ARM & Associates Ltd Bernard Redmond (Director) Mob: +353 873104712

Email: bredmond@armandassociates.co.uk

Web: www.armandassociates.co.uk

Bernard Redmond (Director) Tel: +353 873104712

40% reduction in Output in the past 3 years.

Asset approaching End of Design life.

Skills decline.

Increased labour costs.

Un-reliable or Obsolete equipment.

Oil price down.

Annual Turnarounds being extended to 2 or even 3 Years.

etc

Offshore Resources constrained by limited bed space

Backlog continues to increase despite Turnarounds, Campaign Maintenance, 5Ys, Reliability and PM Optimisation teams

Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec

Human Resources

PM/CM Backlog

Bernard Redmond (Director) Tel: +353 873104712

Backlog is increasing faster

than available resources can liquidate it!

1. Carry out Work Order History Analysis & PM Optimisation

2. Where possible we close PM Work Orders in response to Genuine Process Trips

Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec

(1) = Optimises Maintenance Effectiveness (doing the right maintenance) to

Prevent Equipment Failure

(2) = Maximises Maintenance Efficiency (Cost of doing

maintenance / Productivity) to make the best use of

scarce resources

Bernard Redmond (Director) Tel: +353 873104712

Prevention is better

than cure!

Priorities

Preventative &

Breakdown Work

Prepare Work Instructions.

Allocate Resources and

Materials

Schedule Work for

Execution

Execute Work &

Record History Validate Work History

Analyse History

Improve Preventative

Maintenance Plans

Reliability Eng

PM Optimisation Team

Supervisors

Work Preparator

Bernard Redmond (Director) Tel: +353 873104712

Identify

Prep

Schedule

Execute Validate

History

Analyse

Improve

Responsibility

Put together work instructions to restore equipment function as

quickly and efficiently as possible

Typical Activity

IF repeat failure: - Copy / Paste last set of operations

Result

Does not necessarily address underlying Failure Mode

Can end up simply being a Band-Aid Solution, requiring Re-Work

Bernard Redmond (Director) Tel: +353 873104712

Validate Work Order History

Costs

Man-hours

Materials

Activities

Work carried out matches what was called for on the Work Order ◦ Improvement are limited to obvious errors or omissions in the Work Order

instructions

Supervisors are not responsible for identifying the underlying “Failure Mode” and making sure it’s addressed on the next PM

“Isn’t that what the Reliability Eng is supposed to do!”

Identify

Prep

Schedule

Execute Validate

History

Analyse

Improve

Bernard Redmond (Director) Tel: +353 873104712

Identify

Prep

Schedule

Execute Validate

History

Analyse

Improve

Primary Carry out 5Ys and Root Cause Analysis (RCA)

◦ Get started but are not always completed Other failures come along

Take up too much offshore time

etc

Secondary Identify Top 10 Bad Actors for input to the PM Optimisation

process ◦ Often not even started

Not even enough time to complete Primary Responsibilities (5Ys and RCA)

Effective WO History Analysis is very Time Consuming, Boring, Laborious and has a very Low Profile within the organisation

“As a Professional Engineer it’s not something I would want to do on a day to day basis “

Lack of Good Quality Maintenance History e.g. Mismatches between “Long Text” and “Fault Codes”

Etc

Bernard Redmond (Director) Tel: +353 873104712

Man Vs Machine?

CMMS

Rubbish in Rubbish out!

Fault Code reader, Not a data Analysis tool

Only capable of reporting Fault Code

Statistics

Not capable of identifying the underlying failure

information needed to prevent repeat failures

Fault Codes

Often proven to be Un-Reliable, and even misleading when compared to what is known to be actually happening with Equipment

Not capable of Interpreting WO “Long Text” history in the same way as a human to produce Reliable Useful Information

Identify

Prep

Schedule

Execute Validate

History

Analyse

Improve

Bernard Redmond (Director) Tel: +353 873104712

Improve

Team Effort

Very Expensive to conduct

Can take up to 5 Year to complete

Compromised by Inadequate Analysis

on which to Prioritise PMO efforts

PMO team can be forced into conducting

simple “Feel Good”, “Slash & Burn” PMR reviews, simply to reduce

costs or the size of the Maintenance Backlog ◦ The may result is even more Un-reliable Equipment and increased maintenance Costs and Re-work

The Process is designed to Output Generic PMs for Equipment Types, Not Equipment Specific Maintenance

