Knowledge Transfer of Substation Engineering and Experiences

Introduction and Objectives

Knowledge and knowledge transfer have been vital to developing our power systems to the current state-of-the-art for the benefit and improvement of humanity. Volumes of knowledge exist to keep them working safely, economically, and resiliently. But nothing happens without effort, and nothing lasts without maintenance. We have the knowledge, but we are at a crossroads regarding knowledge transfer, perhaps like one never encountered before in the history of our industry to meet the challenge to progress onward without interruption. 

The challenges confronting the substation engineering knowledge transfer are:

• The life cycle of most substations will be more than 60 years.
• The rapid turnover of aging and retiring experienced engineers challenges traditional knowledge transfer processes.
• Today’s engineers must know 3 to 4 evolutions of technological change in substation assets.
• Today’s graduate engineers are often exposed to a reduced power-oriented university curriculum.

Working Group B3.58 was formed to assess the state of substation knowledge transfer and prepare a Technical Brochure to provide practical guidance on transferring substation engineering knowledge and experience. The objective is to facilitate/optimise the knowledge transfer process and apply what adds real value, efficiency, and cost-savings to the process with respect to the currently available technologies, programs, practices while considering limited available resources.

Scope and Methodology

The scope of the Working Group included:

• Review/assess available institutional knowledge.
• Identify prudent techniques and engineering fundamentals to ensure the continuity of existing substations while creating the substations of the future.
• Identify and prioritize mandatory technologies and knowledge for transfer.
• Consider the full range of substation functional areas from planning, design, construction, commissioning, operation, maintenance, expansion, retrofit, retirement, and disposal.
• Consider the full range of related entities from utilities, consultants, and manufacturers.
• Explore ways to partner, integrate or leverage educational activities with universities, and manufacturers. 
• Select the best transfer methodologies such as training, mentoring, job rotations, peer-to-peer collaboration, professional certification, advanced degrees, industry forums, seminars, tutorials, and conferences.
• Expose next-generation engineers beyond their university fundamentals to new training tools and find knowledge transfer techniques that resonate with the new generation of engineers.

Methods the Working Group utilized included: an industry survey, group discussions and sharing of experience, CIGRE Next Generation Network (NGN) member web-based workshops, and a CIGRE member live workshop. 

Structure and Content

The Technical Brochure opens with an Executive Summary providing a general high-level statement of the problems and challenges of substation knowledge transfer, then stressing the benefits of acting on solutions and the consequences of failing to act. The focus of each chapter is summarized in the following sections. 

Chapter 1: Introduction

This chapter covers introductory material on the challenge of and need for knowledge transfer in much deeper detail which is required to understand the concerns fully.

Chapter 2: Knowledge Transfer Needs Identification

Chapter 2 introduces the results of discussions and research conducted by the Working Group. The first step is to understand that experts identify three basic types of knowledge. First is explicit knowledge, acquired through university education and easy to articulate, document, and share. Second is implicit knowledge, which is the application of explicit knowledge on the job and may be partially documented in company design standards and specifications. Third is tacit knowledge, defined as skills, ideas, and understandings possessed by people (i.e., Subject Matter Experts) gained from personal experience that is not codified and is more difficult to express. Figure 1 shows the progression of these knowledge types.

With an understanding of knowledge types, the next step of a transfer initiative is identification, specifically identifying the essential at-risk knowledge, the keepers of the knowledge, the targeted receivers, and the timeline required. 

Chapter 3: Overview of Survey and Workshop Results

This chapter summarizes the results of a Survey developed to identify industry trends, organizations’ plans to transfer specialized knowledge, utilization of related tools and technology, and best applicable transfer practices. The survey results validate the urgent need for improvements in substation knowledge transfer processes. The survey information was incorporated into the applicable chapters. 

A summary of a WG B3.58 Workshop conducted at the 2022 CIGRE Session in Paris is also presented. This was another means to solicit input directly from engineers facing the knowledge transfer challenge. Feedback was gathered from attending delegates (Figure 2). Their input also validated the need for knowledge transfer and is included in the related chapters. 

Chapter 4: Knowledge Transfer

Chapter 4 presents substation knowledge transfer using a People, Process, Technology (PPT) framework. Approaches to transfer knowledge are covered based on the people involved, processes to implement, and technologies to deploy. Each aspect of the PPT framework is addressed in sub-sections.

