Renewable Generation. Coordination between the Monitoring Centers and O&M.

When we talk about monitoring and diagnostic centers (MDCs) in the industry, we tend to focus on the more technical aspects: the production process and the technology needed to handle and analyze the data from it.

However, after a year in which telework has become real for many, we already have a clear idea of how the lack of direct human contact affects the performance of organizations.

In the field of remote monitoring, where the centers are usually located far away from the supervised plants and farms, this aspect is a boundary condition to be taken into account from the design stage. The human factor is the third element in the equation, and the relationship between the members of the CM&D-O&M tandem (operation and maintenance) is key both for achieving the objectives of the supervision process (maximizing plant profits) and for the survival of the center.

The relationship model must avoid falling into any of the following defects:

• Staff perceives that the CM&D monitors their performance.
• A "competition" is established to see who knows the facility better or is more attentive to it.
• The information that CM&D provides to the plant is not what they need, or does not align with their O&M strategies.

The relationship between both parties must be based on trust, supported by these pillars:

• The CM&D is at the service of the facility: For example, channels should be sought so that the information needed by the CM&D is either already available or causes the least disruption to the plant.
• The main function of the CM&D is to provide timely and reliable information about what it observes in the process.
• Plant decisions are made by the operation and maintenance managers, based on the information provided by the CM&D, as well as other information that the plant itself may have (e.g., spare parts needs or energy deliveries).

In order to build this climate of mutual trust, the following guidelines are proposed:

1. Plant and CM&D managers should encourage communication at all levels of both organizations, avoiding the temptation to control all information entering/leaving their organization.
2. The CM&D team must have a good knowledge of the process and of the facility itself, or other similar facilities.
3. Periodic contacts between the organizations should be promoted, favoring mutual knowledge and exchange of needs and points of view.
4. It is recommended that the monitoring tools are also available in the plants, providing adequate training to selected persons within the plant team. Even if day-to-day operations do not allow their continuous use, it ensures transparency.
5. The facility should feel free to request certain analyses or studies to improve its production process.

Author: Alberto Martinez Zabaleta - Former Director of CSO&M, Naturgy Generación (Operation and Maintenance Support Center) - Renewables Consultant, Grupo Álava.  

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