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Stephen Renshaw - Assetivity - Developing preventive maintenance programs for new compressor stations – A CSG case study
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Stephen Renshaw - Assetivity - Developing preventive maintenance programs for new compressor stations – A CSG case study

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Stephen Renshaw delivered the presentation at 2014 Gas Compressor Stations Conference. …

Stephen Renshaw delivered the presentation at 2014 Gas Compressor Stations Conference.

The Gas Compressor Stations Conference is the only conference specifically dedicated to the design, build and maintenance of gas compressor stations.

For more information about the event, please visit: http://www.informa.com.au/gascompressors14

Published in: Business, Technology

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  • 1. PO Box 10856 BRISBANE QLD 4000 Ph: +61 7 3606 1603 Email: assetivity@assetivity.com.au Web: www.assetivity.com.au
  • 2. Introduction  This presentation is based on the Preventative Maintenance Program development for Gas Compressor Hub Stations for a major CSG development  Focus on Maintenance Strategy Development  Process Safety/Integrity/Critical Function development by parallel group  Used a database software solution for data analysis, storage, and reporting.  Used both existing in-house and customised processes for developing the maintenance strategy and identifying spares requirements.
  • 3. Overview Takeaways:  Understand the need to focus on critical assets when developing a preventative maintenance program for a gas compression station.  Understand the factors to consider in developing the right approach to maintenance strategy development.  Treat the development of the maintenance program as a Project.
  • 4. Overview of a Gas Compression Hub Gas Separators Nodal Compression Hub Compression Dehydration Metering Water Storage Water Treatment Flare Plant and Instrument Air Nitrogen Generation Emergency Power Main Power Generation Electrical Reticulation and Sub-Staions Civil Infrastructure - Buildings - Roads - Lighting -Fencing and Security Gas Wells Fire protection Accommodation Camps Potable Water Plant Environmental Systems - Brine storage - Oily Water - Vegetation Management Product
  • 5. Scale of the project  Development of the strategy for a CSG Hub Station  >10000 Systems/Assets (Hierarchy Lines)  >20000 Maintenance Task lines  >600 Work Instructions  Around 4500 Assets and 6000 maintenance lines are directly attached to the Gas Compressors. In summary, in a large CSG compression station only 45% of assets will be related to the actual gas compressors.
  • 6. Where is the Maintenance Cost? Up to 88% of your maintenance cost are related to compression equipment.
  • 7. What will Drive Reliability? Where the maintenance cost is? Or Where the critical assets are? Critical assets that will drive the reliability of the plant.
  • 8. Documentation Management – A significant issue  Asset information  P&IDs  Data Sheets  OEM Data  Maintenance Strategy Information  Maintenance Service Agreements/OEM Manuals  Strategy Analysis (FMEA /RCM/PMO sheets)  Australian and Company Standards and Procedures  Maintenance Plans and procedures  Work instructions  Critical Function Tests Need processes to obtain this from your EPC during the construction phase.
  • 9. Developing the Maintenance Plan Maintenance Plan Budget Reliability OEM/Service Agreement Requirements Resources Regulatory and Compliance Process Safety StrategicGoalsExternalDrivers
  • 10. Maintenance Plan Development and Execution Computerised Maintenance Management System Develop Asset List and Hierarchy Regulatory Compliance AnalysisProcess Maintenance Tasks Critical & Insurance Spares PM, CM & Overhaul Spares Contractual Obligations OEM Recomendations Existing Plans (Other Sites) Protective Functions Failure Modes Analysis Criticality Ranking Maintenance Plans (Grouped Tasks) Work Planning and Scheduling Inventory Job Pack - Work Order - Work Instruction - Parts
  • 11. Why The Analysis Process is Important
  • 12. Obtaining the Right Outcome My Focus
