
5. U.S. EPA and U.S. DOE, Fifteen O&M Best Practices Published report.
! "##$
%&%'() * )(*& *' * +(&,

%,- %&) %. /0 1*2 %-
.3.4* 5(2** 46.&)
Benefit solution of solving segment seals problem

Author : Pakapol ViBoolphant
Abstract
Plan outages affect plants availability. The unexpected problems
found during the plan outage will extend the working days which reduces
plants availability.
During Bangpakong Gas Turbine Combustion Inspection, damage in
the segment seal of turbine stationary blade stage 4 was found. The
traditional method of solving this problem is to lift the upper half casing and
change the segment seal, which resulted in extending the plan outage.
By analyzing the segment seal, changing method was modified
resulting in work scope reduction and maintaining the plants availability.
Introduction
At present, Maintenance Strategy has been changed from fixed-time to

conditioned-base management maintenance. The strategy is to monitor the
machine condition and create the maintenance program. The new strategy will
reduce the work scopes, labors, costs, maintenance time and outage of the
power plant.
This paper wants to share about Siemens V93.2 maintenance outage
at Bangpakong Combined Cycle Power Plant. The power plant consists of
four Siemens V93.2 gas turbines with overall generating capacity of 360 MW.
During the 16th Combustion Inspection on 15th December 1999, defection of
the segment seal was found. In normal practice, the upper casing must be
lifted up and repair the segment seal. This would extend the Planned Outage
for 15 more days and that will reduce the plants availability.
After analyzing the segment seal, it was found that the problem could
be temporarily fixed without necessity to lift up the upper casing. After solving
the obstacle, power plant can keep availability and the fixed segment seal
does not have any effect to the plant operation and maintenance program.
2.
Material & Method
2.1
Inspection
Fig. 1 shows the BPK-C11 Planned Outage history record

During the 16th Combustion Inspection (CI) on 10/12/99 15/12/99, hot
gas path was inspected. Figure 1 shows the plants planned outage intervals
[1]. In each planned outage, clearance of the inter segment outer shroud of
turbine stationary blade stage 4 (TSB#4) [2] has to be inspected. The gaps of
each segment of TSB#4 have seal. From the inspection on 16th CI, the gap of
segment #7-8 was much over specification. Figure 2 shows the over
specification distance of segment #7-8, and Figure 3 shows normal distance
of segment and inspection position on the inspection sheet.
Fig. 2 shows the over specification clearance of segment seal
Fig. 3 shows the Inspection sheet of inter segment outer shroud

From the inspection sheet, the clearance of segment #6-7 was much
under specification and segment #7-8 was much over specification, we
assume that the pin lock might be loosen from the position because the
TSB#4 moved anti-clockwise (follow hot gas flow). So we searched for the pin
lock TSB#4 by drilling the exhaust liner floor and use bore scope to inspect.
The position of pin lock was shown in Figure 4.
Pin Lock TSB#4
Fig. 4 shows position of the pin lock

After using bore scope to search for the pin lock, it was found at
exhaust liner floor. So the magnetic was used to bring up the pin lock. Since,
the loosen pin lock might harm to the gas turbine, especially to the turbine
moving blade stage#4 (TMB#4), and might harm to the operation of the gas
turbine. This should be urgently repaired.
To correct the problem, it would extend the planned outage for 15 days,
and since this planned outage was close to the 5th major overhaul, the better
way to solve this facing obstacle that would not effect the plants operation,
maintenance program and Plants availability was studied.
5
Gouge Liner floor and use bore scope for inspect
Loosed TSB#4 Pin lock
Fig. 5 shows bore scope path

2.2
Material Properties
From TSB#4 inter segment outer shroud materials properties, it was

made from material G-X8CrNiMo 1616 [3]. And the segment seals were made
from equivalent material, which is SUS316. Table 1 shows the chemical
properties of both materials. Both material possessed good welding properties
[4]. Finally, We selected TIG weld with SUS316L wire for welding.
TSB#4 Inner shroud G-X8CrNiMo 1616
TSB#4 Outer shroud G-X8CrNiMo 1616
Air foil N155
Fig. 6 shows TSB#4 Materials
Table 1 shows the chemical properties
2.3
Correcting Problem
From material properties, it is found that the segment seals problem

can be fixed by welding segment seal with TSB#4 at Inter segment outer
shroud, because they posses the same material properties and have good
welding properties. Figure 6 shows the position of welding at segment seal. It
was welded just 1 side to avoid the thermal stress at the weld line from hot
gas while operate. Figure 7 shows the position of TSB#4 on the turbine
casing.
One side weld with SUS316L
Fig. 7 shows welded position
Pin lock position
TSB#4
Fig. 8 shows position of TSB#4 on turbine casing

But from this correction, it will increase the segment gap of TSB#4, and
might have gas leakage in to the turbine casing. The hot gas leakage to the
turbine casing might be the cause of turbine casing twist and rubbing on the
tail of TMB#4, TSB#4, that would increase vibration and exhaust temperature
distribution. After considering the risk, benefit and adverse effects of these
solutions, we decided to use the welding solution. The benefit of this solution
is to keep the plants availability and manage asset at best suit for all situation,
restricted by the near coming Major overhaul. By the way, the process
parameters, such as vibration, power output, exhaust temperature, exhaust
speed, were monitored closely.
3.
Results and Discussion
From this solution, we did not find any suspicious output while the unit
was in operation. And we can save the plants availability for 15 days [5],
which can be amounted to 5,525,000 Bath according to the PPA availability
credit. In addition, we can save labor and resource cost which can be
amounted to 699,872 Baht [6]. All save will be 6,224,872 Baht in total.
4.
Conclusion
The solution was proved success as the unit has been in operation for
more than 8 years. Since last inspection (3 July 2007), we did not find any
cracks on the welding line. This solution can keep plants availability, and
manage efficient used of asset.
5.
Bibliography
[1]
SIEMENS (V93.2) gas turbine operating data history record of unit 11

for EGAT, Bangpakong, Thailand in July 2007.
SIEMENS (V93.2) gas turbine 16th combustion inspection maintenance
report of unit 11 for EGAT, Bangpakong, Thailand in December 1999.
www.Bssa.org.uk, Chemical composition of creep resisting steels to BS
EN 10302
www.Alleghenyludlum.com, Technical data blue sheet, Stainless steels
chromium-nickel-molybdenum types316,317,p1 .
Power Purchase agreement (PPA), 1999.
Bangpakong power plant average man hour, 2007.
[2]
[3]
[4]
[5]
[6]
STATOR GENERATOR BARS ELIMINATION

AS EMERGENCY SOLUTION FOR GENERATOR PROBLEM
Tri Tjahjonoputro, Buyung Arianto, Wasis Jati Waskitho
Indonesia Power, Tj. Priok Generating Business Unit
Abstract
Gas turbine generator 2.3 Tanjung Priok Combined Cycle Power Plant was fault. There was a short circuit on
stator winding bar phase R. Short circuit was caused by insulation failed. End winding junction of bar number 15
was melted. The result of this phenomenon is decreasing of some bars volume. Decision had already made;
eliminating the broken bars because it has lower risk than bar welding/ connecting. Two turns (4 bars) of
winding phase R was cut and so did another phase (S & T) for voltage balancing. The new bypass connection
was made to connect the normal winding. The result, 12 of 120 bars had already eliminated. Elimination of
these bars consequence at 10% drops of generator output voltage. Overcome this consequence; ratio changing
was made at Main Transformers tap changer to compensate the lower generator output voltage. The Main
Transformers output voltage became equal with transmission voltage. Tap changer ratio in Auxiliary
Transformer was also changed for gain an auxiliary voltage same as before. Resetting generator protection
relay and excitation system was done in order to match between old and new generator value and made
generator and gas turbine operation safer. Control and evaluation of generator operation after elimination
process have been made. Generator has been operating normal and safely although it was not in maximum
rate until now (5 months). We hope this paper can give inspiration to face the generator problem in other power
plants.
1. Introduction
Gas turbine generator GT 2.3 Tj. Priok CCPP was
fault. There was short circuited on phase R. It was
caused by insulation failed. End winding junction
on bar number 15 was melted. It resulted
decreasing of bar volume in some bars especially
in bar number 15. The circle of winding in DE side
got the carbon dust from the arching process in bar
number 15.
Rated current
Rated frequency
Rated speed
Poles
Phases
Stator connection
Excitation voltage
Excitation current
Cooling media
: 7698 A
: 50 hz
: 3000 rpm
:2
:3
: star
: 310 V
: 1437 A
: air
Simplified modeling of stator wiring :
Fig 1. End winding was melted
2. Objective
To recover the generator condition as soon as
possible
To decide what the optimal way to recover
generator
To anticipate the operation character after
recovery
3. Generator GT 2.3 Priok CCPP
Specification of generator GT 2.3 Tanjung Priok
Rated apparent power
: 210 MVA
Rated active power
: 168 MW
Rated power factor
: 0.8
Rated voltage
: 15.750 kV (+/- 7.5%)
HAPUA Workshop, 15-16 July 2008
Fig 2. Stator wiring
4. Problem
End winding junction of bar number 15 was melted
and it caused decreasing volume of some bars.
Generator must operate in normal and safe
condition as soon as possible.
5. Solution
It was decided to eliminate bar number 15 in one
turn (2 bars) because it had lower risk than bar
welding. We could account the effect of bar
elimination but it couldnt for bar welding. The
1
special bypass connection was made to connect

the normal winding. In other hand, management
took the decision to order the new stator set to
change existing stator. It needs at least 2 years
duration.
6. Basic Elimination
Basic concept of elimination process is decreasing
the number of some winding bars. 4 bars (2 turns)
of phase R were cut and isolated. For voltage
balancing, other phases were cut for the same
number of bars.
B
d
l
n
k
= air gap flux density (T)

= rotor diameter (m)
= rotor length (m)
= rotational speed (s-1)
= machine construction coefficient
k =
wk
kd
2
wk
k ' = 0 .9
kd
2
S ' = 0 .9 k A B d
l n
'
S = 0 . 9 210 MVA
S ' = 189 MVA
Rated current before elimination :
S = 3 V I
I=
S
3 V
210MVA
3 15.75kV
= 7698 A
Rated current after elimination :
I=
Fig. 3 Elimination Modeling
The result of elimination process was voltage and

apparent power rating of generator decreased.
Phase voltage equation :
U ph = 2 f w f w
Uph
f
w
fw
/l
l
= phase voltage
= frequency (hz)
= number of turns (turn)
= winding factor
= magnetic flux per unit length of rotor (Tesla)
= rotor length (m)
S
3 V
189 MVA
3 14.175kV
= 7698 A
7. Elimination Process
Elimination process need 34 time working days
(some of days use double shift). Two turns (4 bars)
of winding phase R was cut also another phases
for voltage balancing. Generator winding bars
totally 12 bars were cut. Hipot testing was done
before elimination process to ensure the condition
of winding bar in every phase. The broken bar was
separated to ensure the condition of normal bars.
Eliminated bars were isolated but still in existing
slot. Special bypass connection was made to
connect the normal bar.
For Y connection :
Vt = 3U ph
Vt
= generator terminal voltage
Decreasing turns number 6/60 = 0.1
w' = w 0.1w = 0.9 w

If the existing terminal voltage generator is 15.75
kV, so the new voltage after elimination (Vt) is :
Vt =
2 f w fw
Vt ' =
2 f 0 .9 w f w
l = 15 . 75
Fig. 4 Bypass connection
V t ' = 0 . 9 V t = 0 . 9 15 . 75
V t ' = 14 . 175 kV
The elimination process change
Apparent Power of generator :
the
Rated
S = k A B d 2 l n
S
A
= rated apparent power (MVA)

= electrical loading in stator (MA/m)
Fig. 5 Connecting two bars &

eliminating two other bars
Some materials for elimination process are : tin,

bypass connection, insulation. Some tools for
process are heater, Hipot test tools. Hipot testing
was done after elimination process to ensure that
all winding have normal insulation system. The
elimination
process
taken
budget
Rp.
8,351,791,374.40 ,- (USD 907.000,-). It spent for
materials and service.
8. Compensation of Elimination
Elimination process of generator made the
generator
voltage
output
was
decrease.
Decreasing voltage of generator made the
electrical system change. Some equipment were
changed its setting for normal and safe operation
again.
Parameter Setting Changing of Protection Relay

Protection
Function
Voltage Input
OvercurrentUndervoltage
NPS I
NPS II
Overvoltage
Inst.
Overvoltage
Def. Time
Setting
Before
1.00 UN
1.40 IN
4.0 s
0.08 IN
0.08 I2/IB
1.40 UN
0.2 s
1.20 UN
3.0 s
Table 3. Parameter Setting Changing of Protection Relay
Parameter Setting Changing of Excitation System

Parameter Setting
Main and Auxiliary Transformer

Tap changer ratio of main transformer was
changed to the highest ratio. This ratio changing
permitted the transformer synchronize with 150 kV
network.
Tap
HV
LV
Ratio
Position
162750
15750
10.33
X (new)
158875
15750
10.09
155000
15750
9.84
151125
15750
9.60
147250
15750
9.35
X (existing)
After
0.90 UN
1.10 IN
4.0 s
0.05 IN
0.05 I2/IB
1.10 UN
0.1 s
1.076 UN
6.0 s
Voltage Reference Value :

preset
maximum value
minimum value
V/ hz limiter :
max overvoltage
[U(p.u)/ f(p.u)]
Reactive Current Influence
Field Current Limiter :
thermal reference value
Stator Current Limiter :
thermal reference value
- overexcited
- underexcited
Setting
Original
New
100%
107.5%
92.5%
90%
95%
85%
115%
97%
5%
0%
105%
100%
130%
105%
100%
100%
Table 1. Main Transf.Tap changer position
Table 4.Parameter Setting Changing of Excitation System
New range of voltage regulation after elimination is

14.175 (+5/-3%). It means that range of voltage are
between 13.75 14.8 kV. Transformer tap on tap 1
position means that range of main transformer
output are between 142 153 kV.
Tap changer of auxiliary transformer was changed
to the lowest ratio. The changing of tap ratio mean
the auxiliary transformer can serve their loads (GT
auxiliary) normally.
9. Monitoring after Elimination

