arm & associates - productivity improvement services
TRANSCRIPT
ARM & Associates Ltd Bernard Redmond (Director) Mob: +353 873104712
Email: [email protected]
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 SEC 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 Teck 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 disserve 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