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GRS 1 Global Reliability System Refining Congress - Argentina Refining Congress - Argentina D.E. Fitzgerald.

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Presentation on theme: "GRS 1 Global Reliability System Refining Congress - Argentina Refining Congress - Argentina D.E. Fitzgerald."— Presentation transcript:

1 GRS 1 Global Reliability System Refining Congress - Argentina Refining Congress - Argentina D.E. Fitzgerald

2 GRS 2 EXXONMOBIL GLOBAL RELIABILITY SYSTEM Agenda System OverviewSystem Overview Q&AQ&A –Review ExxonMobils Global Reliability System in sufficient detail to provide an understanding of how the system achieves Improved facility reliabilityImproved facility reliability Improved maintenance effectivenessImproved maintenance effectiveness Objectives

3 GRS 3 GRS - BACKGROUND GRS supersedes and replaces earlier ExxonMobil systems which date from the mid 90s 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 tos

4 GRS 4 Global Refinery Maintenance Costs

5 GRS 5 Reliability & Maintenance Results

6 GRS 6 Reliability Definition Reliability is 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. Meet run plan targets Run till next scheduled shutdown 100% Right First Time Keep within Process Operating Window.

7 GRS 7 Table of Contents Introduction Element 1Management Leadership, Commitment & Accountability Element 2Risk Assessment & Management Element 3Facilities Design& Construction Element 4Process & Facilities Information and Documentation Element 5Personnel and Training Element 6Operations and Maintenance 6ASite Plans and Objectives 6BOperating Envelope 6CEquipment Strategy 6DWork Selection 6ERoutine Work Planning, Scheduling and Execution 6FTurnaround/Shutdown Work Planning, Scheduling, and Execution 6GLoss Monitoring and Response 6HOperator Care 6 I Abnormal & Non-Routine Operations 6JPerformance Improvement Element 7Management of Change Element 8Third Party Services Element 9Incident Investigation & Analysis Element 10Community Awareness and Emergency Response Element 11Global Reliability System Assessment and Improvement Appendix 1Glossary Purpose Expected Results Requirements Key Measurements Linkages Inputs & Outputs Global Reliability System ELEMENT GRS – Intranet Web-based Manual Contents GRS – Intranet Web-based Manual Contents White Papers Practices Process Summaries Detailed Examples Overview (Optional) PracticesandExamples

8 GRS 8 Improve 11 GRS Assessment and Improvement 6J Performance Improvement OIMS and Supporting Elements 10 Community Awareness 7 Management of Change 4 Process & Facilities Info & Documentation 3 Facilities Design and Construction 5 Personnel and Training 8 Third Party Services Proactive Leadership, Plans, Objectives and Strategies Proactive Leadership, Plans, Objectives and Strategies 1 Management Leadership 6A Site Plans & Objectives 2 Risk Assessment and Management 6C Equipment Strategy 6B Operating Envelope 6D Work Selection Effective Planning, Scheduling and Execution Effective Planning, Scheduling and Execution 6H Operator Care 6I Abnormal and Non-Routine Operations 6G Loss Monitoring and Response 6F TA/Shutdown Planning, Scheduling & Execution 6E Routine Work Planning, Scheduling & Execution Denotes Out of Program Work Reactive 9 Incident Investigation and Analysis System Simplified Flow Plan Execute Analyze

9 GRS 9 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 Design it Right Stable Unit Reliable Equipment Operate it Right Fix it Right Equipment design supports high reliability Operate within 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 Changes managed SKILLED WORKFORCE EFFECTIVE LEADERSHIP Training and procedures provided to Operations and Maintenance Equipment maintenance needs and operating envelopes defined RELIABILITY MINDSET GRS OVERVIEW PROACTIVELY DEFINE CAPABILITY and NEEDS of the process and equipment based upon criticality OPERATE WITHIN CAPABILITY of process and equipment EFFICIENTLY and EFFECTIVELY PROVIDE NEEDS of equipment and process ANALYZE LOSSES to drive continuous improvement GRS drives the following key concepts...

10 GRS 10 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)

11 GRS 11 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 ELEMENT 1 - LEADERSHIP

12 GRS 12 6C Equipment Strategies 6B Operating Envelopes 6H Operator Care 6I Abnormal & Non- routine Operations 6A Site Plans and Objectives 6D Work Selection 6E Routine Work P/S/E 6F Turnaround P/S/E Critical Equipment PM scope & frequency Monitoring tasks based on criticality Effective/efficient field rounds & console monitoring Effective, efficient unit maintenance Effective response to minimize loss Critical Operating Scenarios Key Linkages (6C) Operating Envelopes for Process Critical Parameters 1 Year Plan Breakdown / Discretionary Work Latest Acceptable Completion

