OFF510+-+Operations+and+maintenance_Presentation+1+slide+per+page (2).pdf

1

OFF510: Operations and Maintenance Management

Associate Prof. Dr. Jawad RazaCenter for Industrial Asset Management

Spring 2015

2

Learning Objectives

After the course, one should be able to understand:

• Basic Operations & Maintenance principles, terminologies, applicable regulatory requirements

• Basis for diverse maintenance analysis, methods & techniques

• Maintenance-related risk aspects

• Basics of Computerized Maintenance Management System (CMMS) and maintenance implementation aspects

• Industrial practice and current trends within Maintenance and Asset Integrity

2

3

Teaching Plan

Total 8 lectures @ 3 hours. Tuesdays, from week 5-12.

• Lecture 1&2: Module 1

• Lecture 3&4: Modules 1&2

• Lecture 5&6: Modules 2&3

• Lecture 7: Module 3&4

• Lecture 8: Remaining topics, exam assignment and summary of all modules

3

4

Teaching Modules

Module 1: Introduction, concepts, definitions, philosophies, strategies, NORSOK standards & legislation

Module 2: Main concepts, tools and techniques

Module 3: Development of maintenance programs

Module 4: Industrial Asset Integrity practices & Barrier management system

4

5

5

Module 1: Introduction

• Trends in maintenance management

• Standard definitions and terminology

• Types of maintenance

• Maintenance as a business function

• Function, Performance, Failure

• NORSOK standards, governmental regulations

6

Warming up!!

• What comes to your mind when you think of MAINTENANCE?

• Why is it important?

• Can it be eliminated?

• Can it be planned? Examples…?

• Maintenance offshore….Why is it important?

6

7

Offshore Accidents Statistics (WOAD 2014, DNV.GL)

7

8

Evolution of Maintenance

8

9

9

“it costs what it costs”

”it can be planned and controlled”

PAST 1900 1950-80 PRESENT 2000+

• Necessary evil • Accidental

Important support function

”It creates

additional value”

An integral partof the business

process

Paradigm Shift in Maintenance

10

10

Maintenance Definition (see EN 13306)

“Combination of all technical, administrative and managerial actions during the life cycle of an item intended to retain it in, or restore it to, a state in which it can perform the required function”

Maintenance Management:“all activities of the management that determine the maintenance objectives, strategies, and the responsibilities and implement them by means such as maintenance planning, maintenance control and supervision, improvements of methods in the organisation including economicalaspect”

11

11

Maintenance: questions that need to be answered

• Why do we need maintenance?

• What is maintenance and what processes, technology, knowledge and resources does it involve ?

• When should you do maintenance?

• How should you do maintenance?

• Who should do the maintenance?

• Where should maintenance be performed?

12

Why is maintenance needed?

The role of maintenance is to compensate for unreliability, loss of quality, etc.

Maintenance is a compensating process

Human error

Unreliability

Accidents

Wear and deterioration

Statutory requirements

Maintenance

12

13

13

• Health and Safety related consequences(Remove the health and safety risk to man and machinery)

• Environment related consequences

• Economic consequences (Cost, Capital destruction, uninterrupted production, etc.)

Why do we need maintenance?

14

14

The MAIN PURPOSE of maintenance is to Reduce Business Risks

Maintenance purpose

15

15

COST

BENEFITSRISK

Cost – Risk – Benefit

One of these can not be changed without affecting the others!!!!

e.g. Increase Benefits• Reduce Cost• Increase Risk

16

What happens if we do not do maintenance?

• Increased risk of major accidents

• Unexpected equipment failures

• Loss of safety/critical functions

• Performance degradation

Equipment Failure

Failure = Loss of Function

16

17

Results for not doing the maintenance

Systems degrade due to wear - reduction in “Functional performance”… Systems may degrade due to corrosion or fatigue/stress- reduction in “technical integrity”

Performance degradation = Reduction in Function & Technical integrity

Performance

X

X

Failure detectable

Td Tf

X

Failure starts

Ts

FailedIncreased Risk

17

18

Increased Risk Unacceptable

Severity

Likelihood

Effects of damage control measures

Effect of preventive measures/ maintenance

High risk

Low risk

18

19

19

1930's 1990's

Functionalapproach

Process oriented approach

Repair/Rectification

Root cause eliminationMAINTENANCEPROCESSREENGINEERING

+

+-

-

//

Evolution of Business of Maintenance

20

20

Functional view: • Focus on activities and tasks• Seeks to fragment work into

ever smaller and smaller tasks

Input BusinessProcess Output

Maintenance function

Functional view

Core business(Main process)

Sub-process

1

Sub-process 2

Sub-process

3

Sub-process X

Process viewProcess view: • A group of interrelated

activities that together create value for the customer /company

• Common goals• Seeks to integrate• Focus on value, business

results, customerCustomer

Customer

Maintenance: a function or process

21

21

STATISTICS &OPERATIONSRESEARCH

BUSINESS MANAGEMENTHUMAN FACTORS

ENGINEERING

Maintenance: a cross-functional discipline

Maintenance

22

22

Elements of maintenance discipline

Business managemen

t

Business Support, Operational

Research, Statistics

Maintenance

Engineering

23

23

• Economics• Organization• Behavioral sciences• Cultural/ Social

background

BUSINESSMANAGEMENT

ENGINEERING

STATISTICS &OPERATIONSRESEARCH

MAINTENANCE

Elements of maintenance process

24

24

Undesirable Input• Strike• Bad Weather

Maintenance process

Resources• Material• Organisation• Documentation• Information

Results• Reduced Risks• Higher Reliability• Higher Availability

Undesireable Output• Accidents• Losses

INPUT

Maintenance process

OUTPUT

25

25

60-70%

25-30%

10-15%

Design & construction

Operating procedures

Maintenance

System failures can be attributed to the following:

26

26

TECHNOLOGY

ORGANIZATION/PERSONNEL

Maintenance effectiveness

OVERALL MAINTENANCE

EFFECTIVENESS

ratio between the maintenance

performance target and the actual result

(see EN 13306)

27

27

“Maintenance technology comprises TEORETICAL / TECHNICAL knowledge plus PRACTICAL EXPERIENCES and their application in identifying and

implementing the best possible MAINTENANCE / SERVICE or REPAIR techniques in line with organizational

policies.”

Maintenance technology

28

28

Maintenance types/ classification

Maintenance types

Planned Unplanned

Preventive CorrectiveCorrective

Condition based

Period based

Calendar based

Usebased

Subjective Objective

Continuous Non-continuous

29

Selection of Maintenance Types

29

Time

Performance

Component/ system is functioning

• Corrective maintenance?

• Periodic replacement?

• Design out if the component is critical?

• Continuous condition monitoring if the component is critical?

• Periodic inspections?• Planned corrective maintenance?

Instantaneous failure

Fast degradation process

Slow degradation process

• Continuous condition monitoring (if the component is critical)?

• Less periodic maintenance?• More Predictive maintenance?• Planned corrective?

30

Asset Management

Asset Management is defined in ISO 55000 as “coordinated activity of an organization to realize value from assets”

EFNMS (European Federation of national Maintenance Societies) experts:“The optimal life cycle management of physical assets to sustainably achieve the stated business objectives”

The institute of Asset Management:“Asset Management is the management of (primarily) physical assets (their selection, maintenance, inspection and renewal) plays a key role in determining the operationalperformance and profitability of industries that operateassets as part of their core business”

30

31

31

The Role of Maintenance and Service

Unreliability Loss of Quality

Maintenance andService program

The role of maintenance and service is to compensate for unreliability and loss of quality. It is a compensating process

32

32

Maintenance& Service

Unreliability

Loss of Quality

Statuatory Requirements

Human Error

Accidents

Factors influencing Maintenance

33

33

• Safety enhancing aspects of maintenance• Performance enhancing aspects• Economical aspects• Quality enhancing aspects• Environmental aspects• Life span increasing aspects • Aesthetic aspects

Different aspects of Maintenance

34

34

Direct costs• Labor costs• Material costs• Contractors costs

Indirect costs• Loss of production• Loss of quality• Loss of customers, etc.

Cost of maintenance

5- 50% of the operating costs depending on branch and level of mechanization

35

35

Maintenance needs

Maintenance NEEDS of equipment/ machines/systems are more or less decided during the designand manufacturing phase

Therefore, it is important to consider issues such asreliability, maintainability, and supportability ofequipment and software to achieve an optimumproduct for the customer/ owner

36

36

Failure basedor Time based or Condition based

Need Basedor Opportunity Based

ProactiveorReactive

Planned or Unplanned

Maintenance strategy

management method used in order to achieve the maintenance objectives

37

37

Partial Outsourcing

Full service contractFull outsourcingPartial Outsourcing

• Internal organization• External organization

Maintenance organization

Maintenance strategy

38

Definitions • Effective: Producing the intended results

• Efficient: Making good, thorough, or careful use of resources; not consuming extra. Especially, making good use of time or energy.

• Productive: Causing or providing a good result or a large amount of something

• Effectiveness: In management, effectiveness relates to getting the right things done

• Efficiency: The extent to which time is well used for the intended task. Implies the skillful use of energy or industry to accomplish desired results with little waste of effort.

• Productivity: The rate at which a person, company, or country does useful work, yielding results, benefits, or profits, yielding or devoted to the satisfaction of wants or the creation of utilities

• Do the right things the right way and delivered in the right amount and in the right quality in the right time to the right customer

• What is “right” 38

39

39

“The primary determinant of maintenance cost/ expense is the ”MAINTENANCE STRATEGY”

rather than any particular attribute of the craftsmen.”

Importance of maintenance strategy

40

40

Reliability Centered

Maintenance RCM

Maintenance strategy implementation

Total Productive

Maintenance TPM

41

41

Maintenance strategy

Maintenance Mission/objectiveTechnical

characteristics

Designed productsupport

Statutoryrequirements

Internal resources

External resources

Geographicallocation

Factors influencing on maintenance strategy

(Note: Maintenance including services like lubrication, filter change, etc)

42

42

“Models developed for studying and solving maintenance problems are perceived, in general, too complex to apply by Maintenance Engineers in field/ industries.”

Models ??

43

43

PEOPLE

PROCESS

EQUIPMENT

RISK

Interaction / Relationships

44

44

Theory of Maintenance

• Maintenance can be regarded as a controlled process of activities

• There is a need for a theoretical, comprehensive structure

• Fragmentary knowledge in some areas appears to be applied scarcely, in spite of the depth covered scientifically

45

45

Engineering• Mechanical

engineering• Reliability theory• Machine dynamics• Materials technology• Tribology• Chemistry• Etc.

Business management• Management theory• Risk theory• Economics• Organizational theory• Decision theory• Social sciences• Human Sciences

• Ergonomics• Cognitive Psychology• Human learning and

perception• Systems theory• Etc.

Maintenance

Business Support• Operational research

• Resource allocations• Planning and controlling• Scheduling• Logistics and inventory

• Etc.

46

Performance management & measurement

• Performance management is a process of quantifying the efficiency and effectiveness of past and future activities

• Maintenance process management is a process of measuring maintenance performance through performance indicators, that can be:

– HSE related

– Maintenance task related

– Cost related

– Other

46

47

47

48

48

HSEROI

Vision,Goals &Strategy

Integrity of Plant,Systems & Processes

ProcessesCompetencies Relationships

ROI:HSE:

Integrity:

Processes:Competencies:Relationships:

Link / Effect

Link / Effect

Link / Effect

49

49

Design and development of maintenance concept

The critical issues :• Reliability engineering consideration• Maintainability consideration• Ergonomics consideration• Implementation of information technology• Logistics and administration

50

50

Design for maintenance & product support

Design for Maintenance and Product Support

Customer / Market•Needs / Wants / Preferences•Values•Warranty•Quantity

Reliability•Time•Cost•Available state of the

art technology

Reliability

Cost

Maintainability•Easy accessibility•Easy serviceability•Easy interchangeability•Modularization

Product support• Installation and commissioning•Training•Documentation•Spare parts & Warranty schemes•Online and Help-line support•Remote monitoring & surveillance•Upgrading and modifications

LCC Analysis Designed Availability Optimize

51

51

Integration of RAMS in design

Time

Cost

Exploitation

Utilization phaseAcquisition phase

Engineering ConstructionCommissioning Longer Life

Exploitation Savings

Extra Investment

Less investment cost & less lead time because:

•Less design iteration in detail design•Better conceptual design because:

•Degrading mechanisms studied•Environmental issues studied •Better training of teams considering RAMS

•Market need identified•State of art of technology identified

Benefits:RAMS: Reliability Availability Maintainability Supportability

Extra Lead Time

52

52

Maintenance strategy during design phase

• Design out failure (Design out maintenance)

• Design for maintenance

53

53

• Reliability• Cost• State of Art

Other Considerations• Design alternatives• Capacity• Customer willingness to pay• Payback of development cost

Design-Out

or

Eliminationof

Maintenance

Design out Maintenance

Trade Off

Customer• Need, Want &

Preference• Value• Warranty• Quantity• Alt. available• Etc.

LCC

Cost

Reliability

54

54

Design for Maintenance

Reliability• Time• Cost• State of Art

Maintainability• Easy Accessibility• Easy Serviceability• Easy Interchangeability• Etc.

Optimize

Designed Availability

Customer / Market• Need, Want &

Preference• Value • Warranty• Quantity• Alternatives

available• etc

Design for maintenance

LCC

55

55

FUTURE CHALLENGES

• During the last years the strategic focus for research and development has been on RAM (Reliability, Availability and Maintainability) Analysis, CONDITION MONITORING, Sensors & ICT applications

• For the coming years, we will be focussing on the area of “Energy conservation and sustainability through good Operation and Maintenance”.

