Professional Documents
Culture Documents
Submitted by
LAXMI SWARUPA
Roll No: 106
MBA (Power Management)
DECLARATION
I, Laxmi Swarupa, Roll No: 106 / Semester III/ Class of 2012-14 student of MBA (POWER
MANAGEMENT) at National Power Training Institute, Faridabad hereby declare that the
Summer Training Report entitled -
is an original work and the same has not been submitted to any other Institute for the
award of any other degree.
Presentation In charge
(Faculty)
Countersigned
Director/Principal of the Institute
1|Page
ACKNOWLEDGEMENT
Words can never be enough to express my true regards to all those who have helped me in
completing this project. I take this opportunity to thank all those who have been instrumental
in successful completion of my training.
I am highly obliged to Mr. J.S.S. Rao, Principal Director, Corporate Affairs, NPTI, Mr. S.K
Choudhary, Principal Director (CAMPS) NPTI, Mrs. Manju Mam, Director, NPTI, and
Mrs. Indu Maheshwari, Deputy Director, NPTI who gave me the opportunity to do summer
internship in a pioneer organization like Administrative Staff College of India. I would
again like to thank my internal Guide Dr. Manisha
throughout my project.
I would like to thank Dr. Usha Ramachandran ( Chairperson , Energy Area) who always
took out time from her busy schedule and provided me with excellent insights and
suggestions in my project , which encouraged me for further excellence.
I wish to express my sincere gratitude to my mentor and guide, Mr Rajkiran V Bilolikar
(Assistant Professor , Energy Area), who not only extended his precious guidance and
suggestions but his incredible help coupled with relentless efforts, constructive criticism and
timely disapprobations resulted in this project report. I also thank him for providing me such
a nice opportunity to work with an esteemed organisation like ASCI.
I also thank Dr. Sutanuka Dev Roy (Associate Professor , Centre for Economics and
Finance) for helping me out with my analysis.Without her I would have never gained
confidence in my quantitative analysis.
I place on record my deep sense of gratitude to the management of ASCI for giving me an
opportunity to pursue my summer training in their organization and for their valuable
support. I also thank the whole staff of ASCI for making my stay there pleasurable.
I am grateful to my friends who gave me the moral support in my times of difficulties. Last
but not the least I would like to express my special thanks to my family for their continuous
motivation and support.
Laxmi Swarupa
2|Page
TABLE OF CONTENTS
DECLARATION ....................................................................................................................... 1
ACKNOWLEDGEMENT ......................................................................................................... 2
TABLE OF CONTENTS ........................................................................................................... 3
LIST OF TABLES ..................................................................................................................... 5
LIST OF FIGURES ................................................................................................................... 6
LIST OF ABBREVIATIONS .................................................................................................... 7
EXECUTIVE SUMMARY ....................................................................................................... 8
OBJECTIVE .............................................................................................................................. 9
1.
INTRODUCTION .............................................................................................................. 9
1.1.INDIAN ELECTRICITY SECTOR BRIEF HISTORICAL REVIEW ........................ 9
1.2.TECHNOLOGICAL CHANGES .................................................................................. 16
1.3. MAN MW RATIOS DURING VARIOUS PLAN PERIODS ..................................... 21
1.4. CERC NORMS FOR VARIOUS SIZED THERMAL UNITS .................................... 22
1.5. MANAGERIAL EFFICIENCY AND CONCERNED PARAMETERS ..................... 26
1.6. OPERATIONAL PERFORMANCE PARAMETERS AND AWARDS SCHEME.... 27
1.7.
4.2.
5.
CONCLUSIONS .............................................................................................................. 43
6.
RECOMMENDATIONS.................................................................................................. 44
7.
LIMITATIONS ................................................................................................................ 45
8.
BIBLIOGRAPHY ............................................................................................................ 46
9.
ANNEXURES : ................................................................................................................ 47
3|Page
4|Page
LIST OF TABLES
Table 1 : MAN MW RATIO AT THE END OF VARIOUS PLAN PERIODS (PREDICTED FOR
2012 ) .................................................................................................................................................... 22
5|Page
LIST OF FIGURES
Figure 4 ................................................................................................................................................. 27
Figure 5 : FIVE STEP APPROACH ADOPTED FOR THE PREPARATION OF THE REPORT .... 32
Figure 7 : PLF TREND OF TOP PERFORMING UNIT FROM EACH SIZE. ................................... 39
6|Page
LIST OF ABBREVIATIONS
AEC
ASCI
BU
CERC
CEA
SERC
NTPC
GHG
MW
PLF
SHR
Kwh
BHEL
M-BFP
T-BFP
PAF
NEP
CV
CII
TPS
QM
SM
ESP
PLC
SCADA
7|Page
EXECUTIVE SUMMARY
Power sector is one of the fastest growing sectors in India , which essentially supports the
economic growth. The power sector needs to grow at the rate of 12% to maintain the GDP
growth of 8%.Presently the energy deficit is about 8.3% and the power shortage during peak
period is about 12.5%.In the present scenario apart from the capacity augmentation, there is
an immense need to improve the performance of generating units. But for improving and then
sustaining plant performance and at the same time meeting the regulatory requirements,
appropriate maintenance activities properly integrated with plant operation activities is
needed.
But this requires thinking in strategic and economic rather than purely technical terms. This
is not easy for power plant operators, which is heavily dominated by Engineers with a
technical mind-set. But even before we make these judgements we need to know what are
the factors that affect the plant performance apart from technical aspects of plant Operation
and Maintenance activities.
Plant management practises are not a fixed set of activities that is same at every power plant.
And this is one of the reasons why plant performance varies so much from one to other.The
purpose of this report is to identify those management activities and provide stakeholders and
utilities with information regarding the practices that will result in their plant performance
enhancement.
This project follows this sequence:
Taking sample plant size of each capacity starting from lowest capacity unit present to
highest capacity thermal generating unit present in India.
Collecting their last ten years data of AEC , SHR and PLF and analysing them to find
out is there any trend that is coming out with plant size and its efficiency.
Now some managerial practices were selected and then again comparison was made
to find out if the best performing plant on operational parameters are the ones having
good management practices.
To verify the qualitative analysis results two set of statistical tools were used : first
ranking method was used in which quantitative and qualitative parameters were
merged together by forming a scale and the plants were given ranks.
8|Page
Since these ranks and our qualitative analysis results pointed towards the same fact ,
Regression analysis tool was used to provide a quantitative proof for the finding.
At the end key recommendations has been made and limitations of the project has
also been provided with.
OBJECTIVE
Objective of this project is to identify the key practises that will enhance the thermal power
plant performance and the significance of these factors in overall plant performance.Also to
find out how age and plant size affects the operational parameters of the power plant.
1. INTRODUCTION
1.1.INDIAN ELECTRICITY SECTOR BRIEF HISTORICAL REVIEW
9|Page
When India became independent in 1947, the country had a power generating capacity
of 1,362 MW, growth has been tremendous with present installed capacity being 211766.22
MW1 as on 1st August 2013. Similarly the size of the generating unit in the country in coal
based power stations has progressively increased from about 15 MW prior to the era of
planned development to 800 MW at present2.
With the introduction of new design of generating units, certain difficulties arose in their
efficient operation and maintenance. The availability of coal in the country is such that the
higher grades of coal, which have higher calorific value, have been exhausted and
progressively lower grades of coal are being made available for electricity generation in the
power stations. This had resulted into operational problems with the boilers designed for
higher grades of coal and also put more pressure on coal handling plants etc.
