O&M

The Design O&M output report is the most comprehensive collection of metrics available. This page details each tab you will see in your output report, along with a brief description of each metric.

You can download an output report from your case Output tab.

Data in the output report is aggregated for every month and year, and the following statistical values are displayed for each period:

• Average
• Percentiles (P10 to P90)
• Minimum
• Maximum
• Standard Deviation
• Confidence (minimum)
• Confidence (maximum)

Summary

• Project name: The title of the project/folder where the case is located.
• Case name: The name assigned to the case upon creation.
• Case ID: A unique ID automatically generated upon case creation.
• Case created: Date and time when the case was originally created.
• Case started year: Simulation start year, set in the Simulate tab.
• Case simulated years: How many years were simulated in the runs.
• Simulation runs: Number of simulation runs.
• Exported by: Name of the user that exported the output report.
• Bases: Number of bases in the case.
• Assets: Number of assets in the case.
• Logistics: Number of logistics in the case.
• Project size: The rated power of the turbines multiplied by the number of turbines in the case.

Costs

• Cost category and cost subcategory:
  • Port cost
    • Facilities
    • Base staff
    • Other
  • Transport cost
    • Fuel cost
    • Day rate cost
    • Port fee
    • Mobilization
    • Consumables
    • Day rate
    • Flight hour cost
  • Transport consumption
    • Fuel cost per unit
    • Fuel consumption
  • Personnel cost
    • Salary (hourly or annual)

Logistics utilization

Operation days (total): The number of days the logistic was in operation

Operation days (possible): The percentage of available days that the logistic was in operation:

• An available day is any day where the logistic is available for operations.
• Calculation: Operation days (total) / Available days.

Number of flying hours: Helicopter flying hours per month and year.

Logistics transfer utilization

The transfers conducted by a logistic on each asset.

Possible transfer types:

• Drop off
• Pickup

Logistics time spent

The amount time each logistic spent in different phases of operation, such as Waiting on weather (i.e., downtime), Traveling, or Waiting to be scheduled.

Personnel utilization

Number of days personnel were utilized per days available in a given month or year.

Aggregated values are derived by adding together the values from all the relevant days in the simulation and dividing by the number of days the personnel were available.

Example

For a given year of the simulation, we have these values:

• Personnel in a group: 15
• Personnel used per day: 5
• Number of possible workdays: 300
• Number of non-workdays with weather that would’ve allowed work: 12

Personnel utilization is derived with the following calculations:

• 5*300 = 1500 working personnel
• 15*(300+12) = 4680 total personnel available
• 1500/4500 = 0.3205 = 32.053 percent personnel utilization in the given year of the simulation

Personnel time spent

How efficiently personnel time is spent during work hours. Broken down by group, this output shows the percentage of time spent working against time spent travelling, being picked up, dropped off, and sitting idle in bad weather.

Weather downtime

The percentage of time a logistic was available for operations but spent idle due to bad weather. Calculation: Bad weather hours / Available hours

Weather causes

Contribution to logistic downtime by weather type as a percentage of the total weather downtime.

Use these calculations to establish where vessels with greater environmental tolerance can improve project efficiency.

Weather types include the following:

• Wind speed
• Significant wave height
• Swell wave height
• Wave period
• Zero up crossing period
• Limited by daylight
• Minimum tide
• Minimum visibility
• Current speed
• Limited by lightning
• Time restrictions

info

Weather limitations apply to vessel process steps. You won’t see weather downtime causes for CTVs, SOVs, or helicopters, which do not feature processes.

How weather causes are calculated

The percentage value you see for each weather type is the vessel downtime in this period caused by the relevant process, step, and weather type divided by the total weather downtime for the vessel throughout the entire simulation.

A period can be any of the following:

• Month
• Year
• Aggregated month
• Full simulation

For example, if there's a 20-percent occurrence of wind speed exceeding the weather limitation during step 1 of process A on vessel X, this contributes to the overall weather-related downtime for that vessel over the entire 10-year simulation period if the simulation years = 10.

If the criteria for multiple weather types are exceeded, downtime is registered for all applicable causes. This is why the total weather cause percentages might exceed 100 percent. In this case, weather types will have overlapped at some points, e.g., there were periods where windspeed and minimum visibility both exceeded the criteria threshold for operations.

Scheduled completion

Completion details for work orders. Contains the following:

• Completed work orders (total number of work orders)
• Work hour completion rate (percentage)
• Work order completion rate (percentage)
• Unfinished work orders (total number of work orders)
• Work hours on completed work orders (total hours)
• Work hours on unfinished work orders (total hours)

Component lost production

The loss of actual power production due to specific tasks, in kWh.