Monitoring and evaluating activities have been
doing after elimination. Generator was started on
st
December 31 , 2007. Generator has been
operating normal and safely until now, although it
was not in maximum rate. Monitoring and
evaluation were done for some parameter such as
temperature winding and partial discharge value.
The table 5 show the winding temperature at 90
and 100 MW load of generator.
Tap
HV
LV
Ratio
16537.50
400
41.34
RTD
90 MW
100 MW
Position
( C)
( C)
Slot 2
95.28
99.26
3.98
4.18
Slot 10
96.49
100.66
4.17
4.32
Slot 18
96.07
100.27
4.2
4.37
Table 2. Auxiliary Transf. tap changer ratio
Slot 26
95.87
99.92
4.05
4.22
The changing of that tap made the voltage output

of auxiliary transformer is 378 V. This voltage is for
serve the auxiliary equipments which have 380 V
voltage input.
Slot 34
95.71
99.58
3.87
4.04
Slot 42
94.99
99.04
4.05
4.26
16143.75
400
40.36
15750
400
39.38
15356.25
400
38.39
14962.5
400
37.41
Posisi
X (existing)
X (new)
Setting of Generator Protection and Excitation

Consequence of elimination process that made
difference at generator impedance and voltage
rating constrained to change some parameter
setting on generator protection relay and excitation
system.
Table 5. Increasing of winding temperature
Average temperature winding on 100 MW loading

0
is 99 C. Generator insulation use class F material
(maximum temperature 1550 C). It means that
temperature winding operation is 550 C below the
maximal value. Generator insulation will be life for
25 -30 years if the operating temperature is 300 C
below the maximum rate[3]. Generator has been
3
operating from January until now (June) with

average 100 MW loading. We havent been
operating the generator more than 100 MW for
safety reason.
Phase R = 0.78 nC
Phase S = 0.80 nC
Phase T = 0.69 nC
Fig 6. Partial discharge value
The nominal value of partial discharge after

elimination process saw the low value (under 1 nC).
Lower of partial discharge value mean better
condition of insulation level.
10. Benefits
Some benefits have been taking from elimination
project. The important thing is generator can
operate normal and safely for produce electricity.
Elimination project was an emergency project
because it just gain a result that operation of
generator was not in its rate. Management had to
order new stator set to change the existing stator
set and then the normal output parameter will be
back again. This ordering time process will take
time 24 months.
Generator has been operating from January until
now (June) with average 100 MW loading. If We
count the generator income with average load 100
MW from January until now (June) :
Rp
24 180 100 MW
kWh
= Rp 138 ,870 , 720 , 000 ,
= USD 15 , 094 , 695
= 321 . 46
Other benefit of this project was generator

operation increase the reliability of interconnection
system especially in Region 1 Java-Bali
interconnection.
Elimination process consequence decreasing

generator output voltage and its apparent
power
There were made new by pass connection to
connect the normal winding bars
Decreasing generator output voltage were
compensated with the changing of tap
changing ratio of main and auxiliary
transformer
Setting parameter of excitation and generator
protection were changed to synchronize with
new specification of generator
Generator has been operating in normal and
safe condition from January until now (June)
Elimination process was an emergency
solution because it cant make the generator to
existing rate. Management had to order the
new stator set to return the generator output
rate.
12. Suggestion
Elimination process of stator winding bars is
applicable for other power plant if the
compensation factor for it process are feasible.
13. References
1. Power Plant Training Manual, Generator Vol. 1,
Tanjung Priok CCPP, ABB-Marubeni.
2. Generator Transformer For Gas & Steam
Turbine Generator (177 & 235 MVA),
Maintenance Manual, Marubeni-Hitachi Ltd.
3. Electrical Insulation for Rotating Machines
(Design, Evaluation, Aging & Testing), Greg C.
Stone, Hussein Dhirani, Ian Culbert, Edward A
Boulter, IEEE Press.
4. Electrical Machinery Fundamentals, Stephen J.
Chapman, McGraw Hill International Edition.
5. ABB Generator and Transformer Protection :
Lecture, ABB Network Partner AG.
6. GT 13E Setting Data for the Gen. Protection
Functions, No. GKW E 094 407, Tanjung
Priok CCPP, ABB-Marubeni.
7. Static Excitation System for Gas Turbine
Type : DDS-0/ 431. Tanjung Priok CCPP,
ABB-Marubeni.
14. Biographies
Tri Tjahjonoputro, Buyung Arianto, and Wasis
Jati Waskitho are employed by Indonesia Power,
Tanjung Priok Generating Business Unit,
Maintenance Department, based in Tj. Priok
Jakarta
Email address :
tri.tjahjonoputro@indonesiapower.co.id
buyung.arianto@indonesiapower.co.id
wasis.jw@indonesiapower.co.id
11. Conclusion
Decreasing volume of stator bars generator in
GT 2.3 Tanjung Priok CCPP occurred
because of end winding junction melting
Stator bar elimination was done in generator
winding GT 2.3 to recovery its generator
INNOVATION PAPER
Title
LIFE EXTENSION AT COOLING TOWER

FAN BLADE
by:
IIM IBRAHIM
NIP: 5983068KIII
RULY HUSNIE RIDWAN
NIP: 820721003I
AGUS WITARSA
NIP: 5579201KIII
PT. INDONESIA POWER

UBP KAMOJANG
2008
Together for a Better Tomorrow
Life extension, Cladding

1 - 26
ABSTRACTION
Relatively short of fan blade life cycle, high probability loss in KWh, and high risk of
safety & environment on blade failure make the innovation and lengthening fan life cycle as
worth thing to be done.
Conclusion of blade failure analysis, the root cause of failure is the erosion on blade.
Based on that conclusion, the innovation is aimed to new method for lengthen the blade life
cycle. The method submitted by manufacture is mechanical coating, but this method does not
give optimal result. Then it is reasonable to implement cladding method using stainless steel
SUS 304 material and riveting for joint. The implementation on this method gives extension
on life cycle from 13.000 to 40.000 hours operation times. Last condition at hour 40.000 of
operation time, the blade is still operating properly.
Financial benefit on the implementation this method is 1.8 billion rupiah
(192.612. USD) saving in the five years implementation. Risk analysis shows the low risk of
cladding method and good reliability on this implementation, it is reasonable that these
method become as a references for fan blade at other plant.
Key words : life extension, cladding, fan blade of cooling tower

2 - 26
AUTHENTICATION PAGE
Innovation on title :
LENGHTHENING LIFE CYCLE FOR FAN BLADE OF COOLING TOWER
Submitted by :
1.
IIM IBRAHIM
2.
RULY HUSNIE RIDWAN
3.
AGUS WITARSA
These innovation is done implemented

on PLTP Kamojang 2nd and 3rd cooling tower unit
Kamojang, May 6, 2008

GENERAL MANAGER
PT. INDONESIA POWER UBP. KAMOJANG
Ir. MUH. AHSIN SIDQI, MM

3 - 26
PREFACE
Thank unlimited to God the great, because God gave the ease for finishing these innovations
report titled LIFE EXTENSION OF COOLING TOWER FAN BLADE. But the obstacles
we met is a learning to us for the future.
Thanks is submitted to the people helped us in finishing these report.
1. Mr. Ahsin Sidqi as General Manager of PT.Indonesia Power UBP KAMOJANG.
2. Mr. Agoes Danarto as Maintenance manager of PT.Indonesia Power UBP
KAMOJANG
3. Mr. Pelita Baru Pakpahan as Engineering manager of PT.Indonesia Power UBP
KAMOJANG
4. Mr. Gregoryus Y.L as Operation manager of PT.Indonesia Power UBP KAMOJANG
that always give the challenges for innovation activities.
5. Management Team of PT.Indonesia Power UBP KAMOJANG.
6. Collegues and unmentioned name that helped us in finishing this report
We hope that this report is usable as reference. We know that these report is far away from
perfection, so we have a good will for critical and suggestion for these innovation. Our hope,
this report is much usable for other plant, especially for PT. Indonesia Power.
Author

4 - 26
CHAPTER I
INTRODUCTION
1.1
Background
Geothermal plant is a plant with low cost production compared to other power plant. Though
its infestations cost is high, but so many positive side, any of them:
High robustness operation (based on NERC standard, geothermal plant is higher
performance compared to other plant)
Operation & transportation is not conditioned by weather
Reduce the fuel consumption and the bad effect of its use.
In terms of energy and electricity crisis, geothermal plant robustness is a crucial thing.
Based on best practice, about 40% geothermal plant failure is caused by its part
failure. The failure root is that the steam is not pure H2O steam, but contains any corrosive
fluid and abrasive solid particle. It shortens the parts life cycle, not exception for blade of
cooling tower. Appropriately the life cycle of the blade is only 13.000 hours because on the
factor mentioned above.
This innovation is aimed for explanation for blade life cycle extension on PLTP
Kamojang as innovation from mechanical coating proposed by manufacture.
1.2
Purpose
This innovation is purpose for:

Increase the robustness & efficiency of the plant
Find new optimal method for life extension of fan blade of cooling tower
Propose a test for the new method chosen
Propose a financial, non financial, and risk analysis of implementing the new method.
1.3
Innovation scopes
Scope for this innovation:

Fan is applied widely in industrial application, but this innovation is limited only for
fan blade life cycle extension at cooling tower unit 2nd and 3rd PLTP Kamojang.

5 - 26
1.4
Method
The innovation is focused on method for extending the life cycle of blade of cooling tower. It
is done through some analysis stage:
a. Do a technical study for failure case of fan blade
b. Collect the design data, operation data, and historical maintenance for finding the root
of the failure.
c. Do a technical study and risks study for life extension as alternative solution for the
root failure prevention.
d. Do a financial and non financial study and determine the step for application for the
method.
Picture 1. Innovation life extension for fan blade flowchart

6 - 26
CHAPTER II
APPLYING THE INNOVATION
II.1 Preface
Cooling tower at PLTP Kamojang is the main heat exchanger on main cooling
circulation system. In other side, it spreads the Non Condensable Gas so there is no high
concentration and stacking. If the cooling tower fails performing its job, acid rain will occur
in the plant area because of CO2 and H2S contain on the Non Condensable Gas exhausted
by the plant.
Picture 2. Cooling tower fan blade
Fan blades, as the main part of cooling tower, often fails perform its job. These failure
had the looses for KWh production. In the other hand, it enlarges the risk on the environment
and social aspect on the plant area. (Picture on appendix 7 & 8 shows the fan blade failure)
II.2 Fan Blade Cooling Tower

Fan blade is the rotating part of cooling tower. Technically, vibration effect of gas
flow through the tower, vibration of tower structure, and the rotation effect are done studied

7 - 26
extensively in designing the blade that made of fiberglass composite. At the reality, the
material is not endurance enough holding the erosion on the leading edge. The erosion is
caused by impact of the mist grain. The erosion gains outspread porous face on the blade
surface, the mist infiltrates to the pore and continually makes the holes on the surface. It
increases the unbalance load and increase of SIFs (stress intensification factor). If it is
neglected, the SIF will intensify and generate the crack. Crack propagation will occur and
blade failure happens.
Stress distribution before erosion
Stress distribution after erosion
Picture 3. Stress increasing phenomenon because erosion
Fan blade mainly affects the cooling tower performance. Main effect of one blade failure is
power plant derated about 10 MW, shutdown should be done if the amount of failure blade
three or more. Time duration of one cell fan cooling tower is about 10 to 48 hour (depend on
the level of failure and availability of spare part), it is about 9 months indent time for OEM
(Original Equipment Manufacturer) replacement. Picture 4 shows the failure blade.
Picture 4. The failure blade

8 - 26
II.3 Alternative solution 1: Reparation the blade using mechanical coating

(Manufacturers Recommendation).
Reparation process through mechanical coating is done through the step recommended
by the manufacturer, see the appendix 9. Next is the summary of the step:
1. Visual inspection
2. Cleaning
3. Non destructive test(dye penetrant test)
4. Coating on all blade surface using Prolong Ceramic Rebuild Putty
5. Painting
6. Final check
Picture 5. Fan blade before mechanical coating
From historical data for maintenance the blade, this method only lengthen the life cycle about
13.000 hour operation time. Next table performs the data from field monitoring.
Table 1. Blade replacement using mechanical coating method on PLTP Kamojang.
No
1
Equipment
Date of
Date of next
/ failure type
replacement
replacement
Fan blade cell no 1 /
16 January 2001
21 June 2002
Note
Mechanical coating method
erosion
II.4 Alternative Solution 2 (Innovation): Reparation using cladding method

From the experience of maintenance team PLTP Kamojang for reparation with
cladding method using stainless steel SUS 304 at the leading edge. Picture 6 shows the blade
after cladding operation.

