RCM For Distribution Systems - Case Studies

Reliability Centered Maintenance for
(RCM) Distribution Systems and

Equipment
Four Application Case Studies
TR-112924
Final Report, May 1999
EPRI Project Manager

H. Ng
EPRI 3412 Hillview Avenue, Palo Alto, California 94304 PO Box 10412, Palo Alto, California 94303 USA
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SCIENTECH
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CITATIONS
This report was prepared by
SCIENTECH
PMB #440, 3761 E. Lincolnway
Cheyenne, WY 82001
Principal Investigators
D. Reid
C. Schwan
This report describes research sponsored by EPRI.
The report is a corporate document that should be cited in the literature in the
following manner:
Reliability Centered Maintenance (RCM) for Distribution Systems and Equipment: Four
Application Case Studies, EPRI, Palo Alto, CA: 1999. TR-112924.
iii
REPORT SUMMARY
Reliability Centered Maintenance (RCM) is being applied to the Power Delivery sector
of the electric utility industry with encouraging results. Utilities are finding that RCM
can be used to effectively balance the cost of routine preventative maintenance with
service reliability. This report examines how four utilities have applied the RCM
methodology to distribution systems and equipment. It also discusses benefits achieved
and lessons learned in hopes of providing essential information to others interested in
effective application of this methodology for maintenance optimization.
Background
EPRIs initial focus with RCM was in the nuclear power plants arena. From there, the
application of RCM was expanded to power delivery, starting first with the substation
area before further expansion into the distribution systems area. There is now ample
experience in the distribution area, and, like the other areas, it has shown potential for
cost savings and reliability enhancement. Distribution faces a different set of
challenges; with less active equipment, and a far greater amount of equipment, the
approach to RCM application distribution varies from substations, yet focuses on the
same maintenance optimization objectives.
Objectives
To document RCM application in the area of distribution systems and equipment.
To show the benefits obtained by utilities that applied EPRIs RCM methodology
To highlight the keys to success in both the planning and application steps as
examples of how others have successfully used RCM.
Approach
The approach to this project encompassed interviews with management personnel at
each of the four utilities responsible for planning their RCM programs. It also involved
detailed discussions and meetings with technical and management personnel to
identify benefits, potential obstacles, and lessons learned. In addition to focusing on
just meeting project objectives, investigators encouraged participating utility personnel
to provide comments and insights in their own accounts of successful RCM application
to their distribution systems and equipment.
v
Results
The results of the study showed that EPRIs RCM methodology has been successfully
applied to distribution assets by a number of utilities. Although the manner of RCM
application varied, the same basic RCM philosophies were used to guide each case. The
factors that led each utility to apply RCM also varied to a certain degree, yet each of the
four participating utilities was able to show positive measurable results. For some, the
cost savings for the routine maintenance program were clearly substantial.
EPRI Perspective
Applying RCM to distribution assets appears to have definite benefits, both in the near
and long term. Cost saving expectations for distribution application of RCM is in the
same range (5-30%) as other areas (substations, transmission). The savings for each
piece of equipment is likely to be little; the distribution system, however, is typically
composed of many more equipment items, so the overall cost savings can be potentially
very large. The RCM methodology also can build a reasonable defense against known
causes of serious equipment failures and, therefore, has a positive effect on reliability.
Keywords
Distribution maintenance
Maintenance
Reliability centered maintenance
vi
ABSTRACT
Optimizing routine maintenance for power delivery has recently generated much
interest and activity. With deregulation of the industry, comes a keen interest in
achieving and retaining reliable service at competitive rates. Maintenance, and routine
maintenance in particular, holds a key to both system reliability and cost
competitiveness. This report examines how four utilities have used the principles and
methods of Reliability Centered Maintenance (RCM) to achieve a balance between the
cost of routine maintenance and service reliability. The focus of their efforts was the
application of RCM to distribution systems/equipment. Each utility approached the
effort from a somewhat different perspective, however, they shared common objectives
and used the basic methods supported by EPRI.
vii
ACKNOWLEDGMENTS
Sincere appreciation is expressed to the following individuals for their willingness to

participate, and special contributions to this effort:
Haukur Asgeirsson and Tony Slominis, Detroit Edison
Tony Adcock, Duke Power
Giuseppe Termine, PECO Energy
Christian Bilcheck, United Illuminating
ix
CONTENTS
1 INTRODUCTION AND BACKGROUND............................................................................ 1-1

1.1 Overview of the Process ................................................................................................ 1-2
1.2 Background .................................................................................................................... 1-2
2 CASE STUDIES................................................................................................................. 2-1

2.1 Case Study 1 - Duke Power........................................................................................... 2-1
Background ........................................................................................................................ 2-1
Objective ............................................................................................................................ 2-1
Approach............................................................................................................................ 2-2
Results ............................................................................................................................... 2-4
CUSTOMER GROUND STATIONS............................................................................... 2-5
PAD MOUNTED TRANSFORMERS.............................................................................. 2-5
Observations and Lessons Learned .................................................................................. 2-5
2.2 Case Study 2 - Detroit Edison........................................................................................ 2-6
Background ........................................................................................................................ 2-6
Objective ............................................................................................................................ 2-6
Development of the Approach............................................................................................ 2-7
Approach............................................................................................................................ 2-8
Systems Analysis ........................................................................................................... 2-8
Program Analysis: .......................................................................................................... 2-9
Results ............................................................................................................................. 2-11
Observations and Lessons Learned ................................................................................ 2-12
2.3 Case Study 3 - PECO Energy...................................................................................... 2-12
Background ...................................................................................................................... 2-13
Objective .......................................................................................................................... 2-13
Approach.......................................................................................................................... 2-14
xi
Maintenance Templates............................................................................................... 2-15
Results ............................................................................................................................. 2-16
2.4 Case Study 4 - United Illuminating............................................................................... 2-17
Background ...................................................................................................................... 2-17
Objectives ........................................................................................................................ 2-17
Approach.......................................................................................................................... 2-18
Results ............................................................................................................................. 2-19
3 INSIGHTS AND LESSONS LEARNED ............................................................................. 3-1

3.1 Staffing ........................................................................................................................... 3-1
3.2 Management and Technical Support ............................................................................. 3-1
3.3 Planning ......................................................................................................................... 3-2
3.4 Technical Approach ....................................................................................................... 3-2
3.5 Challenge of the Work.................................................................................................... 3-2
3.6 Implementation............................................................................................................... 3-3
3.7 Selecting a Scope of Work............................................................................................. 3-3
3.8 Quantifying Results ........................................................................................................ 3-4
3.9 Staying Consistent with the RCM Philosophy ................................................................ 3-5
3.10 Long Term Management............................................................................................ 3-5
3.11 Expanded Application of RCM ................................................................................... 3-5
4 CONCLUSIONS................................................................................................................. 4-1
xii
LIST OF FIGURES
Figure 2-1 Effect of Pole Top Maintenance - Cumulative Over a 5 Year Period (Annual
Impact of Current Year Program, Based on 5.7 Years) ................................................... 2-11
Figure 2-2 Pole Top Maintenance Optimization...................................................................... 2-12
Figure 2-3 Example Maintenance Template - Distribution Feeder Breaker............................ 2-15
Figure 2-4 RCM Program Benefits.......................................................................................... 2-16
xiii
LIST OF TABLES
Table 2-1 Example System Approach ...................................................................................... 2-9

