Welcome Jacobs The Netherlands - KIVI · 2015. 9. 10. · Projects Transactional Projects Transactional Projects Discrete Projects Preferred Relationships. ... Failure data Etc. Objectives

WelcomeJacobs

The Netherlands15 April 2014

Agenda

� Safety Topic

� Opening - Leo Knoester

� Introduction to Jacobs - Jan Doude van Troostwijk

� Asset Management - Edwin Plug

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Safety Topic

Reverse Parking in Parking lots

Always reverse park your car in parking lots. ‘Back stall parking’� is a safer way to park:

- while driving out when you exit your parking stall, you are not blindly backing into traffic or pedestrians

- children leaving the back seats, do not leave the car at the traffic side

� requires a smaller space in front of the parking lot for both in and out

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Parking Tips for safety

• Parking lots have a lot of collisions because there are so manydrivers and people, in such a small space. Backing up carelessly isthe greatest cause of collisions.

• Backing into a parking stall is safer than backing out becauseyour biggest blind spot is behind your vehicle. There is lesschance small children will be in the stall you are backing into thanin the isle of the parking lot you would back out of.

• It is important to know reference points to be looking for throughyour window to keep from hitting obstacles. Main tools to use: the2 side mirrors and the middle back mirror.

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Opening / Introduction

KIVI

By Leo Knoester

Koninklijk Instituut Van Ingenieurs

Koninklijk Instituut Van IngenieursDe beroepsvereniging van ingenieurs en techniekstudenten

De wereld draait om techniek

15 april 2014

Asset management in de petrochemie Jacobs Leiden

Van Techniek tot Toekomst


Mission statement

Het Koninklijk Instituut Van Ingenieurs KIVI is dé Nederlandse beroepsorganisatie van en voor ingenieurs, opgeleid aan universiteiten en hogescholen, en vormt een hoogwaardig technisch kennis- en kennissennetwerk.

Het doel van de vereniging is de vertegenwoordiging van de belangen van de ingenieurs als beroepsgroep en de bevordering van de techniek in het algemeen, alsmede de ondersteuning van de individuele ingenieur tijdens de loopbaan.



Kerntaken:

• Versterking van de algemene maatschappelijke positie van de techniek en de rol van de ingenieur hierin: Techniek op de kaart

• Bevordering van het collegiale contact en de uitwisseling van kennis en ervaring tussen ingenieurs en de verhoging van de kwaliteit van de beroepsuitoefening van ingenieurs door beïnvloeding van de opleidingen van ingenieurs: Kennisnetwerk

• Individuele belangenbehartiging en ondersteuning van de leden, waarbij door samenwerking met derden, op grond van het grote ledental, meer voordelen kunnen worden behaald.



Techniek op de kaart

Grootste lobby voor de techniek bij overheid, maatschappij en bedrijfsleven

Overheid: technologiebeleid en onderwijs

Bedrijfsleven en maatschappij: verkiezing Ingenieur van het Jaar, afstudeerprijs, ingenieur@school, speurwerkprijs

Jaarcongressen Thema’s

2014 Stad in de Delta

2013 Sustainable Mobility

2012 Zorg & techniek



Kennisnetwerk

• 21.500 leden, bronnen van kennis, kruiwagens

• ingedeeld in afdelingen (vakgericht en regionaal)

• digitaal beschikbaar via www.kivi.nl

• in levende lijve bij één van de vele bijeenkomsten



Individuele dienstverlening

• 12 maal per jaar De Ingenieur

• 22 maal per jaar Technisch Weekblad

• juridische dienstverlening

• Loopbaanbegeleiding

• Ondernemersplatform

• stage-/vacature-/cv-bank

• advies over werken in het buitenland

• korting op vakbladen, voordeel op bij- en nascholing


Koninklijk Instituut Van IngenieursVan Techniek tot Toekomst

Bestuur Regio Leiden

1. Voorzitter : Ronald Smith

2. Penningmeester : Hassan Houssi

3. Secretaris : Paul van Moerkerken

4. Bestuurslid : Leo Knoester

5. Vacature : Programmacoördinator

6. Leden organiseren : Activiteiten (wie?)

7. Ondersteuning : Projecten

Koninklijk Instituut Van Ingenieurs Regio Leiden

Koninklijk Instituut Van IngenieursVan Techniek tot Toekomst

Assetmanagement in de petrochemie

door Jacobs Engineering

Plesmanlaan 100 Leiden

15 april 2014

Introduction to Jacobs

By Jan Doude van Troostwijk

� Committed to BeyondZero® safety

� Corporate priority for Sustainable development

� Relationship based company

� Global resource base of over 70.000 employeesin 25+ countries on 5 continents

� Publicly traded on NYSE

� Net earnings Q1 FY14 (12 mths ended) $450 million

� Revenues Q1 FY14 (12 mths ended) $12.1 billion

� Backlog Q1 FY14 of $18.1 billion

� In business since 1947PS-010-010-001 16

Who We Are

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Market Diversity

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Geographic Diversity

We Go Where Our Clients Need Us to Be

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Diverse Business

Backlogby Major

Component Q1 FY14

Business Lines

Q1 FY14

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Balanced Growth through Acquisition