9 - 26
The leading edge specification list are:
Thickness
: 0.4
Length
: 2,000 mm
Width
: 200
mm
mm
Maintenance process of cladding is done through this step:

1. Visual inspection
2. Cleaning/grinding
3. Non destructive test (dye penetrant test)
4. Mechanical coating all blade surface using Prolong Ceramic Rebuild Putty material
5. Mechanical coating to the leading edge using Prolong Ceramic Brush On. Before it
dries, install to the leading edge the stainless steel SUS 304 that specially made
according to air foil fan blade contour.
6. Riveting for joint the fan blade
7. Sealant and painting
8. Final check.
Picture 6. Blade after cladding using stainless steel SUS 304
At this time, the cladding operation is considered successfully done. It is proved by the blade
of 3rd unit cooling tower is still operate properly. Table 3 present the historical maintenance
data of fan blade of 2nd and 3rd unit cooling tower.
Table 2. Blade replacement using cladding method on PLTP Kamojang.
No
1
Equipment
Date of
/ failure type
replacement
Fan blade cell no 1
21 June 2002
/ erosion
Date of next replacement
Note
Until now, there is no
Cladding method
replacement

10 - 26
In addition, from parameter operation monitoring and maintenance, before and after cladding,
no significant change of the operation data, the change is still in the scope of tolerances, any
of them:
Ampere motor of fan cooling tower
Temperature of oil lubrication for reduction gear
Pressure of oil lubrication for reduction gear
Wet/dry bulb temperature.
For the next step, cladding is done for 10 set of fan blade on 2nd and 3rd cooling tower unit on
PLTP Kamojang. Table 3 presents the operation & maintenance data of 2nd and 3rd cooling
tower unit.
Table.3. Operation & maintenance data of 2nd and 3rd cooling tower unit.
COOLING TOWER PLTP KAMOJANG UNIT #2

Damage
Date
Fan
Cell
No.
Damage
Details
Replacement
/ Repairmen
Repairmen / Replacement
Date
Life time
(hours)
09/10/2004
Erosion
09/10/2004
Cladding
27,696
07/12/2007
Erosion
07/12/2007
Cladding
4,584
18/05/2004
Erosion
18/05/2004
Mechanical coating
31,152
07/12/2007
Erosion
07/12/2007
Cladding
4,584
18/05/2004
Erosion
18/05/2004
Mechanical coating
9,216
06/06/2005
Erosion
06/06/2005
Cladding
26,520
17/04/2008
Erosion
17/04/2008
Cladding
1,416
24/10/2005
Erosion
24/10/2005
Cladding
23,160
COOLING TOWER PLTP KAMOJANG UNIT #3

21/06/2002
Erosion
21/06/2002
Cladding
52,464
10/02/2004
Erosion
10/02/2004
Cladding
38,088
09/05/2004
Erosion
09/05/2004
Cladding
35,952
27/08/2004
Erosion
27/08/2004
Mechanical coating
14,832
07/05/2006
Erosion
07/05/2006
Cladding
18,480
09/05/2004
Erosion
09/05/2004
Mechanical coating
17,520
09/05/2006
Erosion
09/05/2006
Mechanical coating
1,680
18/07/2006
Erosion
18/07/2006
Mechanical coating
7,464
25/05/2007
Erosion
25/05/2007
Cladding
9,288

2 - 26
CHAPTER III
INNOVATION ADVANTAGES
III.1 Financial Advantages

Cost benefit consists of 1 (one) cell fan cooling tower with cladding method to leading edge
fan blade, describe as follow:
COST REPAIR ANALYSIS WITH MECHANICAL COATING /cell
Frequently Fan blade repaired for 5 years
Derated
3 times
3 x 10 MW x 8 hours
240 MWh
Electricity Selling Price at PLTP Kamojang 2007
Rp 756,37 / KWh
Total lost income earnings
240 MWh x Rp 756,37
Rp 181.528.800
fan blade Repair Cost
3 x Rp 32.000.000
Rp 96.000.000
Total cost
Rp 277.528.800
nb : mean time for repair activity : 8 hours

COST REPAIR ANALYSIS WITH MECHANICAL COATING /cell
Frequently Fan blade repaired for 5 years
Derated
1 x 10 MW x 8 hours
1 time
80 MWh
Electricity Selling Price at PLTP Kamojang 2007
Rp 756,37 / KWh
Total lost income earnings
80 MWh x Rp 756,37
Rp 60.509.600
fan blade Repair Cost
1 x Rp 34.037.630
Rp 34.037.630
Total cost
Rp 94.547.230
nb : mean time for repair activity : 8 hours

Cost saving in 5 years for 1 (one) cell cooling water to one alternative
Rp 182.981.570
(mechanical coating method)

PLTP Kamojang Unit 2 and 3 have been innovated
@ 5 cell
Total fan which has been done 2 x 5 cell
10 cell
Total cost saving for 5 years at PLTP Kamojang Unit 2 & 3
Rp 1.829.815.700
Rp 182.981.570 / cell x 10 Cell
= 192.612. USD
In this innovation, cost benefit from innovation implementation to cooling tower at PLTP
Kamojang reached Rp 1,8 billion in five years time innovate realization.

2 - 26
III.2 Non Financial Benefit

Non financial benefit can be got from cladding innovation with SUS 304 to leading fan blade
are:
Safety aspect, environment & social
There was fan blade failure at cooling tower frequently when fan was operating. Beside that,
direction fan blade falling couldnt be predicted. This is risk to employee safety (k3) at PLTP
Kamojang area. Then, the decrease fan ability to drain causes NCG (Non-Condensable Gas,
consist of CO2 and H2S) flow out doesnt optimal. It would make sour rain surrounding
system. It affected environmental. Actually, PLTP Kamojang closes to people agriculture.
Therefore, it would give social effect to surrounding people:
Autonomy aspect to OEM part
This innovation has succeed generate life extension, where could be increasing autonomy unit
to OEM part. Time OEM fan blade order is minimize 9 months.
Company Culture Aspect
This innovation hopefully motivate company culture in UBP Kamojang
Generator Efficiency aspect
The heavier fan blade weight because water bulbs enter erosion located, certainly increasing
pumps power consume. This can be seen from increasing parameter at current motor.
Innovation has succeed prevent erosion so motor power hasnt significant increase. This is
pointed to generator efficiency from self consumption.

3 - 26
III.3 Risk Analysis

After innovation has been analyzed based on PT Indonesia Power and PLN risk standard
analysis, described as follow:
Tabel.4. Broken Fan Blade Risk Analysis before and after Innovation.
Risk analysis before inovation
Risk Analysis Table

Work Unit
: PT IP UBP Kamojang
Project
: Life Extension Fan blade Cooling tower
Status
: Before Innovation (repaired with mechanical coating method)

Risk
Risk
1.
Risk Rating
Cause
Result
Result
Posibility
Level
Level
Choosen option
Category
Failure
Erotion,
Derating
of Fan
stress,
unit 10
cladding method to
Cooling
material,
MW/ cell
leading edge use
tower
Fatigue.
High
Life extension with
SUS 304 plat
Blade
Risk analysis after inovation
Risk Analysis Table

Work Unit
: PT IP UBP Kamojang
Project
: Life Extension Fan blade Cooling tower
Status
: After Innovation (repaired with mechanical coating method)

Risk
Risk
1.
Caus
Risk Rating
Result
Failure
Erotion,
Cladding
of Fan
stress,
method to
Cooling
material,
fan blade,
tower
Fatigue.
so
Blade
Cause
Possibility
Level
Level
Category
Low
Choosen option
Increasing PM and
PdM
increase
reliability
That table shown that there is decreasing risk level of fan blade when system was operating.

4 - 26
Risk analysis result in innovation which has been done (appendix 13) shown that risk to
strategic aspect, financial aspect, and cooling tower operational have lower category. Thats
mean that the innovation deserves to be executed.
Table.5. Risk Identification if innovation would be executed
No
Target
Strategic
PS Efficiency
2
B
Risk
Sources
Risk
Internal
High electricity power
Internal
KWh Production
Decreased
Internal
Increasing HAR cost
Internal
Damage at low
transmission system
KWh
Production
Financial
Cost
effectiveness
Operasional
Performance of
cooling tower
Cause
Performance of
cooling tower
Internal
Difficulty to
maintenance/operation
Performance of
cooling tower
Internal
High Vibration
Performance of
cooling tower
Internal
Material corotion
Possibility
rating
Not
significant
Minor
Effect
Increasing current
with plate addition
Plate cladding
released
Increasing
KWh PS
Decreasing
KWh
Material
Procurement cost
for cladding
Increasing
HAR cost
overload because
over material
addition
The long time to fan
blade plate
procurement
Heavier Fan blade
weight because
unbalance cladding
cladding material
Oxidation
Medium
Major
Decreasing
cooling tower
work
Decreasing
cooling tower
work
Decreasing
cooling tower
work
Decreasing
cooling tower
work
Fatal
Very big
Big
Medium
1
Small
Very small
3
5
Nb : The circle number followed number at table.5

Gambar.8. Illustration from risk analysis result if innovation would be executed

5 - 26
CHAPTER IV
IV.1.
Conclusion
From the innovation above, we can conclude any conclusion:

1. Cladding innovation using stainless steel (SUS304) has proved that it can lengthen the
fan blade life cycle, formerly 13,000 operating hours to 40.000 operating hours.
2. Total cost effectiveness from implementation these innovation equal to 1.8 Milliard
IRD (192.612. USD).
3. Besides giving financial benefit, this innovation has given non-financial benefit.
4. Risk analysis indicates that innovation have been able to reduce possibility fan blade
break when operation. Risk analysis also shows that innovation is proven to be
applied.
V.2.
Suggestion
Life extension method of fan blade cooling tower can be able to be applied at the application
of fan blade in other power plant unit with similar problems. This implementation is done by
considering several technical aspects, i.e.: equipments design, material, operating condition,
etc.

6 - 26
BIBLIOGRAPHY
1. Design, Operation & Maintenance Manual PLTP Kamojang Unit 2 dan 3, 1987.
2. Physical and chemical process of geothermal fluid impact on metal of geothermal
power plant equipment, O.A. Povarov, G.V. Tomarov, V.N. Semenov), 2005.
3. Prevention of scale adhesion using surface treatment of coating with organic
compound at geothermal power station, Shimizu, Eiichi Suzuki, Yuko Mitobe, Hidetosi
Hiraha, Hiroshi Nakazawa, Tokumi Saito, Kazuo Oyama, Rokunosuke Hirata, 2005.
4. Upgrading and life extension technology for geothermal steam turbines, Sakuma T.
Takahashi O. Watanabe M. Fukuda, 2005.
5. Exposure test of turbine materials in geothermal steam from a deep production well,
Hideo Kato, Koji Furuya and Mitsuo Yamashita, 2005.
6. Paint composition and paint spraying apparatus with preheat paint.

7. Mrthod for coating turbine engine components with high velocity.
8. High temperature degradation in power plants and refineries.
9. Role of NDE in Residual Life Assessment of Power Plant Components.

16 - 26
ATTACHMENT

17 - 26
DAMAGE MECHANISM
COMPONENT
INSPECTION TECHNIQUES
Creep Fatigue Erosion Corrosion HTT VT UTG UTF PT MT ET HT REP FOT DT CA SPL
BOILER & AUXILIARIES
1. Drums
2. Steam Headers
3. Water Headers
4. Steam Piping
5. Superheater &
Reheater Tubes
7. Ductings
8. Precipitator
6. Waterwall tubes
9. Structures
TURBINE
1. Rotor
2. Shell
3. Steam Chest
4. Casing
5. Blades
6. HT Bolts
GENERATOR
1. Rotor
2. Retaining rings
CONDENSER & HEAT EXCHANGER
Table 1: Damage mechanisms and inspection techniques for Power Plant components
LEGEND : X - APPLICABLE; HTT - High Temperature Tensile Failure; VT - Visual Inspection & Dimensional Check; UTG Ultrasonic Thickness Gauging; UTF - Ultrasonic Flaw Detection; PT - Penetrant Testing; MT - Magnetic Particle Inspection; ET Eddy Current Testing; HT - Hardness Measurement; REP - In-situ Replica Metallography; FOT Fiber optic Examination; DT Destructive Tests on Samples; CA - Chemical Analysis In-situ; SPL - Special Test Methods; a - Oxide scale measurement by
special Ultrasonic technique; b - Hydrogen damage assessment by special Ultrasonic technique; c - Boresonic Inspection; d Special Eddy Current Test of Roots
Attechment .1. Types of failure on plant tools

18 - 26
Attachment 2. Erosion-Corrosion mechanism
Attachment .3. Thermal Fatigue Cracking on connection between Ferritic and Austenitic

19 - 26
Attachment .4. Algoritm of Material Coating selection

20 - 26
Lampiran.5. flow diagram unit PLTP Kamojang

21 - 26
d
b
a
c
e
where :
a. Root
b. Span
c. Trailing Edge
d. Leading Edge
e. Chord
Attachment .6. sketch of Fan blade cooling tower

22 - 26
Lampiran.7. Foto erosi pada leading edge
Attachment .8. Illustration of failure

23 - 26
Attachment .9. picture of fan blade before mechanical coating
Attachment .10. picture of fan blade after cladding plat SUS 304

24 - 26
No
Target
Risk
source
Strategic
PS effeciency
Internal
KWh production
Internal
Finance
Cost
effectiveness
Operasional
Cooling tower
performance
Risk
High
electric
power
KWh
Productio
n
decrease
HAR cost
increase
Internal
Internal
Failure on
power
transmissi
on system
on cooling
tower fan
Maintenan
ce/
operation
difficulty
Internal
Internal
High
Vibration
Internal
Material
Corrosion
10
Cause
effect
Possibility
Rating
Effect
Rating
Risk
Level
Current increase
as addition of
plate
Kwh PS
increase
Small
Not
significant
Low
Plate cladding
moved so need
repair time.
KWh
decrease
Very small
not
significant
Low
Cost of material
procurement for
cladding
HAR cost
increase
Small
Minor
Low
Overload because
of plate adding
excess.
cooling
tower
performanc
e decrease
Very small
Minor
Low
Very small
Minor
Low
Very small
Minor
Low
Very small
Minor
Low
Immediaty part
fan blade need
long time for
procurement.
Addition of fan
blade weight
because of
unevenly
cladding
Oxidation process
on cladding
material
cooling
tower
performanc
e decrease
cooling
tower
performanc
e decrease
cooling
tower
performanc
e decrease
Attachment .11. risk analysis if innovation applied

25 - 26
BIODATA
INNOVATION TEAM KAMOJANG
Name
Iim Ibrahim
Agus Witarsa
Ruly Husnie Ridwan
Education
STMN GARUT
ST Negeri
S-1 (Teknik Mesin)
Bandung
Institut Teknologi
Bandung
Position
Mech. Maintenance
Technisian
Maintenance staff
supervisor
Corporate
Komplek PLTP Kamojang
address
PO BOX 125
GARUT, 44101
Residance
Perum.Bumi Tarogong
Komp.PLTP Kamojang
Jl. Yupiter IV No.5 F-II
Garut
Garut
Komp. Margahayu Raya
address
Bandung

