Introduction to Reliability Process for KMUT’Twebstaff.kmutt.ac.th/~sarawan.won/talk/7 Aug 08 - Reliability Material for KMUTT.pdfEvaluate and improve reliability Define the reliability

DOC ID© Chevron 2005

Introduction to Reliability Process for KMUT’T

August 7,2008

By Chevron Reliability Team

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Training Objectives for the Class

- To understand the basics of reliability

- To share knowledge on E&P industry and our operations to the students for educational purpose

- Enhance the relationships with the academics and educational institutes

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Asia South – Gulf of Thailand & Andaman

Lease areasMyanmarThailandCambodia Vietnam

PipelinesExistingProposed

Power plantsIndustrial

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Agenda

13:30 Safety Moment By Winai P.

13:40 Summer Hire and apply for a Chevron job By HR Team.

14:30 What is Reliability? By Khun Samart L.

16:30 Instrument Reliability By Khun Montri C.

17:15 Q&A

17:30 Close


What is Reliability?

By Khun Samart L.

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Agenda


Why Reliability?

Predicting and Measuring Reliability

Tools for Improving Reliability

Reliability Culture

Chevron Reliability Process

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The probability that a product or system will perform its intended function for a specified period of time under a given set of conditions

E. E. Lewis, Introduction to Reliability Engineering

probprob FR −= 1

ReliabilityFunction

Availability

UnreliabilityFailureUnavailable

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Chevron Reliability Definition

“Reliability is the predictable, dependable performance of people, processes, and equipment. Reliable performance ensures the delivery of products or services -- on spec, on time, every time. Within Chevron, reliability means delivering production or performance results set forth in the business plan.”

Chevron definition

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Why do we do this?Determine the economic impact that functional block had on the Business Unit

Planning actions that will reduce the chance the block will fail

Aid in finding root causes why the block has failed

Ensure we address all of the elements that affect reliability

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There are More Influences on the Equipment

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Evolution of Reliability Engineer

Find and Fix

Most product evolutions includes adding functionality and correcting deficiencies in prior generations

Basis for reliability growth and “test and fix” techniques

Quality Control

Craft guilds date back to medieval times to ensure quality products

Industrial Age needed other methods

Walter A. Shewhart of the Bell Telephone Laboratories issued a memorandum on May 16, 1924 that featured a sketch of a modern control chart.

Shewhart kept improving and working on this scheme, and in 1931 he published a book on statistical quality control, "Economic Control of Quality of Manufactured Product“

Quality is a snapshot at the start of life and reliability is a motion picture of the day-by-day operation

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Further Evolution

World War II defines need for formal Reliability Engineering Discipline

Extensive use (and failures) of aircraft and electronics highlighted the need

Advisory Group on Reliability Electronic Equipment (AGREE) started in 1952 with the United States Department of Defense

"Reliability Factors for Ground Electronic Equipment" published in 1956

Nuclear power plants and incidents in the early to mid-1970s lead to concerns about the impact on the health and safety of the general public and the need for formal means of evaluating and improving plant reliability and maintainability

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Reliability and the Process Industry

Late 70’s – early 80’s plant reliability seen as competitive advantage

Leads to evolution of precision maintenance techniques

Formal reliability programs instituted at corporate and plant level concentrate on root cause analysis of high priority failures

Current philosophy –holistic approach to reliability improvement

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OE Reliability Addresses All Elements

Defines the major elements of world-class reliability

Emphasizes that people are the most important element

Highlights People, Processes and Equipment

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Reliability Elements - Design

The logo depicts that the design is the foundation for world class reliability

Largest opportunity to influence the life cycle reliability of the project

Involves

Defining operating philosophy and design assumptions

Process design

Equipment design

Vendor selection

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Reliability Elements - Equipment

Typically where the problems become visible

Physical root causes and their symptoms reside in the equipment

Poor maintenance and operations systems show up as equipment problems

Common shortcoming is to stop investigation with equipment or physical root cause

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Reliability Elements - Processes

Potential source of significant Lost Profit Opportunity

Process itself can fail

Lead to equipment or other failure

Some causes of poor process reliability are:

Equipment-to-equipment

Ex: Liquid slugs from separator to compressor

People-to-equipment

Ex: Procedure not clear on sequence or allowable condition to open valve

People-to-people

Ex: Slow approval process delays rig moves and causes lost production

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Reliability Elements - People

People impact all phases of an operation

Most important element during the operational phase

Typically the most difficult issues to address – sometimes they are avoided

Issues can include

Distractions within the workplace

Inadequately maintained equipment

Rules or procedure violation

Poor communications

Inattentiveness

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Agenda


Why Reliability?



