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OFF510: Operations and Maintenance Management
Associate Prof. Dr. Jawad RazaCenter for Industrial Asset Management
Spring 2015
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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
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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
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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
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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
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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?
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Offshore Accidents Statistics (WOAD 2014, DNV.GL)
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Evolution of Maintenance
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“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
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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”
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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?
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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
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• 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?
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The MAIN PURPOSE of maintenance is to Reduce Business Risks
Maintenance purpose
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COST
BENEFITSRISK
Cost – Risk – Benefit
One of these can not be changed without affecting the others!!!!
e.g. Increase Benefits• Reduce Cost• Increase Risk
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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
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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
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Increased Risk Unacceptable
Severity
Likelihood
Effects of damage control measures
Effect of preventive measures/ maintenance
High risk
Low risk
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1930's 1990's
Functionalapproach
Process oriented approach
Repair/Rectification
Root cause eliminationMAINTENANCEPROCESSREENGINEERING
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+-
-
//
Evolution of Business of Maintenance
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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
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Sub-process 2
Sub-process
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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
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STATISTICS &OPERATIONSRESEARCH
BUSINESS MANAGEMENTHUMAN FACTORS
ENGINEERING
Maintenance: a cross-functional discipline
Maintenance
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Elements of maintenance discipline
Business managemen
t
Business Support, Operational
Research, Statistics
Maintenance
Engineering
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• Economics• Organization• Behavioral sciences• Cultural/ Social
background
BUSINESSMANAGEMENT
ENGINEERING
STATISTICS &OPERATIONSRESEARCH
MAINTENANCE
Elements of maintenance process
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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
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60-70%
25-30%
10-15%
Design & construction
Operating procedures
Maintenance
System failures can be attributed to the following:
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TECHNOLOGY
ORGANIZATION/PERSONNEL
Maintenance effectiveness
OVERALL MAINTENANCE
EFFECTIVENESS
ratio between the maintenance
performance target and the actual result
(see EN 13306)
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“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
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Maintenance types/ classification
Maintenance types
Planned Unplanned
Preventive CorrectiveCorrective
Condition based
Period based
Calendar based
Usebased
Subjective Objective
Continuous Non-continuous
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Selection of Maintenance Types
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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?
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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”
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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
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Maintenance& Service
Unreliability
Loss of Quality
Statuatory Requirements
Human Error
Accidents
Factors influencing Maintenance
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• 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
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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
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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
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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
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Partial Outsourcing
Full service contractFull outsourcingPartial Outsourcing
• Internal organization• External organization
Maintenance organization
Maintenance strategy
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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
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“The primary determinant of maintenance cost/ expense is the ”MAINTENANCE STRATEGY”
rather than any particular attribute of the craftsmen.”
Importance of maintenance strategy
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Reliability Centered
Maintenance RCM
Maintenance strategy implementation
Total Productive
Maintenance TPM
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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)
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“Models developed for studying and solving maintenance problems are perceived, in general, too complex to apply by Maintenance Engineers in field/ industries.”
Models ??
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PEOPLE
PROCESS
EQUIPMENT
RISK
Interaction / Relationships
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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
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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.
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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
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HSEROI
Vision,Goals &Strategy
Integrity of Plant,Systems & Processes
ProcessesCompetencies Relationships
ROI:HSE:
Integrity:
Processes:Competencies:Relationships:
Link / Effect
Link / Effect
Link / Effect
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Design and development of maintenance concept
The critical issues :• Reliability engineering consideration• Maintainability consideration• Ergonomics consideration• Implementation of information technology• Logistics and administration
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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
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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
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Maintenance strategy during design phase
• Design out failure (Design out maintenance)
• Design for maintenance
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• 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
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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
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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”.
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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
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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
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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
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Regulations, authorities, NORSOK
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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
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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
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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
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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
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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)
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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
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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.
