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1
GRS
Global Reliability SystemGlobal Reliability System
Global Reliability SystemGlobal Reliability System Refining Congress - ArgentinaRefining Congress - Argentina
D.E. Fitzgerald
2
GRSEXXONMOBIL GLOBAL RELIABILITY SYSTEMEXXONMOBIL GLOBAL RELIABILITY SYSTEM
AgendaAgenda
• System OverviewSystem Overview
• Q&AQ&A
–Review ExxonMobil’s Global Reliability System in Review ExxonMobil’s Global Reliability System in sufficient detail to provide an understanding of how sufficient detail to provide an understanding of how the system achievesthe system achieves
•Improved facility reliability Improved facility reliability
•Improved maintenance effectivenessImproved maintenance effectiveness
ObjectivesObjectives
3
GRSGRS - BACKGROUND
GRS supersedes and replaces earlier ExxonMobil GRS supersedes and replaces earlier ExxonMobil systems which date from the mid 90’ssystems which date from the mid 90’s
GRS is a Global Common System, a common framework for Reliability Improvement • Facilitates Identification and Accelerated Application of Global
Best Practices
The System has requirements, supported by practices; benefits are obtained from the Practices, the “how to’s”
4
GRSGlobal Refinery Maintenance CostsGlobal Refinery Maintenance Costs 1996 - 20021996 - 2002
5
GRS
Reliability & Maintenance ResultsReliability & Maintenance Results
6
GRS
Table of Contents
IntroductionElement 1 Management Leadership,
Commitment & Accountability Element 2 Risk Assessment & Management Element 3 Facilities Design& ConstructionElement 4 Process & Facilities Information
and DocumentationElement 5 Personnel and Training Element 6 Operations and Maintenance
6A Site Plans and Objectives6B Operating Envelope6C Equipment Strategy6D Work Selection6E Routine Work Planning, Scheduling
and Execution6F Turnaround/Shutdown Work
Planning, Scheduling, and Execution6G Loss Monitoring and Response6H Operator Care6I Abnormal & Non-Routine
Operations6J Performance Improvement
Element 7 Management of ChangeElement 8 Third Party ServicesElement 9 Incident Investigation & AnalysisElement 10 Community Awareness and
Emergency ResponseElement 11 Global Reliability System
Assessment and ImprovementAppendix 1 Glossary
PurposeExpected ResultsRequirementsKey MeasurementsLinkagesInputs & Outputs
Global Reliability System
ELEMENT
GRS – Intranet Web-based Manual GRS – Intranet Web-based Manual ContentsContents
WhitePapers
Practices
ProcessSummaries
Detailed
Examples
Overview
(Optional)
Practices Practices and and
ExamplesExamples
7
GRS
ImproveImprove11
GRS Assessmentand Improvement
6J
PerformanceImprovement
OIMS andSupportingElements 10
Community Awareness
7
Managementof Change
4
Process & FacilitiesInfo & Documentation
3
Facilities Designand Construction
5
Personneland Training
8
Third PartyServices
ProactiveLeadership, Plans,Objectives and Strategies
ProactiveLeadership, Plans,Objectives and Strategies
1
ManagementLeadership
6A
Site Plans & Objectives
2
Risk Assessmentand Management
6C
Equipment Strategy
6B
Operating Envelope
6D
Work Selection
EffectivePlanning, Scheduling and Execution
EffectivePlanning, Scheduling and Execution
6H
Operator Care
6I
Abnormal andNon-Routine Operations
6G
Loss Monitoringand Response
6F
TA/Shutdown Planning,
Scheduling & Execution
6E
Routine Work Planning,
Scheduling & Execution
DenotesOut of Program Work
ReactiveReactive9
Incident Investigationand Analysis
System Simplified FlowSystem Simplified Flow
Plan Execute
Analyze
8
GRS
• Complete 100% of Annual Plan • All work planned and scheduled• Job Packs developed and used• Correct spare parts and
tools available • Repairs completed right
first time and on schedule • Repairs documented
Design it Right
Stable UnitReliable Equipment
Operate it Right
Fix it Right
• Equipment design supports high reliability
• Operate within defined envelopes
• Structured rounds to monitor & care for equipment
• Planned response to unit upset or non-routine operation
• Monitor losses daily against set targets, identify cause, take corrective action
• Changes managed
SKILLED WORKFORCE EFFECTIVE LEADERSHIPSKILLED WORKFORCE EFFECTIVE LEADERSHIP
• Training and procedures provided to Operations and Maintenance
• Equipment maintenance needs and operating envelopes defined
RELIABILITY MINDSETRELIABILITY MINDSET
GRS OVERVIEWGRS OVERVIEW
PROACTIVELY DEFINE PROACTIVELY DEFINE CAPABILITYCAPABILITY and and NEEDSNEEDS of the of the process and equipment based process and equipment based
upon criticalityupon criticality
OPERATE WITHIN CAPABILITYOPERATE WITHIN CAPABILITYof process and equipmentof process and equipment
EFFICIENTLY and EFFICIENTLY and EFFECTIVELYEFFECTIVELY
PROVIDE NEEDSPROVIDE NEEDS of of equipment and equipment and
processprocess
ANALYZE LOSSESANALYZE LOSSES to drive continuous to drive continuous
improvementimprovement
GRS drives the following key concepts . . .GRS drives the following key concepts . . .