Reliability Culture


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What happens when failure occurs?

Safety Hazard

Failures impact one or more of these areas

Operational Excellence objectives address all of these areas

Increasing reliability positively impacts each area

Operating LossEnvironmental Impact

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Immediate Impacts of Poor Reliability

Decreased revenue

Lost/Deferred production

Depressed product cost

Selling at a discount

Selling as a lower priced product

Increased Cost

Emergency repairs

Parts and materials cost

Labor cost

Unscheduled work

Overtime

Third Party Contractor

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Typical Costs of Unreliability

Increased repair costs

Lost business

Manpower and overtime for repairs

Purchase and upkeep of spare equipment

Purchase and storage of spare parts

Inspection programs

Others – Many mentioned earlier

Goal: To drive down total costs of unreliability

Goal: To drive down total costs of unreliability

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Do we reduce funding for all of these?

Preventative and predictive

maintenance

Inspection programs

Redundant equipment

Preventative and predictive

maintenance

Inspection programs

Redundant equipment

Reactive repair costs

Lost or delayed production

Lost business due to

delays and other failures

Manpower and overtime

Reactive repair costs

Lost or delayed production

Lost business due to

delays and other failures

Manpower and overtime

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Agenda


Why Reliability?



Reliability Culture


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What we measure, we improve

BU’s must establish reliability metrics that are significant to the profitability of that unit

Need a family of metrics – no one measure will tell the whole story

Examples include:

Utilization/Production Efficiency

Cost of Incidents

Mean Time Between Failure

Metrics should be tracked and trends identified

Use both leading and lagging indicators

Leading indicators show that you are taking steps to improve

Lagging indicators show results

Compare your metrics to others – other units, other BU’s, other companies, other industries, can lead to the identificationof improvement opportunities

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Definitions

•Downstream calculationRatio of actual throughput to planned throughput

Utilization

•Best applied on a equipment basis

•Does not reflect degraded service

Ratio of time that an asset can be used to the total required time

Availability

Equation

•Upstream calculation

•Includes decline curve

Ratio of actual production to potential production

Production Efficiency

CommentsDefinitionTerm

Planned

Actual

VVPE =

Planned

actual

VVU =

Required

InService

TTA =

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Planned and Scheduled Activities

Both scheduled downtime and unscheduled downtime impact

Availability,

Utilization

Production Efficiency

Why do we care? -Unscheduled downtime costs more than scheduled and much more than planned and scheduled

As As PlannedPlanned

Planned Planned and and

scheduledscheduled

Planned, Planned, notnot

scheduledscheduled

Unplanned,Unplanned,not not

scheduledscheduled

100105-110

125-135

150-200

Source Source -- McKinsey and CompanyMcKinsey and Company

Parts, tools, appropriate personnel is arranged prior to beginning work. Anyone affected by the work is notified

Planned

Arrange the time the work will occurScheduled

* Storms, for example* Storms, for example

required

*eunavoidabldunschedulescheduledrequired

TTTTT

A−−−

=

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More Definitions

•OE MetricTotal cost associated with an incident, as defined by OE-Reliability

Cost of incident

•Typically most important component of total cost of incident

Sum losses due to failures

The amount of production or throughput lost due to failures

Lost Production

Equation

•Reflects asset reliability

•Simplest form of calculation

•Same as Mean Time to Failure (MTTF)

Ratio of total run time to the number of failures

Mean Time Between Failures (MTBF)

CommentsDefinitionTerm

CAPEX

Expense

venueReCI

Δ

+Δ+Δ=

Failures

Run

#TMTBF=

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Failure Rate Curve

Infant Mortalityβ < 1

Infant Mortalityβ < 1

Random Failuresβ = 1

Random Failuresβ = 1

Wear-Outβ >1

Wear-Outβ >1

Time

Failu

re R

ate

(1 /M

TTF)

Δt Δt Δt Δt Δt ΔtΔt

Installation Issues

Poor Initial Quality

Learning Curve

Installation Issues

Poor Initial Quality

Learning Curve

Useful LifeUseful Life Replacement Time

Renewal Time

PM Time

Replacement Time

Renewal Time

PM Time

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Agenda


Why Reliability?



Reliability Culture


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Methods Used to Improve Reliability

If we have a process or facility defined by the following process map-

How do we improve the reliability of the system?

