Commissioning and Startup Strategies Master Class · 2016-11-30 · Commissioning and Startup Strategies Master Class Setting Up Maintenance and Operations for Success: Effectively

Commissioning and Startup Strategies Master Class

Setting Up Maintenance and Operations for Success: Effectively Integrating New Assets

within the Existing Organization

Setting Up Maintenance and Operations for Success: Effectively Integrating New Assets within the Existing Organization

Agenda

• Introduction

• Examples of poor integration

• Setting up assets within CMMS

• Establishing proper sparing

• Building/Amending maintenance programs


IntroductionEric Linklater

• Master Data Lead/Project Technical Coordinator at Suncor Energy

• Experience in Oil and Gas, Pulp and Paper, and Mining, industries

• Experience in maintenance trade, supervision, planning, and scheduling

• Experience in master data and asset maintenance strategy development

• 35 years total experience in maintenance related activities

• Alberta, B.C., Yukon, NWT, and California


Maintenance and Operations Feedback• The new plant has been "tossed over the fence" to the operations and

maintenance organizations from the capital construction people.

• Voluminous operations and maintenance documentation is delivered coincident with commissioning in the disparate formats that the engineering and procurement contractor firm, construction contractors and equipment suppliers elected to use (usually inconsistent and not readily transferable into the enterprise asset management (CMMS) system).

• The CMMS system has not been loaded with asset and spare parts master data or maintenance procedures representing the new assets.

• Original equipment manufacturer (OEM) maintenance recommendations are contained only in the OEM hardcopy manuals and are largely time-based preventive maintenance with heavy reliance on parts replacements and little use of predictive maintenance or condition-monitoring technologies.


Specific examples• A Company with a water treatment plant for dealing with all of the water coming into the mill

and cleaning all of the organic material from the water before being sent to the mill as clear water. A back wash pump to regenerate the filter beds is only 250 HP but exceeds the capacity of the local area power transformer when started. A 600V soft start was installed to prevent plant brown out every time it starts (2 times/hour). With out the backwash pump, the mill has about 12 hours reserve water. One night the Soft start fails. There is no spare. Fortunately one individual knew of another piece of equipment with a similar unit. This unit of less priority was shutdown and the Softstart moved to the critical location with only minutes before total mill outage. Production was lost in the one line only

-Cause: Drawings and BOM’s were not updated to reflect the change

• A Refinery updated its coker cutting system. Years later when a critical valve began to pass, a new one was ordered. Unfortunately the valve ordered, which cost $35000 was not of the same type or size to the installed valve. The repair effort was postponed and the custom valve was scrapped and left the refinery with continuing hazardous icing build up due to the leak.

-Cause: BOM’s were not updated to reflect the change. Spares not established in the warehouse


Specific examples• A Pulp and Paper Company installed a new coordinated DC drive system for one of it’s

paper machines. Within a year after commissioning, a critical control module from one of the drives failed and no spare was available. Without the one drive, the entire paper machine was shut down until a repair could be made. The company flew one of it’s employees to Finland (where the manufacturers base was) in order to expedite the acquisition of the module. Downtime exceeded 3 days.

-Cause: Spares Identification was not complete. No spares established in the warehouse

• An Oil Company added a new system to its Hydrotreating plant. After many years of operation it was discovered that a number of assets which fall under governmental regulatory control were never cataloged in the CMMS and as a result the Oil Company was not in compliance with regulatory requirements requiring routine maintenance, inspection, and testing.

-Cause: Assets were not added to the CMMS. Assets not added to list of regulatory equipment. Spares Identification was not complete. No spares established in the warehouse. No routine maintenance programs were created for the critical assets.


Extreme Examples • Texas City refinery Explosion where a raffinate tower was over filled which created

a geyser of flammable liquid which quickly exploded killing 15 people. Investigators determine a number of influencing maintenance factors contributed to the incident.

- improper calibration of a level transmitter (maintenance error)

- failure to clean a sight glass (no maintenance program)

- failure of a high level alarm (lack of maintenance)


Extreme Examples

• Chemical plant in Bhopal where a toxic release of gas due to a runaway reaction killed 4000 people and injured 500000 others. Investigators determined influencing maintenance factors included:

-failure of process line valves (lack of maintenance)

-omission of a blank between chemical tanks and line carrying water (maintenance error)

-failure of nitrogen line valves (lack of maintenance)

-maintenance initiating a hazardous reaction by introducing water to Methyllsocyanate. (lack of maintenance procedure)


The Importance of Inventory Optimization• According to a report by the Aberdeen Group published in

July 2015, 50% of annual unscheduled downtime was due to a lack of parts.