56

56

R&D in Maintenance: Future trends & challenges

• Human factors issues in maintenance• E-Maintenance - intelligent maintenance• Estimation of remaining useful life of system/

infrastructures• Opportunity based maintenance• Link and effect models to assess maintenance performance• Maintenance strategy for functional products• Integration of maintenance issues in design• Management of databases• Decision support systems, decision procedures and

information systems • Service engineering: Product support, Industrial services

57

57

Operating Environment

RAMS, LCC&

Risk Analysis

MaintenanceProgram

Safety, Environment, Sustainability, ROI

IntegratedMaintenance

Solutions

RAMS = Reliablity, Availability, MaintainabilitySupportability/Safety

LCC= Life Cycle CostingROI = Return on Investment

Cost Effective Product

Development & Life Cycle

Management

Research

Function &Performance

DefiningUnderstanding & Analysis

DESIGN PHASE

Development

58

58

Describing systemstate &

behavior

Explaining system state &

behavior

Predictingsystem state &

behavior

Controlling system state &

behavior

Safety, Environment, Sustainability, ROI

WHAT? WHY? WHEN? HOW?

IntegratedMaintenance

Solutions

System =

ROI =

Effective Asset &

Production Management

Components, Equipment, Plants, Infrastructure, Organization, etc.Return On Investment.

ResearchConditionMonitoring Diagnosis Prognosis

OPERATION PHASE

59

Regulations, authorities, NORSOK

60

60

Regulations and quality management

Background• 1970’s: The pioneer period

– Small body (set) of rules, international standards, “inherited regulations”. Mainly focusing on technical demands

– Poor results with respect to safety• 1980 - 1996: development period. Large oil

and gas field set in operation (Ekofisk, Statfjord, Oseberg, Troll)– National set of rules. Technical

requirements/demand supplemented with management and risk based requirements. Making the industry accountable. Formalism/ bureaucracy

– Improved HSE, especially after the Piper Alpha event

61

61

Regulations and quality management

Background cont.• 1996 - present: Harvesting phase

– Many O&G fields in operation– Fewer new field developments – technically more

complicated.– More weight on management and risk based

requirement in the regulations– HSE results level out and some decline is observed

62

62

PSA: Objectives and duties

• The Petroleum Safety Authority Norway (PSA) shall stipulatepremises and follow up to ensure that the players in thepetroleum activities maintain high standards of health,environment, safety and emergency preparedness, andthereby also contribute to creating the greatest possiblevalues for society

• The new Petroleum Safety Authority Norway wasestablished 1 January 2004 as a consequence of theStorting process surrounding the Storting White PaperNo.17 (2002-2003) on State supervision bodies.

• The PSA has the regulatory responsibility for safety,emergency preparedness and the working environment inthe petroleum activities. This responsibility was transferredfrom the Norwegian Petroleum Directorate (NPD) 1 January2004.

• http://www.psa.no/role-and-area-of-responsibility/category916.html

• Relevant Legislation

63

63

NPD: Objectives and duties

• The Norwegian Petroleum Directorate (NPD) shall contribute to creating the greatest possible values for society from the oil and gas activities by means of prudent resource management based on safety, emergency preparedness and safeguarding of external environment.

• The Norwegian Petroleum Directorate (NPD) was established in 1972, and it currently has a staff of around 210.

• The Directorate handles issues relating to resource management and administration on behalf of the Ministry of Petroleum and Energy, while it handles CO2 tax issues on behalf of the Ministry of Finance.

• http://www.npd.no/English/Om+OD/ODs+organisasjon/Maal+og+oppgaver/Mål+og+oppgaver.htm

64

64

NORSOK & International Standards

• Z-008 – Risk based maintenance and consequence classification

• Z-016 – Regularity management & reliability technology

• Z-013 – Risk and emergency preparedness analysis

• N 13306:2010 – Vedlikehold – Vedlikeholdsterminologi

• NORSOK S-001 – Technical Safety

• ISO 14224 – Petroleum, petrochemical and natural gas industries --Collection and exchange of reliability and maintenance data for equipment

• NEK IEC 60300-3-11 – Dependability management - Part 3-11: Application guide - Reliability centred maintenance

• NEK IEC 60812 Analysis techniques for system reliability -Procedure for failure mode and effects analysis (FMEA)

65

65

Maintenance: Relevant standards

IEC 60300DependabilityManagement

OLFGuideline

070

NorsokZ-002

Coding System

CEN prEN13306

Maint terms

NorsokZ-013

Risk Analyses

NorsokZ-016

Regulalarity

IEC 61508/61511

IEC 60300-3-11

RCM

ISO 14224Data

DNVRP G-101

RBI

NorsokDisciplinestandards

Regulations

NorsokZ-008

Classification

IEC: International Electrotechnical Commission - www.standardsinfo.netCEN: European Committee for Standardization - www.cenorm.be

66

66

NORSOK Z-008: Edition 3, June 2011Risk based maintenance and consequence classification

The purpose of this NORSOK standard is to provide requirements and guidelines for

• establishment of technical hierarchy,• consequence classification of equipment,• how to use consequence classification in

maintenance management,• how to use risk analysis to establish and update

PM programmes,• how to aid decisions related to maintenance

using the underlying risk analysis,• spare part evaluations.

67

Purpose of Consequence Classification and Criticality Analysis

• To identify the functionality of equipment unit/group in the facility and to determine the importance of each item

• To screen the equipment units require further in-depth analysis in order to determine optimal maintenance activities taken (e.g. Condition based maintenance, preventive maintenance, etc.)

• To identify all catastrophic and critical failure probabilities so that these could be minimized or eliminated

• As a basis to identify suitable preventive maintenance activities (inspection, functional testing, overhauling etc.)

• As a basis to identify and to optimize spare parts requirements

• As a basis to prioritize maintenance work orders

67

68

68

Establishing Technical hierarchy(Ref. Z-008)

69

Technical hierarchy

SystemSub-system (i.e. Main function)

Unit

Item (Tag)

-

+

+ Sub-unit

-

Technical Tag Hierarchy• Gives an overview of how a system is technically built• Shows technical relationship between main equipment,

instruments, valves, etc.• Used for planning and execution of maintenance work

69

70

70

Functional hierarchy

System

Main-function

Sub function

Tag

A

A1A A1CA1B

A1A1 A1A2 A1A3

A1 A2 A3

Functional Hierarchy• Gives an overview of how a system is hierarchically

structured• Each system is divided into one or several main functions• Each main function is split into standard / relevant sub

functions• Equipment is connected to one sub function• Used for criticality classification of equipment

71

71

Main Functions (MFs)

72

Standard Sub-Functions (SFs)

• Main Equipment• Pressure relief (PSV)• Process shutdown (PSD)• Equipment shutdown (EQSD)• Emergency shutdown (ESD)• Controlling (Regulating)• Alarm (Monitoring)• Indicators (Local indicators) • Manual valves• Other functions

Connect tag to most relevant sub function 72

73

MFs on a P&ID

73

74

74

Equipment – sub-function –function hierarchy

75

75

Consequence Classification Procedure (Ref. Z-008)

76

76

Decision criteria: Consequence class

77

Performing Consequence Classification of MFs

One of the main question that needs to be raised:

What are the consequences on a system/plant of a “most serious" but "realistic" failure/fault that could cause a partial of complete loss of function?Consequence classification is performed with regards to:• Safety: Has it direct consequences on safety?• Environment: Has it direct consequence on

environment• Production: Has it direct consequence on

production• Cost: Has it direct consequence on operation

and maintenance or equipment downtime costs?77

78

Example of a Risk Matrix

78

79

Redundancy grades (Ref. Z-008)

Code Description Redundancy

A No unit can suffer a fault without influencing the function

1x100% or 2x50% or 4x25%

B One unit can suffer a fault without influencing the function

2x100% or 3x50% or 5x25%

CTwo or more parallel units can suffer a fault at the same time without influencing the function

3x100% or 4x50% or 6x25%

• Redundancy at main function and sub-function will beregistered but will not be considered when evaluatingconsequences

• Redundancy will be registered as an ABC indicatoralongwith criticality value

• Mainly used for planning of maintenance activities79

80

80

Establish PM Program: New plant(Ref. Z-008)

81

Prioritizing work orders

81

82

Updating PM program (Ref. Z-008)

82

83

Continuous Improvement

83

84

84

Z-016 – Regularity management & reliability technology

Regularity

85

85

Failure event downtime

86

86

Regularity management and decision support:

Important measures for control of regularity

87

87

Regularity mgt. & decision support

Optimization process

88

Exercise

88

89

Teaching Modules

Module 1: Introduction, concepts, definitions, philosophies, strategies, NORSOK standards & legislation

Module 2: Main concepts, tools and techniques

Module 3: Development of maintenance programs

Module 4: Industrial Asset Integrity practices & Barrier management system

89

90

90

Module 2: Main concepts, tools and techniques

• Engineering analysis: Function hierarchy, Failure mode effects and criticality analysis, Fault tree analysis, Event tree analysis, etc.

• Design for maintenance for industrial systems and products. Reliability, availability, maintainability, supportability

• Life cycle cost and profit analysis in design

• Inventory and logistics

• Data and Information technology, CMMS

91

Warming up

• What is the main difference between functional and technical hierarchies?

• What forms the basis for maintenance activities, spare parts planning, prioritizing work orders etc.?

• What is “opportunity-based maintenance” strategy?

• Name some factors affecting maintenance strategy?

• Is changing a faulty battery in your watch a PM activity?

91

92

Failures, Faults, Mechanism & Causes(Ref. EN 13306)

• Failure is termination of the ability of an item to perform a required function

• Fault is state of an item characterized by inability to perform required function, excluding such inability during PM or other planned actions, or due to lack of external resources

• Failure Mode is an effect by which a failure is observed on the failed item

• Failure Mechanisms are physical, chemical or other processes which lead or have led to failure

• Failure Causes are the circumstances during design, manufacture or use which have led to a failure 92

93

93

94

Failure characteristics

Failures can be characterized as:

• Critical and degraded failures, Examples..??

• Evident failures, Examples….??

• Hidden failures, Examples…??

• Incipient failures, gradual deterioration process, over a period of time, observable at onset of the failure becomes detectable, Examples..?

94

95

Example: Function and Failure Modes

Consider a pump.

Output of liquid should be up to 3000 litres/day.

95

96

Failure cause classification (Fig. 3.12)

96

97

97

Where do failures come from?• Design

– Tolerances to loose (specifications)– Improperly understood environment– Inadequately testing, design not confirmed– Component reliability not understood

• Manufacturing– Material substitutions– Improper processes (mfg. & Assembly)– Contamination– Machine operatives not properly trained– Improper material treatment

• Operation– Loads exceeds predicted environment– New environment (also storage)– Poor ergonomics (human engineering)

98

Illustration of the difference between failure, fault, and error (Fig. 3.9)

98

99

Failure classification (Fig. 3.10)

99

100

Relationship between failure cause, failure mode, and failure effect (Fig. 3.11)

100

101

Exercise

Put into categories: Failure Modes, Mechanism and Causes

101

102

102

Definitions • Effective: Producing the intended results

• Efficient: Making good, thorough, or careful use of resources; not consuming extra. Especially, making good use of time or energy.

• Productive: Causing or providing a good result or a large amount of something

• Effectiveness: In management, effectiveness relates to getting the right things done

• Efficiency: The extent to which time is well used for the intended task. Implies the skillful use of energy or industry to accomplish desired results with little waste of effort.

• Productivity: The rate at which a person, company, or country does useful work, yielding results, benefits, or profits, yielding or devoted to the satisfaction of wants or the creation of utilities

• Do the right things the right way and delivered in the right amount and in the right quality in the right time to the right customer

• What is “right”

103

103

Maintainability is a measure that reflects how easy,accurate, effective, efficient, and safe themaintenance actions related to the product can beperformed.

High maintainability reflects the probability for that allmaintenance tasks safely can be carried out by theminimum number of people, in the shortest time, andat the lowest cost with the simplest tools.

Operability is ability to keep an equipment in safeand reliable functioning condition according tospecified operational requirements.

Maintainability & Operability

104

104

Maintainability

Objectives:• Reducing project maintenance time and cost• Determining labor hours and other related

resource• Using maintainability data to estimate item

availability

Results:• Reduced downtime • Efficient restoration of the product’s operating

condition • Maximization of operational readiness

105

Examples of Maintainability

• Interchangeability

• Easy accessibility

• Easy serviceability

• Modular design

105

106

106

Maintainability versus Maintenance

Maintainability:• refers to the measures

taken during • the development, • design, and • installation

of a manufactured product

Maintainability:Design parameter

intended to minimizerepair time

that reduce: • required maintenance,• man-hours, • tools, • logistics cost, • skill level, and • facilities, and

ensures that the product meets the requirements for its intended use

Maintenance:Act of repairing

or servicingequipment

107

107

• Interchangeability• Accessibility• Serviceability• Maintenance Frequency • Repairability• Simplicity• Visibility• Testability• Modular Design

CHARACTERISTICS QUALITATIVE/ QUANTITATIVE JUDGEMENT

State of the art

Design adequacy

Availability

• Flexibility to change• Upgrading • Who to do maintenance

• System complexity• Warranties• Diagnosability

Maintainability design objectives

• Access for condition monitoring

108

MTTR, MTTF and MTBF

108

109

109

DowntimeUptimeUptimeA

meMeanDownTiMTBFMTBFA

Definitions of Availability

Ability of an item to be in a state to perform arequired function under given conditions at a giveninstant of time or over a given time interval,assuming that the required external resources areprovided (see EN 13306)

110

110

MTTRMTBFMTBFA i

MTTF =Mean time to failure MTTR= Mean time to Repair

Inherent Availability

Inherent availability is the probability that a systemor equipment, when used under stated conditions,is an ideal support environment (i.e., readilyavailable tools, spares, maintenance personnel,etc.), which will operate satisfactorily at any pointin time as required.It excludes preventive or scheduled maintenanceaction, logistic delay time, and administrative delaytime.

