Presented by

Rodrigo C. Cabigas II

Professor: Jo Bitonio, DPA

ME 217- Strategic Planning

STRATEGY IMPLEMENTATION:

ENGINEERING SERVICES

DEPARTMENT

Strategic Implementation

Is a fundamental step in turning a company's vision of a project into reality. Through a series of action-based phases and tasks, the implementation process maps out the life cycle of a project. Without strategic implementation, a project would not be able to get off the ground, since strategic implementation functions as a project's blueprint.

Programs A plan of action aimed at

accomplishing a clear business

objective, with details on what work is

to be done, by whom, when, and

what means or resources will be

used.

Is a set of related projects which

collectively deliver an overall change

for the business

Projects

A Planned set of interrelated tasks to be executed

over a fixed period and within certain cost and

other limitations. However, a project may progress

in becoming a regular program when assessed to

have continuing direct impact on the development

of the intended beneficiaries.

ENGINEERING SERVICES DEPARTMENT

WORKPLAN FOR C.Y. 2013

PROGRAMS

P R O J E C T P E R F O R M A N C E T A R G E T S Human

Resource

s /

IMPLEME

NTING

UNIT

PROJECT FINANCING

PROJECTS

PHYSICAL TARGETS

KEY RESULT

AREAS

FUNDING REQUIREMENTS

C Y 2013 PER QUARTER

UNIT

Q1 Q2 Q3 Q4

TOT

AL Q1 Q2 Q3 Q4

TOTAL

A. TECHNICAL

1. System Loss

Reduction

a. Secondary Pole Block

Metering

500k

WHM/

mo.

600 600 600 600 2400

- Minimize/

Eliminate

Pilferages due

to

ESD

750,000

750,000

750,000

750,000

3,000,00

0

proximity and

access to the

meter

- Preventive maintenance

of commercial/industrial

consumers

consu

mer 300 300 300 300 1200

- Massive Meter Clustering

(by contract @ Urdaneta S/S

2 and NAO coverage area)

consu

mer 7500 7500

750

0

750

0

3000

0

By

Contract

10,794,

500

10,794,

500

10,794,

500

10,794,

500

43,178,0

00

b. Anti-Pilferage Campaign - To recover

pilferred energy

- Maintain Task Force

"R.A. 7832"

consu

mer 25 25 25 25 100 ESD

46,178,0

00

Key Result Areas Are the targets or goals set by an entity in their

strategic plan. They are also known as Key Performance Indicators. They can be primary responsibilities of a person or the core area which each person is accountable. They are used in many areas of business including customer service and human resources.

Refers to general areas of outputs or outcomes for which the departments role is responsible.

Short Term Objectives

Annual objectives are short-term

milestones that organizations must

achieve to reach long-term objectives.

Like long-term objectives, annual

objectives should be measurable,

quantitative, challenging, realistic,

consistent, and prioritized.

Annual objectives are especially

important in strategy implementation,

whereas long-term objectives

are particularly important in strategy

formulation. Annual objectives represent

the basis for allocating resources.

Short Term Objectives Engineering Services Department Work plan for C.Y. 2013

PROGRAMS

P R O J E C T P E R F O R M A N C E T A R G E T S

PROJECTS KEY RESULT AREAS

A. TECHNICAL

1. System Loss

Reduction a. Secondary Pole Block Metering

Minimize/ eliminate Pilferages due to

proximity of the service drop wires

Massive Meter Clustering/ Blocking

(by contract @ Urdaneta S/S 2 and

NAO coverage area)

and access to the meter.

3 Classifications of System loss

1. Technical loss - shall be the aggregate of conductor loss, losses in transformers and any loss due to technical metering errors.

2. Non Technical loss - shall be the aggregate of the energy lost due to pilferage, meter reading errors and meter tampering.

3. Administrative loss - shall include the energy that is required for the proper operation of the distribution system and any unbilled energy for community related activities.

