maintenance & shutdowns best practice & management
TRANSCRIPT
Maintenance Execution & Shutdowns best
practice
Lindsay CameronPlanning SuperintendentFluor – Shell Maintenance
AllianceShell Geelong Refinery
LINDSAY CAMERON – WORK HISTORY
Lindsay Cameron is a Mechanical Engineer with a Bachelor of Engineering degree from Queensland Institute of Technology and a MBA from Melbourne University
Lindsay Cameron has worked in maintenance planning and shutdowns for Shell, BlueScope Steel, Western Mining, QENOS, Anaconda Nickel, & Port Kembla Copper for over 20 years.
In addition, he has worked on various SAP implementations while working for Deloitte Consulting (including AGL, Pasminco, Transfield, & Telstra).
He specializes in Planning & Scheduling systems such as SAP & Primavera.
Lindsay currently works for Fluor Operations & Maintenance as the Planning Superintendent for the Shell Geelong Refinery.
His interests are family, cycling, motor racing, & the stock market/real estate investing.
AGENDA
Introduction The Importance of Maintenance
Execution Maintenance Execution process steps Maintenance Workflow Maintenance Events Shutdowns Process Worked Example (Risk Analysis) Questions
THE IMPORTANCE OF MAINTENANCE EXECUTION
GOOD MAINTENANCE IS GOOD SAFETY
New legislative requirements
Increased stakeholder scrutiny of safety performance
Risk Management strategies
ZERO HARM Good Safety is Good
Business1947 Texas City Explosion
145 Shift Workers killed in Monsanto Plant from explosion in nearby wharf
MAINTENANCE EXECUTION What is Maintenance Execution? Integrated process covering:
Job Screening (including Risk & Priority) Scoping (what to do) Planning (how to do it) Scheduling (when to do it) Execution (doing it) Close-out
JOB SCREENING Identify the work required
CMMS system (SAP Notifications) Can be raised by “anybody”
Review the Notifications Done by somebody who understands business “risk” Determine the business risk
Consequence & Probability People, Assets, Environment, & Reputation
Convert Business Risk to Priority Determine required End Date for work & drive
Maintenance Execution to achieve this end date Assign to personnel to Scope & Plan work
SCOPING What are you going to do?
Replace Repair Patch up Defer work Do nothing
Identify duplicate jobs (or similar work) Developed by Subject Matter Experts Cost considerations must be accounted for Operational Constraints (production requirements,
statutory requirements, resource availability, etc)
PLANNING How are you going to do the work? Basic requirements:
Job Tasks, Steps, Duration, & Sequence Resources
People Materials Tools Equipment
Cost Estimate Risk Assessment (PPA) Safety Requirements (JSA/JHA)
SCHEDULING When you are going to do the work? Scheduling involves several key plant
stakeholders Supervisors (own the labour & equipment resources) Operations (own the plant) Scheduler (builds the schedule) Warehouse (owns the materials)
Someone must “own” the Schedule (senior role)
Cyclic process (usually weekly) Separate roles for Planning & Scheduling
EXECUTION Do the work
Do the work you say you are going to do Do it when you say you are going to do it Like taking your car in for a service
Measure performance by KPIs Schedule Attainment PM Compliance Orders completed by required end date
Ownership of KPIs is at the appropriate stakeholder
NOT the Planner (or Scheduler) Schedule Attainment Supervisor PM Compliance Maintenance Engineer Orders by End Date Maintenance Engineer
CLOSE-OUT Often forgotten part of process Record completion of each step Collect hours worked Collect history (damage, cause,
activities) Determine costs Continuous learning
WORKFLOW
Putting it all together
MAINTENANCE WORK-FLOW
Types of Work PMs (Preventive Maintenance) Corrective Work Breakdowns Refurbishment
Each will have a work-flow process
Accommodate Interrupt Schedule
=
ContinuousImprovement
PlanJobs
Schedule Jobs
for theNext Period
AuthorizeCosts
CollectCosts &
JobFeedback
Allocate and Do the
Work
PrioritizeWork
Review and Approve Requests
Non Routine Work Flow
Unplanned Jobs
Routine Work Flow
AcceptRequest for work
ApproveEstimateWORK
LOG
Schedule Execute & Verify History
CMMSSchedules
Planning Tools
Unplanned event affecting
Safety / Production
Planning Tools
Job Request
MIMS
Event Reporter
ORIGINATORClear and concise information at the
lowest recordable level on the nature of the
task
WORKS CO-ORD
Search for W/O's. Verify all details, work type, priority and location.
Assign to Work Order and
allocate cost code.