111

111

Probability that a system or equipment, whenused under stated conditions in an actualoperational environment, will operatesatisfactorily when called upon.

where MDT is the mean maintenance down time and includes maintenance time, logistics delay time, and administrative delay time.

Operational Availability

MDTMTBFMTBFAO

112

112

Achieved Availability

Achieved availability is the probability that a systemor equipment, when used under stated conditions isan ideal support environment (i.e., readily availabletools, spares, personnel, etc.), which will operatesatisfactorily at any point in time.

MMTBFMTBFAa

113

113

MODEL X MODEL Y

MTBF 100 hours 10 hours

MTTR 10 hours 1 hour

A = MTBF / (MTBF +MTTR)

A 100/ (100+10)= 10/11 10/ (10+1) = 10/11

Reliability and Availability

114

114

• Common agreement and understanding amongemployees

• “One of the most difficult tasks in manycompanies is to specify and agree among allparties what is the meaning of downtime withinthe organization”

• Cost of downtime, not easy to calculate

Meaning of downtime

115

115

Effects of downtime

• Production opportunity

• Increased scrap

• Increased labor costs

• Higher overhead costs

• Decreased life and increased costs of assets

• Decreased purchasing power and increased costs

• Reduced morale/enthusiasm

116

116

System/Equipment Uptime and DowntimeTime

Uptime Downtime

Standby /ready time

Systemoperating time

Activemaintenance time

Logistics delaytime

Administrativedelay time

Correctivemaintenance

Preventivemaintenance

Preparationtime

Inspectiontime

Servicingtime

Checkouttime

Preventive maintenance cycle

Faultdetected

Preparationfor

maintenance

Localizationand faultisolation

Disassembly(gain access) OR

Repair ofitem in place

Removal offaulty item

and replace itwith spare

Reassembly(buildup)

Adjustment,alignment, or

calibration

Conditionverification(checkout)

Corrective maintenance cycle

117

117

Failure Development Processand Remaining Useful Life

118

118

Remaining Useful Life

Degradation starts

119

119

Stress and strength analysis

The probability that an item will not break or fail is equal to the probability that the applied stress is less than the item’s strength

• R = Pr [ S >s] • R = Reliability, S= Strength, s= stress • Safety margin = [ E(S) - E(s)] / [Var (S) + Var (s)]1/2

Pr

Stress Strength Force/area

Average stress

Average strength

Safety margin

Pr

Stress Strength Force/area

Stress>Strength

120

Operations and Maintenance Tools and Methods

121

Steps in Risk Analysis

Identification of undesirable event

failure mode effects and criticality analysis

(FMECA)

Identification of causes and likelihood of the event

fault tree analysis (FTA)

Consequence analysis for identifying the consequences of the events and quantifying risk

event tree analysis (ETA)

121

122

Main Steps in a risk analysis

Consequence analysis

Causal Analysis

Accidental Event

Methods•Fault tree analysis•Reliability block diagram•Influence diagram•FMECA•Reliability data sources

•Checklists•Preliminary Hazard analysis•FMECA•HAZOP•Event data sources

•Event tree analysis•Consequence models•Reliability assessment•Evacuation models•Simulation

Figure 1.3 - Rausand & Høyland122

123

Risk and Risk Reduction Techniques

Risk = Frequency x Severity OR

Risk = Probability x Consequences

Criticality = f (Severity of a failure , frequency of occurrence of a failure)

Risk can be reduced by reducing either Probability of failure occurrence or the consequences or BOTH.

What would you accept:

• 5 failures of pump/year causing a downtime cost of NOK 10000/shutdown OR

• One failure of pump in 5 years causing a spill offshore of 1000m3

???? 123

124

Definition of a Technical system

• A composite, at any level of complexity, ofpersonnel, procedures, materials, tools,equipment, facilities, and software.

• The elements of the composite entity are usedtogether in the intended operational or supportenvironment to perform a task or achieve aspecific purpose, support or mission requirement(MIL-STD 882D).

(Chapter 3.2 Rausand & Høyland)

124

125

System

The technical system and its interfaces (Fig. 3.1 – Rausand & Høyland)

Sub-System 1

Sub-System 3

Sub-System 2

Boundary Conditions

External threats

Wanted Inputs

Unwanted Inputs

Wanted Outputs

Unwanted Outputs

Support

125

126

126

The reliability of an equipment is the probability that it will perform its required function without failure under given condition for an intended period of use/ operation.

• Perform the function

• Period of operation

• Under given condition

• Probability

Commomnly reliability is expressed in terms of MTTF/ MTBF or failure rate.

Reliability

127

127

Reliability Assessment

To properly assess reliability we need to evaluate:

• External factors

• Inherent factors

• Failure modes

• Environment

• Mission

128

R&M tasks in O&M

128

129

129

130

130

131

Reliability study objective

• The main objective of a reliability study should always be to provide a basis for decisions.

• Before starting a study the decision maker should clarify the:– Decision problem– Objectives– Boundary conditions– Limitations– Make sure the the relevant information is at hand

in the right format, and on time

131

132

132

133

Functional analysis objectives

• Identify all functions of the system• Identify the functions required in the various

operational modes of the system• Provide the hierarchical decomposition of the

system• Describe how each function is realized• Identify the interrelationships between the

functions• Identify interfaces with other functions and with

the environment

A function is an intended effect of a functional block and should be defined such that each function has a single definite purpose

133

134

Function

• A function is an intended effect of a functional block• A function should be defined such that each function

has a definite purpose• Names that have a declarative structure

– “What” is to be done rather than “how”– Verb + a noun– “Close flow”– “Contain fluid”– “Pump fluid”– “Transmit signal”

• A “functional requirement” is a specification of the performance criteria related to a function– E.g. “Pump water”: 100 – 110 Liters per min.

134

135

Functional block Diagram of a diesel engine (Fig. 3.2)

135

136

Cause and Effect –Fishbone (or Ishikawa) diagram

Effect

Causes

ManpowerMethodsMaterials

MachinesMilieu (environment)

136

137

Example: Cause and effect

FlashlightFailure

Switch Failure

Battery Failure

No Contact

No Contact

Dead

BurnedOut

No Contact

Bulb Failure

Causes and sub-causes Effects

137

138

Failure Mode Effects Analysis (FMEA)

138

139

FMEA

• A formal and systematic approach to identifyingpotential system failure modes, their causes, andthe effects of the failure mode occurrence on thesystem operation

• Provide a basis for identifying potential systemfailures and unacceptable failure effects

139

140

FMEA – In a Nutshell

• Examine each item

• Consider all the ways that item can fail

• Determine how a failure in each failure mode willaffect system operation if that is the only failure

• Use results to improve design by managing howsystem responds to component failures

140

141

FMECA objectives

• Assist in selecting design alternatives with high reliability and highsafety potential during the early design phase

• Ensure that all conceivable failure modes and their effects onoperational success of the system have been considered

• List of potential failures and identify the magnitude of their effects• Develop early criteria for test planning and the design of the test

and checkout system• Provide the basis for quantitative reliability and availability analysis• Provide historical documentation for future reference to aid in

analysis of field failures and consideration of design changes• Provide input data for tradeoff studies• Provide basis for establishing corrective action priorities• Assist in in objective evaluation of design requirements related to

redundancy, failure detection system, fail-safe characteristics, andautomatic and manual override

141

142

FMEA Methodology

• Identify hierarchical level at which analysis is to be done– Establishes level at which failures modes are described

• Define each item (subsystem, module, component) to be analyzed

• Define the ground rules and assumptions– Operational phases– Types of failures modes considered (often only hard

failures, not partial or intermittent failures)– Boundaries of analysis (things not included)– Libraries describing failure modes, effects, and causes are

useful

142

143

• Identify all items modes– Examine item failure modes one at time– Determine effect of each failure in each failure mode on

subsystem of which the item is a part (local effect)

• Propagate failure effects to higher level system functions

• Classify failures by their affects on the system (severity) and by their probability of occurrence

• Identify any detection methods• Identify any compensating provisions or design

changes to mitigate the failure effects

FMEA Methodology Contd.

143

144

144

145

Uses of FMEA

• Enhance system safety– Uncovering failure modes that result in

hazardous conditions• Assess mission related effects of critical or

undetectable failures• Influences the system design

– Change design to mitigate impact of failures on final product

– Helps in selecting design with high productivity of operational success

145

146

Uses of FMEA

• Assure fault detection and isolation capabilities will meet end-item specifications

• Provides data for planning system maintenance and support activities

• Provides assurance for maintenance activities that a replacement item will perform as well as the original item being replaced

146

147

147

148

The role of FMEA in Design

• Provides communication between- Product designers- Manufacturing engineers- Test engineers- Reliability and maintainability engineers- Logistics support- Users- Other groups involved with product design

• Identify single-point failures• Keeps critical items visible throughout design

process

148

149

• Helps identify tests needed to certify whether a design is suitable

• Basis for evaluating adequacy of changes in– the product design – manufacturing process– materials

The role of FMEA in Design

149

150

Purpose of FMEA

150

151

FMECA procedure - Basic questions

1. How can each part possible fail?2. What mechanism might produce these modes of

failure?3. What could the effects be if the failures did

occur?4. Is the failure in safe or unsafe direction?5. How is the failure detected?6. What are the inherent provisions in the design to

compensate for the failure?

151

152

FMEA/FMECA Procedure1. Define the system to be analyzed and its required reliability

performance

2. Construct functional and reliability block diagrams (if necessary) to illustrate how the different sub-systems and components are interconnected

3. Note the assumptions that will be made in the analysis and the definition of system and sub-system ‘failure modes’

4. List the components, identify their failure modes and, where appropriate, their modal failure rates (alternatively failure rate ranges can be used)

5. Complete a set of FMECA worksheets analyzing the effect of each sub-assembly or component failure mode on the system performance

6. Enter severity rankings and failure rates (or ranges) as appropriate on to the worksheets and evaluate the criticality of each failure mode on system reliability performance

7. Review the worksheets to identify the reliability-critical components and make recommendations for maintenance tasks/intervals (or design improvements) or highlight areas requiring further analysis 152

153

Example of an FMECA worksheet (Fig. 3.13)

153

154

154

155

155

156

156

157

157

158

158

159

Example of a fault tree (Fig. 3.20)

159

160

160

161

System overview of a fire detection system (Fig. 3.17)

161

162

Schematic layout of the fire detection system (Fig. 3.18)

162

163

Fault tree for the fire detection system (Fig. 3.19)

163

164

Fault tree for the fire detection system (Fig. 3.19) A

164

165

A simple event tree for a dust explosion (Fig. 3.23)

165

166

Sketch of first-stage gas separator (Fig. 3.25)

166

167

Fault tree for the first-stage separator (Fig. 3.26)

167

168

Activation pressures for the three protection layers of the process safety system (Fig. 3.27)

168

169

An event tree for the initiating event “blockage of the gas outlet line” (Fig 3.28)

169

170

Design for reliability, availability, maintainability and supportability

(RAMS)

171

171

R&M and Risk-Analysis

R&M and Risk-Analysis Tools in Product Design, to Reduce Life-Cycle Cost and Improve Attractiveness

Tore Markeset and Uday Kumar, RAMS2001, Philadelphia

172

172

System failures can be attributed to the following:

60-70%

25-30%

10-15%

Design & construction

Operating procedures

Maintenance

173

173

Acquisition costSystem design and development, production and/or construction

System operating costOperating personnel, facilities, utilities, energy, taxes, etc

Maintenance costCustomer service, field service, depot/supplier maintenance (corrective/ preventive maintenance)

Computer resources costOperating and maintenance computers, auxiliaries, software, and data bases/documentation

Test and support costEquipment cost Test equipment, monitoring equipment, special handling, equipment

Training costOperator and maintenance training, training facilities, equipment, aides, data/documentation

Supply support costSpares, repair parts, and related inventories provisioning/inventory maintenance)Retirement and

disposal / recycling Costs

Technical data costOperating and maintenance manuals, procedures, instructions, field failure reports

Distribution costsMaterials handling, packaging, shipping, transportation, distribution

Poor cost management

Poor cost management is like navigating around icebergs

174

174

COST

BENEFITSBENEFITSRISK

Cost – Risk – Benefit

One of these can not be changed without affecting the others!!!!

Reduce RiskDecrease BenefitsIncrease Cost

Reduce CostIncrease RiskIncrease Benefits

Increase BenefitsReduce CostIncrease Risk

e.g.

175

175

Product Need

• Customer (end user)

• Market for services or products

• Operator (user)

• Market for technical system

• Engineering and manufacturer contractor

Technology driven, technologicalpush

Market driven development,market pull

176

176

Technology trends

New technology and technology under development promise new and improved machines which may be more

• Cost effective

• Productive

• Safe

• Environmental friendly

177

177

Life cycle phases

Ease of Change

100%

50%

0%

Conceptual Design

Detail DesignandDevelopment

Construction,Production& Commissioning

Installation, System Use, Phase-out,Decommissioning and Disposal

System Specific Knowledge Cost

Incurred

NEED

Commitment to LCC, Technology, Performance, Configuration, etc

SPECI-FICA-TION

Acquisition Phase Utilization Phase

178

178

Design out maintenance or Design for maintenance

179

179

Design-OutorEliminationofMaintenance

Design out maintenance

Customer• Need, Want &

Preference• Value• Warranty• Quantity• Alt. available• Etc.

• Reliability• Time• Cost• State of Art

Other Considerations• Design alternatives• Capacity• Customer willingness to pay• Payback of development cost

Cost

Reliability

Trade Off

LCC

180

180

Design for Maintenance

Reliability• Time• Cost• State of Art

Maintainability• Easy Accessibility• Easy Serviceability• Easy Interchangeability• Etc.

