Equipment Reliability Management

For Petrochemical Engineering International Forum only, No reproduction or networking permitted without Celanese Authorization

Equipment Reliability ManagementEquipment Reliability Management

Petrochemical Engineering International Forum

©

Celanese

本文件来自“2014 (第三届）石油化工工程国际论坛”，版权所有请勿转载

Contents

►Concept of Reliability►Relation ship With MI and Maintenance►Reliability Work Process►Key Performance Indicators►Reliability Practices

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Celanese Presentation Title 2本文件来自“2014 (第三届）石油化工工程国际论坛”，版权所有请勿转载

Concept of Reliability

►Reliability, a design attribute, is a broad term that focuses on

the ability of an asset (product) to perform its intended function.

► reliability is “the probability that an item will perform its intended function for a specific interval under stated conditions.

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Celanese Presentation Title 3

Asset Availability

Reliability

OperationCondition

Maintenance


Contents

►Concept of Reliability►Relationship With MI and Maintenance►Reliability Work Process►Key Performance Indicators►Reliability Practices

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Relationship between MI and Maintenance

Reliability and Maintenance Optimization

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Maintenance Cost

Equ

ipm

ent F

ail L

oss



Mechanical Integrity 机械的完整性Mechanical Integrity is the foundation for a safe and reliable process. That program addresses the design and management of the equipment. All equipment shall be designed, operated, and maintained in conformance with local regulations, codes, SEP, SWP, and policies, and Recognized and Generally Accepted Good Engineering Practices (RAGAGEP). Existing equipment designed and constructed in accordance with codes, standards, or practices that are no longer in general use, the site shall determine and document that the equipment is designed, maintained, inspected, tested, and operating in a safe manner.

►

Ensure equipment suitable for operation确保设备适合操作

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Timely Repair of deficiencies一旦故障及时修复

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Inspection programs完善的检查程序

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Quality assurance for new equipment新设备质量保障

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Trained Craftsmen经专门培训的人员


Contents

►Concept of Reliability►Relationship With MI and Maintenance►Reliability Work Process►Key Performance Indicators►Reliability Practices

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Reliability – Work Process View

Improve Plant

AssetUtilization

Maintenance Work Process

Improve Reliability

SOLVERCA

PREVENTRCM

Implement or Scope

Maintenance Work Process

Small Projects

Large Projects

Improve Plant


Reliability – Work Process View Solve Problems: Root Cause Analysis (RCA)

Step 1

Monitor Equipment Reliability Performan

ce

Step 2

Define “Bad Actor”

List.

Analyze & evaluate reliability problems

for effective solutions.

Step 3

Problem Identification

Step 4

Perform Cause

Mapping

Step 5

Implement Improvement

s

Step 6

Analyze & Evaluate

Effectivenes s of the

Improvement

Data and EventsFrom Asset UtilizationFrom Improve PlantFrom Routine Maint.

Improvement ProjectsImproved Procedures


Contents

►Concept of Reliability►Relationship between MI and Maintenance►Reliability Work Process►Key Performance Indicators►Reliability Practices

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Reliability KPI’s

MTBF

Definition:MTBF – Mean time between failures.

MTBF = (No. of machines in category x 12)/(No. of failure in running 12 months)Note: for this metric to have meaningful values, 12 months prior failure data

must be available, if no prior data is available, start data collection on a monthly basis and annualize number until 12 months of data is collected. To determine no. of failures, count only repair work orders – with breakdown flag and coded PM 02, 04 and 05. Routine, preventive/predictive, repairs to spares, and project work orders not to be counted as failures.

(see next page for more definition and examples)Reference: Barringer reliability consultants


Reliability KPI’s

MTBF’s - ExampleSite no. 1 machines count = 300 active pumpsNo. of pump repair work orders from March 2008 to February 2009 (total of PM 02,

04, 05) = 60MTBF (pumps) = 12 x 300/60 = 60 months

Best in class MTBF’s:ASME/ISO pumps 55 monthsAPI/ISO pumps 110 monthsBackpressure turbines 120 months


Reliability KPI’s

Bad Actor

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Definition:

Any equipment or system that meets either of the following criteria shall be considered a Bad Actor:

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3 or more failures in a rolling 12-month period

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A combined total repair cost + cost of lost production due to equipment failure of greater than $100MUSD in a rolling 12-month period

The equipment or system will remain a bad actor until it no longer meets this criteria.

Top 10 Bad Actors (based on total cost) shall be tracked and implement improvements to mitigate these failures.


Reliability KPI’s

Equipment Lost Production Metric

Definition:Equipment Lost Production = Cost of lost production due to equipment

failure as a percent of Estimated Replacement Value

►

Equipment Failure of Lost Production as %ERV target < Best in Class of 0.7%

Where,

ELP = Equipment Lost Production

EFLP = Equipment Failure Lost Production Cost –

This cost is lost production only, repair costs are not included

ERV = Estimated Replacement Value

When calculating ELP for a period less than one year, the ERV is

adjusted to match that period, i.e. for quarterly calculation use ERV/4, for monthly calculation use ERV/12.