The all India Thermal PLF which was as low as 27% at the beginning of First Plan,
progressively increased to 47.% by the year 1963-64 and then declined to around 42% by
early seventies. During one year in the seventies i.e. during 1976-77, the PLF touched 55.4%
but this could not be sustained during subsequent years. Several factors such as inadequate
maintenance of generating units, the teething troubles faced in the operation of the newly
introduced 200/210 MW units and the deterioration in the quality of coal supplied to power
stations led to a gradual erosion in the PLF of the thermal power plants during 5th plan
period. During the 6thPlan, Department of Power and Central Electricity Authority undertook
a comprehensive programme to renovate and modernize old units located in different States.
The performance of 200/210 MW units also begin to stabilize. Concerted efforts were made
by Ministry of Coal to monitor quality of coal supplies to power plants. As a result of all
these measures the PLF of thermal plants registered a gradual improvement during the
7th plan period. The plant load factor of thermal power stations in the country, which was
only 44.2% in 1980-81, increased to 56.5% by the end of the 7th Plan. The all India Average
PLF of the Thermal Power Plants has further increased to 64.4% by the end of eighth plan
and in year 2009-10 an avg of 77.5% was reached.
10 | P a g e
like India, development of the power sector is very important towards achieving sustainable
growth. The demand for electricity in India is enormous and is growing steadily. The vast
Indian Power Market, today offers highest growth opportunities for private developers and
investors. Since gaining independence from the British rule, the Indian Power Sector has come a
really long way. It has grown many folds in size and capacity. The installed capacity has
increased from a meagre 1362 MW in 1947 to almost 200 GW as on 31st May, 2012.
The demand for electricity in the country has been growing at a rapid rate and is expected to grow
further in the years to come. The energy availability in the country has increased by 6% in 201112, while the peak demand met has increased by 6% in the same period. Despite the increase in
availability, India faced an energy deficit of 10.3% and a peak deficit of 12.9 % in 2011-12.
The average per capita consumption of electricity in India is a mere 478 kWh2 (2010),
compared to the world average of 2,300 kWh. The other comparable countries, like the other
BRIC nations, have significantly higher per capita consumption compared to India. The
average per-capita consumption has grown steadily at 1.3% CAGR annually over the last 10
years.
Generation
Transmission
Distribution
GENERATION
The installed capacity of India is 206456 MW as on 31st July, 2011 as per Ministry of Power,
Government of India. It has the fifth largest generation capacity constituting to about 4 % of the
Global Power Generation behind USA, Japan, China & Russia (Former U.S.S.R.) which
contribute to about 49 % of the total Global generation. The generation constitutes of Thermal,
Hydel, Nuclear and Renewable sources of generation. The Generation sector can also be divided
on basis of generators. Generators are divided in three sectors as private , central and state
entities which can be further divided into categories based on type of fuel usage viz. Coal, Oil
and Gas.
11 | P a g e
It is estimated that the total capacity demand in the next 20 years will cross 950000 MW
which is close to 5 times the current installed capacity. Hence the government will have to
draw up big capacity addition plans and ensure their implementation. The government had set
an ambitious target of 75 GW in the 12th Five Year plan (2012-17). But looking at the
present scenario of fuel shortage, erratic gas supply and low confidence on nuclear fuels due
to Japan calamity, the government will not be able to achieve the desired target. Therefore, it
is imperative for the government to step up their efforts considerably to get close to that
target.
The government has planned big capacity addition projects like Ultra Mega Power Plants
(UMPPs) and other supercritical projects to achieve the capacity addition targets. Already 4
UMPPs are in construction phase and 7 other UMPPs are planned to be commissioned in the
12th plan. The first supercritical unit commissioned in Mundra (Gujarat) in March, 2012.
Many supercritical projects are also expected to start operating by the end of 12th plan. So
targets have been set but it remains to be seen how much is implemented.
TRANSMISSION
The Transmission sector in India has also come a long way since independence. From 3705
ckm in 1950, it is now around 265000 ckm (2011). The country was divided into five
regional grids namely Northern, Southern, North Eastern, Eastern and Western grid. Now the
Northern, North Eastern, Eastern and Western Grid have been merged to form the NEW grid
and hence there are two grids now, NEW and Southern grids. Since the main focus will be on
increasing the installed capacity, investments in the transmission sector are expected to pick up in
the next decade. The government is planning to add inter regional transmission links of about
38,000 MW during 12th plan. Thus inter regional capacity at the end of the 12th plan is expected to
be of order of 63,000 MW. The government should invite private players in the transmission
sector to help achieve this target as the current work is only carried out by public utility PGCIL
and hence is slow. Private players would speed up the work considerably.
DISTRIBUTION
The biggest problem the distribution sector faces is the high amount of AT&C (Aggregate
Technical & Commercial Losses) which are roughly around 33 %. Many reforms have been
introduced in the distribution sector like unbundling of State Electricity Boards to introduction of
12 | P a g e
private players and franchisee models to overcome the problem. Although some progress has
been made in reducing the losses, the loss levels are still high and pose a great challenge for the
distribution companies to move forward.
The different bodies concerning the power sector and their functions are as shown in the chart
below :
FUNCTIONS
CENTRAL
STATE
PLANNING COMMISSION,
EGOM, NATIONAL
DEVELOPMENT COUNCIL,
PARLIAMENTARY
COMMITTEE ON ENERGY
MINISTRY OF POWER, MNRE,
MINISTRY OF COAL,
MINISTRY OF ENVIRONMENT
& FOREST, MINISTRY OF
PETROLEUM & GAS.
CEA
STATE GOVERNMENT
CONCERNED MINISTRIES
AUTHORITY
REGULATION
GENERATION
SCHEDULING & DESPATCH
TRANSMISSION
DISTRIBUTION
FINANCE
TRADING
APPLEAL
RESEARCH & TRAINING
CERC
NTPC, NHPC, NEEPCO, THDC,
NJPC, DVC, NPCIL
NLDC, RLDCs
PGCIL
------PFC, REC, NATIONALISED
BANKS,PRIVATE BANKS
PTC, POWER EXCHANGES
(PXIL, IEX)
APPELLATE TRIBUNAL,
SUPREME COURT
CPRI , NPTI
STATE GOVERNMENT
The table above shows the Indian power sectors post Electricity Act 2003 and reforms.
Looking at it, the Indian Power sector is a well organized structure with different bodies for
different functions. But due to lack of proper coordination between different sectors and
organizations, the set targets are not met and hence the government is always short on the set
targets.
13 | P a g e
45
35
25
15
5
30-50
-5
60-100
210 LMZ
210 KWU
250
500
660
800
UNIT SIZE
14 | P a g e
FUEL CONSUMPTION
More than 60 percent of the thermal power generation is coal based and in few cases oil is
used in conjunction as a secondary fuel to facilitate burning or as an alternative option in time
of constrained availability and in few plants due to use of low quality coal.
Limit has been specified in CERC tariff regulations for secondary fuel oil consumption as 1
ml/KWh in case of coal based generating stations. Similarly, for non CFBC based lignite
based generating stations, the limit has been specified as 2 ml/KWh and for CFBC based
lignite generating stations it is 1.25 ml/KWh. Moreover, for DVC generating stations, limits
have specified on particular station basis. Fuel consumption accounts for more than a quarter
of cost of power generated and with constraints in the availability of coal due to inability of
CIL to increase production and growing prices of oil and gases, globally are forcing
developers and government to take necessary steps to enhance plant efficiency and operating
life.
15 | P a g e
It is evident from the operational parameters of the generating utilities that there is an urgent
need of further improvement in these parameters, particularly in case of older and inefficient
power plants. R&M of these plants can be considered as it offers significant improvements in
the overall performance, efficiency, expected life span and possess enough advantages as
compared to other alternatives like Greenfield projects or in setting up a new generation
plant.
