Maintenance & Shutdowns best practice & Management

Maintenance & Shutdowns best practice & Management

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

Introduction The Importance of Maintenance Execution Maintenance Execution process steps Maintenance Workflow Maintenance Events Shutdowns Process Worked Example (Risk Analysis) Questions THE IMPORTANCE OF MAINTENANCE EXECUTION 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

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 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 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) 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) 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 EXECUTION

Do the work Measure performance by KPIs 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 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 CLOSE-OUT Often forgotten part of process Record completion of each step Collect hours worked Collect history (damage, cause,

activities) Determine costs Continuous learning WORKFLOW Putting it all together MAINTENANCE WORKFLOW Routine Work Flow Non Routine Work Flow Review and Approve Requests Plan Jobs Authorize Costs Prioritize Work Schedule Allocate Jobs and Do the for the Work Next Period Unplanned Jobs Collect Costs & = Job Feedback Accommodate Interrupt Schedule Continuous

Improvement Types of Work PMs (Preventive Maintenance) Corrective Work Breakdowns Refurbishment Each will have a work-flow process INITIATION PLANNING and SCHEDULING EXECUTION HISTORY Verification Strategy Job Request Request for work Accept Estimate Approve W O R K Schedule

Execute & Verify History Verify favourable effect on plant performance L O G CMMS Schedules MIMS Planning Tools Planning Tools Unplanned event affecting Safety / Production Event Reporter ORIGINATOR Clear and concise information at the lowest recordable level on the nature of the task AML Accept request for further action in unit / engineering WORKS COORD Search for W/ O's. Verify all details, work type, priority

and location. Assign to Work Order and allocate cost code. WORKS CO-ORD Estimate labour, materials and resources UNIT SUPER (AML) Approve work order - approve expenditure against budget WORKS CO-ORD Assign labour group, Start and Finish dates. Confirm material and services availability. Confirm plant availability WGL Assign labour. Arrange plant access. Confirm materials / services arrangements. Generation of JR's for additional works. Raise PR's for additional materials. ASSET MAINT Execute work Verify Work Instructions Commission Plant ASSET MAINT Update history files WORKS CO-ORD Update schedule, quality check history.

WGL Validate work. Validate history. Receipt materials Asset Maint Maint Strategist Reliability Eng CM Specialist Hydraulics Spec Automation Spec INITIATION PLANNING and SCHEDULING Job Request Request for work Accept Estimate Approve CMMS Schedules MIMS Planning Tools Unplanned event affecting Safety / Production Event Reporter ORIGINATOR Clear and concise information at the lowest recordable level

on the nature of the task AML Accept request for further action in unit / engineering WORKS COORD Search for W/ O's. Verify all details, work type, priority and location. Assign to Work Order and allocate cost code. WORKS CO-ORD Estimate labour, materials and resources UNIT SUPER (AML) Approve work order - approve expenditure against budget EXECUTION HISTORY INITIATION Different Work Types SAP Notification Execute PMSchedule History Schedule & Verify W O Injected Work (E&SB)

R K SAP Notification L O For a Corrective job G Acceptance required before work proceeds Planning Tools Approval by Maintenance Manager, etc. PM Schedule Automatically WGL WORKS CO-ORD ASSET MAINT generated Assign labour. Assign labour group, Start and Update history files Arrange plant Finish dates. Confirm material access. and services availability. Confirm Pre-Approved Confirm materials / WORKS CO-ORD plant availability services Update schedule, Injected Workarrangements. quality check Generation of JR's history. for additional works. Emergency & Schedule

Raise PR's for WGL additional materials. Breakers ASSET MAINT Validate work. Validate history. Execute work Receipt materials For Breakdowns Verify Work Instructions Immediate approval Commission Plant Verification Strategy Verify favourable effect on plant performance Asset Maint Maint Strategist Reliability Eng CM Specialist Hydraulics Spec Automation Spec INITIATION PLANNING and SCHEDULING Job Request Request for work Accept

