USING KEY PERFORMANCE INDICATORS TO MANAGE

POWER SYSTEM RELIABILITY

by

John Van Gorp, Schneider Electric

ABSTRACT
Modern approaches to power system management rely on information technology to track
performance and communicate results. Power monitoring information systems can capture and
report a tremendous amount of detailed data about the health of a power system. The increasing
adoption of these information systems has led, however, to an interesting paradox: while it is now
cost-effective to collect much more data than ever before, many users find themselves drowning in
the volume of data generated.
Business information systems faced a similar challenge a decade ago, and it is now common practice
to use Key Performance Indicators (KPIs) to summarize volumes of data into a few critical
“nuggets” of actionable information. These KPIs provide both the metrics that will be used to
determine the success of a business plan as well as the timely information managers need to track
performance and make adjustments to ensure success. A similar approach can be used in the practice
of managing power system reliability, where KPIs can be designed to provide engineering and
maintenance managers with the timely “nuggets” of information they need to maximize reliability.
This paper describes how to define and use KPIs to track the performance and manage the reliability
of a power system. A framework is provided to assist in determining the raw data required to
generate reliability-focused KPIs. Several examples are included to illustrate the application of KPIs
to the management of power system reliability.

INTRODUCTION
Equipment such as power quality analyzers, fault recorders and sequence-of-event recorders have
traditionally been the main tools used to support the maintenance of reliable power systems. This
equipment has typically been used to monitor select points within a power system and capture a
detailed “snapshot” of electrical activity that occurs around disturbances. In the hands of an expert
user, this equipment can often prove invaluable in determining the root cause of a disturbance. The
cost of this specialized equipment, however, has often limited its application to only a few points
within an electrical system. The software used with such equipment has traditionally been just as
specialized, normally isolated to one or two separate computers and not designed to integrate with an
organization’s IT infrastructure.

© Schneider Electric 2006

USING KEY PERFORMANCE INDICATORS TO MANAGE POWER SYSTEM RELIABILITY
by John Van Gorp

Current power monitoring systems, on the other hand, have much the same architecture as modern
business information systems. These power monitoring systems consist of three main components:
ƒ Intelligent, microprocessor-based devices designed to monitor equipment and key points
within a power system;
ƒ A network for data communications between power monitoring system components, and;
ƒ One or more servers running software that archives and processes acquired data and presents
it to a variety of client computers and devices.
Figure 1 shows how these components fit together to form a cohesive information system. The
intelligent devices in this system may be advanced power meters, protective relays or programmable
logic controllers, and could be located at several facilities throughout an organization. The
communications network might be a facility LAN, a corporate WAN, the Internet, or the public
telephone system. The server software typically runs under Microsoft Windows on standard server-
class computers, and clients range from standard PCs running web browsers to wireless devices
capable of receiving text messages and email.

Figure 1: components of a typical power monitoring system.

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DATA OVERLOAD
Although it would seem clear that current power monitoring systems can play an important role in
increasing power system reliability, it is also true that such systems can overwhelm their users with
the volume of data they can generate. The cost-per-monitored-point within such information systems
is steadily decreasing and it is becoming cost effective in a number of applications to build systems
with hundreds of monitored points. Such systems can, however, become unusable without careful
consideration of what data to collect, how often to collect it and how to present the data collected.
All too often a power monitoring system is simply configured to capture as much data as possible, as
quickly as it can, “just in case it is needed”. If only a handful of monitored points are involved, this
“catch everything” approach will simply make finding useful information in the data inconvenient; if
several hundred monitored points are involved, it becomes impossible to find anything of value at
all!
A well-designed power monitoring system starts by considering what “nuggets” of information are
required to support the key goals of a power system management plan. Modern business
management practice refers to such nuggets of information as key performance indicators, and these
indicators are normally defined well in advance of any data collection in order to determine the
scope of data collection activities. The sections below describe how this same approach can be
applied to the selection of performance metrics that support the management of power system
reliability.

KEY PERFORMANCE INDICATORS

Although it is often tempting to start planning a power monitoring system by considering what data
to collect, it is more important (and usually more difficult!) to start by considering how the
information system will support key goals in a power system management plan. If these goals are the
best expression of what an organization hopes to achieve in managing power system reliability, then
the first step is to convert those goals into key performance indicators (KPIs) that can be measured
and tracked.
There are a number of international standards that can be drawn upon to assist in the creation of
KPIs. Energy suppliers have long faced the challenge of monitoring their transmission and
distribution systems, and standards such as EN 50160, IEC 61000-4-30 and IEEE 1159 provide these
organizations with “best practice” methods for measuring and quantifying power system reliability.
Energy consumers have not typically tracked the reliability of their power systems to the extent that
electric utilities have, but relevant standards for energy consumers do exist, including SEMI F47 (for
the semiconductor industry) and the ITI (CBEMA) Curve (for information technology equipment).
Both of these standards describe the tolerance that specific types of equipment have to variations in
the power supplied to them, effectively describing the kind of power system reliability required for
normal operations.
To see how standards such as those listed above might be applied to create KPIs, consider the
example of a manufacturer that wishes to track the reliability of its power system and the impact that
this reliability has on the IT equipment that controls its processes. The ITI (CBEMA) Curve [1] (and
associated Application Note) describes “…an AC input voltage envelope which typically can be
tolerated (no interruption in function) by most Information Technology Equipment (ITE)”. If voltage