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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
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Establishing Technical hierarchy(Ref. Z-008)
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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
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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
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Main Functions (MFs)
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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
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MFs on a P&ID
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Equipment – sub-function –function hierarchy
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Consequence Classification Procedure (Ref. Z-008)
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Decision criteria: Consequence class
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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
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Example of a Risk Matrix
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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
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Establish PM Program: New plant(Ref. Z-008)
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Prioritizing work orders
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Updating PM program (Ref. Z-008)
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Continuous Improvement
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Z-016 – Regularity management & reliability technology
Regularity
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Failure event downtime
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Regularity management and decision support:
Important measures for control of regularity
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Regularity mgt. & decision support
Optimization process
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Exercise
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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
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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
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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?
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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
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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..?
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Example: Function and Failure Modes
Consider a pump.
Output of liquid should be up to 3000 litres/day.
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Failure cause classification (Fig. 3.12)
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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)
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Illustration of the difference between failure, fault, and error (Fig. 3.9)
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Failure classification (Fig. 3.10)
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Relationship between failure cause, failure mode, and failure effect (Fig. 3.11)
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Exercise
Put into categories: Failure Modes, Mechanism and Causes
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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”
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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
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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
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Examples of Maintainability
• Interchangeability
• Easy accessibility
• Easy serviceability
• Modular design
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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
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• 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
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MTTR, MTTF and MTBF
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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)
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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.
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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
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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
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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
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• 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
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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
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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
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Failure Development Processand Remaining Useful Life
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Remaining Useful Life
Degradation starts
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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
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Operations and Maintenance Tools and Methods
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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)
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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
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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
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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)
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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
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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
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Reliability Assessment
To properly assess reliability we need to evaluate:
• External factors
• Inherent factors
• Failure modes
• Environment
• Mission
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R&M tasks in O&M
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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
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132
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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
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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.
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Functional block Diagram of a diesel engine (Fig. 3.2)
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Cause and Effect –Fishbone (or Ishikawa) diagram
Effect
Causes
ManpowerMethodsMaterials
MachinesMilieu (environment)
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Example: Cause and effect
FlashlightFailure
Switch Failure
Battery Failure
No Contact
No Contact
Dead
BurnedOut
No Contact
Bulb Failure
Causes and sub-causes Effects
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Failure Mode Effects Analysis (FMEA)
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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
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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
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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
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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
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• 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.
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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
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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
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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
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• 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
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Purpose of FMEA
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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?
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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
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Example of an FMECA worksheet (Fig. 3.13)
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Example of a fault tree (Fig. 3.20)
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System overview of a fire detection system (Fig. 3.17)
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Schematic layout of the fire detection system (Fig. 3.18)
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Fault tree for the fire detection system (Fig. 3.19)
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Fault tree for the fire detection system (Fig. 3.19) A
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A simple event tree for a dust explosion (Fig. 3.23)
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Sketch of first-stage gas separator (Fig. 3.25)
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Fault tree for the first-stage separator (Fig. 3.26)
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Activation pressures for the three protection layers of the process safety system (Fig. 3.27)
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An event tree for the initiating event “blockage of the gas outlet line” (Fig 3.28)
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Design for reliability, availability, maintainability and supportability
(RAMS)
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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
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System failures can be attributed to the following:
60-70%
25-30%
10-15%
Design & construction
Operating procedures
Maintenance
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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
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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.
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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
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Technology trends
New technology and technology under development promise new and improved machines which may be more
• Cost effective
• Productive
• Safe
• Environmental friendly
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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
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Design out maintenance or Design for maintenance
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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
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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
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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
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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
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R&M influence
• Opportunities to influence R&M in a design project– definition of requirements in a specification– conceptual design– detail design
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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
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Engineering training
• RAMS tools and methods• The importance of training in using RAMS tools
and methods
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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
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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
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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
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Integration of RAMS Information in Design Processes: A Case Study
RAMS 2003, Tampa, Florida, January 27-30, 2003
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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
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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
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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
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Data
Information
Knowledge
Intelligence
Information Systems
Organization’s Collective Knowledge and Intelligence
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Integrated IMS (Information Management System)
IntegratedIMS
Production/manufacturing/
InstallationIMS
DesignIMS
Product &CustomerSupport
IMS
FinancialIMS
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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
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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
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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
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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
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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?
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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
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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.”
