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Global Reliability System Refining Congress - Argentina. D.E. Fitzgerald. EXXONMOBIL GLOBAL RELIABILITY SYSTEM. Agenda. System Overview Q&A. Objectives. Review ExxonMobil’s Global Reliability System in sufficient detail to provide an understanding of how the system achieves

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slide1

Global Reliability System

Refining Congress - Argentina

D.E. Fitzgerald

slide2

EXXONMOBIL GLOBAL RELIABILITY SYSTEM

Agenda

  • System Overview
  • Q&A

Objectives

  • Review ExxonMobil’s Global Reliability System in sufficient detail to provide an understanding of how the system achieves
    • Improved facility reliability
    • Improved maintenance effectiveness
slide3

GRS - BACKGROUND

GRS supersedes and replaces earlier ExxonMobil systems which date from the mid 90’s

  • GRS is a Global Common System, a common framework for Reliability Improvement
    • Facilitates Identification and Accelerated Application of Global Best Practices
  • The System has requirements, supported by practices; benefits are obtained from the Practices, the “how to’s”
slide6

Run till next scheduled shutdown

Meet run plan targets

Keep within “Process Operating Window”.

100%

Right First Time

Reliability Definition

Reliabilityis the probability that assets will produce the required product, at the target rate without interruption for a predetermined time, within applicable quality specifications, when the assets are operated within a specified design and operating envelope.

slide7

GRS – Intranet Web-based Manual Contents

WhitePapers

Practices

ProcessSummaries

Detailed

Examples

Overview

(Optional)

Table of Contents

Introduction

Element 1 Management Leadership,

Commitment & Accountability

Element 2 Risk Assessment & Management

Element 3 Facilities Design& Construction

Element 4 Process & Facilities Information and Documentation

Element 5 Personnel and Training

Element 6 Operations and Maintenance

6A Site Plans and Objectives

6B Operating Envelope

6C Equipment Strategy

6D Work Selection

6E Routine Work Planning, Scheduling and Execution

6F Turnaround/Shutdown Work Planning, Scheduling, and Execution

6G Loss Monitoring and Response

6H Operator Care

6I Abnormal & Non-Routine Operations

6J Performance Improvement

Element 7 Management of Change

Element 8 Third Party Services

Element 9 Incident Investigation & Analysis

Element 10 Community Awareness and Emergency Response

Element 11 Global Reliability System Assessment and Improvement

Appendix 1 Glossary

Global Reliability System

ELEMENT

PurposeExpected ResultsRequirementsKey MeasurementsLinkagesInputs & Outputs

Practices

and

Examples

slide8

1

ManagementLeadership

2

Risk Assessmentand Management

6A

Site Plans & Objectives

6B

Operating Envelope

6C

Equipment Strategy

6D

Work Selection

6F

TA/Shutdown Planning,Scheduling & Execution

6E

Routine Work Planning,Scheduling & Execution

Improve

6J

PerformanceImprovement

11

GRS Assessmentand Improvement

Reactive

9

Incident Investigationand Analysis

System Simplified Flow

Effective

Planning, Scheduling and Execution

Proactive

Leadership, Plans,Objectives and Strategies

Execute

Plan

6H

Operator Care

6G

Loss Monitoringand Response

6I

Abnormal andNon-Routine Operations

Analyze

OIMS andSupportingElements

3

Facilities Designand Construction

4

Process & FacilitiesInfo & Documentation

5

Personneland Training

DenotesOut of Program Work

7

Managementof Change

8

Third PartyServices

10

Community Awareness

slide9

GRS OVERVIEW

GRS drives the following key concepts . . .

PROACTIVELY DEFINE CAPABILITY and NEEDS of the process and equipment based upon criticality

OPERATE WITHIN CAPABILITY

of process and equipment

Flawless

Operation

EFFICIENTLY and EFFECTIVELY

PROVIDE NEEDS of equipment and process

ANALYZE LOSSES to drive continuous improvement

Stable Unit

Reliable Equipment

Design it

Right

Operate it

Right

Fix it

Right

  • Complete 100%
  • of Annual Plan
  • All work planned
  • and scheduled
  • Job Packs developed
  • and used
  • Correct spare parts and tools available
  • Repairs completed right first time and on schedule
  • Repairs documented
  • Operatewithin defined envelopes
  • Structured rounds to monitor & care for equipment
  • Planned response to unit upset or non-routine operation
  • Monitor losses daily against set targets, identify cause, take corrective action
  • Equipment
  • design supports high reliability
  • Changes managed
  • Equipment maintenance needs and operating envelopes defined
  • Training and procedures provided to Operations and Maintenance

