Transcript Slide 1

GRS
Global Reliability System
Refining Congress - Argentina
D.E. Fitzgerald
1
EXXONMOBIL GLOBAL RELIABILITY SYSTEM
GRS
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
2
GRS - BACKGROUND
GRS
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”
3
Global Refinery Maintenance Costs
1996 - 2002
4
GRS
GRS
Reliability & Maintenance Results
5
GRS – Intranet Web-based Manual
Contents
GRS
Table of Contents
Introduction
Element 1
Element 2
Element 3
Element 4
Element 5
Element 6
6A
6B
6C
6D
6E
6F
6G
6H
6I
6J
Element 7
Element 8
Element 9
Element 10
Element 11
Appendix 1
Global Reliability System
ELEMENT
Management Leadership,
Commitment & Accountability
Risk Assessment & Management
Facilities Design& Construction
Process & Facilities Information
and Documentation
Personnel and Training
Operations and Maintenance
Site Plans and Objectives
Operating Envelope
Equipment Strategy
Work Selection
Routine Work Planning, Scheduling
and Execution
Turnaround/Shutdown Work
Planning, Scheduling, and Execution
Loss Monitoring and Response
Operator Care
Abnormal & Non-Routine
Operations
Performance Improvement
Management of Change
Third Party Services
Incident Investigation & Analysis
Community Awareness and
Emergency Response
Global Reliability System
Assessment and Improvement
Glossary
Purpose
Expected Results
Requirements
Key Measurements
Linkages
Inputs & Outputs
Practices
and
Examples
Overview
(Optional)
Practices
White
Papers
Process
Summaries
Detailed
Examples
6
System Simplified Flow
Plan
6H
Operator Care
6B
Operating Envelope
Objectives and Strategies
6A
Site Plans &
Objectives
3
Facilities Design
and Construction
7
Management
of Change
6C
Equipment Strategy
6E
Routine Work
Planning,
Scheduling &
Execution
11
GRS Assessment
and Improvement
6J
Performance
Improvement
4
Process & Facilities
Info & Documentation
5
Personnel
and Training
8
Third Party
Services
6G
Loss Monitoring
and Response
6I
Abnormal andEffective
Non-Routine
Operations
Planning,
Scheduling and Execution
6D
Work Selection
Improve
OIMS and
Supporting
Elements
Execute
2
Risk Assessment
and Management
1
Proactive
Management
Leadership
Leadership,
Plans,
GRS
10
Community
Awareness
7
6F
TA/Shutdown
Planning,
Scheduling &
Execution
Analyze
9
Reactive
Incident Investigation
and Analysis
Denotes
Out of Program Work
GRS OVERVIEW
GRS
GRS drives the following key concepts . . .
PROACTIVELY DEFINE
CAPABILITY and NEEDS of the
process and equipment based
upon criticality
ANALYZE LOSSES
to drive continuous
improvement
OPERATE WITHIN CAPABILITY
of process and equipment
Stable Unit
Reliable Equipment
Design it
Right
Operate it
Right
• Operate within defined
• Equipment
envelopes
design supports
•
Structured rounds to
high reliability
monitor & care for
• Changes managed
equipment
• Equipment maintenance
•
Planned response to
needs and operating
unit upset or nonenvelopes defined
routine operation
• Training and procedures • Monitor losses daily
provided to Operations
against set targets,
and Maintenance
identify cause, take
corrective action
•
EFFICIENTLY and
EFFECTIVELY
PROVIDE NEEDS of
Fix it
equipment and
Right
