1. Global Reliability System Refining Congress - Argentina
Welcome participants to the GRS Workshop for Management.
If this package is being presented as an intro to a complete workshop, consider the need to cover several logistics with the participants.(i.e. facilities layout, evacuation routes, accommodations such as restrooms, available cafeteria(s), and participant materials).
With facilities and amenities sufficiently covered:
Cue the next slide
Global Reliability System
Refining Congress - Argentina
D.E. Fitzgerald

2. 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

3. 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”
Explaining the arrow:
Manuacturing Excellence systems have been developed and continuously improved within every area of Exxon and Mobil since many years ago.
All those systems shared the basic principles and many requirements and procedures, however, the terminology and some particular processes were confined to the business in which every one of them was developed.
In 2004, GRS was launched to the whole company in order to use the same language, and most important, to share improvements and best practices at a much bigger scale.
--After this explanation, click and go through the bullets.

4. Global Refinery Maintenance Costs 1996 - 2002

5. Reliability & Maintenance Results

6. Run till next scheduled shutdown
Reliability Definition
Run till next scheduled shutdown
Meet run plan targets
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.
100%
Right First Time
It is critical to understand that Reliability for ExxonMobil is NOT only equipment uptime as some people may have perceived before.
The definition of Reliability under GRS is quite extensive, and includes not only uptime but quality as a hole. In the other hand, Quality not only means compliance to specifications, but making sure the specifications reflect the customer requirements, and that the customer receives its orders on time, with the right and flawless documentation, at the time we agreed with them. We talk about “Total Quality”, which means doing the right things right from the first time, all the times.
Keep within “Process Operating Window”.

7. Global Reliability System
GRS – Intranet Web-based Manual Contents
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
Overview
(Optional)
Purpose Expected Results Requirements Key Measurements Linkages Inputs & Outputs
Practices
and
Examples
Practices
White Papers
Process Summaries
Detailed
Examples

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

9. GRS drives the following key concepts . . .
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
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
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
Those Elements deliver the tools to BUILD IT RIGHT, OPERATE
IT RIGHT AND MAINTAIN IT RIGHT by driving four key concepts.
Reveal the concepts
Changes managed
Equipment maintenance needs and operating envelopes defined
Training and procedures provided to Operations and Maintenance
RELIABILITY MINDSET
SKILLED WORKFORCE EFFECTIVE LEADERSHIP

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)
Suggest, “that if GRS is the foundation of a reliability culture....”
Cue slide....”then Element 1 is the cornerstone from which everything else is aligned.”
Next Slide

11. Expected Results: ELEMENT 1 - LEADERSHIP
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

12. Key Linkages (6C) 6C Equipment Strategies 6A Site Plans and Objectives
PM scope & frequency
Critical Operating
Scenarios
Breakdown / Discretionary Work
Critical Equipment
Monitoring tasks based on criticality
6B Operating
Envelopes
6D Work Selection
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

13. Element 6C - Key Requirements
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
Cue
Strategies will cover all equipment types, including the development of effective infrastructure strategies
Defines all necessary tasks for mitigating both mechanical failure and process degradation. The need for job packs and spare parts is also identified to ensure the appropriate response upon failure for your critical equipment.
Your Management of Change process should also support maintenance of your strategies by
Identifying any facilities (like projects) or procedural changes that will change OPERATING CONTEXT for your existing equipment, and
Capturing any failure findings during repairs that would indicate a less than adequate strategy
And updating these strategies to maintain your equipment reliability
(6)

14. 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
Strategies developed in 6C are RCM based. Two key components of RCM used in developing strategies are:
Cue
Failure Patterns
The probability of failure falls under one of these 6 patterns. For example:
Pattern “A” represents a high probability of infant mortality at start-up after a repair, with a lower constant probability of failure over an extended period of time, with an increasing probability of failure or wear-out period as it approaches end of life.
Pattern “C” represents a constantly increasing probability of failure through its life
FYI – 89% of failures fall under patterns D, E, & F (totally random failures) based on studies in aircraft maintenance
The second component is P-F Curve
The curve represents the degrading condition over tie once failure begins.
Point P is where the failure is detectable
Point F is failure
For any failure finding or monitoring tasks to be effective, it should be performed at ½ of the P-F interval
For a task to mitigate failure;
It must be defined based on the failure pattern,
Not be performed to often to introduce higher probability of infant mortality, and
For any monitoring tasks, be performed at ½ the P-F interval to reverse the effect of the degradation

