maintenance & shutdowns best practice & management

Maintenance Execution & Shutdowns best

practice

Lindsay CameronPlanning SuperintendentFluor – Shell Maintenance

AllianceShell Geelong Refinery

LINDSAY CAMERON – WORK HISTORY

Lindsay Cameron is a Mechanical Engineer with a Bachelor of Engineering degree from Queensland Institute of Technology and a MBA from Melbourne University

Lindsay Cameron has worked in maintenance planning and shutdowns for Shell, BlueScope Steel, Western Mining, QENOS, Anaconda Nickel, & Port Kembla Copper for over 20 years.

In addition, he has worked on various SAP implementations while working for Deloitte Consulting (including AGL, Pasminco, Transfield, & Telstra).

He specializes in Planning & Scheduling systems such as SAP & Primavera.

Lindsay currently works for Fluor Operations & Maintenance as the Planning Superintendent for the Shell Geelong Refinery.

His interests are family, cycling, motor racing, & the stock market/real estate investing.

AGENDA

Introduction The Importance of Maintenance

Execution Maintenance Execution process steps Maintenance Workflow Maintenance Events Shutdowns Process Worked Example (Risk Analysis) Questions

THE IMPORTANCE OF MAINTENANCE EXECUTION

GOOD MAINTENANCE IS GOOD SAFETY

New legislative requirements

Increased stakeholder scrutiny of safety performance

Risk Management strategies

ZERO HARM Good Safety is Good

Business1947 Texas City Explosion

145 Shift Workers killed in Monsanto Plant from explosion in nearby wharf

MAINTENANCE EXECUTION What is Maintenance Execution? Integrated process covering:

Job Screening (including Risk & Priority) Scoping (what to do) Planning (how to do it) Scheduling (when to do it) Execution (doing it) Close-out

JOB SCREENING Identify the work required

CMMS system (SAP Notifications) Can be raised by “anybody”

Review the Notifications Done by somebody who understands business “risk” Determine the business risk

Consequence & Probability People, Assets, Environment, & Reputation

Convert Business Risk to Priority Determine required End Date for work & drive

Maintenance Execution to achieve this end date Assign to personnel to Scope & Plan work

SCOPING What are you going to do?

Replace Repair Patch up Defer work Do nothing

Identify duplicate jobs (or similar work) Developed by Subject Matter Experts Cost considerations must be accounted for Operational Constraints (production requirements,

statutory requirements, resource availability, etc)

PLANNING How are you going to do the work? Basic requirements:

Job Tasks, Steps, Duration, & Sequence Resources

People Materials Tools Equipment

Cost Estimate Risk Assessment (PPA) Safety Requirements (JSA/JHA)

SCHEDULING When you are going to do the work? Scheduling involves several key plant

stakeholders Supervisors (own the labour & equipment resources) Operations (own the plant) Scheduler (builds the schedule) Warehouse (owns the materials)

Someone must “own” the Schedule (senior role)

Cyclic process (usually weekly) Separate roles for Planning & Scheduling

EXECUTION Do the work

Do the work you say you are going to do Do it when you say you are going to do it Like taking your car in for a service

Measure performance by KPIs Schedule Attainment PM Compliance Orders completed by required end date

Ownership of KPIs is at the appropriate stakeholder

NOT the Planner (or Scheduler) Schedule Attainment Supervisor PM Compliance Maintenance Engineer Orders by End Date Maintenance Engineer

CLOSE-OUT Often forgotten part of process Record completion of each step Collect hours worked Collect history (damage, cause,

activities) Determine costs Continuous learning

WORKFLOW

Putting it all together

MAINTENANCE WORK-FLOW

Types of Work PMs (Preventive Maintenance) Corrective Work Breakdowns Refurbishment

Each will have a work-flow process

Accommodate Interrupt Schedule

=

ContinuousImprovement

PlanJobs

Schedule Jobs

for theNext Period

AuthorizeCosts

CollectCosts &

JobFeedback

Allocate and Do the

Work

PrioritizeWork

Review and Approve Requests

Non Routine Work Flow

Unplanned Jobs

Routine Work Flow

AcceptRequest for work

ApproveEstimateWORK

LOG

Schedule Execute & Verify History

CMMSSchedules

Planning Tools

Unplanned event affecting

Safety / Production

Planning Tools

Job Request

MIMS

Event Reporter

ORIGINATORClear and concise information at the

lowest recordable level on the nature of the

task

WORKS CO-ORD

Search for W/O's. Verify all details, work type, priority and location.

Assign to Work Order and

allocate cost code.

