237
Transformers
5.2 Reliability and Project Perfomance
Siemens Energy Sector t Power Engineering Guide t Edition 7.0
5
A further condition for a high level of supplier quality is close
cooperation with the suppliers. Joint development of require-
ments for suppliers and processes leads to continuous improve-
ments in quality. In this context, supplier know-how can also be
used to create innovations. This aspect of the relationship with
suppliers is becoming more and more important, especially in
the transformer business.
Business-driven quality planning
Planning quality means analyzing possible future scenarios and
anticipated problems and taking preventive steps to solve those
problems. It is crucial that both current and future critical busi-
ness factors are considered in planning. That means that quality
is based on business-driven planning and specific objectives,
activities and quantitative indicators.
Focused quality reporting
Reporting is based on:
tȋ Focused key performance indicators such as non-conformance
costs, external failure rate, internal failure rate and on-time
delivery
tȋ Concrete quality incidents
tȋ Root cause analysis of quality problems including definition of
corrective and preventive measures
For customers, the reliability of transformers is of special impor-
tance. ANSI C57.117 has made an attempt to define failures.
Based on this definition, statistics on in-service failures and
reliability values can be derived. An example for power trans-
formers appears in table 5.2-1.
Qualification of employees on quality issues
People are the decisive factor influencing quality. Therefore, all
employees involved in the processes must have the skills and
abilities appropriate to the quality aspects of the process steps
they perform. Any qualification measures that may be necessary
must be determined on the basis of a careful analysis of existing
deficits.
TPD
2.01.02
Page 1/6 Page 1/6
Core assembly – stacking core
laminates
SIEMENS
PEQ
Drawn up by: Matthes Checked/approved: Dr. Knorr As of date: 2004-02
The passing on as well as the duplication of this document. use and communication of its contents is not permitted. nor may the contents be expressed. Offenders are liable to pay damages. All rights
reserved. in particular for the case of patent granting or GM-entry
1. Purpose/objective
Process description for the manufacture of transformer core
within the tolerances which are laid down
2. Scope/application
applies to all the core forms of the power transformers
does not apply to the cores of compensating reactors
3. Process overview/description
Stack of core laminations – dimensions checked by the supplier to
ensure that they agree with the drawing
Frame parts – dimensions checked by the supplier to ensure that they
agree with the drawing
Insulating parts – dimensions checked by the supplier (internal ore
external )to ensure that they agree with the drawing
washers, small accessories Job – related core drawings
Process report TPD 2.01.01
INPUTINPUT
Stacking
core
laminates
Tools
Assembly area with special support beams for fixing the core
laminations which have been put on into position
Integrated slewing mechanism for mounting the finished core
Process owner
Staff trained in core assembly
Completed core with clamping frame also completely mounted
Process report TPD 2.01.02
References/guidelines, recommendations
Stack height tolerances as in drawing N00 08 792
Arrangement of the cooling duct shims as in drawing N10 11 100
Locking the screwed connections in accordance with TPD 3.036.01
Measurement of insulation resistance with TUQ 1634
OUTPUT
TPD
2.01.02
Core assembly–stacking core
laminates
SIEMENS
PEQ
Drawn up by: Matthes Checked/approved: Dr. Knorr As of date: 2004-02
The passing on as well as the duplication of this document. use and communication of its contents is not permitted. nor may the contents be expressed. Offenders are liable to pay damages. All rights
reserved. in particular for the case of patent granting or GM-entry
Adjusting
the support
trestles
Adjusting
the support
trestles
> Setting the clearance of the support
trestles (on the support beams) for
the core-limb laminations
> The position of support trestles are to be
placed in the middle between the single
bandages
> The position and clearance of the
bandages are defined in the core
drawing
2501,200 to 1,500
3001,000 to 1,200
350800 to 1,000
450650 to 800
550< 650
Middle distance
support trestles
Max. sheet width
B
S
4. Process sequence
> Setting the middle distance of the support beams to one
another in accordance with the drawing guideline
> Tolerance +/–5 mm to the desired size
Subprocess 1:
Setting up the construction devices and limit stops
Adjusting the
construction
supports
The following clearances
apply to cores without
single bandages (e.g.
wound bandage cylinders)
:
Measure -
ment
Measure-
ment
Clearance support trestles
Measure -
ment
Measure-
ment
Fig. 5.2-2: Example of standardized working instruction
Table 5.2-1: In-service failure statistic
E T TR In-Service Failure Statistic 2000 – 2009 for Power Transformers
based on ANSI C 57.117
E T TR Plant
1
Plant
2
Plant
3
Plant
4
Plant
5
Plant
6
Plant
7*
Plant
8
Plant
9
Plant
10
Plant
11
Plant
12
Plant
13*
Plant
14**
Plant
15
N 11,278 572 1,704 755 793 774 534 – 735 1,076 705 649 994 – 1007 980
SY 51,429 2,358 7,479 3,858 3 4,326 1,996 – 3,341 4,561 4,17 2,889 4,899 – 3,781 4,771
n
F
91 9 7 10 11 1 11 – 3 6 2 7 8 – 3 13
FRe (%) 0.18 0.38 0.09 0.26 0.37 0.02 0.55 – 0.09 0.13 0.05 0.24 0.16 – 0.08 0.27
MTBF (yrs) 565 262 1068 386 273 4,326 181 – 1,114 760 2,085 413 612 – 1,26 367
* Plant 7 & 13: new plants; ** Plant 14: 9 years 2001 – 2009
N = No. of units in service
SY = No. of service years
n
F
= No. of units failed
FRe (%) = Failure rate = n
F
×
100/SY
MTBF (yrs) = Mean time between failures = 100/FRe
FRe ≤ 0.5 % excellent
0.5 % < FRe ≤ 1.0 % good
1.0 % < FRe ≤ 1.5 % satisfactory
1.5 % < FRe ≤ 2.0 % acceptable
FRe > 2.0 % not acceptable
Continuous improvement
Because “there is nothing that cannot be improved”, continuous
improvement must be an integral part in all processes.
The objective is to continue optimizing each process step. This is
also the purpose of improvement teams. Appropriate coaching
of these teams should make it possible to reach almost all
employees.