Table 2-2 Example Pole Top Maintenance Program Analysis................................................ 2-10
Table 2-3 Line Clearance Program......................................................................................... 2-20
Table 2-4 Recloser/Recloser Control Maintenance ................................................................ 2-21
Table 2-5 Cable Inspection..................................................................................................... 2-21
Table 2-6 Pole Top Capacitor Bank Inspection ...................................................................... 2-22
xv
1
INTRODUCTION AND BACKGROUND
Reliability Centered Maintenance (RCM) is a structured approach to optimizing the use

of routine maintenance to preserve reliability at minimal costs. RCM can be
characterized as a step-by-step study to prioritize equipment maintenance needs, then
optimize the use of routine maintenance associated with the highest priority equipment.
Since the process focuses on preservation of important functions, and not purely
equipment operation, it typically represents a different approach to addressing the
recurring issue of applying routine tasks to preserve equipment/system reliability at
justifiable costs.
There are three basic approaches to completing an RCM study: system; equipment; and
program. All three approaches follow the general outline in the following flow chart. A
systems approach involves a study of multiple types of equipment organized into a
recognized system such as an underground distribution circuit. An equipment
approach studies a single type of equipment, with a known application, such as single
phase pad mounted transformers. A program approach studies the application of a
routine maintenance technique, such as infrared inspection, for various equipment
items such as overhead lines, splices, and insulators.
This report provides an overview of the efforts of four utilities to apply RCM to
distribution assets. The utilities utilized one or more of the approaches to RCM
described above. Although each used the same basic principles of RCM, the reader will
note some variance in methods applied. The focus of the report is not the methods
applied, but rather the results achieved. (It is recognized that variation of method is
inevitable, and consistency with RCM principles is paramount if the results of any
method are to have validity. The case studies presented herein have adhered
sufficiently to the principles of RCM to warrant a determination of validity with respect
to the results.)
In addition to results achieved, the report highlights successful planning, impediments

encountered and overcome, and other items of interest to those involved in planning
and conducting RCM studies. A separate section of the report highlights observations
and lessons learned associated with the case studies. Points made in this section should
be of general interest to anyone involved in optimization of routine maintenance for
power delivery.
1-1
Introduction and Background
1.1 Overview of the Process
In the first portion of the process, systems and equipment are selected for study based
on the potential benefits that are RCM might afford. Such benefits might include:
reduction in unnecessary corrective maintenance; improved efficiency of preventive
maintenance; elimination of routine maintenance through design changes; and, better
focus of routine maintenance to eliminate or greatly reduce the occurrence of
equipment failures. The first portion also typically includes other essential planning to
ensure successful application of methods.
The second portion of the process involves defining important functions to preserve,
and prioritizing equipment failures that defeat the functions. Equipment failures are
prioritized through the assignment of a criticality ranking. The determination of
criticality is based on the relative severity of failure consequences that might include:
customer outages; equipment repair costs; instability of the system; environmental
impact; adverse publicity; and, regulatory sanctions. This portion of the process results
in the prioritization of equipment maintenance needs.
The third portion of the process involves assignment of routine maintenance tasks to
address the causes of critical equipment failures. In this step, the immediate causes of
equipment failure are identified, and appropriate maintenance tasks and frequencies
are assigned to address the causes. This portion of the process results in the
optimization of routine maintenance for high priority equipment.
The fourth portion of the process involves implementation of results. The first step in
the implementation process is to perform a comparison between the results of the RCM
study and all other activities associated with routine maintenance of the equipment.
For purposes of the comparison, activities associated with routine maintenance would
include any routinely performed activity such as: maintenance; regulatory
requirements; vendor recommendations; industry standards; management
commitments; and, operational tests, inspections and data recording. The results of the
comparison would identify new tasks to be added, modifications of current tasks or
frequencies, or deletions of current routine activities. The results of the comparison
constitute an optimal strategy of routine maintenance.
1.2 Background
Reliability Centered Maintenance was developed in the air transport industry about 30
years ago. The process was created in response to the need to reduce the burden of
routine maintenance on commercial air transport operations. At that time, it was clear
that traditional approaches to scheduled maintenance activities would require extensive
downtime for equipment. This would have resulted in uneconomical operations for the
airlines. As part of the process of developing a new approach to routine maintenance,
1-2
Introduction and Background
extensive research was undertaken to identify the causes, frequency, and patterns of
failure, so that these could be addressed in an optimal manner. The research efforts
resulted in the creation of RCM, a structured approach to development of an optimal
maintenance strategy that balances the cost of routine maintenance with the service
reliability that routine maintenance seeks to attain and preserve.
In the mid 1980s, EPRI investigated various industries to identify technologies that
could be successfully adapted for use in the electric utility industry. The effort was
undertaken by EPRIs nuclear power division. It was noted that the air transport
industry had key similarities with nuclear power. For example, both had a strong
emphasis on safety, and both were subject to intense regulatory scrutiny. The mature
RCM program from air transport was adapted successfully, and tested in several case
studies at nuclear power plants.
During the case studies, EPRI initiated several adaptations of the methods to more
closely follow the manner in which business was conducted in the electric utility
industry, and more specifically, for the nuclear generating facilities. With each
successive trial application, additional information was gathered about the applicability
of RCM for power generation. Insights were gained regarding the types of references,
tools and methods that would be appropriate to facilitate efficient application of RCM.
Two products developed as a result of this effort were the RCM Handbook, a reference
book of methods and data, and the RCM Workstation, a workstation for automating the
process of an RCM study.
In the early 1990s, EPRI initiated an industry wide effort with their membership to
migrate the RCM method and tools from power generation to power delivery. In doing
so, numerous modifications were made to methods, and new guidance was developed
to ensure efficiency in application. New data references were also required because of
the differences in equipment types. The software tools used in power generation were
largely recreated to support the different application of methods in power delivery.
The RCM Technical Reference for Power Delivery, and the RCM Workstation for Power
Delivery provide specific data references, guidance and tools necessary for successful
application of methods.
The adaptation of RCM to power delivery occurred very quickly. Just as quickly,
utilities started to apply RCM and obtain beneficial results. In December of 1995, EPRI
introduced a package of RCM methods, tools and references specifically adapted for
substations. At that same conference, many EPRI members discussed the results of
their application of RCM to substation equipment. In the spring of 1997, EPRI
completed an effort to incorporate distribution and transmission into the substation
package, thereby creating a comprehensive set of methods, data references, and tools
for the overall power delivery sector. Using these tools, utilities have begun to apply
RCM to overhead and underground distribution and transmission equipment.
1-3
2
CASE STUDIES
The following case studies are presented and examined in support of demonstrating the
applicability of Reliability Centered Maintenance (RCM) to distribution systems and
equipment. The benefits of RCM are discussed, and observations are offered as to the
compatibility of the RCM mind-set with the way in which distribution maintenance is
planned, conducted and managed. Each case study presents essential background for
the work and highlights results achieved and lessons learned. A separate section of the
report highlights insights and lessons learned from the case studies.
2.1 Case Study 1 - Duke Power
Duke Power is one of the nations largest investor-owned electric utilities, serving
approximately two million residential, commercial, wholesale and industrial customers
in a 20,000 square mile service territory in North Carolina and South Carolina. Duke
Power and their subsidiaries operate three nuclear generating stations, eight coal-fired
stations, 31 hydroelectric stations and numerous combustion turbine units. Their power
delivery system has more than 70,000 miles of distribution lines.
Background
The distribution system at Duke has experienced increasingly more restrictive budgets
in the areas of operations and maintenance during the past several years. To combat
the potential effects of reduced budgets on system performance, the application of RCM
was planned for the distribution system in early 1997. After acquiring support from
senior management, an RCM program was initiated, with the expectation of
maintaining service reliability in the face of a reduced budget for routine maintenance.
The decision to use RCM was made after more than two years of investigation and
deliberation on how best to reduce the costs of routine maintenance without reducing
system reliability. All planned RCM studies are expected to be completed in early 1999.
Objective
The overall objective of the RCM program was to develop and implement a
comprehensive routine maintenance program for the distribution system to reduce
costs while maintaining and improving system reliability. Another objective was to
2-1
Case Studies
determine how to incorporate RCM principles into overall management of the general
maintenance program.
Approach
The RCM program was kicked-off in August of 1997 with the establishment of a team
leader and development of a project plan. Shortly thereafter, consultants from EPRI
provided a short training course to introduce managers, maintenance personnel and
engineers to RCM principles, methods and technical approaches. This training served
to lay the foundation for a conceptual and technical understanding of RCM, and as a
means of gaining experience in practical application of methods.
The training also helped obtain buy-in from involved organizations, and provided an
important reference point for understanding the bases of future changes to be made to
routine maintenance as a result of RCM studies. The training helped enable the team to
effectively lead RCM studies, and make key decisions in both management and
technical aspects of the program.
The equipment group approach was selected because the maintenance program was
historically focused on equipment. It was believed that an equipment-based
methodology would be most consistent with the organization and management of the
maintenance program, thereby eliminating some potential obstacles to success.
Eight major equipment groups were targeted for RCM study. These groups consisted
of equipment types that had been selected on the basis of poor reliability and high
maintenance costs. The equipment groups were:
Transformers
Customer Ground Stations
Wooden Poles
Capacitors
Vaults and Manholes
Reclosers
Regulators
Gang Operated Switches
2-2
Case Studies
The overall program was scheduled for 12 months and included the analysis of each of
the equipment groups identified above. The expected complexity of each analysis
influenced the time required to complete each study, but generally each was expected to
take approximately one month from start to implementation. The EPRI RCM process
was followed, with minor variations to meet specific in-house considerations.
The general approach to completing the work involved a team leader facilitating a small
team of technical personnel focused on completing the work. One to three weeks after
initiation of a study, the team provided a set of draft recommendations for review.
Management reviewed all draft recommendations before an implementation plan was