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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%
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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”
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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.”
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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
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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
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The reliability function for the exponential distribution
t
R(t)
0
1
e-t
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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)
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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
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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
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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
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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.”
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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.”
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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.”
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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
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PEOPLE
PROCESS
EQUIPMENTEQUIPMENT
RISK
Interaction / Relationships
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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
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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
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Product Support
Economy Management
Engineering
Product Support
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PSS
Product Support Strategy
Product Centered Strategy
Customer Centered Strategy
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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
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Relationship between Product, Support & Application type
Type ofApplication
Product /System
ProductSupport
Functional product
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Functional Product
Customer is interested in the function, not in the product
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Service delivery Strategy
• Operating environment• Product use location• Service Provider’s Organization & Capability• Product Owners Maintenance Organization and its
competence & capability
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Development of Service & Maintenance Concepts
Operation phase• Maintenance Goals, Strategy & Evaluation
Processes• Strategy for Reception of Product Support &
Services
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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
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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.
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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.
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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.
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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.
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Life cycle costing
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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?
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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
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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
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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”
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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
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Spare parts and inventory logistics
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Contents
• Product support• Spare part evaluation & planning• Inventory control
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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
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Factors influencing product support
Factorsaffecting
product support
Engineering
Business/management &organizational
Applicationtype
Product LCC
Product RAM
Social & politicalconditions
Culture & humansituation
Geographical Location of
product
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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
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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
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Z-008
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Spare Parts Categories (Z-008)
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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.
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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.
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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.
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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
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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
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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.
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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
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Pareto’s law
10 20 70
20
10
70
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• 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
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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
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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
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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)
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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
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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
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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
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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
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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
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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
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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.
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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
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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
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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
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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
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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
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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
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284
Key Modules of a CMMS
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285
Features of a CMMS
285
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Example of a CMMS
286
287
Another CMMS
287
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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
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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
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Equipment identification and bill of materials
• System description• Technical specifications• Purchasing and supplier data• Location of parts• Spare parts• Technical system hierarchy
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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
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292
Preventive maintenance
• Identification number and name• Maintenance history• Activity description• Intervals• Tools needed• Spare parts needed• Responsible person• Executing discipline
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293
Planning and scheduling
• Task times• Resources needed to do the job• Schedules for all types of maintenance work
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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
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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
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297
Cost and budgets
• Projected and actual costs• Labor• Material• Services• Allocated overheads
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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
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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
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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
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Time
Safety inventory
Ordering point
Ordering point
Logistics: When to order new parts?
Number of parts
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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
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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
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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
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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
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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”
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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
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Maintenance Process
Maintenanceobjective
Maintenancestrategy
Maintenanceplanning / scheduling
Maintenanceexecution
Result reportingand recording
Analysis
311
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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
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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
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Total Maintenance Costs
• Total maintenance costs:
– CTOT = CBS + CPM + CCM + CRISKEX;
• RCM goal: Minimum maintenance costs
– CMIN
314
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RCM Logic
• Required functions• Functional failures• Failure modes (reasons)• Failure effects (characteristics / symptoms)• Failure risks• Selection of cost effective preventive tasks
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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
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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
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Step 1 - Equipment Registration
• Physical hierarchy– Plant– Systems– Sub-systems / Main equipment– Equipment
• System selection and boundary definition
318
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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
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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
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Step 3 - Failure Identification
• How each identify function of an asset may fail?• Most used techniques:
– Fault tree method– Event tree method– Experience data
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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
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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
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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
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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, ...
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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
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Step 5 - Risk Analysis
• Risk = Consequence * Probability– Consequences
• Safety, health and environment• Production / service• Materials damage
– Probability• Qualitative or quantitative ?
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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
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Criticality - Acceptance Criteria
CLASS RISK MAINTENANCE
I Intolerable RedesignII Undesirable PMIII Tolerable PM
IV Negligible CM
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Criticality Distribution
1,0 %
20,0 %
38,0 %
41,0 %
IIIIIIIV
MSI - Maintenance Significant Items
331
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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
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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
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Age - Related Failures
Per
form
ance
Age
Minimum requiredperformance
Failure rate vs. age
Wear outInfant mortality
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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
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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
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Failures Development Process
Time
Performance
Failure detectable
Td Tf
Failure starts
Ts
Failed
Failure development process
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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
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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
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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
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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
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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
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Risk based maintenance
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RBI Standard Scope (DNV-RP-G101:201010)
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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.
