31. Pres_Mark Pellow

7/29/2019 31. Pres_Mark Pellow

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Maintenance Strategy

Mark Pellow

Maintenance Superintendent

Fleet Support Team


2/18

2

Historical System

Individual vessel databases.

Individual identification numbers.

Individual naming convention.

Various job descriptions detailing the same maintenance (Over6000).


3/18

3

Developing a Maintenance Startegy

BP Shippings maintenance strategy is driven by the BP Groupsrequirement to transport hydrocarbons safely with no accidents, noharm to people and no damage to the environment

We provide ASSURANCE not profit

% Utilisation target impacted by vessel availability

We want: Reliability

Availability

Consistency

Effective spend


4/18

4

The Building Blocks


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5

Do it Right prioritorise

Criticality driven (FMECA and RCM)

ISM

Critical High Equipment failure puts the ship in a hazardous condition (ISM Code 10.3)

Critical Medium Equipment failure puts the vessel in a position of increased risk

Critical Low Negligible impact on vessel operation in the event of equipment failure

Spares

Critical High Key spares onboard and re-ordered through "minimum stock levels" from OEM

Critical Medium Key spares available within 48 hours from OEM, all others within 5 working days

Critical Low A practical approach will identify where other alternatives to OEM can be used


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Risk Matrix

> 1 / YR10-1 to 1/Yr

Once in 10 Yrs

10-2 to 10-

1/Yr Once in

100 Yrs

10-3 to 10-

2/Yr Once in

1000 Yrs

10-4 to 10-

3/Yr Once in

10,000 Yrs

10-5 to 10-4/Yr

Once in

100,000 Yrs

10-6 to 10-

5/Yr Once in

1000,000

Yrs


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Criticality of Equipment and Systems

A practical approach to sourcing of spares will identify where other alternatives to OEM can be used.

Negligible impact on vessel operation in the event of equipment failure.LOW

Key spares available within 48 hours from OEM suppliers. All other spares available within 5 working days from

OEM suppliersSpares

OEM if shoreside labour used, consider training courses for ship's staffMaintenance

Failure of this equipment will delay commercial operationsCommercialFailure of this equipment or system will place the vessel in a position of increased riskISM

Failure of this equipment will increase the likelihood of a MARPOL contravention but which can be mitigatedMARPOL

Failure of this equipment will increase the likelihood of a SOLAS contravention but which can be mitigatedSOLAS

Equipment designed for the protection of assetsSafetyMEDIUM

All other spares available within 48 hours (fleet stock held ashore in agreed locations)

Key spares must be held onboard and re-ordered through "minimum stock levels" from OEM suppliers.Spares

Unscheduled maintenance is unacceptable - enhanced predictive maintenance and annual overhaul during

turnaround timeMaintenance

Failure of this equipment will result in a commercial lossCommercial

Sudden failure of this equipment or system will place the vessel in a hazardous conditionISM

Failure of this equipment will result in a failure to comply with MARPOL which cannot be mitigatedMARPOL

Failure of this equipment will result in a failure to comply with SOLAS which cannot be mitigatedSOLAS

Equipment designed for the protection of peopleSafetyHIGH

DETAILCATEGORYCRITICALITY


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Equipment Criticality

Generic MEL

Preliminary Criticality

Assessment (PCA)

Safety & Protective

Equipment

Medium

Sub Group

Components

Engineering Assessment No Further Analysis

People Plant

Is the Equipment

designed for people/

plant protection?

Med Low Low High MedResults

Components

By Component Class e.g.

Indicators

Fire & Gas Equipment

Telecoms

NOTES:

Workflow to cover ALL Asset Register Components

1

3

4 6

2

FMECA

MedHigh Low

5High Low


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How we achieved

Class Specific Workshops:

Master equipment List,

Preliminary Criticality assessment,

FMECA,

New database review,

Roll out,

Attendees:

Vessel Superintendents

Chief Engineers

Masters

Subject matter experts


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Change Control lockdown of CMMS

Overdue Maintenance

Deferring Work Orders

Changing Trip and Alarm parameters

GP 32-30 (Inspection and Testing of Equipment in Service)

Modification Requests

Drawing updates

Change Requests

Configuration Management:


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Continuous Improvement

Master Equipment List

Equipment Criticality

Assessment

STEP 1

Job Descriptions

STEP 2

STEP 3

STEP 4

Planned

Maintenance

Programme

STEP 5

STEP 6

Continuous Improvement

Periodic review of KPI agree changes required

Risk

Assessment

Implement

change

STEP 7

Apply

Management of

Change process


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Condition Based Maintenance

Machinery condition assessment through the review of performance

data

Long term trends of process parameters and vibration levels

Use of CM software for trending and generation of predictive(condition based) Work Orders

12 monthly performance check


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Spare Part Management

Onboard spares management

Stock Checks Critical spares


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Future Improvements

Low Maintenance/High Volume tasks into rounds.

Utilising CM database to create one WO/month.

Manuals available within the CMMS.

Standardise templates (Class specific).


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In Summary .

Consistent approach across the fleet

100% Defect reporting with correct priority

100% Maintenance history reporting

Criticality prioritised maintenance

C/Es are the onboard maintenance manager Management of Change MR, CR and Drawings

Tiered approach based upon criticality to

Overdue maintenance metric

Deferring maintenance

Alarm and Trip parameters


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Our Goal!


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Leading to


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Thank you!

Questions?

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31. Pres_Mark Pellow