1 / 39

Maintenance Execution & Shutdowns best practice

Maintenance Execution & Shutdowns best practice. Lindsay Cameron Planning Superintendent Fluor – Shell Maintenance Alliance Shell Geelong Refinery. LINDSAY CAMERON – WORK HISTORY.

Albert_Lan
Download Presentation

Maintenance Execution & Shutdowns best practice

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript


  1. Maintenance Execution & Shutdowns best practice Lindsay Cameron Planning Superintendent Fluor – Shell Maintenance Alliance Shell Geelong Refinery

  2. 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.

  3. AGENDA • Introduction • The Importance of Maintenance Execution • Maintenance Execution process steps • Maintenance Workflow • Maintenance Events • Shutdowns Process • Worked Example (Risk Analysis) • Questions

  4. THE IMPORTANCE OF MAINTENANCE EXECUTION

  5. GOOD MAINTENANCE IS GOOD SAFETY • New legislative requirements • Increased stakeholder scrutiny of safety performance • Risk Management strategies • ZERO HARM • Good Safety is Good Business 1947 Texas City Explosion 145 Shift Workers killed in Monsanto Plant from explosion in nearby wharf

  6. 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

  7. 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

  8. 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)

  9. 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)

  10. 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

  11. 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

  12. CLOSE-OUT • Often forgotten part of process • Record completion of each step • Collect hours worked • Collect history (damage, cause, activities) • Determine costs • Continuous learning

  13. WORKFLOW Putting it all together

  14. MAINTENANCE WORK-FLOW • Types of Work • PMs (Preventive Maintenance) • Corrective Work • Breakdowns • Refurbishment • Each will have a work-flow process

  15. 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

  16. 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

  17. 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

  18. 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)

  19. 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

  20. 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

  21. 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

  22. 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

  23. FOUR PHASES OF SHUTDOWN MANAGEMENT Initiation

  24. 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)

  25. FOUR PHASES OF SHUTDOWN MANAGEMENT Planning & Preparation

  26. SHUTDOWN CRITERIA • Must Justify why a job is being done in Shutdown

  27. JOB LIST REVIEW • Jobs to be reviewed for their operational impact if not done • Risk Matrix  Likelihood & Consequence

  28. 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

  29. 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

  30. FOUR PHASES OF SHUTDOWN MANAGEMENT Execution

  31. 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

  32. EARNED VALUE • Tool for tracking progress against schedule • Quickly shows if you are falling behind schedule • Forecast costs to complete work

  33. 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

  34. FOUR PHASES OF SHUTDOWN MANAGEMENT Close-out

  35. 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

  36. PREVIOUSLY WORKED EXAMPLE SHUTDOWN PPA WATER SUPPLY TURNED OFF DURING SHUTDOWN

  37. PPA PROFORMA

  38. QUESTIONS

More Related