It is therefore important for the developers to know in detail the overall improvement in
various performance parameters can be achieved by Renovation & Modernisation which
includes R&M, Life Extension (LE), Uprating and newly introduced Energy Efficient R&M.
1.2.TECHNOLOGICAL CHANGES
During the last decade several developments have taken place , which are :
1. Considerable improvements have been made in turbine designs, due to improved
blade profiles thus leading to lower heat rates. For the same steam parameters , the
turbine cycle heat rate have been reduced by 30-40 kcal/kWh as compared to earlier
design due to use of more efficient blade designs.
2. While the turbine cycle heat rate of 210 MW turbine supplied by BHEL earlier were
about 1980 kcal/kWh, the turbine cycle heat rate of 250 MW machines being supplied
now is about 1950 kcal/kWh. Similarly for 500 MW machines, turbine heat rates have
16 | P a g e
improved from 1980 kcal/kWh to 1945 kcal/kWh. It may be added here that heat rates
indicated above for 210/250 MW sets are with motor driven BFP whereas same for
500 MW machine corresponds to turbine driven BFP. Thus the heat rates for both
210 and 500 MW units have reduced appreciably.
3. Units from several inter-national manufacturers have been inducted in the Indian
power sector and the share of such units is gradually increasing.
4. Apart from 210/250 & 500 MW units mostly prevailing earlier, units of other sizes
like 300 MW, 600 MW and higher size supercritical units (660 & 800 MW) have
either been introduced or else are in the introduction stage. The turbine heat rate for
300 MW Units is about 1920 kcal/kWh which is much lower than prevailing heat
rates of comparable size units in the country of 250 MW capacity.
5. Even for the same unit size, different steam parameters are being adopted for
example, instead of 150 kg/cm2 , 535/535C parameter normally is being adopted
for 250 MW units, NLC for their recent 250 MW units have adopted 170 kg/cm2
537/537 deg.C steam cycle. Higher reheat temperature of 565 deg.C is being adopted
in some new 500 MW units like Dadri thermal power project of NTPC. The 300 MW
units also have 170 kg/cm2 steam parameters.
6. In the bidding held for 800 MW supercritical units, there was a difference of over 2530 kcal/kWh in the guaranteed turbine cycle heat rates quoted by the two bidders.
7. Also , the role of imported coal has taken an important position in indian power sector
with more utilities using imported coal. Imported coal because of their superior
quality lead to a higher boiler efficiency by 2-3 percentage points, thus lowering the
unit heat rate of about 50-75 kcal/kWh.
17 | P a g e
Many units of 660 MW capacity are now planned with supercritical technology at Sipat, Barh
etc. However, with a view to decide on optimal size and supercritical parameters of the
thermal units to be inducted in the Indian power sector based on various technoeconomic
considerations, the Committee to recommend the next higher unit size for Coal Fired
Thermal Power Stations was constituted by the Central Electricity Authority with
representatives from utilities, manufacturers, Ministry of Power and Planning Commission.
The Committee in its report has recommended 800- 1000 MW as the next higher size of Unit
with Super Critical parameters in view of the advantages which are brought out in the report.
18 | P a g e
CFBC
technology used for power plant applications entails higher cost as compared to PC
technology. However, cost is comparable when PC technology necessitates installation of
FGD system. World over, maximum size of CFBC units is around 300 MW. First 250 MW
unit was installed in France (Gardanne) in 1995. Currently, quite a few 250 MW units are
operating using different fuels viz. coal, lignite, petcoke etc. CFBC technology has
selectively been applied in India for firing lignite.
Following power stations in India have adopted CFBC technology:
* Surat lignite (2x125 MW) - under
operation
* Akrimota (2x125 MW) - under
installation
* Neyveli (2x250 MW) - under installation
19 | P a g e
FUEL CELL TECHNOLOGY : Fuel cells are electro-chemical devices that convert energy
from fuel directly into electricity through electrochemical reactions. These cells normally use
hydrogen directly as fuel or as derived from natural gas or other hydro carbons. About 4-5
major technologies for fuel cells are in various stages of development worldwide. A fuel cell
development programme is under way in India under the ageis of Ministry of Nonconventional Energy Sources and several organizations like BHEL, SPIC, Indian Institute of
Science, Bangalore, Central Glass and Ceramic Research Institute, Calcutta have undertook
research projects for development of various technologies of fuel cells indigenously. M/s
BHEL are in the process of developing 25 kW fuel cell stack with Phosphoric Acid Fuel Cell
(PAFC) technology. A study to observe performance of imported 200 kW fuel cells stack
under Indian conditions is also in progress at BHEL. M/s SPIC are in the process of
developing 5 KW solid polymer fuel cells stacks. M/s Electrochemical Institute, are engaged
in Molten Carbonate Fuel Cell (MCFC) technology. Project for development of direct
methanol fuel cell is in progress at IISc., Bangalore under a UNDP research programme. Fuel
cell applications include distributed generation in hospitals, airports, research institutes etc.
Apart from power generation, variants of fuel cell also find applications for transport in
electric driven vehicles.
20 | P a g e
Expand training to cover beahavioral & attitudinal changes Strengthen ITIs and other vocational
skill development centres
Standardise curriculum and develop certification standards
Expand existing training facilities and create new infrastructure
Ensure proper utilisation of training funds through direct reimbursements
OVERALL
9.42
7.00
5.82
4.93
THERMAL
1.78
1.44
1.16
0.97
Till the entry of central sector in the power generation in 1975, most of the generation was
with the State Electricity Boards (SEBs) which were vertically integrated entities having
generation, transmission and distribution under common fold and unified accounting. Thus,
the issue of transfer pricing from generation to transmission did not exist. With the entry of
Central Public Sector Undertakings (CPSUs) the Central Government had to determine the
tariff of generating stations set up in the central sector and need was felt for prescribing the
normative parameters for generation unit heat rate, secondary fuel consumption, auxiliary
energy consumption to work out the price of power to the beneficiary States. Thus, K.P Rao
committee was set up which prescribed operation norms for the stations under the CPSUs.
With the entry of private sector in power generation, the States started entering into Power
Purchase Agreements (PPAs) with the Independent Power Producers (IPPs). With a view to
maintain uniformity regarding operational parameters in the PPAs and also to guide the
4
th
22 | P a g e
States in this regard, comprehensive financial and operation norms were notified by the
Government of India (GOI) in March, 1992.
UNIT SIZE
TARGET
PLF/AVAILABILITY
(%)
OHR(Kcal/Kwh)
AEC(%)
SOC(ml/Kwh)
LESS THAN
200
80
2600
2.0
200/210/250
80
2500
2.0
500 MW
UNITS WITH
TD-BFP
80
2450
2.0
500 MW
UNITS WITH
MD-BFP
80
2410
2.0
Later these norms were clarified to be ceiling norms and states could negotiate better norms
with the IPPs. Central Electricity Authority in 1997 prepared operation norms which
prescribed a framework to identify all the site specific and equipment specific factors and
incorporate them in the norms.
These norms specified: Turbine heat rates corresponding to different PLF (100,
80, 60 & 50 percent)
Working out boiler efficiency based on fuel quality, etc.
These norms were adopted by CERC as draft norms for central sector stations and were
circulated for public comments. Considering the diverse opinion expressed by the generating
utilities, CERC inter-alia directed the prevailing norms of 1992 be allowed for next 3 years
with effect from 1.4.2001.Subsequently in 2004 CERC revised the operating norms and then
again in 2009 , which is prevalent till now.