9
GRSGRS OVERVIEWGRS OVERVIEW
In order to achieve this RELIABILITY,
DEFINE the CAPABILITY of the process and equipment Operating Envelopes (6B) Equipment Strategies (6C)
Ensure that we OPERATE WITHIN THAT CAPABILITY Operator Care (6H) Abnormal and Non-Routine Operation (6I)
To be COMPETITIVE,
OPTIMIZE support effort consistent with the potential loss and probability of that loss Work Selection (6D) Annual Planning (6A)Planning, Scheduling and Execution (6E/F)
10
GRS
Expected Results:Expected Results:
Sustainable reliability, availability and manufacturingSustainable reliability, availability and manufacturing(maintenance and operations) cost performance that is consistent with (maintenance and operations) cost performance that is consistent with Business objectivesBusiness objectives
An organization that understands and is working to achieve theAn organization that understands and is working to achieve thesite's reliability, availability, and manufacturing cost objectivessite's reliability, availability, and manufacturing cost objectives
Leadership and commitment that is demonstrated throughLeadership and commitment that is demonstrated throughmanagement behavior and visible actionsmanagement behavior and visible actions
ELEMENT 1 - LEADERSHIPELEMENT 1 - LEADERSHIP
11
GRS
6C Equipment 6C Equipment StrategiesStrategies
6B Operating6B OperatingEnvelopesEnvelopes
6H Operator Care6H Operator Care 6I Abnormal & Non-6I Abnormal & Non-routine Operationsroutine Operations
6A Site Plans and 6A Site Plans and ObjectivesObjectives
6D Work Selection6D Work Selection
6E Routine Work P/S/E6E Routine Work P/S/E6F Turnaround P/S/E6F Turnaround P/S/E
Critical Critical EquipmentEquipment
PM scope & PM scope & frequencyfrequency
Monitoring Monitoring tasks based tasks based on criticality on criticality
Effective/efficient field Effective/efficient field rounds & console monitoringrounds & console monitoring
Effective, Effective, efficientefficient
unit maintenanceunit maintenance
Effective response to Effective response to minimize lossminimize loss
Critical Critical Operating Operating ScenariosScenarios
Key Linkages (6C)Key Linkages (6C)
Operating Envelopes for Operating Envelopes for Process Critical ParametersProcess Critical Parameters
1 Year 1 Year PlanPlan
Breakdown / Breakdown / Discretionary Discretionary
WorkWork
Latest Acceptable CompletionLatest Acceptable Completion
12
GRS
• Equipment Strategy practices defined for each equipment type:Equipment Strategy practices defined for each equipment type: - fixed equipment - machinery - electrical- fixed equipment - machinery - electrical
- instruments - analyzers -infrastructure- instruments - analyzers -infrastructure
• Strategy defines the interventions necessary to protect the Strategy defines the interventions necessary to protect the reliability of the equipmentreliability of the equipment
• predictive and preventive maintenancepredictive and preventive maintenance
• operator monitoring tasksoperator monitoring tasks
• design improvements design improvements
• job packs and spare parts job packs and spare parts
• Strategies are living documents - continuously improved and Strategies are living documents - continuously improved and updated with updated with
• changes in operating context changes in operating context
• learnings from repairs and failureslearnings from repairs and failures
Element 6C - Key RequirementsElement 6C - Key Requirements
GRS OVERVIEWGRS OVERVIEW
13
GRS
6C Equipment 6C Equipment StrategiesStrategies
6B Operating6B OperatingEnvelopesEnvelopes
6H Operator Care6H Operator Care 6I Abnormal & Non-6I Abnormal & Non-routine Operationsroutine Operations
6A Site Plans and 6A Site Plans and ObjectivesObjectives