ERV EFLPELP =


Contents

►Concept of Reliability►Relationship between MI and Maintenance►Reliability Work Process►Key Performance Indicators►Reliability Practices

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RCA

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CERR and Care plan

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Crow-AMSAA

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Reliability Recommendation

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Six Sigma and Reliability

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Others

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Reliability Tools - RCA

►What’s the mostimportant part of a car?

► A system is a combination of parts that interact and function as a whole ‒

An organisation is a system

‒

A failed bearing is a systems issue ‒

A safety incident is a systems issue

‒

An equipment outage is a systems issue



RCA Work Process RCA Techniques

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Soluti

on

Evidenc

e



Maximize Process Efficiency

Efficient use of Resources

Improved Reliability

Efficient Use of ResourcesImproved reliability allows us to transition from ‘reactive’ to ‘proactive’Optimize operations and maintenance activities to match available resourcesImprove teamwork between maintenance, reliability, and operationsLeverage findings across the companyResolve causes instead of working on symptoms

Improved ReliabilityIncrease ‘On Stream Reliability’ or ‘Up Time’Reduce ‘Equipment Failure Lost Production’Extend life for critical and high cost equipmentAvoid repeat failures and process issues

Maximize Process EfficiencyReduce process upsets and operator response due to unexpected trips and failuresIncrease throughput and reduce batch timesFree up operations to perform proactive ‘value added’ tasks and improvementsReduce rework and product quality issues


Reliability Tools - SuperSMITH – Crow-AMSAA

**

31

800

Set 1 (green line) performance would result in ~ 13 events after 800 cumulative daysSet 2 (pink line) performance will result in ~ 31 events after 800 cumulative daysWhat does this tell us?The impact of the change in performance is: •~ 18 additional events over the next 12 months•~ 4 additional events from 9/29/2009 to 4/6/2010With the current performance, we will have ~ 20 additional events in the next 12 monthsWith no improvement or correction, we can expect an MTBE ~ 18.3 Days over the next 12 months

13


Reliability Tools - SuperSMITH – Crow-AMSAA

SuperSMITH – Crow-AMSAA Analysis – Results

Fit-P% –

This value represents how well the ‘Trend Line’

correlates to the actual data•P% >= 10 –

good fit, good approximation of data•P% < 10 –

poor fit, additional trend lines should be implemented or data revised

In this example, P% >= 10 indicates the ‘Trend Line’

is a good approximation of the data

Beta (β) –

Slope of the ‘Trend Line’, this value indicates performance•Beta < 1 -

Performance is improving•Beta ~ 1 -

Performance is remaining consistent•Beta > 1 -

Performance is declining

In this example, β = 1.488 indicates performance is declining

Lambda (λ) –

Y-axis intercept at time t=1, this represents an instantaneous failure rate that can be used to forecast the next failure

N(t) = λ* tβ ,therefore, t = [N(t)/λ](1/β)


Critical Equipment Risk Ranking and Equipment Care Plans

►Prioritize process equipment within manufacturing unit based on business impact‒

Recommend to use API580 qualitative Risk assessment concept‒

Probability of Failure‒

Consequence of Economic Loss and Safety/Environmental‒

Suggest safety related equipment shall have PPM as minimum.

High Risk

Medium Risk

Low Risk

Consequence CategoryPro

babi

lity

Cat

egor

y


Critical Equipment Risk Ranking and Equipment Care Plans

►

Develop Equipment Care Plans for each piece of equipment appropriate to business risk posed by equipment – mitigate risk‒

Reliability Centralized Maintenance concept only for highly critical

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PPM development

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Spare parts strategy

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History of failure / RCA

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Continue improvement


Reliability Recommendation Logs

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Formal System to ensure repairs/replacements are completed in a timely manner

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Used to comply with OSHA 1910.119(j)

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Limited sorting ability based on safety/reliability criticality

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Need system to help Management focus resources on items that add the most value


Reliability Recommendation Logs

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Recommendation Log Content:‒

Issue Date

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Description of Recommendation

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Causes

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PPR

‒

Due Date

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Shut Down Required

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Comments

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Other Concerned areas


Six Sigma and ReliabilitySix Sigma and Reliability

wSix Sigma tools help you filter down to what’s important faster

wSix Sigma tools have proven to add value

wSix Sigma tools are proven to communicate and sell your ideas

wProcess MapwCause and Effect

MatrixwFailure Mode and

Effects AnalysiswControl Plan


►Embed Excel sheet or Picture that shows To-Be Swim Lane diagram or value stream map – future state

Six Sigma and ReliabilitySix Sigma and Reliability Cross Resources Mapping As-left


Other Reliability Activities and Requirements

►Procedure Development►PPM development and optimization►Excellent Experts for Support►Reliability Qualification►Training Requirement►Small Issue Correctness►Strike Force Activity

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Equipment Reliability Management

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