drafted. Implementation of the RCM recommended strategies was immediate and in
accordance with a standard implementation process previously crafted. Performance of
each succeeding equipment study followed in a similar manner.
The resources assigned to the RCM project were derived from the time and quality
commitments which management deemed both appropriate and necessary. The
following highlights these resources:
A project manager assigned on a half-time basis to direct and manage the overall
program and to lead each of the studies.
An RCM team served as technical leads for completing specific studies, and also
served in an advisory capacity for review and support of other studies.
Members of the overall team were taken from the distribution system process support
staff and from each region. Smaller teams assigned to study specific equipment groups
were taken from this larger group. Each of the smaller teams was assembled with
careful consideration as to the technical experience of the members, in light of the
equipment group assigned for study.
Several measures were planned to assess the effectiveness of RCM after all results are
fully implemented. These specific measures included:
Percent of planned equipment inspections that are completed per year.
Percentage change in number of inspections planned in light of the changes in

budget assigned for equipment inspection and maintenance.
Reduction in equipment related outages.
2-3
Case Studies
Results
At the time of this writing, half of the studies are complete. Because changes in the
program of routine maintenance are implemented immediately, some results and
benefits associated with the effort are available for review. The following highlights
these benefits for each of the equipment groups where the study is completed.
CAPACITORS
In 1996 a System Voltage Quality Improvement Team (SVQIT) was initiated to

eliminate variations and inconsistencies in the distribution system voltage. SVQIT
recommended an increase in Mvar on the distribution system and an increased
commitment to the inspection of capacitors. As a result, over the last three years both
the number of capacitors and the number of inspections have increased, while the
budget for inspections has remained constant.
The RCM study in this area provided several important insights in support of the
capacitor inspection program.
There is a need to perform capacitor inspections in the spring to ensure that

capacitors are better prepared for the heavy summer loads they would experience.
This is expected to result in a reduction of the number of failures experienced during
this critical time period.
In-depth assessment of equipment condition with full-functional tests should

continue for all capacitor banks. These should also be performed in the spring, in
preparation for summer peak loads.
An ammeter test on banks with current limiting fuses should be rescheduled to take
place in the spring to ensure that they are in optimum condition to meet summer
peak loads. This was an attempt to reduce the high failure rate seen with this
specific equipment in previous years.
As a follow up to the RCM study, several other cost saving initiatives were
implemented. Previously, the inspection of capacitor banks was not effectively
coordinated to minimize drive time. The inspection program now promotes inspection
of all banks on a particular circuit to optimize the time of personnel assigned to this
inspection task.
The RCM study of capacitors is estimated to result in preventive maintenance cost

savings of more than 40%. This corresponds to annual cost savings of more than
$100,000.
2-4
Case Studies
CUSTOMER GROUND STATIONS
The RCM team assembled to focus on this equipment area reviewed best practices and
the state of the inspection and maintenance program for all substation grounds
maintenance. As a result, each substation was categorized and placed into one of four
inspection and maintenance levels based upon its visibility to the public and the
sensitivity with respect to aesthetics. Each category has a specific series of tasks
assigned to it. Through a redistribution of the inspection and maintenance program, it
is estimated that annual savings will amount to roughly $250,000. Along with these
cost savings, greater program-wide consistency between related maintenance tasks was
also achieved.
PAD MOUNTED TRANSFORMERS
The transformer preventive maintenance program treated all distribution transformers

as if they were the same. Both single phase and three phase transformers were held to
the same inspection practices. Operational inspections were annual and consisted of an
external cursory inspection. Comprehensive internal inspections were performed on all
pad-mounted transformers every six years.
Results of the RCM study recommended downsizing this inspection program. The
operational inspection remained applicable to all pad mounted transformers, but the
requirements for a comprehensive internal inspection were now only required for three
phase transformers. The annual frequency of the operational inspection was increased
to once every three years. In addition, the inspection procedures for each program were
revisited and several items were removed or modified to reduce the level of effort
required for successful implementation.
The number of operational inspection tasks decreased from 13 to 9, and the number of
comprehensive inspection tasks decreased from 24 to 13. These changes are expected
to result in savings of approximately $600,000.
Observations and Lessons Learned
Initial investigative and planning efforts at Duke Power showed that application of
RCM and implementation of results can be challenging. Some of the potential obstacles
included: management skepticism about results; lack of acceptance by technical
personnel; lack of follow-through with implementation; and failure to have dedicated
resources to implement the plan of action.
In practice, the results of each study were implemented immediately after completion.
This approach helped to eliminate many of the potential pitfalls recognized in the
planning stages. In addition, there was a focus on bite-size implementation, where
2-5
Case Studies
portions of the results were implemented in an effort to reduce administrative burden

and improve the ability to manage the process. The maintenance staff was able to better
cope with changes using this bite-size approach to implementation.
The metered approach to implementation not only helped improve the success rate of
adopting changes, but it also allowed the benefits of RCM to be observed much sooner.
This provided a great deal of impetus to continue the RCM studies and pattern other
implementation similarly.
Because of the success with distribution, Duke Power expects to extend the application
of RCM into the areas of substations and transmission. The distribution RCM team will
be involved in this technology transfer, and will use their results and lessons learned to
help establish a pattern of activities for the new areas of endeavor.
2.2 Case Study 2 - Detroit Edison
Detroit Edison, the principal subsidiary of DTE Energy Company, is the nations
seventh largest electric utility. Detroit Edison serves more than 2 million customers in
southeastern Michigan. Their 7,600-square-mile service area includes 5 million people
in an area stretching from the tip of Michigans thumb to nearly the Ohio border. The
companys distribution system covers 27,510 service miles and has approximately 2,573
circuits.
Background
The Detroit Edison distribution system has been a focus of concern because historically,
it is where most customer outages tend to occur. In the early 1990s, several storms led
to major outages that focused public attention upon the reliability of the system,
spurring an even greater interest in technology that could reduce the number and
duration of outages. Reorganization in 1994 led to the prospering of new ideas and a
revitalization of goals for the company. Management learned of RCM as a tool for
improving reliability through optimal preventive maintenance. A new group was
formed to provide focus to the implementation of RCM technology. This put the
company at an advantage right from the start by having total buy-in at the highest
levels of management, and a dedicated organization.
Objective
A two-pronged objective was established. The first part encompassed an investigation

