the next chapter in improving performance in downstream · pdf filethe next chapter in...

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The Next Chapter in Improving Performance in Downstream


Alberto RostagnoAftermarket Director Downstream

GE Oil & Gas

Downstream Integrated Lifecycle Solutions


0 5 10 15 20 25 30 35 40 45 50

Opex

Capex

Digital

Product Life Cycle Management

UpgradesPerformance

Improv.

ReplacementUpgradesLife Extension

yrs

Minor

Inspections

Major

Inspections

k$

Tech. Expertise & Operational Support

Unit

Life Cycle

Replace

New Young Mid-life Old

n 2n 3n 4n 5n 6n

Gas Turbines

Steam Turbines

Electric Motors /

Generators

PumpsValves

Recips

Axial & Centrifugal

Compressors

Turboexpanders /

Hot Gas Expanders

Start up

Predix + APM + Digital Refinery

Portfolio Equipment

Equipment + Service + Digital


TechnologyFlow regulation

Electric

Generators

Parts provision

Repairs

Field Service

Turn-key

Upgrades

Service Agreements

Movers

Industrial Internet

Multiple OEM fleet

GE

Se

rvic

e P

ort

folio

Ancillary Systems

Fuel Gas Valves

Process Valves

Anti-Surge ValvesCentrifugal Comp.

Recip. Comp.

Centrifugal Pumps

Turboexpanders

Gearbox Technology

Auxiliary Systems

Multidisciplinary Eng. Capab.

R&D Global Research Centers

Driven

Compression

Technology

GT Modular

Replacement

2

Long Term Service

Agreement 1

Multi Vendor

Service 3

GT Restoration

Acoustic

al

Analysis

4

Electrification 5

Additive

Manufacturing 6

Valves 7

Gas Turbines

Steam turbines

Hot Gas Expanders

Electrical motors

Governing Complexity


Paolo AcciaiEngineering Director Downstream

GE Oil & Gas

Downstream Cases Studies


Long Term Service Agreement


Long Term Service AgreementMultiple Services in Refinery (South America)

Deliverables

• Spare parts for routine maintenance

• Full coverage for planned maintenance

• Agreed field service rates & price list for unplanned maintenance

• Resident engineer

• Full training package

• Continuous technical support

Technology: multiple compressor technologies

Unit Life Cycle Stage: New

Project challenges

Fleet – 17 units

#5 Centrifugal Compressors

#2 Overhung Compressors

#10 Reciprocating Compressors

Improve Asset Availability

Optimize Spare Parts Mgt.

Reduce Outage Duration


GT Modular Replacement


Gas Turbine Modular ReplacementPower Generation in Refinery (South America)

Consultative unit assessment

Modular replacement feasibility study

RecommendationModule replacement + ExtendorTM Kit

Hot gas leaks

from exhaust

plenum & casing

Rotor age & status

Hot gas leaks from exhaust

plenum & casing

Deliverables• Target power output met

• Reduced outage downtime

• Stock optimization

• Availability & reliability increase

Technology: Gas Turbine MS5001PA

Unit Life Cycle Stage: Old

Project challengeRecover power output …from to 13MW back to 26MW


Gas Turbine Modular replacementPower Generation in Refinery (Europe) Simulation of new package replacement with

installation sequences

• Replacement of existing Gas Turbine with a new one DLN1 combustor

• No modifications on building and structures

Technology: MS6001B


Project challenge

Deliverables• Turn-key to deliver in 28 days only

• New GT package fully assembled and tested in Florence

• New Dry Low NOx system matching emissions regulations

• New Control System MarkVIeS

• Availability & Reliability increase

F2F Shipped from

Belfort to Florence for

package assembly

New GT Package


Multi Vendor Service


• New trip and check valves

• New Gland Condenser system

• Field modification Instruction for dismantling and Installation

• Modification of existing concrete basement & removal of existing condenser

• New control system - Fault‐tolerant control SIL

Deliverables

Steam Turbine ReplacementMechanical drive in Refinery Plant (Europe)

