Implementing a mobile GIS to enhance the efficiency of field operations
Bruce Randall
Manager, GIS Applications Duke Power 400
South Tryon Street Charlotte, N. C. 28202 USA
Phone: (704) 382-4318,Fax: (704) 382-0374
Email: bprandal@duke-energy.com
Abstract
Duke Power is implementing a mobile system to extend the power of its current
GIS system for use by field operations personnel. The new system consists of map
viewing software linked to Duke Power’s mobile field routine work/dispatch
system.
This highly integrated field system is set up so personnel receive a work order on a
mobile computer and then tap a map button on the toolbar to view the most current
facility and customer information associated with the work order. This new mobile
system will result in significant productivity gains, reduce radio traffic between
dispatchers and field personnel, and make response times faster during critical
outages and storm situations at Duke Power.
Once the integrated field system is implemented, approximately 550 users will have
access to GIS data in the field as part of the routine work process.
This paper will consist of a project overview, discussion of the software capabilities
and use, and an analysis of expected benefits. A variety of issues will be covered,
including the following:
- Fitting a large GIS database on field computers;
- The need for and frequency of incremental map updates;
- The interface – making it easy in a tough setting.
Introduction
Standard business practice today at most utilities involves cutting costs and saving
money where possible. Over the past twenty years, the following has become very
clear: technology costs have plummeted; labor costs have increased. Therefore, a
major incentive at most companies is to automate as many tasks as possible – but
where that is not possible, a goal is to use technology to help workers do their jobs
more efficiently and effective.
This paper will describe efforts to do just that – leverage existing data and existing
technology, combine that with newer technology in an effort to reduce costs and
give field workers the opportunity to be more effective and efficient.
Business Issues
One of the major business drivers that caused Duke Power to look at leveraging the
current GIS data came about as a result of an implementation of a new application.
Duke Power implemented a new customer and billing information system in 2001.
In the original CIS application, “intelligence” had been built into the account
number. For example, field personnel could look at an account number and
determine in which Duke Power district the customer lived, the meter route number
for that customer – and that information combined with a route book that the field
personnel carried in the truck allowed the field personnel to locate customers.
When the new system was implemented, the new account number was a randomly
assigned number, so the “intelligence” disappeared. The results: radio traffic
increased between the field personnel and dispatchers; travel time to customer sites
increased – of course, an increase in costs is associated with those events.
With the implementation of the new customer system, more of the routine electric
distribution work has been put into our mobile dispatch/mobile work system. That
means more orders per field technician, and volume is growing every day.
However, adding new field personnel to handle the higher volume of work is not an
option, particularly given the aforementioned trends of lower technology costs and
higher personnel costs. This was just another factor that led Duke Power to look at
leveraging the existing GIS data to aid field personnel.
Another major business driver that came into play dealt with the ability to move
field personnel from one area of the Duke Power service territory to another area
and have that person become productive quickly without knowing details about the
new area. Of course, the loss of the intelligent account number did nothing to help
with this issue. Locating work was more difficult, and during storms/outages,
additional personnel had to serve as guides to help field personnel do their jobs.
Again, these factors lead to increased costs.