13 GRS 13 Equipment Strategy practices defined for each equipment type:Equipment Strategy practices defined for each equipment type: - fixed equipment - machinery - electrical - fixed equipment - machinery - electrical - instruments - analyzers -infrastructure - instruments - analyzers -infrastructure Strategy defines the interventions necessary to protect the reliability of the equipmentStrategy defines the interventions necessary to protect the reliability of the equipment predictive and preventive maintenancepredictive and preventive maintenance operator monitoring tasksoperator monitoring tasks design improvementsdesign improvements job packs and spare partsjob packs and spare parts Strategies are living documents - continuously improved and updated withStrategies are living documents - continuously improved and updated with changes in operating contextchanges in operating context learnings from repairs and failureslearnings from repairs and failures Element 6C - Key Requirements GRS OVERVIEW

14 GRS 14 Strategies developed using RCM principles Element 6C - Key Requirement GRS OVERVIEW Will Time Based PM Task be effective Will Condition Monitoring Task be effective

15 GRS 15 6C Equipment Strategies 6B Operating Envelopes 6H Operator Care 6I Abnormal & Non- routine Operations 6A Site Plans and Objectives 6D Work Selection 6E Routine Work P/S/E 6F Turnaround P/S/E Critical Equipment PM scope & frequency Monitoring tasks based on criticality Effective/efficient field rounds & console monitoring Effective, efficient unit maintenance Effective response to minimize loss Critical Operating Scenarios Key Linkages (6B) Operating Envelopes for Process Critical Parameters 1 Year Plan Breakdown / Discretionary Work Latest Acceptable Completion Date based SDDs

16 GRS 16 Integrated Operating Envelope If an operating parameter has multiple limits, the Integrated Operating Envelope is the result of the most restrictive of these limits Tier I Limits Tier 3 Limits Many Optimisation and lower impact Reliability related Envelopes Tier 2 Limits IntegratedOperatingEnvelope High impact Reliability Envelopes Predominantly SHE and higher impact Reliability related Envelopes OPERATING ENVELOPES

17 GRS 17 Minimum Tasks Performed Which Parts are Operator Care? Visual Equipment Checks Check Equip Temp, Pressure, Amps, etc..... Check Lubrication, Look for Leaks Check Vibration Clean Equipment Grease/Oil Equipment Change Oil Tighten Belts Replace Filters Repair Leaks Change Safety Valves Improve Equipment Access Control Process Check Process Conditions Make Rounds Housekeeping Check Critical Devices Troubleshoot Instrument/ Electrical Problems Equipment PM Tasks Clean Exchanger Remove Field Equipment for Shop Work Replace Corroded Pipe Replace Leaking Valve Dismantle/ Repair/ Reassemble/ Reinstall Failed Equipment Equipment PM/Pd Data Analysis Optimize PM/Pd Tasks and Frequency Equipment Failure Analysis Bad Actor Identification and Corrective Action Identify/ Eliminate Unjustified or Idle Equipment Change to New Type Pump Seal Revise Piping or Exchanger Select and Install New Bearing New Design to Meet SHE Requirements Design Change to Meet Changed Process Requirements Capacity Creep Operate Monitor Basic Service Special Service Repair Diagnose Modify Redesign Operations GAPGAPGAPGAP Maintenance GAPGAPGAPGAP Engineering GAPGAPGAPGAP Traditional State OPERATE IT RIGHT Operator Care Expectations with GRS Maintenance MAINTAIN IT RIGHT Engineering RE-DESIGN IT RIGHT GRS OVERVIEW WORKSHOP

18 GRS 18 6C Equipment Strategies 6B Operating Envelopes 6H Operator Care 6I Abnormal & Non- routine Operations 6A Site Plans and Objectives 6D Work Selection 6E Routine Work P/S/E 6F Turnaround P/S/E Critical Equipment PM scope & frequency Monitoring tasks based on criticality Effective/efficient field rounds & console monitoring Effective, efficient unit maintenance Effective response to minimize loss Critical Operating Scenarios Key Linkages (start & end 6D, 6E & 6F) Operating Envelopes for Process Critical Parameters 1 Year Plan Breakdown / Discretionary Work Latest Acceptable Completion Date based SDDs

19 GRS 19 6E/6FPS&E WORK SELECTION - Work Flow TA Program Annual Program Breakdown (Functional Failure) Discretionary REJECT (Not met criteria) Plan & Schedule (based on resource + material availability) NonCRIT Standard Repair Timeframe by Equipment Class VCRIT Break-in to Schedule In-Program (future) Out-of-Program All Work Screener

20 GRS 20 Benefit to Cost A target benefit-to-cost ratio is defined by Site Management as the A target benefit-to-cost ratio is defined by Site Management as the hurdle for task screening. hurdle for task screening. Basis is short term, both for benefit and cost. Basis is short term, both for benefit and cost. All items that clear the hurdle are selected ACCEPTED All items that do not clear the hurdle are rejected. REJECTED WORK SELECTION – Discretionary Items