Customer / Market• Need, Want &

Preference• Value • Warranty• Quantity• Alternatives

available• etc

Design for maintenance

Optimize

Availability, human factors, etc

LCC

181

181

Guiding principles for design

• Simplicity and elegance• Minimum number of parts• Modular construction• Accessibility• Sensible sized components• Ease of adjustment• Minimum number of moving parts• Use of known technology• Human error considerations• Specific criteria may be used that refer to

particular project requirements

182

182

Design specification

• Quantified R&M objectives• Environmental conditions• Particular maintainability requirements

– modular constructions– workforce maintenance skill level restrictions– multi-skilled workforce– acceptance criteria and demonstration of R&M

183

183

R&M influence

• Opportunities to influence R&M in a design project– definition of requirements in a specification– conceptual design– detail design

184

184

Cost

Time

Cost

Exploitation

Utilization phaseAcquisition phase

Engineering ConstructionCommissioning

Less investment cost & less lead timebecause:

• Improved conceptual designbecause:

• Degrading mechanisms studied• Environmental issues studied • Training of team in R&M issues• Market need identified• State of art identified• Etc.

• Fewer design iterations in the detail design phase

Benefits ofincluding R&M:

Extra Investment

Longer LifeExploitation Savings

Extra Lead Time

Design for Maintenance: An LCC analysis perspective

185

185

Engineering training

• RAMS tools and methods• The importance of training in using RAMS tools

and methods

186

186

Successful R&M in design

• Focus on R&M and customers needs• Create R&M awareness in organization• Train employees in using tools & methods• Use of intranet/internet for fast and cost effective

training (Web based learning)• Make tools and methods available and accessible

for users at their working desks

187

187

Human-Machine Interact.

Integration of Design Considerations

Environmental CompatibilityPolitical, Social and Technological Feasibility

Supportability

Constructability

Suitability

Disposability

Safety

Economic Feasibility

Manufacture/De-manufacture

Functionality Performance

Producibility

Quality

Reliability

Maintainability

Flexibility (growth potential)

Human Factors (ergonomics)

Diagnosis of failure

Information Retrieval

Other CharacteristicsSystem complexity

System EngineeringDesignRequirement

188

188

Concluding Remarks

• R&M tools and methods in combination with risk analysis in the design stage can reduce product LCC and improve the product attractiveness to the customers

• Training personnel in using RAMS tools and methods and making them available and accessible at their working desks is important for successful application

189

Integration of RAMS Information in Design Processes: A Case Study

RAMS 2003, Tampa, Florida, January 27-30, 2003

190

190

Introduction

• Modern systems / equipment / machines are becoming more advanced, complex, integrated and automated

• Stringent function and performance specification

• Higher demand on shorter delivery time, Effectiveness & Efficiency in Delivery, at lower cost

191

191

Why Integration of RAMS Information in Product Design

It provides basis for:

• Design Improvements

• Maintenance Recommendations

• Upgrading and Modifications

• Replacement / Recycling / Reuse

• Life Cycle Cost

192

192

Customer demand

• Customers demand focus on performancepredictability, documented quality, LCC,reliability, maintainability, support, preventivemaintenance

• To ensure that the equipment meets theintended:– Functional and performance requirements– Cost and Risk targets– Other requirements

193

193

Data

Information

Knowledge

Intelligence

Information Systems

Organization’s Collective Knowledge and Intelligence

194

194

Integrated IMS (Information Management System)

IntegratedIMS

Production/manufacturing/

InstallationIMS

DesignIMS

Product &CustomerSupport

IMS

FinancialIMS

195

195

Factors influencing Information systems strategy

Strategy forData & Information

Systems

Data &information

purpose and use

Where to find theinformation

Data &information type,

format, detaillevel

Identify users,use frequency,

use type

User location,distribution

infrastructure

Standard orin-house

developedSoftware

User skills &capabilities,user training

Operation &maintenance ofthe information

systems

196

196

Product orwork

processfailure

Record Failure Data andInformation

Reportfailure to

failure reviewsystem

Analyzefailure

Corrective actions torecover product or processfunctional performance &

customer satisfaction

Followup

FRACASFailure Reporting, Analysis and Corrective Action System

197

197

Other Databases: Poduct DefectResolution, Customer complaint Resolution,

Zero Defect, Field Service Reports, HelpDesk, etc

R&D Test laboratoryPrototype

Verification,Product Testing

EngineeringSimulations &Calculations

R&Dproject

reviews

Market requirementspecifications, Design

specifications

Register forSpare Part

Sales

Register forWarranty

Parts

Root Cause Analysisfor returned Spare

Parts & Warranty parts

Register for TotalQuality Control

Statistics

Suppliers

PDM (Product DataManagement), Product

Article Structure

MTBF/MTTRinformation

EnvironmentalAnalysis

LCC analysis(simplified)

MTBF/MTTRestimates

ProductDocumentation

Product sparepart lists

RecommendedPreventive

Maintenance

Trainingof Users

Guidelines forwarranty,

maintenance, andproduct upgrading

Assembly&

Production

Product Supportand After Sales

Service

FMECA

Information Circulation System

198

198

Concluding Remarks

• There exist many sources for data and information

• The information needs to be routed to the users• The information need to be linked to the RAMS

applications• Recent development in information and

communication systems facilitates new possibilities for RAMS integration

• The RAMS integration efforts need to be facilitated and coordinated in a systematic manner

199

199

Reliability and Maintainability and System Effectiveness

• “The degree to which these attributes [reliability and maintainability] are incorporated in a product determine the system effectiveness.”

• System effectiveness?

200

200

System effectiveness

Reliability Facility readiness Design adequacy

Storage Awaiting work Available to be scheduled for service

Operating time (amount determined by reliability)

Downtime (amount determined by maintainability)

Repair time (Amount determined by repairability)

Logistics time Administrative time

201

201

Reliability in design

• “Equipment should be designed with sufficientreliability so that it will be operable for ananticipated life cycle at optimum availability.”

• “Thus, reliability is a function of design; once thedesign has been completed and released formanufacturing, the reliability of the product orsystem has been determined – IT CAN NOT BEALTERED WITHOUT REDESIGN.”

202

202

Responsibility of failure in Electronic equipment

• Design 43%– Electrical considerations 33%

• Circuit and component deficiencies 11%• Inadequate component 10%• Circuit misapplication 12%

– Mechanical considerations 10%• Design weaknesses, unsuitable materials 5%• Unsatisfactory parts 5%

• Operation and maintenance 30%– Abnormal or accidental condition 12%– Manhandling 10%– Faulty maintenance 8%

• Manufacturing 20%– Faulty workmanship, inadequate inspect. and

process control 18%– Defective raw materials 2%

• Other 7%– Worn out, old age 4%– Cause not determined 3%

203

203

Reliability

“Reliability can be considered as a characteristic ofdesign which results in durability of the productwhile performing its intended use over apredetermined interval. High reliability isachieved by proper selection of soundengineering principles, materials, sizing,manufacturing processes, inspection, testing, andtotal quality control”

204

204

Reliability definition 1

• “Thus, we can define reliability as being theprobability that a product or system will operatesuccessfully under a specified environment for acertain time duration.”

• “It should be apparent the reliabilitycharacteristics of a product change with time.”

205

205

Reliability definition 2

• Probability that the equipment can • perform continuously • without failure for a specific period of time • when operated under stated condition

Function Time

Environmental/ OperatingConditions

Reliability

206

206

Reliability

• R(t) = e-t

– R(t)= the reliability at any time t– e = Napierian logrithms = 2.303– = the total number of failures per operating

period (i.e. Failure rate)– t = planned operating period

TimeR(t)

0

1e-t

207

207

The reliability function for the exponential distribution

t

R(t)

0

1

e-t

208

208

Reliability of componentsReliability of systems

Series systemRs = R1 x R2 x R3 x R4

Parallel system:Rs = 1 - (1 – R1) x (1 – R2) x (1 – R3) x (1 – R4)

209

209

Reliability over time

is constant -> exponential distribution, no history = 1 / MTTFRs = e-

1t x e-

2t x e-

3t x e-

4t

Rs = e-(1+

2+

3+

4)t

Rs = survival probabilityMean failure rate is 20x10-6 h-1

R=e-20x10^-6 x t

Rt=1 year (8760) hrs of operations = 0,836Rt=2 years of operations = 0,704Rt=5 years hrs of operations = 0,416Rt= 10 years hrs of operations = 0,170

210

210

Example

• “The majority of installed equipment is contained in the constant portion of the mortality curve”

• Random failure period• Failure rate = total number of failures (258) / total

operating hours• E.g. System failure rate= 258 failures / million

operating hours• MTBF=1 000 000 / 258 = 3876 hr• Operates 2 shifts per day (16 hrs) 5 days a week =

4160 hrs pr year (16x5x52)• System will fail once in every 0.93 year on average

(3876 / 4160)• MFOT = Sum component outage time / to number of

failures

211

211

Unavailability – availability

• Q (= unreliability)• Q=1-e-t =1-e-258 (4160-48) =0,654 (48hr=3*16hr shutdown)

• Indicates that there is 65,4% chance of failure the next year

• A = MTBF/ (MTBF+MFOT)• A = 3876/ (3876-8,36) = 0,9979

212

212

Maintainability

• “Maintainability implies a built-in characteristic of the equipment design and installation which imparts to the cell an inherent ability to be maintained, so as to keep the equipment productively operating by employing a minimum number for maintenance man-hours, skill levels, and maintenance costs.”

213

213

100% R&M?

• “One must recognize that no product can be assumed to have 100% reliability at any point in its life cycle – even in the first minutes of use. However, successful designs should have 100% maintainability.”

214

214

Designing for maintainability objective

• “The objective of designing for maintainability is to provide equipment and facilities that can be serviced efficiently and effectively and repaired effectively if they should fail.”

215

215

Quantitative / Qualitative Equipment Evaluation

• Quantitative equipment evaluation:– assessment criteria– value judgments - bounds– relative importance of criteria– performance prediction– convert performance to value scores using utility

functions

216

216

PEOPLE

PROCESS

EQUIPMENTEQUIPMENT

RISK

Interaction / Relationships

217

217

Maintenance definition

• Maintenance is defined as a combination of all technical, administrative and managerial actions during life cycle of an item intended to retain it in, or restore it to, a state in which it can perform the required function

218

218

Product support

• Integration of customers & operators needs into design process and product support dimensioning

• Product Support: Any form of support offered to customers to gain maximum value from the product

219

219

Product Support

Economy Management

Engineering

Product Support

220

220

PSS

Product Support Strategy

Product Centered Strategy

Customer Centered Strategy

221

221

Maintenance &Service organization

Training &Knowledge transfer

Tools, documentationFacilities for repairs/services

ProductsupportCenter/facility

Database/informationsystem

Supply supportSpare parts/inventories

MaintenanceService and Product support

Basic elements of maintenance, service, and product support

222

222

Relationship between Product, Support & Application type

Type ofApplication

Product /System

ProductSupport

Functional product

223

223

Functional Product

Customer is interested in the function, not in the product

224

224

Service delivery Strategy

• Operating environment• Product use location• Service Provider’s Organization & Capability• Product Owners Maintenance Organization and its

competence & capability

225

225

Development of Service & Maintenance Concepts

Operation phase• Maintenance Goals, Strategy & Evaluation

Processes• Strategy for Reception of Product Support &

Services

226

226

Maintenance & Service Strategy Formulation

Maintenance StrategyFormulation

Maintenance Objectives, Mission and Goals Production objective Plant operating pattern Quality of performance Availability Costs Preferences Etc

Product technical characteristics Reliability Maintainability Quality Dimensions Etc.

Internal resources Level of competence Facilities Tools and methods Labor costs Etc

External resources Distributors competence Specialist availability Contractor Etc.

Statuary requirements Health Safety Environment Political issues Etc

Designed product support Training Spare parts Modifications Upgrading Warranty Expert assistance Diagnostics Internet support Remote support Etc

Geographical location Infrastructure Culture Political stability Etc

Other issues

227

227

Concluding Remarks

• Modern products are often complex, integrated, and automated and failures are frequent.

• The consequences of failures could be high cost of equipment maintenance, the possible loss of production, and exposure to accidents.

• The effects of unplanned stoppages and breakdowns can be eliminated or reduced by optimal design and effective maintenance strategies.

• If a product is designed with due consideration for product support, factors influencing service delivery performance, and the competence and capability of users, it can be a major source of revenue for the manufacturer, distributor and users, and it can provide a sustainable competitive advantage in the market for all parties involved.

228

228

Concluding Remarks contd.

• It is clear that maintenance and servicerequirement for a product is more or lessdependent on the designers’ perceptions offunction to be performed, manufacturers/suppliers service delivery capability and userscompetence and the capability of the contractorsif available.

229

229

Concluding Remarks cont.

• Products and services have to be designed from a holistic perspective benefiting and adding value for all participants.

• In operation phase of system life cycle substantial savings can be made towards service and maintenance cost by establishing an effective service and maintenance strategy.

230

230

Concluding remarks cont.

• Therefore SERVICE and MAINTENANCE (S&M) Needs should be analyzed in detailed during the design phase to select the best design alternative and the best possible Service delivery System and product support.

• Furthermore, during the operation phase it is essential to assess the S&M needs for development of maintenance strategy which suits the operators functional requirement.

231

Life cycle costing

232

232

Optimization Model

Cost Benefit

• Basis for decision• Prediction about the future performance

Identify maintenance strategies and actions which are optimal for company

How to evaluate?How to make a decision?

