PotashCorp.com

Turnaround Continuous

Improvement – Journey to

TAR Program

Enhancement

PCS Nitrogen – Geismar, LA

Josh Higginbotham – Maintenance

Manager

• Introduction - Geismar

• Organizational Awareness

• TAR Scope Definition - Inputs

• Reliability Inputs

• TAR Planning

• P&ID Review Inputs

• Logistics & Plot Plans

• Execution Management

• Manpower Quality Control

• Geismar Next Steps

Presentation Overview

Centralized Organization

Organizational Awareness

Maint. Manager

Reliability Supt.

(Mech)

Maint. Engineers

Inspectors

Vibration Analysts

I&E Supt.

I&E Engineer

I&E Super.

I&E Craft

DCS Techs

Maint. Super.

Maint Foremen

Maint Craft

Utilities Super.

Contract Monitors

Non-Nested Crafts

Planning Super.

MW Planners

PF Planners

I&E Planners

TAR Scope Definition - Inputs

EH&SEH&S Initiatives

HAZOP Recommendations

OperationsOperator Rounds

Process Issues

Breakdown Repair

Loss Production Tracking

Capital Projects5-yr Plan

Expansion

Opportunity

Sustaining

Minor

M & RReliability Bad Actor Upgrades

Condition Monitoring

Inspection Findings

RCM/RBI

PM Follow-ups

TAR Scope

Reliability

TAR Scope Definition - Inputs

These technicians are senior ex-craftsmen that have mastered their crafts and expanded their knowledge

into technical reliability areas.

Engineers are set up with team lead responsibilities over rotating and fixed equipment groups.

Responsible for ensuring all reliability programs are working and on track.

Reliability Super.

Maint/Reliab. Engineer -ODR/Misc.

Maint/Reliab. Engineer -Rotating

PdMSpecialist

PdMSpecialist

Reliability Technician

Maint/Reliab. Engineer -

Fixed

Inspector Lead

Vessel Inspector

Pipe Inspector

QA/QC Inspector

These Technicians will have mastered their respective crafts As part of the reliability team they

will lend technical insight to I&E areas.

I&E Engineer is responsible for ensuring that all reliability work processes are being kept up to-date.

I&E Superintendant has overall responsibility for I&E department and sponsors the I&E reliability

team.I&E Super.

I&E Engineer -

Instrument Specialist

Electrical Specialist

I&E Designer

Reliability Work Processes

• Monthly Reliability Review

• Opportunity List (i.e., Bad Actor Tracking)

• Reliability KPI’s (PM Compliance, Seal MTBF, A.I. Resolution, Program Implementation %)

• Rotating Equipment Team Update

• Fixed Equipment Team Update

• I&E Reliability Team Update

• Action Item Review/Generation

• RCA Program Development and Updates

• Reliability Fileshare Created to act as single repository for all reliability program documentation and equipment info

Fixed Equip. Work Processes

• Monthly Fixed Equipment Team

• Overdue Inspections Tracking

• RBI Program Implementation (more on this)

• Inspection Findings are reviewed

• QA/QC Program reviews for NDE, Flange Make-up, Foundation, Structural, Painting, …etc. non-conformances.

• Reliability Specialist keeps track of the RV program and keeps up with all associated documentation

Rotating Work Processes

• Monthly Rotating Equipment Team Meetings

• Condition Monitoring List Review

• PM Compliance Review

• Critical Spares are tracked for major compressor train equipment and parts pool items

• Mechanical Seal Program Update

• RCM Implementation (More on this)

ODR Work Processes

• Operator based vibration data collection

• Improved operator round sheets to include more equipment information

• Operations mechanical training

• Development of PI data historian integration (IOW’s)

• Formal Operator/Maintenance technician walk-throughs for cross function collaboration

I&E Reliability Work

Processes

• I&E Reliability Review Meetings

• Electrical Infrared Scanning Program

• Control Valve PdM Program

• Current Monitoring

• PM Overdue Tracking

• Asset Criticality Assessments

Reliability Centered Maintenance (RCM) and Risk Based Inspection (RBI)

Asset Criticality Ranking (Software FMEA by Equipment Type, I&E & Rotating)

RBI Risk

Reliability

TAR Scope Definition - Inputs

• TAR Planning Improvements Catalyzed by general poor outage execution.

• Critique meeting was held to identify improvement opportunities and lessons

learned.

• Missing/Incorrect materials

• Incomplete/Inaccurate job plans

• Poorly Organized Scope

• Lack of Qualified Manpower

• Undefined Critical Path

• Untimely Safety Permitting

• Late Submittal of Work Requests

• Met with Maintenance Staff and contractor corporate planning leadership to go

over next steps. Revamped the daily and TAR Planning processes as a result.

• Continual Focus on Incremental Improvement Drove Further Successes

TAR Planning – Time for a Change!

• Systemized W.O.’s (Hierarchy based

on Plant Processes and Craft)

• Pre-Work/Post Work Identification (with

books)

• Standard Job Plans (Planning

Program referencing Page of Nations)

• Critical Path Optimization (Multiple

Individual Job Plan Reviews

w/Contractor)

• Critical Chain/Mass Optimization

(Timeline Complete 80% of critical

path)

• Scheduling Tool with Organized

Attributes

• Manpower Leveling (120%)

TAR Planning Improvements

• Manpower Quality Control

• Material Coordination (Dedicated

Material Handlers, Lock it up)

• Tools and Consumables

Staging/Tracking

• Job Prioritizations (Risk)

• Three shift look ahead (Update books)

• Shutdown/Start-Up Schedules (by

System)

• Logistics Planning

• Plot Planning and Area Grouping

• Earlier Scope Identification and

Organization of Work Orders

PHOTO SHEET WONO: 40130

WONO TITLE: EFFLUENT PUMP & OCI

LOCATION:

• Proprietary excel driven software

utilizing Page of Nations for consistent

estimating. Provides consistent plan

packages that are compatible with

Primavera 6.