WORKS CO-ORDEstimate labour,

materials and resources

AMLAccept request

for further action

in unit / engineering

ASSET MAINTExecute workVerify Work Instructions

Commission Plant

WORKS CO-ORDAssign labour group, Start and Finish dates. Confirm material

and services availability. Confirm plant availability

WGLAssign labour.Arrange plant

access.Confirm materials /

services arrangements.

Generation of JR's for additional works.

Raise PR's for additional materials.

ASSET MAINTUpdate history files

WGLValidate work.

Validate history.Receipt materials

WORKS CO-ORDUpdate schedule,

quality check history.

UNIT SUPER(AML)

Approve work order - approve

expenditure against budget

INITIATION PLANNING and SCHEDULING EXECUTION HISTORY Verification Strategy

Asset MaintMaint

StrategistReliability

EngCM

SpecialistHydraulics

SpecAutomation

Spec

Verify favourable effect on

plant performance


ApproveEstimateWORK

LOG


CMMSSchedules

Planning Tools


Safety / Production

Planning Tools

Job Request

MIMS

Event Reporter



task

WORKS CO-ORD



allocate cost code.



AMLAccept request

for further action



Commission Plant









WGLValidate work.




UNIT SUPER(AML)




Asset MaintMaint


EngCM


SpecAutomation

Spec


plant performance

INITIATION•Different Work Types

•SAP Notification•PM Schedule•Injected Work (E&SB)

•SAP Notification•For a Corrective job•Acceptance required before work proceeds•Approval by Maintenance Manager, etc.

•PM Schedule•Automatically generated•Pre-Approved

•Injected Work•Emergency & Schedule Breakers•For Breakdowns•Immediate approval


ApproveEstimateWORK

LOG


CMMSSchedules

Planning Tools


Safety / Production

Planning Tools

Job Request

MIMS

Event Reporter



task

WORKS CO-ORD



allocate cost code.



AMLAccept request

for further action



Commission Plant









WGLValidate work.




UNIT SUPER(AML)




Asset MaintMaint


EngCM


SpecAutomation

Spec


plant performance

PLANNING•Planned Job

•Planned Jobs will require an Estimate•Can then go off to be Approved•Before detail planning job, get approval to proceed (avoids spending time on job that may not go ahead)

•PM Schedule•Job already planned

•Breakdowns•This process shows no planning step for breakdowns•Best practice is to have some templates available for breakdowns


ApproveEstimateWORK

LOG


CMMSSchedules

Planning Tools


Safety / Production

Planning Tools

Job Request

MIMS

Event Reporter



task

WORKS CO-ORD



allocate cost code.



AMLAccept request

for further action



Commission Plant









WGLValidate work.




UNIT SUPER(AML)




Asset MaintMaint


EngCM


SpecAutomation

Spec


plant performance

SCHEDULING•WORK LOG

•Planned Jobs & PM Schedules go into common backlog of work•Jobs that can be deferred are identified

•SCHEDULE•Jobs are scheduled according to business requirements•Schedule for all available hours

•BREAKDOWNS•Breakdowns are not scheduled•They get “injected” during Execution phase


ApproveEstimateWORK

LOG


CMMSSchedules

Planning Tools


Safety / Production

Planning Tools

Job Request

MIMS

Event Reporter



task

WORKS CO-ORD



allocate cost code.



AMLAccept request

for further action



Commission Plant









WGLValidate work.




UNIT SUPER(AML)




Asset MaintMaint


EngCM


SpecAutomation

Spec


plant performance

EXECUTION•Daily & Weekly Schedule

•Jobs are executed according to priority and business requirements•Deviations from schedule managed by Operational Personal

•Breakdowns•Breakdowns are “injected” into daily schedule•Pre-identified “backlog” jobs are deferred•Breakdown work orders should have a sunset clause on them (suggest 48 hours)


ApproveEstimateWORK

LOG


CMMSSchedules

Planning Tools


Safety / Production

Planning Tools

Job Request

MIMS

Event Reporter



task

WORKS CO-ORD



allocate cost code.



AMLAccept request

for further action



Commission Plant









WGLValidate work.




UNIT SUPER(AML)




Asset MaintMaint


EngCM


SpecAutomation

Spec


plant performance

HISTORY•All Jobs

•Failure data added to CMMS•Hours recorded•Update library plans (or create new ones)

•Breakdowns•Reliability analysis•Is a library plan required?•Is a PM required?