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disturbance magnitude and duration data were available for the IT equipment used by this
manufacturer, the following sample KPI definition could be used:
1. The All Voltage Disturbances metric will log and timestamp all disturbances that exceed
±10% of nominal voltage. This metric will be represented by a count of total disturbances
over a select time range. In addition to the timestamp, this metric will have the following
monitoring location data associated with it: building location, circuit tag and IT equipment
asset tag.
2. The All Voltage Disturbances metric will be broken down into two separate metrics: ITI
Curve Compliant and ITI Curve Non-Compliant. The first of these two additional metrics
tracks the number of disturbances that fall within the ITI Curve and the second tracks the
number of disturbances that do not (and which may affect IT equipment operation).
3. All IT equipment noted as critical to manufacturing operations will be monitored to generate
the KPI metrics describes above.
Although the sample KPI definition above is relatively simplistic for the purposes of this example,
an information system that can support these KPI metrics would be powerful tool in the pursuit of
increased power system reliability. These metrics can be organized into a variety of information
views to give engineering staff a comprehensive understanding of power system operation and how
that operation impacts IT equipment and manufacturing operations. An example highlighting how
KPIs might be organized and reported is included in the Tracking Performance section below.
An information system that supports KPI reporting can provide additional value if it is extended to
gather additional “supporting” data when exceptions occur. Continuing with the manufacturing
example above, an information system could be configured to capture voltage and current
waveforms for disturbances that fall outside of the ITI Curve. Information about IT equipment status
(such as whether or not it is functioning normally) could also be captured. This supporting data
could be used to gain a more detailed understanding of disturbance events and the impact they have
on correct equipment operation.
Once performance metrics have been defined and any supporting detailed measurements selected,
the next step is to determine how the required data will be collected.

DATA COLLECTION
Compared to the potential volume of data that many power monitoring systems can generate, the
volume required to support defined KPIs can easily be an order of magnitude less. This is not to say
that power monitoring systems should never collect detailed data at all; it is more accurate to say that
such an information system should be designed to capture just the right amount of detailed data
required to accomplish the primary goals of the system.
The data that a performance metric design process (like the one in the previous section) might
specify tends to fall into one of two main categories:
ƒ Static data such as one-line diagrams and equipment ratings. This type of data is often
collected as part of an initial power system audit of a facility and is useful in organizing and
presenting performance metrics.

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ƒ Dynamic data such as the equipment status and key operating measurements. This type of
data needs to be collected at regular intervals and processed to generate the desired
performance metrics.
Although both categories of data need to be collected, parameters in the dynamic data category tend
to be more expensive to manage because there is some continuous effort involved in acquiring and
processing this data. This category of data will also take up the vast majority of the total storage
space in a power monitoring system. The cost and effort associated with dynamic data would suggest
that selecting which data to collect should be done with care. The capabilities of modern intelligent
devices and information systems may make it tempting to add a large number of measurements “just
in case they are needed”, but unless it serves a purpose in supporting the KPIs described above, this
data will only consume unnecessary cost and effort.
Once the measurement parameters required have been selected, there are a variety of potential data
sources to consider:
ƒ Advanced power meters. These devices can monitor a wide range of power system
parameters, including comprehensive electrical measurements, waveform capture, and
digital/analog signals indicating equipment status and health.
ƒ Protective relays. Modern microprocessor-based relays can communicate the current status
of the equipment they are protecting and indicate the conditions under which they trip.
ƒ Power system equipment. It is increasingly common to find equipment such as motors,
generators and transformers with some capacity to report current status, indicated as digital
contacts, analog sensors or transmitted via digital communications.
ƒ Facility or process information systems. Environmental control systems, process automation
systems and utility SCADA systems are all examples of information systems that can report
on the status of equipment affected by the reliability of a power system.
ƒ Maintenance records. These records can be correlated with power system disturbance data to
gauge what impact such disturbances may have to the normal operations of an organization.