PEOPLE: Interns, engineers, technicians, and managers are involved. Training and mentoring are important aspects of their knowledge transfer. The effectiveness of training and mentoring programs must be evaluated on a regular basis. Training effectiveness starts with the college curriculum, which is important in providing a solid foundation. Power engineering classes covering three-phase high-voltage power systems are key. Afterwards, industries must support knowledge transfer with on-the-job training, company standards, continuing education classes, mentoring, and challenging projects. Soft skills also add value. It should also be noted that even experienced engineers can and should learn the latest technologies from graduate engineers. So, for utilities and consultants, substation staff is a very specialized segment of the industry, requiring trained, talented people to perform their jobs effectively. 

PROCESS: Knowledge is a core company asset; like all other assets, it must be properly maintained and managed. Substation knowledge acquisition and transfer require documented processes to be effective. The aim should be continuous improvement of employee skills and knowledge, as well as the learning tools and environments. Processes must start at the highest level of an organization, where corporate values, policies, strategies, and objectives are set forth as mandated procedures. Then the affected departments set processes and deploy a knowledge management system to achieve the given objectives. The effectiveness of the process, for the competency of the individual and the company, must be measured and evaluated. The results must align with goals; shortfalls must be corrected, and gaps closed. These processes must be managed and readily accessible to all affected members of the substation organization. Figure 3 shows the process hierarchy.

TECHNOLOGY: For knowledge transfer to be truly successful, the training, mentoring, and processes mentioned above must be enhanced with modern technology. Properly used, technology is a great teaching tool, as well as a tool to efficiently perform actual substation designs and reduce errors. The tools providing innovative solutions include distance learning via online webinars, on-demand recorded video programs, CADD, 3D modelling, augmented and virtual reality (Figure 4), mobile communication devices, knowledge management systems, and advanced design software., These tools take the heavy lifting out of what was once routine engineering work, but proper supervision is needed to detect errors.

In summary, it is essential to use all facets of the PPT knowledge transfer framework. Technology is important, but it is not a replacement for human interaction. There is no substitute for one-on-one training and boots-on-the-ground site field trips. And the best process in the world will only work with management support and enforcement. Balance is key.

Chapter 5: Opinions from NGN Members

Knowing that diverse generations learn and work differently, a task force of younger engineers in the WG was formed to address knowledge transfer from the next generation’s perspective. They used workshops with NGN members to determine substation knowledge needs, preferred methods, processes, and technologies.

Input from NGN members suggests that two characteristics are important: motivating to learn and effectiveness of learning. Figure 5 shows how the methods discussed ranked by motivation and effectiveness for the transfer of tacit knowledge. A key finding is that the new generation of engineers heavily embraces modern technology and thrives with mentoring and hands-on learning opportunities. Also, that self-learning techniques are not as motivating as mentoring.

Chapter 6: Conclusion

Chapter 6 present an overall summary and conclusions on the application of various techniques of substation knowledge transfer. 

Chapter 7: Case Studies

This chapter presents four case studies relevant to substation knowledge transfer:

1. Transfer knowledge to newly hired substation engineers.
2. Knowledge transfer between engineers using the lessons learned process.
3. Growth of a substation consulting engineering company. 
4. Development of a new engineer through CIGRE participation and leadership. 

Appendices

Three appendices are included that provide reference material covering: Definitions, an Example Training Program, and the 2022 Paris Session Workshop. 

Summary

The need for substation knowledge transfer is not new, but recent challenges have magnified it. Multiple organizational structures exist so recommending a universal “one size fits all” standard, model, or practice is not possible. Rather, the brochure introduces multiple methods to select to develop a plan that meets the unique needs of a utility or consultant. It provides practical guidance to assist organizations and individuals in planning and executing knowledge transfer to others.

However, the best program will fail without the commitment of management and those that embrace sharing substation knowledge. The companies that systematically investing time, effort, and money in improved knowledge transfer processes will reap substantial dividends in cost-effective, innovative, and resilient substations. It is hoped that the information provided in this Technical Brochure will provide the industry with a roadmap to address the urgent need for improvement in substation knowledge transfer programs and processes.