The Electricity Act 2003 provides that The Central Government shall, from time to time,
prepare the National Electricity Policy and Tariff Policy, in consultation with the State
23 | P a g e
Governments and the Central Electricity Authority (CEA) for development of the power
system based on optimal utilization of resources such as coal, natural gas etc. It also
provides that, the Central Commission, in discharge of its functions shall be guided by the
National Electricity Policy, National Electricity Plan and Tariff Policy. The Tariff Policy
notified by the Central Government provides that The Central Commission would, in
consultation with the Central Electricity Authority, notify operating norms from time to time
for generation and transmission.
The basic objective of operation norms is to lay down the benchmarks or standards of
operation efficiency to be followed by the generating companies (GENCO) for the purpose of
determination of tariff. It is thus an exercise towards balancing the interests of consumers and
the GENCOS allowing for reasonable constraints faced during plant operation.
The tariff policy provides that Suitable performance norms of operations together with
incentives and dis-incentives would need be evolved along with appropriate arrangement for
sharing the gain of efficient operations with the consumers. It also provides that In cases
where operations have been much below the norms for many previous years the initial
starting point in determining the revenue requirements
and the improvement trajectories should be recognized at relaxed levels and not the
desired levels.
Thus, in keeping with the objective of the tariff policy, the operation norms should
progressively provide for more efficient operation barring select cases of relaxations where
the desired norms cannot be applied.
The operation efficiency or heat rate and other performance parameters of a thermal power
station depend on a number of factors which can be broadly classified as follows:-
Thus any benchmarking exercise has to consider these factors fornormative operational
performance. As brought out above at Para 3.1, considerable variations exist in the unit sizes,
steam parameters for similar unit sizes and fuel quality amongst various operating units and
units likely to be inducted in future. Super-critical units of 660/800 MW are being introduced
24 | P a g e
where the heat rates are considerably better than the 500 and 600 MW units and thus, the
present norms of 500 MW units would not be applicable for these units. The benchmarking
exercise has to adequately provide for all these variations.
Possible approaches for specifying operation norms could be :
which should be the aim of any good benchmarking exercise, it rewards better designs or
better site inputs where the operator reaps the benefits of intrinsic advantages of the
equipment or site environment or coal quality without major operational efforts. However,
this approach provides incentive to the project developer to go for more efficient design and
technologies which may result in higher capital cost. In the
cost plus approach this will result in higher fixed charges for such units which will be passed
on to the beneficiaries of the project. However, the benefit of higher efficiency in operation
may not be passed on to the beneficiaries and may be retained by the project developer.
Managerial Efficiency : A product of leadership,management and teaming skills , by Simon R Mouer , PHD ,
PE.
26 | P a g e
manager.It also says that Managerial Efficiency is a comparative or relative factor and in no
way is it an absolute value or a standard of any kind that could be applied in any
circumstances. While talking in context of power plants managerial efficiency can be talked
in terms of how efficient plant maintenance practises are and are they helping the plant
perform better ! It can also be defined as getting the job done using minimum resources to
produce maximum output.
Figure 4
27 | P a g e
The energy efficiency of thermal power plant is defined as the ratio of saleable energy to the
heating value of the fuel consumed. This overall efficiency of the plant is calculated as the
product of boiler, turbine, generator and the condensed efficiency.
Most of the thermal power plants are 30-40 years old and are operating at a level of 20-35
percent level due to the use of outdated technologies and depreciation of installed equipments
for the operating years .In comparison to thermal plants, the efficiency of hydro power plants
is much higher, being around 85-90 percent.
The efficiency of the hydro power plant is limited due to losses by flow disturbances, friction
and design inefficiencies in turbine and the generator.
There are different technologies that can be pursued to improve the efficiency of thermal
power plants such as supercritical technology, Circulating Fluidized Bed Combustion
(CFBC), Integrated Gasification Combined Cycle (IGCC) but in context to improvement in
the old and efficient thermal and hydro power plants, the best suited alternative
is to increase the overall efficiency by pursuing renovation & modernization (R&M) that will
not only help introducing latest technology but will also uprate the overall generation
capacity of the plant depending upon the plant operating conditions and requirements
Time and again MoP has introduced various awards and recognitions for plants which have
been maintaining either CERC norms or even better performance. There are various
parameters on the basis of which plants are awarded which are :
28 | P a g e
PARAMETER
Peaking PLF
AUXILIARY ENERGY
CONSUMPTION
SPECIFIC SECONDARY
FUEL OIL
CONSUMPTION
PARAMETER
PEAKING PLF
SHR
SFC
AEC
TOTAL
WEIGHTAGE
50
15
15
20
100
There are three awards in each category and in total there are twelve awards that are given
each year.
Other than these three , there are various other criteria on the basis of which power plants are
awarded every then and now , like safety management practises , environment sensitive
practises , quality management practises .The purpose of all these awards is to motivate the
plants to work towards greater performance targets and hence help in efficient energy
generation.
1.7.
ORGANISATIONAL PROFILE
Administrative Staff College of India (ASCI) was started jointly by the Government of India
and the representatives of industry as an autonomous institute in the year 1956 to impart training
in the field of management development.
7
Comprehensive award scheme for power sector , Ministry of Power , Gov of India
Central Electricity Authority Report.
29 | P a g e
It is located at the palace of the erstwhile Prince of Berar known as Bella Vista at Hyderabad.
Initially Government Of India envisaged to set up the college in Britain. The first session was to
commence in 1948 at Henley. However a committee of the All India Council for Technical
Education in 1953 recommended that the Administrative Staff College be established in India.
ASCI specialize in training of civil servants and managers of corporate and government sectors
and urban management. The research and consultancy activities of ASCI were started in 1973
with aid from Ford Foundation.
Ever since it was established in 1956, ASCI fuelled the process of professionalizing management,
by synergizing a symbiotic blend of management development [training], consultancy and
research. This unique blend coupled with information technology pursuit is structured to develop
strategic thinking, reformist leadership, and state-of-the-art skills among practicing managers in
India and the developing world. It thus envisages to achieve competitive dominance by
confronting existing and emerging challenges and effectively managing regulatory, government,
commercial and non-commercial organizations.
Over 75,000 participants from industry, government and non-government organizations in India
and the developing world have taken advantage of nearly 200 management development
programs offered by ASCI every year and over 300 organizations have reaped benefits from its
research and consultancy services.
ASCI provides consultancy to industry, business and government in general management as well
as functional and sectoral areas of the management. The objectives of ASCI Consultancy is to
provide professional services for improving management practices in the organizations leading to
improved economic performance and long-term effectiveness.
The ASCI Consultancy Team generally comprises of faculty members representing different
functional and sectoral areas of management and uses a multi-disciplinary approach to problem
solving. Almost all the faculty members in the College are involved in consulting assignments so
that they will get enough opportunities to experiment with new ideas and approaches in achieving
economic performance and long-term effectiveness in problem-solving for the clients. This
approach also provides an opportunity for the faculty to enrich their teaching inputs.
ASCI have undertaken several consultancy assignments for national and international clients. The
principle objective of this service is to provide a multi-disciplinary approach in finding solutions
to serious problems that plague industry, business, and government. Some of the areas in which
consulting assistance has been provided by ASCI include strategic planning, organizational
restructuring, human resources management and development, restructuring, health management,
organization management, forest management, energy management, business process re30 | P a g e
engineering and improving of service delivery of various Government institutions. At any point
of time while the number of projects under implementation is around 50, over 1000 assignments
have been carried out since 1965 till date.