process
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
RELIABILITY MINDSET
SKILLED WORKFORCE
EFFECTIVE LEADERSHIP
8
GRS OVERVIEW
GRS
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)
9
GRS
ELEMENT 1 - LEADERSHIP
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
10
GRS
Key Linkages (6C)
6C Equipment
Strategies
PM scope &
frequency
Critical
Operating
Scenarios
Monitoring
tasks based
on criticality
Critical
Equipment
6B Operating
Envelopes
Operating Envelopes for
Process Critical Parameters
6H Operator Care
Effective/efficient field
rounds & console monitoring
6A Site Plans and
Objectives
Breakdown /
Discretionary
Work
6D Work Selection
1 Year
Plan
Latest Acceptable Completion
6I Abnormal & Nonroutine Operations
Effective response to
minimize loss
11
6E Routine Work P/S/E
6F Turnaround P/S/E
Effective, efficient
unit maintenance
GRS OVERVIEW
GRS
Element 6C - Key Requirements
• Equipment Strategy practices defined for each equipment type:
- fixed equipment
- instruments
- machinery
- analyzers
- electrical
-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
12
GRS
Key Linkages (6B)
6C Equipment
Strategies
PM scope &
frequency
Critical
Operating
Scenarios
Monitoring
tasks based
on criticality
Critical
Equipment
6B Operating
Envelopes
Operating Envelopes for
Process Critical Parameters
6H Operator Care
Effective/efficient field
rounds & console monitoring
6A Site Plans and
Objectives
Breakdown /
Discretionary
Work
6D Work Selection
1 Year
Plan
Latest Acceptable Completion
Date based SDD’s
6I Abnormal & Nonroutine Operations
6E Routine Work P/S/E
6F Turnaround P/S/E
Effective response to
minimize loss
13
Effective, efficient
unit maintenance
GRS
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
Tier 2
Tier 3
Limits
Limits
Limits
Predominantly
SHE and
higher impact
Reliability related
Envelopes
High
impact Reliability
Envelopes
14
Integrated
Operating
Envelope
Many Optimisation
and lower impact
Reliability related
Envelopes
GRS
Key Linkages (start & end 6D, 6E & 6F)
6C Equipment
Strategies
PM scope &
frequency
Critical
Operating
Scenarios
Monitoring
tasks based
on criticality
Critical
Equipment
6B Operating
Envelopes
Operating Envelopes for
Process Critical Parameters
6H Operator Care
Effective/efficient field
rounds & console monitoring
6A Site Plans and
Objectives
Breakdown /
Discretionary
Work
6D Work Selection
1 Year
Plan
Latest Acceptable Completion
Date based SDD’s
6I Abnormal & Nonroutine Operations
6E Routine Work P/S/E
6F Turnaround P/S/E
Effective response to
minimize loss
15
Effective, efficient
unit maintenance
GRS
WORK SELECTION - Work Flow
All Work
REJECT
(Not met criteria)
Screener
Out-of-Program
In-Program (future)
TA
Program
Annual
Program
Discretionary
NonCRIT
6E/6F
PS&E
Plan & Schedule
(based on resource +
material availability)
Standard Repair
Timeframe by
Equipment Class
16
Breakdown
(Functional
Failure)
VCRIT
Break-in to Schedule
WORK SELECTION – Discretionary Items
GRS
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.
ACCEPTED
REJECTED
All items that clear the
hurdle are selected
All items that do not clear
the hurdle are rejected.
