Definición de estrategia para un nuevo modelo de gestión del mantenimiento aplicada a instalaciones de transmisión eléctrica

Abstract

The Ecuadorian electric transmission system, according to the IAM (Institute of Asset Management) maturity scale in relation to the ISO 55001 Asset Management System standard, currently exhibits an asset management maturity level between Level 0 (Innocence) and Level 1 (Awareness). Based on maturity frameworks for asset management in electric transmission systems, the current state is in an initial range (transition between “nascent awareness” and “awareness”), typical of organizations where event response (failures, outages, forced unavailability) predominates over systematic lifecycle management. In electric transmission, this pattern is evident when the prioritization of interventions depends more on operational urgency than on reproducible risk criteria (probability × consequence), condition/diagnosis, asset criticality, and service objectives. The expected evolution towards higher levels of maturity involves institutionalizing an Asset Management System (AMS) with planning, control, and continuous improvement, and strengthening decisions with health/condition indices and risk analysis for substations and equipment considered critical. [1]; [2]; [3]; [4] The current approach, as characterized, can be described as a combination of: 1. Preventive maintenance dominated by time-based scheduled tasks 2. Corrective maintenance aimed at restoring operational function in response to defects or failures 3. Predictive maintenance based on monitoring of condition variables 4. Improvement actions supported by execution findings and failure analysis However, to transition from primarily “time-and-history-based” routines toward sustainable decisionmaking, it is necessary to strengthen prioritization based on criticality and risk, and to formalize the selection of monitoring/diagnostic techniques by failure mode. [3]; [4] With the definition of a strategy for a new maintenance management model applied to electric transmission facilities—such as a condition-based approach—sustainability could be achieved, along with preservation of asset useful life, and improved safety and service continuity. Based on the regulatory framework described above, defining a strategy for a new maintenance management model for the assets of the electric transmission system is necessary in order to comply with what is established in the ARCONEL resolution, specifically with respect to the following: 7 The institutional responsibilities associated with maintenance management include: (i) defining guidelines and follow-up, control, and monitoring mechanisms; (ii) ensuring personnel competencies and the availability of resources (tools, materials, spare parts, safety, and logistics) to execute the Annual Maintenance Plan; and (iii) ensuring that planning and progress information remains up to date to enable control, auditing, and decision-making. This approach is consistent with the need for a management system that translates strategy into measurable, governable execution. [5]; [6] The CPI and SPI indices are used as control metrics to assess cost and schedule (planning) performance based on the Earned Value methodology, enabling comparison of actual progress against both the budget baseline and the planned schedule. Their use is relevant for both regulatory requirements and internal management, as it facilitates early identification of deviations and the implementation of evidence-based corrective actions. [7]; [8]; [9]