RELIABILITY MINDSET

SKILLED WORKFORCE EFFECTIVE LEADERSHIP

slide10

GRS OVERVIEW

In order to achieve this RELIABILITY,

  • DEFINE the CAPABILITY of the process and equipment
    • Operating Envelopes (6B)
    • Equipment Strategies (6C)
  • Ensure that we OPERATE WITHIN THAT CAPABILITY
    • Operator Care (6H)
    • Abnormal and Non-Routine Operation (6I)

To be COMPETITIVE,

  • OPTIMIZE support effort consistent with the potential loss and probability of that loss
    • Work Selection (6D)
    • Annual Planning (6A)
    • Planning, Scheduling and Execution (6E/F)
slide11

ELEMENT 1 - LEADERSHIP

Expected Results:

Sustainable reliability, availability and manufacturing

(maintenance and operations) cost performance that is consistent with Business objectives

An organization that understands and is working to achieve the

site's reliability, availability, and manufacturing cost objectives

Leadership and commitment that is demonstrated through

management behavior and visible actions

slide12

Key Linkages (6C)

6C Equipment

Strategies

6A Site Plans and Objectives

PM scope & frequency

Breakdown / Discretionary Work

Critical Operating

Scenarios

Critical Equipment

Monitoring tasks based on criticality

6D Work Selection

6B Operating

Envelopes

1 Year Plan

Operating Envelopes for

Process Critical Parameters

Latest Acceptable Completion

6H Operator Care

6I Abnormal & Non-routine Operations

6E Routine Work P/S/E

6F Turnaround P/S/E

Effective/efficient field rounds & console monitoring

Effective response to

minimize loss

Effective, efficient

unit maintenance

slide13

GRS OVERVIEW

Element 6C - Key Requirements

  • Equipment Strategy practices defined for each equipment type:

- fixed equipment - machinery - electrical

- instruments - analyzers -infrastructure

  • Strategy defines the interventions necessary to protect the reliability of the equipment
      • predictive and preventive maintenance
      • operator monitoring tasks
      • design improvements
      • job packs and spare parts
  • Strategies are living documents - continuously improved and updated with
      • changes in operating context
      • learnings from repairs and failures
strategies developed using rcm principles

GRS OVERVIEW

Will Time Based

PM Task be

effective

Will Condition

Monitoring Task be

effective

Element 6C - Key Requirement

Strategies developed using RCM principles
slide15

Key Linkages (6B)

6C Equipment

Strategies

6A Site Plans and Objectives

PM scope & frequency

Critical Operating

Scenarios

Breakdown / Discretionary Work

Critical Equipment

Monitoring tasks based on criticality

6D Work Selection

6B Operating

Envelopes

1 Year Plan

Operating Envelopes for

Process Critical Parameters

Latest Acceptable Completion Date based SDD’s

6H Operator Care

6I Abnormal & Non-routine Operations

6E Routine Work P/S/E

6F Turnaround P/S/E

Effective/efficient field rounds & console monitoring

Effective response to

minimize loss

Effective, efficient

unit maintenance

slide16

Integrated

Operating

Envelope

Tier I

Limits

Tier 3

Limits

Tier 2

Limits

Many Optimisation

and lower impact

Reliability related

Envelopes

High

impact Reliability Envelopes

Predominantly

SHE and

higher impact Reliability related

Envelopes

OPERATING ENVELOPES

“Integrated Operating Envelope”

If an operating parameter has multiple limits, the “Integrated

Operating Envelope” is the result of the most restrictive of these limits

slide17

GRS OVERVIEW WORKSHOP

OperateMonitorBasic ServiceSpecial ServiceRepairDiagnoseModifyRedesign

Control Process

Visual Equipment Checks

Clean Equipment

Check Critical Devices

Replace Corroded Pipe

Equipment PM/Pd Data Analysis

New Design to Meet SHE Requirements

Identify/ Eliminate Unjustified or Idle Equipment

Check Process Conditions

Grease/Oil Equipment

Check Equip Temp, Pressure, Amps, etc.....

Troubleshoot Instrument/ Electrical Problems

Replace Leaking Valve

Optimize PM/Pd Tasks and Frequency

Design Change to Meet Changed Process Requirements

Change Oil

Make Rounds

Tighten Belts

Change to New Type Pump Seal

Check Lubrication, Look for Leaks

Equipment PM Tasks

Dismantle/ Repair/ Reassemble/ Reinstall Failed Equipment

Replace Filters

Equipment Failure Analysis

Housekeeping

Check Vibration

Repair Leaks

Revise Piping or Exchanger

Capacity Creep

Clean Exchanger

Change Safety Valves

Bad Actor Identification and Corrective Action

Remove Field Equipment for Shop Work

Improve Equipment Access

Select and Install New Bearing

Minimum Tasks Performed

Which Parts are Operator Care?