Areas of FocusGeographies Asia Pacific, and South

America

Markets Oil & Gas, Power, Infrastructure and niche additions

1/3rd Growth Historically comes from Acquisitions

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Multi-domestic Philosophy

� Supports Core Client Strategy

� Be Where Clients Want You To Be

� Live the Local Requirements

� Be French in France, Dutch in The Netherlands, Etc.

� Multi-Office Execution Brings the Full Resources of Jacobs to Any Location

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Jacobs in The Netherlands – History

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Industry Sectors Served:

�Upstream�Refining�Petrochemicals�Sulfur�Fine Chemicals�Pharmaceuticals�Light Industry�Energy�Consultancy Services

Jacobs in The Netherlands

Key Clients:

�Shell

�NAM

�DSM

�BP

�Sabic

�ExxonMobil

�DuPont

�KPE

�Vopak

�LyondellBasel

�Dow

PS-010-010-001 24

The Netherlands – Disciplines & Expertise

European Hydrocarbon Center of Excellence

Leiden 1134

Rotterdam Area 177

Meerssen 152

Sappemeer198

OFFICES

DISCIPLINES TOTAL

Process 222

Civil / Structural 96

Instrumentation / Electrical 320

Mechanical / Piping 307

Project Management / Engineering 153

Project Services 152

Construction Management 73

Procurement / Contracting 87

General Management / H.O./Admin. 129

Others (QM/HSE/Consult./Authority) 122

TOTAL 1661

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Our Relationship -Based Business Model� Delivers measurable value� Optimizes customers’ ROI� Sustains relationships for the long term� Minimizes volatility in contracts/pricing� Reduces risk

Our Model Industry Model

PreferredRelationships

DiscreteProjects

TransactionalProjects

TransactionalProjects

DiscreteProjects

PreferredRelationships

Asset Management

By Edwin Plug

Asset Management - Edwin Plug

� Asset Management in Jacobs, one of the world's largest and most diverse providers of technical, professional, and construction services.

2014.04.15PS-010-010-001 27

Asset Management

� Introducing...� Jacobs Consultancy� Asset Management� AM within Jacobs

− Cases

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Asset Management - Edwin Plug

� 1991 Delft, Wtb / Industriële organisatie� Zelfstandig adviseur� Militaire dienst (ROAG, Hoofd Bureau LCC)� 1992-1999 PLG Consultancy (vennoot, 5 man)� 1999-2006 ABB Service� 2006-heden Jacobs Consultancy

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Project Lifecycle Services

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Calgary

Chicago |

Houston

Mumbai

Saudi

Madrid

Leiden

London | Manchester |

Stockport

China

Petrochemicals & Energy (PC&E)

�Worldwide network of 200 consultants�Experience in areas of:

−Refining−Natural Gas & LNG−Chemicals−Petrochemicals−GHG Management−Energy, Power & Utilities−Asset Management−Renewables

31

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Asset Management


− Cases

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Trends in maintenance

Breakdownmaintenance

PreventiveMaintenance

PredictiveMaintenance

(CBM)

RCMTPM

Asset Mgt(PAS 55,

ISO 55000)

1930 1940 1950 1960 1970 1980 1990 2000 2010

Simple, robust eqptBasic lubrication/servicing

Limited mechanisation =Less focus on downtime

Industrialization: growingImportance of eqpt & downtime

prevention of failures (fixed time)

Just-In-Time aggravates effects of downtimeRising quality requirementsFailures also HSE concern

Mtce cost becomes issuePredicting failures

Prevent failuresby designing-in

reliability

Maintenance and failures are not just a technical issue:It is also about the people and culture

structuring organizations in such a way, that not just short-term profitability is maximized, but that other responsibilities, transparency and long-term effects on e.g.

asset condition (exploitation) are addressed

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Asset Management

is…

to ensure that Assets deliver maximum return on investment throughout their life

without compromising - HSE performance or - reputation.