1 - 26
! "##$
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00 ,%' *1
(2,%' /- +('11/(
5 *& /%4&3'22*2 6&3
/%41*7 8,&3*!*7/(%)*%,93
*13,%4
Interval Optimization
for Off-Line Gas Turbine Compressor Washing
Author : Suwat Wongthebbabudth
Co-Author : Pongsak Vithayakornvanich
Abstract
South Bangkok Combined Cycle Plant Block No 2, which is located at Samutprakarn
province, Thailand, has installed capacity of 618 MW. The block consists of two Gas Turbines Model
GE-PG 9311 FA. In the past, short term gas turbine efficiency improvement by Off Line Compressor
Washing had been performed every three months according to manufacturer recommendation.
Nowadays, the appropriate interval to perform this work has been adjusted. By optimizing the
benefit, power station will lose business opportunity for producing electricity by doing more frequent
washing or the power station will lose in term of compressibility because of compressor fouling, the
power stations should find their appropriate interval. In case of South Bangkok Combined Cycle
Plant Block No 2, the answer has been found and is different from the original interval
recommended by manufacturer.
Key word : compressor washing
In this paper, monitoring the general condition

and performance of the gas turbines, userspecified financial data is used to determine
schedules for compressor washing by
balancing the associated costs with revenue
loss.
1. INTRODUCTION
Gas turbine and combined cycle performance
loss during extended operational period is
largely due to compressor fouling. The rates of
both compressor fouling and performance loss
are a result of the variation in environment
conditions, fuel used, machine operating
scenario and maintenance practices. The
performance
degradation
attributed
to
compressor fouling is mainly due to deposits
formed on the compressor blades by particles
carried in by the air that are not large enough
(typically a few microns in diameter) to be
blocked by the inlet filter. These deposits result
in a reduction of compressor mass flow rate,
efficiency and pressure ratio which in turn
causes a drop in gas turbines power output
while increasing its heat rate. Performance
recovery from compressor fouling is a
recoverable degradation in that it can be
alleviated by periodic on-line and/or off-line
compressor washing. In case of on-line
compressor washing, distilled water is injected
into the compressor while the gas turbine is
running such that water droplets impact the
blades at high speed to loosen and partially
remove
deposits.
However,
complete
performance recovery can only be achieved by
an off-line compressor washing where distilled
water mixed with a special detergent is
sprayed into the gas turbine while being
rotated by the starter at the crank speed. The
performance degradation associated with hot
gas path components is influenced by several
factors such as fuel quality, number of starts,
operating scenario etc. and it is commonly
referred to as non-recoverable. The only
remedy for non-recoverable degradation is an
engine overhaul.
Fig.1 Expected gas turbine and combined

cycle performance loss vs. fired hours
2. POWER PLANT BACKGROUD
South Bangkok Combined Cycle block 2
(SB-CC2) is located at Bang Prong sub-district
in Muang district, Sumutprakarn province,
Thailand. The site is approximately 7 km west
of Sukhumvit Highway or about 20 kilometers
from Bangkok. The 618 MW, gas-fired,
combined-cycle cogeneration power plant
consists of two 200 MW GE PG9311FA gas
turbines with Dry Low NOx 2 (DLN 2.0) for NOx
control, one 218 MW condensing, dual
admission/dual extraction, axial exhaust steam
turbine, and two Heat Recovery Steam
Generators (HRSGs). The plant is designed to
deliver up to 652,000 kg/hr of main steam to a
steam host at 87.8 bara and 540 oC. The ISO
conditions of local site are 32.2 oC, 75%
relative humidity and 1.013 bara. Plant
construction was started in September 1994,
and the gas turbines and the steam turbine
were commercially operating in December
1996, January 1997 and July 1998,
respectively.
The benefits of compressor washing and inlet

filter replacement are undoubted, but the
frequencies of on-line and off-line compressor
washing are widely debated issue. It is
essential to develop maintenance schedules
based on the characteristics of the engine and
its operating environment and/or cycle in order
to balance the maintenance costs with lost
revenue and extra fuel costs.
Both gas turbines are primarily controlled by

GE Mark V Speedtronic control systems which
are connected to the overall plant distributed

control system (DCS). The performance
monitoring system is interfaced with the DCS
to obtain gas turbine data tags.
same period (at a rate of 4.67 kW/h or 3,360

kW per month).
3.3 Compressor fouling without on-line
washing program
3. GAS TURBINE PERFORMANCE

DEGRADATION
Nominal base-load performance data was

specified using the average of several full-load
measurements applying correction factors of
ambient temperature, humidity and recovery
factor to ISO condition. The frequency of online compressor washing on two gas turbines
was investigated its effectiveness. Gas turbine
unit A was applied on-line compressor
washing with distilled water once a week
between February 2000 and April 2000. With
the same procedure, gas turbine unit B was
applied twice a week between April 2000 and
May 2000. Performance of both gas turbines
had been monitored after applying off-line
compressor washing on February 22 and
March 19 2000, respectively. Trend of the
capacity factor of both units was shown in
Fig.2 indicated that during the same period,
the power output degradation had progressed
at a rate of approximately 3.171 kW per hour
for unit A and 2.126 kW per hour for unit B.
There was discernible more benefit associated
with doing more frequent on-line compressor
washing.
3.1 Effect of non-recoverable degradation

The difference between expected and actual
measured powers gives the kilowatt loss due
to gas turbine degradation. However, this
information does not enable one to separate
the effects of compressor fouling (recoverable)
from those of hot gas path degradation (nonrecoverable). Non-recoverable performance
degradation proceeds at a rate approximately
one order of magnitude slower than that of
recoverable degradation by attributing the
power loss entirely to compressor fouling. The
effect of non-recoverable degradation is
introduced by using a user-specified recovery
factor, that is
=1{
5.88186 + 2.54425 log10 ( FH )

}
100
and
Px =
Pa
where is the recovery factor for power

output, Pa is the actual measured power
Although on-line compressor washing provided

a way to control power loss and avoid the
need to shut down frequently for an off-line
compressor washing, erosion during on-line
compressor washing and subsequent blade
failures on some F-class gas turbine became a
major problem. A crisis arose in 2001 following
the catastrophic failure of a front row (R0)
compressor blade on an early model GE Fame
9FA at Black Point, Hong Kong, caused the
unit shut down due to erosion resulting from
frequent and aggressive compressor washing
routine. GE immediately sent out an advisory
notice to all 9FA and 7FA operators
recommending a reduced level of water use in
on-line compressor washing to retard the rate
of erosion. From TIL1303-1R2, significant
erosion was identified on all the leading edges
of the distressed and (R0) blades. GE
output, Px is the expected measured power

output and FH is total fire hour of the gas
turbine.
3.2 Effect of inlet filter pressure drop
Over short term, performance degradation due
to filter pressure drop is negligible compared to
degradation due to compressor fouling. In this
study, over 5,000 hours of base load operation
the generating capacity loss due to excess
inlet filter pressure drop, at a drop rate of 0.32
in.H2O, was measured roughly to be at a rate
of 0.295 kW/h or 212 kW per month. This
translates to roughly 6.3% of the generation
capacity loss due to compressor fouling in the
recommended for F Class units, with 100

hours or more of on-line compressor washing,
that users should cease on-line compressor
washing until the blades were inspected and
the results were disposed. On-line compressor
washing of both gas turbines (SB-CC2) has
been halted since October 2001 to avoid
excessive impact of water at the blade roots
which could lead to erosion, and subsequently
stress cracking that could bring about failure.
In September 2001, gas turbine unit A stopped
using on-line compressor washing and was
closely monitored the results when there was
no
on-line
compressor
washing
for
approximately 5,000 hours of continuous
operation between October 2001 and June
2002. The average linear rate of deterioration
of the gas turbine output as observed in
capacity trends was calculated to be
approximately 4.67 kW per hour and shown in
Fig.2. Thus using the off-line compressor
washing, SB-CC2 could mainly recover the
kilowatt loss due to gas turbine degradation.
Therefore, it is necessary to find an
appropriate interval to perform the work
because the generating capacity is limited by
power purchase agreement.
and conditions of power purchase agreement

between
generation
business
and
transmission system business.
When SB-CC2 cannot deliver such capabilities
and services, TSB will make deductions from
the full availability payment for each
occurrence such as the power output
degradation, unit shut down for off-line
compressor washing or other maintenance
outages. There are occasions when the nondelivery of capabilities and services will result
in negative values of availability payment for
certain settlement periods. Deductions for
reduced availability is calculated as :
DRA = BAC * (DCC DCu) * (Wu *
Hru)
Where:
DRA = deduction in full availability payment
resulting form the reduction in the
capability of generating unit to
deliver the contracted operating
characteristic in impaired period;
BAC = the base availability credit for
generating unit in billing period of
contract year (Baht/MWh);
DCC = the dependable contracted capacity of
generating unit for such settlement
period (MW);
DCu = declared capacity for the impaired
period u (MW);
Wu = the weight used for the calculation of
deduction for reduced availability to
deliver the contracted operating
characteristic in impaired period u,
the value specified in the Table 1 ,
off-peak to be 0.5 and on-peak to be
1.6;
Hru = the impaired period u (Hour).
South Bankok Combined Cycle Plant Block II

Degradation trends of gas turbine output
205
Average curve of unit B with online wash 2 times a week after offline wash 19/03/2000
Load corrected (MW)
200
195
Average curve of unit A with online wash one time a week after
off-line wash 22/02/2000
190
Average curve of unit A with no online wash after off-line wash
14/09/2001
185
180
0
1000
2000
3000
4000
5000
Fired Hours
Fig.2 The average rate of output deterioration
SB-CC2 may only be undertaken during offpeak periods at times to be mutually agreed.
4. DEDUCTION FROM FULL AVAILABILITY

PAYMENTS DURING OFF-LINE
COMPRESSOR WASHING PROGRAM
SB-CC2 shall deliver the electricity to the
connection point and sell to Transmission
System Business (TSB), and TSB shall
purchase from the power plant, on the terms
5
interval, however the deduction would be

reduced at the same time.
5. OFF-LINE COMPRESSOR WASHING

SCHEDULE OPTIMIZATION
Applicable Days
All
When the operating condition was dominantly

considered on the terms and conditions of
power purchase agreement, the dependable
contracted capacity of SB-CC2 was limited by
minimum availability requirement of 562 MW.
Observing the previous trend of output
degradation in Fig. 2 found that, if the problem
was not remedied by both on-line and off-line
compressor washing, gas turbine could lead to
energy output loss at a rate of 4.67 kW per
hour. This means that the degradation in
output of one gas turbine can reach 186 MW
or 7% in 2,880 hours (4 months). Assuming
that both gas turbines were identical, the
combined cycle power plant output loss could
be degraded down to 574 MW or lower which
is nearly the minimum available requirement
(approximately 2% difference for margin).
These findings revealed that the compressor
fouling observed in both gas turbines is
consistent with the optimum interval of the offline compressor washing scheduled every 4
months but the result was not optimized.
Subsequently, to seek for the lowest off-line
compressor washing interval, one would
investigated from two main cost factors
between the deduction due to unit shut down
for off-line compressor washing and the lost
cost of power output degradation.
All
Sundays and
Declared Holidays
Monday to
Saturday exclude
Declared Holidays
Applicable
Periods
00:00 08:00
Aggregate
Hours
(Wu)
Weight
0.5
22:00 24:00
08:00 22:00
2
14
0.5
0.5
08:00 22:00
14
1.6
Table 1 weight factor for the time during

off-line compressor washing operation
For
SB-CC2,
the
minimum
off-line
compressor washing interval was achieved at
1,116 hours (approximately 1.5 months) which
gave the least total lost cost at 65 Million Baht
per year. When comparing to the maximum
interval of 2,880 hours (4 months) which gave
the total lost cost at 96.31 Million Baht per
year, this could clearly save 31.24 Million Baht
annually.
6. SUMMARY and CONCLUSION
To avoid the risk, erosion of the leading edge
at front row (R0) compressor blade resulting
form frequent and aggressive compressor
South Bangkok Combined Cycle Plant Block II
Relation between off-line interval time and the lost costs per year
120
Lost cost (Million Baht/year)
Total lost cost
To put these results into Baht, consider a 200

MW base load gas turbine with generating
capacity loss at a rate of 4.67 kW/hr. Power
sale price at 2.4 Baht/kWh and the gas fuel
cost is 208 Baht/M.BTU. SB-CC2 requires 48
hours for off-line compressor washing
including stop and start times. The deduction
for an off-line compressor washing down-time
is estimated at 4.22 Million Baht (where BAC =
467 Baht/MWh, DCC = 562 MW and DC = 281
MW at the remaining capacity of half block
combined cycle plant). The two main trends of
cost shown in Fig. 3 indicated more lost
revenue of the lost generating output loss due
to expanding off-line compressor washing
Minimum
cost
100
80
60
Lost cost of power
dropping
40
Deduction
20
200 400 600 800 1000 1200 1400 1600 1800 2000 2200 2400 2600 2800 3000
Interval time of off-line Compressor Washing (hours)
Fig.3 Relation between off-line compressor

washing interval time and the lost costs per
year
washing routine, SB-CC2 has suspended online compressor washing since 2001. This
caused the output of the gas turbines
decreased rapidly at a rate of 4.67 kW per

hour, hence off-line compressor washing was
essential to recover the gas turbine
performance. This paper revealed two
important points for off-line compressor
washing interval where the minimum limit at
1.5 months and the maximum limit at 4 months
were selected. This range is extremely suitable
to be chosen for the off-line compressor
washing interval time. However, if the washing
interval is chosen more frequent than it should
be, the power station will lose business
opportunity for producing electricity. On the
other hand, if it is chosen less frequent than it
should be, the power station will lose kilowatts
due to compressor degradation. Other factors
which should be taken into account, such as
reliability of power grid, planned or unplanned
outage program and etc, would improve
defining the optimum off-line compressor
washing interval.
7. AUTHORS BACKGROUD
Mr. Suwat Wongthebbabudth is working in
Efficiency Section, South Bangkok Combined
Cycle Operation Department, SB-CC3, EGAT.
He received Bachelor Degree in Mechanical
Engineering from Prince of Songkla University
,Thailand and Master Degree in Environmental
Engineering
from
Kasetsart
University,
Thailand, respectively. Now, his position is SBCC3 Efficiency Section Head.
Mr. Pongsak Vithayakornvanich is working in
Efficiency Section, South Bangkok Combined
Cycle Plant, Operation Department 2, SBCC2, EGAT. He received Bachelor Degree
and Master Degree in Electrical Engineering
from Thammasart University since 1998 and
from King Mongkut Institute of Technology
Ladkrabang since 2002, respectively. Now, he
is an engineer level 7 and has experienced in
efficiency section at SB-CC2 for 9 years.
RELIABILITY IMPROVEMENT OF OPEN CYCLE GAS TURBINE FRAME V

By Setyanto Kresno Murti
PT. PJB Gresik (Gresik Power Plant)
Indonesia
PT. PJB Unit Pembangkitan Gresik (Gresik Power Plant), we have 4