15. 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
6B Operating
Envelopes
6D Work Selection
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

16. If an operating parameter has multiple limits, the “Integrated
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
Tier I
Limits
Tier 2
Limits
Integrated
Operating
Envelope
Tier 3
Limits
Discuss Integrated Operating Envelope.
Cue the slide discuss Tier 1.
Cue and discuss Tier 2
Cue and discuss Tier 3.
Cue and discuss IOE.
Next slide
(4)
Many Optimisation
and lower impact
Reliability related
Envelopes
Predominantly
SHE and
higher impact Reliability related
Envelopes
High
impact Reliability Envelopes

17. Minimum Tasks Performed
GRS OVERVIEW WORKSHOP
Which Parts are Operator Care?
Minimum Tasks Performed
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
GAP
Maintenance
Engineering
Traditional State
Six (6) Cues are required to fully develop this slide:
Cue - If you look at equipment in terms of the components to maintain or improve its reliability, you start with the proactive steps
Operate it right, monitoring, basic service, special service
Cue - Then you have the reactive steps
Repair, Diagnose, Modify, Redesign
Cue - Traditional state – Operations view is “I run it, you fix it”
Gaps in ownership, follow-up, and ownership
Cue - New vision – View from Operations is “I’ll look after it, and Maint. & Tech, you improve it”
There are no clear lines of demarcation, but rather a shared ownership and responsibility
Cue – What is Operator Care? At a minimum it includes checking process conditions, rounds, visual monitoring, and cleaning of some equipment
Cue – at a maximum, it could include tightening of belts, replacing small filters, check of critical devices
What ultimately is included in operator care at a particular site will be influenced by
Cultural differences or union agreements
Also, some of the more complex activities require special training and shift continuity
The point of this slide is to illustrate that we want to:
Minimize: repair, modify & redesign – very expensive
Maximize: Operate it right and monitoring to forewarn of potential failures – this is the most cost effective mode of operation
Cue - Next Slide
OPERATE IT RIGHT
Operator Care
Expectations with GRS
Maintenance
MAINTAIN IT RIGHT
Engineering
RE-DESIGN IT RIGHT

18. 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
6B Operating
Envelopes
6D Work Selection
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

19. All Work (Not met criteria) TA Program Annual 6E/6F PS&E
WORK SELECTION - Work Flow
All Work
Screener
REJECT
(Not met criteria)
In-Program (future)
Out-of-Program TA
Program
Annual
Breakdown
(Functional
Failure)
Discretionary
Plan & Schedule
(based on resource + material availability)
Cue to build and discuss the screening work flow. This graphic builds In-Program first then Out-of Program. It takes 9 cues to build this graphic.
Next slide.
NonCRIT
Standard Repair Timeframe by Equipment Class
(9)
VCRIT
6E/6F
PS&E
Break-in to Schedule

20. 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.
Cue to reveal statement of benefit to cost target.
Reveal and discus accepted items.
Reveal and discus rejected items.
Next slide
ACCEPTED
REJECTED
All items that clear the hurdle are selected
All items that do not clear the hurdle are rejected.

21. Element 6E - Routine Work PS&E
GRS OVERVIEW
Element 6E - Routine Work PS&E
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
Two Cues Required
This slide gives an overview of planning and scheduling
A 3-month outlook is developed for the critical few jobs.
Cue the slide and state, “Job Packs are developed when needed. These are extensive for large / complex jobs. None for small jobs like calibrating a transmitter.”
Cue the slide and state, “A detailed, 4-week schedule is developed
No unresolved issues for week one
May have unresolved issues in weeks 2 - 4
Next Slide
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
(2)

22. Element 6E - Improved State
GRS OVERVIEW
Element 6E - Improved State
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
5% for Break-ins
Crit Equip/Events
with job packs and spares
Resource Requirement
10% requested
discretionary work
screened/approved
“out-of-program”
with higher hurdle
95%
Compliance
to schedule
Contingency
Contingency
Contingency
Contingency
25% for scheduled
Breakdown Mtce
to repair failures
Repairs
Repairs
Repairs
Repairs
Repairs
Repairs
Repairs
Only schedule
when ready to
execute
(inc matls)
60% of annual
work ($$) is
predefined and
risk screened
in an approved
Annual Program
PM’s
PM’s
PM’s
This slide represents an “Improved State” for planning and scheduling:
Six (6) Cues Required
Cue #1 - 60% of the work is defined in the annual plan.
Cue #2 - 25% is for scheduled breakdown repairs.
Cue #3 - Only about 10% of the work is “discretionary.”
Cue #4 - Only about 5% is from “break-ins.”
Cue #5 - Service deliverable dates allow repairs to be spread to future weeks.
Cue #6 - Work is only scheduled when materials are available.
- Delivery dates are met for all program work.
- 95% compliance to schedule (100% of resources are scheduled).
Next Slide
Zero
Program
Slippage
PM’s
PM’s
PM’s
PM’s
(6)
Improve
Work
Improve
Work
Improve
Work
Improve
Work
Improve
Work
Improve
Work
Improve
Work
Week 1
Week 2
Week 3
Week 4