of the applicability of RCM to distribution and to define the type of study that would
best suit their needs. Once this was accomplished, the focus shifted to conducting
studies with the objective of improving upon service reliability in the most cost-effective
manner.
2-6
Case Studies
Development of the Approach
With buy-in from the upper levels of management, there was a full commitment to
performing RCM studies of the distribution system. Initial studies relied solely upon
in-house knowledge of RCM. This knowledge was supported by experience gained in
an earlier RCM study of the transmission system.
In conducting the first study, a distribution system RCM analysis group was formed. It
was composed of supervisors and distribution system experts. The group held a series
of pre-analysis meetings to discuss RCM concepts, definitions, and methodology to be
used in the study, and to define the overall scope for the studies. The group carefully
examined the problems and lessons learned from the earlier transmission system study.
The review showed that although it was ultimately successful, it was very expensive
because of the amount of time required to complete. As a consequence, it was decided
that a more focused approach to RCM would be followed for the distribution system.
The first distribution analysis was performed on the high voltage service. The group
was expanded to include more than a dozen engineers and specialists. An experienced
RCM facilitator was called upon to conduct the study. The analysis was comprehensive
and detailed, and remained consistent with the planned approach. Nevertheless, the
study involved a great deal of deliberation over concepts and methodology, consuming
valuable resources that might otherwise have been spent on completing the work.
At the conclusion of the 1700 hour study, meetings were held to critique the results,
discuss the issues of implementation, and to identify areas which could have been
conducted more effectively and efficiently. Some conclusions of this study were: 1) too
much time was spent in the pre-analysis phase; 2) the study was done at a level that
was far too detailed; 3) the level of complexity was excessive and delayed completion of
work; and, 4) the use of experienced consultants could have accelerated the analysis
process and provided better focus and confidence for the activities. With a lack of
confidence in the effectiveness of the approach, a decision was made to use outside
RCM consulting support.
Consultants from EPRI met with key members of the team to provide a comprehensive
overview of RCM coupled with hands-on practical exercises in applying RCM methods.
This initial training and experience led the group to streamline its approach to RCM.
This change in approach reduced the need to make adaptations of the RCM process,
and provided additional focus to the groups efforts for greater efficiency.
As a result, the time to perform future studies was reduced from more than 500 hours
per study to approximately 60 hours. Plans for RCM studies were reduced from 18
four-hour sessions involving 15 to 17 engineers to 6 four-hour sessions of 2 to 3
engineers. The dramatic savings in time and resources provided encouragement for
management to continue to support RCM studies.
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Case Studies
Approach
After considerable experience with various tasks and techniques, a decision was made
to select a variation on the systems and program approach. Each approach uses the
same basic rules for decision-making, but represents a variation on the traditional RCM
theme. The system study focuses on building a program of routine maintenance for a
collection of equipment, and the program study focuses on optimizing the application
of a set of maintenance techniques for the equipment types within the system. The
system study and the program study go hand-in-hand to optimize the focus of
routine maintenance resources.
Systems Analysis
The definition of the distribution system was the entire overhead distribution system,
described as a set of equipment working together to accomplish a defined function.
The function of the system was identified as provide reliable electric service and
support customer satisfaction through operational excellence. Critical system failures
of this function were identified, and then the causes of these critical system failures
were analyzed.
Thirteen preventive maintenance programs were identified as providing protection of

the system function against failures. The preventive maintenance programs were as
follows:
Pole Top Switches
DAS Switches
Reclosers
Copper Wire Reduction
Secondary Improvement
Sectionalizers
Regulators
Capacitors Productive
Manhole Inspection
URD Inspection
Primary Switch Cabinet Inspection and Cleaning

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Line Clearance Program
Pole Top Maintenance Program
The following illustrates the RCM system approach used for the distribution system.
Table 2-1
Example System Approach
ELEMENT OF APPROACH RESULTS

System Boundaries Overhead distribution system
System Functions to Preserve Provide reliable electric service supporting customer
satisfaction through operational excellence
Critical System Failures Fails to support conductor
Fails to provide clearance (vegetation)
Fails to support equipment
Fails to provide voltage
Fails to regulate voltage
Fails to provide quality power
Causes Of Critical System Failures Defective support structure
Vegetation growth
Equipment failure
Open system ground
Faulty connection
Preventive Maintenance Program Line clearance program
Selection
Pole top maintenance program
Program Analysis:
The program approach was used to analyze subsets of activities that supported the
reliability of the distribution system. Each program was defined as a set of preventive
maintenance tasks that address the maintenance needs of a subset of the RCM system
serving a common purpose and requiring the same general type of maintenance.
As a result of the program analyses, many changes were made to elements of the
maintenance program. Condition monitoring, time directed, and failure finding tasks
are all now considered a part of the routine maintenance program. The decision to
select a particular type of task is based on expected positive return on investment.
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Design changes were also considered when the analysis showed that it could reduce the
amount of maintenance needed to maintain adequate levels of reliability. The following
shows an example of a program analysis as applied to Pole Top Maintenance.
Table 2-2
Example Pole Top Maintenance Program Analysis
ELEMENT OF THE APPROACH RESULTS

Function to Preserve Support conductor
Support equipment
Provide proper grounding
Equipment integrity
Critical Failures Fails to support conductor
Fails to support equipment
Inadequate path to ground
Contaminates the environment
Causes of Critical Failures Broken cross arm/brace
Rotting pole top
Excessive primary wire sag
Open system ground
High ground resistance
Broken support equipment
Groundline decay
Broken insulator
Failed arrester
Faulty connection
Leaking tank
Floating primary
Task Selection: Condition Monitoring Infrared inspection
Task Selection: Time Directed Line patrol of circuits (visual
inspection)
Task Selection: Failure Finding Line patrol of circuits (visual
inspection)
Sonic/boring test
Design Changes Upgrade construction
Upgrade wire size
Improve lightning protection
Provide animal protection
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Results
An example of the before and after picture of pole top maintenance shows some of the
results achieved at Detroit Edison. As shown in Figure 2-1, there is an expected
reduction in the number of outages and cases of downed wire. As expected, there is
less improvement in prevention of downed wires, and a dramatic improvement in
prevention of outages.
Table 2-2 shows that a program of pole top maintenance, addressing between 10% and
20% of the circuits each year, is optimal in terms of cost-effectiveness. As shown, there
is a small margin between the cost of pole top maintenance and the savings attributed
to the program, however, the larger reduction in short-term outages and the modest
improvement in preventing downed wires is sufficient to warrant continued
implementation of the program. This is especially true in light of the overall function of
the distribution system. An important part of that function is a focus on providing
excellence in customer service.
Figure 2-1
Effect of Pole Top Maintenance - Cumulative Over a 5 Year Period (Annual Impact
of Current Year Program, Based on 5.7 Years)
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Figure 2-2
Pole Top Maintenance Optimization
A great deal of time was spent planning the approach to RCM. Through a set of limited
success studies, the strategy evolved into a two pronged effort involving a blend of the
system and program approaches. Considerable time was spent finding the right
approach to optimizing routine maintenance. The overall experience helped unite
management and technical personnel on the viability of RCM as a tool for streamlining
the routine maintenance program to achieve both cost savings and increased customer
satisfaction.
2.3 Case Study 3 - PECO Energy
PECO Energy is a publicly owned utility with more than 195,000 stockholders. They
provide electric service to more than 1.5 million customers within a 2,340 square mile
service territory in Pennsylvania, which includes the city of Philadelphia, Bucks,
Chester, Delaware, Montgomery and southern York counties. The Company operates
nine electric generating plants, a gas storage plant, and a liquefied natural gas storage
plant. It also owns a portion of three major power plants operated by other utilities. It
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maintains approximately 540 substations, 12,588 miles of aerial lines, and 20,748 miles
of underground cable.
Background
The PECO Power Delivery Group learned of RCM through its Nuclear Group that had
used the technology to successfully implement a cost saving preventive maintenance
program for its power plants. Due to its success, PECO decided to apply RCM to its
power delivery system, first to its substation and transmission groups, and then to its
distribution system.
Before 1995, maintenance of the power delivery system was decentralized whereby each
region managed its own resources and concerns. Priorities and commitments focused
more heavily on new capital projects and replacements and less on maintaining
installed equipment. A reorganization of PECO in 1995 created an opportunity to
establish a centralized maintenance program for power delivery across the company.
PECO had long recognized the success of RCM in nuclear generation, so it was decided
that RCM provided the most sensible way to begin developing a program for
distribution and transmission systems. The methodology at the heart of RCM appeared
to represent a good starting point for the development of a consistent approach to a
maintenance optimization process.
The interest in RCM led to participation in an EPRI project developing RCM for the
substation area. The success of this project encouraged PECO to undertake broader
expansion of RCM into the power delivery system in general. To ensure that the
specifics of the RCM approach met the needs of company culture, and maintained a
satisfactory level of consistency with the industry, consultants from EPRI were engaged
to help guide portions of the program development. This interaction led to the use of
Maintenance Templates as the preferred method of organizing and documenting
analysis results.
Objective
PECOs primary objective was to study the distribution system and find a way to
optimize overall resources. There was also a specific need to consolidate tasks and
enhance the focus of tasks to address critical failures of the system. RCM was viewed as
a means of accomplishing this while maintaining/improving reliability. It was also
expected that the overall expenditures for routine maintenance could be reduced based
on the optimization and refocusing of routine tasks. Two full-time engineers were
assigned to perform RCM studies. The goal was to complete the studies within a one-
year period. The following were some of the more important issues that led to the
decision to explore the use of RCM in power delivery:
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Decentralization of the maintenance organization highlighted regional differences in