Technology: from other OEM condenser type to GE backpressure SANC 1-4


Project challenge• New machine to be placed in a confined place

• Mechanical/electrical package modification on site


Service Frame AgreementMultiple sites & application (Chemical, Fertilizer, Plastics…) (Europe)

Technology: multiple products from multiple OEMs

Fleet Average Life Cycle Stage: Mid-life

• Simplified service activities through Single Source Service

• Provider covering whole maintenance scope

• Multidisciplinary engineering capabilities

• Reverse engineering capabilities

• Vast network of Service and Manufacturing shops in the region

• Digital offering

Scope: turn-key packages for maintenance services on rotating equipment

Duration: 2 years + 2 years extension option

Maintenance scope: #60 core units + ancillary systems

• #26 Centrifugal Compressors

• #20 Steam Turbines

• #3 Pumps

• #3 Turboexpanders

• #6 Gear Boxes

• #4 Axial Compressors

• #1 Generator

• #3 Integrally Geared Compressors

Deliverables

• Customer sites

Sites covered by the contract

Value Proposition

Project challenge


Acoustical Analysis


Problem analysis _crack

initiations on 1° stage vessel Field data collection_reverse engineering,

vibrations measurements & data post-processing

As built configuration_model creation &

tuning with field measurements, RCA

• Reduce vibration level

• Extension of flow regulation range

• Dealing with unsteady foundation

Technology: Reciprocating Compressor

Unit Life Cycle Stage: Mid-life

Reciprocating CompressorsHydrogen Service in Petrochemical plant (Asia)

Project challenge


Re-run of tuned model in the

modified configuration

Proven Experience in the Field

+1300 API618 Plants

Data post-processing with

in-house digital tool for pulsation

and vibration analysis

Final measurements results

Hardware modifications: installation

of new supports & vessels

Field vibrations within limits

• -54% vibrations in transient

• -35% vibrations in steady state

Deliverables

Reciprocating CompressorsHydrogen Service in Petrochemical plant (Asia)


Electrification


ElectrificationMechanical Drive in Refinery (Europe)

Field instruction for installation• Interferences analyzed

• Lifting tools selection

Technology: Electric Motor fixed speed and variable speed gear


Project challengeSteam saving through replacing Steam Turbine with electric motor

New

Variable

Speed

Gear

Old Steam

Turbine

to dismiss

Re-Used

Centrifugal

Compressor

New

Electric

Motor

New location

for

Centrifugal

Compressor

• New Train Foundation

• New Lube Oil Console

• Throttling Valves implemented

• New Control System (MKVIe)

Deliverables


Dynamic simulations for start-up and

operation

• Advanced Dynamic Simulation

performed based on actual process data

• Process Piping revised and built to add

Throttling Valves

Deliverables• Ensured operations from variable speed

driver (ST) to fixed speed motor in all

operating conditions

ElectrificationMechanical Drive in Refinery (Europe)


Additive Manufacturing

Michele Vurro

Services Leader Pumps

GE Oil & Gas


Additive Manufacturing

Building complex shape components by «stacking» layers of material properly melted together by laser

• Opportunity for design improvement

• Reduction of physical inventory

• GE, possible single supplier for multivendor components

• Fill supply gap when OEM’s no longer in the market

Value Proposition


Technical Cooperation AgreementKey Refining Customer (Europe)

Scanning 3D building

Hydraulic model

analysis

3D model creation

3D printing

Finalmachining

Project challenge• Start from any pump impeller physically available, by any OEM, create a digital