Estimate Approve W O R K Schedule L O G CMMS Schedules MIMS Planning Tools Unplanned event affecting Safety / Production Event Reporter ORIGINATOR Clear and concise information at the lowest recordable level on the nature of the task AML Accept request for further action in unit / engineering WORKS COORD Search for W/ O's. Verify all details, work type, priority and location. Assign to Work

Order and allocate cost code. WORKS CO-ORD Estimate labour, materials and resources UNIT SUPER (AML) Approve work order - approve expenditure against budget WORKS CO-ORD Assign labour group, Start and Finish dates. Confirm material and services availability. Confirm plant availability Verification PLANNING EXECUTION HISTORY Strategy Planned Job Planned Jobs will require an Estimate Execute History & Verify Can then go off to be Verify Approved favourable on Before detail effect plant performance planning job, get approval to proceed (avoidsPlanning spending Tools time on job that may not go ahead)

PM Schedule Job already planned Breakdowns WGL ASSET MAINT Asset Maint Assign labour. ThisUpdate process shows history files Maint Arrange plant Strategist access. no/ planning for Reliability Confirm materials WORKS CO-ORD step Eng services Update schedule, CM arrangements. quality check breakdowns Specialist Generation of JR's history. for additional works. Best practice isHydraulics to Spec Raise PR's for WGL Automation additional materials. Validate work. templates Spec have some ASSET MAINT Validate history. Execute work Receipt materials available for

Verify Work Instructions Commission breakdowns Plant SCHEDULING INITIATION PLANNING and SCHEDULING WORK LOG Planned Jobs & PM Schedules Job Request go into common backlog of work Accept Estimate Approve Request for W work O Jobs that can be deferred are R K identified L O SCHEDULE CMMS G Schedules Jobs are scheduled according MIMS to business requirements Planning Tools Schedule for all available hours BREAKDOWNS Unplanned event affecting Breakdowns are not scheduled Safety / Production They get injected during

Event Reporter Execution phase ORIGINATOR Clear and concise information at the lowest recordable level on the nature of the task AML Accept request for further action in unit / engineering WORKS COORD Search for W/ O's. Verify all details, work type, priority and location. Assign to Work Order and allocate cost code. WORKS CO-ORD Estimate labour, materials and resources UNIT SUPER (AML) Approve work order - approve expenditure against budget EXECUTION Schedule WORKS CO-ORD Assign labour group, Start and Finish dates. Confirm material and services availability. Confirm plant availability

Execute & Verify HISTORY Verification Strategy History Verify favourable effect on plant performance Planning Tools WGL Assign labour. Arrange plant access. Confirm materials / services arrangements. Generation of JR's for additional works. Raise PR's for additional materials. ASSET MAINT Execute work Verify Work Instructions Commission Plant ASSET MAINT Update history files WORKS CO-ORD Update schedule, quality check history. WGL Validate work. Validate history. Receipt materials

Asset Maint Maint Strategist Reliability Eng CM Specialist Hydraulics Spec Automation Spec INITIATION PLANNING and SCHEDULING EXECUTION Daily & Weekly Schedule Job Request Jobs are executed according to Estimate Approve Schedule priorityAcceptand business requirements Request for W work O Deviations from schedule managed R K by Operational Personal L O CMMS Breakdowns G Schedules Breakdowns are injected into daily MIMS schedule Planning Tools Pre-identified backlog jobs are Unplanned deferred

event affecting Safety / Breakdown work orders should have Production a sunset clause on them (suggest 48 Event Reporter hours) ORIGINATOR Clear and concise information at the lowest recordable level on the nature of the task AML Accept request for further action in unit / engineering WORKS COORD Search for W/ O's. Verify all details, work type, priority and location. Assign to Work Order and allocate cost code. WORKS CO-ORD Estimate labour, materials and resources UNIT SUPER (AML) Approve work order - approve expenditure against budget WORKS CO-ORD Assign labour group, Start and Finish dates. Confirm material and services availability. Confirm plant availability

EXECUTION Execute & Verify HISTORY Verification Strategy History Verify favourable effect on plant performance Planning Tools WGL Assign labour. Arrange plant access. Confirm materials / services arrangements. Generation of JR's for additional works. Raise PR's for additional materials. ASSET MAINT Execute work Verify Work Instructions Commission Plant ASSET MAINT Update history files WORKS CO-ORD Update schedule, quality check history. WGL Validate work. Validate history.

