Engineering Services Department (ME217)
Upcoming SlideShare
Loading in...5
×
 

Like this? Share it with your network

Share

Engineering Services Department (ME217)

on

  • 835 views

Strategic Implementation: Programs, KRAs

Strategic Implementation: Programs, KRAs

Statistics

Views

Total Views
835
Views on SlideShare
835
Embed Views
0

Actions

Likes
0
Downloads
1
Comments
0

0 Embeds 0

No embeds

Accessibility

Categories

Upload Details

Uploaded via as Adobe PDF

Usage Rights

© All Rights Reserved

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Processing…
Post Comment
Edit your comment

Engineering Services Department (ME217) Presentation Transcript

  • 1. STRATEGY IMPLEMENTATION: ENGINEERING SERVICES DEPARTMENT Presented by Rodrigo C. Cabigas II Professor: Jo Bitonio, DPA ME 217- Strategic Planning
  • 2. Strategic Implementation Is a fundamental step in turning a company's vision of a project into reality. Through a series of action-based phases and tasks, the implementation process maps out the life cycle of a project. Without strategic implementation, a project would not be able to get off the ground, since strategic implementation functions as a project's blueprint.
  • 3. Programs  A plan of action aimed at accomplishing a clear business objective, with details on what work is to be done, by whom, when, and what means or resources will be used.  Is a set of related projects which collectively deliver an overall change for the business
  • 4. Projects A Planned set of interrelated tasks to be executed over a fixed period and within certain cost and other limitations. However, a project may progress in becoming a regular program when assessed to have continuing direct impact on the development of the intended beneficiaries.
  • 5. ENGINEERING SERVICES DEPARTMENT WORKPLAN FOR C.Y. 2013 PROJECT PERFORMANCE TARGETS PHYSICAL TARGETS PROGRAMS PROJECTS UNIT Q1 Q2 Q3 Q4 TOT AL KEY RESULT AREAS Human Resource s/ IMPLEME NTING UNIT PROJECT FINANCING FUNDING REQUIREMENTS C Y 2013 PER QUARTER TOTAL Q1 Q2 Q3 Q4 A. TECHNICAL 1. System Loss a. Secondary Pole Block Reduction Metering 500k WHM/ 600 600 600 mo. - Minimize/ Eliminate 600 2400 Pilferages due to proximity and access to the meter ESD 750,000 750,000 750,000 750,000 3,000,00 0 - Preventive maintenance consu of commercial/industrial 300 300 300 300 1200 mer consumers - Massive Meter Clustering consu 750 7500 7500 (by contract @ Urdaneta S/S 0 mer 2 and NAO coverage area) - To recover pilferred energy b. Anti-Pilferage Campaign - Maintain Task Force "R.A. 7832" By 10,794, 10,794, 10,794, 10,794, 43,178,0 Contract 500 500 500 500 00 750 3000 0 0 consu 25 25 25 25 100 mer ESD 46,178,0 00
  • 6. Key Result Areas   Are the targets or goals set by an entity in their strategic plan. They are also known as Key Performance Indicators. They can be primary responsibilities of a person or the core area which each person is accountable. They are used in many areas of business including customer service and human resources. Refers to general areas of outputs or outcomes for which the departments role is responsible.
  • 7. Short Term Objectives   Annual objectives are short-term milestones that organizations must achieve to reach long-term objectives. Like long-term objectives, annual objectives should be measurable, quantitative, challenging, realistic, consistent, and prioritized. Annual objectives are especially important in strategy implementation, whereas long-term objectives are particularly important in strategy formulation. Annual objectives represent the basis for allocating resources.
  • 8. Short Term Objectives Engineering Services Department Work plan for C.Y. 2013 PROJECT PROGRAMS PERFORMANCE PROJECTS TARGETS KEY RESULT AREAS A. TECHNICAL 1. System Loss Reduction a. Secondary Pole Block Metering  Minimize/ eliminate Pilferages due to proximity of the service drop wires  Massive Meter Clustering/ Blocking (by contract @ Urdaneta S/S 2 and NAO coverage area) and access to the meter.
  • 9. 3 Classifications of System loss 1. Technical loss - shall be the aggregate of conductor loss, losses in transformers and any loss due to technical metering errors. 2. Non Technical loss - shall be the aggregate of the energy lost due to pilferage, meter reading errors and meter tampering. 3. Administrative loss - shall include the energy that is required for the proper operation of the distribution system and any unbilled energy for community related activities.
