reliability leading - lagging indicator in pt. badak ngl
TRANSCRIPT
2012 ARS, Asia Pacific: JakartaSession 13
Reliability Leading-Lagging Indicator in PT.Badak NGL
Rony Arsanto
Begins at 9:40 AM, Thursday, October 18th
PRESENTATION SLIDESPRESENTATION SLIDESThe following presentation was delivered at the:
International Applied Reliability Symposium, Asia PacificOctober 16 - 18, 2012: Jakarta, Indonesia
http://www.ARSymposium.org/asia/2012/
The International Applied Reliability Symposium (ARS) is intended to be a forum for reliability and maintainability practitioners within industry and government to discuss their success stories and lessons learned regarding the application of reliability techniques to meet real world challenges. Each year, the ARS issues an open"Call for Presentations" at http://www.ARSymposium.org/asia/presenters/index.htm and the presentations
delivered at the Symposium are selected on the basis of the presentation proposals received.
Although the ARS may edit the presentation materials as needed to make them ready to print, the content of the presentation is solely the responsibility of the author. Publication of these presentation materials in the
ARS Proceedings does not imply that the information and methods described in the presentation have been verified or endorsed by the ARS and/or its organizers.
The publication of these materials in the ARS presentation format is Copyright © 2012 by the ARS, All Rights Reserved.
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Rony Arsanto, PT Badak NGL Slide Number: 2Session 13
Agenda
Introduction 5 min Reliability Leading Lagging Indicator 10 min Leading Indicator 15 min Lagging Indicator 10 min Summary 5 min Questions 10 min
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Rony Arsanto, PT Badak NGL Slide Number: 3Session 13
Vocabulary AMoR : Aware for More Reliable AEO : Asset Efficiency Optimization CNA : Client Need Analysis ECR : Equipment Criticality Rating MCR : Material Criticality Rating MPTA : Maintenance Planning & Turn Around OEE : Overall Equipment Effectiveness RCA : Root Cause Analysis RLLI : Reliability Leading Lagging Indicator RM : Reliability & Maintenance PCR : Procedure Criticality Rating PDS : Potential Dead Stock PRF : Plant Reliability Factor SCAT : Systematic Cause Analytic Technique
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Rony Arsanto, PT Badak NGL Slide Number: 4Session 13
Introduction
PT.Badak NGL at a glance
LNG & LPG Plant Facilities
Award and Certification
LNG Plant Benchmarking
Company Clients
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Rony Arsanto, PT Badak NGL Slide Number: 5Session 13
PT. Badak at a glance
BONTANG
SAMARINDA
BALIKPAPAN
GAS PRODUCERS
10%
15%
20%
55%SHAREHOLDERS *)
*) 1974: PERTAMINA 55%, JILCO 15%, HUFCO 30%1990: PERTAMINA 55%, VICO 20%, JILCO 15%, TOTAL 10%
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Rony Arsanto, PT Badak NGL Slide Number: 6Session 13
6
A
CD
B
E
F
G
H
12
34
5 6DOCK 1
DOCK 3 DOCK 2
LPG TANKS
UTI-1UTI-2
Facilities UnitProcess Trains 8LNG Tanks 6LPG Tanks 5Boilers 21Power Generators 15Sea Cooling Water Pumps
22
Loading Docks 3
Production Capacity
MPTA
LNG 22.5
LPG 1.02
1977 1983 1989 1993 1997 1999
Tr. A/B
Tr. C/D
LPGTr. E
Tr. F Tr. G Tr. H
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Rony Arsanto, PT Badak NGL Slide Number: 7Session 13
50,000,000 Safe Man Hours (8 Dec 2006 - 18 Sep 2012)
. .
