Abstract
In recent years, Taiwan Power (Taipower) company has endeavored to implement various programs, in order to reduce customers’ power interruption duration and frequency, as part of the corporate operational goals. Since 2002, Taipower has set the corporate operational target for the yearly SAIDI (System Average Interruption Duration Index) and SAIFI (System Average Interruption Frequency Index), and then has distributed the corporate target to the regional transmission offices to serve as the regional management target. The Methods for setting the targets, including how to distribute the corporate target to the regional offices, relied purely on the engineering and managerial experiences. No logical or any rational method has been adopted, which thus has led to the distribution of corporate target sometimes on an unfair basis. Due to the lack of automatic monitoring on power interruption, an over-expected, or sometimes unviable, target may adversely force the regional offices forge the field data, which can cause a significant depression on field engineers’ morale. To resolve this difficulty, this thesis presents a method which can logically distribute the corporate target to the regional offices, serving as the regional managerial target. In the thesis, the SAIDI target has been adopted as an example to illustrate the methods, which include selecting a variety of influential factors on SAIDI and accounting these factors according to their relative impact on SAIDI in the design of corporate target distribution process or distribution formula. The thesis focuses on the target setting for Taipower’s SAIDI due to the transmission system faults. The analytic hierarchy process (AHP) has been adopted, by which all the relation among influential factors on SAIDI can be presented into the hierarchical structure. The process begins with the model formulation by selection of influential factors on SAIDI and the formulation of factors into the modulized hierarchical model. At the second stage, the process then finds out 2 groups of parameters. One group refer to the evaluation indices which measure the regional status influential factors designed at the lowest layer of the hierarchical model, so to identify the disparity among Taipower’s 6 regional transmission offices. The second group of parameters refer to the relative weights among the influential factors, which are derived from the linguistic comparison results obtained by the questionnaire survey conducted on Taipower’s maintenance and operation engineers of the 6 regional transmission offices. At the third stage of AHP, by combining these 2 groups of parameters, the process evaluates the evaluation index values to each influential factor from the lowest layer upwards until the objective value at the top of hierarchical structures is calculated. At the final stage, Taipower’s corporate SAIDI target is distributed to be the 6 regional targets based on the relative comparison among the above 6 objective values. To give a further insight into the numerical evaluation results, the AHP results on Taipower’s corporate target distribution have been compared with Taipower’s SAIDI record at 2003. In addition, the disparity on the questionnaire results among Taipower’s 6 regional offices as well as between the feeder and the substation departments of regional offices are analyzed to investigate the potential characteristics of designed model in future application.