23. Element 6F - Turnaround PS&E
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 plan based 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
Next we will talk about T/A Planning, Scheduling and Execution
Cue and briefly summarize each bullet point. Seven cues are required to develop the slide.
After all statements have been revealed and discussed, state, “The TA element is very similar to existing systems. One of the changes is the application of the Milestone Plan Complexity Factor that we will cover on this next slide.”
Next Slide
(7)

24. Element 3 - Facilities Design & Construction
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
Four (4) Cues required to develop the slide. Cue and discuss each one of the Element 6A Practice Summary Statements.
Cue #1 - Achieve reliability and Cost objectives
Cue #2 - Utilisation of Reliability Reviews and Best Practices
Cue #3 - New facilities meet GRS requirements
Cue #4 - Requirements are included in Project Management systems
Simply stated, the changes are to:
Translate reliability objectives into something meaningful for Project Management
Use reliability modeling wherever it makes sense
Next Slide
(4)

25. GRS OVERVIEW Flawless Operation RELIABILITY MINDSET
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
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
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
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

26. Equipment Strategies 6C
GRS OVERVIEW
Element 6G/9 linkage to 6J/6A
Operations & Maintenance
Activities
6E - Equipment Data
6F - Equipment Data
6G - Loss Data
6H - Observations
Plan
1 ~~~~~
2 ~~~~~
3 ~~~~~
4 ~~~~~ 6A
6J - Analyze
9 - Incident Investigation
9 - Incident Data
Incident
External Benchmark $
Loss monitoring and Incident Investigation has important linkages to Element 6J Performance Improvement, and Element 6A development of Site Plans & Objectives.
Cue
Data critical to identifying performance improvement activities include
Equipment failure history and maintenance cost data from routine maintenance findings(6E), and SD/TA findings (6F). Process losses from Loss Monitoring (6G), and Operator Care observations from operations envelop and equipment monitoring in (6H)
Incident Tracking Data from IMPACT (9)
External benchmarks such as Refining Maintenance Cost per EDC, Chemicals Maintenance as % of Replacement Value, Equipment Class MTBR targets, cost per installed equipment, etc
New Technology and Best Practices
Through Pareto and other analysis techniques, data is analyzed
And site plans are developed
In addition, analysis of equipment bad actor data will identify strategy and operating envelop improvements for your site, further driving reliability improvements.
(6)
New Technology and
Network
Best Practices
Information for:
Equipment Strategies 6C
Operating Envelope 6B

27. 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
Each refinery’s plan will include these sections. Site management will determine level of detail needed for each section based on his sites performance opportunities.
(3)

28. (Actual x Potential x Barriers) (+ GRS 9 considerations)
GRS OVERVIEW
Element 9 - Incident Investigation & Analysis
Event
Near Miss or
Greater Potential?
(Actual x Potential x Barriers)
Loss >50K$?
Enter
into
Database
Tool
Categorize
Per RCFA STD
(+ GRS 9 considerations)
High
Medium
Low
CFWT
(Causal Factor
Why Tree)
5 - WHY
Site only
Link RCFA
Factors to
GRS Elements
Actions
for tracking
and follow-up
HLVI’s
for sharing
per GMOP 9.1
Four (4) Cues required to develop this slide
Next Slide
(4)

29. GRS drives the following key concepts . . .
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
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
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
Those Elements deliver the tools to BUILD IT RIGHT, OPERATE
IT RIGHT AND MAINTAIN IT RIGHT by driving four key concepts.
Reveal the concepts
Changes managed
Equipment maintenance needs and operating envelopes defined
Training and procedures provided to Operations and Maintenance
RELIABILITY MINDSET
SKILLED WORKFORCE EFFECTIVE LEADERSHIP