maintenance practices and philosophies. This led to inconsistencies in the routine
maintenance program that reflected non-optimal use of resources.
Priority and commitment of management shifted away from capital improvements

and replacements towards enhanced maintenance.
To better understand RCM technology and how it fits into the maintenance
program, PECO began its effort during an EPRI RCM project for substations.
Approach
At the outset of the work, EPRI consultants met with management and technical leads
to familiarize them with the concepts and methods used in RCM, and assisted in
identifying uses of the technology. A training and familiarization course was provided
to managers and maintenance/engineering leads. A basic needs assessment was also
conducted to help highlight areas where RCM would provide value. A preliminary
process plan, previously developed by PECO engineers was also reviewed. Insights
from this preliminary training and assessment activity helped enhance the preliminary
process plan, and establish a solid basis for broader application of RCM.
Of the various approaches used in RCM, an equipment approach was elected because
it matched best with the organization and management of the routine maintenance
program. A review of the overall power delivery system was made to identify all
significant equipment so that it would be encompassed by the studies. The power
delivery system was divided into its components: substations, distribution, and
transmission. The primary focus was to develop Maintenance Templates for each
significant equipment type of the three areas.
Subsystems were identified within each of the components of the power delivery
system. Functions were identified for each of the subsystems, and then a functional
failure analysis was performed. Failures of specific equipment types were then
associated with each subsystem functional failure. For each equipment type, a
criticality ranking was assigned to the failure modes, and failure causes were identified.
Appropriate routine maintenance tasks were selected using standard task selection
logic. A comparison was then made with current routine program tasks and
manufacturer recommended tasks in order to develop a final routine task strategy.
After the final routine strategies were developed, Maintenance Templates were created
for each of the equipment types.
Field personnel and area experts were asked to review and validate the results before
formal documentation was entered in the program. Sets of performance indicators
were also defined to provide benchmarks for monitoring program effectiveness.
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Maintenance Templates
The development of Maintenance Templates was an important part of the task

optimization process because it provided a convenient form of documentation, and
eliminated unnecessary duplication of study efforts. In addition, the templates allowed
for easy verification of the consistency between tasks, for an equipment type, in light of
factors that might influence variances among tasks and frequencies assigned to an
equipment type.
The Maintenance Template process resulted in the development of a single page

summary of the routine maintenance strategy for each equipment type. The format of
the template is shown in the table below.
Equipment Type: Oil Breaker Make/Model: Brand A/5024
Application: Feeder Criticality Level: Medium

Usage: Normal X X
Heavy X X
Load: Normal X X
Heavy X X
Routine Tasks Task Frequencies
Condition Monitoring Tasks:

Ductor test 5 I.O.F. 5 I.O.F. 1K Op or 500 Op or
5 I.O.F. 5 I.O.F.
Timing test 5 I.O.F. 5 I.O.F. 1K Op or 1K Op or

5 I.O.F. 5 I.O.F.
Time-Directed Tasks:
Clean, inspect, lubricate and 5Y 5Y 1K Op 1K Op
exercise
Heater check 1Y 1Y 1Y 1Y
Failure-Finding Tasks:
None NA NA NA NA
Design/Operational Changes:
Remote breaker position Each Op Each Op Each Op Each Op
verification
I.O.F. = Interruption of Fault; Op = Operation/Operations; Y = Year; K = 1000
Figure 2-3
Example Maintenance Template - Distribution Feeder Breaker
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As shown in the table, the routine program of maintenance can be varied based on
factors such as environmental conditions and usage that might influence the need for
routine maintenance.
Results
Based on the RCM studies, a total of 26 tasks were eliminated from the routine
maintenance program, and 96 modifications to tasks were made. Some PM tasks were
also added to compensate for tasks that did not provide adequate protection against the
causes of critical failure modes. In other cases tasks were added as a replacement for
less cost-effective tasks. There were also cases where no cost-effective tasks were
identified for potentially intolerable failure. In these cases, a redesign was
recommended as a cost-effective countermeasure.
The RCM studies resulted in over $500,000 annually, as shown in Figure 2-4 below. In
addition, the failure-related aspects of the study results were found to be valuable in
supporting the root cause analysis program.
Network
33%
Batteries
0%
Circuit
Breakers
Transformers
67%
0%
Figure 2-4
RCM Program Benefits
Full time dedicated people performing the studies was seen as an essential element to
success. Experience in this case showed that the focus required to obtain proficiency,
and the ability to make decisions consistently was directly attributable to having a
dedicated staff.
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Equally important was the presence of an RCM expert at each review meeting. Having
such a skilled person involved in the technical reviews helped ensure consistency with
the RCM philosophy, and prevented unwarranted changes to the study results. It also
helped maintain the presence of a questioning attitude. This questioning attitude was
valuable in preserving an open mind that defended against business as usual.
Template development must include input from field personnel. Field personnel will
be the end user of the RCM study results. Therefore, they must have input into the
process of development. This will help ensure acceptance of the final product.
The other reason for field personnel involvement is their wealth of practical knowledge
about equipment operations, failure modes, causes of failure, and effectiveness of
routine maintenance tasks. Although the RCM philosophy requires that maintenance
personnel be involved in the process, the value that they can contribute cannot be over
emphasized.
2.4 Case Study 4 - United Illuminating
United Illuminating maintains approximately 102 miles of overhead transmission lines

