ProMill Projects & InvestmentPower & Reliability

What Power Interruptions Cost, and Which Departments to Back Up

Thirty thousand spindles drop their ends in the same second whether the supply returns after four minutes or forty. The log records the minutes.

The Supply

How often it goes and for how long

Every trip counts, including the ones too short to appear on a monthly report

For comparison only - what the identical lost hours would cost in fewer, longer outages

What Backup Costs

Owning the capacity and running it through the outages

Capital annualised over its life plus maintenance, excluding fuel

What generated power costs above bought power - charged only for the hours it actually runs

The Departments

The restart cost is the input this sheet exists for and it is the one nobody has written down. It is what it takes to get the department producing saleable goods again after a stop, and it is a cost per event rather than per hour: ends pieced up, material run out and downgraded, a bath dumped, a range brought back to temperature. Time it once on a real trip and the number will be larger than anyone expects. Minutes to restart is the time after the supply returns before output is normal again, which is separate from the restart cost and is charged against contribution.

DepartmentConnected Load kWEarns cost/hCosts to Restart cost/eventMinutes Back to Normal minAn Interruption Costs costOf Which Restart %A Year costShare of the Loss %Backing It Up Costs cost/yrNet cost/yrPer Kilowatt cost/kW/yrWorth Backing Up 1/0Row actions
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Add line opens a form. Cells in the sheet stay directly editable.

How to read this sheet

Time a restart before using this sheet, because everything on it turns on that one figure and it is never in the maintenance system. Stand in the ring department during a trip and count what it takes to get back to saleable output: the ends down, the doffs interrupted, the material run out and downgraded, the shift that never recovers its rhythm. The number is a cost per event, not per hour, and it is the reason an outage log measured in hours understates the year by a factor rather than by a margin. The comparison against fewer, longer events is the argument to take to a utility or to a board. Feeders and supply contracts are usually negotiated on availability, expressed as hours, and a mill will accept more frequent interruptions in exchange for shorter ones believing it has gained. On these numbers that trade is a large loss, and knowing so before signing is worth more than the generator. Size the backup to the departments that earn it. Restart cost is what varies, not load, so the ranking by net saving per kilowatt is rarely the ranking by size - and a plant that backs up everything spends most of its capital on the departments that would simply have started again. What is not modelled. Utilities and humidification are excluded and should not be entered as a department with no contribution of their own: they gate everything downstream, so a mill that backs up spinning without backing up its humidification has not backed up spinning. Add their load to the department they serve. Nothing here prices the quality consequence of a stop beyond the restart figure entered, and on continuous processes - a stenter, a continuous range, a bath in progress - that consequence can exceed everything else on the sheet. Voltage dips too shallow to register as an interruption are outside it and on a weak feeder they are frequently the larger problem. And a generator that has to be started is not a generator that prevents the ends coming down; only stored energy does that, which is a different and dearer machine than the one this sheet prices.

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