Open Cycle Gas Turbines frame V. They have been operating since 1976,
more than 30 years. Until now, they are still operating well. We realized that
the Open Cycle Gas Turbines are very old. We do operation and maintenance
with special things, move from ordinary practices of maintenance into best
practices maintenance. Optimizing planned maintenance as a tactical
maintenance rather than unplanned maintenance by using preventive and
predictive maintenance tools. This way has been established for several
years, and improve the reliability of Open Cycle Gas Turbines, Frame V. In
ended for these Plant, since 1976 until now have been trusted as Black Start
for Java-Bali Grid Code when there were Black Outin Java-Bali Grid Code.
Gresik power plant is one of the Power Plant belongs to PT.
Pembangkitan Jawa Bali (Java-Bali Power Generation), subsidiary of PT. PLN
(Persero). The Gresik Power Plant operates 4 gas plants, 4 steam plants and
3 combined cycle plants with a total installed capacity of 2280 MW - 35% of
PT PJBs total capacity. Operated since 1976, the unit supplies the biggest
electricity demand in East Java. The Electricity from Gresik Power Plant
transmits into High Transmission Line (150 KV) and Extra High Transmission
Line (500 KV) for Java-Bali Power Grid.
I. Objective
This paper is written to share experience dealing with maintenance of
open cycle gas turbine frame V. Since 1976 until now, these plants still
operate well.
Gresik Power Plant has 4 open cycle gas turbines frame V, consist of:
? 2 units of open cycle gas turbine Alstom Atlantique, operated since
1976, installed capacity 20 MW,
? 2 units of open cycle gas turbine GE, operated since 1976 (became
belong to gresik power plant since 1995), installed capacity 20 MW
All gas turbines have dual fuel firing facility, HSD and Natural Gas. Because
of gas supply less, HSD is used as fuel.
II. Introduction
Open cycle gas turbines in Gresik Power Plant are very old, we cold not
do an ordinary maintenance for them, which means it is entering that period
where equipment problems will become more prevalent. (The plant is starting
to proceed to the back-end of the probability of failure bathtub curve), see
figure 1
Failure Rate
Shorten Life
Initial Failure
Random Failure
Life Prolongation
Wear-out
Failure
BATHTUB CURVE FAILURE MODE

Figure 1
We could not do maintenance in highly reactive mode-routine changes in the
production schedule, routine downtime for changeover and unplanned
maintenance, these maintenance activities do in traditional way. So it is still
consume lot of maintenance budget to achieve better reliability and
performance. This will allow some time to implement the new strategies.
III. Maintenance Tactics for Gas Turbine

To solve the problem regarding the aging of the gas turbine, we decide
new method of maintenance by optimizing the planned maintenance rather
than unplanned maintenance. We have to plan, to control, and to schedule all
maintenance activities here, not only for routine maintenance (corrective,
preventive, predictive, etc), also for annual inspection (overhaul/turn around).
This figure show how our strategy to slide maintenance from unmanageable
to manageable
5%
60
%
10%
On Failure
50%
P r ed i ct i v e
Maintain Based Upon
known Condition
Fix it when it
fails
Maintenance Plan
30
%
Planned /
Preventive
30%
Desi gn
Out
Identify & design
Out root cause
of
Maintain Based
upon
Calendar
Old Method
Serious incidents/catastrophic
accident which involve multiple
equipment failures are usually the
result of bad luckor acts of God,
and are hence unmanageable
10%
2%
New Method
To a considerable extent, the likelihood of a
multiple failure is a manageable variable,
especially in protected systems
Figure 2
? On failure maintenance:
Consciously allowing equipment to run to failure. No intervention is planned
prior to failure.
? Preventive Maintenance
Preventative maintenance is defined as regularly scheduled repair of
components and equipment. It may consist of scheduled inspection, cleaning,
lubrication, parts replacement, and repair of components. Preventative
maintenance is time based intervention according to a prescribed schedule
? Predictive Maintenance
A process which requires technologies and people skills which combines and
uses all available diagnostic and performance data, maintenance histories,
operations data and design data to make timely decisions about maintenance
requirements of major / critical equipment.
? Design Out
Elimination of conditional failures through the identification of the root cause
condition that initiates the failure cycle.
By combining kind of maintenance types above, we decide the reliability
improvement sequence
Reliability Improvement Sequence

SERP
Continuous Improvement
Baseline
FMEA
RCFA
Task
Identification
FDT
PM/PdM
Proactive
Plan
Schedule
Implement
Task
Measurement
Overhaul
Task Execution
Figure 3
IV. Implementation of Reliability Improvement Program

Gresik Power Plant combine the skill of people, technology, tools and
software to improve reliability of its power plants, especially these open cycle
gas turbines Frame V. Established since 1976, these plants still operate well,
according to the load dispatcher (PT. PLN), they are used as peak load
condition and for black start if there were black out condition in Java-Bali
power grid.
We use Computerized Maintenance Management System (CMMS,
Ellipse), condition monitoring tools and other resources to implement the
maintenance tactics, Figure 4 shows how CMMS can help PT. PJB Gresik
manages Preventive Maintenance, comparison available hour of man power
and schedule hour can be used as a resource smoothing method. Besides, it
can help us to know when maintenance of Gas turbine equipments will be
done.
Figure 4
Condition based maintenance using Condition monitoring tools are very

helpful in Gresik Power Plant, we use:
? Vibration monitoring
Vibration data is taken on new and/or rebuilt machinery to ensure that the
machinery is operating within acceptable vibration tolerance. If excessive
vibration is discovered, the cause can be remedied before the equipment is
put in service
? Infrared Thermograph
Infrared surveys have a great deal of value in that production is not
compromised because, in most cases, machinery does not have to be
stopped in order to conduct a survey. In fact, when scanning electrical
components, machinery needs to be in service, and under at least 50% load
in order to detect abnormal thermal profiles. The temperature associated with
heat generation or loss can be an indication of change in the condition of an
object or machine. Faults are usually found very quickly because the data is
live
? Tribology (oil analysis)
Oil analysis is often the first technology to alert maintenance to an impending
problem. It is the only technology that can detect root causes of problems in
bearings before irrevocable damage shortens life. Used oil analysis is a
proven means of determining lubricating oil condition and monitoring machine
health. Information about oil condition is used to determine when and if the oil
should be changed. Tests measuring wear debris concentrations, types and
size distributions provide insight into machinery maintenance needs
To measure performance of maintenance tactics above, used KPI (Key

Performance
Indicators),
here
show
comparison
between
Planned
maintenance and unplanned maintenance. Planned maintenance consist of
preventive maintenance, predictive maintenance, project / modification,

unplanned maintenance consist of: corrective maintenance, breakdown
maintenance and emergency maintenance. After several years implemented,
the number of planned maintenance Work Order increased, due to good
planning and controlling of maintenance. It means minimizing breakdown/
failure of power plant, of course the reliability of power plant is increased.
Figure 5, show the number of Work Order (man hour)
Number of Work Order (Man Hour)
100%
80%
60%
Planned Maintenance
Unplanned Maintenace
40%
20%
0%
2001 2002 2003 2004 2005 2006 2007
Figure 5
This good maintenance eventually effect to the maintenance cost, we can

manage maintenance budget well, we serve much money for planned
maintenance rather than unplanned maintenance.
Maintenace Cost
100%
80%
60%
Planned Maintenance
Unplanned Maintenace
40%
20%
0%
2001 2002 2003 2004 2005 2006 2007
Figure 6
? Overhaul / turn around

Overhaul/turn around plays very important role in reliability of power plant. we
are optimizing the overhaul/annual inspection to restore initial condition on
plants
Efficienc
(%
Capacity
(%)
New
Technology
Improve
100
Restore
3
C
HG
HG
Annual
Inspection
75
Rehabilitation
Recondition
50
25
2
3
4
5
6
7
Decreasing of Capacity & Efficiency of Power Plant
(Typical)
Age
Figure 7
The main things have to considered in gas turbines are hot parts, because of
operation in high temperature, more than 1000o C, and of course high cost
material. Good planning and scheduling of hot parts, when they should be
repair (recondition) or have to be replaced is very important. Both the duration
and frequency of outages are being changed to minimize this costly activity.
Outage management has two aspects: 1) reducing outage duration through
better planning and progress tracking during the outage, and 2) redistributing
maintenance tasks to non-outage times or performing those tasks less often.
Here are some equipments should be inspected carefully during outages.
Figure 8. Rotor Compressor
Figure 9 Nozzle,
Figure 10 Moving blade.
V. Conclusion
? Open cycle gas turbine in Gresik power Plant need more pay attention,
because of aging, which means it is entering that period where
equipment problems will become more prevalent.
? By optimizing the maintenance, reliability of Open cycle gas turbine can
be increased, maintenance cost can be reduced as well.
References
? Asset Management, S. Iwan Santoso, Pembangkitan Jawa Bali, 2005
? Reliability Improvement, Graham Fogel, Maintenance Total Solution, 2005
? Maintenance Optimizing Program, Pembangkitan Jawa Bali, 2004
Attachment 1, vibration report
Attachment 2, infra red thermograph report
Attachment 3, oil analysis (tribology) report
Biographical of author
Name
: Setyanto Kresno Murti
Born
: January 2nd, 1977
Education
: Electrical Engineering Gadjah Mada University,

Bachelor Degree, 2000
Nationality
: Indonesia
Company
: PT. PJB Unit Pembangkitan Gresik

(Gresik Power Plant)
? Operator of steam turbine and gas turbine
? Senior
staff
of
maintenance
planning
and
controlling
? Specialist of maintenance planning and controlling
? Supervisor
of
maintenance
planning
and
controlling (2007-now)
? Electrical Engineer at annual inspection of Rabigh
Power Plant (Saudi Arabia), with PT.PJB Services
(January-March 2008)
Title of Paper : Gas Turbine Exhaust Duct Reliability Improvement; Sultan Ismail Power
Station Pakas Experience
by
Abidin Bin Sarjo (abidins@tnb.com.my)
Reliability and Engineering Department
Sultan Ismail Power Station, TNB Generation Division,
23100 Paka, Terengganu. Malaysia.
1.0 Abstract
Exhaust Duct System is an important component in combined cycle plant to divert the
exhaust from Gas Turbine either to atmosphere or into Waste Heat Boiler. Maintaining the
exhaust system structural components is rather challenging because of its exposure to a very high
temperature.
The system has been in operation for more than 20 years. The exhaust duct structure and
its surrounding components are constantly exposed to high temperature (450C 460C) and
harsh coastal environment. Over the years, this condition has affected the integrity of thermal
insulation and damaging the steel plate. Once the crack occurs on the plate, the exhaust gas will
escape into nearby field service devices and cause plant tripping. Failure of the system is one of
the major contributors to station forced outages and loss of efficiency.
Based on site observations, findings and technical evaluations using available nondestructive testing, CAD and infrared thermography, station task force had managed to come up
with ingenious modification solutions.
Currently the exhaust duct systems on all our 6 gas turbines have been reengineered and
are now performing well without any single tripping. The heat transfer efficiency has improved
tremendously with no exhaust gas leakages and failure of field service devices has been
minimized.
2.0 Background
Sultan Ismail Power Station, Paka is located in the State of Terengganu approximately
100km to the south of the state capital, Kuala Terengganu. The four combined cycle blocks, is the
first and still remains as one the largest plants of this combined-cycle type in Tenaga Nasional
were built in two phases. Phase 1 consists of 6 units of GE Fr9E Gas Turbines (GT) coupled with
6 units Waste Heat Boilers (WHB) from Stein Industrie, France and 3 units Steam Turbines (ST)
from Toshiba, Japan while Phase 2 consists of 2 units ALSTOM 13DM GT coupled with 2 unit
WHB and 1 unit ST from Ansaldo, Italy.
With a total capacity of 1,004MW (TAAC), this least-cost combined cycle power plant
operate on base load with the average capacity factor exceeding 80%.
3.0 System Descriptions

Exhaust Duct System is an important component in combined cycle plant to divert the
exhaust gas from GT either to atmosphere or into WHB. The hot gases discharged from the turbine
through the exhaust hood and diffused into an exhaust plenum before entering the exhaust ducting
system. The exhaust ducting contains baffle-type silencers to reduce noise pollution. It also
insulates thermally and acoustically. The diversion of exhaust gas to atmosphere or through WHB
is controlled or directed by a system of dampers. To accommodate thermal expansion, there are
four expansion joints interposed between the exhaust plenum and transition duct (P1), before and
after the exhaust stack (P2 & P3) and between guillotine damper and WHB (P4). Two silencers are
provided in series. The upstream silencer absorbs low frequency noises and the downstream
silencer absorbs high frequency noises.
The firing temperature is determined as a function of exhaust temperature and compressor
discharge pressure. Seventeen thermocouples are provided at the aft wall of the exhaust plenum to
monitor and control the turbine exhaust gas temperatures. A further three thermocouples are
provided for over temperature protection. Temperature signals are feed into the MK V Speedtronic
system to control the exhaust gas temperature within the permitted value of 552oC for base load and
582oC for peak load. If the exhaust gas temperature exceeds its permitted value, the temperature
control circuit reduces fuel supply to the gas turbine to limit its temperature.
o
Exhaust gas
temperatures in excess of 568 C for base load or 604 C for peak load trip the gas turbine. The detail
drawing is as follow;
Exhaust
Plenum
Transition
Duct
Low Freq.
Silencer
High Freq.
Silencer
Exhaust
Elbow
Exhaust Duct
Guillotine
Damper
Exhaust
Stack
Acess Door
Expansi
on Join
t P1
Exhau
Expan
sion Jo
st Du
ct
Acces
Door
int P2
Expan
sion Jo
To
int P3
e
Th
r
ile
Bo
Figure 3.1 : Layout drawing for Phase 1 exhaust duct system
4.0 Problem statement

Maintaining the exhaust system structural components is rather challenging because of its
exposure to very high temperature (450C 460C). Furthermore, the system has been in
operation for more than 20 years and is constantly exposed to harsh coastal environment. Over
the years, this condition has affected the integrity of its thermal insulation and steel structures.
The plant tripping caused by this system is tabulated in the following table;
Year
No of tripping
2000
2001
2002
2003
2004
2005
17
21
22
25
31
14
Table 4.1 : No of tripping caused by exhaust duct system (for 6 GTs)
The main contributors of the tripping are listed bellows;
mechanical failure i.e. stiff dampers
premature failure on the power cylinder seals
compress air system failure
damage to the field service instrumentation devices
cable shorting on blowers and control panel
Station carried out regular corrective and preventive maintenance on this system
to mitigate the above tripping risk. At any GT minor inspections (Combustion and Hot Gas
Inspections), the maintenance teams will do the patching work on insulations, rewelding on the
cracking plate, repair on the silencers and any accessible damaged areas. However, the duration
of work was insufficient due to the maximum allowable time of 5 days during CI and 14 days
during HGPI were inadequate to perform comprehensive repairwork, it is just a matter of time
before cracking and leakages will recur at the other areas.
5.0 Problem-solving methodology