Certified since 2000
ISO 14001:2004
ISO 9001:2008
Certified since 2001
Accredited since 2009
ISO 17025:2005
PROPER GOLDReceived 2011
ISRS-8ISRS-8Level 8
Certified since 2010
SMK3Emas
Received 2012
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Rony Arsanto, PT Badak NGL Slide Number: 8Session 13 App
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Rony Arsanto, PT Badak NGL Slide Number: 9Session 13
Benchmarked by Phillip Townsend Associates Inc. (PTAI) Among 9 worldwide LNG Plants in 2009
The 1st rank in Safety, Health
The 2nd rank in Reliability Aspect
The 1st (lowest) in Operating Cost
The 1st (lowest) in Maintenance Cost
The 2nd lowest in Personnel Cost
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Rony Arsanto, PT Badak NGL Slide Number: 10Session 13
Reliability Leading Lagging Indicator
Background, Definition, Objective & Scope
RLLI “Traffic Light”, Matrix & Strategy
Leading Indicator
Lagging Indicator
The 3 Year RLLI Journey
Additional Leading Indicator
Additional Lagging Indicator
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Rony Arsanto, PT Badak NGL Slide Number: 11Session 13
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Rony Arsanto, PT Badak NGL Slide Number: 12Session 13
Mostly maint.craft overlook w/ the importance of Equipment Reliability
People paradigm “reliability performance” historically always meet the target
In PTB mostly people tends to define “reliability” with Plant Reliability Factorwhich is not Equipment Reliability or Production Reliability
In fact it supposed to be availability. However term of PRF is used in PTAI for benchmarking among LNG Plant
Potential Lack of Communication & misinterpretation of Reliability A
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Rony Arsanto, PT Badak NGL Slide Number: 13Session 13
98.17%
99.02%98.65%
99.29%
97.19%
99.35%99.07% 99.25%
98.13%
99.25%
96.94%
99.13%
99.86%
90%
92%
94%
96%
98%
100%
2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012
PRURPRF
“Reliability”Trend Group 95.5% (PTAI Benchmarking 2009)
as of July 16, 2012
Note : PRF related to availability not reliability
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Rony Arsanto, PT Badak NGL Slide Number: 14Session 13
Scheduled Down Time
Unscheduled Down Time & Plant Trip
Standby/Idle Maximum Sustainable Rate22.5 MTPA
Reduced rate /slowdown
Plant Reliability Factor ( PRF ) = 1 - PRUR / MSR
PRUR (Plant Related Unscheduled Reduced) = Trip + Unschedule Down Time + Reduced Rate or Slowdown
Note : PRF is not Equipment Reliability
Plant Availability Factor ( PAF ) = 1 - (PRUR+Sch.Downtime) / MSR
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Rony Arsanto, PT Badak NGL Slide Number: 15Session 13
PRUR (Plant Related Unscheduled Reduced)
PRUR
(Max.Sustainable Rate)
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Rony Arsanto, PT Badak NGL Slide Number: 16Session 13
efforts and drivers to lead and maintain reliability conditionLeadingLeading
results and indicators of reliability performanceLaggingLagging
Indicators of Plant Reliability with traffic light approach ConditionIndicators of Plant Reliability with traffic light approach Condition
Monitor the efforts and actions to maintain the Plant ReliabilityMonitor the efforts and actions to maintain the Plant Reliability
Analyse the result – causes of the recent Plant Reliability ConditionAnalyse the result – causes of the recent Plant Reliability Condition
In PTB it is a “simple language” to engage people in Reliability program
As Open Discussion to formulize the composite KPI consist of leading & lagging indicator
As Open Discussion to formulize the composite KPI consist of leading & lagging indicator
Out of the box and communicate with “simple language” and educate the paradigm of reliability
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Rony Arsanto, PT Badak NGL Slide Number: 17Session 13
Reliability Leading/Lagging Indicator
Lagging Indicators
Leadin
gInd
icators 78.9%
80.0%
“ see the light check the matrix
do the strategy update the indicator”
Colour Zone
ALERT DANGER
MANAGEABLE
Update
weeklymonthly
daily
StrategySimple initially, more complex subsequently
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Rony Arsanto, PT Badak NGL Slide Number: 18Session 13
Indicator Weight(%)
Target Achieved Score(%)
Bad Actor Elimination 25 10 x per year 5 x 12.5
WO-1 Completion 15 90-100 % 100 % 15
PM Overdue* 15 Max. 1 % 0 % 15
MCR-1 replenishment 15 90-100% 97,6% 11.4
Reliability Work Program 10 Max.5 % delay +0.87 % 10
Reliability Reward 10 12 per year 100 % YTD 10
Reliability Campaign 10 6 x per year 3 x 578.9
