AGR Field Operation

Organisation

Field Operations

Employees:40-70

Employees:70-160

Employees:160-250

Employees:250-350

Employees:800

Clients:Large operators

Clients:Large operators

Clients:Large operatorsRig operatorsFPSO operators

Clients:Large operatorsRig operatorsFPSO operatorsNuclear IndustryNon-operatingOperatorsOther energyproducers

Clients:Large operatorsRig operatorsFPSO operatorsNuclear IndustryNon-operatingOperatorsOther energyproducersShip owners

Our global servicesProduct Lines

Darwin

Perth

Melbourne

Global provider

Strong Norwegian precence

GLOBAL TRENDS

Global trends

WHAT IS DIFFERENTDefence vs. Oil & Gas

REGULATORY ASPECTSMaintenance Management

Regulatory and Class Focus in regulation:

Internal control - documentation

Work processes Management Regulation (MR) 10

Risk reduction MR, 1

Barrier mgmt MR, 2

Maintenance - Activity regulation 43-46 Criticality according to Norsok Z-008 or equivalent

Methodology selection and documentation

Criticality basis for PM, CM and spare parts

Failure modes (FMEA/RCM) basis for maintenance activities

Vessels normally under maritime rules/class

PSA Regulations

MAINTENANCE STRATEGYMaintenance Management

Maintenance strategy (Pintelon et al., 2006)

Strategy provides a sense of direction, integrity and purpose. It guides in making a series of unified and integrated decisions to achieve objectives

Maintenance strategy can be defined as a series of unified and integrated pattern of decisions made in four structural and six infrastructural decision elements

Decission elements

+

From Strategy to Management

Goals & Objectives

Program Planning

Resources

Organisation

Material

Documentation

Resources

Techn.condition

Result

Risk

Availability

Cost

Execution

Reporting

Management &Verification

Improvements Analysis

IT strategy CMMS Integrated Operations

MAINTENANCE ENGINEERING

Maintenance Management

Criticality assessment (NORSOK Z-008)

What is a criticality evaluation? A way to group (classify) equipment dependent of consequence of

failures

What are the purposes of the criticality evaluation? to establish a maintenance program with the right priority on

activities

to specify a common spare-part strategy for equipment of equal importance. (availability of spares)

to standardize maintenance programs

to decide the extent and quality of technical documentation

one of the elements deciding the priority on corrective maintenance activities

Work process Streamlined RCM based PM-program

Criticality assessment(Function)

Establish Technical hierarchy

(Plant structure)

Maintenance concepts(Equipment

Maintenance strategy)

Background data,P&IDs,Vendor

documentation,Technical info,CMMS input

Packing / loading-files

Maintenance history for optimization

KAMFERProject-database

CMMS

Maximo/SAP/STAR/IFS

Graphic illustration Technical Hierarchy

Tank

Pump

PI

FT

FY

FV

FE

FCTank FCFY

FV

FEPump

PI

FT

I/P

Criticality Matrix

Consequence S- Safety & environment P- Production availability C- Economic losses

3 - High

Potential for serious personnel injuries. May render safety systems inoperable. Potential for fire in classified areas.

Stop in production/ significant reduced rate of production exceeding X hours (specify duration) within a defined period of time.

Substantial cost

- exceeding Y NOK (specify cost limit)

2 Medium

Potential for injuries requiring medical treatment. Limited effect on safety systems controlling hydrocarbons

No potential for fire in classified areas.

Brief stop in production/ reduced rate of production lasting less than X hours (specify duration) within a defined period of time.

Moderate cost between Z Y NOK. (Specify cost limits)

1 Low

No potential for: Injuries, fire or effect on safety systems.

No effect on production within a defined period of time.

Insignificant cost less than Z NOK. (Specify cost limit)

Functions vs. equipment (tags)

System ASystem B

System C

Main Function 1Main Function 2

Main Function 3

Main Function

Main Function

Pressure Relief

Shutdown Equip.

Controlling

Monitoring

Local Ind.

Shutdown Process

Manual Shut-off

Pumpe A

Motor A

PZV

Eq.shtdwn Valve A

Control Valve A

Alarm A

Pressure Ind. A

PAS Valve A

Man. Valve A

Pumpe B

Motor B

PZV

Control Valve B

Alarm B

Pressure Ind. B

PAS Valve B

Man. Valve B

Pumpe C

Motor C

PZV

Control Valve C

Alarm C

Pressure Ind. C

PAS Valve C

Man. Valve C

PumpPackage

Functional hierarchy Technical hierarchyS

u

b

F

u

n

c

t

i

o

n

s

M

a

i

n

f

u

n

c

t

i

o

n

s

Eq.shtdwn Valve B Eq.shtdwn Valve C

Maintenance concepts - example

Together with a predetermined service level for the critical spare parts Stock Optimiser can provide;

Spare parts demand per period for both corrective and planned maintenance

Analysis against existing stock Sensitivity analyses Cost information over time Materials planning input

Price

D

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l

i

v

e

r

y

t

i

m

e

Critic

allity

Warehouse

Parts to be evaluated

HSEOt

h

e

r

c

o

s

t

s

Prod

uctio

n

Critical parts toBe evaluated

Price

D

e

l

i

v

e

r

y

t

i

m

e

Critic

allity

Total amount of sparepartsOne should use the 80 - 20 rule when analysing store.Exclude from analyses: (examples)Standardparts, Partswith low price, parts with short lead time, parts to be ordered in bulk etc

Spare parts evaluation

Spare part selection based on criticality classification

Analysis include: First year operating spares

Review of vendor recommondated spares for operation past first year

Insurance spares

CMMS Integration

Deliverables

Maintenance Strategy and work process according to MR 10 (optional)

Tag hierarchy facilitating PM program

Criticality according to AR 43

PM Program according to AR 44 Including Barriers and SIL requirements

Maintenance Management

Link existing procedures and company policies to a maintenance management loop

Identify GAPs Basis for communication with the PSA

Goals & Objectives

Program Planning

Resources

Organisation

Material

Documentation

Resources

Techn.condition

Result

Risk

Availability

Cost

Execution

Reporting

Management &Verification

Improvements Analysis

Technical hierarchy

Plant structure (data model) Equipment identification Link to documantation and drawings Equipment must be identifiable offshore

AOC requrement

Criticality analysis

Criticality for all main functions and sub-functions According to AR 43 and NORSOK Z-008 All background decissions documented

PM program

Maintenance Concepts equipment strategies

Uploaded to CMMS Class requirements

included in evaluation AGR Library of basic

eqipment RCM for client specific

equipment Involvement of offshore

personnel AOC requirements

CORROSION MANAGEMENT

Maintenance Management

Range of uses

Surface treatment (coating)

Passive Fire Protection

Insulation

Pipe and cable penetrations

Cable trays

Carry-over-work (all disciplines)

Life Cycle Cost / Life Cycle Analyses

Main elements

One-off activity Repeating activity(every 5 years) Annual activity

CONDITION

STATUS

SURVEY LONG-TERM

PLANMantenance Program Year 1

Mantenance Program Year 2

Mantenance Program Year 3

Mantenance Program Year 4

Mantenance Program Year 5

Summary

Regulatory and class compliance

Risk management Risk based PM program

Criticality used to prioritize CM

Standardization of maintenance activities

Integration with CMMS