The metrics is calculated per wind farm, for the different years, and the average of the runs.

Each value represents the aggregate statistic production loses due to maintenance task per year and total.

The sum of total ComponentLostProductions is equal to the Lost production (PBA root causes) metric.

Production-based availability

Production-based availability (PBA) measures the percentage of potential production that is produced in actuality. The calculation considers the energy made as a fraction of the amount that would ideally be expected based on actual wind speeds and site conditions.

PBA calculation:

PBA [%] = [Actual production [MWh] / Potential production [MWh]] * 100 = [Energy actually produced [MWh] / Energy potentially expected [MWh]] * 100

Key terms:

• Actual production: The amount of energy an asset produces when operational. It is the difference between potential production and lost production.
• Potential production: The amount of energy an asset would produce if it were always operational (i.e., never failed or shut down). Calculated using the power curve of the asset and the wind speed at hub height.
• Lost production: The energy that is not produced when an asset is non-operational but would be produced if it was operational.

Example for a single asset instance over one month:

• Lost production: 85 MWh
• Actual production: 4,165 MWh
• Potential production = 4,165 MWh + 85 MWh = 4,250 MWh PBA = 4,165 MWh / 4,250 MWh = 0.98 = 98%

Time-based availability

The time-based availability (TBA) is a measurement of an asset's availability or the fraction of time the asset is operational. It is calculated as the ratio of hours available as a fraction of the full period and is defined as:

TBA [%] = [(Possible uptime [h] - Downtime [h]) / Possible uptime [h]] * 100= [Time available [h] / Total time in consideration [h]] * 100 

Key terms:

• Downtime: Measured in hours per asset. Working being carried out on the asset and critical component failures are examples of downtime among other causes.
• Possible uptime: The total time being considered regardless of asset availability. It is the number of hours from the start until the end of the simulation multiplied by the number of assets (simulated years * 8,760[h] * the number of assets).

An example of one asset instance over one year:

• Possible uptime (hours in the year): 8,760
• Downtime: 215 hours
  • Weather: 90
  • Errors and repairs: 85
  • Scheduled maintenance: 40
• Uptime: 8,545 hours
• Time-based availability loss: 215 h / 8,760 h = 0.0245 = 2.45 %
• Time-based availability: 8,545 h / 8,760 h = 0.9755 = 97.55 %

PBA root causes

Root causes display the underlying reason for production-based availability (PBA) losses on a wind farm.

To establish a root cause for PBA loss, Shoreline first establishes which work order is responsible for the loss, then whether work is being carried out on the work order, and, if not, the reason why work is not being carried out.

This process occurs in real time, so root causes reflect minute-to-minute changes in the simulation.

Work order hierarchy

Multiple work orders can potentially be responsible for PBA loss. Some examples:

• Multiple work orders carried out at the same time.
• A critical failure during scheduled work.
• An OSS suffering downtime at the same time as a WTG.

Shoreline determines which work order is responsible for PBA loss using this prioritization:

1. Highest impact on power production.
2. WTG power loss over any OSS impact.
3. Work order with work currently ongoing over those queued.
4. Critical before non-critical work orders.
5. The downtime period that started first.

Root cause hierarchy

Once the work order responsible for PBA loss is established, Shoreline checks the following:

• Is working being carried out on the work order?
  • If yes, ongoing work is registered as the root cause.
  • If not, Shoreline looks for why work is not being carried out on the work order.

Root cause hierarchy (reason work is not being carried out on a work order):

1. No personnel available in calendar availability.
   • E.g., Personnel are available March–June, but the work order is in February.
2. No logistic available in calendar availability.
3. No personnel available in the work shift.
   • E.g., Personnel are available 07:00–19:00 but the work order was created at 20:30.
4. No logistic available in the work shift.
5. First scheduling: Time between work order creation and the first scheduling attempt.
6. Lead time: Time between work order creation and lead time expiry, when scheduling s first attempted.
7. All possible logistics are available but in lead time.
8. One of the required logistics is en route to carry out the work order.
9. Weather criteria exceeded on the work order.
10. Weather criteria exceeded on all available logistics.
11. One logistic required for the work order is in lead time.
12. Weather criteria exceeded on one of the logistics required for the work order.

