Presentation is loading. Please wait.

Presentation is loading. Please wait.

Maintenance Execution & Shutdowns best practice Lindsay Cameron Planning Superintendent Fluor – Shell Maintenance Alliance Shell Geelong Refinery.

Similar presentations


Presentation on theme: "Maintenance Execution & Shutdowns best practice Lindsay Cameron Planning Superintendent Fluor – Shell Maintenance Alliance Shell Geelong Refinery."— Presentation transcript:

1 Maintenance Execution & Shutdowns best practice Lindsay Cameron Planning Superintendent Fluor – Shell Maintenance Alliance Shell Geelong Refinery

2 LINDSAY CAMERON – WORK HISTORY Lindsay Cameron is a Mechanical Engineer with a Bachelor of Engineering degree from Queensland Institute of Technology and a MBA from Melbourne University Lindsay Cameron has worked in maintenance planning and shutdowns for Shell, BlueScope Steel, Western Mining, QENOS, Anaconda Nickel, & Port Kembla Copper for over 20 years. In addition, he has worked on various SAP implementations while working for Deloitte Consulting (including AGL, Pasminco, Transfield, & Telstra). He specializes in Planning & Scheduling systems such as SAP & Primavera. Lindsay currently works for Fluor Operations & Maintenance as the Planning Superintendent for the Shell Geelong Refinery. His interests are family, cycling, motor racing, & the stock market/real estate investing.

3 AGENDA Introduction The Importance of Maintenance Execution Maintenance Execution process steps Maintenance Workflow Maintenance Events Shutdowns Process Worked Example (Risk Analysis) Questions

4 THE IMPORTANCE OF MAINTENANCE EXECUTION

5 GOOD MAINTENANCE IS GOOD SAFETY New legislative requirements Increased stakeholder scrutiny of safety performance Risk Management strategies ZERO HARM Good Safety is Good Business 1947 Texas City Explosion 145 Shift Workers killed in Monsanto Plant from explosion in nearby wharf

6 MAINTENANCE EXECUTION What is Maintenance Execution? Integrated process covering: Job Screening (including Risk & Priority) Scoping (what to do) Planning (how to do it) Scheduling (when to do it) Execution (doing it) Close-out

7 JOB SCREENING Identify the work required CMMS system (SAP Notifications) Can be raised by “ anybody ” Review the Notifications Done by somebody who understands business “ risk ” Determine the business risk Consequence & Probability People, Assets, Environment, & Reputation Convert Business Risk to Priority Determine required End Date for work & drive Maintenance Execution to achieve this end date Assign to personnel to Scope & Plan work

8 SCOPING What are you going to do? Replace Repair Patch up Defer work Do nothing Identify duplicate jobs (or similar work) Developed by Subject Matter Experts Cost considerations must be accounted for Operational Constraints (production requirements, statutory requirements, resource availability, etc)

9 PLANNING How are you going to do the work? Basic requirements: Job Tasks, Steps, Duration, & Sequence Resources People Materials Tools Equipment Cost Estimate Risk Assessment (PPA) Safety Requirements (JSA/JHA)

10 SCHEDULING When you are going to do the work? Scheduling involves several key plant stakeholders Supervisors (own the labour & equipment resources) Operations (own the plant) Scheduler (builds the schedule) Warehouse (owns the materials) Someone must “ own ” the Schedule (senior role) Cyclic process (usually weekly) Separate roles for Planning & Scheduling

11 EXECUTION Do the work Do the work you say you are going to do Do it when you say you are going to do it Like taking your car in for a service Measure performance by KPIs Schedule Attainment PM Compliance Orders completed by required end date Ownership of KPIs is at the appropriate stakeholder NOT the Planner (or Scheduler) Schedule Attainment  Supervisor PM Compliance  Maintenance Engineer Orders by End Date  Maintenance Engineer

12 CLOSE-OUT Often forgotten part of process Record completion of each step Collect hours worked Collect history (damage, cause, activities) Determine costs Continuous learning

13 WORKFLOW Putting it all together

14 MAINTENANCE WORK-FLOW Types of Work PMs (Preventive Maintenance) Corrective Work Breakdowns Refurbishment Each will have a work-flow process

15

16 INITIATION Different Work Types SAP Notification PM Schedule Injected Work (E&SB) SAP Notification For a Corrective job Acceptance required before work proceeds Approval by Maintenance Manager, etc. PM Schedule Automatically generated Pre-Approved Injected Work Emergency & Schedule Breakers For Breakdowns Immediate approval

17 PLANNING Planned Job Planned Jobs will require an Estimate Can then go off to be Approved Before detail planning job, get approval to proceed (avoids spending time on job that may not go ahead) PM Schedule Job already planned Breakdowns This process shows no planning step for breakdowns Best practice is to have some templates available for breakdowns