The methods listed to the right allow us to evaluate the system and determine critical links based upon:

Past experience

Risks to the system

Failure Modes and Effects Analysis (FMEA)

Identifies current impact of unreliability and prioritizes efforts

Identifies areas of high risk

Reliability Site Assessment

Determine current state of reliability in a BU and help prioritize efforts

Reliability Centered Maintenance (RCM)

Determines the optimal maintenance plan for improving facility reliability and/or reducing maintenance costs

Couple with maintenance management program to keep up to date

Reliability Availability Maintainability (RAM) Analysis

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Evaluate and improve reliability

Define the reliability of the asset

Weibull analysis

Industry data (generic or specific to vendor)

Vendor data

Does the current reliability of the asset meet the needs of the BU

Define the ideal system

Determine gaps between ideal and current system

Take steps to eliminate gaps

Conduct root cause analysis

Determine practical solutions to implementCurrent

StateIdeal

SolutionPractical

Solution to Implement

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Criticality

The methods listed previously will identify critical blocks

Process steps

Specific equipment

If critical blocks fail, they have a significant impact on the entire system

Impact economics

System reliability/availability

Techniques exists for improving the reliability of critical blocks in a system

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Agenda


Why Reliability?



Reliability Culture


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Characteristics of a Good Reliability Culture

Proactive

Unreliability is not accepted

Root causes are sought

Data driven

Seeks improvement

Promotes teamwork

Good communications

Between individuals

Between Departments

No Blame Culture

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Proactive vs. Reactive

Reactive Environment

Responding to problems as they arise

Provides more excitement and makes people feel needed

Costs more money

Equates to lower reliability

Proactive Environment

Anticipates problems and takes corrective action before they occur

Provides less trauma and suspense(but is more profitable)

Provides a foundation for a reliable workplace

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Be Effective In Both Environments

Reactive Environment

Determine root causes of problems

Effective interim response

Preserve data/evidence

Get back on line quickly

Track costs/effects of failures

Historical data is learned from and reflected in procedures/schedules

Proactive Environment

Look for methods to prevent failures

Life Cycle Cost Analysis (and Perspective)

Preventive/predictive maintenance

Precision Maintenance Technology

Precision Operating Technology

Proper supply, storage & use of materials

Concurrent engineering; Human factor engineering; man-machine interface

Communication of ‘Best Practices’

Planning & Scheduling

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Culture Includes All Parts of the Organization

Eliminate “over the wall”behaviors follows procedures

“I do my job and give to the next group. After that I do not know what happens”

Understand the goals of the organization and how your job affects the whole

Develop an understanding of the whole organization and how it interacts. Important groups at a facility include:

Operations

Maintenance

Project engineering

Procurement and warehouse

Do not be a “vendor victim”

Include them in the reliability improvement process

Understand their needs

Ensure agreements reflect your reliability needs

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Agenda


Why Reliability?



Reliability Culture


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4+1 Strategic Intents

The "4" in "4+1" means we will lead the industry in four key areas:

Operational Excellence

Cost Reduction

Capital Stewardship

Profitable Growth

The "1" in "4+1" is Organizational Capability

The "4“ are what we want to achieve, the "1" is how

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Reliability and the 4+1 Strategic Intents

Reliability improvement is a component of Operational Excellence

Examples of how reliability impacts the other three "What’s " include:

Cost Reduction – lowering energy usage, reducing maintenance cost

Capital Stewardship – Incorporating reliability, operability and maintainability during projects using Operations Assurance during the CPDEP process

Profitable Growth – reducing downtime increase the revenue portion of profitability

Organizational Capability is required for successful Reliability Improvement

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Stage 1

Stage 2

Stage 3

Stage 4

Stage 5

Inventory/Spare Parts Management

Operator Routine Duties/Checklist

Equipment Criticality Assessment

O & M Philosophy

Planning & Scheduling (Stage 1)

Work Order Management

Work Order Prioritization

CMMS

Tenets of OE

Operator Skills Training

Maintenance Craft Skill Training

RCA (Root Cause Analysis)

PM Philosophy/ Procedures

Std. Repair Procedures (Critical Equip)

Planning & Scheduling (Stage 2)

Turnaround Planning

ROI (Reliability Opportunity Identification)

Bad Actor

Reliability Training Process

RCM (Reliability Centered Maintenance)

RBI (Risk Based Inspection)

PdM/Condition Monitoring Philosophy

Life Cycle Cost Analysis

RAM (Reliability, Availability, Maintainability

Equipment Standardization

Material Optimization

SURFACE EQUIPMENT RELIABILITY IMPROVEMENT

Self-Assessment & Peer Validation required to advance to next stage


Instrument Reliability

By Khun Montri C.