Root cause naming conventions

Root causes in the chart and output report will have names such as PBA Major lead time - No available HLV. The naming convention follows this system:

• Internal or external
  • Internal:
    • PBA loss resulting from a problem with the asset itself.
    • Internal is not prefixed to the root cause name.
  • External: PBA loss caused by something external to the asset, e.g., foundations or OSS.
    • External is prefixed to the root cause name.
• Category
  • Major
    • A corrective maintenance task requiring an HLV.
  • Minor
    • A corrective maintenance task that requires personnel and uses a CTV, SOV, helicopter, or daughter craft.
  • Floating: A towing task.
  • Scheduled service work: A scheduled maintenance task.
• Type
  • Weather delay
    • Work order not scheduled due to weather criteria being exceeded.
  • Lead time
    • Major corrective work order not scheduled for any reason other than weather.
  • Response time
    • Minor corrective work order not scheduled for any reason other than weather.
  • Work
    • Work order in progress.
  • Towing time
    • Asset is in the process of being towed to port or back to the wind farm.
    • Only for floating assets.
• Subcause
  • Applied to any Major root cause with the Lead time type and any Minor root cause with the Response time type.
  • For major root causes:
    • Waiting to be scheduled for support vessel
    • Waiting to be scheduled for HLV
    • No available support vessel
    • No available HLV
    • Other
  • For minor root causes:
    • No available vessel
    • No available personnel
    • No drop-off and pickup combination
    • Waiting to be scheduled

Root causes

Category	Description
Lost production (PBA root causes)	Total lost production (kWh).
Schedule service work WTG	Scheduled maintenance work is being conducted. Only counts lost production between a team starting and finishing work and does not include waiting for pick-up.
Major lead time	Time between HLV work order creation and the start of work or until it's necessary to wait for a weather window. Includes: HLV lead time. HLV mobilization time. HLV transit time. All time related to the support CTV works that do not overlap with the HLV task. It also represents the total for the following sub root causes: Waiting to be scheduled for the support vessel Waiting to be scheduled for HLV No available support vessel No available HLV
Major lead time - Waiting to be scheduled for the support vessel	Work stopped while waiting for the next CTV scheduling. This occurs when the CTV needs to be back at port before a work shift ends or to avoid bad weather.
Major lead time - Waiting to be scheduled for HLV	Work stopped while waiting for the next HLV scheduling
Major lead time - No available support vessel	No support logistic available due to either calendar or shift time availability.
Major lead time - No available HLV	No HLV logistic available due to either calendar or shift time availability.
Major weather delay	Waiting for weather windows to perform inspection, preparation, replacement and finalization work either with the support CTV or the HLV.
Major work WTG	Major corrective maintenance in progress.
Minor work WTG	Minor corrective maintenance work in progress. Does not include the time waiting for pickup.
Minor weather delay	Waiting for a weather window to conduct minor corrective maintenance.
Minor response time	Time between minor corrective maintenance work order creation and the start of work or until it's necessary to wait for a weather window. Includes: Transfer time. Waiting for transportation. Waiting for technicians. It also represents the total for the following sub root causes: No room on asset No available vessel No available personnel Emergency response limit No dropoff and pickup combination Waiting to be scheduled
Minor response time - No room on asset	No team of technicians can perform work on the WTG as the asset is at capacity.
Minor response time - No available vessel	No logistic available due to either calendar or shift time availability.
Minor response time - No available personnel	No personnel available due to either calendar or shift time availability.
Minor response time - No dropoff and pickup combination	Unable to schedule the drop-offs or pickups with the combination of technicians and logistics available, the current weather windows, and other work orders.
Minor response time - Waiting to be scheduled	Time between work order creation and lead time expiration or the first scheduling attempt.
Floating work WTG	Repair work at port with cranes or the disconnection or hook-up durations offshore for a floating component failure.
Floating weather delay	Waiting for a weather window to perform operations on a floating asset at port or for towing operations.
Floating response time	Time between work order creation for a floating component failure and the start of the work.
Floating towing time	Towing in progress.
Root causes total	Sum of lost production for all root causes.
OSS at max capacity	OSS exceeded its power capacity.
Cable at max capacity	A cable exceeded its power capacity.
Other asset in string disconnected	An asset instance lost connection to shore as another asset instance in the cable string was disconnected.
PBA	Total PBA.

Cases bases

Information on the bases added to the case, including location. See the Bases: input data page for details on these inputs.

Case assets

Information on the assets added to the case, including tasks and inventory management. See the Assets: input data page for details on these inputs.

Case logistics

Information on the logistics added to the case, including activity durations and processes. See the Logistics: input data page for details.

Case personnel

Information on the personnel added to the case. See the Personnel page for details.

Case strategy

Information on settings used in the Strategy tab of the case. See the Strategy page for details on these inputs.