Receipt materials Asset Maint Maint Strategist Reliability Eng CM Specialist Hydraulics Spec Automation Spec INITIATION Job Request Request for work CMMS Schedules MIMS Unplanned event affecting Safety / Production Event Reporter ORIGINATOR Clear and concise information at the lowest recordable level on the nature of the task PLANNING and SCHEDULING EXECUTION HISTORY All Jobs Failure data added to CMMS Execute Accept Hours Estimate

Approve Schedule recorded & Verify W O Update library plans (or create new R K ones) L O Breakdowns G Reliability analysis Is a library plan required? Planning Tools Is a PM required? PMs PM data updated Recommend that PMs do not get rescheduled based on Completion WGL AML WORKS CO-ORD CO-ORD DateWORKS Assign labour. UNIT SUPER Accept request Assign labour group, Start and Estimate labour, for further action in unit / engineering WORKS COORD Search for W/

O's. Verify all details, work type, priority and location. Assign to Work Order and allocate cost code. materials and resources (AML) Approve work order - approve expenditure against budget Finish dates. Confirm material and services availability. Confirm plant availability Arrange plant access. Confirm materials / services arrangements. Generation of JR's for additional works. Raise PR's for additional materials. ASSET MAINT Execute work Verify Work Instructions Commission Plant HISTORY Verification Strategy History Verify favourable effect on plant

performance Planning Tools ASSET MAINT Update history files WORKS CO-ORD Update schedule, quality check history. WGL Validate work. Validate history. Receipt materials Asset Maint Maint Strategist Reliability Eng CM Specialist Hydraulics Spec Automation Spec 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 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 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 FOUR PHASES OF SHUTDOWN MANAGEMENT Initiation 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 micromanaging) FOUR PHASES OF SHUTDOWN MANAGEMENT Planning & Preparation SHUTDOWN CRITERIA Must Justify why a job is being done in Shutdown CRIT Shutdown criteria

DUR SYN Duration Can only be done while equipment is disassembled for other shutdown work Synergies with doing work in conjunction with other shutdown work UTIL Utility equipment that is only available during shutdown period HAZ Work of a hazardous nature that must be done while plant is isolated OTH Other (please advise) DIS JOB LIST REVIEW LIKELIHOOD Jobs to be reviewed for their operational impact if not done Risk Matrix Likelihood & Consequenc e 5

Extreme High Almost Certain (Over 30%) $0 4 Likely (10% to 30%) $0 $0 9 18 27 Moderate 12 $0 $0 $0 $0 36 34 26 $105 $96 13 21 3 Possible

(3% to 10%) 35 79 $0 2 29 33 30 37 22 39 3 5 32 10 $271 23 2 $512 1 4 6 14 24 7 31 28

25 20 15 $443 $539 $0 $0 $0 17 38 Unlikely (1% to 3%) $0 $28 $97 1 Moderate High Rare Low (up to 1%) $0 $0 $0

$0 1 2 3 4 5 Low Minor Moderate Major Critical <$25k $25k - $250k $250k - $2.5m $2.5m - $25m >$25m Probability of Event Occuring in 2005/06 Financial Year $0 CONSEQUENCE (BUSINESS IMPACT) Safety Impact Environmental Impact Operational Impact $000's

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 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 FOUR PHASES OF SHUTDOWN MANAGEMENT Execution 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 EARNED VALUE Tool for tracking progress against schedule

Quickly shows if you are falling behind schedule Forecast costs to complete work SHUTDOWN COMMUNICATIONS Email is a problem Reply All Mass Distribution lists Not everyone has email 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 FOUR PHASES OF SHUTDOWN MANAGEMENT Close-out 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 PREVIOUSLY WORKED EXAMPLE SHUTDOWN PPA WATER SUPPLY TURNED OFF DURING SHUTDOWN PPA PROFORMA Potential Problems P S

Likely Causes Preventive Actions Contingent Actions Triggers QUESTIONS

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