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

When we in the industry talk about monitoring and diagnostic centers (CM&D), we tend to focus on the more technical aspects: the production process and the technology needed to manage and analyze the data from that process.

However, after a year in which remote work has become a reality for many, we now have a clear idea of how the lack of direct human contact affects the functioning of organizations.

In the field of remote monitoring, where centers are typically located far from the monitored plants and parks, this aspect is a defining condition that must be carefully considered 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 (operation and maintenance) team is key both to achieving the monitoring process objectives (maximizing plant profits) and to the center’s survival.

The relationship model should avoid falling into any of the following pitfalls:

• Permanent staff feel that the CM&D monitors their performance.
• A “contest” is held to see who knows the facility best or pays the most attention to it.
• The information that CM&D provides to the plant is not what they need, or it is not aligned with their O&M strategies.

The relationship between the two parties must be based on trust, supported by the following pillars:

• CM&D supports the facilities: For example, we must find ways to ensure that the information CM&D needs is either already available or causes as little disruption as possible to the plant.
• The primary function of the CM&D is to provide timely and reliable information about what it observes in the process.
• Plant decisions are made by operations and maintenance managers based on both the information provided by the CM&D and other information that the plant itself may have (for example, spare parts needs or power supply requirements).

To help build this climate of mutual trust, the following guidelines are proposed:

1. Managers at both the plants and CM&D must promote communication at all levels within both organizations, resisting the temptation to control all information entering or leaving their organization.
2. The team that makes up the CM&D must have a thorough understanding of the process and the facility itself, or other similar facilities.
3. Regular contact between organizations should be encouraged to foster mutual understanding and the exchange of information regarding needs and perspectives.
4. It is recommended that monitoring tools also be made available at the plants, with appropriate training provided to selected members of the plant staff. Although day-to-day operations may not allow for their continuous use, this ensures transparency.
5. The facility should feel free to request specific analyses or studies that will help improve its production process.

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

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