“Hydro One has had a long and very productive relationship with the Woodhouse Partnership. Our first encounter occurred when Hydro One was one of the international participants in the revamping of the British Standards Institution’s Publicly Available Specification (BSI PAS) 55 that was issued in 2008. By that time, Hydro One had made the strategic decision to follow Asset Management methodology because of its anticipated efficiencies and productivity improvement. The strong leadership that Woodhouse provided in the revamping of BIS PAS 55 demonstrated to us that they could provide us with astute and experienced guidance in our application of Asset Management within Hydro One.”
“We engaged Woodhouse to provide us with an independent review of the state of Asset Management in Hydro One following the format of BIS PAS 55. This review provided us with a gap analysis between our existing asset management activities and internationally recognized good practices. We have used the results of this review to guide our further development of asset management practice within Hydro One.”
“Subsequent to this review, we engaged Woodhouse to assist the development of our staff, analytic approaches and tools in the further refinement of our asset management practice. There have been many success stories for Hydro One arising from this relationship. As one example, we were having problems with the performance of our SF6 breakers. Breakers are, essentially, large switches that we use to connect and disconnect large generators or loads to the grid. Breakers have an insulating medium that inhibits arcing or flash-over as the breaker makes or breaks the connection to the grid. Arcing can result in damage to equipment and is a safety hazard. With an SF6 breaker, the insulating medium is SF6 or sulphur hexafluoride gas.
“We were having problems with the performance of these breakers and these problems were resulting in interruptions to the delivery of power to our customers. With Woodhouse, we started a review of our asset management strategy with respect to our SF6 breakers and we found that there appeared to be gaps in maintenance and asset management strategy on SF6 breakers.”
“We improved our asset analytics to identify the truly badly performing assets, we targeted improved maintenance and refurbishment actions at those assets, and we conducted training programs with the maintainers to address issues in the field. With this asset management strategy implementation, we reduced the trouble calls and interruptions to customer service by 21% over a period of 3 years and we reduced SF6 gas leaks by 26%.”
The Woodhouse Partnership would be delighted to show you how our gap analysis, road mapping, and implementation processes can be applied to benefit your business, contact us now for a free initial consultation. We look forward to hearing from you.
“In conclusion, Hydro One’s relationship with Woodhouse has aid us considerably in improving our asset management practice and realizing significant value for our company and our customers.”
This study was commissioned to ascertain the business case for re-tubing and to evaluate the life cycle cost benefits of alternative materials.
With asset management systems, including risk management, relating to assets with a replacement value of over GBP 40 billion, Scottish Water used SALVO to make significant savings.
SABIC Innovative Plastic’s management realised that their shutdown strategy was incurring high costs and downtime losses, and subsequent system instabilities which was compounded by an increasingly competitive market.
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With 30 years’ experience in utilities, oil & gas, transport and other sectors, John is one of the most widely known experts in integrated asset management projects for some of the largest companies in the world.
John is a Founder and Life Fellow of the IAM; he has written 4 books, chaired the development of BSI PAS55 and represents the UK on the ISO55000 committee.
He also led the international MACRO and SALVO collaboration projects in optimised asset management decision-making.