* Pay Out Criteria : achieved or not , other prorated
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Rony Arsanto, PT Badak NGL Slide Number: 19Session 13
Indicator Weight Target Achieved Score(%)
PRF 35 98.6 % -98.8 % 99.87 % 35
Train Trip 25 8x -10 x 4 25
MCR-1 Service Level* 20 Min. 99 % 96.23 % 0
WO-1 issuance * 20 Max. 2 %from PM & PdM
1.8 % 20
80%
* Pay Out Criteria : achieved or not , other prorated
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Rony Arsanto, PT Badak NGL Slide Number: 20Session 13
Purpose Year Leading & Lagging Potential Cost Saving ($)
Remark
Achieve KPI :PRF
Train Trip 2012
Top 10 Bad Actor EliminationPM & PdM CompletionWO1 Completion
760k $ 76k / trip
Reliability Benchmarking &CampaignReliability WebsiteRCM Update
Improve Maintenance,
Reliability,Inventory,
Asset Management
and Reliability Culture
2013
Top 20 Bad Actor EliminationOperator Driven ReliabilityTrip Avoidance & Reliability Reward
760k $ 76k / trip
Historical Data ImprovementReliability DashboardAware for More ReliableReliability Engineering IntroductionAlarm Management System
500k Maint.,Rel. and Inventory Cost Optimization
2014 Top 30 Bad Actor EliminationProactive Maintenance Improvement
760k $76k /trip
Life Data Analysis Repairable System AnalysisRAM AnalysisRCM Mentality
500k Maint.,Rel. and Inventory Cost Optimization
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Rony Arsanto, PT Badak NGL Slide Number: 21Session 13
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Rony Arsanto, PT Badak NGL Slide Number: 22Session 13
Refer to ISA-18 2 2009 Alarm Management is the set of practices and processes that ensures an effective system. For managing an existing system by implementing alarm management lifecycle
Analysis of annunciated alarm rates is a good indicator of the overall health of the alarm system based on alarm average rates below
Currently alarm come up more than maximum manageable that potentially lead to experience trip due to lack of situational awareness caused by alarm flooding
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Rony Arsanto, PT Badak NGL Slide Number: 23Session 13
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Rony Arsanto, PT Badak NGL Slide Number: 24Session 13
Just like “STOP card” for reliability concern
Represent reliability awareness from both permanent and contractor to remedy constraint where originally permanent employee only can report reliability
concern by issuing WO
Put AMoR on PT.Badak NGL intranet
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Rony Arsanto, PT Badak NGL Slide Number: 25Session 13
Indicator
AMoR (Aware for More Reliable)
Technician Competency Assessment
PCR-1(Procedure Criticality Rating 1) Assessment
Inactive Stock LI/Total Stock LI
PM & PdM Completion
RCM UpdateRAM Analysis
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Rony Arsanto, PT Badak NGL Slide Number: 26Session 13
Indicator Target*
Reactive Work < 20 %WO PM / Total WO < 20 %WO PdM / Total WO > 40 %
Overtime/Total Hours Worked 5 %
MCR-1 On Hand Zero < 4 %
* based on best practice benchmark, each category will vary with time
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Rony Arsanto, PT Badak NGL Slide Number: 27Session 13
RM BenchmarkingA
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Rony Arsanto, PT Badak NGL Slide Number: 28Session 13
RM Scoring
Stable Optimal
Main facet / maturity Absent Fire fighting Maintaining Promoting Innovating Not
applicableNot understood Totals facet
Maintenance strategy 0 5.0 5.0 5.0 10.0 0.0 0.0 25.0
Work identification 0 5.0 5.0 5.0 10.0 0.0 0.0 25.0
Work control 0 5.0 5.0 5.0 10.0 0.0 0.0 25.0
Work execution 0 5.0 5.0 5.0 10.0 0.0 0.0 25.0
Subtotals per choice of response
0 20.0 20.0 20.0 40.0 0.0 0.0 100.0
*courtesy of SKF Reliability System
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Rony Arsanto, PT Badak NGL Slide Number: 29Session 13
RM Maturity Phases
*courtesy of SKF Reliability System
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Rony Arsanto, PT Badak NGL Slide Number: 30Session 13
Reliability Leading Indicator
Weight & Target Criteria
Bad Actor Elimination
PM Overdue & WO-1 Completion
MCR-1 Replenishment
Reliability Work Program Completion
Reliability Campaign & Reward
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Rony Arsanto, PT Badak NGL Slide Number: 31Session 13
Weight *: 15 % - 35 % related to KPI5 % - 15 % not related to KPI
Target & Pay Out* : Reasonable ChallengeableAchieveable
Weight & Target Criteria
* based on professional judgment /statistical approach which depends on living data i.e historical data