The project clientele of ASCI is a virtual whos who list, comprising such prestigious agencies
and sponsors as the State and Central Governments, their various ministries/departments,
constituent establishments, public enterprises, statutory organizations as well as autonomous
bodies. ASCI is trusted with work by the International agencies too, like the constituent
organizations of the United Nations, the World Bank Institute, Department for International
Development (DfID, UK), the Japan Bank for International Cooperation (JBIC), etc.
2. LITERATURE REVIEW
As per Electricity Act 2003 Section 7 Any generating company may establish, operate and
maintain a generating station without obtaining a license. As a result of this we have power
plants in Central, State as well as private ownerships commonly called independent power
producers and therefore different operation and maintenance practises at differently owned
power plants , but not much literature is available on it because power plant performance is
always looked upon from technical perspective only and is measured on the basis of technical
parameters only .In fact , if we say that managerial practises affect the power plant
performance , it will be something new because we dont have the supporting data for the
same. So First of all journals and reports were studied to understand Managerial Efficiency
and the factors affecting the managerial efficiency in context of power plants and at the same
time technical efficiency parameters for thermal power plants were studied .To get an
understanding of the operational parameters of power plants CERCs Norms of operation
for the tariff period 2009-14 was thoroughly studied and analysed.Equally gainful insights
were provided from these reports and journals:
Working paper on Operations and Maintenance practises and their impact on Power
Plant performance , AOM submission number 11129.
31 | P a g e
Other than these many other journals and reports were studied which can be found in
bibliography.
3. RESEARCH METHODOLOGY
Figure 5 : FIVE STEP APPROACH ADOPTED FOR THE PREPARATION OF THE REPORT
1.1.
DATA COLLECTION
Efforts were done to take at least one plant from every unit size ranging from 20 MW to 600
MW and in total 18 units were taken up for study ranging from state , central to privately
owned thermal power plants , which were as follows :
NAME OF
THERMAL POWER
PLANT
PARLI TPS
KORBA EAST TPS
32 | P a g e
UNIT NUMBER
TAKEN UNDER
STUDY
2
1
CAPACITY
(MW)
20
50
DATE OF
COMMISSIONING
1971
1966
CENTRAL/STATE/PRIVAT
E
STATE
STATE
HARDUAGANJ TPS
PARAS TPS
PANIPAT TPS
NASIK TPS
KORADI TPS
UNCHAHAR
KORBA WEST TPS
IB TPS
NASIK TPS
PANIPAT TPS
YAMUNANAGAR
TPS
RIHAND TPS
SIMHADRI TPS
TATA TROMBAY
TPS
RAJIV GANDHI
TPS
CHANDRAPUR
TPS
3
1
1
1
1
4
3
2
4
5
1
55
62.5
110
125
105
210
210
210
210
250
300
1972
1967
1979
1971
1974
1988
1983
1994
1979
1989
2008
STATE
STATE
STATE
STATE
STATE
CENTRAL
STATE
STATE
STATE
STATE
STATE
2
1
2
500
500
500
1989
2002
1984
CENTRAL
CENTRAL
PRIVATE
600
2010
PRIVATE
500
1991
STATE
Plant conditions.
2. STATION HEAT RATE : Gross Station Heat Rate (SHR) refers to the heat energy
input (in Kcal) required to generate one Kwh of electrical energy at generator
terminals. It is a measure of power plant efficiency and depends upon the plant
design, operating conditions and the level of electric power output. A lower heat rate
corresponds to better plant efficiency.The heat rate of a plant is affected by the
following factors:
34 | P a g e
plant performance and the onus is on the Manager to implement them , so these has
also been included.
4.
36 | P a g e
FORMING
MEASUREMENT SCALE
AND APPLYING RANK
ANALYSIS
QUALITATIVE ANALYSIS
BY PLOTTING GRAPHS
AND SCATTER PLOTS.
REGRESSION ANALYSIS
OF OPERATIONAL
PARAMETERS ON
MANAGERIAL
PARAMETERS AND
VINTAGE OF PLANT.
20-125 MW
150-300 MW
300-600 MW
And then averaging out the PLF , AEC and SHR following trend was observed :
I.
II.
2. Plants were definitely better in performance with their increasing size , with Central
and private power plants best performing in each category.
37 | P a g e
3. At the same time most of the units below 210 MW plants have not been able to
achieve , even the specified CERC norms.
4. The fact that same utilities plants are in best performing category definitely points out
that they follow certain practises that others dont and now we will move towards
what these practises are and if these practises are having any effect on their
performance using quantitative tools.
5. We had plants whose age had crossed 30 years like Parli Thermal Power station and
Paras Thermal power station , which have been shut down now , but at the time they
were functional they were performing good when compared to their peer group , when
we tried to find out the reasons , we came across this in one of the reports :
Dedicated work force of the power station has resulted into a sustained performance of
this power station which is considered to be one of the vintage power stations of
Maharashtra8
This again pointed towards the fact that the Plant maintenance activities definitely have
significant impact on plant s operational performance and so we moved towards the
statistical tools to verify the same .
Report by MECON ltd titled Report on achievable Heat Rate and Auxiliary Power Consumption of Thermal
Power Stations page no 68 .
38 | P a g e
120
100
80
60
40
20
0
2001-02 2002-03 2003-04 2004-05 2005-06 2006-07 2007-08 2008-09 2009-10 2010-11 2011-12
KORADI TPS ( 105 MW UNIT)
Figure 7
First step in quantitative analysis was scale formation for each of the operational and
managerial parameters selected. Scale used can be found in Annexure : 5 . Each parameter
was measured on a four point scale . While the operational parameters were split on the
numeric scale , we used point method to form scale for managerial parameters , as explained
below :
1. HR Practises : Four parameters were identified and defined for the same which were
as follows :
There were many other parameters that could have been taken for scale formation , but for
that lot of time was required , and the project was to be completed in two months span only ,
so we have to suffice with these three.
39 | P a g e
For the HR practises prevalent in a plant it was assumed that if a plant has an employee
award system , medical and housing facilities , promotion schemes , any of these pointed
towards an active HR system present in a plant.
Similarly training and development activities were thought to be prerogative of a competent
HR system and so this was also taken as one of the parameters. In a firm it is the HR who
identifies training needs of the organisation and makes arrangement for the same.
Based on the presence of these three, plant was given one point for each and for those having
none of these , zero point was allotted.
2. QM , SM , ES Practises : For these three , following criteria was taken :
PLC SCADA control though turned out to be more of a technical factor but still it was kept
on the managerial control side because it was assumed that its implementation is actually
result of the managements awareness and inclination towards it.
40 | P a g e
CCTV surveillance at plant is solely managements discretion and is not related to technical
aspects even minutely. So this was taken as one of the indicators of control practises.
Plant specific website was taken as one of the indicators because having a plant website and
data updated on it , creates a knowledge bank for the study and research purposes and this
also is on the managements discretion.
RANKS: Based on the sum of qualitative and quantitative parameters(can be found in
Annexure :6 ) obtained from applying the measurement scale ranks were defined for each of
the units.For units obtaining same ranks , the one with more vintage was given a higher rank.
This time , analysis revealed following facts :
RANK
1
2
3
4
5
6
7
8
9
10
12
13
14
15
16
17
18
Again same pattern was observed, private plant came out to be best performing plant
followed by central and state generating units.
Qualitative and quantitative analysis were actually giving the same results , but we
still needed some tool which can further verify our findings and can provide a
relationship between managerial and operational parameters and that is where the
project moved towards the regression analysis.
41 | P a g e
REGRESSION ANALYSIS :
1. PLF , AEC AND SHR were averaged out for each of the units.
2. For the units not having any of the three operative variable data , proxy data was used.
e.g. For PLF , PAF was used as a proxy variable , for SHR Specific secondary fuel
oil consumption was used as a variable and for AEC , missing data were replaced with
the average AEC for the unit.
