Vector Electricity Asset Management Plan— 2020 Update
3 – asset management system
As noted in the 2019 AMP, the continuous improvement of the Asset Management systems, practices and policies is a fundamental part of our Asset Management Strategy. Since the publication of that AMP, we have continued the development and formalisation of the proposed framework, supported by the completion of an external review of the asset management systems and processes, the outcomes of which are being adopted into the required activities. It remains our strategic objective to seek accord with the principles of ISO 55000 as we improve our asset management system to deliver a forward- looking proactive approach to asset management. Dedicated resource has been assigned to ensure focus on these activities is maintained. Our Asset Management policy is being refreshed and as noted below, the planned expansion of the use of SAP PM is progressing well, becoming operational during FY21, creating a single source of truth for asset information in the system of record (SAP). This streamlines and automates the proactive and planned network maintenance processes, and this improved view of the condition of our assets will enable even better asset management decisions and customer outcomes. In the last 12 months, we have also formally published to our internal document register Asset Class Strategies for six of our nine header classes, focusing on the large population distribution and critical subtransmission classes first, as well as completing the seventh condition-based asset risk management (CBARM) model. Four more models are proposed for completion in FY21, including the first two relating to low voltage (LV) assets.
3.1
Enabling technologies
As part of the continuous improvement path for asset management, we are continuing the investment in key systems that will enhance our capabilities.
SAP PM In the 2019 AMP we included planned investment in the plant maintenance module of SAP (SAP-PM) to enhance our asset replacement, planning and maintenance capabilities by centralising operational history, providing additional condition data and auditing capability for planned and corrective maintenance activities and incorporating financial transactions. This provides a standard method for FSPs to access maintenance standards and inform Vector of work completed. Throughout FY20, this project has been extended to include further functionality than what was initially envisaged with the new design reflecting an updated field operating model as well. While it will largely be complete in FY20 as planned, some activity will continue into FY21. Strategic partnerships are being leveraged in this area and investment has been allowed for in order to optimise dispatch and work allocation in a way that will minimise outages and maximise use of the outage window. ADVANCED DISTRIBUTION MANAGEMENT SYSTEM Over the course of FY20, we have further explored the benefits of Advanced Distribution Management Systems (ADMS) capabilities and have approved a business case for the implementation of such a system. We have expanded the functionality and reduced the timeframe for delivery in order to provide benefits to our customers as early as possible and earlier than initially planned. We will be utilising the Electronic Switching Module to reduce manual and paper-based processes and the Outage Management System (OMS) component supports better and faster response time to faults. Due to the acceleration of the feeder automation programme (see section 4.1), we will also include Fault Location, Isolation and Service Restoration (FLISR) in an earlier timeframe than initially expected to fully utilise the capability of remote switching. With FLISR, the system will automatically choose the best devices to operate to reconfigure the network and reduce the impact of an outage to the minimum number of customers. Including these capabilities supports DPP3 requirements and provides better outcomes for our customers. As noted in section 1.2, under the Symphony strategy, our network planning approach needs to go beyond traditional solutions to building solutions that are able to adapt and respond as time progresses. While some models exist already, new methodologies are required to enable integration into the planning processes. Therefore, we have added a new project for this AMP period where the necessary tools can be developed over FY21 and FY22. The roadmap for this Symphony Planning project is being finalised and formalises use of granular bottom-up modelling from customer level, further system dynamics modelling and a greater level of power flow analysis to allow risk-based options analysis to be applied when determining the most appropriate solution to a network need. Other tools will provide greater visibility, observability and controllability for the operations and ongoing asset management of the solutions. Part of our approach is to leverage expertise through investment in strategic partnerships that will be focused on modelling and simulation to aid in planning. The form and detail of these investments are still being determined. SYMPHONY NETWORK MODELLING TOOLS
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