As of June 30, Longyuan Power had generated 33.106 billion KWH, rising by 6.181 billion KWH on YoY basis and making a record high, completing over 50% of the annual target of power generation.
Since this year, Longyuan Power, by following the principle of “building one platform, adopting two management measures and carrying out three plans” for work safety, has been promoting the construction of digital platform, facilitating the professional management of operation inspections and operation standardization, building the standard system for safety, health and environment, constructing the all-year-round fault-free wind farms and upgrading the power generation in the wind farms.
Some results have been made in digital transformation
As an integral part of digital transformation, the digital platform has solved such prominent problems as incomplete equipment data acquisition, incomplete video, insufficient analysis and early warning, and widespread information islands, etc. Longyuan Power carries out digital transformation, deepens full data acquisition, and completes the construction and installation of on-site video and wireless network with a full data acquisition rate at more than 95% for wind turbines and booster stations in the operation station. It has continuously optimized the functions of the digital platform, deployed 33 online production application modules, completed the smooth transition between new and old monitoring systems, realized single track operation, and completed the development of single sign on interface. Besides, it has implemented the shift mechanism of department leaders’ monitoring center, mined data assets, carried out multi-dimensional operation analysis, and implemented accurate management of equipment by means of daily tracking, weekly statistics and monthly notification. 70 early-warning models are built to make preliminary judgement and warning of the faults of control, large parts, sensors and capacity reduction, so as to promote the transformation from passive maintenance to predictive maintenance.
Keep optimizing production management to upgrade efficiency
The company has revised the safety production capacity evaluation management measures and equipment maintenance management measures, established a performance quantitative evaluation mechanism, and encouraged production personnel at all levels to take the initiative. On a timely basis, it has optimized the operation inspection mode, carried out the production management mode of “regional maintenance center + centralized monitoring center + technical training center”, set up professional teams for maintenance and defect elimination, given full play to the advantage of “professionals doing professional work” and effectively promoted professional management. The first 26 departments have been put into operation. As a result, the affiliated stations have gradually changed to the less manned/unattended mode. By integrating the management, technology, human and material resources in the region, it has broken the barriers between stations and tapping the potential of human resources. The problems of uneven work load among stations, inadequate equipment maintenance and unbalanced management and technical level have been solved, and the labor productivity of the company has been increased by more than 26%. It has organized the preparation of standardized patrol cards and maintenance cards for various models in each station, completed the online deployment of standard operating procedures, and realized the inheritance of professional skills, standardized operating procedures and avoided safety risks.
Evident results in equipment troubleshooting campaign
The company has released the Plan of Building Year-round Fault-free Demo Wind Farms, held the signing ceremony on construction of year-round fault-free demo wind farms, and urged 67 wind farms to carry out equipment troubleshooting campaign. By giving full play to the host manufacturer’s technical advantages, it has taken the approach of promoting internal precision governance, explored new ways of equipment governance, and played a demo role starting with a single point and ending up with large scope, thus effectively improving the operation reliability of the company’s equipment. Besides, the company has issued the Five-year Plan for Increasing Wind Power Generation, identified nine categories of key power improvement projects, determined the implementation scheme, signed the letter of commitment, and adopted policies for different categories to ensure the differentiated power improvement goal of doubling, leaping and tapping the potential. It has focused on the recovery progress of long-term shutdown units, responded quickly, actively coordinated and solved the existing problems for regional companies. In the first half of the year, 94 long-term shutdown units were recovered.
