Firstly, every new electrical installation should be immediately followed by a holistic condition-based assessment that predicts failure likelihood. Documentation is very important here. Secondly, preventive maintenance is scheduled based on the result of the first step, and finally, a reactive maintenance procedure must be put in place, should part failure occur. The last step involves a good stock of spare parts, a well-trained maintenance crew, and a redundancy plan to prevent operation downtime while maintenance is in progress. All steps must be well-documented for review to address safety concerns and prevent future re-occurrence.

I'd be happy to share a perspective as a brazilian power transmission engineer. When unexpected failures in transmission power systems occur, the #1 priority is ensuring safety, which means preventing hazards to people, equipments and system. Follow both internal protocols and brazilian regulatory standards (ANEEL - National Electric Energy Agency regulation and ONS - National System Operator - "TSO" procedures). Diagnose the fault and repaire the affected assets to minimize service disruptions. This includes ensuring that the financial impacts will be as small as possible. If necessary, think about rerouting alternatives. Keep stakeholders and leadership updated on progress. Once repairs are complete, perform a root cause analysis.

I assess the nature and criticality of the failure, taking into account the impact on production, personnel safety, and equipment integrity. This is achieved by evaluating the mean time between failures (MTBF), mean time to repair (MTTR), and the component's failure mode and effects analysis (FMEA). Next, I identify the most critical components that require immediate attention, typically those that affect safety, production, or have significant downtime costs. I then categorize the tasks into tiers based on their urgency and severity, utilizing a risk matrix to prioritize tasks based on their likelihood and consequence of failure. Tasks that pose a high risk to personnel or production are allocated the highest priority.

The first thing I prioritize is Safety. I tends to put first in to consideration anything that threatens personal safety. Then I conduct the FMEA (Failure Mode and Effects Analysis). I attend to the Urgent and Important first, then to the Not Urgent and Important, then to Urgent and Not Important and lastly Not Urgent and Not Important.

Urgent and Important: Must be done immediately (e.g., deadlines). Not Urgent but Important: Should be scheduled (e.g., long-term goals). Urgent but Not Important: Delegate if possible (e.g., interruptions, some meetings). Not Urgent and Not Important: Can be eliminated or delayed (e.g., busy work, distractions).

- Categorize tasks by dependency as offline or electricity required -Identify high priority tasks - Utilize downtime for planning future activities - Communicate about delays in dependent tasks

I quickly reassess my to-do list to identify which tasks are critical and which can be postponed. This helps me focus on what truly matters. Then, Keeping an open line of communication with my team ensures that everyone is aligned. Sharing the challenges not only fosters teamwork but also encourages brainstorming for alternative solutions. I often look for creative workarounds or leverage technology to mitigate the impact of disruptions. This might mean using different tools or methods that can keep projects moving forward. After resolving the immediate issue, I take time to analyze what happened and how we can better prepare for future disruptions.

For me I would. First, identified the priority of the failure and the safety risks. Once it is deemed safe identify if or how to maintain production by isolating the area of concern, if required. Preserving the failure makes data collection more valuable. Next if possible would be data collection, investigate the issue to understand the reason for the failure. Depending on requests, budget, time constraints apply the best short and long term solution from the findings. Lastly, share findings with immediate team and others that may have to deal with that equipment or similar in other locations. Using mediums such as LinkedIn, internal lesson learned, adjusting maintenance plans/schedules and feedback with the procurement group.