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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
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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
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Risk
= consequence of failure X
• personnel• environment• economy• quality
Likelihood of failure
• Failure mode• material/ environment
degradation, type & rate,....
• acceptable degradation
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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
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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
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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?
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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
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RISK ASSESSMENT
• Risk identification• Assessment of strength & stress• Uncertainty analysis• Consequence analysis• Risk quantification
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RISK ASSESSMENT
• Hazard assessment
• Exposure assessment
• Consequence assessment
• Risk Characterization
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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
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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
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RISK
Severity
Probability
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RISK
Effect of preventive measures / maintenance
Effects of damage control measuresSeverity
Probability
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Example of a Risk Matrix
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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)
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Maintenance Planning
Plannedcorrective
Preventivemaintenance
Correctivemaintenance
Unplannedcorrective
Predeterminedmaintenance
Predictivemaintenance
Conditionmonitoring
Calendarbased
Op.timebased
Continuousmonitoring
PeriodicInspection
RBI
Maintenance Planning
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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)
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Establishing Inspection-Maintenance Program
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RIMAPRisk Based Inspection and
Maintenance Procedures for European Industry
EU-Funded Programme: COMPETITIVE AND SUSTAINABLE GROWTH PROGRAMME
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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
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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:
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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
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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
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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
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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
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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
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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.
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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
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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
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Risk matrix
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Risk Acceptance
• Personnel• Environment• Economy
• HSE, Cost, Profit
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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
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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
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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
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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..
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Operation and maintenance management
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Principles
• Keep simple • Bottom-up • Clear roles and real jobs• No dress-up• Right size and composition
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Organization 1
Plant manager
Production Maintenance
Unit/Section A Unit/Section B
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Organization 2
Plant manager
Unit/Section A
Production Maintenance
Unit/Section B
Production Maintenance
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Organization 3
Plant manager
Maintenance Unit/Section B
MaintenanceProduction
Unit/Section B
MaintenanceProduction
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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
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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.
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Basic maintenance model
Maintenance managementInputs Outputs
Un-desirable inputs
Un-desirable outputs
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Maintenance management
Maintenance management
Capital
Competence
Resources
Information
Etc.
Plant health
DisturbancesConstraints
Plant anomaliesUn-wanted incidents
SupportabilityMaintainability
ReliabilityAvailability QualityUncertainties
RiskValue
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There is no one simple operational model that fits
for all even though the basic management principles
remains the same
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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.
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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.
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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
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• 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.
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Maintenance Management Loop (Ref. Z-008)
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Organization
Demands and practices with respect to; • Design of work organization • Manning • Competence • Training • Use of third parties• Pre-qualifications• Etc.
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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.
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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
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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
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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
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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
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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)
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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
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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
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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
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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
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Regularity
• Impact on the production capacity and the production targets
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Risk
• Mainly impact on the HSE targets
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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
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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
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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
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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
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Norwegian Oil Reserves (source, NPD)
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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).
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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
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Offshore Data Management Loop (Raza & Liyanage 2010)
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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.
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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
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IO status on the North Sea
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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
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What is a Barrier?
Barrier is a measure that reduces the probability ofrealizing hazard’s potential and/or may reduceconsequences
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Layers of Barriers
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Barrier Illustration (Sklet, 2005)
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Classification of Safety Barrier (Sklet, 2005)
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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…?
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Human And Organizational Factors
1. Work Procedures/policies
2. Competence/Training
3. Work processes
4. Communication
5. Workload and Ergonomic
6. Management
7. etc.
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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
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Risk Treatment
Technical and operational barriers in both preventing causes and minimize consequences
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Barrier Management System (Ratnayake et al. 2012)
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For further information about barriers
http://www.ptil.no/barrierer/category1173.html
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