Ex-post Evaluation

1. Outline of the Project

Country:

Thailand

Project title:

Thailand-Japan Technical Cooperation Project for Training in the Distribution Automation System (DAS)

Issue/Sector:

Cooperation Scheme:

Project-Type Technical Cooperation

Division in Charge:

Mining and Industrial Development Cooperation Department

Total Cost:

850 Million yen

Period of Cooperation

June 1992 – June 1997

Partner Country’s Implementing Organization:

Provincial Electricity Authority (PEA)

Supporting Organization in Japan:

Related Cooperation:

1-1 Background of the Project

In the 7th National Social and Economic Development Plan (1992-96), coupled with the social demands generated through the rapid industrialization in recent years, the reinforcement of power supply reliability, particularly the improvement of measures against blackouts, became one of the major tasks to be tackled. To improve power supply reliability, a plan has been introduced to establish a modern distribution automation system, aiming to decrease the scope and duration of blackouts. However, the field of automation system is still undeveloped in Thailand, and it was impossible for the Provincial Electricity Authority (PEA) to develop the automation system alone. Understanding that Japan has the most advanced distribution automation technology in the world, the government of Thailand submitted a request for Project-type Technical Cooperation to the government of Japan in January 1991. The goal was to establish an adequate distribution automation system in line with the distribution equipment available in Thailand and using its own technology, and to establish a system of repair and maintenance.

1-2 Project Overview

In order to reinforce power supply reliability, PEA staff in the area of distribution automation technology was trained utilizing the DAS simulator system.

(1) Overall Goal
Modern DAS suitable for the infrastructure in Thailand will be introduced, and its maintenance along with and operation system will be established. so that DAS can be well operated.

(2) Project Purpose
PEA personnel will be trained in planning and managing DAS.

(3) Outputs
1) Counterparts of PEA will acquire a basic understanding of DAS, and the knowledge and technical skills necessary for its construction, operation, maintenance, and applications.
2) The DAS simulator for training will be installed, at the project site, then maintained and managed.
3) Internal training courses for PEA’s engineers and technicians other than counterparts will be opened and managed.
4) Seminars concerning full automation of DAS are conducted at PEA.

(4) Inputs

2. Evaluation Team

Members of Evaluation Team

Kokusai Kogyo (Thailand) Co., Ltd. (Commissioned to a local consultant.)

Period of Evaluation

December 11, 2002 – January 24, 2003

Type of Evaluation:

Ex-post Evaluation by Overseas Office

3. Results of Evaluation

3-1 Summary of Evaluation Results

(1) Impact
PEA is continuing its introduction of systems to automate electricity distribution through the Distribution Dispatching Center (DDC) and Computer Based Substation Control System (CSCS), in tandem with the technology transfer under the project. The DDC project receives aid from the World Bank, investing 2.9 billion baht to automate the power lines, substations and electricity grid in five out of the twelve regions nationwide. The initial plan called for operations to start in February 1999, but the project is still underway due to such factors as delays in choosing contractors. Operations should be started in part by August 2003, and full operation is planned to start by October 2004. The CSCS project has received technical and financial aid from the EU in its work to automate substations in Pukhet. With an input of 0.35 billion baht, operations should start in April 2003.

It was not possible to quantitatively measure the effect of the project’s technical transfer, but PEA did fulfill its responsibility to improve the technical skills of the counterpart personnel, who needed to understand the plan, design and specifications of the full-scale introduction of DAS. However, after the project was completed the DAS simulator went out of order and this restricted the benefits for the trainees. In addition, there is little utilization of the transferred technology, since the automated power distribution system has not yet started operating. Questionnaires were distributed to the 374 employees who received training during the project duration, and 189 responded. About 67% of the respondents stated that they needed further DAS training, and only 51% answered that they use their acquired technical skills and knowledge.

A DAS simulator was set up at the Rangsit office to provide a pilot system for training, and an actual DAS was to be operated at the Navanakom industrial complex. The simulator’s operations were discontinued in 1998. The data indicating the frequency and duration of blackouts have continued to be below PEA’s target figures, indicating that the reliability of the electricity supply for the Navanakom industrial complex is maintained. This was due to such factors as upgrade of power distribution equipment and the establishment of a branch office for the industrial complex. A questionnaire survey was conducted at the 168 plants operating in the industrial complex, and received replies from 160 companies. About 77% responded that the number of power blackouts had decreased, and 67% stated that they were satisfied with PEA services.

(2) Sustainability
After the project was completed, it was not possible to use the DAS simulator, and therefore DAS training is no longer being held. Training on automated power distribution was started again in 2000, but it involves DDC and CSCS only.

Although a DAS simulator was set up at the Rangsit office to provide a pilot system for training and PEA ended up operating the actual system at the Navanakom industrial complex, there were over ten cases of breakdowns and other damage. In 1998, equipment components were damaged due to power surges caused by lightening storms, creating problems in operations. As a result, operations using DAS were discontinued in January 2002. According to PEA, they contacted the local distributor several times but there were no improvements, and the local distributor responded that he was only the wholesale distributing agent, not the distributor, and that PEA should have contacted the manufacturer directly. PEA then contacted the manufacturer in Japan but did not receive a satisfactory response. The Japan side could not be interviewed in this survey, thus the supplier’s views are unknown. JICA also studied this problem in 2000, but the recommendations were aimed at and left with PEA only and the condition has not been improved.

Of the 21 counterparts, all remain in related divisions, with the exception of one who has retired. PEA set up an automated power distribution division in 1995 to promote the automation of power distribution, and has continued preparing for the DDC project.

3-2 Factors that Promoted the Realization of Effects

(1) Factors Concerning the Planning
N/A

(2) Factors Concerning the Implementation Process
N/A

3-3 Factors that Impeded the Realization of Effects

(1) Factors Concerning the Planning
N/A

(2) Factors Concerning the Implementation Process
Some of the equipment manuals are written in Japanese only. The donated equipment could not be utilized because the manufacturers do not have a branch or an authorized distributor in Thailand.

3-4 Conclusion

The counterparts were able to use the automated technology that they learned in the Project in the planning, designing and management leading to the introduction of the actual power distribution system through the DDC project. However, soon after the Project was completed, the DAS simulator stopped working and in turn, the DAS-related training, which was meant to be the focus of the Project, was discontinued. Nevertheless, the PEA director intends to install the simulator in an industrial complex outside of the DDC target and use it for training, if it can be repaired and made operable again.

3-5 Recommendations

JICA also conducted a survey on problems with the DAS simulator, but communication problems between the parties in Japan and Thailand prevented resolution, and it is therefore essential that some kind of action to be taken. One possibility might be holding a forum in which the involved parties could discuss the problem.

3-6 Lessons Learned

The DAS simulator system is a very expensive piece of equipment, costing a little less than 300 million yen, and it is the most important equipment in implementing the training. Therefore, maintenance of the equipment after project completion should be carefully considered and given top priority when selecting any specialized equipment like a DAS simulation system. Also, the availability of local agents, the maintenance capabilities, availability of spare parts and the warranty system must be considered.

3-7 Follow-up Situation

N/A