Station received many proposals from various parties to solve this issue;
To change the damper system to diverter system
To relocate the orientation of damper system from the existing North-South to

East-West
To redesign the vertical damper system
To remove the damper system and retrofit to straight through system
Based on stations WHY TREE analysis, it was concluded that the root cause of the
above tripping is the structural and insulation failure which lead to exhaust gas leakages. The
table below describes the conclusion of the analysis;
Possible root cause

Why field equipment for
exhaust duct system failed
Exhaust gas leakages
Structural and insulation failure
Justification on the root cause

Thermography imaging and temperature
mapping (by design 55 C)
Table 5.1: Extract from WHY TREE analysis
The leakage exhaust gas will seep through the cracking steel plate and thermal insulation
causing the above system to fail. It was one of the major contributors to station forced outages,
ST deration, heat and thermal efficiency loss. All the proposals given by various parties were
evaluated by stations task force in order to find the most suitable solution. Finally, we had
managed to come up with our own ingenious modification solutions to solve these issues.
6.0 Engineering analysis

The stations task force collected all data, performed visual inspection, Non-Destructive
Testing (NDT), technical due diligence during any opportunity outage, CI and HGPI as well as
taking thermographic imaging and heat mapping during operation. Based on that, the task force
was able to focus at the main areas as listed below;
70 75% of internal and external thermal insulations were damaged
Most cracking happened on the high stress area i.e. at all four corners, it adjacent area
and on the silencers perforated sheet. Detail inspection revealed that 80% of the steel
plates were in plastic behavior, as per the stress-strain curve in figure 6.1
The thermal insulation thickness on the power cylinder area were thinner compared to
other area
The dampers shaft were misaligned and sagged
Most of the Inconnel sealing plate at flip flap damper were damaged
Some of the sliding plate/bearing were damaged
The ducting design of hot air blower is facing towards P2 compensator and exhaust
stack area, so most of the time these area were exposed to the hot air causing premature
failure of P2
Figure 6.1 : The stress strain curve
Sample of the damaged area are as per the followings pictures;
Fig 6.2 : Cross cracking at structure
Fig 6.4 : LF silencer damaged
Fig 6.3 : HAZ cracking
Fig 6.5 : Fabric compensator damaged
7.0 Ingenious modification and solutions

There were extensive reengineering, redesigning and modification works involved on this
exhaust system in order to improve its reliability. All of the above activities were done by our
own task force by using available engineering software, tools and prudent engineering practices.
The task force also came up with a comprehensive scope of works covering all aspects and areas
in order to get the target external average temperature of 55C as per the O&M manual. Some of
the modifications are as follows;
Extensive repair of structure, higher grade steel plate replacement, silencer

reinforcement, expansion slider plate servicing and fabric compensators replacement
Improvement of thermal insulations material, using more bonded type instead of normal
loose type packing
Relocation of power cylinder and compressed air instrumentation panels
Re-routing of supply and control cables
Replacement of damper actuators and modification of limit switches
Redesigning of the hot air blower ducting
Sample of the modifications are as per the following pictures;
Fig 7.1 : Structure reinforcement
Fig 7.3 : Power cylinder relocation
Fig 7.2 : Bonded type ceramic insulation
Fig 7.4 : Hot air ducting diversion
8.0 Managing the works

Once the complete scope of works were decided, the task force proceeds with the
procurement process. The selection of local vendor was via the open bidding process and the
works were to be performed during GTs Major Inspection (inclusive of internal alignment work)
i.e 55 days. Due to time constraint, we had to work round the clock with many parallel activities.
At the peak, there were 75 workers performing their 8 parallel activities with our close
supervision. The quality of works were checked according to approved quality plan and any
disputes were solved amicably.
As part of the quality plan, the local vendor developed 6 numbers of Welding Procedure
Specification and all welders were qualified according to ASME IX. Throughout this project,
station indirectly developed the capability of this local vendor.
Daily site discussions and
mandatory weekly progress meeting were done to manage and ensure that this project would be
completed successfully.
With high teamwork spirit, well coordinated and executed, the works were completed 2
days ahead of schedule. In order to verify the effectiveness of the repair work, thermographic
imaging was done during the commissioning of the units. Since then, our thermographic
condition monitoring team is doing regular heat mapping and will report to relevant section if any
abnormalities found. This has become part of our condition monitoring activities.
The following is sample of thermographic image taken before and after the repair work.
Fig 8.1 : Thermographic imaging on inspection door before and after repair
9.0 Cost benefit analysis

The actual cost of the project is approximately RM1.5 million per unit. This is only 1/4
the cost of the proposed solution by external parties. For all 6 units, the saving is almost RM27
millions. On top of that, the followings are the list of tangible and intangible benefits of this
project;
Gain in ST output, less heat loss since no leakages on the exhaust system. More water can
be converted to steam and flip flap dampers can be closed at all time due to improved
reliability of the power cylinder after the relocation process
Less tripping due to exhaust duct system since 2006 as per table below;
Year
No of tripping
2006
10
2007
2008 to date
Develop the local vendor
Reengineering knowledge
Successful in changing and improving the OEM design
Improve morale, self confidence and belief among the workers
10.0 Sharing experience and knowledge

In handling this project, the experience and knowledge that can be shared are listed
below;
We can develop our local vendor if we can work hand in hand with them, any problem
arise should be solved as early as possible via open minded discussion. Once contract is
sign, the owner and vendor have to work as a team, if vendor fails means the owner also
fails.
The OEM design is not perfect. If we study how the system works, we can change the
OEM design to suit our requirement. It also enhances our reengineering knowledge and
self confidence.
Managing the project with time as a major determinant, the need of full coordination is
essential. Discussion on parallel work and contingency plans with vendor is vital to
ensure project is completed within allocated time.
Total involvement of all technical staffs in the project has improved their morale and self
belonging.
11.0 Conclusions
It can be concluded that the project which were carried out in November 2004 - May
2006 was successful in term of bringing the reliability of exhaust duct system to the position
higher than what it has been intended for. The target external average temperature of 55C was
achieved by thermal insulation and structure improvements while the relocation of auxiliary
equipment, cabling and field service devices prolonged the life of the parts and avoids premature
failure. Zero tripping caused by this system since the completion of the modification and
improvement works serves as a measure of the projects success.
______________________________________________________________________________
Author Biography:
The author is an Engineer (Reliability & Engineering Gas Turbine) at Sultan Ismail
Power Station, Paka. He has been working with this combined cycle power plant since 1999.
Prior to that, he worked at conventional thermal power plant as assistance Shift Charge Engineer
at Tuanku Jaafar Power Station in Port Dickson and Technical Assistant at Sultan Salahuddin
Abdul Aziz Power Station in Kapar.
His current job involves managing day to day gas turbines reliability and engineering
issues, efficiency and heat rate improvement project, spares management, parts planning and
refurbishment works. He holds a Bachelor of Science in Mechanical Engineering from Purdue
University, USA..
References:
1. Exhaust duct work completion report for GT1A, 1B, 2A, 2B, 3A and 3B - By Vital
Equity Sdn. Bhd.
2. SDOP GT Systems, Sultan Ismail Power Station.
3. Monthly Performance Report (2000 - 2008), Sultan Ismail Power Station.
4. Tender document for exhaust duct repair work
5. XRF certification of test by TNB Research Sdn. Bhd.
6. Thermography imaging record, Sultan Ismail Power Station.
7. WHY TREE analysis document, Sultan Ismail Power Station.
8. http://www.shodor.org/~jingersoll/weave/tutorial/node4.html ; Stress strain curve
Power Plant Performance Monitoring in Gresik Power Station
I. Objective
In this paper, we want to share our experience in the implementation of power plant
performance monitoring in Gresik Power Station. In addition, we want to share our experience
in creating a database system for operational data of power plant and implementing a
computerized model for power plant performance calculation.
II. Introduction
PJB has applied Generation Management System, a corporate integrated management system,
to manage the corporate asset and achieve the companys excellent performance. PJB believes
that implementation of the system, as described in Figure 1, will support the company to
compete in the electricity market.
Figure 1. PJB Generation Management System
Power Plant Performance Monitoring by Teguh Handoyo
The corporate performance is measured in two aspects, financial and operational aspect. The
financial aspects includes revenue and production cost, while the operational aspect includes
availability, outage and efficiency. At the end, the corporate goal is to achieve greater revenue
with lowest production cost in a low outage, high availability and efficiency. The Generation
Plan consists of some leading key performance indicators for PJB programs. Based on the
culture, experience and past management system, PJB has identified and established seven
strategic programs as the main business process. Nevertheless, these programs should be
monitored and measured to ensure that they are in alignment with the corporate goal.
The efficiency management is one of PJB strategic programs to manage, maintain and improve
the efficiency of power station. It can be carried out by implementing power plant performance
monitoring. Another program is to achieving higher power plant efficiency but it would be more
difficult and complex to be implemented. The implementation of Power Plant Performance
Monitoring in Gresik Power Station that has started since 2005 will be discussed further.
III. Power Plant Performance Monitoring in Gresik Power Station

Some main activities in performance monitoring include operational data monitoring, analysis
and simulation, recommendation, operation or maintenance task, and data evaluation. The
diagram in Figure 2 shows flowchart of performance monitoring program in Gresik Power
Station.
3.1. Data Collection

Data collection is a process in which the operational data from all equipment in power station
are written and collected. This process is carried out routinely by plant operator. In addition to
manual data collection, some monitors that display real time performance can be found in most
of power stations built after 1980s.
Figure 2. Flowchart of Plant Performance Monitoring
In the past, the PJB operators monitored and wrote all equipment operational data in standard
forms. Normally, they monitored data or trend on the display of data acquisition system
provided in central control room.
CCR
Monitor
All operational data
New connection
to capture the
operational data
Database System
Performance Monitoring
Figure 3. The Capture of Operational Data
Gresik Power Station attempted to improve its data collection by creating a database system
connected to the data acquisition system of power plant that enables the automatic acquisition
of operational data from power plant equipments. As described in Figure 3, all data displayed in
the monitor of central control room can be stored in database and processed further. Currently
there have been 14 of 20 power plants which are successfully captured, the twelve units are
combined cycled and the others are steam power plants.
Some benefits of capturing the operational data automatically are:
a. making data processing easier in the next step of performance monitoring such as daily
monitoring and heat balance calculation,
b. replacing the previous manual activity,
c. and saving some resources such as time, human, and cost.
3.2. Analysis and Simulation

The next activity is calculation and analysis by operator and efficiency engineer that uses the
operational data to monitor all machines performance. Formerly, this activity was carried out
manually by making performance chart, which was relatively simple, or heat balance
calculation, a thermodynamic method to calculate the overall plant efficiency which was
relatively more complex. These two methods had been implemented since Gresik power plants
started the operation.
Since 2005 we added two computerized model of power plant, heat balance model and
performance model. The former calculates actual equipment performance and the later
simulates the equipment in a new condition. The models can automatically acquire operational
data stored in the database system. Figure 4 shows an example of computerized heat balance
model for Gresik steam power plant.
Figure 4. An example of computerized heat balance model of Gresik Steam Power Plant
The power plant and equipments performance can be identified in a relative short time by using
the computerized models. The models were built by an external consultant that has a lot of
experiences in thermal power plant modeling. This project was a part of PJB program,
Maintenance Optimization Program, which was implemented in 2005. The implementation steps
are shown in Figure 5.
Figure 5. The implementation steps of a computerized heat balance and performance model
Later, we analyze equipments condition whether they are still in an increasing, reasonable, or
decreasing condition. The examples of performance chart as the result of computerized heat
balance model is shown in Figure 6.
LP Exhaust Dryness
1.05
1.00
0.95
0.90
0.85
Steam Turbine Efficiency
100%
HPST
0.80
0.75
25Aug07
IPST
90%
25Sep07
25Oct07
25Nov07
25Dec07
25Jan08
25Feb08
25Mar08
25Apr08
25May08
25Jun08
80%
70%
60%
25Aug
25Sep
25Oct
25Nov
25Dec
25Jan
25Feb
25Mar
25Apr
25May
25Jun
Economizer & Air Heater Effectiveness

1.0
Economizer
Air Heater
0.9
0.8
0.7
0.6
0.5
0.4
25Aug07
25Sep07
25Oct07
25Nov07
25Dec07
25Jan08
25Feb08
25Mar08
25Apr08
25May08
GT Compressor Efficiency
25Jun08
85.0%
84.5%
84.0%
83.5%
83.0%
82.5%
82.0%
81.5%
01Jan08
31Jan08
01Mar08
31Mar08
30Apr08
30May08
Figure 6. The examples of performance charts of computerized model result
3.3. Recommendation
Based on the analysis of power plant performance, our efficiency engineers identify whether the
equipment operated efficiently or experienced degradation. Later on, some recommendations of
maintenance or operation task are commended so that the equipment can perform better or
return to its best performance. The recommendation can be in the form of a minor or major task.
A minor action can be a revised Standard Operation Procedure and/or maintenance task which
can be applied easily and soon by operator or maintenance technician. A major task requires
redesigning, detail calculation, and cost benefit analysis by a specific team.
3.4. Operation and Maintenance Task

In daily and regular meeting, the efficiency engineer presents and discusses the
recommendation with maintenance engineer, planner, operator and other attendants. The
meeting will decide whether the recommendation can be executed and the execution of
recommendation should be scheduled according to the standard procedure.
3.5. Data Evaluation

After a maintenance recommendation has been executed, the team evaluate whether the
operation and maintenance task overcome the efficiency problem. If the problem has been
overcome, all this process will become a good practice for knowledge asset that can be used in
the future.
All past maintenance and operation task due to the improvement of power plant performance
will be stored in our integrated information system. This historical data will be useful if any
failure or abnormal conditions might occur in the future.
IV. The Constraint and Work Culture