Even when Offshore suggests equipment specific improvement, the PMO team can end up defaulting back to Generic non equipment specific PMS which are little more than the original OEM maintenance plans

Identify

Prep

Schedule

Execute Validate

History

Analyse

Improve

Bernard Redmond (Director) Tel: +353 873104712

Repeat Failure

Frequency

Total Failures in

5 Years

Mean Time To Repair (Hours)

Hourly Labour Cost

Similar Pieces of Equipment Effected

(e.g. Gas Detectors)

Cost Savings £

Man-hours Savings

Monthly 60 5 98 60 1,764,000 18000

3 Monthly 20 5 98 50 490,000 5000

6 Monthly 10 5 98 40 196,000 2000

Yearly 5 5 98 30 73,500 750

2 Yearly 2.5 5 98 20 24,500 250

Total £ 2,548,000 26,000

Does not include associated Production Gains

Identify

Prep

Schedule

Execute Validate

History

Analyse

Improve

Bernard Redmond (Director) Tel: +353 873104712

At Work Order close out stage we perform a

combination of Reliability and PM Optimisation activities

We Data Mine, Collate, Read, and Analyse

Work Request “Long Text”

Work Order “Long Text”

Technical history “Long Text”

And Existing PM tasks

We identify the “Failure Mode”

check if the Failure Mode is addressed on an existing PM

raise PM change requests where necessary to update PM tasks and frequencies

Identify

Prep

Schedule

Execute Validate

History

Analyse

Improve

Bernard Redmond (Director) Tel: +353 873104712

ARM & Associates has developed a unique software program

(SCE Assurance™ ) which uses PI data to take Credit for Genuine Process Trips

SCE Assurance™ enables us to close Preventative Maintenance (PM) routines for SCE equipment and systems in response to Genuine Process Trips

Before closure PMs are Validated against their Performance Standards

Applicable to Detection, Protection and Shutdown System PMs

Bernard Redmond (Director) Tel: +353 873104712

Additional Man-hour savings include: Operator Isolation/De-Isolations, Scaffolding, Work Prepping etc and Production Deferment

Bernard Redmond (Director) Tel: +353 873104712

Typical North Sea Installation

PMs = 407

PM Frequency/Year = 3

Hours/PM = 5

Men/PM = 2

E.g. If credit could be taken for 35% of PMs, that would require ½ an Instrument Tech less per year

% of PMs that Credit can be taken for

Annual Man-hour Savings Annual # Men Savings

10% 1,221 0.1

20% 2,442 0.3

30% 3,663 0.4

40% 4,884 0.6

50% 6,105 0.7

60% 7,326 0.8

70% 8,547 1.0

80% 9,768 1.1

90% 10,989 1.3

100% 12,210 1.4

What are you really paying for? Are you actually getting what you think you are paying for?

OPTIONS 1. Do Nothing 2. Encourage the people you have to do more

Work Preparator Supervisors Reliability Engineer PM Optimisation Team

3. Add more internal resources The process isn’t working effectively at the moment, so adding more internal resources will only produce more of the same results, faster, at a higher price

4. Change the Process + Add more internal resources Changing the process will make the entire process even more laborious, repetitive and low profile

within the organisation, and will make it very difficult to retain the necessary technically competent and experienced people you need to do the work

5. ARM & Associates Ltd Our services are delivered external to your offices, so they are Ringed Fenced, which means we

cannot be treated like just another pair of hands and get dragged into the kinds of reactive day to day “Fire Fighting” activities you are wanting to avoid

Being independent means we have no vested interest in changes we make to manning levels for example (Unlike Integrated Service Contracts (ISC) providers)

“Nothing Changes if Nothing Changes”

Identify

Prep

Schedule

Execute Validate

History

Analyse

Improve

Bernard Redmond (Director) Tel: +353 873104712

The Smart Choice

Over 20 years experience working in the North Sea

Customer focused i.e. Independent of ICS contract

Satisfaction and Recognition you deserve for having had the initiative and forte of delivering a World Class Maintenance Execution Program that;

Ensures sustained improvements in both maintenance Effectiveness & Efficiency

Asset Integrity

Safer, more Reliable Process Plant

Fit for Purpose Maintenance at a lower cost

A Proactive maintenance program capable of reducing the burden of Maintenance Backlog

Bernard Redmond (Director) Tel: +353 873104712