Asset Health CIM

Common Information Model (CIM) for Asset Management

June 2014

Table of Contents

1Introduction

2Asset Management – ISO 55000/1/2

3Use Cases

3.1Aggregate Asset Data

3.2Asset Registry

3.3Support Life Cycle Management

3.4Asset Planning and Procurement

3.5Setting Asset Operational Limits

3.6Rating Assets using Health Index

3.7Attributing Risk to Assets and Asset Groups

3.8Asset Health Event

4Interface Reference Model (IRM) Business Function

5Requirements and Discussion Topics

5.1Asset Modeling Considerations

5.2Missing Assets and Materials

5.3Asset Group Considerations: AssetInfo and AssetModel

5.4Relocation of Assets

5.5Asset and Network Model Relationship

5.6Procedure and Dataset

5.7Test Activity

5.8Lifecycle-dependent Testing Events

5.9Measurements Not Made at the Asset

5.10Retrieval of Measurements as a Time Series Data

5.11Measurement Metadata

5.12Waveform Measurements

5.13Health Index and Risk

1Introduction

The purpose of this effort is to enable analytics-driven, condition based asset management concepts by developing the use cases and requirements for a CIM standards framework to support best-of-breed practices. While, at the present time, condition-based asset management (CBAM) practices are often unique to a given utility, they have a number of general characteristics in common. They typically:

Aggregate data from multiple sources.
The data sources pertain to different aspects of an asset – electrical and non-electrical.
The data is indicative of the current and future asset condition and performance.
Multiple data sources may exist for any particular aspect of the asset – e.g., dissolved gases may be measured by online field monitors as well as lab analysis of oil samples.
The multiple data sources have different time-based and data resolution characteristics that arise from different sampling and data storage approaches.
In many cases, the history of data (pattern or trend over time) is the needed input, not just the current value.
Generate asset health and risk assessments based on the data.
Asset health assessment is characterized by a score, commonly known as health score or health index.
Many factors that could contribute to the health of the asset are assessed and scored independently.
These scores are combined to produce an overall health score for the asset.
Assets in the same “family” (collection of similar assets) may be compared and ranked.
Risk assessment is done by considering both asset importance (cost, criticality, replacement availability, etc.) and asset health score.
Asset health and risk assessment are approached using a multitude of different methodologies and there could be multiple metrics used for different purposes.
Generate asset health events when assessment indicates significant change in health conditions has occurred.
Recognition that results of assessment represent a situation that merits annunciation.
Asset health events could include annunciations like:
User notifications and alarms.
Work order requests – e.g., for additional testing or preventive maintenance.
Triggers and operational limits for a desired health behavior.
Make data available to other systems/tools as needed/requested.

The work of the Asset Health Focus Community aims to clarify data exchange requirements and explore Common Information Model (CIM) model usage to support the utility CBAM processes described above. There are two primary points in the above process where data is shared among applications, devices or systems:

In Step 1 (Aggregate data from multiple sources), where “raw” or unprocessed data is collected from multiple field devices, systems, databases, spreadsheets or applications to be used as input to asset health and risk assessments
In Steps 3 and 4 (Generate asset health events / enable data consumption), where the results or outputs of asset health and risk assessments are shared with and subsequently acted upon by other applications

The information models and interfaces to enable these two data exchanges are the focus of CIM for asset health/management.

2Asset Management – ISO 55000/1/2

The capabilities enabled by the current CIM effort is a subset of strategic asset management discipline described in the ISO 55000/1/2 standards, which were published in January 2014. Of particular relevance are the asset management elements in the lower half of the following figure. In this section, we also quote specific clauses from ISO 55001/2 that apply to the CIM asset management effort.

Figure 1—Illustration from ISO 55002, shows relationship between the key elements of an asset management system, together with related clauses in ISO 55001.

Actions to address risks and opportunities for the asset management system – Clause 6.1:

The organization should determine the actions that are necessary for addressing risks when planning for its asset management system.
When addressing risks in the asset management system, the organization should determine the risk assessment criteria (e.g. likelihood and consequence, and risk attitude) with the asset management decision making for its asset management system.