233

LCC

• The abbreviation LCC is used for – Life Cycle Cost & – Life Cycle Costing

• Life Cycle Costing is an analysis tool for– Economic Analysis– Engineering Analysis

• Selecting equipment and production systems• Optimizing cost and benefit for selection alternative

production schemes• Modifications of existing systems/machines/equipment• Investments in new and improved technology • Selecting machines/equipment from different suppliers

233

234

Life Cycle Cost

• Life Cycle Cost refer to the total costs associated with the product or system over a defined life cycle

• i.e. all costs related to acquisition and utilization of a product over a defined period of the product life cycle

Life Cycle Costs = Acquisition costs +Operational costs +Maintenance costs +Disposal Costs

234

235

Life Cycle Costing

• Refers to:– Evaluation of alternative products, – Alternative system design configurations,– Alternative operational and maintenance

solutionsDefinition: • ”A systematic analytical process of

evaluating various alternative courses of action with the objective of choosing the best way to employ scarce resources”

235

236

Life Cycle Cost/Costing

• Life Cycle Cost evaluates the cumulative cost of a product throughout its whole life cycle

• Might be very complex• Might require large quantities of data• Life Cycle Costing is a tool for decision

making when several alternatives are under consideration

• Analyze the difference between two or more alternatives => select the best investment alternative

• Also called ”Cost Benefit Analysis”• Tries to identify major cost drivers

236

237

237

Mapping of Cost Drivers

Operations cost• Operating personnel• Operator training• Operational facilities• Support and

handling equipment• Energy/ utilities/ fuel

Maintenance cost• Maintenance personnel and

support• Spare/ repair parts• Test and support equipment

maintenance• Transition and handling• Maintenance training• Maintenance facilities• Technical Data• System/ product modificationDisposal cost

Procurement cost

238

Time Value of Money

• Value of money today = Future Value / (1+Discount Rate)Time

• The assets have to be compared at an equal basis

• Future LCC cost and income has to be discounted to today’s value

Discounting methods:• Payback method• Net present value• Internal rate of return

238

239

Uncertainty and Risk in LCC analysis

• ”An LCC that does not include risk analysis is incomplete at best and can be incorrect and misleading at worst”

• LCC analysis combined with risk analysis provides different decision scenarios where the consequences of the decision made are considered in depth

239

240

R&M Tools and Methods

240

Lack of data can be helped by using:• Experts,• Experience • Comparing with

similar systems, • Parametric

evaluation,• etc

Data Sources:• Engineering design data• Reliability and maintainability

data• Logistic support data• Production and construction

data• Consumer utilization data• Value analysis and related data• Accounting data• Management and planning

data• Market analysis data

Tools: FMEA, FMECA, FTA, ETA, HAZOP

241

Concluding Remarks

• LCC analysis is a powerful tool for cost effective asset management and asset selection

• LCC analysis often requires that the buyer and seller cooperates both in the specification and design phase of the asset

• LCC is not only an economic tool, but also an effective engineering tool for improving asset performance and system effectiveness

241

242

Example

• A Cheap H4 Bus Bulb costs SEK15• An Expensive H4 Bus Bulb costs SEK50• Cost of replacing the bulb at workshop is

SEK500• The cheap bulb is replaced at a rate of 0.22

per month (the bulb fails every 4.54 months (1/0.22)

• The expensive bulbs have a 50% longer life length (failure every 6.82 months, 0.15)

• Number of buses: 1830

242

243

Solution

Yearly costs:• Cheap Bulbs: 0,22 x12x (15+500)=SEK1360 pr

bus per year• Exp. Bulbs: (0,22 / 1,5) x12x (50+500)=SEK968

pr bus per year

The yearly costs for the cheap bulbs are 40% higher than for the expensive bulbs• Total costs for cheap bulbs: MSEK 2,49• Total costs for expensive bulbs: MSEK 1,77

243

244

Sensitivity analysis – Criticality of input data

A) Improvement of the expensive bulbs is only 25% (instead of 50 %)

B) The cost of taking the bus into the workshop is only SEK250

C) The expensive bulb costs SEK100 instead of SEK50

244

245

Sensitivity analysis results

Alternative Cheap bulb Expensive bulbBase Casea) Only +25%b) Only 250c) Expensive +50

2,492,491,282,49

1,772,130,971,93

a) + b)a) + c)b) + c)a) + b) +c)

1,282,491,281,28

1,162,321,131,35

245

246

Conclusions from example

• In spite of large changes in the input data, basis for decision does not change until all of the three changes occur simultaneously.

• This stability in the analysis results is normal and important because of uncertainty always exists in the input data

246

247

General conclusions

The example shows that:• Exact input data for the LCC analysis normally is

not important• In those cases the alternatives are close in

result, and where accuracy of the input data can be important, the effect of a wrong choice not critical

• Normally, only a few input data are critical

247

248

Spare parts and inventory logistics

249

Contents

• Product support• Spare part evaluation & planning• Inventory control

249

250

- Operating environment- etc

Non-repairable

Product Support

Product support – spare part planning

Application Type

• Spare Parts Planning

• Geographical location

• etc• Reliability• Maintainability• etc

Product /System

250

251

Factors influencing product support

Factorsaffecting

product support

Engineering

Business/management &organizational

Applicationtype

Product LCC

Product RAM

Social & politicalconditions

Culture & humansituation

Geographical Location of

product

251

252

Considerations of RAMS in product design and product support

Economy(product cost)

State of the artof technology

Productdesign

Design outmaintenance

Design formaintenance

LCCAnalysis

High Reliableproduct

Easy, costEffective, & efficient

Maintenance& support

252

253

The main aspects of product application type

Application typeof the product

Working environment

Usercharacteristics

Operating placeor location

Level ofapplication

Working time &Operation period

Climaticcondition

Physical environment

253

254

Z-008

254

255

Spare Parts Categories (Z-008)

255

256

Spare parts classification

SLH***SLM

***SLL**Long

SMH***SMM

**SML**Moderate

SSH*SSM

*SSL*Short

HighMod-erateLow

Intensive

Moderate

Low

Spare parts classification factors should be chosen according to importance of effect on availability of spare part when it is required, such as geographical location of system, criticality of part, spare parts lead-time, etc.

256

257

257

258

Spare parts logistics

Logistics of spare parts differ from other materials in several ways:

• Service requirements are higher, as the effects of stock-outs may be financially remarkable

• The demand for parts may be extremely sporadic and difficult to forecast.

• The prices of individual parts may be very high.

258

259

Spare parts logistics optimization

The Economic Order Quantity (EOQ) is the lot size that minimizes the total inventory cost with respect to elimination of shortages.

259

260

Required spare parts estimation

Real MTTF with respect to covariates

Number of required spare parts

(unit/year/loader)

48

Base-line MTTF

Number of required spare parts

(unit/year/loader)

2000 hour 28

1100 hour

λ(t,z)= 5e-4 exp(-1.344 1 – 0.658 (-1) – 1.312 (-1) )= 9.35e-4

260

261

Conclusions: spare part planning

• A reliable spare parts prediction can be done based on product reliability characteristics and operating environment.

• To calculate the reliability of the system in operation accurately the operating environment factors should be taken into account

• Spare parts logistics should be optimized on the basis of the cost of the spare part, ordering cost, holding cost, and the cost of unavailability of the part

261

262

Maintenance materials: inventory control

With the help of inventory control we can be able to know what the right amount and right type of spare parts should be and we can make efforts to make the spare parts available at the right time.

262

263

Objective of effective inventory control are:

• To relate stock and stores quantities to demand• To avoid losses due to spoilage, pilferage and

obsolescence• To obtain the best turnover rate on all items by

considering both the cost of acquisition andpossession

263

264

Pareto’s law

10 20 70

20

10

70

264

265

• Class A:– These stocks and stores would represent only

between 10 and 15% of the total items yet theirmonetary value would be between 70 and 85% ofthe total investment in inventory

• Class B:– These items represent perhaps 20 to 30% of the

items but about 25% of the total investment.• Class C:

– These items represent maybe 60 to 70% of theitems and about 10% of the investment

Spare part classification

265

266

To achieve maximum value from the inventory,maintenance management need to consider differentactivities which have affects directly or indirectly on theprocess• Record procedure• Centralized or decentralized storerooms• Storage methods• Two-bin inventory control• Safety stock and lead times• Economic order quantity• Bar coding

Factors influencing inventory

266

267

Record procedure

Whether computer-controlled or manual proceduresare employed, there must be informative inventoryrecords to assure that parts and materials areavailable for routine maintenance, repairs, andoverhauls

267

268

Centralized or decentralized storerooms

To achieve the goal of maintenance and to achievethe maximum value from maintenance

• Materials should be available on the right time, and ingood condition

• Consider centralized or decentralized inventory• Decentralized:

– Which parts are needed at plant or close to plant at adecentralized storage

• Centralized:– Which parts can be stored at centralized storages (or at

manufacturer or distributor)

268

269

Economic order quantity

It includes two types of costs:• Acquisitioning (ordering) costs

– this cost is independent of the size of the order. It includes the various setup of the costs.

– For instance, if • Cost of ordering is Co and • Order quantity is a, and • Periodic usage is U,• Then the Cost of ordering per usage time (1 yr, or the

other increment of time) is:Cu= (Co x U ) / a

269

270

Possessing (carrying) costs

The cost of possession is made up of two costs.1. The cost of monetary value of the

inventory. This includes current rate plus any allowance for inflation or decrease in value of the hard currency ($, £ )

2. The cost of physical storage. It includes the cost of building, depreciation, heat, lighting, wages of stock clerk, insurance and so on.

Often the cost of the possession are handled asa percentage of the purchase costs

270

271

Bar coding in inventory maintenance management

• An important method for managing inventories.

• The black bars and white spaces represent ten digits that identify both the item and the manufacturer. Important because the following reasons:

– Accuracy– Performance– Acceptance– Low cost– Portability

271

272

Bar coding advantages

1. Accuracy– Less than 1 error in 3.4 million characters is representative

performance. This compares favorably with the 2 to 5 % error that is characteristic of keyboard data entry

2. Performance– A bar code scanner enters data three to four times faster

than typical keyboard entry 3. Acceptance

– Most employees enjoy using the scanning wand. Inevitably, they prefer using a wand to keyboard entry

4. Low cost– The cost of adding this identification to inventory items is

extremely low5. Portability

– An operator can carry a bar code scanner into any area of a plant to determine inventories, status of a maintenance order, and other information

272

273

Computerized maintenance inventory control

Advantageous when:• Inventory exceed 5000 parts • Number of transactions is substantial

To make inventory control effective a survey need to be done figuring out which type of soft/ hardware package fit a company and business

273

274

Software modules

1.Stockroom and storeroom– The stockroom and storeroom personnel should at all times be

able to service the supply needs of the trades people by rapidly assessing the spare parts and materials inventories and furnishing the needed supplies in an effective manner

2.Craft and/or trades person– A feature of this module is the ability to assess inventory stock

and stores by part number, description, equipment number, work order number and so on

3.Inventory control– Inventory levels should be maintained that keep the inventory

levels financially reasonable while avoiding stock outs. Computer generated reports will keep management abreast of the total system

274

275

Overstocking

• Often a tendency to Overstock spare parts and maintenance materials to maintain high plant and facility availability and to

• A costly luxury that the company cannot afford• Inventory size should be based on careful analysis• The alternative of repair as opposed to

replacement should always be considered, not only – to reduce spare part inventory, but also – to provide greater plant and facility availability

Inventory size should be based on careful analysis of the real needs and requirements of the maintenance as well as the availability of the equipments.

275

276

Conclusions

Once usage lead times, availability, costs, interests rates, storage costs, inflation, and chance of spoilage have been taken into consideration economic order of quantities should be determined and inventory control procedures should be incorporated

276

277

Teaching Modules

Module 1: Introduction, concepts, definitions, philosophies, strategies, NORSOK standards & legislation

Module 2: Main concepts, tools and techniques

Module 3: Development of maintenance programs

Module 4: Industrial Asset Integrity practices & Barrier management system

277

278

278

Module 3: Development of maintenance programs

• Reliability Centered Maintenance (RCM)

• Risk Based Maintenance (RBM)

• Risk Based Inspections (RBI) methodology

• Basic Operation and Maintenance (O&M) Management Model

• Maintenance Objectives, Strategies, resources, materials and Organizations

279

Computerized Maintenance Management Systems (CMMS)

280

Maintenance complexity and volume

Example:• Airport facility in the far east• 7000 equipment systems• 20 000 SKU (Stock keeping units) in

maintenance stores• 100 000 work orders per year is generated• The number of data transactions may exceed 1

million per year• Need a CMMS system that keeps track of who is

doing what tasks, on what equipment, with what parts, and at what costs

280

281

Smedvig

Smedvig Offshore ASSmedvig Offshore ASCOSTING

CONSTRAINT BASED

SCHEDULING

PROJECT QUALITYMANAGEMENT

ACCOUNTING RULES

DOCUMENTMANAGEMENT

BUSINESSPERFORMANCE

DEMAND PLANNING

IFSDISTRIBUTION

IFSMAINTENANCE

IFS ENGINEERING

IFS MANUFACTURING

IFS FRONT OFFICE

IFS HUMAN

RESOURCES

INVENTORY EQUIPMENTMONITORING

PDMCONFIGURATION

MASTERSCHEDULING

MARKETINGENCYCLOPEDIA

SKILLS &QUALIFICATIONS

EQUIPMENTINVOICING ASSEMBLE TOORDER

SALESCONFIGURATOR

PLANT LAYOUT &PIPING DESIGNRECRUITMENT

CUSTOMERORDERS

WORKORDER

MAKE TOORDER

PROPOSALGENERATION

ELECTRICALDESIGN

PROJECTREPORTING

CUSTOMERSCHEDULING

PREVENTIVEMAINTENANCE

SHOPORDER

FIELD SERVICE &OPERATIONS

INSTRUMENTATIONDESIGN

TIME &ATTENDANCE

EQUIPMENTPERFORMANCE

PROJECTDELIVERYPURCHASING REPETITIVE

PRODUCTIONSALES &

MARKETINGEMPLOYEE

DEVELOPMENT

SCHEDULINGSUPPLIERSCHEDULING CRP / MRP PROCESS

DESIGNEXPENSE

REPORTING

SHOP FLOORREPORTING

IFSFINANCIALS

GENERALLEDGER

ACCOUNTSRECEIVABLE

FIXEDASSETS

CONSOLIDATEDACCOUNTS

ACCOUNTSPAYABLE

REPORTGENERATOR

FINANCIAL LEDGER

PAYROLLADMINISTRATION

IFS Foundation1

VEHICLEINFORMATIONMANAGEMENT

ENTERPRISESTOREFRONT

IFS eBUSINESS

WIRELESSSERVICES

COLLABORATIONPORTALS

CONTACTCENTER

eMARKETS

EMPLOYEEPORTALS

ePROCURMENT

WEB STORE

PERSONAL PORTAL MANAGEMENT

IFS Applications 2001

IFS ERP (Enterprise Resource Planning) system

281

282

Why IT-based maintenance systems?