•PMs•PM data updated•Recommend that PMs do not get rescheduled based on Completion Date

MAINTENANCE EVENTS - PMs

If you do a job, then there is a 80% chance that you will do it again in the next two years

What jobs can be converted to a schedule? Store in CMMS System Two major improvements

Increased reliability Increased planning efficiency

Identify Resources in advance Automate & consolidate resource procurement

processes Less wastage

BREAKDOWNS If you do a job, then there is a 80% chance

that you will do it again in the next two years

This applies to breakdowns as well Some initiatives that can be put in place

APLs (Application Parts Lists) – Lists of parts that could be required for a job

BOMS (Bills of Material) – Lists of parts that make up a piece of equipment

Library Plans – If a breakdown occurs, then you already have a template available

CORRECTIVE WORK ONE LIST – Have your list in a CMMS

System Should include the following:

Project Work Major Maintenance Re-Engineering

Consolidated list of work to be done Can have major conflicts between Project

Work & Maintenance Work

FOUR PHASES OF SHUTDOWN MANAGEMENT

Initiation

SHUTDOWN STEERING GROUP Manage upwards as well as

downwards Managing a large Program requires

input from various stakeholders Shutdown Steering Group to set

strategic direction Cross-section of senior management Must have a Charter (avoid micro-

managing)


Planning & Preparation

SHUTDOWN CRITERIA Must Justify why a job is being

done in ShutdownCRIT Shutdown criteria

DUR Duration

DISCan only be done while equipment is disassembled for other shutdown work

SYNSynergies with doing work in conjunction with other shutdown work

UTILUtility equipment that is only available during shutdown period

HAZWork of a hazardous nature that must be done while plant is isolated

OTH Other (please advise)

JOB LIST REVIEW Jobs to be

reviewed for their operational impact if not done

Risk Matrix Likelihood & Consequence

LIKELIHOOD5 Extreme

Almost Certain High(Over 30%)

$0 $0 $0 $0 $0

4 ModerateLikely

(10% to 30%) $105 $96 $512 $0 $0

3Possible

(3% to 10%)

$0 $271 $443 $539 $0

2Unlikely

(1% to 3%) $0 $28 $97 $0 $0

1 Moderate HighRare Low

(up to 1%) $0 $0 $0 $0 $0

1 2 3 4 5Low Minor Moderate Major Critical

<$25k $25k - $250k $250k - $2.5m $2.5m - $25m >$25m

Probability of Event Occuring in 2005/06 Financial

Year CONSEQUENCE (BUSINESS IMPACT)Safety Impact Environmental Impact Operational Impact $000's

12 345 6

38

12

1410

27

13 22

34

29

9 18

24 25

33

26

36

23

30

2831

32

17

3937

721

153579

20

GANTT CHART DEVELOPMENT

A Gantt Chart is required Develop a Critical path Duration to be prime-to-prime Have ONE schedule Duration of each step to be such as to be

easily tracked Less than reporting period (target for <12 hours) Larger jobs to have milestones or other metric to

track progress Create a Baseline & track progress against

the baseline

RISK ANALYSIS Use a Risk Management Process Kepner Tregoe PPA (Potential Problem Analysis) PPA Criteria

Quality Critical Work Reliability Critical Work Safety Critical Path Tasks with prior problems New &/or Unusual Tasks Work Group Involvements Review job again if criteria changes


Execution

MEETING STRUCTURE Consistent meeting

times 10:00 AM Morning

Area Meeting 3:00 PM Managers

Meeting

Schedule Updates 7:00 AM Update for

Morning Meeting 3:00 PM Update for

Night Shift

EARNED VALUE Tool for tracking

progress against schedule

Quickly shows if you are falling behind schedule

Forecast costs to complete work

SHUTDOWN COMMUNICATIONS Email is a problem

Reply All Mass Distribution lists Not everyone has email access

Noticeboards not very effective Tool-Box talks are very effective Meetings work well Large mass meetings do not work well Signs work well for operators Flashing signs work extremely well Jury is still out on Intranet Your audience is not homogenous People will generally not spread rumours that they believe

are not true


Close-out

POST SHUTDOWN REVIEW Carry out SWOT Analysis

Consolidate issues Feed-Back into Management Plan for future shutdowns

Some issues that came out of manufacturing site shutdown

Need two night shift managers Need to update schedule twice per day Supply Department was very happy No IT issues Site Security not up to scratch Steering Group worked well Site Wide Coordination worked well (forum of

regular Meeting) Communication needs a lot of work Fix the phones

PREVIOUSLY WORKED EXAMPLE

SHUTDOWN PPAWATER SUPPLY TURNED OFF

DURING SHUTDOWN

Potential Problems P S Likely Causes Preventive Actions Contingent Actions Triggers

PPA PROFORMA

QUESTIONS

maintenance & shutdowns best practice & management

Documents