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NETWORK / 31 / MAY 2019 a given geographical area. Each measure of performance also had a number of attributes associated with it – so for previ- ous interventions, these could request details about the inter- vention, when it started, and when it finished. Other attrib- utes might include the format in which the information is to be provided, perhaps a 'Microso• Office Excel spreadsheet'; where it is needed; and the users that need it. Each requirement also included a validation criteria, helping to explain why the requirement was needed. In the case of our asset history example, this validation might be regulatory, that the assets' age profile must be reported to Ofgem; or risk-based, that age is used as one of the data inputs for models calculating asset health. Further validation of each requirement was provided through a link to its related business need or needs. For ex - ample, an asset's function might link to a regulatory requirement such as 'the business shall complete regulatory reporting as required under the Electricity Distribution License'; or that 'the business shall manage asset risk'. Once the information had been gathered, Frazer-Nash used Enterprise Architect so• - ware to model it into systems architecture diagrams. These were presented for each require- ment, showing which systems were utilised to capture, store and present the information. By visually depicting Electricity North West's systems and how they are used to produce asset information, stakeholders were able to see the links between the disparate elements and their requirements, helping to clarify the complex interrelationships and interdependencies between information and business systems. To help structure the analy - sis, an information management model was used to standardise the process from data collection to the provision of information, as defined in the requirements. The solution to each require- ment could then be consid- ered in terms of: l Capture and receive: What does the data come from? l Record and store: Where and how is the data held? l Analyse and present: How is the stored data transformed into useful information? Using this model ensured that the requirements could be focused on the information re- quired, whilst still allowing the system architecture to consider the full system life cycle, and to identify interdependencies be - tween the solutions to different requirements at each stage. This visual modelling sup- ported the production of a gap analysis report, highlighting where Electricity North West's asset information requirements and its current methods of fulfilling them differed. Where a gap was identified, Electricity North West was able to uncover the reason for the gap – perhaps that there was no current pro - cess for acquiring or updating the data – and explore how it could be addressed. The report also showed where users had to interpret data from more than two sources, in order to retrieve the information they needed. This could be because the data is duplicated, in which case all would need to be up to date, or because multiple systems and processes drew upon the data from a single source. These com - plex information flows could result in additional time and ef- fort being needed to analyse and understand the data, and might add a degree of error or uncer- tainty, or result in different users arriving at different conclusions. Through understanding its asset information requirements and analysing where gaps existed ENW was able to improve its understanding of how informa- tion flows through its business and how various information systems and business systems interrelate. Dr Jonathan Hiscock, managing director of Fundamentals Ltd, explains why tapchanger servicing is so important. Tapchangers are critical for the performance of the grid. They are used to keep voltage levels within statutory limits; something network operators are obliged to do, and which is an increasingly challenging task as the dynamics of the grid changes with the realisation of the low carbon economy. The tapchanger is arguably one of the most vulnerable parts of the transformer since it's the only moving part and requires regular maintenance to ensure optimum performance. Most network power transformers are equipped with on-load tapchangers (OLTCs). A typical OLTC has a recommended service interval (time between maintenance) of 10 years or less. It is critical to ensure that service requirements are observed in order to maintain the health of the transformer. Service of OLTCs is quite often overlooked or not done properly which can increase the risk of failure. Tapchanger failure can ultimately lead to total failure of the transformer itself. Considering the typical service life of a tapchanger is less than 10 years, (depending on the tapchanger specification) maintenance should be performed by the original equipment manufacturer (OEM) in order to ensure technical updates are carried out, all parts and accessories are produced and manufactured to original designs and specifications and fitted correctly. Fundamentals is the OEM for Ferranti and GE legacy tapchangers and their engineers have been trained to cover all types of tapchangers. For all your tapchanger requirements, email sales@ fundamentalsltd.co.uk or call 01793 847163. I N D U S T RY I N S I G H T Total tapchanger solutions