Asset Management Objectives – Clause 6.2.1

Asset management objectives should be specific, measurable, achievable, realistic and time-bound (i.e. “SMART” objectives).
They can be both quantitative measurements (e.g. mean time between failure) and qualitative measurements (e.g. customer satisfaction).
Typical issues that are addressed by objectives for asset portfolios:
Return on investment (or return on capital employed, or return on asset).
Typical issues that are addressed by objectives for asset systems:
Asset system availability;
Asset system performance (e.g. uptime, efficiency);
Unit cost of product or service.
Typical issues that are addressed by objectives for assets:
Reliability (mean time/distance between failures);
Asset condition, performance, or health score;
Life cycle costs;
Life expectancy;
Asset energy performance.

Planning to achieve asset management objectives – Clause 6.2.2:

A risk ranking process can determine which assets have a significant potential to impact on the achievement of the asset management objectives, i.e. which are the critical assets.
Standard risk management practices tend to overlook events that are very low probability/high consequence as not worth considering in detail. It is important that there be an additional dimension in the risk analysis to include the capability of the asset management system to monitor and continually assess the probability of these rare, but potentially catastrophic events.
Life cycle costs, which may include capital expenditure, financing and operational costs, should be considered in the decision-making process.

Performance evaluation: Monitoring, measurement, analysis and evaluation – Clause 9.1

The organization should develop processes to provide for the systematic measurement, monitoring, analysis and evaluation of the organization’s assets, asset management system and asset management activity on a regular basis. In the development of these processes (and any associated procedures) the following should be taken into account:

Setting of performance metrics and associated indicators, e.g. condition or capacity indicators;
Confirmation of compliance with the requirements;
Examination of historical evidence;
The use of documented information to facilitate subsequent corrective actions and decision making.

Improvement – Clause 10:

Nonconformity and corrective action.
Corrective actions are actions taken to address the root cause(s) of identified non-conformances, or incidents, in order to manage their consequences, and to prevent or reduce the likelihood of recurrence.
Preventive action.
May include predictive actions.
Actions taken to address the root cause(s) of potential failures or incidents, as a proactive measures, before such incidents occur.
Continuous improvement.
Opportunities for improvement should be identified, assessed and implemented across the organization as appropriate, through a combination of monitoring and corrective actions for the assets, asset management, or asset management system.

3Use Cases

In this section, we capture the use case narratives that apply to the CIM asset management effort.

3.1Aggregate Asset Data

This use case covers obtaining data pertinent to asset health from various sources.

Obtain nameplate and catalogue information for the asset.
Obtain off-line data.
Field test results.
Lab test results.
Inspection results.
Obtain on-line data.
On-line monitors.
Operational data.
Obtain activity history.
Lifecycle stages and dates.
Procedures performed and dates.
Corrective actions taken and dates.
Obtain data (metadata) indicative of the conditions of original data measurement – i.e., quality.

3.2Asset Registry

An asset registry that provides organization for assets, asset systems, asset models, and asset families is necessary for asset management and analytics.

Incorporate every asset that is subject of asset management program, including non-conducting assets such as poles and towers.
Capture the components of the assets / material related to assets – such as bushings and oil – that are the subject of asset management programs. For instance, regulations require tracking PCB lifecycle.
Able to group the assets in many different ways to enable aggregate analysis in the asset management system – e.g., based on operational asset systems they belong to, particular asset model, and particular asset functional class/family.
Able to associate asset-pertinent data that isn’t measured at the asset – e.g., flow for a breaker.

3.3Support Life Cycle Management

Asset management involves a structured approach that can be applied over different life cycle stages of the asset.

There are many significant stages/events in an asset’s lifecycle.
Planning and procurement
Installation
Operation
Repair
Refurbishment
Reinstallation
End-of-Life
Relocation
When an asset moves through its lifecycle, including events that involve moving the asset to a different location, the data and history pertaining to that asset should still be available for analytics. This includes sufficient operational history.
Support application of asset management concepts pertinent to the current life cycle. For instance, the asset planning and procurement use case described below.