• Best in Class companies with proactive maintenance to improve reliability and have mastery of inventory spares have 12% less unscheduled downtime and 15% better margins than those that don’t.


The Importance of Inventory Optimization• The report goes on to show the correlation between establishing effective

inventory controls and the successful achievement of corporate financial goals:

11

We are building a plant …….. 3 times!!!

In the physical plantOn drawings and documents

And in a CMMS

Major Components of Integration

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• Entry of supporting data to the CMMS– Equipment

– Spare parts

– Linking of documents, manuals, drawings

• Identify Sparing Requirements– What needs to be spared

• Asset Reliability Plans– How will the asset be maintained to ensure long

term reliability of the asset

What is Master Data?

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Most people believe Master Data is

just the creation of a Service

Location in a CMMS

Many believe this is a simple data

entry process

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What it takes for Master Data

Create New assets

in CMMS

Enter Classification &

General Data to CMMSCreate

Spares in CMMS

Rationalize and

Purchase Spare Parts

Link spares to BOMs

Work with SME’s

to support Integration

Seek, Review, and

finalize spare parts

Create BOMs in CMMS

Establish Asset

Criticality

Confirm if the tag is

maintenance significant

Confirm Tag is

registered in database

Ensure supporting Doc’s

are cataloged

Ensure tags match

doc’s vs company registryWork with vendors for

Pricing & Del for spares

Attach proper

Regulatory Status

Enter ownership

data

Process spares

to warehousing

Review Project drawings

for accuracy of tags


Prerequisites to Asset integration to CMMS• Compile complete Asset listing from the project.

– Asset/Tag ID

– Asset/Tag service description

– Asset details (Make, Model No, etc)

– Confirm that the asset tags, descriptions, classification, categories, meet the Business’ Standards.


Prerequisites cont’d• Review Asset listing with the maintenance/reliability team to

establish which of the tags are maintenance significant and what the criticality of the asset is to the process.


Prerequisites cont’d– Does failure of the asset present a safety or environmental risk?

– Is the asset governed by a regulatory body?

– Does the failure of the asset result in significant detriment to production?

– Will the asset require routine maintenance PM’s


Prerequisites cont’d• Determine the Ownership of the assets

– Which management group will be responsible for costs related to the new assets?

– Which maintenance group will be responsible for ongoing reliability efforts?

– What business accounts will be used to gather charges related to repair, maintenance, and in kind replacement?


Prerequisites cont’d• Supporting documentation for each asset to ensure reliability

of the asset over it’s full life. – P&ID’s

– Isometrics

– Manuals

– Drawings

– Data sheets

– Complete Bill of Materials for installed equipment including Make, Model No’s, part numbers, serial numbers (as required)

– Etc.


Identifying Spares in the CMMS• Review documents for sparing

– Check Tag descriptions versus supporting documentation (Bill of Materials)

– Check with Manufacturers recommendations

– Have subject matter experts (SME’s) review recommendations and discuss these with the business’ maintenance and reliability team to seek agreement on what is needed as an identified spare and what needs to be stocked.


Identifying Spares cont’d• Manufacturers are in the business to sell parts

– Spares recommendations are likely to be a bit bloated

– M&R experience and business practices will likely influence the sparing needs. What gets fixed vs what gets tossed.


Identifying Spares cont’d• Repairable Spares vs discarded

– Which of the spares will be set up for rebuild after replacement?

– And which of these will be serialized?

– Does the organization manage warranties within the CMMS?

• What does the business have already?– Are identical spares already available?

– Are superior spares available and logical?

• Once sparing identification is complete– Link assets with spares

– Spares may be linked to BOM’s, then BOMS to assets/equipment


Maintenance Strategies in CMMS• Most important to ensure assets receive care


Maintenance Strategies in CMMS– Work with the business reliability and maintenance team to determine long term

maintenance requirements

– What method is best? Corrective, Preventative, Risk based, or Condition based

– What will be done to each asset type?

– How often will it be done?


Maintenance Strategies cont’d– What spares will be required?

– Will external contractors be required to support the effort?

– What are the job steps?

– What trades will be needed? How many of each?

– Are there existing maintenance strategies in place for similar assets?

– Could existing maintenance routes or routines be added to in order to cover the needed PM’s

– Develop maintenance procedures as required


Questions?

Documents

Commissioning and Startup Strategies Master Class · 2016-11-30 · Commissioning and Startup Strategies Master Class Setting Up Maintenance and Operations for Success: Effectively