AV-21 Enabling a Proactive Approach to Maintenance & Reliability Strategies

Transcription

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2 AV-21 Enabling a Proactive Approach to Maintenance & Reliability Strategies Victor Lough Juan Collados / #SoftwareRevolution /InvensysVideos /InvensysOpsMgmt /company/invensys Operations Management 2013 Invensys. All Rights Reserved. The names, logos, and taglines identifying the products and services of Invensys are proprietary marks of Invensys or its subsidiaries. All third party trademarks and service marks are the proprietary marks of their respective owners.

3 Agenda Invensys Asset Excellence Introduction: The Challenge of Change is not new What is the Performance Problem? What is the Solution? What are the Key Improvement Metrics? Case Study Examples In Conclusion Slide 3

4 Change is not New Barge Haulers on the Volga: Ilia Repin ( ) Slide 4

5 Changing face of maintenance 1940 Fix when broken 1950 Higher availability Longer life Lower costs Higher availability & Reliability Greater Safety Better product quality Longer equipment life More regulation Greater costs How do we meet this challenge? Slide 5

6 Traditional to Proactive Operations 1. Reliability is the Focus 6 5 Turnarounds 1% Increase in Mechanical Availability is a 10% reduction in Maintenance Costs. 2. Risk Minimisation Vs Risk Averse Downti ime % Best Performance Poor Performance Source:- HPI Maintenance Dec 2012 Author: A.Poling, HSB Solomon Associates Unplanned Operations Planned Operations Unplanned Routine Maintenance Planned Routine Maintenance Continuous Improvement is key. 3. Proactive Vs Reactive Incremental move to Proactive with maintenance costs approaching 1% PRV 4. Turnarounds 1.Extend Turnaround periods with minimal scope creep with > 97% annualized availability 5. Availability: Additional Capacity, increased margin & superior product quality, sustained through uninterrupted operations Slide 6

7 Achieving the Required Balance High Ineffective The Wrong Work Effective The Right Work Too Much Work Poor Work Efficiency Cost Target? Good Work Efficiency Low Availability High Benchmarking can help us to identify the key issues we need to resolve 7 Slide 7

8 Seven Key Aspects of Availability & Maintenance Effectiveness Doing the right work.. to deliver the business requirements Emergent Work Prioritization Business Requirements Performancee Improvement Effectiveness Reviewing what we have done and applying what we have learned Asset Care Policy Results Performancee Measurement Efficiency Work Planning & Scheduling Doing the required work.....for the lowest possible cost Work Execution Increased Earnings (Increased Availability) Reduced Costs (Increased Effectiveness) Slide 8

9 Seven Key Aspects of Availability & Maintenance Effectiveness Doing the right work.. to deliver the business requirements Emergent Work Prioritization Business Requirements Performancee Improvement Effectiveness Reviewing what we have done and applying what we have learned Asset Care Policy Results Performancee Measurement Efficiency Work Planning & Scheduling Doing the required work.....for the lowest possible cost Work Execution Increased Earnings (Increased Availability) Reduced Costs (Increased Effectiveness) Slide 9

10 Seven Key Aspects of Availability & Maintenance Work Elimination Reduced Risk Early Identification of Work Consistent Prioritization of Work Increased Lead Times Creates Time to Plan Work Elimination Reduced Risk Business Requirements Emergent Work Performancee Prioritisation Improvement Asset Care Policy Direction Performance Targets Work Planning & Scheduling Results Work Execution Improved Project Selection Reduced Project Failures Breakdown Elimination Performance Improvement Performancee Measurement Focus Accountability Increased Earnings (Increased Availability) Reduced Costs (Increased Effectiveness) Waste / Delay Elimination Improved Work Practices Slide 10

11 How do we deliver? Asset Care Policy Asset Care Policy Asset Care Policy systematically identifies the Right PM Work and the Right amount of PM Work Equipment specific maintenance strategy Asset Care Policy captures the available asset management knowledge and experience, the Intellectual Capital, and applies it for bottom line benefit. Reduced work scope Reduced risk of unplanned plant outages Asset Care Policy ensures a consistent application of maintenance standards to all equipment, meeting the defined business requirements. The key to Pacesetting availability & maintenance cost. Risk Management approach to maintenance & availability. Identifies minimum maintenance scope & cost, consistent with achieving the defined business requirements. Defines work required, PM Programmes for next two T/A cycles. Provides a systematic method for early identification of work creating long lead times for effective planning. Provides basis for bottom-up budgeting. Target Pacesetting Performance Slide 11