• Attached to W.O.’s in CMMS

• Includes Summary, Schedule, Material

List, Marked Up P&ID’s, Photos

• TAR job books made for craft supervisor

walkthroughs, operations permitting,

management review, …etc.

• Actual jobs are planned by area

schedule planner and TAR planner.

• Allows accurate Productivity Tracking

Standard Job Plans

TAR Planning

REMOVE & REPLACE 14" CHECK

VALVE REMOVE 2 EA

14" VALVES

• Asset Hierarchies set up inside the scheduling tool (Match CMMS if possible)

• When work is scheduled for an asset it is already in the “process system”

• Company Codes should be unique for each Contractor’s work

• Allows for easy filtering by company

• Resources should be identified by Contractor and Craft

• i.e., Contractor1_PF, Contractor1_MW, …etc.

• Allows leveling by contractor and craft

• Schedule Ties between work orders

Scheduling Attribute Set-Up

TAR Planning

Primavera 6 Scheduling

TAR Planning

• Powerful Tool if Utilized CORRECTLY!

Manpower Leveling

TAR Planning

• Logistics Plan Considerations:

• Crane Placements

• Port-o-lets/Wash Stations

• Compressors

• Light Plants

• Parking

• Tool Trailers

• Break Tents

• Equipment Laydown

• Permit Areas

Logistics and Plot Plan Development

• Plot Plan Considerations:

• Individual Job Location

• Area Groupings

• Contractor Assignments

• Systemized grouping

• Expense vs. Capital Grouping

• Coordination with Logistics Plot Plan

Joint P&ID Reviews (Ops and Rel)

Early Scope ID and

Organization

P&ID Work Scope Generation List for 2018 TAR

Item # System P&ID Asset # Tag # Work Type Work Description

1 Helium 123456 A A-101 Mech.Remove Leak Clamp, Inspect

Flange and Replace Gasket

2 Helium 123456 B B-101 I&EPull and overhaul CV1234

(Resistance Curve Increase)

3 Helium 123456 C C-101 RotPull and Overhaul Helium

Compressor

4 Helium 123456 D D-101 MechReplace Air filter on Helium

Compressor

5 Helium 123456 E E-101 Insp.Perform internal inspection for

stress cracking per RBI

https://ardnas20.wordpress.com/2011/05/05/pid-what-is-it/

• Safety: Kickoff and Incentives

• Productivity Input to Schedule and

Cost Forecasting

• 𝐿𝑎𝑏𝑜𝑟 𝑃𝑟𝑜𝑑.=𝑀𝑛ℎ𝑟𝑠 𝐴𝑐𝑡𝑢𝑎𝑙

𝑀𝑛ℎ𝑟𝑠 𝐸𝑎𝑟𝑛𝑒𝑑

• 𝑆𝑐ℎ𝑑. 𝑃𝑟𝑜𝑑.=𝑀𝑛ℎ𝑟𝑠 𝐸𝑎𝑟𝑛𝑒𝑑

𝑆𝑐ℎ. 𝐸𝑎𝑟𝑛𝑒𝑑

• Construction Manager/s for timely

Issues Resolution

• Daily Management/Customer

Update Meetings

• Daily Critique Capture

Execution Management Improvements

0.00

1,000.00

2,000.00

3,000.00

4,000.00

5,000.00

6,000.00DIRECT LABOR MHRS

PlannedMHRS

Earned MHRS

ExpendedMHRS

CompanyEstimated

MH's

FCO

MH'sTotal MH's

MH's

Earned

MH's

SpentProd.

Contractor 11,172 287 1,459 1,459 1,342

1.09

Contractor 21,718 45 1,763 1,763 1,538

1.15

Contractor 32,917 17 2,934 2,934 3,135

0.94

Contractor 4463 16 479 479 536

0.89

Contractor 5981 - 981 981 1,018

0.96

Contractor 6874 6 880 880 643

1.37

Total8,125 371 8,496 8,496 8,212

1.03

• Large manpower requests tend to result in low craftsmen skill levels

• High local area demand for craftsmen

• Reviewed On-Boarding process and added a requirement for NCCER testing.

Now only craftsmen that have passed the NCCER for their respective craft are

allowed to join the TAR

• Other Staffing Considerations:

• Small-Medium Outages: Basic Jobs (majority of Critical Chain) handled by

Contractor augmented with additional NCCER qualified manpower.

• Medium-Large Outages/TAR’s: Area Groupings assigned to different Trusted

Contractors. Don’t want to give one contractor too much work.

• Critical Path Jobs or Specialty Work: Specialized contractors dictated by work

type (fresh air entry, catalyst, distillation tunneling, large projects, …etc.) May

be Incentivized.

Manpower Quality Control

• Contractor Contract Set-Up and score card development

• Consistent Estimation methods to allow accurate comparison of contractor

productivity

• Continue to work on negative outage critiques and reinforce positive critiques

• Ensure Field Change Orders and Found Work are added to the schedule daily

• Scheduling Tool Asset Hierarchy fully implemented

• Scheduling Specification sent out for Construction Bids

• Schedule attribute requirements spelled out

Geismar Next Steps

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