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Rony Arsanto, PT Badak NGL Slide Number: 32Session 13
In reliability term, Bad Actor is defined as plant equipment tags, process system or units that experience high LPO from repetitive failure or triggered by high number of high priority maintenance WO
In PT. Badak NGL Bad Actor is defined as eequipment tag that causing Trip or Unscheduled Shutdown
Bad Actor Management is a method to eliminate the potential trip focusing to avoid repetetive one, exclude Chronic Failure problem
Bad Actor Elimination is the implementation of Bad Actor Management
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Rony Arsanto, PT Badak NGL Slide Number: 33Session 13
• Collect trip data at certain period of time i.e 2001 – 2012 (focusing on last 12 months where the detail analysis has not completed yet)
• Bad Actor profile based on Pareto and Tag Failure against time• Data taken from Operation Record, Production Planning Records &
Investigation Report. Room for Improvement : trip shall be covered by CMMS
• Collect trip data at certain period of time i.e 2001 – 2012 (focusing on last 12 months where the detail analysis has not completed yet)
• Bad Actor profile based on Pareto and Tag Failure against time• Data taken from Operation Record, Production Planning Records &
Investigation Report. Room for Improvement : trip shall be covered by CMMS
Historical trip identification
• Prioritize each bad actor based on Risk Matrix • Calculate Bad Actor risk scoring• Prioritize each bad actor based on Risk Matrix • Calculate Bad Actor risk scoring
Bad actor Risk Scoring
• Conduct RCA based on SCAT chart• Ascertain that all bad actor have remedial action from multicraft group• Monitor the progress of recommendation implementation until completed
• Conduct RCA based on SCAT chart• Ascertain that all bad actor have remedial action from multicraft group• Monitor the progress of recommendation implementation until completed
Bad actor elimination
• Ensure there is no trip recurrence after elimination implemented• Solved Bad Actor consists of Under Observation (within 1 year after
implementation) and Case Closed (no more repetitive after 1 year)
• Ensure there is no trip recurrence after elimination implemented• Solved Bad Actor consists of Under Observation (within 1 year after
implementation) and Case Closed (no more repetitive after 1 year)
Bad actor observation
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Rony Arsanto, PT Badak NGL Slide Number: 34Session 13
In PT.Badak NGL chronic failure is defined as equipment that experiences reduced rate or high repetitive failure by triggering high number of high priority maintenance work order
Reduced rate is defined as PRUR exclude trip and unscheduled shutdown
The severity and risk scoring of repetitive failure based on Risk Matrix
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Rony Arsanto, PT Badak NGL Slide Number: 35Session 13
WO-1 is First Priority Work Order
Related to ECR-1 Breakdown, Plant Safety & Reliability
Target 100 % closed, ideally no rework
Avoid potential trip
Represent PM and CM with lower priority WO
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Rony Arsanto, PT Badak NGL Slide Number: 36Session 13
Target : max. 1 %
Aimed to minimize Corrective Maintenance
Lead to potential trip
Update RCM if necessary
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Rony Arsanto, PT Badak NGL Slide Number: 37Session 13
Target : 90 % – 100 %
Aimed to avoid MCR1 stock on hand zero
Potentially lead to train trip
Mostly covered by ASL and Consignment
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Rony Arsanto, PT Badak NGL Slide Number: 38Session 13
Target : max. 5 % delay
Aimed to improve Reliability management
RM Benchmarking
RAM Analysis & RCM Updating
Reliability Dashboard Development
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Rony Arsanto, PT Badak NGL Slide Number: 39Session 13
Target : achieve 6 topics in 2012
Aimed to improve Reliability Culture
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Rony Arsanto, PT Badak NGL Slide Number: 40Session 13
Reliability Campaign
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Rony Arsanto, PT Badak NGL Slide Number: 41Session 13
Reliability Reward
Granted to following gentlemen who demonstrated World Class Reliability Performance for their immediate remedial action to avoid potential trip of Train H due H4-GM-9B trip during 2Y PM of H4-GT-9A on June 18, 2012. They immediately re-coupled the H4-GT-9A to restore the seal oil supply.