Traditional State

GAP

GAP

GAP

Operations

Maintenance

Engineering

Expectations with GRS

Operator Care

Maintenance

Engineering

OPERATE IT RIGHT

MAINTAIN IT RIGHT

RE-DESIGN IT RIGHT

slide18

Key Linkages (start & end 6D, 6E & 6F)

6C Equipment

Strategies

6A Site Plans and Objectives

PM scope & frequency

Critical Operating

Scenarios

Breakdown / Discretionary Work

Critical Equipment

Monitoring tasks based on criticality

6D Work Selection

6B Operating

Envelopes

1 Year Plan

Operating Envelopes for

Process Critical Parameters

Latest Acceptable Completion Date based SDD’s

6H Operator Care

6I Abnormal & Non-routine Operations

6E Routine Work P/S/E

6F Turnaround P/S/E

Effective/efficient field rounds & console monitoring

Effective response to

minimize loss

Effective, efficient

unit maintenance

slide19

(Not met criteria)

All Work

REJECT

Screener

Out-of-Program

In-Program (future)

Breakdown

(Functional

Failure)

Annual

Program

TA

Program

Discretionary

NonCRIT

Plan & Schedule

(based on resource + material availability)

Standard Repair Timeframe by Equipment Class

WORK SELECTION - Work Flow

VCRIT

6E/6F

PS&E

Break-in to Schedule

slide20

WORK SELECTION – Discretionary Items

Benefit to Cost

  • A target benefit-to-cost ratio is defined by Site Management as the
  • hurdle for task screening.
  • Basis is short term, both for benefit and cost.

ACCEPTED

REJECTED

All items that do not clear the hurdle are rejected.

All items that clear the hurdle are selected

slide21

GRS OVERVIEW

Critical few jobs

·

Multi-Month

affecting many people

-

significant impact on production

Maintenance

-

Updated monthly

·

Outlook

(3 month)

Consistent with process three month outlook

·

Detailed activity plan

·

Library of these kept on file

·

Planning

Job preparation activities

·

Job

Must be value added (criteria

·

defined)

Pack

·

Small jobs don't need Job Pack

Short-term

Updated weekly

·

Maintenance

Weeks 2-4 may have unresolved issues (evolving)

·

Week 1 has no unresolved issues, shows

·

Schedule

(4 week)

when jobs will be done

-

who will do the jobs

-

and what resources they need

-

represents the 5 daily schedules for Week 1

-

Consistent with Process 4-Week Schedule

·

Element 6E - Routine Work PS&E

slide22

GRS OVERVIEW

5% for Break-ins

Crit Equip/Events

with job packs and spares

Usually Week 4+ (ex small repairs) to allow good

planning and scheduling

Operations justify move to weeks 2/3/4

and define if any planned work slips

10% requested

discretionary work

screened/approved

“out-of-program”

with higher hurdle

95%

Compliance

to schedule

25% for scheduled

Breakdown Mtce

to repair failures

Resource Requirement

60% of annual

work ($$) is

predefined and

risk screened

in an approved

Annual Program

Element 6E - Improved State

Contingency

Contingency

Contingency

Contingency

Repairs

Repairs

Repairs

Repairs

Repairs

Repairs

Repairs

Only schedule

when ready to

execute

(inc matls)

PM’s

PM’s

PM’s

Zero

Program

Slippage

PM’s

PM’s

PM’s

PM’s

Improve

Work

Improve

Work

Improve

Work

Improve

Work

Improve

Work

Improve

Work

Improve

Work

Week 1

Week 2

Week 3

Week 4

slide23

GRS OVERVIEW

Element 6F - Turnaround PS&E

  • Site long range plans developed to identify timing for SD/TA’s and long term milestones
  • Provide Steering Committee and organizational structure to manage TA
  • Establish the TA strategies, objectives, basis, and key constraints
  • Utilize a milestone planbased on SD/TA complexity covering all major activities
  • Integrate Maintenance, Operations, Inspection & Projects plans & schedules including pre and post work activities
  • Identification of critical and near-critical path work; includes risk assessing potential discoverables and impact on SD/TA objectives
  • Schedule key reviews throughout Planning & Scheduling, Execution and Closeout to steward progress, cost & performance
slide24