Key Result Areas

Deterrent to Pilferage

Accessibility of Meter

Reading and Inspection

Minimal Loss on

Service Drop

PROGRAMS P R O J E C T P E R F O R M A N C E T A R G E T S

PROJECTS KEY RESULT AREAS

b. Anti-Pilferage Campaign To recover pilferred energy

Maintain Task Force "R.A. 7832"

c. Transformer Load Management Prevent busting of transformers

Peak Load Measurement

i. Load Centering Improves power quality by minimizing

Relocation of DTs to Load Center voltage drop at the end user.

ii. Replacement

Replacement of Overloaded / Under

loaded DTs

Using transformers appropriate to

its loading design to minimize

Swapping of DTs transformer loss .

iii. Additional Installation

Splitting of DTs

Load monitoring and Centering

Distribution Transformers

Use of brand new units

Use of low core loss (Amorphous Core

Materials)

Comparative Core Losses (w)

Capacity Amorphous Steel NEA Acceptable Core Loss

10 KVA 10 45 50

15 KVA 15 55 60

25 KVA 30 70 90

37.5 KVA 40 90 130

50 KVA 45 110 175

PROGRAMS P R O J E C T P E R F O R M A N C E T A R G E T S

PROJECTS KEY RESULT AREAS

2. System a. Right of Way Clearing Minimize outages due to vegetations

Reliability b. Updating of Sectionalizing

coordination. To localize faults and outages

Improvement Coordination of Sectionalizing

Devices and improve system reliability

Preparation of Sectionalizing Maps

Faster response time in trouble shooting

and attending complaints.

c. Replacement of Undersized and

Broken Insulators To minimize leakage of energy

Pole to pole Inspection

d. Correction of Loose Connections Prevent unnecessary line faults

(Total Dx System)

h. Upgrading of Distribution

Protections

Minimize interruption and improve

system reliability by isolating the circuit

Installation of Outdoor Type vacuum

type circuit recloser for Balungao with line fault.

and Laoac Circuit.

Right of way Clearing

Key Result Areas

Minimize outages due to vegetations.

Has a significant impact on the non technical side of

system loss reduction.

Correction of loose connections

Key Result Areas

With the purchase of

thermal scanner

identification of loose

connections and hot

spots can easily be

traced to prevent

unnecessary line faults.

Three Phase Vacuum type Circuit

Recloser

Key Result Area

Minimize interruption

and improve system

reliability by isolating

the circuit with line

fault.

PROGRAMS

P R O J E C T P E R F O R M A N C E T A R G E T S

PROJECTS KEY RESULT AREAS

3.

Rehabilitation /

a. Construction of Separate

Feeder Line Ckt. to

Mapandan Area (Phase II)

Minimize interruption and

improve system reliability

Upgrading of b. Total Rehabilitation of

Undersized/Dilapidated Line

Hardware Materials

Power quality improvement

Distribution

lines

c. Construction of 3-Phase

Line From Pinmaludpod to

Cabaruan, Urdaneta City(via

Brgy. Labit)

To improve system reliability

d. 3-Phase Line Conversion

from Nancalobasaan to

Toboy, Asingan

To improve system reliability

j. Sitio Electricrification

Program NEA Subsidy

PROGRAMS

P R O J E C T P E R F O R M A N C E T A R G E T S

PROJECTS KEY RESULT AREAS

4. Upgrading of a. Upgrading/Retrofitting of

Tayug 5MVA S/S switchgear

Using new

technology which are

Scada ready

Substation In preparation for the

Equipments b. Upgrading of 13.8kV

outdoor type OCB to VCB @

Binalonan 10MVA S/S

Substation

Automation in the

near future.

c. Upgrading of 69kV

Protection of Bin I s/s &

Tayug 5MVA S/S

d. Retrofitting of feeder

breakers of Rosales 15MVA

switchgear

What is SCADA?

