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AGR Field Operation
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Organisation
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Field Operations
Employees:40-70
Employees:70-160
Employees:160-250
Employees:250-350
Employees:800
Clients:Large operators
Clients:Large operators
Clients:Large operatorsRig operatorsFPSO operators
Clients:Large operatorsRig operatorsFPSO operatorsNuclear Industry”Non-operating”OperatorsOther energyproducers
Clients:Large operatorsRig operatorsFPSO operatorsNuclear Industry”Non-operating”OperatorsOther energyproducersShip owners
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Our global servicesProduct Lines
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Darwin
Perth
Melbourne
Global provider
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Strong Norwegian precence
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GLOBAL TRENDS
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Global trends
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WHAT IS DIFFERENTDefence vs. Oil & Gas
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REGULATORY ASPECTSMaintenance Management
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Regulatory and Class• Focus in regulation:
• Internal control - documentation
• Work processes – Management Regulation (MR) § 10
• Risk reduction – MR, § 1
• Barrier mgmt – MR, § 2
• Maintenance - ”Activity regulation § 43-46”
• Criticality according to Norsok Z-008 or equivalent
• Methodology selection and documentation
• Criticality basis for PM, CM and spare parts
• Failure modes (FMEA/RCM) basis for maintenance activities
• Vessels normally under maritime rules/class
• PSA Regulations
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MAINTENANCE STRATEGYMaintenance Management
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Maintenance strategy (Pintelon et al., 2006)
Strategy provides a sense of direction, integrity and purpose. It guides in making a series of unified and integrated decisions to achieve objectives
Maintenance strategy can be defined as a series of unified and integrated pattern of decisions made in four structural and six infrastructural decision elements
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Decission elements
+
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From Strategy to Management
Goals & Objectives
Program Planning
Resources
Organisation
Material
Documentation
Resources
Techn.condition
Result
Risk
Availability
Cost
Execution
Reporting
Management &Verification
Improvements Analysis
IT strategy – CMMS – Integrated Operations
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MAINTENANCE ENGINEERING
Maintenance Management
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Criticality assessment (NORSOK Z-008)
What is a criticality evaluation?
─ A way to group (classify) equipment dependent of consequence of failures
What are the purposes of the criticality evaluation?
─ to establish a maintenance program with the right priority on activities
─ to specify a common spare-part strategy for equipment of equal importance. (availability of spares)
─ to standardize maintenance programs
─ to decide the extent and quality of technical documentation
─ one of the elements deciding the priority on corrective maintenance activities
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Work process “Streamlined RCM” based PM-program
Criticality assessment(Function)
Establish Technical hierarchy
(Plant structure)
Maintenance concepts(Equipment
Maintenance strategy)
Background data,P&ID’s,Vendor
documentation,Technical info,CMMS input
Packing / loading-files
Maintenance history for optimization
KAMFER™Project-database
CMMS
Maximo/SAP/STAR/IFS
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Graphic illustration – Technical Hierarchy
Tank
Pump
PI
FT
FY
FV
FE
FCTank FCFY
FV
FEPump
PI
FT
I/P
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Criticality Matrix
Consequence S- Safety & environment P- Production availability C- Economic losses
3 - High
Potential for serious personnel injuries. May render safety systems inoperable. Potential for fire in classified areas.
Stop in production/ significant reduced rate of production exceeding X hours (specify duration) within a defined period of time.
Substantial cost
- exceeding Y NOK (specify cost limit)
2 – Medium
Potential for injuries requiring medical treatment. Limited effect on safety systems controlling hydrocarbons
No potential for fire in classified areas.
Brief stop in production/ reduced rate of production lasting less than X hours (specify duration) within a defined period of time.
Moderate cost between Z – Y NOK. (Specify cost limits)
1 – Low
No potential for: Injuries, fire or effect on safety systems.
No effect on production within a defined period of time.
Insignificant cost less than Z NOK. (Specify cost limit)
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Functions vs. equipment (tags)
System ASystem B
System C
Main Function 1Main Function 2
Main Function 3
Main Function
Main Function
Pressure Relief
Shutdown Equip.
Controlling
Monitoring
Local Ind.
Shutdown Process
Manual Shut-off
Pumpe A
Motor A
PZV
Eq.shtdwn Valve A
Control Valve A
Alarm A
Pressure Ind. A
PAS Valve A
Man. Valve A
Pumpe B
Motor B
PZV
Control Valve B
Alarm B
Pressure Ind. B
PAS Valve B
Man. Valve B
Pumpe C
Motor C
PZV
Control Valve C
Alarm C
Pressure Ind. C
PAS Valve C
Man. Valve C
PumpPackage
Functional hierarchy Technical hierarchySu
b Fu
nctio
nsM
ain
func
tions
Eq.shtdwn Valve B Eq.shtdwn Valve C
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Maintenance concepts - example
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Together with a predetermined service level for the critical spare parts Stock Optimiser can provide;
• Spare parts demand per period for both corrective and planned maintenance
• Analysis against existing stock• Sensitivity analyses• Cost information over time• Materials planning input
Price
Del
iver
y tim
eCrit
icallit
y
Warehouse
Parts to be evaluated
HSEOth
er c
osts
Producti
on
Critical parts toBe evaluated
Price
Del
iver
y tim
eCrit
icallit
y
Total amount of sparepartsOne should use the 80 - 20 rule when analysing store.Exclude from analyses: (examples)
Standardparts, Partswith low price, parts with short lead time, parts to be ordered in bulk etc
Spare parts evaluation
• Spare part selection based on criticality classification
• Analysis include:• First year operating spares
• Review of vendor recommondated spares for operation past first year
• ”Insurance spares”
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CMMS Integration
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Deliverables
• Maintenance Strategy and work process according to MR §10 (optional)
• Tag hierarchy facilitating PM program
• Criticality according to AR §43
• PM Program according to AR §44
─ Including Barriers and SIL requirements
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Maintenance Management
• Link existing procedures and company policies to a maintenance management loop
• Identify GAPs• Basis for communication with the PSA
Goals & Objectives
Program Planning
Resources
Organisation
Material
Documentation
Resources
Techn.condition
Result
Risk
Availability
Cost
Execution
Reporting
Management &Verification
Improvements Analysis
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Technical hierarchy
• Plant structure (data model)• Equipment identification• Link to documantation and drawings• Equipment must be identifiable offshore
─ AOC requrement
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Criticality analysis
• Criticality for all main functions and sub-functions• According to AR §43 and NORSOK Z-008• All background decissions documented
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PM program
• Maintenance Concepts─ equipment strategies
• Uploaded to CMMS• Class requirements
included in evaluation• AGR Library of basic
eqipment• RCM for client specific
equipment• Involvement of offshore
personnel─ AOC requirements
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CORROSION MANAGEMENT
Maintenance Management
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Range of uses
• Surface treatment (coating)
• Passive Fire Protection
• Insulation
• Pipe and cable penetrations
• Cable trays
• Carry-over-work (all disciplines)
• Life Cycle Cost / Life Cycle Analyses
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Main elements
One-off activity Repeating activity(every 5 years) Annual activity
CONDITION
STATUS
SURVEY LONG-TERM
PLANMantenance Program – Year 1
Mantenance Program – Year 2
Mantenance Program – Year 3
Mantenance Program – Year 4
Mantenance Program – Year 5
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Summary
• Regulatory and class compliance
• Risk management
─ Risk based PM program
─ Criticality used to prioritize CM
• Standardization of maintenance activities
• Integration with CMMS