GRS OVERVIEW

Element 3 - Facilities Design & Construction

Expected Results:

  • New facilities achieve reliability, availability and costs consistent with the business objectives
  • Site design and equipment selection incorporates Reliability Best Practices. Reliability Reviews conducted by knowledgeable site representatives and technical specialists
  • Facilities meet the requirements of the Global Reliability System prior to commissioning and startup
    • Operating Envelopes
    • Equipment Strategies
    • Operator Care Tasks
slide25

GRS OVERVIEW

PROACTIVELY DEFINE CAPABILITY and NEEDS of the process and equipment

OPERATE WITHIN process and equipment CAPABILITY

Flawless

Operation

Provide equipment and process needs EFFICIENTLY and EFFECTIVELY

ANALYZE LOSSES to drive continuous improvement

Stable Unit

Reliable Equipment

Design it

Right

Operate it

Right

Fix it

Right

  • Complete 100%
  • of Annual Plan
  • All work planned
  • and scheduled
  • Job Packs developed
  • and used
  • Correct spare parts and tools available
  • Repairs completed right first time and on schedule
  • Repairs documented
  • Operatewithin defined envelopes
  • Structured rounds to monitor & care for equipment
  • Planned response to unit upset or non-routine operation
  • Monitor losses daily against set targets, identify cause, take corrective action
  • Equipment
  • design supports high reliability
  • Changes managed
  • Equipment maintenance needs and operating envelopes defined
  • Training and procedures provided to Operations and Maintenance

RELIABILITY MINDSET

SKILLED WORKFORCE EFFECTIVE LEADERSHIP

slide26

GRS OVERVIEW

6E - Equipment Data

6F - Equipment Data

6G - Loss Data

6H - Observations

6J - Analyze

6A

Operations & Maintenance

Activities

Plan

1 ~~~~~

2 ~~~~~

3 ~~~~~

4 ~~~~~

Incident

9 - Incident Investigation

9 - Incident Data

NewTechnologyand

Network

BestPractices

Information for:

Equipment Strategies 6C

Operating Envelope 6B

Element 6G/9 linkage to 6J/6A

External Benchmark $

slide27

GRS OVERVIEW

6J/6A - Performance Improv. /Site Plans and Objectives

  • Each Reliability Plan should include the same specific topics
    • Section A - Management Summary
    • Section B - Basic Assumptions and Alignment with Refining Business Plan
    • Section C - Current Performance and Outlook
    • Section D - Base Reliability & Maintenance Activities
    • Section E - System Assessments and Gap Closure Plans
    • Section F - Focused Reliability Improvement Activities
    • Section G - Turnarounds
    • Section H - Resource Planning
  • Site management should determine level of detail required for each topic
slide28

GRS OVERVIEW

Event

Loss >50K$?

Enter

into

Database

Tool

Categorize

Per RCFA STD

(+ GRS 9 considerations)

Near Miss or

Greater Potential?

(Actual x Potential x Barriers)

Actions

for tracking

and follow-up

High

CFWT

(Causal Factor

Why Tree)

Medium

Link RCFA

Factors to

GRS Elements

Low

HLVI’s

for sharing

per GMOP 9.1

5 - WHY

Site only

Element 9 - Incident Investigation & Analysis

slide29

GRS OVERVIEW

GRS drives the following key concepts . . .

PROACTIVELY DEFINE CAPABILITY and NEEDS of the process and equipment based upon criticality

OPERATE WITHIN CAPABILITY

of process and equipment

Flawless

Operation

EFFICIENTLY and EFFECTIVELY

PROVIDE NEEDS of equipment and process

ANALYZE LOSSES to drive continuous improvement

Stable Unit

Reliable Equipment

Design it

Right

Operate it

Right

Fix it

Right

  • Complete 100%
  • of Annual Plan
  • All work planned
  • and scheduled
  • Job Packs developed
  • and used
  • Correct spare parts and tools available
  • Repairs completed right first time and on schedule
  • Repairs documented
  • Operatewithin defined envelopes
  • Structured rounds to monitor & care for equipment
  • Planned response to unit upset or non-routine operation
  • Monitor losses daily against set targets, identify cause, take corrective action
  • Equipment
  • design supports high reliability
  • Changes managed
  • Equipment maintenance needs and operating envelopes defined
  • Training and procedures provided to Operations and Maintenance

RELIABILITY MINDSET

SKILLED WORKFORCE EFFECTIVE LEADERSHIP