Case Studies

Definition and deployment of a new o&m model for a wind power operator

Background

Our client was ending a very intense cost reduction period, due to the impact of the economic crisis. In addition, the director of Wind Production had been replaced because of bad past results. Due to this cost reduction our client has been reducing the level of maintenance of the wind turbines, resulting in an increase of technical failures and reduced availability. In addition, some tension is arising in the relationship with the other departments of the company, such as Supply Chain.

Our objective was to make a complete diagnosis of the operative model of the Wind Production Department and the related Supply Chain areas and deploy the identified initiatives.

Decisions and actions

Based on a proprietary methodology of analysis and optimization of operation and maintenance strategies, our team led the complete transformation of the Wind Production department. The methodology is divided into 3 phases: Initial diagnosis, definition of the to-be model and expansion to the rest of the assets.

In the initial diagnosis, key people in the organization are interviewed to understand the organizational structure, the O&M process and the level of use of the systems. Additionally, during this phase, key personnel from a wind farm are accompanied and their performance is evaluated to locate improvement points and best practices.

In the second phase, the customer is responsible for the final definition the new model. To this end, our team organized workshops with the best site managers of the company, exposing the improvement points and best practices detected in the previous phase so that they could adopt the best solution based on their own point of view. The new model is the trialed in a controlled environment, with diverse technologies, asset managers and issues.

Finally, the model is deployed to the full portfolio of assets, ensuring the continuous improvement of the O&M model, collecting feedback from sites and analyzing new best practices to be deployed.

Results

The improvements detected on the O&M strategy have led to an estimated reduction in costs of 4% (€ 4.7 million / US$ 5.9 million per year). Among the solution deployed:

  • Simplification of the Organizational Structure

  • Homogenization of processes and functions

  • Greater work planning, reduction of inefficiencies in the brigades (-50%), reduction of pending work (-16%), reduction of stock (-12%)

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