21 GRS 21 Multi-Month Maintenance Outlook (3 month) Critical few jobs affecting many people significant impact on production Updated monthly Consistent with process three month outlook Detailed activity plan Library of these kept on file Job preparation activities Must be value added (criteria defined) Small jobs don't need Job Pack Planning Job Pack Short-term Maintenance Schedule (4 week) Updated weekly Weeks 2-4 may have unresolved issues (evolving) Week 1 has no unresolved issues, shows 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 GRS OVERVIEW

22 GRS 22 Repairs PMs Improve Work Contingency PMs Improve Work Repairs Week 1 Week 2 Week 3 Week 4 60% of annual work ($$) is predefined and risk screened in an approved Annual Program 25% for scheduled Breakdown Mtce to repair failures Zero Program Slippage Only schedule when ready to execute (inc matls) 10% requested discretionary work screened/approved out-of-program with higher hurdle Resource Requirement 5% for Break-ins Crit Equip/Events with job packs and spares Repairs PMs Improve Work PMs Improve Work Repairs PMs Improve Work PMs Improve Work Repairs PMs Improve Work Contingency 95% Compliance to schedule Contingency Operations justify move to weeks 2/3/4 and define if any planned work slips Usually Week 4+ (ex small repairs) to allow good planning and scheduling Element 6E - Improved State GRS OVERVIEW

23 GRS 23 Site long range plans developed to identify timing for SD/TAs and long term milestones Site long range plans developed to identify timing for SD/TAs and long term milestones Provide Steering Committee and organizational structure to manage TA Provide Steering Committee and organizational structure to manage TA Establish the TA strategies, objectives, basis, and key constraints Establish the TA strategies, objectives, basis, and key constraints Utilize a milestone plan based on SD/TA complexity covering all major activities Utilize a milestone plan based on SD/TA complexity covering all major activities Integrate Maintenance, Operations, Inspection & Projects plans & schedules including pre and post work 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 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 Schedule key reviews throughout Planning & Scheduling, Execution and Closeout to steward progress, cost & performance Element 6F - Turnaround PS&E GRS OVERVIEW

24 GRS 24 New facilities achieve reliability, availability and costs consistent with the business objectives 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 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 Facilities meet the requirements of the Global Reliability System prior to commissioning and startup Operating Envelopes Operating Envelopes Equipment Strategies Equipment Strategies Operator Care Tasks Operator Care Tasks Element 3 - Facilities Design & Construction Expected Results: GRS OVERVIEW

25 GRS 25 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 Design it Right Stable Unit Reliable Equipment Operate it Right Fix it Right Equipment design supports high reliability Operate within 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 Changes managed SKILLED WORKFORCE EFFECTIVE LEADERSHIP Training and procedures provided to Operations and Maintenance Equipment maintenance needs and operating envelopes defined RELIABILITY MINDSET GRS OVERVIEW PROACTIVELY DEFINE CAPABILITY and NEEDS of the process and equipment OPERATE WITHIN process and equipment CAPABILITY Provide equipment and process needs EFFICIENTLY and EFFECTIVELY ANALYZE LOSSES to drive continuous improvement

26 GRS 26 Element 6G/9 linkage to 6J/6A Plan 1 ~~~~~ 2 ~~~~~ 3 ~~~~~ 4 ~~~~~ 6A 6J - Analyze Operations & Maintenance Activities 6E - Equipment Data 6F - Equipment Data 6G - Loss Data 6H - Observations 9 - Incident Investigation 9 - Incident Data Incident External Benchmark $ Information for: Equipment Strategies 6C Operating Envelope 6B GRS OVERVIEW New Technology and Network Best Practices

27 GRS 27 Each Reliability Plan should include the same specific topicsEach 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 topicSite management should determine level of detail required for each topic GRS OVERVIEW 6J/6A - Performance Improv. /Site Plans and Objectives

28 GRS 28 Event Near Miss or Greater Potential? (Actual x Potential x Barriers) Loss >50K$? Link RCFA Factors to GRS Elements Actions for tracking and follow-up HLVIs for sharing per GMOP 9.1 EnterintoDatabaseTool Categorize Per RCFA STD (+ GRS 9 considerations) High Medium Low CFWT (Causal Factor Why Tree) 5 - WHY Site only Element 9 - Incident Investigation & Analysis GRS OVERVIEW

29 GRS 29 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 Design it Right Stable Unit Reliable Equipment Operate it Right Fix it Right Equipment design supports high reliability Operate within 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 Changes managed SKILLED WORKFORCE EFFECTIVE LEADERSHIP Training and procedures provided to Operations and Maintenance Equipment maintenance needs and operating envelopes defined RELIABILITY MINDSET GRS OVERVIEW PROACTIVELY DEFINE CAPABILITY and NEEDS of the process and equipment based upon criticality OPERATE WITHIN CAPABILITY of process and equipment EFFICIENTLY and EFFECTIVELY PROVIDE NEEDS of equipment and process ANALYZE LOSSES to drive continuous improvement GRS drives the following key concepts...


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