6D Work Selection6D Work Selection
6E Routine Work P/S/E6E Routine Work P/S/E6F Turnaround P/S/E6F Turnaround P/S/E
Critical Critical EquipmentEquipment
PM scope & PM scope & frequencyfrequency
Monitoring Monitoring tasks based tasks based on criticality on criticality
Effective/efficient field Effective/efficient field rounds & console monitoringrounds & console monitoring
Effective, Effective, efficientefficient
unit maintenanceunit maintenance
Effective response to Effective response to minimize lossminimize loss
Critical Critical Operating Operating ScenariosScenarios
Key Linkages (6B)Key Linkages (6B)
Operating Envelopes for Operating Envelopes for Process Critical ParametersProcess Critical Parameters
1 Year 1 Year PlanPlan
Breakdown / Breakdown / Discretionary Discretionary
WorkWork
Latest Acceptable Completion Latest Acceptable Completion Date based SDD’sDate based SDD’s
14
GRS
““Integrated Operating Envelope” Integrated Operating Envelope”
If an operating parameter has multiple limits, the “IntegratedIf an operating parameter has multiple limits, the “IntegratedOperating Envelope” is the result of the most restrictive of these limits Operating Envelope” is the result of the most restrictive of these limits
Tier ITier ILimitsLimits
Tier 3Tier 3LimitsLimits
Many Optimisationand lower impactReliability related
Envelopes
Tier 2Tier 2LimitsLimits
IntegratedIntegratedOperatingOperatingEnvelopeEnvelope
Highimpact Reliability
Envelopes
PredominantlySHE and
higher impact Reliability related
Envelopes
OPERATING ENVELOPESOPERATING ENVELOPES
15
GRS
6C Equipment 6C Equipment StrategiesStrategies
6B Operating6B OperatingEnvelopesEnvelopes
6H Operator Care6H Operator Care 6I Abnormal & Non-6I Abnormal & Non-routine Operationsroutine Operations
6A Site Plans and 6A Site Plans and ObjectivesObjectives
6D Work Selection6D Work Selection
6E Routine Work P/S/E6E Routine Work P/S/E6F Turnaround P/S/E6F Turnaround P/S/E
Critical Critical EquipmentEquipment
PM scope & PM scope & frequencyfrequency
Monitoring Monitoring tasks based tasks based on criticality on criticality
Effective/efficient field Effective/efficient field rounds & console monitoringrounds & console monitoring
Effective, Effective, efficientefficient
unit maintenanceunit maintenance
Effective response to Effective response to minimize lossminimize loss
Critical Critical Operating Operating ScenariosScenarios
Key Linkages (start & end 6D, 6E & 6F)Key Linkages (start & end 6D, 6E & 6F)
Operating Envelopes for Operating Envelopes for Process Critical ParametersProcess Critical Parameters
1 Year 1 Year PlanPlan
Breakdown / Breakdown / Discretionary Discretionary
WorkWork
Latest Acceptable Completion Latest Acceptable Completion Date based SDD’sDate based SDD’s
16
GRS
6E/6F6E/6FPS&EPS&E
WORK SELECTION - Work FlowWORK SELECTION - Work Flow
TAProgram
AnnualProgram
Breakdown(Functional
Failure)Discretionary
REJECT (Not met criteria)(Not met criteria)
Plan & Schedule(based on resource + material availability)
NonCRIT
Standard Repair Timeframe by
Equipment Class
VCRIT
Break-in to Schedule
In-Program (future) Out-of-Program
All WorkAll WorkScreener
17
GRS
Benefit to CostBenefit to Cost
• A target benefit-to-cost ratio is defined by Site Management as theA target benefit-to-cost ratio is defined by Site Management as the
hurdle for task screening.hurdle for task screening.
• Basis is short term, both for benefit and cost.Basis is short term, both for benefit and cost.
All items that clear the All items that clear the hurdle are selectedhurdle are selected
ACCEPTEDACCEPTED
All items that do not clear All items that do not clear the hurdle are rejected.the hurdle are rejected.