3. For the first part of the regression analysis , operative variables were taken as the
Y(dependent) variable and were regressed on the managerial parameters which were
assumed as X (constant) attributes.
4. Each of the operational variables were first regressed on individual managerial
parameters but it gave no significant result.
5. After that each of the operational parameter was regressed on all the managerial
parameters taken together( result can be found in Annexure : 8,9 and 10) and
following results were observed :
The regression output for PLF due to Managerial factors attributed 11% of the
variability in PLF due to managerial parameters but this was negated because
the alpha value was too high.
The regression output for SHR due to Managerial factors attributed 55.6 % of
the variability in SHR due to Managerial practices and alpha value for this
result was 0.0009 which is less than 0.05, so we can rely on this output and
can say that SHR is affected a great deal by Managerial Practises. But the
question is Why I said great deal and the answer goes like this, because there
are lot of other factors which affect the SHR and since this model have not
been able to take all of them into consideration , we can interpret from the
result that SHR is affected a great deal by Managerial Practises but then , there
might be other factors as well and they might have a diminishing as well as an
enhancing effect on the PLF.
The regression output for AEC due to Managerial Practices attributed 37.2%
of the variability in AEC due to Managerial Practises and alpha value for this
result was 0.02 which again was less than 0.05 i.e. we can rely on this output.
But again there care also lot of other factors which may be the reason behind
42 | P a g e
variability of AEC . We have not been able to take all of them and so we can
say that Managerial Practises have significant effect on the AEC but since our
model is limited , the same can get diminished or enhanced if we assume other
factors as well ; but still the effect will be significant.
6. Afterwards each of the operational parameters were again taken as variables (Y) and
regressed on vintage of the plants i.e. plant age(X).Following were the observations :
Regression output predicts the variability in PLF due to vintage of the plant to
about 7.9% but again this is negated because of high p value.
About 57% of the variability in SHR can be attributed to vintage , p value for
the same is 0.003 which again is less than 0.05 and hence we can rely on this
result.But like we said in case of managerial practices , there are other
variables as well which can have effect on this result. Since we have not been
able to take all the variables into this model , so the result has limitations and
we can say that vintage of the plant has a significant effect on the SHR of the
plant but quantifying it needs more indepth analysis.
Variability in AEC due to vintage of the plant amounts to about 21% as per
the results but again due to high p value this is negated.
5.
CONCLUSIONS
43 | P a g e
6.
RECOMMENDATIONS
1. A power plant has always been looked on from a technical perspective , but the
results of the analysis confirm that managerial practises does lead to a more
technically efficient plant. So the report suggest that certain maintenance practises
be made compulsory in power plants just like we have technical norms , we should
have management/maintenance norms as well which should be reviewed on an
annual basis.
2. Most difficult part of this report was getting the data for individual units. While we
have data for whole of the power station in CEAs annual reviews, there is hardly
any platform from where we can get the data for individual units. This despite the
fact that performance of a non-performing unit can be easily hidden with high
performing units of a power station when the result is collective rather than
segregated .This will not only help the plants to discipline its non-performing units
but will also help in research purposes. So I recommend a system where individual
unit data should also be taken from the power generating utilities.
3. For future purposes instead of setting up a below 200 MW Thermal power
generating unit , same can be done with other better efficient technologies like
IGCC , CFBT etc.
4. There are many other variables when it comes to Management practises in a power
plant like Manpower strength , number of permanent and contractual employees ,
employee job satisfaction , leadership skills of the plant manager ,strategic planning
, knowledge management etc which can be taken up for further study.
5. Forced outages , Plant availability and Planned outages are also indicators of an
efficient plant but because CEA has put more emphasis on PLF and AEC , therefore
maximum plants have released their PLF , AEC and SHR data but the other data are
more or less unavailable despite being significant indicators of plant management
efficiency.I therefore recommend a platform where plants are required to submit
individual unit wise details for the same.
44 | P a g e
6. As the report suggest that the vintage of the plant has an effect on the performance
parameter of the plant . Therefore plants should be subjected to timely renovation
and modernization practises.
7.
LIMITATIONS
1. Though the results are significant but the model is limited in the sense that for each
operational variable considered there are many other variables which affect them and
which have not been taken into this model because of time consideration and
unavailability of data.
2. Presence of other variables may diminish or enhance the correlation obtained but still