• Maintenance is an important cost factor• Complex production processes• Large amounts of information to be handled• Large losses related to shutdowns and

downtime• Consequences for productivity and quality• Systematization of failure history and cost

drivers• Delivery in time• Goodwill and image

282

283

Contribution of a CMMS system

• Fast access to vital information• Fast handling and storage of large amount of

data and information• A tool for maintenance planning and control • A tool for decision-making processes and

improved cost control• Improved resource planning• Structured and clear reporting • More rational logistics processes

283

284

Key Modules of a CMMS

284

285

Features of a CMMS

285

286

Example of a CMMS

286

287

Another CMMS

287

288

Linked maintenance and material process

- Inspection- Predictive- Preventive- CBM- Corrective- Lubrication

Identify

Plan

Schedule

Assign

Exceute

Analyze

Equipment control

Equipment configuration

Bill of materials

Reairables

Net capacity

Specify

Source

Order

Store

Control

Use

AnalyzeReporting

Maintenance Materials

288

289

Key CMMS modules

• Equipment identification• Preventive maintenance• Equipment history• Costs and budgets• Labor• Inventory control• Planning and scheduling• Work order management

FinancialsProduction planning and controlEngineering CAE/CADHuman resource system

Maintenance Database

289

290

Equipment identification and bill of materials

• System description• Technical specifications• Purchasing and supplier data• Location of parts• Spare parts• Technical system hierarchy

290

291

Work order

• Work order number, • Estimating costs• Tracking status• Priority• Applicant, specification, date• Who to do the job, cause failure, is the part

functional, estimated maintenance time, downtime

291

292

Preventive maintenance

• Identification number and name• Maintenance history• Activity description• Intervals• Tools needed• Spare parts needed• Responsible person• Executing discipline

292

293

Planning and scheduling

• Task times• Resources needed to do the job• Schedules for all types of maintenance work

293

294

Inventory control

• Article number and name• Parts available (Backup inventory)• Spare part cost • Ordering time• Status of spare part inventory• Spare part cost• Location• Supplier and alternative supplier• Number of parts in ordering

294

295

Equipment history analysis

• History of overhauls, repairs, costs, labor, downtime, utilization

• Track failure causes and development, special events• Time usage for maintenance and costs• Spare parts• Performed maintenance activities

Analysis• Calculations of availability, establishment of goals and

indicators for measurements, material flow analysis, cost analysis, discrepancy analysis

• Equipment which fails most often (Top ten, MTTR/MTBF)• Equipment which require most maintenance work (Top ten)• Maintenance time per year, average time for repair, work

load, Corrective/preventive maintenance relationship295

296

Labor

• Inventory of individuals, their skills, vacation schedules, training history, availability

• Personnel utilization to enable accurate work order and project scheduling and backlog control

296

297

Cost and budgets

• Projected and actual costs• Labor• Material• Services• Allocated overheads

297

298

Some practical issues with CMMS

Most CMMS available in market are:• Lacking “Dynamics"• Quite complex• User friendly• “Rigidity”• Challenges with integration of “operational

parameters”

However…..

There is an upcoming next generation of CMMS, integrating 3D modeling, job simulations,

visualization etc. 298

299

Criteria for selecting a CMMS system

• Linking the goals to business objectives and systems objectives• Requirement analysis• Solution definition• Design and build• Test• Transition

Criteria• The system should be customized for the organization and it

should be flexible• Assess the needs of the user• Technical criteria• Economical criteria• Criteria for choice of supplier of the system• Suggestions for content in the specification• Comparison of offers, choice of supplier and implementation• Recommended use of information in the system

299

300

Smedvig

Smedvig Offshore ASSmedvig Offshore ASCOSTING

CONSTRAINT BASED

SCHEDULING

PROJECT QUALITYMANAGEMENT

ACCOUNTING RULES

DOCUMENTMANAGEMENT

BUSINESSPERFORMANCE

DEMAND PLANNING

IFSDISTRIBUTION

IFSMAINTENANCE

IFS ENGINEERING

IFS MANUFACTURING

IFS FRONT OFFICE

IFS HUMAN

RESOURCES

INVENTORY EQUIPMENTMONITORING

PDMCONFIGURATION

MASTERSCHEDULING

MARKETINGENCYCLOPEDIA

SKILLS &QUALIFICATIONS

EQUIPMENTINVOICING ASSEMBLE TOORDER

SALESCONFIGURATOR

PLANT LAYOUT &PIPING DESIGNRECRUITMENT

CUSTOMERORDERS

WORKORDER

MAKE TOORDER

PROPOSALGENERATION

ELECTRICALDESIGN

PROJECTREPORTING

CUSTOMERSCHEDULING

PREVENTIVEMAINTENANCE

SHOPORDER

FIELD SERVICE &OPERATIONS

INSTRUMENTATIONDESIGN

TIME &ATTENDANCE

EQUIPMENTPERFORMANCE

PROJECTDELIVERYPURCHASING REPETITIVE

PRODUCTIONSALES &

MARKETINGEMPLOYEE

DEVELOPMENT

SCHEDULINGSUPPLIERSCHEDULING CRP / MRP PROCESS

DESIGNEXPENSE

REPORTING

SHOP FLOORREPORTING

IFSFINANCIALS

GENERALLEDGER

ACCOUNTSRECEIVABLE

FIXEDASSETS

CONSOLIDATEDACCOUNTS

ACCOUNTSPAYABLE

REPORTGENERATOR

FINANCIAL LEDGER

PAYROLLADMINISTRATION

IFS Foundation1

VEHICLEINFORMATIONMANAGEMENT

ENTERPRISESTOREFRONT

IFS eBUSINESS

WIRELESSSERVICES

COLLABORATIONPORTALS

CONTACTCENTER

eMARKETS

EMPLOYEEPORTALS

ePROCURMENT

WEB STORE

PERSONAL PORTAL MANAGEMENT

IFS Applications 2001

IFS ERP (Enterprise Resource Planning) system

300

301

Smedvig

Smedvig Offshore ASSmedvig Offshore AS

IFSMAINTENANCEINVENTORY

EQUIPMENTMONITORING

EQUIPMENTCUSTOMERORDERS

WORKORDER

PREVENTIVEMAINTENANCE

EQUIPMENTPERFORMANCE

PURCHASING

SCHEDULING

COLLABORATIONPORTALS

EMPLOYEEPORTALS

WEB STORE

IFS Foundation1

EAM (Enterprise Asset Management) System

301

302

Time

Safety inventory

Ordering point

Ordering point

Logistics: When to order new parts?

Number of parts

302

303

Justifying your CMMS

CMMS software is costlyAdvantages includes:• Maintenance productivity increases: (=output/ input)• Output is measured in availability, operating speed, precision,

reliability, etc.• Input is money and resources spent on labor, materials, services,

overhead, etc.• Performance standards (e.g. failure rate and duration) depends on

that the maintenance program is properly developed, scheduled and executed. This relies on:– Equipment failure history– Records of repairs and overhauls completed– Lists of the correct materials and resources used.– Minimizing downtime for inspections, repairs, and overhauls requires

scheduling and coordination of labor and parts• Other benefits: Better overview of purchasing requests, Simple and

faster to handle purchasing requests, Better overview of equipment and parts, Better overview of maintenance of equipment, Easier find spare parts, More effective administration of bulk jobs, Easier to register equipment failures (failure reporting), Easier to billing procedures

303

304

Reliability Centered Maintenance (RCM) Analysis

Concepts & Application

305

Contents

• Maintenance

• RCM History

• RCM Methods and Process

• Implementation of RCM Results

• Continuous improvement of maintenance strategy by RCM approach

305

306

Maintenance

• Maintenance: Efforts to ensure that physical assets continue to perform their required functions

• Goals– In conformance with authority requirements– Reliability and availability– Cost effective

306

307

Changing World of Maintenance

Year 1950 1975 2000 2020

Simple, over-designed

Minor

Low

None

Breakdown maintenance

• Equipment• Failure losses• Request for availability • Request for environment• Maintenance strategy

Complex

Can be tremendous

Higher

High

RCM

Increased mechanization

Can be significant

High

Low

Fix-interval overhauls

307

308

308

309

A Brief RCM History

• US Airlines: Maintenance Steering Group (MSG) -aircraft manufactures, airline companies and the Federal Aviation Agency (FAA)– 1968: MSG-1– 1970: MSG-2– 1980: MSG-3

• 1983: US nuclear power plants• Norwegian offshore oil and gas:

– 1981: Guidelines for safety evaluation of platform conceptual design

– 1991: “Regulations concerning implementation and use of risk analysis in the petroleum activities”

309

310

Maintenance Function

• Maintenance objective:– Target assigned by the management to

maintenance functions• Maintenance strategy:

– Management methods used in order to achieve the maintenance objectives

• Maintenance activity:– Actions for maintaining or restoring physical assets

in serviceable condition

MaintenanceObjectives

MaintenanceStrategy

MaintenanceActivities

Transfer maintenance objectives to maintenance activitiesthrough maintenance strategy

310

311

Maintenance Process

Maintenanceobjective

Maintenancestrategy

Maintenanceplanning / scheduling

Maintenanceexecution

Result reportingand recording

Analysis

311

312

Maintenance Related Costs

• Maintenance costs:– Routine services (CBS):

• Cleaning, greasing, lube, adjusting• Lube,

– Predictive & Preventive tasks (CPM): • Inspection, condition monitoring, functional test• Overhauls

– Corrective tasks (CCM):• Failure consequence costs (CRISKEX):

– HES– Production / services– Materials damage– Damage to reputation

312

313

Maintenance Related Costs

1000 % Level of Preventive Maintenance

Basic service like lube, cleaning, etc.

CRISKEX

Cost

$ CMIN

CCM

CPM

CBS - Cost of basic services; CPM - Cost of preventive maintenance; CCM - Cost of corrective maintenance;CRISKEX - Costs / losses due to unplanned events; CTOT = CBS + CPM + CCM + CRISKEX; CMIN - Minimal CTOT

CTOT

CBS

313

314

Total Maintenance Costs

• Total maintenance costs:

– CTOT = CBS + CPM + CCM + CRISKEX;

• RCM goal: Minimum maintenance costs

– CMIN

314

315

RCM Logic

• Required functions• Functional failures• Failure modes (reasons)• Failure effects (characteristics / symptoms)• Failure risks• Selection of cost effective preventive tasks

315

316

Steps of RCM Analysis

• Equipment registration• Clarification of functions• Identification of functional failures• Failure Mode and Effect Analysis (FMEA)• Failure potential costs - Risk analysis• Criticality and acceptance criteria• Selection of preventive tasks - Cost-benefit

analysis

316

317

7- Steps in the RCM Process

1. System selection

2. System boundary definitions (see, EN ISO 14224; Z008)

3. System description

4. Identify system function and functional failures

5. Failure Modes and Effects Analysis (FMEA)/ Failure Mode Effect and Criticality Analysis (FMECA)

6. Preventive task selection, Cost-benefit Analysis

7. Program implementation

317

318

Step 1 - Equipment Registration

• Physical hierarchy– Plant– Systems– Sub-systems / Main equipment– Equipment

• System selection and boundary definition

318

319

Asset Registration

PUMP A PUMP B PUMP N

Safety valve -AShut-off valve -APCV -AControl valve - AAlarm - APress. indicator -AManual valves etc..Panel junction box,lub. oil

PSV -BEV - BPSHH - BPCV - BPSH - BPI - B

PSV -NEV - NPSHH - NPCV - NPSH - NPI - N

PUMPPACKAGE

319

320

Step 2 - Function Definition

• Definition of functional hierarchy (NORSOK Standard Z-CR-008)– System– Main functions– Functions– Equipment

• Required functions for system / main equipment / equipment (top-down procedure)

• Functional block diagram

320

321

Functional Hierarchy

SYSTEMSSystem 1

System 2System N

Main Function 1Main Function 2

Main Function N

MAINFUNCTIONS

FUNCTIONS

Main TaskDepressurisation

Shutdown, processShutdown, equipment

ControlMonitoring

Local indicationManual shut-off

Other functions

PUMP A PUMP B PUMP N

Safety valve -AShut-off valve -APCV -AControl valve - AAlarm - APress. indicator -AManual valves etc..Panel junction box,lub. oil

PSV -BEV - BPSHH - BPCV - BPSH - BPI - B

PSV -NEV - NPSHH - NPCV - NPSH - NPI - N

PUMPPACKAGE

TECHNICAL HIERARCHY

321

322

Step 3 - Failure Identification

• How each identify function of an asset may fail?• Most used techniques:

– Fault tree method– Event tree method– Experience data

322

323

Step 4 - Failure Mode and Effect Analysis (FMEA)

• Failure mode - What may cause each failure?– Mechanical effects: wear, fatigue, vibration,

overload, misbalance– Chemical/electrical effects: corrosion, – Physical effects: foreign object intrusion

323

324

Examples of Failure Modes

System 21: Crude Handling and MeteringMain equipment 21P1001: Oily Water Pumping Station

1 To transfer oily water at not less than 1 m3/min

• Pumping stopped

• Transfer less oily water than required

1 Pump bearing seizes due to overheat

2 Pump impeller jammed by foreign object

3 Motor burns out due to lack of cooling

1 Pump impeller worn2 ...

FUNCTION FAILURE FAILURE MODE

324

325

Failure Effect

• Failure effect - What happens when a failure occurs?– Hidden or evidence– HES Hazards: fire, explosions, chemicals, noise, ... – Production / services– Secondary damages– Corrective action

325

326

Evident or Hidden?