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Instrument Reliability How IE/SCADA/Automation fits in Oil & Gas ProductionHow IE/SCADA/Automation fits in Oil & Gas Production

1. Do we need Electricity/Lighting on the facilities that producing Oil & Gas, including LQ? – ElectricalElectrical

2. Do we need to measure the rate of our production or monitor them closely? Do we need an efficient and accurate data from field?– InstrumentationInstrumentation

3. Do we need to remote control the production wells or monitor them closely? Do we need all data transferring from remote platform to CPP and BKK?– SCADASCADA

4. How can we ensure that our working environment is safe for living with, AND how can we improve our work more efficiently and precisely including optimizing the production? – AutomationAutomation

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Think Like a Reliability Professional

Systematically evaluating each part of a facility or process to determine:

What is its function?

Is it providing its function?

Compressor101

2 MMSFD 5 psi

2 MMSCFD 100 psi


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Example Boundary Diagram forCompressor Skid

TemperatureSignal

Pressure Signal

Flow Signal

2 MM SCF100 psi

BoundaryFlow AlarmElectricity

Compressor-101

2 MM SCF 5 psi

P T

A


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Safety Integrity Level (SIL)

Safety Instrumented System(SIS)

Safety Instrumented Functions(SIF) (IEC 61508,61511)

Instrument Protective Functions(IPF)

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Instrument ReliabilitySafety Instrumented Functions (SIF) (IEC 61508,61511)

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Instrument ReliabilitySafety Integrity Level (SIL)

Instrument Protective Functions (IPF/SIF) are used to reduce risk. The Safety Integrity Level (SIL) is a measure for amount of risk reduction required.

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Electrical Submersible Pump (Exam.)Control Panel Junction Box

Auxiliary Equipment(e.g., Instrumentation)

Motor(s)

Seal(s)/Protector(s)

Intake or Gas Separator

Pump(s)Pump Discharge Head

Cable Bands

Motor Lead Extension

Tubing

Casing

Cable Splice(s)Power Cable

Tubing Drain (optional)Tubing Check Valve (optional)

Safety Valve (optional)

Wellhead

Electrical Feed-through/Wellhead Penetrator

System Boundaryfor ESP-RIFTS

Packer Penetrator (optional)

Transformers

Note: Component in italics are outside the system

boundary for ESP-RIFTS.


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Problem Identification: ESP System overview

SURFACESURFACE

Fuel Gas Generator Fuel Gas Generator 350 KW350 KW

TransformerTransformer

Variable Speed DriveVariable Speed DriveControl systemControl system

Junction BoxJunction Box


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Problem Identification

ESP Failure

VSD FailureESP Pump Failure

ESP Cable FailureReservoir Performance

Fuel gas Generator Failure

ESP Motor Failure


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Failure Mode and Effect Analysis tools-1


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• Unknown

•Weather conditions•Process Upset ,Well shutdown

• Other

•Inductor temp. sensor malfunction•Water enter the GDI, the plastic door not fully closed

•Inductor high temp•VSD display fault•Fuse blows

• VSD

• Reservoir Fluids• Reservoir Performance• Insufficient cooling

•ESP Motor stall•ESP Motor high temp •Under load

• ESP Motor

• New installed ESP Pump at BEWD-11

•Suspected the pump still in gas locking condition •Low running Amps and No flow

• ESP Pump

• Under investigation at BEWP-9•Suspect Below Surface Cable Problem •Motor flat cable Short Phase to ground

• ESP Cable

• Under investigation at BEWI-1•Suspect BIW Cable Problem • Tri-lok cable

• More investigation• Discuss with reservoir engineering

•Reservoir Fluids•Reservoir Performance

• Reservoir Related

CommentsSpecific Failure ModeGeneral Failure Mode

Failure Mode and Effect Analysis tools-2Instrument Reliability

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Root cause Analysis

ESP GENERATOR Failure

Fact Finding : (BEWG-ESP Generator)

• The exciter diodes rectifier is short to ground

• The rotor winding of exciter coil was grounded.


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Root cause Analysis

Why is there an indication of open circuit function/grounded of resistance cable and rotating rectifier ?

• Dirt, moisture on the coil.

• The insulation specifications

and method of insulation

is incorrect.


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Documents

Introduction to Reliability Process for KMUT’Twebstaff.kmutt.ac.th/~sarawan.won/talk/7 Aug 08 - Reliability Material for KMUTT.pdfEvaluate and improve reliability Define the reliability