Asset Management

Business RiskManagement

MaintenanceOptimisation

ReliabilityCentered

Engineering

Operational Excellence

Reliability Practices

TurnaroundEffectiveness

Asset Management

Business RiskManagement

MaintenanceOptimisation

ReliabilityCentered

Engineering

Operational Excellence

Reliability Practices

TurnaroundEffectiveness

ISO 55001:2014 “coordinated activity of an organization to realize value from assets”PS-010-010-001 342014.04.15

Jacobs Consultancy service portfolioCommercial Strategy• Independent Market Consultant• Supply/Demand, Price Forecast• Identification of Market Shifts • Contracting Strategy Development• Commercial Analysis• Merger & Acquisition• Divestiture Analysis

Technical Studies• Independent Technical Consultant• Owners’ Representative• Feasibility Study, Master Plan• Technology Selection Analysis• Due Diligence• Impact of New Technologies

Process Safety and Environment• Due Diligence• Merger & Acquisition• Site Selection• Feasibility Studies• Emergency Response• Hazard & Operability (HAZOP) • Hazard Identification (HAZID)

Asset Management• Due Diligence• Strategic / Capital Planning • Asset Management Services• Energy Performance Improvement• Maintenance and Turnaround strategy• Reliability, Availability, Maintainability • Safety and Integrity

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Asset Mgt typically involves:

1. Business risk management− Includes Technical Due Diligence, LT asset strategy plans / Asset Life Time

Extension plans

2. Reliability centered engineering− Includes Reliability / Availability / Maintainability studies, RCM implementation etc.

3. Operations & Maintenance optimization− Includes maintenance management, reliability improvement, O&M organization etc.

Conceptual Definition(FEED)

DetailedDesign

Construction Start-Up Operation &Maintenance

Asset LifeExtension

AssetRetirement

Strategic andOpportunity

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Example 1 – Reliability Centered Engineering

We use Reliability, Availability & Maintainability (RAM) studies for a number of applications:

1. Validate reliability/availability performance2. Optimize redundancy levels3. Optimize maintainability and maintenance organization4. Equipment selection5. Optimize spares inventory6. (Reliability Centered) Maintenance Concepts


DetailedDesign


Asset LifeExtension

AssetRetirement


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Generic Approach

1. Workshop with client (TOR)2. Build Reliability Block Diagram (RBD)3. Build Critical Equipment Matrix

- Focus on major items- FMECA if needed

4. Build & populate Reliability Model5. Base Case Analysis

- Reliability / Availability / Capacity etc.

6. Team evaluation / validation of model7. Sensitivity cases & options analysis

Failure dataEtc.

ObjectivesEtc.

Reliability Quality Index[Cost of Unavailability/Capex]

0

1

10

100

item 1

item 2

item 3

item

4

item 5

item 6

item 7

item 8

item

9ite

m 10

item

11

item

12

item 1

3Cos

t of u

nava

ilabi

lity/

Cap

ex

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Example: Underground Gas Storage

Source: EIA / PB energyPS-010-010-001 392014.04.15

Example: Underground Gas Storage

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Example: Underground Gas Storage RBD

Simplified, excluding withdrawal. Top level only. + indicates deeper level RBD’s.

Cavern /wellhead 1

Cavern /wellhead 2

Cavern /wellhead 3

Cavern /wellhead 4

Interconn.Piping 1

ComprTrain 1

ComprTrain 2

ComprTrain 3

Grid Connection 1

Grid Connection 2

Interconn.Piping 2

Utilities

+

+

+

+

+ ++

++

+

+

+

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Capacity availability for interval 0

0 40 80 120 160 200 240 280 320 360 400

Capacity (kNm3ph)

0,96

0,964

0,968

0,972

0,976

0,98

0,984

0,988

0,992

0,996

1

Ava

ilabi

lity

2. Verify capacity availability

Capacity ->R

elia

bilit

y ->

Availability Validation (example)Operating mode:Send-in Requirement Base Case

Reliability 98.0% 98.2%

Availability(incl scheduled outages)

96.0% 96.4%

1. Confirm Reliability targets

Conclusions in this stage:

1.Availability requirements are met

2.No 3rd Compression Train required (20M€ TIC saving)

3. Hitlist with key Availability killersto be analyzed in-depth

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Capex Optimisation / Sensitivity analysis

� Analysis #1:− Use model to identify top 30 assets

limiting availability− Compared ‘Cost of Unavailability’

against ‘TIC’− Focused efforts on assets where

additional spend (e.g. on sparing) had largest impact

� Analysis #2:− Assessed ‘Minimum Capex’ option− Analysis shows opportunity to remove

(>)> Million €

=> Value potential =1%-8% of Capex

TIC Cost of unavailability

IGCC Reliability Quality Index 'Q'[Cost of Downtime / TIC]

0.0

0.1

1.0

10.0

100.0

4 25 24 20 12 5 22 18 19 21 17 13 15 16 10 11 2 23 28 26 1 6 14 9 27 7 29

Ranked Options

Rel

iabi

lity

Qua

lity

Inde

x 'Q

'

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Integrity and reliability in design and operationare governed by different domains…..