and approximately 17 miles of underground transmission cables. The Company owns
and operates 25 bulk power substations and 40 distribution substations. There are 3,150
miles of distribution lines and 130 miles of underground distribution lines in the
companys systems.
Background
In preparation for a competitive marketplace, United Illuminating (UI) set out to re-
engineer several areas of company operation. As with many utilities, aspects of the
routine maintenance program were identified as needing improvement. In particular,
the routine program consisted primarily of time-directed tasks, with little emphasis on
use of predictive technologies. In addition, there was no common approach to program
management across the company, and the historical maintenance records were limited
in quality and availability.
Maintenance was targeted for special focus due to it key role in both service reliability
and cost control. Interest in RCM was promoted by insights gained during an EPRI
conference regarding RCM application to power delivery assets.
Objectives
The general goal of the RCM application effort was to restructure the approach to
planning and conducting routine maintenance to promote high return in service
reliability for the lowest justifiable costs. It was also desired that the outcome of the
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effort provide a springboard for a living maintenance program, where the program
could be continually optimized over the long term. Consistent with the idea of getting
high return on investment of routine maintenance, UI sought to establish a technical
approach to RCM that would offer substantial results for a reasonably small investment
of effort. In addition, it was recognized that study results would need to be achieved
and implemented quickly to demonstrate value and promote acceptance of methods.
Approach
A key to formulating an acceptable approach was the accumulation of information

regarding RCM methods and experience. UI representatives attended an EPRI RCM
conference where member utilities presented results and insights from application of
RCM to power delivery systems and equipment. Two approaches presented at the
conference were considered for implementation at UI: system and equipment group.
The equipment approach appeared to be easily understood, simple to manage, and

compatible with the manner in which the overall maintenance program was organized
at UI. After careful consideration, the equipment approach was elected since it was
expected to offer an easier method, and require less effort to complete. The likelihood
of completing RCM study, and the general acceptability of methods were two key
factors in making the decision to use the equipment approach.
EPRI consultants provided RCM training and consultation for key UI participants. This
support effort provided practical training in RCM methods and hands-on experience in
conducting studies. In addition, limited consulting on the scope of studies and use of
methods was also provided. Using additional insights from the training and practical
exercises, UI sought to streamline the technical approach to achieve highest return in
benefits for the lowest investment in analysis effort.
The streamlining effort centered around completing RCM studies in a reverse manner
where focus was made on identifying the causes of equipment failures, through
examination of current program activities, then ensuring that the most cost-effective
tasks were applied to address the causes of equipment failures. The core assumption in
the reverse RCM process was the effectiveness of current maintenance tasks in
addressing failure causes, and the expectation that optimization could reduce costs
without unreasonable risk to service reliability. The determination of program
effectiveness was based on high reliability of the system attributed largely to the current
routine maintenance program.
The reverse RCM method employed by UI involved listing current routine

maintenance tasks and the dominant causes of failure they address. The failure modes
associated with each failure cause were identified, and assigned a criticality based on
consequences. Failure modes worth avoiding were deemed critical. Task selection
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logic was then applied for all causes of critical failure modes to build an optimal
program of routine maintenance.
One person was assigned to lead the RCM analysis project full-time, with several
additional subject area experts supporting the project on an as-needed basis. The
general time frame established for project completion was six months.
Results
The optimization effort, using the reverse RCM approach, required three months to
complete. This effort included the analysis of eight routine maintenance programs and
all major equipment items. The project was completed well within the expected
schedule, specific benefits were obtained, the majority of results were immediately
implemented, and a baseline of experience was obtained to support continued
enhancement of the program and process in the future.
The following general program areas were addressed during the study:
Routine Inspections
Protection, Metering, and Control
Personal Protection
Predictive Maintenance Technologies
The following distribution programs and equipment groups were analyzed:
Line Clearance
Infrared
Reclosers
Regulators
Distribution Rights of Way
Distribution Cables
Pole Top Capacitor Banks
Wood Poles
Network Equipment
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Fault Indicators
Distribution Feeder Relays
The following tables highlight examples of routine maintenance tasks before and after
the RCM studies. In many cases, insights regarding benefits, costs and perceived risks
are noted.
Table 2-3
Line Clearance Program
CURRENT TASK Frequency NEW RCM TASK Frequency

Trim entire system 5 years Three-phase main line: 4 year cycle, circuit
Performance-based Trim trimming
Visual Inspection 5 year cycle
Three-phase fused side tap: 4 year cycle, circuit
Single-phase side tap: 8 year cycle, circuit
Benefits: $320,000 annual savings based on 20% reduction of line clearance program
work annually. Residential side taps will be less susceptible to complaints about
excessive tree trimming.
Risks/Expenses: Order change required with state department. Storm restoration:

outage duration and storm cost may marginally increase. Possible decrease in
residential customer satisfaction because of minor increase in outage restoration times
(due to side tap outages). Some increase in liability risk is expected.
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Table 2-4
Recloser/Recloser Control Maintenance

Replace oil 5 years Perform oil quality test (dielectric, color) 7 years or 15
fault operations
Internal inspection 5 years

Inspect internal barrier 5 years
boards
Ductor Recloser 5 years Ductor 7 year cycle
Visually inspect/clean 5 years Visual inspection for damage (bushings, 7 year cycle
outside of recloser corrosion, oil leaks)
Paint insulation on 5 years Visual inspection of paint 7 year cycle
recloser top/ change
leads if not yet done
Functional test recloser 5 years Functionally test recloser and recloser 7 year cycle
controls
Infrared inspection Annually Infrared inspection Annual
Visually inspect recloser Monthly Visually inspect recloser and control, Quarterly
operations counter, perform battery test
Benefits: Diagnostic maintenance is done based on time and recloser operations. This
should result in approximate annual savings of 720 worker hours.
Risks/Expenses: Minor risk associated with not visiting reclosers monthly for
inspection. The amount of time that a recloser may have an unknown control-related
failure is increased. The risk is an increased number of customers out of service, in the
event of failure. Determining the correlation between breaker duty and recloser
condition is not known with certainty. The frequencies specified are to be revisited and
adjusted as failure experience and as-found conditions would suggest.
Table 2-5
Cable Inspection

Inspection of entire 5 years Substation Cable Pits & Annual
distribution cable Manholes: Cable Inspection
system
13.8kV Cables: Underground 10 year cycle and based on
Cable Inspection cable performance
13.8kV Cables: Aerial Cable 5 year cycle and based on
Inspection cable performance
4kV Cables: Cable Inspection Based on cable performance.
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Benefits: Cable inspection interval extended from five to ten years for 13.8kV cables.
Less cable required to be inspected annually. Manhole maintenance reduced by
approximately one-third by extending frequency to 10 years.
Risks/Expenses: Extending the frequency of these program activities is expected to

involve only a minor increase in risk.
Table 2-6
Pole Top Capacitor Bank Inspection

Radio controlled Annual Control radio controlled Annual, before summer
13.8kV Capacitor capacitor banks remotely via
Banks: Functionally SCADA; investigate further if
test capacitor bank Var change is not satisfactory
from local test
transmitter and
remotely from dispatch
Visually inspect all Quarterly Visually inspect all pole top Semi-annual
capacitor banks capacitor banks
Infrared inspection Annual Infrared inspection Annual
Benefits: Utilization of SCADA PFC control for functional test. This will require
approximately 160 fewer worker hours each year that can be applied to higher risk
items. Extending visual inspections from 3 to 6 months will save approximately 120
worker hours annually.
Risks/Expenses: None expected.
There were a number of observations made during the conduct of the RCM study at
United Illuminating. The following highlights items of interest, and lessons learned
from the application of RCM to the distribution system:
The cost of introducing predictive maintenance can be higher than expected in the event
that the use of such tools is recommended, and they are not currently employed. Initial
costs of acquisition, training and start-up must be considered when making cost-
effectiveness determinations.
A lack of historical records of maintenance activities made the RCM study more
challenging because failure causes and frequencies were not readily discernable. The
unavailability of maintenance cost records also made it more difficult to quantify the
benefits of implementing RCM. Having a general idea of the cost of routine tasks, and
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the failure costs avoided helps quantify potential savings attributable to changes in
routine maintenance activities.
The availability of a skilled and experience technical staff makes the conduct of RCM
efficient and provides greater assurance of quality results. The knowledge and insights
of the technical staff are necessary to identify causes of failure, assess the effectiveness
of various maintenance strategies, and determine appropriate frequencies.
Commitment of management and technical personnel to the re-engineering effort was a