it will be significant, and thats why this model is correct but it calls for further study
and we may get more significant results.
3. Logic tells
dependent on plant management practises but due to data unavailability , these two
could not be taken into study.
4. All the data have been taken through various reports and data released by utilities and
CEA from time to time , and therefore data is limited. A much better approach could
have been Questionnaire survey taken from all the utilities and then applying the tools
which would have given more accurate and much more reliable results.
45 | P a g e
BIBLIOGRAPHY
8.
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
13.
14.
15.
16.
17.
18.
19.
20.
21.
22.
23.
24. http://hpgcl.gov.in
25. www.indiastats.co.in
46 | P a g e
9.
ANNEXURES :
PLFs
2001-02
2002-03
2003-04
2004-05
2005-06
2006-07
2007-08
2008-09
2009-10
2010-11
2011-12
Avg PLF
HARDUA
UNCHAH
YAMUNA
TROMBA CHANDR
KORBA GANJ 55 PARAS KORADI PANIPAT NASIK AR 210 KORBA IB TPS NASIK PANIPAT NAGAR RIHAND SIMHADR Y 500 APUR 500
50 MW MW 62.5 MW 105 MW 110 MW 125 MW MW 210 MW 210 MW 210 MW 250 MW 300 MW 500 MW I 500 MW MW MW
81.29 52.25 75.34 59.7 30.77
70
78.69 70.64 85.15
75.68
91.03 53.19 71.68 64.3 58.09 67.75
74.57 71.24 83.13
87.05 63.76
46.44 37.13 58.65 59.1 63.09 65.54 83.58 75.44 81.6 65.32
88.48 87.21 80.98 75.89
93.16 31.83 82.83 64.56 52.09 72.5 87.44 73.88 86.04 86.25 79.76
90.58 87.91 92.56 62.48
92.15 24.71 77.37
77.76 59.4 60.09 92.16 83.96 84.12 83.07 79.73
91.19 92.73
81.27
95.57 16.5 94.39 64.5 62.63 68.04 95.69 84.62 90.18 84.47 91.55
84.86 88.37 86.0 78.32
85.82 27.85 83.65 72.6 25.29
95.54 84.5 82.6 84.31 96.23
91.9 92.1 89.0
82.07 35.31
55.5 28.94
90.88 90.45 86.72 76.12 94.27 69.05 81.4 89.66 91.0
80.63 36.13
43.3 79.08
93.14 80.48 84.17 79.06 81.35
89 97.27 92.0
73.3 32.82
48.9
90.95 86.56
63 83.91 73.85 93.15 96.08
77.93 35.31
79.18
92.14 79.57 70.8 79.52 72.63 92.09 92.78
81.76 34.82 77.70 62.37 53.41 67.32 90.88 83.85 81.80 78.71 85.50 74.22 89.18 91.57 86.78 72.34
AEC
2000-01
2001-02
2002-03
2003-04
2004-05
2005-06
2006-07
2007-08
2008-09
2009-10
2010-11
2011-12
Avg AEC
Parli
9.25
10.07
9.2
8.94
9.13
9.3
HARDUA
KORBA
PARAS KORADI
GANJ 55
50 MW
62.5 MW 105 MW
MW
12.48 15.89
9.94
12.58 17.03 10.34
12.76 16.99
10.8 9.55
11.44 15.89 10.32 9.83
11.51 16.68 10.5 9.42
10.3 15.12
9.58 9.35
10.18 16.67 10.22 9.6
10.16 18.46
10.8
11.4
11.44
12.04
11.4 16.6 10.2 9.6
UNCHAH
PANIPAT NASIK
AR 210
110 MW 125 MW
MW
12.69
12.39 8.6
11.66 8.55
11.05 8.15 8.76
12.13 8.57 8.93
11.75 8.11 8.68
11.59 8.4 8.48
12.13
8.34
11.3
8.62
10.37
10.71
11.38
11.6
8.6
YAMUNA
KORBA IB TPS NASIK PANIPAT
RIHAND
NAGAR
210 MW 210 MW 210 MW 250 MW
500 MW
300 MW
9.74 10.58
7.25
9.67 10.69
7.7
9.41 11.06 9.12
8.7
9.43 10.94 8.99
8.03
9.99 10.34 9.65 9.21
7.65
9.71 10.23 9.16 8.9
7.98
9.29 10.15 9.61 9.26
7.3
9.12 10.11
9.34
6.49
8.63 10.34
9.87 9.33 7.32
8.72 10.44
10.77 9.29
8.55 10.51
10.49 9.73
10.04 10.44
11.6 9.49
9.4 10.5 9.3
9.9
9.5
7.6
48 | P a g e
TROMBA CHANDR
SIMHADR
Y 500 APUR 500
I 500 MW
MW MW
5.7
5.2 6.99
10
5.4 6.93
6.01 5.04 7.1
6.18 5.3
6.6
5.65
5
7.1
5.65 5.12
5.77 5.14
7.5 5.16
5.5
6
6.6
5.3
6.9
2000-01
2001-02
2002-03
2003-04
2004-05
2005-06
2006-07
2007-08
2008-09
2009-10
2010-11 2011-12 Avg SHR
UNCHAH
YAMUNA
TROMBA CHANDR
KORBA PARAS KORADI PANIPAT NASIK
KORBA NASIK PANIPAT
RIHAND SIMHADRI
Parli
AR 210
NAGAR
Y 500 APUR 500
50 MW 62.5 MW 105 MW 110 MW 125 MW
210 MW 210 MW 250 MW
500 MW 500 MW
MW
300 MW
MW MW
3177.4
3642 2650
2503
2459
3366 2833 3847 2497
2761 2553
2451 2494
3194 3271 2967 3741 2528 2459 2896 2561
2392 2438 2403 2508
3210 3007
3121 3002 3497 2589 2458
2577
2385 2404 2428 2544
3312 2918 3340
2995 3554 2703 2451
2592 2973
2376 2375 2414 2553
3185 3197 3046 3508 2720 2430
2645 2758
2349 2361 2469 2606
3264 3260
3342
2410 2827
2705
2358 2355 2456
3480
2440 2674
2720 2450 2369 2378 2458
3480
2653
2689 2387
2450
3047
2780
2810 2479
2424 2554
3112
2675 2406
2512
2886
3233.0 2962.5 3247.5 2968.6 3428.0 2614.5 2441.3 2727.7 2585.6 2761.4 2430.5 2371.5 2390.7 2459.5 2541.0
49 | P a g e
Site
Y
Y
N
N
N
N
CHANDRAPUR THERMAL N
POWER STATION 500 MW (URAJIV GANDHI THERMAL N
POWER PROJECT 2*600 MW
PLC/SCA
QM
SM
EM
DA HR Policy ERP SAP T&D
QMP
QA EC SM P
SM EC EM P
EM EC
Awards
Awards
Awards
Control
N
N
N(2010) N
Y
N
N
Y
N
N
Y
N
N
N
0
N
0
N
0
0
N
0
y
0
N
0
0
N
0
N
0
0
N(2011) N
Y
0
0
0
N
Nov-11 N
1
0
0
(N)2011 N
Y
0
0
0
N
N
Y
1
0
0
N
Y
Y
0
0
1
2012 Y
N
Y
0
1
0
N
Nov-11 Y
1
0
0
Y
Y
Y
0
1
1
Y
Y
Y
0
1
1
Y
Y
Y
0
1
1
Y
Y
Y
0
1
1
N
Nov-11 Y
0
0
0
Y
Y
Y
0
1
1
50 | P a g e
N
0
Y
0
N
1
N
0
0
N
0
Y
0
N
1
N
0
1
Y
1
0
1
Y
1
1
1
Y
1
Y
1
Y
1
N
0
N
1
Y
1
Y
0
N
0
N
0
N
0
N
0
N
0
N
0
N
0
N
1
N
1
Y
0
N
N
1
0
N
0
N
Y
0
0
Y
0
N
0
N
0
N
0
N
0
Y
0
1
2
3
0
N
0
Y
RANK/POINTS
0
N
0
N
0
N
0
Y
0
N(2010) N
1
0
N
Y
1
0
N(2010) Y
0
0
N
N
1
0
N(2010) Y
1
0
Y
Y
1
1
2008 N
1
0
N
N
1
0
Y
N
1
1
Y
Y
1
1
Y
Y
1
1
Y
Y
1
1
N
Y
1
0
N
1
1
Y
0
Y
1
N
1
N
SHR SCALE :
VALUE
20-125 MW
>3500
3500-2999
3000-2599
<2600
VALUE
200-300 MW >3500
3500-2999
3000-2499
<2500
RANK/POINTS
0
1
2
3
RANK/POINTS
VALUE
500 MW and above >3000
3000-2699
2700-2449
>2450
AEC SCALE :
VALUE
>11
08-11.00
8-6.5
<6.5
0
1
2
3
RANK/POINTS
0
1
2
3
RANK/POINTS
QM SCALE :
CRITERIA
RANKS/POINTS
NO QM PRACTISES
0
QM PRACTISES FOLLOWED
1
AWARDS RECEIVED
2
ADDITIONAL CERTIFICATION
3
0
1
2
3
SM SCALE :
CRITERIA
RANKS/POINTS
NO SM PRACTISES
0
QM PRACTISES FOLLOWED
1
AWARDS RECEIVED
2
ADDITIONAL CERTIFICATION
3
3.WEBISTE
CRITERIA
NONE
ANY ONE
ANY TWO
ALL THREE
RANKS/POINTS
0
1
2
3
ESP SCALE :
CRITERIA
RANKS/POINTS
NO ESP PRACTISES
0
QM PRACTISES FOLLOWED
1
AWARDS RECEIVED
2
ADDITIONAL CERTIFICATION
3
52 | P a g e
53 | P a g e
SHR
AEC
POINTS
1
1
3
1
0
2
2
3
2
2
3
2
3
3
3
3
3
3
AVG.