No Name Dept. Section
1. Boyke Pribadi Maintenance MHE2. Ulil Amri Maintenance MHE (Contractor)3. Sugianto Maintenance MHE (Contractor)
So far there were 7 Potential Trips succesfully avoided in 2012
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Rony Arsanto, PT Badak NGL Slide Number: 42Session 13
Reliability Reward
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Rony Arsanto, PT Badak NGL Slide Number: 43Session 13
No Potential Trip
Date Failure Mode Action
1. Train F 30/01/2012 Module faulty Replaced CP2 (CPU) module and download to the ESD/EDP PLC
2. Train G 20/03/2012 Hydraulic leak Immediate hand jack Amri Valve of CWP #19during repair the leak.
3. Train C 08/05/2012 Positioner linkage broken Imediate opening bypass valve during repairpositioner feedback linkage of C4-LV-10
4. Train D 22/05/2012 Gas leak Immediate repair the leak on D2C-1
5. Train D 12/06/2012 HVAC Problem ESD/EDP high temperature caused byHVAC out of service in Train D SIH.Call electrical to repair HVAC due to nearlyapproaching TAHH 60 degC
6. Train H 18/06/2012 Motor Trip Immediate put back the H4KT-3 seal oil pump driven from motor H4-GM-9B to turbine H4-GT-9A
7. Train G Train H
25/06/2012 Motor Trip Immediate handjack Amri Valve during repair the motor ofHPU Pump for AMRI Valve CWP #16 ~ #19 & #60~#62
as of July 16, 2012
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Rony Arsanto, PT Badak NGL Slide Number: 44Session 13
Reliability Lagging Indicator
Weight & Target Criteria
Plant Reliability Factor
Number of Train Trip
MCR-1 Service Level
WO-1 Issuance
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Rony Arsanto, PT Badak NGL Slide Number: 45Session 13
Weight : 20 % - 40 % related to KPI5 % - 20 % not related to KPI
Target & Pay Out : Reasonable ChallengeableAchieveable
Weight & Target Criteria
* based on professional judgment /statistical approach which depends on living data i.e historical data
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Rony Arsanto, PT Badak NGL Slide Number: 46Session 13
KPI Target : 98.6 % – 98.8 %
Ratio of LNG production in term of plant related problem and Maximum Sustainable Rate
PRF = 1 – PRUR/MSR
Back to JourneyBack to Lag Indicator
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Rony Arsanto, PT Badak NGL Slide Number: 47Session 13
KPI Target : max.10 cases
Number of train trip and unscheduled shutdown
Back to JourneyBack to Lag Indicator
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Rony Arsanto, PT Badak NGL Slide Number: 48Session 13
Target > 99 %
Number of material fullfilled divided by total request
Aimed to support MTTR
Avoid potential trip on ECR1
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Rony Arsanto, PT Badak NGL Slide Number: 49Session 13
Target < 5 %
Defined as WO Priority 1 for breakdown maintenance and repair on ECR-1
Related to ECR-1 Plant Safety & Reliability Performance
Aimed to represent the PM & PdM quality
Divided by total downtime to identifiy percentage of breakdown
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Rony Arsanto, PT Badak NGL Slide Number: 50Session 13
Summary
Reliability Leading & Lagging Indicator is a “simple language” to engage people in reliability program
Reliability Reward as one of Leading Indicator is successfully avoid 7 potential trip, however need to more encourage people to provide consistent failure data
The Reliability Leading and Lagging Indicator (RLLI) is living data and shall be dynamically improved inline with the RLLI Journey and historical data
The RLLI educates people that Reliability is not a “low hanging fruit” as shown on PRF achievement, actually PRF is availability not equipment reliability
Challenge:how to determine the formula of weighing & targeting for composite KPI
where it depends on living data i.e historical data, judgment and adjustment.