key to successful application of RCM. The level of planning, and the clear objectives of
the effort were instrumental in acquiring and maintaining a high level of commitment
and enthusiasm.
Discussions with other utilities using RCM methods were beneficial in identifying
appropriate paths to successful adaptation and application of methods. As a minimum,
the discussions with others helped identify potential pitfalls, so they could be easily
recognized and avoided.
From the start, the RCM method and process was viewed as more than just a way of
developing an optimal routine maintenance program. RCM was perceived as a
decision-making mind set to promote long-term program management, with an eye
toward continual performance improvement.
Changes to the routine maintenance program focused on:
Equipment performance trending to direct routine tasks
Increased use of predictive and diagnostic techniques
Understanding and managing risk
It is believed the limited effort expended during the RCM studies resulted in
considerable progress toward optimization of routine maintenance. It is estimated that
80% of the potential benefits were achieved by expending only 20% of the total effort
required to fully optimize the routine maintenance program. Additional optimization
efforts will be made where deemed necessary in the future, however, optimization on a
continuing basis will be imbedded in day-to-day management activities.
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3
INSIGHTS AND LESSONS LEARNED
The case studies presented in the previous section highlights technical results, issues
addressed, and some general observations about the suitability and effectiveness of
reliability summit maintenance for distribution equipment. In this section, an attempt
has been made to summarize insights and lessons learned, and travel late these to be
general power delivery sector, and more specifically to distribution equipment.
3.1 Staffing
A general observation regarding staffing of our RCM efforts is that a dedicated staff is
preferred over a staff with competing interests and parallel duties. In each of the case
studies, staffing was adequate, and in most cases full-time and dedicated. As with any
other project activity, this would promote achievement of project objectives by
eliminating potential competing interests, and providing adequate focus on project
activities. The far-reaching implications of a strong maintenance program warrant the
use of dedicated staff.
3.2 Management and Technical Support
Management commitment was an essential element of success for the RCM efforts. In
some cases, the commitment was specific to RCM. In other cases, the commitment was
to restructuring of company activities or improving customer satisfaction level. In any
case, the presence of management commitment was essential to success.
Each of the RCM studies was completed with some level of support from the technical
staff. This support was key to success in each case. In addition to general knowledge of
equipment failures, the technical staff was invaluable in providing insights regarding
specific failure histories where written records were insufficient. They also offered
insights regarding effectiveness of routine tasks, suitability of design changes, and
appropriate task frequencies. The level of support from technical staff was also directly
responsible for added efficiency in conducting the studies.
3-1
Insights and Lessons Learned
3.3 Planning
Sufficient planning was a common element of success in the case studies. Common
planning activities for several of the case studies included attendance at conferences
and seeking the counsel of experienced RCM practitioners. In each case, the utilities
completed considerable planning efforts and augmented the planning with additional
insights and experience from other utilities as well as consultants in the field.
3.4 Technical Approach
Each of the utilities took a somewhat different approach to organizing the work and
completing RCM studies. In the four case studies, the equipment group approach, the
system approach, and the program approach were used. In the case of Detroit Edison, a
combination of the system and program approach was used. In the case of United
Illuminating, an equipment group approach was used with a variation that included
working the RCM process in reverse.
Variations in technical approach reflect preferences of technical managers and efforts to

accommodate program management styles. The differences in the technical approaches
strongly suggests that although the basic RCM process and rules are standard, they
have sufficient flexibility to allow each utility to adapt the methods in a manner that is
believed to be most conducive to the way of conducting business.
It is suggested that personnel reviewing the case studies take a similar approach. The
technical approaches can be reviewed and adapted as necessary to suit the particular
needs of the utility. The key to success is knowing the tenets of RCM and making
certain that adaptation of methods doesnt violate the basic RCM philosophies.
3.5 Challenge of the Work
In several cases the process was noted as being challenging in nature. Although there
were a number of technical challenges, it can be seen in several cases that the most
challenging aspect of the work was getting organized, acquiring data, and settling on an
approach. Using the experience of others was key to addressing the challenges of
startup activities. Additionally, the challenges of startup were also overcome after some
level of hands-on experience was acquired. This suggests the use of a pilot study is a
good way to acquire experience and validate technical approaches. The pilot study can
also be an excellent way to exercise relationships with participating organizations, in a
limited way, before full application of RCM is undertaken.
Another challenge of the process was the absence of quality failure history and cost
data. Although this added some degree of difficulty to the process, each utility was
able to proceed with RCM studies in the absence of plentiful quality data. One of the
3-2
distinct benefits of RCM is that data needs will be specifically identified as a result of
the studies. Having this data available in the future should add focus to data
management efforts crucial to effective long-term management of the routine
maintenance program.
3.6 Implementation
Implementation of study results is a necessary part of the overall process of

optimization, but often is a focus of efforts after most RCM studies are completed. In
each case study, RCM study results were implemented shortly after the completion of
studies rather than waiting. Near term implementation of study results has provided
distinct benefits.
One of the benefits of near term implementation is the ability to show results early in
the process. This helps foster continued support for the process by both management
and technical organizations involved. Another benefit of immediate implementation is
early access to lessons learned that may have an impact on how the technical work is
completed.
From a practical standpoint, if the results cannot be effectively incorporated into the
routine maintenance program, then it makes little sense to proceed with additional
RCM studies. Early implementation of results helps provide assurance that results of
future studies can be reviewed and incorporated with success.
3.7 Selecting a Scope of Work
Several factors were taken into consideration by each utility when selecting the scope of
the RCM studies. Among these factors was the potential return on investment
expected. Two areas consistently considered were cost savings through reduction in
required routine maintenance, and concerns about service reliability and customer
satisfaction. For Detroit Edison, it was important to enhance customer satisfaction
levels through elimination of maintenance preventable failures of the distribution
system. In the case of United Illuminating, high service reliability had already been
achieved, and the primary focus of the efforts was optimization of resources.
In many cases, and there are other factors influential in the selection of work scope. For
example, showing positive results early helps to gain and retain management support
for the program. Although this may not be viewed as an entirely valid criterion for
selecting a scope of work, it certainly would be useful in prioritizing the work.
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3.8 Quantifying Results
Care should be taken when considering the quantitative results of optimization efforts.
Often data is unavailable to support accurate figures with respect to cost savings and
improvement in reliability. Cost savings are also dependent upon several factors
including accurate assessment of efforts associated with routine maintenance, efficiency
of implementation in the field, and accurate assessment of the effort associated with the
final optimized strategy of routine maintenance. If any one of these factors is in
question, the validity of quantified results can be drawn into question.
Most importantly, there are a number of other factors that cannot be quantified with
any degree of certainty. Although these factors contribute to cost-effectiveness of the
routine maintenance program, it is difficult to quantify their impact. Therefore, they
often do not get reported or otherwise accounted for when expressing the results of an
RCM study. Such factors include:
Improvement in equipment/system reliability and availability: In the absence of

accurate reliability data, it is difficult to estimate with confidence the impact of routine
maintenance on equipment reliability/availability. Although it is easier to estimate
increases in equipment availability attributable to changes in routine maintenance, this
is also problematic. Both reliability and availability are probabilistic in nature, therefore
quantifying benefits in these areas is very difficult.
Minimizing opportunities for introduced failure: Another distinct benefit of RCM is