GE version and manufacture in short cycle as many times as required

Deliverables

• STEP 1: First impeller construction and field test campaign

• STEP 2: Blades profile optimization and manufacturing of additional four

impellers

• STEP 3: Customer to evaluate stock digitization and reduce inventory costs

Technology: Centrifugal Pumps



The Next Chapter in Valve Service

Stephen James

Technical Sales Director Flow & Process TechnologyGE Oil & Gas


More than 1,500,000 GE valves installed

in Downstream Oil & Gas installations

worldwide


Local Service Center

Factory

Aftermarket Center


*Denotes a trademark of the General Electric Company or its affiliates


ValvKeep Valve Maintenance & Management

• Secure, cloud based, real time available

data

• Valve data in a dynamic format

• Simplified outage planning with turnaround

cloud

• Analytics to identify systemic problems

• Single tool for cross functional

communications


Automatic monitoring of control valves

Patented data analytics to identify problems

Supports multiple control systems & valve

brands

Learning algorithms get better with age

Easily identify valves in need of service

Understand complex data with GE’s VALVE

HEALTH INDEX

Valve Aware On-Line Valve Diagnostics


Reduce OPEXOnly service necessary valves

Optimize spare parts planning

Reduce inventory levels

Improve Efficiency Identify valves in need of minor tuning

Highlight upgrade opportunities

Support Regulatory Compliance Easy access to required test reports

Cloud structure available 24/7

Optimize Outage Planning Turnaround Cloud

Smooth communication

Real time information on repair status


“During a recent hurricane the plant was completely flooded…all records were lost.. valves were damaged…ValvKeep helped us restore data and replace valves quickly…restoring the plant to produce product”


Software Software

Software


Reliability and Maintenance Benchmarking

Presented by:

Kevin McQuillan

Senior Consultant

M3 is a trademark of Solomon Associates


Study was

established in 1996

Main focus is

Chemicals

and Refining

Solomon’s Worldwide RAM Study*

* International Study of Plant Reliability and Maintenance Effectiveness

Over 1,000 sites

and 8,000

process units

in the database

Most Reliable Performers (MAI)

Units with the lowest RAM downtime

2

Most Cost-Effective Performers (MCI)

Units with the lowest maintenance cost

1

Overall Best RAM Performers (RAM EI)

Best combined RAM cost performance

3

Three Sets of Benchmarks Provided with the RAM Study

Confidential. Not to be copied, distributed, or reproduced without prior approval.

Performance Can Be Shown in Quartile Bars

0

2

4

6

8

10

12

Q1 Q2 Q3 Q4

Value of Lost Production Total Maintenance Cost

Quartiles of RAM EI

RA

M E

I, %

of

PR

V

RAM EI – RAM Effectiveness Index; PRV – Plant Replacement Value


High Mechanical Availability

and Low Cost

Or with Each Axis Divided about an Average Performance

Eff

ecti

ven

ess

EfficiencyMaintenance Cost, % (USD/PRV)

Mechanic

al A

vaila

bili

ty,

%

Facility

Industry Leaders

Low Mechanical Availability

and High Cost


90

95

100

105

110

115

Pe

er

Gro

up

at Y

our

PR

V

An

nu

aliz

ed T

/A

Sh

ort

Ove

rha

uls

Eq

uip

me

nt

Failu

re

Ra

te R

edu

ction

s

Rota

ting

Fix

ed

I/E

Ro

tatin

g

Fix

ed

I/E

Ro

utin

e

T/A

Rota

ting

Fix

ed

I/E

Ro

tatin

g

Fix

ed

I/E

Ro

utin

e

An

nu

aliz

ed T

/A

To

tal C

om

pa

ny

Downtimes Due

to RAM Reasons Hours ContributionWage

Contribution Material Costs Indirects

Routine Annualized

T/A

Routine Annualized

T/A

The RAM Study Identifies Performance Gaps and Their Cash Value

Total Net Gap = 3M USD

RA

M N

et

Gaps,

M U

SD

– Disadvantage

– Advantage

Total Opportunities = 40M USD

M USD – million US dollars; T/A – Turnaround; I/E – Instrumentation & Electrical


0

1

2

3

4

5

6

7

8

9

10

Q1 Q2 Q3 Q4

Performance and Long-Term Trends

0

2

4

6

8

10

12

2002 2004 2006 2008 2010 2012 2014

RAM EI

MAI

MCI

Value of Lost Production Total Maintenance Cost

Quartiles of RAM EI - Refining

RA

M E

I, %

of P

RV

8%

RA

M E

I, %

of P

RV

RAM EI Average - Chemicals and Refining

Observations and Discussion Points

• The cash value of the gap between Q1 and Q4

performance is significant

• The value of lost production is often a bigger differentiator

between quartiles than the cost of maintenance

• Maintenance cost has decreased slowly over the past 10

years

• There was a substantial reduction in the value of lost

production from 2005 to 2010, a period during which the

industry invested significantly in Asset Performance

Management Systems

RAM EI – RAM Effectiveness Index; MAI – Mechanical Availability Index; MCI – Maintenance Cost Index