Design Phase

Operational Phase

PEDPressurized Eqpt

Directive

SILSafety integrity

level classification

RCEReliability Centered

Engineering

Pressure vessels, piping

Instrumented Protective Functions

Any equipment

Corrosion (Probability of) Failure on demand

Any (natural) degradation mechanism

RBI(Inspections)

FFI(fault finding

intervals)

RCMReliability Centered

Maintenance

TPMTotal Productive

Maintenance

ScopeHuman factor

Regulatory driven Economically driven

tasksPS-010-010-001 442014.04.15

Optimization of maintainability� Typical issues at hand:

− Plant operated as part of industrial park, stand-alone or unmanned?

− Maintenance staffing during office hours resp. weekends? Permanent on site staffing, what is out-sourced?

− Possibilities to “isolate” equipment for inspection or repair? Service redundant equipment during plant operation?

� Impacts reliability and availability! RCE helps to − Develop O&M philosophy− Evaluate availability impact of alternatives− Assess e.g. workload, number of call-outs etc− Initiate improvement plans− Value potential >> % of Capex (% of TCO)

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Optimization of maintainability

Sensitivity analysisSupport scenarios

Delta vs Base Case

base case 0.0%

alternative 1 -1.0%

alternative 2 -2.7%

Call outsBase Case

[/year]

Output restrictions 48

Failure of production critical equipment 273

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Equipment selection

Reliability modeling � Identifies which equipment is likely to be availability

critical� Supports defining suitable requirements

(e.g. availability, maintainability, repair times, maintenance schedules etc)

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Case: refinery expansion project

Challenge the obvious, quantify common sense� FEED� 14+ units, brown - & greenfield

− Process, utility, intermediate storage

� Client objectives:− Verify availability of integrated complex− Support / validate sparing decisions

� What we did− Modelled proces & utility units− RAM requirements in package specs

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Time-availability vs processing capacity

80%

82%

84%

86%

88%

90%

92%

94%

96%

98%

100%

90% 95% 100% 105% 110% 115% 120% 125% 130% 135% 140%

Re

liab

ility

Max processing capacity

Average processing capacity

1% ≈ XX MUSD

97%90%

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Asset Management


− Cases� 2. Life time extension projects

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Life Time Extension (LTE)� Intended Life Time Extension 2015 -> 2025 (+10 yrs)

What do we need to do, to ensure that, during the next 10 years,(the remaining life of the plant), the facility will meet the requirements defined, considering usage as currently known?

Cost

time

20yy20xx

Cost of normal operation(incl. routine maintenance)

Additional cost of maintenance, unavailability,loss of production- and/or loss of efficiency

FOCUSAnd changes in permits and (environmental-) legislation/regulation

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DetailedDesign


Asset LifeExtension

AssetRetirement


Plan for LTE Feasibility study

1. Listing of LTE issues 2. Elaborate solutions for LTE issues

Using multi-skilled workshopsDesk researchCold eyes reviews

Eliminate non-issuesElaborate alternativesGrouping in scenario’s

List of (potential)n LTE issues1. xxx2. xyz3. z .. n.

Sub-report per issue

Xls spreadsheet

LTEFS report

Normal operation

LTE -2013 (x M€)

LTE 2013-2025 (y M€)

Permit* related (z M€)

Availability >88% (x M€)

Add-ons (optional)

Example output:

BH1 Revamp Capex

Oct ‘1X Dec ‘1XSep ‘1X

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non-issues

In parallel: organizational masterplan (optional)

Lubricants plant - LTE / 10 year masterplan

Description:Jacobs was hired to develop a 10 year master plan for a 1930’s facility, entailing all technical and organizational measures to enable / assure safe and profitable production and sustainable plant integrity.

Scope :Life Time Extension Masterplan,Organizational Masterplan

Location :NW Europe

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Asset Management


− Cases� 3. Operations & Maintenance phase

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Case Study – Plant performance analysis� Location: NW Europe� Stage: Operational� Specifics:

− Operational large multi-utility plant, providing water, BFW and steam to a petro-chemical industrial complex, as well as power

− Integrated with client systems (boilers and process etc.)− High reliability and availability requirements

� Shortages have large consequences for customers� Associated penalty scheme

− Used both generic data and client field data

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Case Study – Plant performance analysis

� Value added

− System design flaws identified (“N-2 not always sufficient”)− Defined strategies to improve system performance

� Changed operational philosophy (e.g. start-up times, stand-by strategies)

� Re-evaluation of TA execution strategy� Defined requirements for modifications (where, what, sizing etc.)� Identified load-shedding requirements

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Asset Management


“ensure that Assets deliver maximum return on investment throughout their life, without compromising HSE performance or reputation.”

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Thank you for your attention!

Any Questions?

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Documents

Welcome Jacobs The Netherlands - KIVI · 2015. 9. 10. · Projects Transactional Projects Transactional Projects Discrete Projects Preferred Relationships. ... Failure data Etc. Objectives