WORKS CO-ORDEstimate labour,
materials and resources
AMLAccept request
for further action
in unit / engineering
ASSET MAINTExecute workVerify Work Instructions
Commission Plant
WORKS CO-ORDAssign labour group, Start and Finish dates. Confirm material
and services availability. Confirm plant availability
WGLAssign labour.Arrange plant
access.Confirm materials /
services arrangements.
Generation of JR's for additional works.
Raise PR's for additional materials.
ASSET MAINTUpdate history files
WGLValidate work.
Validate history.Receipt materials
WORKS CO-ORDUpdate schedule,
quality check history.
UNIT SUPER(AML)
Approve work order - approve
expenditure against budget
INITIATION PLANNING and SCHEDULING EXECUTION HISTORY Verification Strategy
Asset MaintMaint
StrategistReliability
EngCM
SpecialistHydraulics
SpecAutomation
Spec
Verify favourable effect on
plant performance
AcceptRequest for work
ApproveEstimateWORK
LOG
Schedule Execute & Verify History
CMMSSchedules
Planning Tools
Unplanned event affecting
Safety / Production
Planning Tools
Job Request
MIMS
Event Reporter
ORIGINATORClear and concise information at the
lowest recordable level on the nature of the
task
WORKS CO-ORD
Search for W/O's. Verify all details, work type, priority and location.
Assign to Work Order and
allocate cost code.
WORKS CO-ORDEstimate labour,
materials and resources
AMLAccept request
for further action
in unit / engineering
ASSET MAINTExecute workVerify Work Instructions
Commission Plant
WORKS CO-ORDAssign labour group, Start and Finish dates. Confirm material
and services availability. Confirm plant availability
WGLAssign labour.Arrange plant
access.Confirm materials /
services arrangements.
Generation of JR's for additional works.
Raise PR's for additional materials.
ASSET MAINTUpdate history files
WGLValidate work.
Validate history.Receipt materials
WORKS CO-ORDUpdate schedule,
quality check history.
UNIT SUPER(AML)
Approve work order - approve
expenditure against budget
INITIATION PLANNING and SCHEDULING EXECUTION HISTORY Verification Strategy
Asset MaintMaint
StrategistReliability
EngCM
SpecialistHydraulics
SpecAutomation
Spec
Verify favourable effect on
plant performance
INITIATION•Different Work Types
•SAP Notification•PM Schedule•Injected Work (E&SB)
•SAP Notification•For a Corrective job•Acceptance required before work proceeds•Approval by Maintenance Manager, etc.
•PM Schedule•Automatically generated•Pre-Approved
•Injected Work•Emergency & Schedule Breakers•For Breakdowns•Immediate approval
AcceptRequest for work
ApproveEstimateWORK
LOG
Schedule Execute & Verify History
CMMSSchedules
Planning Tools
Unplanned event affecting
Safety / Production
Planning Tools
Job Request
MIMS
Event Reporter
ORIGINATORClear and concise information at the
lowest recordable level on the nature of the
task
WORKS CO-ORD
Search for W/O's. Verify all details, work type, priority and location.
Assign to Work Order and
allocate cost code.
WORKS CO-ORDEstimate labour,
materials and resources
AMLAccept request
for further action
in unit / engineering
ASSET MAINTExecute workVerify Work Instructions
Commission Plant
WORKS CO-ORDAssign labour group, Start and Finish dates. Confirm material
and services availability. Confirm plant availability
WGLAssign labour.Arrange plant
access.Confirm materials /
services arrangements.
Generation of JR's for additional works.
Raise PR's for additional materials.
ASSET MAINTUpdate history files
WGLValidate work.
Validate history.Receipt materials
WORKS CO-ORDUpdate schedule,
quality check history.
UNIT SUPER(AML)
Approve work order - approve
expenditure against budget
INITIATION PLANNING and SCHEDULING EXECUTION HISTORY Verification Strategy
Asset MaintMaint
StrategistReliability
EngCM
SpecialistHydraulics
SpecAutomation
Spec
Verify favourable effect on
plant performance
PLANNING•Planned Job
•Planned Jobs will require an Estimate•Can then go off to be Approved•Before detail planning job, get approval to proceed (avoids spending time on job that may not go ahead)
•PM Schedule•Job already planned
•Breakdowns•This process shows no planning step for breakdowns•Best practice is to have some templates available for breakdowns
AcceptRequest for work
ApproveEstimateWORK
LOG
Schedule Execute & Verify History
CMMSSchedules
Planning Tools
Unplanned event affecting
Safety / Production
Planning Tools
Job Request
MIMS
Event Reporter
ORIGINATORClear and concise information at the
lowest recordable level on the nature of the
task
WORKS CO-ORD
Search for W/O's. Verify all details, work type, priority and location.
Assign to Work Order and
allocate cost code.