3.4Asset Planning and Procurement

During the Asset Planning stage, asset maintenance history is typically taken into account (e.g., for the particular model), and this is something that would be expected from an asset health analytics system – i.e., reliability study that is used for asset planning.

When a new asset needs to be purchased, access historical performance data that helps decide on the asset to procure.

Identify asset models for purchase.
Obtain performance history of models being considered.
For new asset models with no history, identify and obtain performance history of similar models.
Obtain pricing information for asset models.

3.5Setting Asset Usage Limits

Enable usage of assets in a way that helps achieve asset management objectives, as measured by risk, aging factor, etc.

Identify target values for risk, aging factor, etc. in due course of asset operation.
Determine asset usage limits for the objectives.
Provide the limits to appropriate systems.

3.6Rating Assets using Health Index

Asset health assessment is characterized by a score, commonly known as health score or health index.

Many factors that could contribute to the health of the asset are assessed and scored independently.
These scores are combined to produce an overall health score for the asset.
Assets in the same “family” (collection of similar assets) may be compared and ranked.

3.7Attributing Risk to Assets and Asset Groups

Risk-based asset management.

Risk assessment is done by considering both asset importance (cost, criticality, replacement availability, etc.) and asset health index.
Calculate risk scores for individual assets and asset aggregates.
Asset condition, geography, operating conditions, environmental factors,etc. used to calculate risk.
The risk scores can be used to identify potential projects and facilitate decision making.

3.8Asset Health Event

Generate asset health events when assessment indicates significant change in asset conditions has occurred.

Generate event notification upon detected and predicted health events.
Asset health events could include annunciations like:
User notifications and alarms.
Work order requests – e.g., for additional testing or preventive maintenance.
Triggers and usage limits for a desired health behavior.
The event notification may include:
Level indicator – e.g., informational, warning, action required.
Metrics such as health index, risk, etc.
Recommended action.
Time to action.
The system can provide the asset health event information to other systems – e.g., the WAMSto trigger a preventive or corrective work order.

4Interface Reference Model (IRM) Business Function

TheIRM business sub-function of Records & Asset Management (AM) / Asset Investment Planning (AIP) seems to fit the capabilities that are being enabled by the current work. The following changes to AM-AIP seem appropriate: (1) Change of the business sub-function name to Asset Decision Support (ADS), (2) Change the “Decision support” abstract component to “Decision support systems.” The resultant IRM business sub-function and abstract components read as follows:

Records & Asset Management (AM) / Asset investment planning (AIP) Asset Decision Support (ADS)

Asset investment planningdecision support involves strategy definition and prioritisation, maintenance strategy planning, risk management, programme management and decision-making. It drives the condition, configuration, performance, operating costs, and flexibility of the asset base, with the aim of maximising value.

Maintenance strategy / Maintenance strategy that balances risk, cost, and schedule while applying schedule-based maintenance, reliability-cantered maintenance, condition-based maintenance as appropriate.
Life-cycle planning / Planning the use of an asset throughout its life-span, from the time a decision is made to purchase it until the time it is properly discarded.
Reliability centred analysis / Identifying reliability trends and corrective actions. For example, looking at all the faults for a given year (planned and outage) and performing root cause analysis and suggesting corrective actions.
Engineering and design standards / The establishment of measurable conditions and performance of assets and how they are employed. Characteristics or attributes of a standard describe its required level of performance, which typically describe “how much”, “of what nature” and “how frequently”. Often engineering and design standards reference industry standards and manufacturing specifications.
Performance measurements / Asset management decisions are based on lifecycle costs. Assets are measured so that full economic costs of activities are understood.
Risk management / To monitor, understand, and manage the risks involved in business activities and to ensure that policies, processes, and practices are committed accordingly.
Environmental management / Assets must be installed and maintained with an awareness of both environmental impacts on the assets (salt corrosion, ice, water, sand, etc.) as well as impacts on the environment by the asset. The later is subject to many forms of government regulation.
Decision support systems / Data warehousing and business intelligence used to support assetinvestment planning decision asset planning and management decisions.
Thermal ratings of network equipment and lines / Changes in electrical asset performance limits based on temperature and wind speed.
Maintain work triggers / Converting schedules into work plans such as preventive maintenance for an aging pole.
Asset maintenance groups (lists) / A list of assets organized into a category, for example to add efficiency to certain types of maintenance and inspection work.
Asset failure history / The history of failures related to all assets in the distribution network including burnout and accidents.
Asset financial performance / Return On Investment (ROI) for assets. Understanding the value and costs of assets and the financial resources needed to appropriately sustain them (short and long term).
Budget allocation / Allocation of budget for procurement, maintenance, and replacement