18 SCHEDULING WORK LOG Planned Jobs & PM Schedules go into common backlog of work Jobs that can be deferred are identified SCHEDULE Jobs are scheduled according to business requirements Schedule for all available hours BREAKDOWNS Breakdowns are not scheduled They get “injected” during Execution phase

19 EXECUTION Daily & Weekly Schedule Jobs are executed according to priority and business requirements Deviations from schedule managed by Operational Personal Breakdowns Breakdowns are “injected” into daily schedule Pre-identified “backlog” jobs are deferred Breakdown work orders should have a sunset clause on them (suggest 48 hours)

20 HISTORY All Jobs Failure data added to CMMS Hours recorded Update library plans (or create new ones) Breakdowns Reliability analysis Is a library plan required? Is a PM required? PMs PM data updated Recommend that PMs do not get rescheduled based on Completion Date

21 MAINTENANCE EVENTS - PMs If you do a job, then there is a 80% chance that you will do it again in the next two years What jobs can be converted to a schedule? Store in CMMS System Two major improvements Increased reliability Increased planning efficiency Identify Resources in advance Automate & consolidate resource procurement processes Less wastage

22 BREAKDOWNS If you do a job, then there is a 80% chance that you will do it again in the next two years This applies to breakdowns as well Some initiatives that can be put in place APLs (Application Parts Lists) – Lists of parts that could be required for a job BOMS (Bills of Material) – Lists of parts that make up a piece of equipment Library Plans – If a breakdown occurs, then you already have a template available

23 CORRECTIVE WORK ONE LIST – Have your list in a CMMS System Should include the following: Project Work Major Maintenance Re-Engineering Consolidated list of work to be done Can have major conflicts between Project Work & Maintenance Work

24 FOUR PHASES OF SHUTDOWN MANAGEMENT Initiation

25 SHUTDOWN STEERING GROUP Manage upwards as well as downwards Managing a large Program requires input from various stakeholders Shutdown Steering Group to set strategic direction Cross-section of senior management Must have a Charter (avoid micro- managing)

26 FOUR PHASES OF SHUTDOWN MANAGEMENT Planning & Preparation

27 SHUTDOWN CRITERIA Must Justify why a job is being done in Shutdown

28 JOB LIST REVIEW Jobs to be reviewed for their operational impact if not done Risk Matrix  Likelihood & Consequence

29 GANTT CHART DEVELOPMENT A Gantt Chart is required Develop a Critical path Duration to be prime-to-prime Have ONE schedule Duration of each step to be such as to be easily tracked Less than reporting period (target for <12 hours) Larger jobs to have milestones or other metric to track progress Create a Baseline & track progress against the baseline

30 RISK ANALYSIS Use a Risk Management Process Kepner Tregoe PPA (Potential Problem Analysis) PPA Criteria Quality Critical Work Reliability Critical Work Safety Critical Path Tasks with prior problems New &/or Unusual Tasks Work Group Involvements Review job again if criteria changes

31 FOUR PHASES OF SHUTDOWN MANAGEMENT Execution

32 MEETING STRUCTURE Consistent meeting times 10:00 AM Morning Area Meeting 3:00 PM Managers Meeting Schedule Updates 7:00 AM Update for Morning Meeting 3:00 PM Update for Night Shift

33 EARNED VALUE Tool for tracking progress against schedule Quickly shows if you are falling behind schedule Forecast costs to complete work

34 SHUTDOWN COMMUNICATIONS is a problem Reply All Mass Distribution lists Not everyone has access Noticeboards not very effective Tool-Box talks are very effective Meetings work well Large mass meetings do not work well Signs work well for operators Flashing signs work extremely well Jury is still out on Intranet Your audience is not homogenous People will generally not spread rumours that they believe are not true

35 FOUR PHASES OF SHUTDOWN MANAGEMENT Close-out

36 POST SHUTDOWN REVIEW Carry out SWOT Analysis Consolidate issues Feed-Back into Management Plan for future shutdowns Some issues that came out of manufacturing site shutdown Need two night shift managers Need to update schedule twice per day Supply Department was very happy No IT issues Site Security not up to scratch Steering Group worked well Site Wide Coordination worked well (forum of regular Meeting) Communication needs a lot of work Fix the phones

37 PREVIOUSLY WORKED EXAMPLE SHUTDOWN PPA WATER SUPPLY TURNED OFF DURING SHUTDOWN

38 Potential ProblemsPSLikely CausesPreventive ActionsContingent ActionsTriggers PPA PROFORMA

39 QUESTIONS


Download ppt "Maintenance Execution & Shutdowns best practice Lindsay Cameron Planning Superintendent Fluor – Shell Maintenance Alliance Shell Geelong Refinery."

Similar presentations


Ads by Google