VALUE
9.3
11.4
14.8
10.2
11.8
8.4
9.6
8.6
9.4
10.6
9.3
9.9
9.5
7.6
6.6
5.3
6.9
6.1
QM
POINTS
1
0
0
1
0
1
1
1
1
1
1
1
1
2
2
3
2
3
SM
POINTS
SURV.. HR
ES
1
1
0
0
1
1
1
1
1
2
1
3
1
2
2
3
1
0
1
0
0
0
0
1
1
1
0
1
1
0
2
2
2
2
0
2
0
0
2
1
2
1
2
3
0
1
1
2
2
3
3
3
2
1
1
1
0
0
1
1
1
1
1
2
1
1
1
2
2
3
1
0
8
6
5
4
4
9
10
14
8
12
11
12
12
18
19
22
11
10
13
15
16
17
17
12
10
4
13
5
8
5
5
3
2
1
8
10
41
46
40
45
33
41
38
24
29
18
40
33
4
23
10
28
21
2
13
15
16
17
18
12
10
4
14
6
8
5
7
3
2
1
9
11
Intercept
1
14
15
SS
425.26446
3437.125848
3862.390308
MS
F
Significance F
425.2645 1.732175 0.209276311
245.509
t Stat
P-value Lower 95% Upper 95%Lower 95.0%
Upper 95.0%
7.313839 3.83E-06 45.68591137 83.59868 45.68591 83.59868
1.316121 0.209276 -1.167186912 4.874736 -1.16719 4.874736
54 | P a g e
Standard Residuals
0.431643
0.275637
0.876169
-1.92508
-0.0398
-0.22452
0.141753
-0.10353
-0.76743
-0.43542
0.760407
0.901439
0.901439
-2.42123
0.740242
0.888285
Intercept
SS
MS
F Significance F
1 22.36486 22.36486 8.320049 0.012005
14 37.63295 2.688068
15 59.9978
Coefficients
Standard Error t Stat
P-value Lower 95%Upper 95%Lower 95.0%
Upper 95.0%
12.0183 0.924821 12.99527 3.34E-09 10.03476 14.00185 10.03476 14.00185
14 -0.42512 0.147383 -2.88445 0.012005 -0.74122 -0.10901 -0.74122 -0.10901
RESIDUAL OUTPUT
Observation
55 | P a g e
Predicted 5.256
Residuals
Standard Residuals
1 7.341995 -0.74699 -0.47161
2 7.341995 0.260227 0.164291
3 9.042471 -0.40747 -0.25725
4 9.042471 0.887529 0.560331
5 8.617352 1.978273 1.248958
6 9.042471 0.417529 0.263602
7 9.467589 -0.16159 -0.10202
8 9.892708 -2.94871 -1.86163
9 9.467589 0.082411 0.052029
10 9.892708 -1.49604 -0.94451
11 10.31783 -0.99983 -0.63123
12 10.74295 -1.38461 -0.87416
13 10.74295 0.68122 0.43008
14 11.16807 3.674876 2.320087
15 11.59318 -1.35033 -0.85251
16 10.31783 1.513506 0.955533
Intercept
SS
MS
F Significance F
1 1124499 1124499 17.54742 0.00091
14 897167.9 64083.42
15 2021667
Coefficients
Standard Error t Stat
P-value Lower 95%Upper 95%Lower 95.0%
Upper 95.0%
3340.814 142.7942 23.39601 1.27E-12 3034.551 3647.077 3034.551 3647.077
14 -95.325 22.75623 -4.18896 0.00091 -144.132 -46.5178 -144.132 -46.5178
RESIDUAL OUTPUT
Observation
Predicted 2454.15384615385
Residuals
Standard Residuals
1 2292.239 98.47529 0.402658
2 2292.239 79.26101 0.324092
3 2673.539 -232.206 -0.94947
4 2673.539 87.88947 0.359373
5 2578.214 88.78593 0.363039
6 2673.539 -243.039 -0.99377
7 2768.864 -183.264 -0.74935
8 2864.189 -323.189 -1.3215
9 2768.864 199.7359 0.816704
10 2864.189 -249.689 -1.02096
11 2959.514 273.4858 1.118262
12 3054.839 -327.125 -1.33759
13 3054.839 118.7608 0.485604
14 3150.164 49.83577 0.203775
15 3245.489 1.996455 0.008163
16 2959.514 560.2858 2.290965
56 | P a g e
Intercept
28
SS
1 308.5524
14 3553.8379
15 3862.3903
MS
F Significance F
308.5523965 1.215512 0.288836
253.8455651
RESIDUAL OUTPUT
Observation Predicted 87.1411111111111
ResidualsStandard Residuals
1
82.37517419 9.1926036
0.59722139
2
77.69972014 11.50653
0.747551626
3
77.34006983 13.541597
0.879765043
4
74.46286734 -25.98487 -1.688174459
5
79.4979717 -0.627972 -0.040797814
6
84.53307606 -10.31308 -0.670015797
7
71.58566484 6.3250494
0.41092328
8
78.41902076 -6.075021 -0.394679517
9
72.30496547 -8.156965 -0.529938467
10
71.22601453 -3.906015 -0.253764389
11
71.22601453 12.341985
0.801829171
12
75.54181827 8.3072726
0.539703563
13
69.42776297 14.421328
0.93691906
14
71.58566484
-39.887
-2.59136253
15
69.78741329 7.9140153
0.514154577
16
74.10321702 11.400533
0.740665263
57 | P a g e
SUMMARY OUTPUT
Regression Statistics
Multiple R
R Square
Adjusted R Square
Standard Error
Observations
0.685724
0.470218
0.432376
276.5919
16
ANOVA
df
Regression
Residual
Total
SS
1 950623.8
14 1071043
15 2021667
Coefficients
Standard Error
2199.49 185.0667
28 19.96275 5.663116
Intercept
MS
F Significance F
950623.8222 12.42596 0.003364
76503.07733
t Stat
P-value Lower 95%Upper 95%Lower 95.0%
Upper 95.0%
11.88484943 1.06E-08 1802.562 2596.419 1802.562 2596.419
3.525046856 0.003364 7.816573 32.10892 7.816573 32.10892
RESIDUAL OUTPUT
Observation
58 | P a g e
Predicted 2454.15384615385
Residuals Standard Residuals
1 2399.118 -8.40341
-0.031448326
2 2658.633 -287.133
-1.074548193
3 2678.596 -237.263
-0.887915972
4 2838.298 -76.8696
-0.287671379
5 2558.82 108.1803
0.404846543
6 2279.341 151.1588
0.565686199
7
2998
-412.4
-1.54333767
8 2618.708 -77.7079
-0.290808735
9 2958.075 10.52536
0.039389387
10 3017.963 -403.463
-1.509891517
11 3017.963 215.0371
0.804740004
12 2778.41 -50.6956
-0.189719771
13 3117.777 55.82338
0.20890954
14
2998 201.9999
0.755950296
15 3097.814 149.6718
0.560121519
16 2858.261 661.5391
2.475698075
SUMMARY OUTPUT
Regression Statistics
Multiple R 0.461289
R Square 0.212788
Adjusted R Square
0.156558
Standard Error
1.836748
Observations
16
ANOVA
df
Regression
Residual
Total
SS
MS
1 12.76679 12.76679
14 47.23101 3.373644
15 59.9978
Coefficients
Standard Error t Stat
Intercept 7.409433 1.228962 6.029016
28 0.073157 0.037607 1.945321
RESIDUAL OUTPUT
Observation
Predicted 5.256
Residuals
Standard Residuals
1 8.141004
-1.546 -0.87125
2 9.092047 -1.48983 -0.83959
3 9.165205 -0.5302 -0.2988
4 9.750462 0.179538 0.101179
5 8.726262 1.869363 1.053479
6 7.702061 1.757939 0.990685
7 10.33572 -1.02972 -0.5803
8 8.945733 -2.00173 -1.12808
9 10.1894 -0.6394 -0.36034
10 10.40888 -2.01221 -1.13398
11 10.40888 -1.09088 -0.61476
12 9.53099 -0.17266 -0.0973
13 10.77466 0.649505 0.366028
14 10.33572 4.507222 2.540042
15 10.7015 -0.45865 -0.25847
16 9.823619 2.007714 1.131446
59 | P a g e
F
Significance F
3.784273378
0.0721
P-value
Lower 95%Upper 95%Lower 95.0%
Upper 95.0%
3.09657E-05 4.773571 10.04529 4.773571 10.04529
0.0720998 -0.0075 0.153816 -0.0075 0.153816