WORKS CO-ORDEstimate labour,
materials and resources
AMLAccept request
for further action
in unit / engineering
ASSET MAINTExecute workVerify Work Instructions
Commission Plant
WORKS CO-ORDAssign labour group, Start and Finish dates. Confirm material
and services availability. Confirm plant availability
WGLAssign labour.Arrange plant
access.Confirm materials /
services arrangements.
Generation of JR's for additional works.
Raise PR's for additional materials.
ASSET MAINTUpdate history files
WGLValidate work.
Validate history.Receipt materials
WORKS CO-ORDUpdate schedule,
quality check history.
UNIT SUPER(AML)
Approve work order - approve
expenditure against budget
INITIATION PLANNING and SCHEDULING EXECUTION HISTORY Verification Strategy
Asset MaintMaint
StrategistReliability
EngCM
SpecialistHydraulics
SpecAutomation
Spec
Verify favourable effect on
plant performance
SCHEDULING•WORK LOG
•Planned Jobs & PM Schedules go into common backlog of work•Jobs that can be deferred are identified
•SCHEDULE•Jobs are scheduled according to business requirements•Schedule for all available hours
•BREAKDOWNS•Breakdowns are not scheduled•They get “injected” during Execution phase
AcceptRequest for work
ApproveEstimateWORK
LOG
Schedule Execute & Verify History
CMMSSchedules
Planning Tools
Unplanned event affecting
Safety / Production
Planning Tools
Job Request
MIMS
Event Reporter
ORIGINATORClear and concise information at the
lowest recordable level on the nature of the
task
WORKS CO-ORD
Search for W/O's. Verify all details, work type, priority and location.
Assign to Work Order and
allocate cost code.
WORKS CO-ORDEstimate labour,
materials and resources
AMLAccept request
for further action
in unit / engineering
ASSET MAINTExecute workVerify Work Instructions
Commission Plant
WORKS CO-ORDAssign labour group, Start and Finish dates. Confirm material
and services availability. Confirm plant availability
WGLAssign labour.Arrange plant
access.Confirm materials /
services arrangements.
Generation of JR's for additional works.
Raise PR's for additional materials.
ASSET MAINTUpdate history files
WGLValidate work.
Validate history.Receipt materials
WORKS CO-ORDUpdate schedule,
quality check history.
UNIT SUPER(AML)
Approve work order - approve
expenditure against budget
INITIATION PLANNING and SCHEDULING EXECUTION HISTORY Verification Strategy
Asset MaintMaint
StrategistReliability
EngCM
SpecialistHydraulics
SpecAutomation
Spec
Verify favourable effect on
plant performance
EXECUTION•Daily & Weekly Schedule
•Jobs are executed according to priority and business requirements•Deviations from schedule managed by Operational Personal
•Breakdowns•Breakdowns are “injected” into daily schedule•Pre-identified “backlog” jobs are deferred•Breakdown work orders should have a sunset clause on them (suggest 48 hours)
AcceptRequest for work
ApproveEstimateWORK
LOG
Schedule Execute & Verify History
CMMSSchedules
Planning Tools
Unplanned event affecting
Safety / Production
Planning Tools
Job Request
MIMS
Event Reporter
ORIGINATORClear and concise information at the
lowest recordable level on the nature of the
task
WORKS CO-ORD
Search for W/O's. Verify all details, work type, priority and location.
Assign to Work Order and
allocate cost code.
WORKS CO-ORDEstimate labour,
materials and resources
AMLAccept request
for further action
in unit / engineering
ASSET MAINTExecute workVerify Work Instructions
Commission Plant
WORKS CO-ORDAssign labour group, Start and Finish dates. Confirm material
and services availability. Confirm plant availability
WGLAssign labour.Arrange plant
access.Confirm materials /
services arrangements.
Generation of JR's for additional works.
Raise PR's for additional materials.
ASSET MAINTUpdate history files
WGLValidate work.
Validate history.Receipt materials
WORKS CO-ORDUpdate schedule,
quality check history.
UNIT SUPER(AML)
Approve work order - approve
expenditure against budget
INITIATION PLANNING and SCHEDULING EXECUTION HISTORY Verification Strategy
Asset MaintMaint
StrategistReliability
EngCM
SpecialistHydraulics
SpecAutomation
Spec
Verify favourable effect on
plant performance
HISTORY•All Jobs
•Failure data added to CMMS•Hours recorded•Update library plans (or create new ones)
•Breakdowns•Reliability analysis•Is a library plan required?•Is a PM required?