The following is a first-cut interaction diagram for AM-ADS.

5Requirements and Discussion Topics

The following are requirements and pertinent concepts obtained from the AHFC work.

5.1Asset Modeling Considerations

Specialization of Asset

Use of AssetContainer child classes (EndDevice, Seal, Cabinet, Duct Bank, Facility, Structure, Tower, Pole, Bushing) – philosophy of when there is specialization vs use of Asset.type
Some Asset child classes exist because they do not have a corresponding role in the network model. “Childing” Asset or (AssetContainer) is appropriate:
If there is a need for a relationship to a network model class other than PowerSystemResource (like Terminal for instance)
If there is no corresponding network model role and there is asset-specific (not asset type-specific) information that needs to be defined. See EndDevice and EndDeviceInfo example below. Note that the EndDeviceInfo class would be used for both catalog information and typical planned asset information.

Relationship between Asset and AssetInfo

Some assets may have both asset-specific and model-specific nameplate information. Be able to associate multiple AssetInfo instances to a single Asset instance to support this?
(Tanja) The idea of distinguishing instance vs. model *Info is good, but it gives a problem of many on the side of *Info (i.e., non-unique relationship). I would prefer we either:

a)add relationship AssetModel – Asset for this purpose and keep 0..1 on the AssetInfo for everybody. Asset would then go through its model to fetch the model-specific nameplate data, and would be able to “own” its own instance if required). This means that the existing Asset-AssetInfo relation would be for the instance case exclusively. Or,

b)(probably preferred, because self-describing) add a second relationship [0..1]-[0..1] between Asset and AssetInfo, with different role names, for the instance case. The existing AssetInfo role would be the one shared by many (all with the same model) and thus “owned” by the model, while the new one would be for the asset instance, for that instance’s exclusive use – if given.

Both of these ensure we still keep [0..1] on the AssetInfo side, to avoid ambiguities.

5.2Missing Assets and Materials

There are assets that are subjects of asset management programs missing from the model. For instance Bushing and Battery.
We have an INF Bushing class and a couple more related to bushing tests, mainly for transformer bushings. This needs to be reworked and adapted (to make it useful for both breakers and transformers).

There are materials that are assets management subjects – Oil and SF6 – missing from the model.

5.3Asset Group Considerations: AssetInfo and AssetModel

The informative class GenericAssetModelOrMaterial is means for planning purposes. GenericAssetModelOrMaterial is a subclass of AssetModel peer to AssetInfo. Also, look at ElectricalAssets diagram & DCIMAssetsInfo diagram (+ GenericAssetModelOrMaterial class).
The connection between Asset and GenericAsset… would be indicative planning aspects of the asset.
While there may be many unique designs for transmission assets, there is a lot of commonality and scale with distributions assets such as pole-top transformers.
AssetModel & AssetInfo generally created for Asset Procurement. For assets that are found in relatively large numbers such as pole-top transformers, AssetModel may already have been created from prior procurements.
AssetModel is somewhat general, where there is a generic item in the asset catalog, such as a 25 kVA pole-top transformer. ProductAssetModel is more specific, e.g., GE 25 kVA pole-top transformer of a particular vintage.
AssetModel is keyed for CompatibleUnit and can be used together to great effect. A macro CompatibleUnit can be used to very quickly grab the information needed to put together the design for a new project. The CompatibleUnit should be considered in the asset health modeling.

5.4Relocation of Assets