  • 10. Key Result Areas  Deterrent to Pilferage  Accessibility of Meter Reading and Inspection  Minimal Loss on Service Drop
  • 11. PROJECT PERFORMANCE TARGETS PROGRAMS PROJECTS KEY RESULT AREAS b. Anti-Pilferage Campaign  To recover pilferred energy  Maintain Task Force "R.A. 7832" c. Transformer Load Management  Prevent busting of transformers  Peak Load Measurement i. Load Centering  Relocation of DTs to Load Center  Improves power quality by minimizing voltage drop at the end user. ii. Replacement  Replacement of Overloaded / Under loaded DTs  Using transformers appropriate to its loading design to minimize  Swapping of DTs transformer loss . iii. Additional Installation  Splitting of DTs
  • 12. Load monitoring and Centering
  • 13. Distribution Transformers  Use of brand new units
  • 14. Use of low core loss (Amorphous Core Materials)
  • 15. Comparative Core Losses (w) Capacity Amorphous Steel NEA Acceptable Core Loss 10 KVA 10 45 50 15 KVA 15 55 60 25 KVA 30 70 90 37.5 KVA 40 90 130 50 KVA 45 110 175
  • 16. PROJECT PERFORMANCE TARGETS PROGRAMS PROJECTS 2. System Reliability Improvement a. Right of Way Clearing b. Updating of Sectionalizing coordination.  Coordination of Sectionalizing Devices Preparation of Sectionalizing Maps c. Replacement of Undersized and Broken Insulators KEY RESULT AREAS  Minimize outages due to vegetations  To localize faults and outages and improve system reliability Faster response time in trouble shooting and attending complaints. To minimize leakage of energy  Pole to pole Inspection d. Correction of Loose Connections  Prevent unnecessary line faults (Total Dx System)  Minimize interruption and improve h. Upgrading of Distribution system reliability by isolating the circuit Protections  Installation of Outdoor Type vacuum with line fault. type circuit recloser for Balungao and Laoac Circuit.
  • 17. Right of way Clearing Key Result Areas  Minimize outages due to vegetations.  Has a significant impact on the non technical side of system loss reduction.
  • 18. Correction of loose connections Key Result Areas  With the purchase of thermal scanner identification of loose connections and hot spots can easily be traced to prevent unnecessary line faults.
  • 19. Three Phase Vacuum type Circuit Recloser Key Result Area  Minimize interruption and improve system reliability by isolating the circuit with line fault.
  • 20. PROJECT PERFORMANCE TARGETS PROGRAMS PROJECTS a. Construction of Separate 3. Feeder Line Ckt. to Rehabilitation / Mapandan Area (Phase II) Upgrading of b. Total Rehabilitation of Undersized/Dilapidated Line Hardware Materials Distribution c. Construction of 3-Phase Line From Pinmaludpod to lines Cabaruan, Urdaneta City(via Brgy. Labit) d. 3-Phase Line Conversion from Nancalobasaan to Toboy, Asingan j. Sitio Electricrification Program KEY RESULT AREAS  Minimize interruption and improve system reliability  Power quality improvement  To improve system reliability  To improve system reliability  NEA Subsidy
  • 21. PROJECT PERFORMANCE TARGETS PROGRAMS PROJECTS KEY RESULT AREAS  Using new 4. Upgrading of a. Upgrading/Retrofitting of technology which are Tayug 5MVA S/S switchgear Scada ready Substation In preparation for the Substation b. Upgrading of 13.8kV Equipments outdoor type OCB to VCB @ Automation in the near future. Binalonan 10MVA S/S c. Upgrading of 69kV Protection of Bin I s/s & Tayug 5MVA S/S d. Retrofitting of feeder breakers of Rosales 15MVA switchgear
  • 22. What is SCADA? A Supervisory Control and Data Acquisition System is a two-way computerized system for real-time control, monitoring and supervision of remote devices; typically from a continuously manned, central location.
  • 23. What is SCADA? • A Supervisory Control And Data Acquisition (SCADA) System performs the traditional supervisory functions such as the gathering of data and performance of control functions. • SCADA provides system operators with state of the art tools for a well-informed decision in operating remote substations. • System operators are able to focus-in on problem areas quickly because real time data is summarized in integrated displays. • The high data security/accuracy inherent in the system, allows operators to make decisions and take corrective action with utmost confidence.