Performance Improvement

Relative Maintenance Cost Efficiency

Op

era

tio

na

l A

va

ilab

ility

, %

1996

2012

Refinery plant example

Relative Maintenance Cost EfficiencyO

pe

ratio

na

l A

va

ilab

ility

, % Leaders

Facility

Supported by data

No evidence

of this route

• Performance improvement is possible, as

demonstrated by repeat participants

• Performance improvement takes time, typically

6 years (at least a T/A cycle)

• Performance improvement is achieved by

investment in reliability

• Solomon has no data that demonstrate

sustainable performance improvement through

cost cutting


Improving Performance – Case Study Site 1*

0

2

4

6

8

10

12

2007 2011 2015

RAM EI

MAI

MCI

% P

RV

0

5

10

15

20

25

30

2007 2011 2015

% W

ork

Ho

urs

Proactive Work

Emergency Work

• Investment in targeted spending between

2007 and 2011 helped to improve MAI

• Reliability culture emphasis between 2007

and 2011 allowed targeted spending to have

significant follow-on impact

• Maintenance cost in 2015 is below 2007

level with 2.59% PRV in production loss

• As reactive culture becomes more reliable,

targeted spending delivers long-term

impact. Less work is done in a reactive

mode and more work is done proactively

(predictive and preventative maintenance)

* Site 1 and Site 2 are now in same Company; Site 2 was acquired in 2011 and left independent until late 2015


Use of Technology

0

10

20

30

40

50

60

70

80

90

100

Q1 Q2 Q3 Q4

% o

f C

om

pa

nie

s

Reliability Improvement Process Criticality Assessment

Preventive Mtce Program

Predictive Mtce Program RCM

Vibration Analysis

Oil Analysis

0

10

20

30

40

50

60

70

80

90

Q1 Q2 Q3 Q4

Refining I/E equipment%

of C

om

panie

s

Refining rotating equipment

Reliability Improvement Process Criticality Assessment

Preventive Mtce Program

Predictive Mtce Program RCM

IR Thermography Program

• Better performers have clearly stated policies or processes to control the exploitation of

technology

• Criticality assessment of instrumentation and electrical (I/E) equipment appears to have a strong

correlation to performance


Data and Systems

1

2

Q1 Q2 Q3 Q4

Means of collection of data for RAM Study – Chemicals

1 - Data extracted from CMMS

2 - A combination of data from information systems with some estimates

3 - Relied heavily on estimates and assumptions to provide data

0

10

20

30

40

50

60

70

80

90

100

Q1 Q2 Q3 Q4

Percentage of plants with CMMS configured to support

reliability and maintenance work processes – Chemicals

Ave

rag

e S

co

re

Pe

rce

nta

ge

There is a correlation between ability to

collect data and RAM EI performance,

but not a dramatic one

better-performing plants have their

computerized maintenance management

system (CMMS) configured to support their

reliability and maintenance processes


0

2

4

6

8

10

12

Q1 Q2 Q3 Q4

Turnarounds

Annualized T/A Short Overhauls Corrective Maintenance Rate Reductions

Dow

ntim

e, %

Refining 2015 data

Data from 2012 Fuels Study

Showing average of Pacesetter plants

• Turnarounds are a major factor in

determining MAI quartile performance

• The poorer performers take large

turnarounds but also suffer significant other

outages

• The best performers take the smallest T/As

but get value from the work they do because

they have few or no outages between T/As

• The T/A performance of leading companies

has improved significantly without affecting

non-T/A availability – how has this been

achieved?