TRACKING PERFORMANCE
Our final step in constructing KPIs that support power system reliability is to build information
displays using the data we have collected. The displays we will create typically fall into one of two
main categories:
ƒ High-level overviews of a KPI. These concise views are designed to help engineering staff
“see the forest for the trees” and are meant to provide a general indication of power system
reliability.
ƒ Detailed drill-down view of the data behind the KPI. These views work in concert with high-
level overviews of KPIs, providing additional details about the behaviour of the data behind
the KPIs. These details can help engineering staff understand which portions of the power
system are the most vulnerable and determine the root cause of these vulnerabilities.
There are a variety of ways to display performance metric information and detailed data, and a
number of key concepts can be leveraged to create views and a process for uncovering useful
“nuggets” of information from a sea of data. Some of these concepts include:

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ƒ Displaying data in tables, charts and time-series trends. A table is often the best way to
organize and display high-level KPI metrics, and bar or pie charts can be used to visually
compare different KPI values (e.g. one metric against a reference metric). A time-series trend
can be used to display changes in the KPI over time, or used to display more detailed
supporting data (such as waveform captures).
ƒ Organize data by key attributes. Attaching a number of key attributes to each monitored
point in a power system (such as physical location, circuit, and load type) gives an
information system the ability to organize (or “pivot”) KPIs around these attributes. For
example, summary KPI values can be generated for all monitored points at one facility site,
for all points connected to a particular circuit, or by type of load.
ƒ Organize data by time range. Most people are familiar with creating time-series plots over a
select time range, but modern information systems can also group data into several
compelling views by applying a more comprehensive understanding of “time”. One view
might start with a total KPI metric for one month and then break that down into totals by day
of week, weekday vs. weekend, or by more specialized divisions of time (e.g. different shifts
in a day).
To demonstrate these concepts in action, consider the sample information displays shown in Figures
2 through 4, based on the sample KPI definition used in the Key Performance Indicators section
above. Figure 2 provides a summary of the All Voltage Disturbances metric (by month) for Facility
A of XYZ Corporation. A quick scan of this table shows that this facility experienced the greatest
number of disturbances during the month of May. Figure 3 provides additional detail about the
voltage disturbances that occurred during this month, breaking them down into a grid that is
organized by magnitude and duration. Each cell in the grid shows a count of the number of
disturbances that occurred within a particular magnitude range (1 through 5) and duration range (A
through E); cells with a darker background are outside of the ITI Curve compliance area. Finally,
Figure 4 provides additional details about the 3 disturbances that occurred in cell D4 of Figure 3,
listing the timestamp, duration (in ms) and per-phase voltage magnitude (as a fraction of nominal)
for each disturbance.
The information displays described in the example above, moving from Figure 2 to Figure 4,
progress from a high-level overview of power system performance into increasing levels of detail.
By reviewing high-level KPIs first and drilling down only into events of interest, engineering staff
can avoid searching through thousands of data points to find the few that are of interest. This is not
to say, however, that the data captured while KPIs are on track are without value; this data can be
used for a variety of other tasks, including the development of operating “profiles” for monitored
equipment.

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XYZ Corporation: Facility A

KPI: All Voltage Disturbances
Month Count
January 10
February 12
March 8
April 7
May 22
June 15
July 13
August 10
September 8
October 16
November 15
December 10

Figure 2: Summary of All Voltage Disturbances for Facility A by Month

XYZ Corporation: Facility A

KPI: All Voltage Disturbances
Duration
Magnitude A B C D E
1 0 0 0 0 0
2 1 2 2 0 0
3 0 3 0 0 1
4 1 2 2 3 1
5 2 1 1 0 0

Figure 3: KPI Grid for All Voltage Disturbances in May

XYZ Corporation: Facility A

Voltage Disturbance Events
Time Duration Phase A Phase B Phase C
03-may-2003 10:23:01.147 82 ms 0.65 0.70 0.68
10-may-2003 22:01:17.450 145 ms 0.51 0.55 0.54
11-may-2003 08:19:55.011 52 ms 0.68 0.65 0.58

Figure 4: Event Table for Three Voltage Disturbances in May

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CONCLUSIONS
Information tools that support power system reliability have traditionally put greater emphasis on
focused and detailed analysis of electrical measurements than the comprehensive monitoring and
management of power system reliability. There is no question that traditional power quality analysis
plays an important role in determining the cause of disturbances, but information systems that adopt
the performance management approach integral to modern quality and business practices can help an
organization “see the forest for the trees”.
Information systems are becoming a key part in the maintenance of power system reliability,
especially as the hardware and software components that make up these systems become more
widely available. In the past such information systems were often prohibitively expensive, but
advances in recent years have been steadily decreasing the cost involved to monitor an increasing
number of points within a power system. As the costs involved in automating data collection
continue to drop, the “total cost of ownership” for these systems will increase on the data
management and information processing side of the equation. The value of future power monitoring
systems will not be in the quantity of data they can collect, but rather in the quality of insight they
can deliver.

REFERENCES
[1] ITI (CBEMA) Curve (revised 2000), Information Technology Industry Council,
http://www.itic.org/technical/iticurv.pdf

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