One Utility’s Journey to Unify Data, Embrace Innovation, and Achieve Zero Emissions.

Challenge

“In 2017, we started seeing changes coming towards our industry and the long-term effects they would have for us,” said the Director of Generation Projects and Engineering. “Our vision was to modernize our systems so we could continue to deliver top-notch customer service–but our struggle with documents and information was an issue.”
That was the challenge facing a regulated utility with an innovative vision for the future. The organization had an excellent reputation for efficient service, from power generation to transmission to distribution, but a few roadblocks stood in the way of their goals.

  • Document and Information Management Issues: Data was scattered across different silos, with asset documents, paper drawings, and printouts kept on desks and personal drives.
  • Lack of Mobile Technology Adoption: The IT division had not fully embraced mobile technology due to security concerns.
  • Inefficient Collaboration: Collaboration was based on personal connections rather than streamlined processes, with employees often calling the engineers they knew best to address substation problems.
  • Zero Emissions by 2040: Leadership was committed to achieving zero emissions by 2040, which would require a massive turnover in assets across the business.
  • Changing Workforce Landscape: A new generation of workers frequently changed jobs, necessitating accurate, unified data sources to help new employees quickly get up to speed.

Solution

To address these challenges, the utility partnered with Kinsmen Group because of the organization’s history of assisting top asset-intensive organizations. KinsmenGroup’s Digital Asset Transformation Model (DATM) engagements offered strategic consultancy, services, and technological expertise, with deep experience using artificial intelligence and machine learning to transform data improvement and consolidation.

The group outlined a vision for the future focused on maintaining excellent customer service and increasing operational efficiency. Key steps included:

  • Consolidating and integrating multiple systems to create a unified data source.
  • Deploying new tools to replace older systems and integrate existing ones.
  • Develop a roadmap to improve asset data integrity and automate manual processes.
  • Modernizing the grid and diversifying generation infrastructure, including new solar plants.

One project was able to shorten a grueling project schedule by 25%

Results

The collaboration with Kinsmen Group has executed several objectives through the DATM engagement. Taking a holistic approach to transformation, they have yielded significant benefits:
Improved Data Integrity and Accessibility:

      • Transitioned from siloed data to a unified data source.
      • Created a one-stop shop for technical information, real-time work orders to certificates and licenses

Increased Efficiency and Cost Savings:

      • Automated manual processes, resulting in higher efficiency.
      • Reduced project timelines, such as shaving almost four weeks off a major correction project.

Enhanced Workforce Productivity and Technological Literacy:

      • Increased technician productivity and improved technological literacy.
      • Made it easier to upskill technicians responsible for maintaining new assets and systems.

Leadership Insights and Strategic Optimization:

      • Provided leadership with better visibility into workforce activities and performance.
      • Enabled smarter strategies to optimize operations.

Successful Modernization and Diversification Projects:

    • Completed grid modernization and diversification projects, improving reliability, and reducing power outages.

Moving forward, the two teams continue to work to gether, steadily moving toward digital transformation, incorporating artificial intelligence, progressing toward the goal of Zero Emissions by 2040, and empowering the organization to continue offering exceptional customer service

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