Although our performance monitoring in Gresik Power Station runs well, we still have some
limitations due to personnel competency. For example, an advanced competency in the
efficiency improvement area, such as the knowledge of thermodynamics, fluid mechanics and
heat transfer is needed in the difficult problem to produce appropriate recommendation. This
can be solved by giving the employees conversion energy and power plant modeling training.
Moreover, the sufficient experiences to maintain and modify the computerized models are also
needed.
Apart from performance and competency, the plant performance monitoring in Gresik Power
Station also needs to be supported by good work culture such as consistency, self knowledge
improvement and vision of efficiency improvement.
V. Conclusion
The implementation of power plant performance monitoring helps plant operator or efficiency
engineer to monitor and analyze power plant performance. The execution of appropriate
recommendation in power plant performance yields high efficiency of power plant. In
conclusion, the implementation of power plant performance monitoring in Gresik Power Station
supports the corporate goal to achieve high reliability and efficiency.
References :
1. Maintenance Optimization Program, PJB, 2004
2. The Generation Management System, PJB, 2006.
3. Gate Cycle, General Electric Enter Software.
Author Biography
Name
: Teguh Handoyo
Date of Birth
: 10 February 1976
Education
: Bachelor Degree of Electrical Engineering,

Institute of Technology Bandung (ITB), Indonesia
Company
: PT Pembangkitan Jawa Bali (PJB)

1999 2004 : Analyst of System Planning and Business Development,
Directorate of Commerce, PJB
2004 2006 : Specialist at Operation Department, Gresik Power Station
2006 2007 : Supervisor of Information System, Gresik Power Station
2007 now : Supervisor of Electrical Maintenance for Gresik Steam
Power Station
Gaining the Lost MW through Steam Turbine Cooling Water Intake System Improvement at Sultan
Ismail Power Station
by
Md. Yusof A. Rahman (yusofar@tnb.com.my)
Reliability and Engineering Department
Sultan Ismail Power Station, TNB Generation Division,
23100 Paka, Terengganu. Malaysia.
ABSTRACT
The steam turbine at TNB Generation Division, Sultan Ismail Power Station (SIPS), Paka,
Terengganu is a 2- Pressure Stage design and receives steam at two different pressures from the waste
heat boiler (WHB). The used steam is exhausted into condenser and then cooled by sea water
(through two underground culverts). Over the years, gradual flow restriction in the culvert (due to
marine growth) and changes to the seabed contour cause insufficient cooling water during low tide
(<0.3 meter), and subsequently leading to stations failure to meet the base load demand. In June
2006, after detailed engineering analysis and rectification works carried out, station managed to
recover the lost MW. This paper describes the rectification and improvement works undertaken by the
station in order to maintain and improve the reliability, availability and efficiency of the station.
Keywords: flow restriction, insufficient cooling water, reliability, availability and efficiency.
1.0: INTRODUCTION
Sultan Ismail Power Station (SISP), fully commissioned in 1987 is one of the TNB combined cycle
plants with 2x2x1 configuration and total plant rated capacity of 1150MW (Phase 1: 3 Blocks~900MW,
Phase 2~ 1 Block~300MW). The Phase 1 steam turbine is 2-Pressure Stage design and receives steam
at two different pressures from the waste heat boiler (WHB). The used steam is exhausted into
condenser and then cooled by sea water (through two underground culverts). Any interruption to the
main component such as the water intake, culvert and pumps will have direct impacts on plant
reliability, availability and efficiency.
Prior to 2005, the steam turbines load could not be raised to base load during low tide due to insufficient
cooling water flow (Good tide level: > 1.5m, Bad tide level < 0.3m). When this happened, the
following actions were taken by the station:
1.
Throttling the Condenser outlet valve which led to higher outfall temperature.
2.
Reducing the Steam Turbine output or even shutting one Waste Heat Boiler (Steam Turbine
running on half load) during critical situation. ( very low tide level < 0.1m)
3.
Running with only 4 cooling water pumps for 3 Steam Turbines parallel operation (normal
operation requires 5 pumps). This will result in the reduction in the vacuum and lower power
output and efficiency of the steam turbine.
In June 2006, after detailed engineering analysis and rectification works carried out, station managed
to recover the lost in steam turbine performance. This paper describes the rectification and
improvement works undertaken by the station in order to maintain and improve the reliability,
availability and efficiency of the station. The whole work scopes dealt with time factor and safety
issues which had to be managed properly in order to ensure the project was successful.
2.0:
ENGINEERING ANALYSIS
2.1: Root Cause Analysis

The analysis team adopted a WHY THREE method to find the root cause of the problem. Based on the
analysis, the main reason for the choked culvert was mainly due to the dislodging of Chlorine Injection
pipe in the culvert (Refer to Table 2.1)
WHY CULVERT CHOKED
POSSIBLE ROOT CAUSE
VERIFICATION
Flow restriction due to barnacle Chlorine Injection Pipe dislodged To carry out
grow up in the culvert
although Residual Chlorine reading inspection
at forebay area found normal (0.2
ppm)
Table 2.1: Extract from WHY THREE ANALYSIS (SISP Analysis Report 2005)
culvert
Inspection in January 2006 revealed the chlorine injection line in Culvert A (refer to Fig. 2.1) had
dislocated and leaked at 40 m point from the forebay. Marine growth was evident from this point on.
Inside Culvert B, the diffuser ring, which was supposed to be anchored at the bellmouth side (800 m
from the forebay), was found just 4 m from the forebay. The dislocation of this diffuser ring (chlorine
outlet) was attributed to the damages on the anchoring bolts (due to corrosion). Thus insufficient
chlorine injection into the seawater intake lines led to the uncontrolled marine growth, which reduced
the inside diameter and thus restricted the seawater flow. (refer to Fig. 2.2)
Based on the finding, the project team recommended the station to consider the following actions:
1.
To clean and remove the marine growth in the culverts and clean up the forebay.
2.
To install dedicated external chlorine injection pipe to ensure the reliability of the
chlorine injection even if the internal pipe impaired.
2.2: Adoption by Station

The station adopted both recommendations. The improvement work started on 2nd April 2006 and
completed on the 14th May 2006 during stations planned outage. The main scopes of work were as
follows;
1. Make good existing internal chlorine injection pipes
2. Culvert cleaning by using high pressure jets
3. Install new 200mm diameter external chlorine injection pipes
4. Removal of debris from Forebay area.
Figure 2.1: Cross section of Culvert A and B with existing and proposed Chlorine injection pipe
Figure 2.2: Marine Growth (Barnacles) found attached to the culverts wall.
Time and personnel safety were 2 key factors taken in consideration during project execution. To ensure
timely completion, we divided our manpower and equipment into 2 teams (on-shore and off-shore). We
started with excavating the beach for the external chlorine injection pipes installation. The pipes were
weld jointed, hydrostatic tested and secured with concrete sinker to the sea bed.
At the same time, divers started removing the barnacles in side the culvert from both ends (forebay and
bell mouth entrance) by using high pressure water jet. The debris were flushed to forebay area at the
end of the project (with Cooling Water pumps running) and collected by air lift method to the ground.
Live CCTV was made available all the time to monitor the cleaning work in the culvert by the divers
and for safety purposes.
The other activities carried out to improve cooling water supply were as follows;
1. Inspection of the Cathodic Protection at bell mouth.

2. Make good the existing internal chlorine injection pipe
3. Forebay cleaning by air lift method.
4. Replace the diffuser rings design to nozzle type for existing pipes chlorine outlet at the bell
mouth.
2.3: Improvement Gained

After the completion of the project, both external and internal chlorine injection pipes were put into
service with the chlorine injection ratio of 90/10 respectively with chlorine reading of 550 ppm at bell
mouth and residual chlorine reading of 0.2 ppm measured at forebays entrance. The works carried out
in this project were permitted and approved by relevant local authorities and regulatory bodies.
After the completion of rectification and improvement works, the following improvements have been
observed: (refer to Table 2.2)
1.
The Steam Turbine can still achieve the full load capacity at low tide level and no
requirement to shutdown one unit of Waste heat Boiler during extreme low tide level.
2.
Five (5) Circulating Water pumps can be put in operation, which mean better vacuum and
steam turbine output.
3.
Out fall temperature meeting regulatory requirement of < 400C (37.40C with 5 CW pumps
running)
4.
Better plant efficiency
Parameters
Average Block Load
Before cleaning
After cleaning
200 MW
254 MW
(Both GTs at minimum load ~ 62 MW, ST ~ 76
MW)
Vacuum
Start up ejector required to maintain 0.92 bar vacuum Only
main
air
(another 2 MW lost)
ejector in operation
Outfall temperature
40 deg C
38 deg C
Table 2.2: Improvement gained before and after culvert cleaning. - At the same tide level (0.3m)
4.0:
CONCLUSIONS
Cooling water system is one of the critical systems in the power plant, therefore rectification and
improvement works of the Cooling Water Intake System at SJSI, Paka is very crucial in order to
maintain and improve the efficiency, reliability and availability of the Combine Cycle operation.
Ensuring the reliability of the Electrochlorination plant, chlorine injection pipe and carrying out
scheduled internal culvert under water inspection are crucial in order to ensure no marine growth
inside the culvert. By doing so, it will certainly reduce station Unplanned Outage Rate, maintenance
cost and improve plant efficiency.
As for the way forward, Station plans to carry out sea bed contour mapping to monitor changes to
sea bed profile at the bell mouth, in order to verify the effect of break water installation by Kerteh
Port in 1995 to our Cooling Water intake system.
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References:
1. Completion Report of Steam Turbine Cooling Water Intake System Improvement at Sultan
Ismail Power Station - By TNB Engineering Cooperation Sdn Bhd.
2. OJT Manual Vol. 8 (SD 13 OP 13 Circulating Water Pump), Sultan Ismail Power Station.
3. Daily Actual Station Availability: Sultan Ismail Power Station.
4. Daily Production Log sheet: Sultan Ismail Power Station.
5. Tide Tables Malaysia 2006/2007/2008 Vol. 1
PROJECTION ANALYZING OF COMBUSTION LIGHT PATTERN

AS METHOD OF PRE-EVALUATION DEFORMATION AT GUN BURNER OF GAS TURBINE
(Case study of gun burner failure at GT 12 Belawan Power Plant)
Yusvi Adi Mustofa, ST 1, Rahmat Dian Amir, ST1
1
PT. PLN (Persero) Sektor Pembangkitan Belawan

Medan Indonesia
Email: ivan_mustov@yahoo.com
Abstract
Majority performance of combustion engine including gas turbine engine are affected by combustion
process inside of the combustion chamber. Effective process of combustion, positively resulting also to
the engine performance. It is will be bring the positive implication, for the example is life time machine
become longer, economical of using material, generating power steadily, etc.
The basic problem is when the operator cannot know surely combustion status inside the chamber.
Flame monitoring which usually use the flame scanner, sometimes still has a mistake in measurement.
One of simple method in evaluating combustion process is by doing projection visualization flame to
screen (paper, etc) from sight glass at the bottom of the combustion chamber.
Approach of this method is joining the concept of fluids mechanics of combustion and heat intensity
which has been produced. Both of the things will be generate various pattern of the light in the
combustion chamber is depended from the combustion condition. This pattern will be shown at the
screen. The pattern of this light is becoming of the pre-evaluation deformation of gun burner.
Result from the calculation and experiment, making a simple method to analyze projection of
combustion light. Good combustion process light pattern will be shown in clear circle light projection
with same amount according to used amount of burner. And if that happened is contrary, it will be
shown with the hazy circle light projection. A number of circle from each burner can becoming into one
big circle, even if all gun burner has deformation, light projection only become one disguised big circle.
Inferential that the projection of combustion light through the sight glass at screen, can be used as preevaluation deformation of gun burner. The damage of the gun burner like hole deformation and others,
causing change of light combustion pattern.
Keyword : projection, combustion, pattern, deformation, gun burner
Introduction
Gas turbine is one of machine that used in
power plant. One of the positive point of this
power plant is able to generate electric power
more simple than steam turbine. It doesnt
need convert energy into another form of
energy, its only use flue gas from combustion
chamber to turn shaft turbine.
And with its compact size, usually gas turbine
does not need a larger place to install. It makes
that the gas turbine is the favorite ones.
But gas turbine also has the weakness like
another combustion engine. It is require
specifically of fuel oil and air mass flow, also its
need good process of atomization, so fuel oil

can be burned effectively.
Failure in combustion process will result to the
imperfect combustion and also causing
damage at gas turbine blade for a long time.
So the engineer needs more another method to
analyze combustion process, analyzing of
combustion light pattern is another ones.
Discussion
Light
Light represent the energy which is the in form
of electromagnetic wave which can be seen
normally. Because its represent of the form
energy, the color also description amount of

the energy produced.
where
= density of liquid
U L1 = liquid velocity at position 1
U L 2 = liquid velocity at position 2

A1
= cross-sectional area of liquid jet at

position 1
A2
= cross-sectional area of liquid jet at

position 2
Aside = side area of liquid jet between

Figure 1. Light Spectrum
At the picture show that visible light spectrum
there are between 380 until 750 nanometer
wavelengths. Meanwhile we also have known
that the velocity of the light in vacuum space is
299,792,458 meter per second.
Spray Nozzle and Flame Combustion
Distribution
Spray Nozzle is used in gas turbine to spray
fuel oil into combustion chamber.
position 1 and 2
= shear stress at the air/liquid interface
P = pressure drop between position 1 and