12 Asset Care Policy Bottom Up Budgeting Asset Care Policy approach generates Preventative Maintenance tasks which are mitigating against a specific identified risk. Overall PM Program can be set out in order of unmitigated risk, ie. the risk of not implementing the specific PM. Each task can be cost estimated and incorporated in the budget. In case of budget limitations the risk of not including the PM below the cut line can be considered against the severity of the budget pressures. Task Unmitigated Cumulative Risk Cost PM No 1 E5 2.5 PM No 2 E PM No 3 E PM No 4 D PM No 5 D PM No 6 C Cut Line PM No 7 C PM No 8 B PM No 10 B PM No 11 C PM No 12 E Etc. Etc. Slide 12

13 RCM Seven basic questions 1 What are the functions and associated performance standards of the asset in its present operating context? 2 In what ways does it fail to fulfill its functions? 3 What causes each functional failure? 4 What happens when each failure occurs? 5 In what way does each failure matter? 6 What can be done to predict or prevent each failure? 7 What if a suitable proactive task cannot be found? Slide 13

14 On Condition Tasks - Equipment is actively monitored to detect potential failure - Monitoring must be carried out at an interval that is less that the PF interval Slide 14

15 Why Condition Manager Unique, intelligent real-time condition management solution that collects and analyzes real-time diagnostics from all plant production assets Provides early failure detection (PREDICTIVE) to increase asset availability, reduce costs and avoid unnecessary maintenance and downtime Supports continuous improvement through integrated workflow management driving appropriate action to improve overall asset performance Configuration Engine Asset Register Manages the appropriate operations, engineering and maintenance actions Provides operations, engineering, and maintenance with easy access to current asset information for better decision making to help optimize asset contribution over its full lifecycle Slide 15

16 Think of CM in 3 Simple Stages Collect Data Sources include, Manual Data Entry, intelligent field devices, historians, asset performance models, and OPC diagnostic sources. Analyze Single to multi-variable rules based engine, simple and complex expressions, advanced statistical control (WER), threshholds, etc. Act Automatic generation of Work Orders, Work Requests, Equipment Activity Records, s, MS BizTalk workflows, etc. Slide 16

17 Collect: CM detection of calculated historian trend data Analyze readings for any downward trends in RH and PRI SH OUT Gas pressures The Theoretical Calculated Tags are compared against 1 hour Actual Average tags If differ by defined delta, send work request, or text message to cell phones Typical HMI, trending without Alarm No operator intervention of alerts required Slide 17

18 Analyze: with Condition Manager CM is able to monitor and aggregate more then one Real Time Point (RTP) from different sources. Lubrication based on motor run-time (after 3,000h create a Lubrication activity requesting Lubricant from the Warehouse, with operations providing the resource) Monitor the Motor Bearing Temperature (If exceeded create a WO bearing replacement) Compare Pump Power consumption with Volume Flowrate to detect mechanical degradation of pump (highlighted by excessive power consumption for know pumping capacities) Compare Temperature, Vibration, Density, RPM etc to detect mechanical degradation Slide 18

19 Condition Manager Demo + Example The Demo will show CM in action, utilizing collection of real-time points from Wonderware InTouch. Slide 19

20 When the basics are not followed Buncefield Fuel Terminal 11 Dec 2005 The largest peacetime explosion in Europe. Failure = Latent Error x Enabling Condition LATENT ERROR (Maintenance) 1) Automatic Tank Level Gauge occasions when gauge had stuck and been fixed. Systemic Root cause never identified No fixed procedure or process Flat lined while tank was being filled Operating Procedures A near miss in August 2003 as a dress rehearsal for December The supervisors were simply waiting for the alarms to sound. Routine operations are often those in which lax habits are most likely to develop. Slide 20

21 User Confirmation 1. Automated Eyeballs. Instead of wasting an engineer s time reviewing charts, that engineer is freed-up to do other tasks 2. You can have CM create a Work Request well ahead of anyone noticing the change 3. CM is a tool that provides a very cost effective way to optimize Preventative Maintenance programs. Through its creative application we have improved reliability and avoided costly emergencies 4. The Preventative Maintenance Optimization alone provides enough savings to pay for the CM implementation 5. The value proposition is in the early detection of change, well ahead of any problem. Forewarned is forearmed. You can plan, schedule and in some cases budget for the problem. 6. You own the problem, instead of the problem owning your operation Slide 21

22 Questions? Slide 22

23 Demonstration Juan Collados Slide 23

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