REJECTEDREJECTED
WORK SELECTION – Discretionary ItemsWORK SELECTION – Discretionary Items
18
GRS
Multi-MonthMulti-MonthMaintenanceMaintenanceOutlookOutlook
(3 month)(3 month)
Critical few jobsCritical few jobs affecting many peopleaffecting many people significant impact on productionsignificant impact on production
Updated monthlyUpdated monthly Consistent with process three month outlookConsistent with process three month outlook
Detailed activity planDetailed activity plan Library of these kept on fileLibrary of these kept on file Job preparation activitiesJob preparation activities Must be value added (criteriaMust be value added (criteria
defined)defined) Small jobs don't need Job PackSmall jobs don't need Job Pack
PlanningPlanningJobJobPackPack
Short-termShort-termMaintenanceMaintenanceScheduleSchedule(4 week)(4 week)
Updated weeklyUpdated weekly Weeks 2-4 may have unresolved issues (evolving)Weeks 2-4 may have unresolved issues (evolving) Week 1 has no unresolved issues, showsWeek 1 has no unresolved issues, shows
when jobs will be donewhen jobs will be done who will do the jobswho will do the jobs and what resources they needand what resources they need represents the 5 daily schedules for Week 1represents the 5 daily schedules for Week 1
Consistent with Process 4-Week ScheduleConsistent with Process 4-Week Schedule
Element 6E - Routine Work PS&EElement 6E - Routine Work PS&E
GRS OVERVIEWGRS OVERVIEW
19
GRS
Repairs
PM’s
ImproveWork
Contingency
PM’s
ImproveWork
Repairs
Week 1Week 1 Week 2Week 2 Week 3Week 3 Week 4Week 4
60% of annualwork ($$) is
predefined andrisk screened
in an approvedAnnual Program
25% for scheduled Breakdown Mtceto repair failures
ZeroProgramSlippage
Only schedulewhen ready to
execute(inc matls)
10% requesteddiscretionary workscreened/approved
“out-of-program”with higher hurdle
Res
ou
rce
Req
uir
emen
tR
eso
urc
e R
equ
irem
ent
5% for Break-insCrit Equip/Events
with job packs and spares
Repairs
PM’s
ImproveWork
PM’s
ImproveWork
Repairs
Repairs
PM’s
ImproveWork
PM’s
ImproveWork
Repairs
Repairs
PM’s
ImproveWork
Contingency
95%Complianceto schedule
Contingency Contingency
Operations justify move to weeks 2/3/4and define if any planned work slips
Usually Week 4+ (ex small repairs) to allow good
planning and scheduling
Element 6E - Improved StateElement 6E - Improved State
GRS OVERVIEWGRS OVERVIEW
20
GRS
Site Site long range plans developedlong range plans developed to identify timing for SD/TA’s and to identify timing for SD/TA’s and long term milestoneslong term milestones
Provide Provide Steering CommitteeSteering Committee and and organizational structureorganizational structure to manage to manage TATA
Establish the Establish the TA strategies, objectives, basis, and key constraintsTA strategies, objectives, basis, and key constraints
Utilize a Utilize a milestone planmilestone plan based on SD/TA complexitybased on SD/TA complexity covering all covering all major activitiesmajor activities
IntegrateIntegrate Maintenance, Operations, Inspection & Projects plans & Maintenance, Operations, Inspection & Projects plans & schedulesschedules including pre and post work activities including pre and post work activities
Identification of critical and near-critical path workIdentification of critical and near-critical path work; includes ; includes risk risk assessing potential discoverablesassessing potential discoverables and impact on SD/TA objectives and impact on SD/TA objectives
Schedule key reviewsSchedule key reviews throughout Planning & Scheduling, Execution throughout Planning & Scheduling, Execution and Closeout to steward progress, cost & performanceand Closeout to steward progress, cost & performance
Element 6F - Turnaround PS&EElement 6F - Turnaround PS&E
GRS OVERVIEWGRS OVERVIEW
21
GRS
• Complete 100% of Annual Plan • All work planned and scheduled• Job Packs developed and used• Correct spare parts and
tools available • Repairs completed right
first time and on schedule • Repairs documented