OSTA – Outside of Turnaround


Reliability

0

20

40

60

80

100

120

140

160

Q1 Q2 Q3 Q4

0

10

20

30

40

50

60

70

Q1 Q2 Q3 Q4

Mo

nth

sM

on

ths

Centrifugal pumps MTBF – Refining

Positive displacement

pumps MTBF – Refining

MTBF – mean time between failures

Organizations with better RAM EI

also achieve better equipment

reliability across all categories:

• Pumps

• Static Equipment

• Control valves

• Motors


Maintenance

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4

Fixed Rotating I/E

Routine Turnaround Capital

0

10

20

30

40

50

60

70

Q1 Q2 Q3 Q4

Emergency P&PNon-Emergency

Refining – 2016 data

Refining – 2016 data

• Organizations with better RAM EI performance spend

less money on maintenance, but proportionally more on

rotating and I/E equipment.

these organizations have benefited from risk-based

inspection (RBI) to control and reduce spending on static

equipment

• Organizations with better RAM EI performance also have

better equipment reliability, so more of their money is

spent on preventive and predictive maintenance

• Organizations with better RAM EI performance benefit

from better reliability in that less of the work is

undertaken as emergency (immediate) maintenance


Key Takeaways

1. RAM performance is a significant differentiator

2. It is possible to improve

3. Those who improve focus on reliability

World-class performers – no matter what they make:

• Consistently achieve mechanical availability of ≥97%

• Have lowered their maintenance costs to <1.5% of PRV


Digital Inspection: Predictive Corrosion Management

Timothy HumphreyPortable NDT General Manager Digital Solutions

GE Oil & Gas

Digital Inspection

Digital Inspection transforms the industry by continuously collecting, storing, and analyzing inspection data to drive

dramatic performance improvements in both quality/process applications and asset integrity management.

Visualization

Incident

Management

Inspections

On-ramp

System 1

On-ramp

Edge

SimulationAsset

Services

Connectivity

Data

Management

Analytics

Orchestration

Risk

Management

System

Health

Collaboration Operations

Optimization

Maintenance

Optimization

Digital

Inspections

APM Offerings• Utilizes a variety of inspection methods including

installed sensors, drones & expert field

technicians

• Cloud-based, centralized storage & analysis

• Available across the oil & gas, power, automotive,

aviation, transportation, electronics and other

industries

• New, robust visualizations and analytics for

industrial assets, including: corrosion, temperature

& methane

• Enables comprehensive Quality Performance

Management and Asset Integrity Management

“Predix is a trademark of the General Electric Company

*

• Today, industrial organizations spend $7B annually on point-in time, manual inspections services; $4B is on hardware alone

• Corrosion-related issues continue driving unplanned outages to the tune of up to 30% impact on availability

• Refineries spend more than $3.7B per year globally to address corrosion issues

Corrosion is a multi-billion dollar challenge for industrials

GE Oil & Gas Digital 51

Predictive Corrosion Management

• RightraxPM Installed UT Sensors

• Repeatable, accurate corrosion measurement

• Reduce manual corrosion-based inspection labor

• Designed for safety– ATEX certified

Installed UT SensorsContinuous Inspection

• Corrosion and temperature data stored as full A-scan UT data

• Powerful trending, modeling & analysis tools

• Risk-Based Inspection (RBI) analysis

• Data analysis, reporting & exporting

• Cloud-based, APM software solution

• Remote & immediate software updates

• Installed sensor maintenance

SoftwarePredictive & Proactive Maintenance

ServiceOngoing Advisory Support

GE Oil & Gas Digital

APM

GE Oil & Gas Digital 52MIndshare

Click hereto sign up for a demo today!

http://info.geoilandgas.com/APM.html

ValvKeep

Valve AwareData Driven Service

Rejuvenation

Modular Replacement

Scanning & 3D printing

Multivendor

Contemporary

service approach

Broad service

portfolio

the next chapter in improving performance in downstream · pdf filethe next chapter in...

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