17
GRS OVERVIEW
GRS
Element 6E - Routine Work PS&E

Multi-Month
Maintenance
Outlook
(3 month)
Planning
Job
Pack
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
Short-term
 Updated weekly
Maintenance  Weeks 2-4 may have unresolved issues (evolving)
 Week 1 has no unresolved issues, shows
Schedule
- when jobs will be done
(4 week)
- who will do the jobs
- and what resources they need
- represents the 5 daily schedules for Week 1
 Consistent with Process 4-Week Schedule
18
GRS OVERVIEW
GRS
Element 6E - Improved State
5% for Break-ins
Crit Equip/Events
with job packs
and spares
10% requested
discretionary work
screened/approved
“out-of-program”
with higher hurdle
25% for scheduled
Breakdown Mtce
to repair failures
60% of annual
work ($$) is
predefined and
risk screened
in an approved
Annual Program
95%
Compliance
to schedule
Operations justify move to weeks 2/3/4
and define if any planned work slips
Contingency
Contingency
Contingency
Repairs
Repairs
Repairs
Repairs
Repairs
Repairs
Repairs
PM’s
PM’s
PM’s
PM’s
PM’s
PM’s
PM’s
Improve
Work
Improve
Work
Improve
Work
Improve
Work
Week 1
Week 2
Week 3
Week 4
Contingency
Zero
Program
Slippage
19
Usually Week
4+ (ex small
repairs) to
allow good
planning and
scheduling
Only schedule
when ready to
execute
(inc matls)
GRS OVERVIEW
GRS
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
20
GRS OVERVIEW
GRS
PROACTIVELY DEFINE
CAPABILITY and NEEDS of the
process and equipment
ANALYZE LOSSES
to drive continuous
improvement
OPERATE WITHIN process and
equipment CAPABILITY
Stable Unit
Reliable Equipment
Design it
Right
Operate it
Right
Fix it
Right
• Operate within defined
• Equipment
envelopes
design supports
•
Structured rounds to
high reliability
monitor & care for
• Changes managed
equipment
• Equipment maintenance
•
Planned response to
needs and operating
unit upset or nonenvelopes defined
routine operation
• Training and procedures • Monitor losses daily
provided to Operations
against set targets,
and Maintenance
identify cause, take
corrective action
Provide equipment
and process needs
EFFICIENTLY and
EFFECTIVELY
• 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
RELIABILITY MINDSET
SKILLED WORKFORCE
EFFECTIVE LEADERSHIP
21
GRS OVERVIEW
GRS
Element 6G/9 linkage to 6J/6A
Operations & Maintenance
Activities
Incident
6J - Analyze
80
MTBR (months)
6E - Equipment Data
6F - Equipment Data
6G - Loss Data
6H - Observations
60
40
20
0
0
9 - Incident Investigation
500
1000
1500
2000
2500
3000
Total Cost Per Installed Pump (TCPI) (US $)
9 - Incident Data
6A
Plan
1 ~~~~~
2 ~~~~~
3 ~~~~~
4 ~~~~~
Estimated Opportunity by Equipment
Class
New
Technology
and
22
20
10
PRV
Atm. Tanks
Instruments
Pumps
0
Heat Ex.
External Benchmark $
30
Analyzer
M$/yr
40
Information for:
Equipment Strategies 6C
Operating Envelope 6B
GRS OVERVIEW
GRS
Element 9 - Incident Investigation & Analysis
Event
Loss >50K$?
Enter
into
Near Miss or
Greater Potential?
Database
(Actual x Potential x Barriers)
Actions
for tracking
and follow-up
HLVI’s
for sharing
per GMOP 9.1
Categorize
Per RCFA STD
(+ GRS 9 considerations)
Tool
CFWT
(Causal Factor
Why Tree)
Link RCFA
Factors to
GRS Elements
High
Medium
Low
5 - WHY
23
Site only
GRS OVERVIEW
GRS
GRS drives the following key concepts . . .
PROACTIVELY DEFINE
CAPABILITY and NEEDS of the
process and equipment based
upon criticality
ANALYZE LOSSES
to drive continuous
improvement
OPERATE WITHIN CAPABILITY
of process and equipment
Stable Unit
Reliable Equipment
Design it
Right
Operate it
Right
• Operate within defined
• Equipment
envelopes
design supports
•
Structured rounds to
high reliability
monitor & care for
• Changes managed
equipment
• Equipment maintenance
•
Planned response to
needs and operating
unit upset or nonenvelopes defined
routine operation
• Training and procedures • Monitor losses daily
provided to Operations
against set targets,
and Maintenance
identify cause, take
corrective action
•
EFFICIENTLY and
EFFECTIVELY
PROVIDE NEEDS of
Fix it
equipment and
Right
process
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
RELIABILITY MINDSET
SKILLED WORKFORCE
EFFECTIVE LEADERSHIP
24