2, and assumed to be negligible
Phenomenon of fluid flow in atomizers, can be
described with two dimensionless equation that
is Reynolds number (Re) and Weber number
(We)
We =
AU R2 D0
L
Where
= density of surrounding air
U R = relative velocity between liquid jet and

surrounding air
D0 = diameter of liquid jet
= surface tension of liquid
We 0.5
Z=
Re
Figure 2. Burner Layout
MMD
1
b
= a (We ) 1 +
D0
AFR
+d
We
Re 2
1+
1
AFR
This equipment can help the combustion

process. Because liquid fuel oil can be reform
into small liquid particle with spray process. So
with this mechanism the liquid fuel oil can be
burn effectively. There by usually the design of
nozzle has calculated this situation.
Where
MMD
In fluid calculation which is attributed to mass

conservation formula and momentum equation
that
= mass median diameter of

atomized droplet
D0
= characteristic dimension of
AFR
the atomizer, defined as the

diameter of fuel port
= air to fuel ratio
2
L2
2
L1
LU A2 LU A1 = PA + Aside
a, b, c, d , e, f = empirical
constants,
And the sight glass position is above of the
combustion chamber
determined by experimental
data
In substitution,
b
L
MMD
=a
D0
AU R2 D0
MMD = a
L
AU R2
1+
1
AFR
+d
L2
1
1+
L L D0
AFR
1+
L2
1
1
b+1
D0 + d
1+
AFR
L L
AFR
In differential form
MMD
L
=a
D0
AU R2
1+
1
AFR
[b + 1]D0b
MMD
b
= kD0
D0
So, above equation explain that the correlation

between MMD with D0 is exponentially.
Figure 4. Sight glass

At normal combustion in the combustion
chamber, fire burned into flame tube area
which is arranged in resistant stone layers.
Combustion Chamber
Combustion chamber represents the all
important element in the gas turbine engine.
Because in combustion chamber the
combustion that produce the gas will happen to
rotate turbine shaft.
Figure 5. Inside the chamber

For the normal condition, the light pattern
formed into light circle with the same number
with the gun burner.
Light Pattern Analyzing
The way to get this pattern is through sight
glass, we put something as screen layer such
as white paper or carton below sight glass.
The pattern that is formed is reversed from
actual condition. Its happened because light
Figure 3. Combustion chamber
from combustion chamber will be reflected first

by inside sight glass wall.
Figure 7. Ideal Distribution

Burner Failure Numbering
Figure 6. Perfectly projection
Gun burner no 1
Gun burner no 2
Gun burner no 3
...
Figure 8. Burner Numbering
Gun burner no 1
Gun burner no 2
Gun burner no 3
...
Figure 9. Example of Burner Numbering
Light Pattern Failure

1. Failure at nozzle burner
Figure 10. Disguise projection
2. Failure at casing burner
Figure 13. Failure at casing

Conclusion
Figure 12. Deformation at casing burner
References
Meherwan P.Boyce Ph.D,P.E; Gas Turbine
Engineering Hand Book, Third Edition, Gulf
Professional Publishing; USA 2006
T.U. Yu, S.W. Kang and J.M. Bear; Secondary
Atomization of Coal Water Fuels For Gas
Turbine Application; MIT 1988
www.wikipedia.com
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HOT GAS PARTS - TAILORED WORK OPTIMIZATION

Author : PRISATHA WONGSAMRAN
Abstract
The work scope for the 5th Major Overhaul of gas turbines at Bangpakong
Power Plant Block I & II, which due to be decommissioned in May 2009, has been
drastically changed. In order to conform to the situation, maintenance work scope
needs to be tailored so that cost benefit would be achieved for the rest of power plant
operating time. Factors affecting the decision-making to determine new framework are
design data, history record of turbine blades and engine, process parameters and
special inspection. Finally, the reduction of work scope, time, expense, spare parts
help increase availability of gas turbine engine and reduce maintenance cost.
Introduction
According to the EGAT Power Development Plan (PDP 2007), all 8 units
(GT11, GT12, GT13, GT14, GT21, GT22, GT23, GT24) of the 60 MW Siemens gas
turbine model V93.2 at Bangpakong power plant are scheduled to be
decommissioned in May 2009. During April - June 2006, unit 22 was on the plan for
the fifth major overhaul and there is around 9,000 equivalent operating hours[1] left
before the unit is decommissioned. Therefore, the new framework of fifth major
overhaul had to be properly set up because of an extremely expensive hot gas parts
comparing to the others especially turbine blades considering on their complex
maintenance strategies. Reducing maintenance is time and expense saving.
From these reasons, it is necessary to take into consideration the history record
of all 8 units on turbine blades performance, design data, climate data, advanced
materials and coating and non destructive testing (NDT) for making-decision on new
framework in comply with optimized asset management methodology.
Materials and Method
2.1
Turbine Blades History Record
By checking the turbine blades equivalent operating hours of unit 22 since the
fourth major overhaul up to the fifth major overhaul, the equivalent operating hours is
around 23,204 hours [2] and the equivalent hours forecast is shown in Table 1 ( Red
means scrap , Yellow means continue service without refurbishment )
Table 1 shows the turbine blades equivalent hours of unit 22 from 4th M O - 5th M O
and at the time unit being decommissioned.
Table 1 shows that the equivalent operating hours of turbine blades (TMB#4,
TSB#1, TSB#3 and TSB#4) are over 100,000 hours (according to design data) [3] at
the time the units are decommissioned from the grid. General design procedures
already include safety factors, but it was necessary to consider turbine blades history
records of the above four stages.
By checking turbine blades equivalent operating hours that are over 100,000
hours, it was found that the TMB#4 of unit 24 has been brought back in continuous
service 4 times and has gained equivalent operating hours more than 140,455 hours
without refurbishment [4]. Also, the TSB#4 has been brought back in service at least
2 times without refurbishment and has gained equivalent operating hours more than
122,404 hours.[2] ( TMB means Turbine Moving Blade, TSB means Turbine Stator
Blade )
From the above information comparing to Table 1 shows that the TMB#4 and
TSB#4 have gained longer equivalent operating hours and they can be continued in
operation but they have to be inspected by NDT methods. As the TSB#1 and TSB#3
have never had the equivalent operating hours over 100,000 hours [2], they have to
be replaced.
The TMB#1-3 are new sets. Their equivalent operating hours ( from 4th major
overhaul up to decommission ) are 32,164 hours, therefore all turbine blades of 8
units have to be checked the equivalent operating hours and start-stop numbers.
Table 2 shows the operating conditions that the turbine blades equivalent operating
hours are over 32,164 hours [2] and start-stop numbers are over 323 times.
Table 2 shows the turbine blades equivalent operating hours over 32,164
hours in each major overhaul
In the past, some turbine blades have gained equivalent operating hour more
than two times. So they have opportunity to be brought back in service again.
2.2
Design Data
The general damage of hot gas parts especially turbine blades are creep, hot
corrosion and high temperature oxidation and fatigue.
2.2.1 Creep
The long term service of hot gas parts at high temperature causes
degradation of material, so they have to be refurbished before catastrophic failures
occur. But they can be in service for a while before getting serious failure as shown
in Figure 1.
Figure 1 shows operation hours at high temperature of turbine blades before failure
From the turbine blades design data at 100,000 hours reveals that the safety
factors of the TMB#1, TMB#4 and TSB#4 are quite high (>2 times) as shown in
Figure 2-4 and Table 3. [3]

Fig. 3 the graph shows comparison of highest stress

and highest temperature during service condition of
TMB#4 with the strength of material

TMB#1 with the strength of material


TSB#4 with the strength of material
Table 3 shows the comparison of highest stress of TMB#1,TMB#4,TSB#4 with

strength of materials at 100,000 hours and at service temperature
2.2.2 Hot Corrosion & High Temperature Oxidation
It is the most important cause of failure of gas turbines because the material
properties can not be calculated. The failure depends on service temperature and
operating environment. But they can be protected mainly by coating. Figure 5 shows
the comparison of service life between the old coating system (Chromized Diffusion
Coating) and the new coating system ( MCrAlY Overlay Coating ) that gives longer
life. Table 5 shows the comparison of materials and coating of unit 22 with traditional
coating. [3]
Fig. 5 shows the comparison of service life of diffusion

coating(Chromized) with overlay coating(MCrAlY)
Fig. 6 shows the comparison of alternating strain

with fatigue strength of materials
2.2.3 Fatigue
Generally, the fatigue damage of turbine blades, especially stationary blades
that are frequently started and stopped, will occur from low cycle fatigue (LCF)
cracking. Table 2 shows the comparison of the start-stop numbers of unit 22 before
each major overhaul and until the unit is decommissioned from grid. The fatigue
strength safety factor of the TMB#1-4 is larger than double as shown in Figure 6.
2.3
Climate Benefit
The gas turbines are designed at an ambient temperature of 15C but the
average ambient temperature at Bangpakong power plant is around 30C. The
difference between designed and average ambient temperature is around 15C that
causes air density decreases by 5%.[5] That means the gas turbine output
decreases by 5% and this is the benefit of turbine blades especially stationary blades
which will be less damaged by downstream deflection (creep) during the unit is in
services.
2.4
Advanced Materials and Coating

The advance in technology drives new coating and material development. The
earlier design of gas turbine moving blades (bucket) of the front stage is stronger
than latter stage.[6] For new design, same material used in the front stage are also
used in the latter stage so the safety factor is increased. Table 4 shows the
comparison of materials and coating of unit 22 [7] with traditional materials and
coating. Figure 7 shows the comparison of the strength of turbine blade material of
TMB#1-4 at 100,000 hours. [6]
Table 4 shows the comparison of materials and coatings of

unit 22 with traditional materials and coating
Fig. 7 graph shows the

comparison of strength of
turbine blades materials
TMB#1-4 at 100,000 hours
2.5
Process Parameters
At present operating condition, checking on April 01, 2008 (equivalent
operating hours = 4,060 hrs, start-stop numbers = 44 times), there was no abnormal
sign during operation.[8]
2.6
Non Destructive Testing

Inspection of turbine blades (TMB#1-4), by removing 5% of turbine blades
from disc root area, did not find any sign of crack. But, TSB#2 found rubbing crack at
platform so the new set is replaced.[9] The TSB#4 was inspected and there was no
sign of crack.[9]
3.
Results and Discussion
After a lot of consideration and data analyzing, TMB#1-4 and TSB#4 were
brought back in service again. The remaining stages (TSB#1-3) were replaced by
new sets. Resulting in spare parts saving, work scope reduction and the availability
can be increased for 2 days.[9] This helps saving 28,733,739 baht. [10, 11]
4.
Conclusion
The key to optimize this maintenance management is to extend the use of

remaining asset life. From data analysis process, it is found that, consideration of
safety factors is not only from design data but also from others supporting data,
especially, making use of history record, operating condition, technology
advancement and power plant situation. Decision making should be performed
based on technical data and engineering experiences.
Bibliography
SIEMENS (V93.2) gas turbine operating data history record of unit 22 for
EGAT, Bangpakong, Thailand in June 2006.
SIEMENS (V93.2) gas turbine equivalent hours history record of all 8 units
(11,12,13,14,21,22,23,24) for EGAT, Bangpakong, Thailand in 2006.
SIEMENS (V93.2). Brief information on the gas turbine V93.2. Material of the
turbine blades and of the hot gas parts. Bangkok October 1978.
SIEMENS (V93.2) gas turbine first to fourth major overhaul maintenance report
for EGAT, Bangpakong, Thailand unit 24.
www.denysschen.com
SIEMENS (V93.2). Gas turbine maintenance seminar. Bangpakong October
1997.
SIEMENS (V93.2) gas turbine fourth major overhaul maintenance report for
EGAT, Bangpakong, Thailand unit 22.
SIEMENS (V93.2) gas turbine log sheet of operating data of unit 22 for EGAT,
Bangpakong, Thailand April 2008.
SIEMENS (V93.2) gas turbine fifth major overhaul maintenance report for
EGAT, Bangpakong, Thailand unit 22.
OEM quotation of price of TMB#1, 2005.
Non OEM quotation of price of refurbishment of TMB#2-4 and TSB#4, 2005.
AUTHORS BACKGROUND
Mr. Prisatha has been working as a Maintenance Engineer at Bangpakong

Combined Cycle Power Plant for over 8 years.

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IMPROVING OPERATION COST EFFICIENCY BY

DIRECT COMBINE CYCLE START-UP MODE

PT. INDONESIA POWER UBP SEMARANG

Tambak Lorok Combine Cycles Operational Optimation

Direct Combine Cycle Start-Up Mode

This innovation has been approved and implemented in

(Ir. Zaenal Mustofa)

Together for a better tomorrow

Tambak Lorok Combine Cycles Operational Optimation

Direct Combine Cycle Start-Up Mode

Together for a better tomorrow

Tambak Lorok Combine Cycles Operational Optimation

Direct Combine Cycle Start-Up Mode

Semarang, May 2008

Together for a better tomorrow

Tambak Lorok Combine Cycles Operational Optimation

Direct Combine Cycle Start-Up Mode

Chapter II THEORITICAL BACKGROUND

Together for a better tomorrow

Tambak Lorok Combine Cycles Operational Optimation

Direct Combine Cycle Start-Up Mode

FIGURE AND TABLE LIST

Together for a better tomorrow

Tambak Lorok Combine Cycles Operational Optimation

Direct Combine Cycle Start-Up Mode

1.2 Problems Identification

Together for a better tomorrow

Tambak Lorok Combine Cycles Operational Optimation

Direct Combine Cycle Start-Up Mode

Open Cycle And Combine Cycle Operation Mod e

Figure 1. Gas Turbines open cycle operating mode.

Together for a better tomorrow

Tambak Lorok Combine Cycles Operational Optimation

Direct Combine Cycle Start-Up Mode

Figure 2. Gas Turbines combine cycle operating mode.

OPEN DIVERTER DAMPER

Together for a better tomorrow

Tambak Lorok Combine Cycles Operational Optimation

Direct Combine Cycle Start-Up Mode

Generally, combine cycle start-up is started by opening diverter damper step by

P = Heat Loss (Watt)

Enthalp y data comes from Yunus A. Cengel, Robert H . Turner, Fundamentals Of

Together for a better tomorrow

Tambak Lorok Combine Cycles Operational Optimation

Direct Combine Cycle Start-Up Mode

Figure 4. Dew Point Sulphur Graph.

Together for a better tomorrow

Tambak Lorok Combine Cycles Operational Optimation

Direct Combine Cycle Start-Up Mode

Direct Combine Cycle Start-up Mode

Modification adding an indication

After gas turbine online, the load ramp

HRSG High Pressure steam

Diverter damper switch indication in CLOSE position.

Together for a better tomorrow

Tambak Lorok Combine Cycles Operational Optimation

Direct Combine Cycle Start-Up Mode

GTG Online (SIMPLE mode)

Observe temperature raise of HRSG HP Ste am (max. 11oC/min)

Observe temperature raise of HRSG HP Steam (max. 11oC/min)

Table 2. Matrix of diverter damper indicationposition signal.

To give signal to DCS that Diverter Damper

To give signal to Mark V that Diverter