Design it Right
Stable UnitReliable Equipment
Operate it Right
Fix it Right
• Equipment design supports high reliability
• Operate within defined envelopes
• Structured rounds to monitor & care for equipment
• Planned response to unit upset or non-routine operation
• Monitor losses daily against set targets, identify cause, take corrective action
• Changes managed
SKILLED WORKFORCE EFFECTIVE LEADERSHIPSKILLED WORKFORCE EFFECTIVE LEADERSHIP
• Training and procedures provided to Operations and Maintenance
• Equipment maintenance needs and operating envelopes defined
RELIABILITY MINDSETRELIABILITY MINDSET
GRS OVERVIEWGRS OVERVIEW
PROACTIVELY DEFINE PROACTIVELY DEFINE CAPABILITY CAPABILITY andand NEEDS NEEDS of the of the
process and equipmentprocess and equipment
OPERATE WITHINOPERATE WITHIN process and process and equipment equipment CAPABILITYCAPABILITY
ProvideProvide equipment equipment and process and process needs needs EFFICIENTLY and EFFICIENTLY and
EFFECTIVELYEFFECTIVELY
ANALYZE LOSSESANALYZE LOSSES to drive continuous to drive continuous
improvementimprovement
22
GRS
Element 6G/9 linkage to 6J/6AElement 6G/9 linkage to 6J/6A
Plan1 ~~~~~2 ~~~~~3 ~~~~~4 ~~~~~
6A
0
20
40
60
80
0 500 1000 1500 2000 2500 3000
Total Cost Per Installed Pump (TCPI) (US $)
MT
BR
(m
on
ths
)
0
20
40
60
80
0 500 1000 1500 2000 2500 3000
Total Cost Per Installed Pump (TCPI) (US $)
MT
BR
(m
on
ths
)
Estimated Opportunity by Equipment Class
0
10
20
30
40
An
aly
zer
He
at
Ex.
Pu
mp
s
Atm
. T
an
ks
Inst
rum
en
ts
PR
V
M$/
yr
6J - Analyze Operations & MaintenanceActivities
6E - Equipment Data6E - Equipment Data6F - Equipment Data6F - Equipment Data6G - Loss Data6G - Loss Data6H - Observations 6H - Observations
9 - Incident Investigation 9 - Incident Data9 - Incident Data
IncidentIncident
External BenchmarkExternal Benchmark $ $
Information for: Information for: Equipment Strategies 6CEquipment Strategies 6COperating Envelope 6BOperating Envelope 6B
GRS OVERVIEWGRS OVERVIEW
NewNewTechnologyTechnology
andand
Network
Best
Practices
23
GRS
EventEvent
Near Miss orGreater Potential?
(Actual x Potential x Barriers)
Loss >50K$?
Link RCFAFactors to
GRS Elements
Actionsfor tracking
and follow-up
HLVI’sfor sharing
per GMOP 9.1
EnterEnterintointo
DatabaseDatabase
ToolTool
CategorizePer RCFA STD
(+ GRS 9 considerations)
High
Medium
Low
CFWTCFWT(Causal Factor(Causal Factor
Why Tree)Why Tree)
5 - WHY5 - WHY Site only
Element 9 - Incident Investigation & AnalysisElement 9 - Incident Investigation & Analysis
GRS OVERVIEWGRS OVERVIEW
24
GRS
• Complete 100% of Annual Plan • All work planned and scheduled• Job Packs developed and used• Correct spare parts and
tools available • Repairs completed right
first time and on schedule • Repairs documented
Design it Right
Stable UnitReliable Equipment
Operate it Right
Fix it Right
• Equipment design supports high reliability
• Operate within defined envelopes
• Structured rounds to monitor & care for equipment
• Planned response to unit upset or non-routine operation
• Monitor losses daily against set targets, identify cause, take corrective action
• Changes managed
SKILLED WORKFORCE EFFECTIVE LEADERSHIPSKILLED WORKFORCE EFFECTIVE LEADERSHIP
• Training and procedures provided to Operations and Maintenance
• Equipment maintenance needs and operating envelopes defined
RELIABILITY MINDSETRELIABILITY MINDSET
GRS OVERVIEWGRS OVERVIEW
PROACTIVELY DEFINE PROACTIVELY DEFINE CAPABILITYCAPABILITY and and NEEDSNEEDS of the of the process and equipment based process and equipment based
upon criticalityupon criticality
OPERATE WITHIN CAPABILITYOPERATE WITHIN CAPABILITYof process and equipmentof process and equipment
EFFICIENTLY and EFFICIENTLY and EFFECTIVELYEFFECTIVELY
PROVIDE NEEDSPROVIDE NEEDS of of equipment and equipment and
processprocess
ANALYZE LOSSESANALYZE LOSSES to drive continuous to drive continuous
improvementimprovement
GRS drives the following key concepts . . .GRS drives the following key concepts . . .