  • 24. Long Term Objectives  Long-term objectives represent the results expected from pursuing certain strategies. Strategies represent the actions to be taken to accomplish long-term objectives. The time frame for objectives and strategies should be consistent, usually from two to five years.
  • 25. Long Term Objectives Engineering Services Division 5 year action plan PROGRAMS PROJECT PERFORMANCE PROJECTS a. Construction a. Construction of 69kV at Carmen, Rosales TARGETS KEY RESULT AREAS  To improve system reliability of 15 MVA b. Installation of 15MVA s/s at substation at Carmen, Rosales Carmen Rosales To relieve the 15MVA Tomana S/S from overloading c.Rehabilatation/reconductoring of Tie line of Binalonan3 phase Dx lines along Manila Urdaneta- Villasis north road Mc Arthur highway.
  • 26. Monitor the strategic plan Here are some guidelines to keep the strategic plan alive.  Regular updates. Review progress on a monthly or quarterly basis, depending on the level of activity and time frame of the strategic plan. This applies to corporate, regional and departmental strategies. Specific tasks should be part of relevant strategic management meetings. assumptions. While monitoring the strategic plan's progress, continue to examine its underlying assumptions, the continued validity of its strategic objectives and the influence of unanticipated events.
  • 27.  Create a champion for every strategy and action. The strategy champion has to be someone other than the GM, because the latter isn't accountable to anyone. The strategy champion doesn't necessarily have to complete the actions, but must see that they get done. Stay committed. Every strategy-related action must have a due date. As Manager you can let the due date slip, but don't let it go away. This tells the strategy champion that you aren't giving up on the strategy. If you keep following up, the strategy champion will see that you're serious about the strategy and putting it into effect.
  • 28.  Conduct short-term strategy reviews. We suggest scheduling team "huddles" every 90 days to keep the strategic plan reviewed, reloaded and re-energized. These huddles also allow you to distinguish those individuals who are getting things done and those who aren't (the "empty suits"). Alternatively, you can schedule 60-day strategy reviews by senior management. These are an opportunity to take another look at the original plan, determine whether strategic objectives are being met, and agree new action steps as necessary. Expand skills. In the weeks and months following the strategic planning process, expand employee skills through training, recruitment or acquisition to include new competencies required by the strategic plan.
  • 29. Expected Results Electricity is one of the most important facilitating modern activities in a country’s development. Through time, the importance of electricity to people’s life has only increased. With the growing demands of member -consumers for service viability , Panelco III has successfully constructed/maintained a total of 8 substations with a rated capacity of 110 MVA and another one with 15 MVA capacity is on the way within the next 5 years. But with an increase in electricity demand so as the increase in system loss.
  • 30.  Panelco III has been crippled with high system loss over the past few years, This years system loss has an average of 17.38 % about 4.38 % higher than the system loss cap. Approved by ERC. With the strict implementation of the ESD’s programs and it’s projects we could drastically decrease and or minimize system loss , Thus achieving our vision and mission by giving our member consumers cheaper power rate and a quality service.
  • 31. Thank you for listening!!!
  • 32. References       Pangasinan III Electric Cooperative Handbook 2012 edition The Importance of Strategic Implementation By Kyra Sheahan, eHow Contributor Tarelco I best practices PAMAV Integrated Automated Substation Control Wikipedia Strategic Planning Handbook for cooperative Jerry C. Namken