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Rony Arsanto, PT Badak NGL Slide Number: 51Session 13
Where to Get More Information MNL/SHEQ-MS/18 Quality & Operational Control MNL/SHEQ-MS/13 Incident Analysis & Investigation PT.Badak NGL Maintenance Manual PT. Badak NGL Reliability Procedure SKF Reliability System CNA Benchmarking Developing Performance Indicators for Managing Maintenance – Terry
Wireman Rules of Thumb for Maintenance and Reliability Engineer – Ricky Smith &
R.Keith Mobley Process Risk & Reliability Management – Ian S.Sutton The Certified Reliability Engineer Handbook – Donald W.Benbow and Hugh
W. Broome Handbook of Reliability Engineering & Management – W.Grant Ireson, Clyde
F.C and Richard Y. Moss RCM Implementation Made Simple – Neil B.Bloom Physical Asset Management Handbook – Kyoumars Bahrami Key Performance Indicator : Developing, Implementing & using Winning KPI
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Rony Arsanto, PT Badak NGL Slide Number: 52Session 13
Rony Arsanto
Reliability Engineer PT.Badak NGL Bontang, East Kalimantan [email protected],id
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Rony Arsanto, PT Badak NGL Slide Number: 53Session 13
Questions
Thank you for your attention.
Do you have any questions?
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‘81 ‘91 ‘97
3.3
22.5 MTPA
4.6
9.2
11.813.5
16.2
19.1 19.4
Well-planned expansions, good project executions, and excellent operational records reflects PT Badak NGL human resources high competency .
Train G Expansion
Train G Expansion
LPG Plant ExpansionLPG Plant Expansion
Train C/D Expansion Train C/D Expansion
Train A/B OperationTrain A/B Operation
Train A/BModification
Train A/BModification
Train A/B/C/DDebottleneckingTrain A/B/C/D
DebottleneckingTrain E/F
DebottleneckingTrain E/F
Debottlenecking
Train E Expansion
Train E Expansion
Train F Expansion
Train F Expansion
Train H Expansion
Train H Expansion
Capacity increased from 3.3 MTPA in 1977 to 22.5 MTPA in 1999.
Provision facility for further expansion. Continual improvement from previous expansion
experiences.
11 22 Development EraDevelopment Era 33 44 55 66 App
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Rony Arsanto, PT Badak NGL Slide Number: 55Session 13
Reliability Reward Criteria – rev.0• Eligible for both PTB and Contractor, no exclusivity• Demonstrate either proactive maintenance, corrective maintenance
or Bad Actor Management• Prioritize for ECR-1 (Top Equipment Critical Rating)• Showing Reliability Culture Improvement• Report for repetitive lesson learnt in the future • Key in the failure data consistently• Suggested by Reliability Engineer• Approved by Reliability Manager for non trip avoidance• Acknowledged by Maintenance Senior Manager for trip avoidance • Evidence for auditable purpose
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Rony Arsanto, PT Badak NGL Slide Number: 56Session 13 App
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Rony Arsanto, PT Badak NGL Slide Number: 57Session 13
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Rony Arsanto, PT Badak NGL Slide Number: 58Session 13 App
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Rony Arsanto, PT Badak NGL Slide Number: 59Session 13
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Rony Arsanto, PT Badak NGL Slide Number: 60Session 13
PT.Badak NGL PRF & Train Tripas of July 16, 2012
No DESCRIPTIONMONTH
YTD KPI Acceptable LimitJun - Aug Jul
1. PRF (%) 99.84 100 99.86 Min. 98.8 %
2. Trains Trip/Unscheduled SD (times) 4 0 4 Max. 8 x
0
1
0 0
2
1
00
1 1 1
3
4 4
0
1
2
3
4
Jan Feb Mar Apr May Jun Jul
Monthly YTD
100 99.85 99.99 100 99.26 99.99 100
100 99.93 99.95 99.9699.82 99.84 99.86
98
99
100
Jan Feb Mar Apr May Jun Jul
Monthly
Cum. 2012
Acceptable limit
9 Feb: Train ALow Pressure HydaulicPiston due to ferrule
tube leak
9 Feb: Train ALow Pressure HydaulicPiston due to ferrule
tube leak
2 May: Train GFlash fire incident from vent at 5E-1
2 May: Train GFlash fire incident from vent at 5E-1
15 May: Train HESD/EDP Spurious Activated during lightning strike
15 May: Train HESD/EDP Spurious Activated during lightning strike
13 June: Train BDanger Vibration 4YI-57B (G4KT-3)
spurious spike
13 June: Train BDanger Vibration 4YI-57B (G4KT-3)
spurious spike