A Supervisory Control and Data Acquisition System is a two-way computerized system for real-time control, monitoring and supervision of remote devices; typically from a continuously manned, central location.

What is SCADA? • A Supervisory Control And Data Acquisition (SCADA)

System performs the traditional supervisory functions such as the gathering of data and performance of control functions.

• SCADA provides system operators with state of the art tools for a well-informed decision in operating remote substations.

• System operators are able to focus-in on problem areas quickly because real time data is summarized in integrated displays.

• The high data security/accuracy inherent in the system, allows operators to make decisions and take corrective action with utmost confidence.

Long Term Objectives Long-term

objectives represent the results expected from pursuing certain strategies. Strategies represent the actions to be taken to accomplish long-term objectives. The time frame for objectives and strategies should be consistent, usually from two to five years.

Long Term Objectives Engineering Services Division

5 year action plan

PROGRAMS P R O J E C T P E R F O R M A N C E T A R G E T S

PROJECTS KEY RESULT AREAS

a. Construction a. Construction of 69kV at

Carmen, Rosales

To improve system

reliability

of 15 MVA

substation at b. Installation of 15MVA s/s at

Carmen, Rosales

To relieve the 15MVA

Tomana

Carmen

Rosales S/S from overloading

c.Rehabilatation/reconductoring of

3 phase Dx lines along Manila

north road Mc Arthur highway.

Tie line of Binalonan-

Urdaneta- Villasis

Monitor the strategic plan Here are some guidelines to keep the strategic plan alive.

Regular updates. Review progress on a monthly or quarterly basis, depending on the level of activity and time frame of the strategic plan. This applies to corporate, regional and departmental strategies. Specific tasks should be part of relevant strategic management meetings.

assumptions. While monitoring

the strategic plan's progress,

continue to examine its

underlying assumptions, the

continued validity of its strategic

objectives and the influence of

unanticipated events.

Create a champion for every strategy and action. The strategy champion has to be someone other than the GM, because the latter isn't accountable to anyone. The strategy champion doesn't necessarily have to complete the actions, but must see that they get done.

Stay committed. Every strategy-related action must have

a due date. As Manager you can let the due date slip, but

don't let it go away. This tells the strategy champion that

you aren't giving up on the strategy. If you keep following

up, the strategy champion will see that you're serious

about the strategy and putting it into effect.

Conduct short-term strategy reviews. We suggest scheduling team "huddles" every 90 days to keep the strategic plan reviewed, reloaded and re-energized. These huddles also allow you to distinguish those individuals who are getting things done and those who aren't (the "empty suits"). Alternatively, you can schedule 60-day strategy reviews by senior management. These are an opportunity to take another look at the original plan, determine whether strategic objectives are being met, and agree new action steps as necessary.

Expand skills. In the weeks and months following the

strategic planning process, expand employee skills

through training, recruitment or acquisition to include

new competencies required by the strategic plan.

Expected Results Electricity is one of the most

important facilitating modern activities in a country’s development. Through time, the importance of electricity to people’s life has only increased. With the growing demands of member -consumers for service viability , Panelco III has successfully constructed/maintained a total of 8 substations with a rated capacity of 110 MVA and another one with 15 MVA capacity is on the way within the next 5 years. But with an increase in electricity demand so as the increase in system loss.

Panelco III has been crippled with

high system loss over the past

few years, This years system loss

has an average of 17.38 % about

4.38 % higher than the system

loss cap. Approved by ERC. With

the strict implementation of the

ESD’s programs and it’s projects

we could drastically decrease and

or minimize system loss , Thus

achieving our vision and mission

by giving our member consumers

cheaper power rate and a quality

service.

Thank you for listening!!!

References

Pangasinan III Electric Cooperative Handbook

2012 edition

The Importance of Strategic Implementation

By Kyra Sheahan, eHow Contributor

Tarelco I best practices

PAMAV Integrated Automated Substation Control

Wikipedia

Strategic Planning Handbook for cooperative

Jerry C. Namken