• Failure types: – Hidden ……..Examples..??– Evident……...Examples…??

• Hidden failures:will not become evident to the operating crew under

normal circumstances if it occurs on its own– Standby units: pumps, motors, … – Protective devices: trip loops, fire / gas alarm and

fire fighting units, safety valves, ...

326

327

Examples of Failure Effect

• Case 1:– Gear teeth stripped (evident failure):– Motor does not trip but machine stops. 3 hours

downtime to replace gearbox with spare. Newgears fitted in workshop.

• Case 2:– Pump A failed due to bearing seize, and pump B

can’t be started (Hidden failure).• case 3:

– Motor trips out and trip alarm sounds in the controlroom. Tank low level alarm sounds after 15minutes, and tank runs dry after 25 minutes.Downtime required to replace the bearings 4 hours

327

328

Step 5 - Risk Analysis

• Risk = Consequence * Probability– Consequences

• Safety, health and environment• Production / service• Materials damage

– Probability• Qualitative or quantitative ?

328

329

Risk Matrix

FREQUENCY Catastrophic Critical Marginal Negligible

Frequent I I I II

Probable I I II III

Occasional I II III III

Remote II III III IV

Improbable III III IV IV

Incredible IV IV IV IV

329

330

Criticality - Acceptance Criteria

CLASS RISK MAINTENANCE

I Intolerable RedesignII Undesirable PMIII Tolerable PM

IV Negligible CM

330

331

Criticality Distribution

1,0 %

20,0 %

38,0 %

41,0 %

IIIIIIIV

MSI - Maintenance Significant Items

331

332

Step 6 - Maintenance Tasks for MSI

• Failure types: – Age-related– Not Age-related

• Failure development process• On-condition tasks• Selection of task intervals• Selection of task combination

332

333

Detective Tasks

• Predictive tasks for evident failures:– Visual inspection by human senses– Inspection by using special instruments– Condition monitoring– Product quality monitoring– Process parameter trending

• Functional test for hidden failures

333

334

Age - Related Failures

Per

form

ance

Age

Minimum requiredperformance

Failure rate vs. age

Wear outInfant mortality

334

335

Age-Related Failures

• Characteristics– Performance reduces gradually with time– Failure rate increases dramatically after certain

time point• Typical failure modes:

– Fatigue - high frequency cyclic loads– Corrosion - chemical impacts– Oxidation - oxygen effects– Wear out - Mechanical eat-out process

335

336

Not Age-Related Failures

• Characteristics– Failures are random

• Reasons:– Variable stress– Complexity in structure

• Ex: A level alarm loop consists of level float, switch, signal transmission and receiver, alarm, ...

Failure rate vs. time

336

337

Failures Development Process

Time

Performance

Failure detectable

Td Tf

Failure starts

Ts

Failed

Failure development process

337

338

D - F Interval

• D - F interval (Warning time)– Failure nature– Operating condition– Detection technique

• An example - Bearing failure on a motor:– Human senses: Days - weeks– Vib. Monitoring: Weeks - months

338

339

Preventive Maintenance Tasks

• Selection– MTBF or failure rate– Inherent success probability– Costs of failure consequences– Cost for on-condition task

• Task interval– Cost– Benefit– Practical

• Task combination– Balance of contributions from each task

339

340

RCM -A Continuous Improvement Process

• Establishment of maintenance strategy – RCM process– Generic reliability data– Experience– Qualitative approach

• Evaluate of existing maintenance strategy– RCM process– True equipment history– Best maintenance practice– Quantitative approach

• Maintenance strategy optimization– Balance of contributions from each task

340

341

Evaluation of Present Strategy

• Cost of maintenance efforts• Benefits of maintenance tasks• Outcomes:

– Effectiveness of present maintenance strategy: Benefit-cost ratio

– Remaining potential risk in a money term– Risk ranking under present strategy– Where modification of present strategy will reduce

maintenance costs

341

342

Maintenance Strategy Optimization

• Selection of cost-effective maintenance methods• Benefits of maintenance tasks• Optimize activity interval based on cast and

benefit• Optimize activity combination on items• Outcomes:

– Improvement of cost-effective of maintenance strategy

– Reduction of maintenance costs – Remaining potential risk in a money term– Risk ranking based on recommended strategy

342

343

Risk based maintenance

344

RBI Standard Scope (DNV-RP-G101:201010)

344

345

Risk Based Inspection (RBI)

• Inspection: Activity for controlling and minimizing offshore risks by checking and measure degradation to maintain integrity

• RBI: Decision making technique based on risk carried out for piping, vessels, heat exchangers, pressure vessels and filters etc.

345

346

346

Risk-based approach

Keywords• Most important areas• Prioritize• Critical to success

Focus on the most important areas and to prioritize the factors that are critical to

success

347

347

Why use risk based maintenance approach

• Engineers contribution to risk of failures can be in perception, engineering, site selection, design, construction / manufacturing, use of the system, or operation of the system,

• but most of the trouble is due to the lack insight into maintenance need under varying operating condition

• Risk based approach provides an insight into maintenance need right from the stage of “perception” to the disposal

348

348

Risk

= consequence of failure X

• personnel• environment• economy• quality

Likelihood of failure

• Failure mode• material/ environment

degradation, type & rate,....

• acceptable degradation

349

349

Definition of RISK

• Risk can be formally defined as a potential of loss or injury resulting from exposure to an hazard or failure and can be assessed both qualitatively and quantitatively.

It is often expressed as a triplet of Event (E) –Likelihood (P) - Consequences (C).

Risk: Ei. Pi. Ci

350

350

Risk analysis

Risk expresses the danger an unwanted event represents for man, environment and economical values.

Risk analysis is especially suitable for identifying equipment and activities that

significantly affects risk and for analyzing the effect of risk reducing activities

Risk analysis establish• a basis for making decisions • relating to choice of arrangements and

measures, • including maintenance actions and strategies

351

351

Risk analysis, in general consists of answers to the following questions:

• What can go wrong that could lead to system failure?

• How likely is this to happen?

• If it happens, what consequences are expected?

352

352

Steps in Risk Analysis

fault tree analysis (FTA)

event tree analysis (ETA)

failure mode effects and criticality analysis

(FMECA)

Identification of causes and likelihood of the event

Identifying the consequences of the events

& quantifying risk

Identification of undesirable event

353

353

RISK ASSESSMENT

• Risk identification• Assessment of strength & stress• Uncertainty analysis• Consequence analysis• Risk quantification

354

354

RISK ASSESSMENT

• Hazard assessment

• Exposure assessment

• Consequence assessment

• Risk Characterization

355

355

Risk assessment

• Risk determination (Identify and estimate)– Identification of existing and new risks, changes in risks

with changing scenario and the magnitude of consequence of risk

• Risk evaluation (risk aversion or consequence analysis and risk acceptance or attitude analysis)– Determine degrees of possible risk reduction and

avoidance, – establish risk aversion and acceptance and– Evaluate impact of risks

• Assessment• Quantify• Prioritize • Control• Mitigate• Plan for emergencies• Measure and Control

356

356

Risk (Magnitude of consequence / Unit time)IS

Frequency (Event/unit time) x Consequence (Magnitude/event)

Risk Priority Number

Probability x Consequences X Probability of Detection

RISK = Probability of occurrence and CONSEQUENCES of an event

357

357

RISK

Severity

Probability

358

358

RISK

Effect of preventive measures / maintenance

Effects of damage control measuresSeverity

Probability

359

Example of a Risk Matrix

359

360

360

Important steps in risk assessment:

• Identify items and processes that are critical(Information gathering)

• Identify possible failure modes associated witheach individual critical processes or operation(Screening assessment)

• Investigate possible causes for failure (Detailedassessments)

• Quantify of likelihood of initiating event(Planning)

• Evaluate consequence of failure (Planning)• Develop damage control processes (Execution

and Evaluation)

361

361

Maintenance Planning

Plannedcorrective

Preventivemaintenance

Correctivemaintenance

Unplannedcorrective

Predeterminedmaintenance

Predictivemaintenance

Conditionmonitoring

Calendarbased

Op.timebased

Continuousmonitoring

PeriodicInspection

RBI

Maintenance Planning

362

362

RBI: Risk Based Inspection

RBI – a rational and cost efficient decision framework for determining:

• Where to inspect: – Which system, where on system

• What to inspect: – criticality with respect to HSE, cost

• How to inspect: – inspection method

• When to inspect: Scheduling – Availability, impact on operations, logistics, legislation

• What actions to take on results – (No detection, Detection: no action, monitoring, repair,

replacement)

363

Establishing Inspection-Maintenance Program

363

364

364

RIMAPRisk Based Inspection and

Maintenance Procedures for European Industry

EU-Funded Programme: COMPETITIVE AND SUSTAINABLE GROWTH PROGRAMME

365

365

Background

Prescriptivelegislation

Goal setting standards

• But the industry don't know how to do this?!• Large variety in quality of assessments• No basis for audits by legislative bodies

366

366

CONTINUOUS IMPROVEMENT

RIMAP; Risk Based Inspection and Maintenance Procedures

• Improved control of high risk failures - more attention to high risk components.

• Improve cost effectiveness of inspection resources

• Balance focus on safety and economical risk -current practice tends to focus on safety only.

• Documented and traceable program. • Systematic use of experience data - basis for:

367

367

Inspection & Maintenance

Program

Consequence and Probability of FailureSafety, Environment,

Assets Loss

Performance Indicators

Execution & Reporting

Evaluation and Analysis of

results

Risk Ranking

RBMI Philosophy

Maintenance Management

368

368

Goals & Benefits

For the plants/ end-users:

• reduced operational and failure costs.

• a clear philosophy for planning

For the inspection companies:

• Tailoring of tools and methods

• know limitations

Regulators: • basis to set proper

requirements • basis for standardisation

Consultants: • enhanced services for

the industry in particular during plant-networking and outsourcing

369

369

Equipment database Screening

Risk Leve

l

High Risk

Low Risk

Contain-

mentRBI

Protective

Function

SIL-assessment

RCM

Run to Failure

evaluation

Y

Y

N

N

Experience

SIL: Safety Integrity Level

RBM

RBM: Risk maintenance

370

370

RBI

• Material, process and inspection knowledge is a prerequisite of safe use of RBI

• Teamwork• Practical models can be implemented further

down in the organization (inspection and maintenance personnel), but need to be monitored and controlled by experts

• Large organizations can have expert competence within their own organization

• Smaller companies should rent or buy the necessary competence externally

RBI

SIL

RCM

Y

Y RBM

371

371

RBI – static equipment

Different approaches• Analytical approach – theoretical models

implemented by experts or consultants g = Sf(1-Δt/t0)-pD/2t0

(quantitative, semi-quantitative)• Practical approach – theoretical models with

practical approach. Implemented by experts/end usersDNV-RP-G101 (semi-quantitative, qualitative)

• Experience based – theoretical models with practical approach implemented by the end users and controlled by experts (semi-quantitative, qualitative)

RBI

SIL

RCM

Y

Y RBM

372

372

Organization

• Risk based methods for inspection and maintenance planning are knowledge based. This set demands to the organization/procedures/ data collection….

• Demands to personnel and organization/procedures for example in:– ODs basis study– RIMAP– DNV-RP-G101– …

• NB: Organization which utilizes risk based methods need to be of adequate size to administrate and operate such systems.

373

373

Risk Assessment methods

1. Probability of failure assessment• damage mechanisms• lifetime estimation

2. Consequence of failure assessment3. Inspection/monitoring efficiency4. Human aspects 5. Risk aggregation

374

374

Accept criteria

• Accept criteria must be chosen with respect to the goals of the company– A plant/company which focus on safety needs to define

stringent safety accept criteria– A plant/company which want to profile them self as

environmental friendly need to define stringent acceptance criteria with respect to release to environment

– A plant/company which want to avoid events which have huge economical consequences should define stringent criteria to economical events

• This make sure the maintenance activities supports the goals of the company

• Accept criteria are difficult to define!

Risk RBI

SIL

RCM

Y

Y RBM

375

375

Risk matrix

376

376

Risk Acceptance

• Personnel• Environment• Economy

• HSE, Cost, Profit

377

377

Calculation of PoF (Probability of Failure )

Degradation Mechanism

DamageFailure Mode

Loads v. Strength

•Corrosion

•Fatigue

•Erosion

•Pitting

•Cracks

•Wall loss

•Geometry

•Material type

•Stress intensity

•Remaining wall

Knowledge of Materials Tells Us What Failure Mode to Expect

•Pinhole leak

•Brittle fracture

•Burst

•…..