the focus on use of condition monitoring techniques and other tasks of a non-intrusive
nature. It is difficult to estimate the improvement in equipment performance associated
with activities that are hands off in nature. Only a detailed analysis of insights from
the field would suggest the incidences of human error that might be eliminated through
selection of hands off maintenance alternatives. Such improvements in human
factors will provide benefits, however they are rarely seen as a result of an RCM study,
and they are difficult to quantify with reasonable assurance.
Enhanced implementation: As a result of an RCM study, routine tasks as associated

implementation practices are examined. In many cases, the manner in which a routine
task is implemented has a large influence on the relative cost-effectiveness of the task.
For example, a simple cabinet inspection is relatively inexpensive to perform. If the
cabinet inspection also involves tightening electrical connections and making various
adjustments, not anticipated by the maintenance planner, then the level of effort
associated with cabinet inspections will be substantially higher than originally
anticipated. There are many opportunities during an RCM study to identifying more
efficient ways of implementing routine maintenance. Since these are not strictly a part
of the RCM process, they are often not accounted for when quantifying the benefits of
RCM.
3-4
3.9 Staying Consistent with the RCM Philosophy
An issue shared by several of the utilities was consistency with the RCM philosophy. In
several cases, difficulties were encountered because of disagreements between the
methods considered, and the standard philosophy of Reliability Centered Maintenance.
In each case, staying consistent with the philosophies of RCM paid dividends in terms
of efficiency of the studies, consistency of results, and enhanced focus on addressing
failures. Staying consistent with the philosophies of RCM also provided greater ability
to communicate with other utilities and compare notes.
3.10 Long Term Management
Technical results of the case studies strongly suggest that RCM can provide a means to
achieve immediate short-term optimization of routine maintenance. For several
utilities, RCM was recognized in the planning stages as an effective philosophy for
consistent long-term management of the program. Others learned of this through
experience in applying the methods. In either case, it is important to note that RCM is
more than simply a technical method for developing an optimized routine maintenance
program. It also can serve as a mind-set for the long-term management of routine
maintenance. Many of the structured decisions associated with RCM studies can be
used on a daily or periodic basis to effectively support maintenance program
management.
For example, RCM defines maintenance tasks based on known causes of failure. The
effectiveness of tasks is determined based on careful consideration of failure causes that
are reasonably likely to be experienced. In the event that additional routine tasks are
proposed to supplement an optimized strategy, the same structured decision process
can be used to validate the technical integrity and cost-effectiveness of such proposed
tasks. To accomplish this, the reviewer simply identifies the causes addressed by the
proposed tasks, and makes a determination of whether these causes are already
addressed by the current strategy, or whether the causes are reasonably likely to
happen. If the causes are already addressed, or they are not reasonably likely to
happen, then in the proposed tasks can be safely rejected.
3.11 Expanded Application of RCM
It is expected that application of RCM will be extended to address substations and

transmission for those utilities that have only applied RCM to distribution. This
suggests the recognition of distinct benefits, and the general applicability of RCM to
other areas of power delivery.
3-5
4
CONCLUSIONS
Reliability centered maintenance has been shown to be an effective tool for the
optimization of routine maintenance in the area of distribution. The scope of studies
included active equipment, such as switches, as well as passive equipment, such as
wood poles. In each case, there were considerable benefits obtained. Experience with
RCM suggests that there are several valid approaches to application, including
systems and programs. Irrespective of the manner of organization, RCM appears
to be sufficiently flexible to provide the same level of benefits as when conducted using
the equipment approach.
RCM benefits are recognized in tangible areas such as cost savings. Annual savings in
the range of several hundred thousand dollars are not uncommon. Less tangible
benefits such as customer satisfaction have also been noted. Several cases show careful
assessment of benefits weighed against the cost of routine measures. In some cases, an
expected increase in the level of risk was weighed against the anticipated cost savings.
Even in the absence of abundant quality cost and failure data, the utilities are
sufficiently confident to move forward with implementation of results.
Insights from the case studies strongly suggest using the experience of others in the
planning stages of an RCM program. Effective training and a clear understanding of
the RCM philosophy is key to success. EPRIs investment in methodology
development, and the availability of senior consulting support from EPRI was essential
to successful startup in each case.
When properly applied, RCM can optimize routine activities, and serve as a
springboard to support longer-term management needs. The results of RCM studies
highlight key data for long term management. Some of the guidelines for decision
making during RCM studies can be used for decision making in established programs,
even if no formal RCM study is ever conducted.
The philosophies of RCM, and the technical approach to its application are simple and
based on commonly accepted principles of wise decision making. To maximize efficient
application, the method can be flexed somewhat to suit particular needs, but it is
imperative that the core principles remain unchanged. Sufficient experience in the
industry shows that EPRI methods are sound and it is counterproductive to attempt to
reinvent the basic principles that have served the industry so well.
4-1

RCM For Distribution Systems - Case Studies

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Reliability Centered Maintenance for

(RCM) Distribution Systems and

Final Report, May 1999

EPRI Project Manager

ORGANIZATION(S) THAT PREPARED THIS PACKAGE

This report was prepared by

This report describes research sponsored by EPRI.

Sincere appreciation is expressed to the following individuals for their willingness to

Haukur Asgeirsson and Tony Slominis, Detroit Edison

Tony Adcock, Duke Power

Giuseppe Termine, PECO Energy

Christian Bilcheck, United Illuminating

1 INTRODUCTION AND BACKGROUND............................................................................ 1-1

2 CASE STUDIES................................................................................................................. 2-1

3 INSIGHTS AND LESSONS LEARNED ............................................................................. 3-1

Table 2-1 Example System Approach ...................................................................................... 2-9

Reliability Centered Maintenance (RCM) is a structured approach to optimizing the use

In addition to results achieved, the report highlights successful planning, impediments

1.1 Overview of the Process

2.1 Case Study 1 - Duke Power

Customer Ground Stations

Vaults and Manholes

Gang Operated Switches

Management reviewed all draft recommendations before an implementation plan was

Percent of planned equipment inspections that are completed per year.

Percentage change in number of inspections planned in light of the changes in

Reduction in equipment related outages.

In 1996 a System Voltage Quality Improvement Team (SVQIT) was initiated to

There is a need to perform capacitor inspections in the spring to ensure that

In-depth assessment of equipment condition with full-functional tests should

The RCM study of capacitors is estimated to result in preventive maintenance cost

CUSTOMER GROUND STATIONS

PAD MOUNTED TRANSFORMERS

The transformer preventive maintenance program treated all distribution transformers

Observations and Lessons Learned

portions of the results were implemented in an effort to reduce administrative burden

2.2 Case Study 2 - Detroit Edison

A two-pronged objective was established. The first part encompassed an investigation

Development of the Approach

Thirteen preventive maintenance programs were identified as providing protection of

Pole Top Switches

Copper Wire Reduction

Primary Switch Cabinet Inspection and Cleaning

Line Clearance Program

Pole Top Maintenance Program

ELEMENT OF APPROACH RESULTS

ELEMENT OF THE APPROACH RESULTS

Observations and Lessons Learned

2.3 Case Study 3 - PECO Energy

Decentralization of the maintenance organization highlighted regional differences in

Priority and commitment of management shifted away from capital improvements

The development of Maintenance Templates was an important part of the task

The Maintenance Template process resulted in the development of a single page

Equipment Type: Oil Breaker Make/Model: Brand A/5024

Application: Feeder Criticality Level: Medium

Condition Monitoring Tasks:

Timing test 5 I.O.F. 5 I.O.F. 1K Op or 1K Op or

I.O.F. = Interruption of Fault; Op = Operation/Operations; Y = Year; K = 1000

Observations and Lessons Learned

2.4 Case Study 4 - United Illuminating

United Illuminating maintains approximately 102 miles of overhead transmission lines

A key to formulating an acceptable approach was the accumulation of information

The equipment approach appeared to be easily understood, simple to manage, and