•PMs•PM data updated•Recommend that PMs do not get rescheduled based on Completion Date
MAINTENANCE EVENTS - PMs
If you do a job, then there is a 80% chance that you will do it again in the next two years
What jobs can be converted to a schedule? Store in CMMS System Two major improvements
Increased reliability Increased planning efficiency
Identify Resources in advance Automate & consolidate resource procurement
processes Less wastage
BREAKDOWNS If you do a job, then there is a 80% chance
that you will do it again in the next two years
This applies to breakdowns as well Some initiatives that can be put in place
APLs (Application Parts Lists) – Lists of parts that could be required for a job
BOMS (Bills of Material) – Lists of parts that make up a piece of equipment
Library Plans – If a breakdown occurs, then you already have a template available
CORRECTIVE WORK ONE LIST – Have your list in a CMMS
System Should include the following:
Project Work Major Maintenance Re-Engineering
Consolidated list of work to be done Can have major conflicts between Project
Work & Maintenance Work
FOUR PHASES OF SHUTDOWN MANAGEMENT
Initiation
SHUTDOWN STEERING GROUP Manage upwards as well as
downwards Managing a large Program requires
input from various stakeholders Shutdown Steering Group to set
strategic direction Cross-section of senior management Must have a Charter (avoid micro-
managing)
FOUR PHASES OF SHUTDOWN MANAGEMENT
Planning & Preparation
SHUTDOWN CRITERIA Must Justify why a job is being
done in ShutdownCRIT Shutdown criteria
DUR Duration
DISCan only be done while equipment is disassembled for other shutdown work
SYNSynergies with doing work in conjunction with other shutdown work
UTILUtility equipment that is only available during shutdown period
HAZWork of a hazardous nature that must be done while plant is isolated
OTH Other (please advise)
JOB LIST REVIEW Jobs to be
reviewed for their operational impact if not done
Risk Matrix Likelihood & Consequence
LIKELIHOOD5 Extreme
Almost Certain High(Over 30%)
$0 $0 $0 $0 $0
4 ModerateLikely
(10% to 30%) $105 $96 $512 $0 $0
3Possible
(3% to 10%)
$0 $271 $443 $539 $0
2Unlikely
(1% to 3%) $0 $28 $97 $0 $0
1 Moderate HighRare Low
(up to 1%) $0 $0 $0 $0 $0
1 2 3 4 5Low Minor Moderate Major Critical
<$25k $25k - $250k $250k - $2.5m $2.5m - $25m >$25m
Probability of Event Occuring in 2005/06 Financial
Year CONSEQUENCE (BUSINESS IMPACT)Safety Impact Environmental Impact Operational Impact $000's
12 345 6
38
12
1410
27
13 22
34
29
9 18
24 25
33
26
36
23
30
2831
32
17
3937
721
153579
20
GANTT CHART DEVELOPMENT
A Gantt Chart is required Develop a Critical path Duration to be prime-to-prime Have ONE schedule Duration of each step to be such as to be
easily tracked Less than reporting period (target for <12 hours) Larger jobs to have milestones or other metric to
track progress Create a Baseline & track progress against
the baseline
RISK ANALYSIS Use a Risk Management Process Kepner Tregoe PPA (Potential Problem Analysis) PPA Criteria
Quality Critical Work Reliability Critical Work Safety Critical Path Tasks with prior problems New &/or Unusual Tasks Work Group Involvements Review job again if criteria changes
FOUR PHASES OF SHUTDOWN MANAGEMENT
Execution
MEETING STRUCTURE Consistent meeting
times 10:00 AM Morning
Area Meeting 3:00 PM Managers
Meeting
Schedule Updates 7:00 AM Update for
Morning Meeting 3:00 PM Update for
Night Shift
EARNED VALUE Tool for tracking
progress against schedule
Quickly shows if you are falling behind schedule
Forecast costs to complete work
SHUTDOWN COMMUNICATIONS Email is a problem
Reply All Mass Distribution lists Not everyone has email access
Noticeboards not very effective Tool-Box talks are very effective Meetings work well Large mass meetings do not work well Signs work well for operators Flashing signs work extremely well Jury is still out on Intranet Your audience is not homogenous People will generally not spread rumours that they believe
are not true
FOUR PHASES OF SHUTDOWN MANAGEMENT
Close-out
POST SHUTDOWN REVIEW Carry out SWOT Analysis
Consolidate issues Feed-Back into Management Plan for future shutdowns
Some issues that came out of manufacturing site shutdown
Need two night shift managers Need to update schedule twice per day Supply Department was very happy No IT issues Site Security not up to scratch Steering Group worked well Site Wide Coordination worked well (forum of
regular Meeting) Communication needs a lot of work Fix the phones
PREVIOUSLY WORKED EXAMPLE
SHUTDOWN PPAWATER SUPPLY TURNED OFF
DURING SHUTDOWN
Potential Problems P S Likely Causes Preventive Actions Contingent Actions Triggers
PPA PROFORMA
QUESTIONS