ConsequencesPoFInspection

378

378

A s-w e l d e d B u tt-w e ld : F a tig u e l i fe = 40 ye a rsO p ti m a l In sp e ctio n p la n fo r d iffe re n t ta rg e t le ve ls

1.0E-0 7

1.0E-0 6

1.0E-0 5

1.0E-0 4

1.0E-0 3

1.0E-0 2

0 2 4 6 8 10 12 14 16 18 20S e rv ice ti m e (ye a rs)

Annu

al F

ailu

re P

roba

bilit

y

T ar g e t = 1 .e -2T ar g e t = 1 .e -3T ar g e t = 1 .e -4T ar g e t = 1 .e -5

A s-w e ld e d B u tt-w e ld : F a tig u e l i fe = 20 ye a rsO p tim a l In sp e ctio n p la n fo r d iffe re n t ta rg e t le ve ls

1 .0 E- 07

1 .0 E- 06

1 .0 E- 05

1 .0 E- 04

1 .0 E- 03

1 .0 E- 02

0 2 4 6 8 10 12 14 16 18 20S e rv ice tim e (ye a rs)

Annu

al F

ailu

re P

roba

bilit

y

T a r g e t = 1 .e -2T a r g e t = 1 .e -3T a r g e t = 1 .e -4T a r g e t = 1 .e -5

As-w e ld e d Bu tt-w e ld : F a tig u e l ife = 60 ye a rsO p tim a l In sp e c tio n p la n fo r d iffe re n t ta rg e t le ve ls

1 .0 E- 0 7

1 .0 E- 0 6

1 .0 E- 0 5

1 .0 E- 0 4

1 .0 E- 0 3

1 .0 E- 0 2

0 2 4 6 8 1 0 1 2 1 4 16 18 20S e rvice tim e (y e a rs)

Annu

al F

ailu

re P

roba

bilit

y

T a r g e t = 1 .e -2T a r g e t = 1 .e -3T a r g e t = 1 .e -4T a r g e t = 1 .e -5 Cost terms:

Expected Failure cost 1.44 106 NOKExpected Inspection cost 1000 NOKExpected Repair Cost 10000 NOKDiscount rate: 6%

Selection of inspection scheduling programme – Example

379

379

380

380

381

381

E xpec ted R IS K C o s t ; F a tigue life= 2 0 yr

0 .E+0 0

1 .E+0 4

2 .E+0 4

3 .E+0 4

4 .E+0 4

1 .0 E-0 5 1 .0 E-0 4 1 .0 E-0 3 1 .0 E-0 2Targe t Annual Failure Probability

Exp

ecte

d C

ost

Ins pec tion Cos tFailure Cos tRepair Cos tTotal Ris k Cos t

O ptimum P f Targ et = 0 .0 0 0 1

E xpe c ted R IS K C o st ; F a tigue life= 4 0 yr

0 .E+0 0

2 .E+0 3

4 .E+0 3

6 .E+0 3

8 .E+0 3

1 .E+0 4

1 .0 E-0 5 1 .0 E-0 4 1 .0 E-0 3 1 .0 E-0 2Targe t Annual Failure Probability

Exp

ecte

d C

ost

Ins pection Cos tFailure Cos tRepair Cos tTotal Ris k Cos t

O ptimum Pf Targ e t = 0 .0 0 0 1

E xpec ted R IS K C os t ; F atig ue life= 60 yr

0 .E+0 0

1 .E+0 3

2 .E+0 3

3 .E+0 3

4 .E+0 3

5 .E+0 3

1 .0 E-0 5 1 .0 E-0 4 1 .0 E-0 3 1 .0 E-0 2Targe t Annual Failure Probability

Exp

ecte

d C

ost

Ins pec tion Cos tFailure Cos tRepair Cos tTotal Ris k Cos t

O ptimum P f Targ e t = 0 .0 0 1

Fatigue l ife (years)20 40 60

1.0E -05 9 5 31.0E -04 5 3 21.0E -03 2 1 01.0E -02 0 0 0

N um b er o f inspection as function o f targ et failure prob ability and fa tigue life

Target Pf

Optimal Target = 10-4

=> Scheduling program SC_BW_AW_4

Selection of inspection scheduling programme – Example

382

382

383

383

384

384

385

385

RIMAP Innovation

• The integration of maintenance (RCM) and inspection (RBI) into a uniform decision process

• The use of probabilistic decision analysis for process systems

• Combining the theoretical modelling of plant failure ("hard" knowledge) with plant experience ("soft" knowledge)

• Technology transfer between industry sectors, i.e..

386

Operation and maintenance management

387

Principles

• Keep simple • Bottom-up • Clear roles and real jobs• No dress-up• Right size and composition

387

388

Organization 1

Plant manager

Production Maintenance

Unit/Section A Unit/Section B

388

389

Organization 2

Plant manager

Unit/Section A

Production Maintenance

Unit/Section B

Production Maintenance

389

390

Organization 3

Plant manager

Maintenance Unit/Section B

MaintenanceProduction

Unit/Section B

MaintenanceProduction

390

391

Asset team leader

Engineering

Financial Human resources

Logistics and other

support

O&M

HSE

System team - 1

System team - 2

System team - 3

System team - 4

391

392

Some specific features

• Teamwork• Shared responsibilities for strategic and tactical

decisions • Delegated authority for operational / technical

decisions • Ownership to performance • Campaign type activities• Different Job profiles• etc.

392

393

Basic maintenance model

Maintenance managementInputs Outputs

Un-desirable inputs

Un-desirable outputs

393

394

Maintenance management

Maintenance management

Capital

Competence

Resources

Information

Etc.

Plant health

DisturbancesConstraints

Plant anomaliesUn-wanted incidents

SupportabilityMaintainability

ReliabilityAvailability QualityUncertainties

RiskValue

394

395

There is no one simple operational model that fits

for all even though the basic management principles

remains the same

395

396

Development of a maintenance management model

Towards late 90’s, Petroleum authorities in Norwayidentified:• Insufficient internal control and supervision of

O&M activities within organizations,• Insufficient capacity in the authorities to follow

up different customs in every single offshore fieldseparately,

• The need for stronger control of O&M oninstallations nearing their final phase ofoperations, and new requirements pertaining tocontrol systems when resorting to novelmanagement strategies.

396

397

Maintenance baseline study

In 1996, The Norwegian Petroleum Directorate (NPD) identified the timely critical need to

contribute to the general improvements to the quality of safety-related O&M management systems

of operators, and to give the operators better insight and understanding of authoritative expectations and demands in this area.

397

398

NPD Maintenance Management Model

• Aimed to help-guide developing methods for systematic and comprehensive assessment of organizational O&M management systems

• Necessary pilot studies were done with the active involvement of Shell, Elf Petroleum, and Hydro

398

399

• Today, this has introduced an important foundation for improvements in O&M practice on NCS.

• The Control model / loop resulted from this study plays an important role in many respects for O&M activities.

• Individual companies, after having gone though the own O&M management system following this method, shall have a documented basis for improvement of the O&M management system.

399

400

400

Maintenance Management Loop (Ref. Z-008)

401

Organization

Demands and practices with respect to; • Design of work organization • Manning • Competence • Training • Use of third parties• Pre-qualifications• Etc.

401

402

Materials

Issues related to; • Purchase, reception, storage, • Preservation/maintenance, • Issuance, and control of spare parts and

materials,• Availability and maintenance of work tools • Calibration and testing • Etc.

402

403

Supporting documents

Drawings, procedures, and data systemsAssurance of:• Demands for documents • Status mapping • Control, verification, evaluation (quality) and

availability• Availability and validity • Updating of various types of technical and

administrative documents e.g. equipment register with maintenance histories, drawings (P&IDs), maintenance procedures, etc.

• Usability

403

404

Goals and Requirements

Achieving business and regulatory needs and demands through proper Goals and Objectives for Plant maintenance

• Safety objectives and management indicators • Remaining maintenance • Technical and operational demands based on risk • Follow-ups based on risk calculations • Events and incidents

404

405

Program

Development, updating, and improvement of preventive maintenance programs, inspection programs, condition monitoring and testing• Strategies and methods (RCM, RBI, etc.)• Technical quality classification demands • Risk analysis for maintenance • Proactive maintenance steps • Condition assessment • Program updates, and change management

405

406

Planning

Planning of maintenance activities both in long-term (e.g. 12+, 2-year, 5-year) and short term (e.g. Weekly, monthly). Also on work tasks such as daily coordination, and work orders.• Risk management • Long-term resource planning • Work order management (risk, priorities,

deadlines)• Deviation handling • Frame-conditions for planning

406

407

Execution

Preparation, implementation, control, and completion/continuity of preventive and corrective maintenanceRegistering of data/equipment history after work execution on systems and/or equipment• Job information • Safe-job-analysis • Work authorization • Job preparation • Follow-up and work-shifts • Task data (registration, verification)

407

408

Reporting

Collection and qualification of related data, preparation and distribution of reports to the maintenance groups and the leaders.

• What to be reported (content and formats) • Trend analysis • Qualification of reported data • Distribution of reports • Resources and improvement processes

408

409

Analysis

Analysis of maintenance related incidents and experience data (e.g. Unwanted incidents that has taken place during maintenance work, and analysis of trends and weaknesses, analysis of causes for increasing backlog, etc.)

• Demands for analysis • Cause analysis• Events and incidents • Responsibilities and resources

409

410

Improvement

Initiating, implementation, and follow-up of improvement measures on the basis of performed analysis, experience transfer, best practice, etc.

• Areas for continuous improvement • Experience transfer • Methods and being systematic • Responsibilities and resources

410

411

Supervision / Control

Planning, and implementation of supervision/control of own organization, business partners, contractors, suppliers, etc. (e.g. Revisions, audits, verifications, inspections, etc.)

• Demands for supervision • Criteria for choice of supervision objects/

problems • Supervision plans • Resources and responsibilities • Follow-up and improvements

411

412

Regularity

• Impact on the production capacity and the production targets

412

413

Risk

• Mainly impact on the HSE targets

413

414

Underlying management principles

• Management system contribute to continuous improvement of organizational activities, products, and services

• Management system need to ensure that problems are continuously identified, solved, and good solutions are standardized. Such problem resolutions need to be; – Directed towards improvement of work processes – Integration of organizational disciplines – Proactive

• Different parts of O&M management process should accommodate specific parts of work processes

• Work processes need to be designed as a comprehensive quality loop and need to contain all the important phases of the problem solving process

414

415

Teaching Modules

Module 1: Introduction, concepts, definitions, philosophies, strategies, NORSOK standards & legislation

Module 2: Main concepts, tools and techniques

Module 3: Development of maintenance programs

Module 4: Industrial Asset Integrity practices & Barrier management system

415

416

416

Module 4: Introduction

• Maintenance trends in offshore oil and gas industry

• Evolution of Asset integrity and Integrated Asset Management processes

• Focus on Safety and Risk in NCS

• Barrier management philosophies and system

417

Norwegian O&G Industry (Ref. offshore.no)

139 offshore fields

• 82 producing

• 12 PDO (Plan for Development & Operation) approved

• 31 Future projects

• 14 completed/depleted oil fields

417

418

Norwegian Oil Reserves (source, NPD)

418

419

Asset Integrity Management

• A complex process which encompasses all the phases of an asset lifecycle from design to decommissioning and all these stages must focus on integrity.

• Asset Integrity can be defined as the ability of an asset to perform its required function effectively whilst safeguarding life and the environment (Rao et al., 2012).

419

420

Recent Development

TimelineRepairs / Run-to-failure

Unplanned corrective maintenance

Inspect and lubricate/planned corrective maintenance

OEM recommendedpreventive maintenance

Planned maintenance -use of historical data and best practices

Reliability based maintenanceCBM / RCM / FMECA / Criticality

Predictive maintenanceRoot Cause Analysis

1965

(E-mail)

(Oreda)

(Internet)

(Fjerndata/Sesam 80)

“it costs what it costs”

”it can be planned and controlled”

Necessary evil

Accidental

Important support function

Integrated Operations

An integral part of the business process

ICT, Online realtime data, Fiber optical cables

1985 2005

TPM / operator driven maint.

”it creates additional value”

Asset & IntegrityManagement

420

421

421

Offshore Data Management Loop (Raza & Liyanage 2010)

422

Industrial asset management:Recent Trends

• Paradigm shift from Fail-and-Fix to Predict-and-Prevent with support from advanced technolgies for decision making

• Further developments in advanced conditionmonitoring (CM) tools for asset healthassessment

• More focus on diagnosis and prognosis

• Further developments of concepts such as Selfmaintenance, e-maintenance etc.

422

423

New Technologies in Maintenance

• Condition-Based Maintenance

• Remote maintenance

• Real time health monitoring

(e-Maintenance)

• Use of advanced technologiese.g. ANN, Fuzzy logics etc.

• Concept of Self Maintenance

• Just-in-time Maintenance

423

424

IO status on the North Sea

424

425

Some IO-related Challenges

• Optimize Operation and Maintenance (O&M) in integrated working environment / Smart assets

• Align organizations to the priorities of the offshore platforms through effective use of Information Communication Technology (ICT) i.e. 24/7 real-time data environment

• Integrate human, technology and organization

• Integrate business data, organizational intelligence and work processes

• Improve decision making processes

• Cope with industry standards and regulations

• Reduce technical gaps between theory and practice

425

426

What is a Barrier?

Barrier is a measure that reduces the probability ofrealizing hazard’s potential and/or may reduceconsequences

426

427

Layers of Barriers

427

428

Barrier Illustration (Sklet, 2005)

428

429

Classification of Safety Barrier (Sklet, 2005)

429

430

Barrier Types

• Technical barriers• Operational barriers• Organizational barriers

Barriers may be physical (materials, protective devices, shields,segregation, etc.) or non-physical (procedures, inspections, training, drills etc.)’.

Examples…?

430

431

Human And Organizational Factors

1. Work Procedures/policies

2. Competence/Training

3. Work processes

4. Communication

5. Workload and Ergonomic

6. Management

7. etc.

431

432

Barrier Management System

1

2

1: Barrier Function (BF)

3: Barrier System (BS)

2 2

3 3 3 3

4 4 4 44 4 44 4: Barrier Element (BE)

2: Barrier Sub Function (BSF)

Barrier Function (BF): Prevent the realization of a threat or reduce potential damageBarrier Sub-Function (BSF): Barrier function divided into sub-functionsBarrier System (BS): Any system or integral part of installation, the failure of which could cause the impairment of a barrier functionBarrier Elements (BE): All components (tags) that are part of a barrier system that prevent or limit the consequences of a major accident 432

433

Risk Treatment

Technical and operational barriers in both preventing causes and minimize consequences

433

434

Barrier Management System (Ratnayake et al. 2012)

434

435

For further information about barriers

http://www.ptil.no/barrierer/category1173.html

435