  • 13. Which Approach Should You Use?  Gut Feel  When you are feeling gutsy  Use Manufacturer’s Recommendations  When you need something really quickly, or when warranty depends on it  Cut and Paste PMs from “identical” equipment  When you need something quickly, and accuracy is less important  Using “template” tactics from other, similar equipment  When you need something quickly, and accuracy is less important  Statistical Techniques/Weibull Analysis  When you have large quantities of reliable data Reliability Centred Maintenance  For new equipment, when few other options are possible  PM Optimisation/Reverse RCM  For existing equipment, where accuracy is important  Full zero based RCM Increasingupfrontcost Increasingrisk
  • 14. Strategy Development Spreadsheet vs. Database Solutions Spreadsheets Database Advantages: - Minimal training required - Common software - Ability to customise inputs, process and reports Advantages: - Single source of truth - Multiple users in one database - Revision control - Strict input rules - Rapid rollout to similar plant Disadvantages: - Difficult to manage and control - Subject to errors and information loss - Lack of revision and version control - Require discipline in naming and filing. Disadvantages: - Expense - Higher training requirements - Proprietary database, difficult to customise - Difficult to create custom reports. Better for smaller jobs with few systems and assets Better for larger jobs involving multiple people and large numbers of systems and assets.
  • 15. Creating Task Lists and Work Instructions – Another Significant Effort Task Database Task Grouping and Sequencing Task List Task List Task List Task List Work Instruction Work Instruction 20000 Task Lines >500 Task Lists A number of detailed Work Instructions
  • 16. Developing the Implementation Plan  Scope  Planning  Definition  Verification  Change Control  Time  Schedule  Cost  Resources  Materials  Follow robust project management principles managing:  Quality  Planning  Assurance  Control  Human Resources  Internal / External  Communication  Risk Management  Procurement Management Ref: Project Management Institute, A Guide to The Project Management Body of Knowledge
  • 17. Interface to With Other Stakeholders  Maintenance plan development cannot occur in isolation. Planning needs to involve other key stakeholders  EPC Consultants and Contractors  Operations and Development  Maintenance  Process Safety  Process Integrity  Risk Management  Contractual Services  Suppliers
  • 18. Case Study Points  Project delivery schedule  Don’t get to optimistic about availability of data.  Identify EPC contract deliverables early.  Commissioning deadline  The ready for service date may be different to the commissioning date, maintenance may be required prior to commissioning depending on contract.  Some maintenance may not be required until long after commissioning – Can plan development be deferred?  Resources  Do you have the internal skills and resource availability?  Are the skills required for a short or long term?
  • 19. Reporting – The Asset Management Plan  Results of the analysis must be consolidated at the end:  What is the expected reliability?  What is the budgeted maintenance cost?  What labour resources (internal and contract) are required?  What inventory is required?  What other actions are required?  The final report provides a reference point from which:  Performance of the preventative maintenance program can be monitored.  Ongoing improvement activities can be developed.  Communicates key information to key stakeholders.
  • 20. Copyright Assetivity Pty Ltd 2014 In Conclusion…  Need to focus on critical assets  In Gas compression hubs the compressors will be 90% of the maintenance costs, but represent 80% of assets  Reliability is determined by the critical assets, no matter how small.
  • 21. Copyright Assetivity Pty Ltd 2014 In Conclusion…  Designing your maintenance plan development process:  Must be tailored to your business needs and nature of your assets.  Must focus on identifying the correct tasks that will efficiently deliver your business needs.
  • 22. Copyright Assetivity Pty Ltd 2014 In Conclusion…  Managing the project  Ensure that someone is specifically responsible for delivering the PM program as a project  Must be based on sound project management principles.  Develop an Asset Management Plan on completion as a reference point to monitor performance of the Preventative Maintenance program.
  • 23. 23 Thank you. Any Questions? For more information, please contact me. Steve Renshaw Senior Consultant Assetivity Pty Ltd PO Box 10856 Brisbane Qld 4000 AUSTRALIA srenshaw@assetivity.com.au http://www.assetivity.com.au Phone: +61 7 3606 1603 Mobile: +61 438 345 054 Copyright Assetivity Pty Ltd 2014

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