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Process Centric Integrity Management
Process Centric Integrity Management
Process Centric Integrity Management
Process Centric Integrity Management
Process Centric Integrity Management
Process Centric Integrity Management
Process Centric Integrity Management
Process Centric Integrity Management
Process Centric Integrity Management
Process Centric Integrity Management
Process Centric Integrity Management
Process Centric Integrity Management
Process Centric Integrity Management
Process Centric Integrity Management
Process Centric Integrity Management
Process Centric Integrity Management
Process Centric Integrity Management
Process Centric Integrity Management
Process Centric Integrity Management
Process Centric Integrity Management
Process Centric Integrity Management
Process Centric Integrity Management
Process Centric Integrity Management
Process Centric Integrity Management
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Process Centric Integrity Management

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  1. NEW PRACTICES &TECHNOLOGIES SUPPORTINGPIPELINE ASSET LIFE-CYCLEMANAGEMENT
  2. Overview of Integrity Program Monterrey November 2009Confidential
  3. Program OverviewProgram ScopePemex Refining is in the processof implementing a best practicesmulti-year integrity managementprogram for it’s more than14,000 km of hazardous liquidsand crude oil pipelines
  4. Program Overview Objective The purpose is to improve and maintain the safe, reliable operation of the pipeline system through risk based management and execution of integrity activitiesConfidential
  5. Program Overview Integrity Management System The company decided to support the program with a web-based, GIS enabled technology called Integrity Management System (iMS)Confidential
  6. Program Overview Industry Leading Best Practices  BSI PAS-55 (Asset Management)  LEAN (Process Management)  Six Sigma (Quality Assurance)  API 1160ASME B31.8S (IM)  EPRA (WKM Risk Management)Confidential
  7. Program Overview Benefits of Practices – Supports:  Life-Cycle Management  Risk Based Decision-Making  Collaboration, Communication, Sustainability, Improvement  Scalability, Configurability  Performance Management (beyond prescriptive silo based integrity management)Confidential
  8. Asset Management Framework Monterrey November 2009Confidential
  9. Asset Management Framework BSI PAS-55 Asset Management Systematic & coordinated activities and practices through which an organization optimally manages its physical assets and their associated performance, risks and expenditures over their life cycles for the purpose of achieving its organizational strategic plan Figure provided from PAS-55 and the Woodhouse GroupConfidential
  10. Asset Management Framework In a traditional organization it is difficult to optimize asset values across the business A goal of AM is to then provide a truly integrated, optimized, risk-managed, whole-life management of the mix of physical, human, intellectual, reputational, financial and other assets that uniquely comprises the business Figure provided from PAS-55 and the Woodhouse GroupConfidential
  11. Asset Management Framework Asset Management  Organizational Strategic Plan  Asset Management Policy  Asset Management Strategy  Asset Management Objectives  Asset Management Plans: Integrity Administration Plan (PAI) Figure provided from PAS-55 and the Woodhouse GroupConfidential
  12. Asset Management Framework Asset Management Incorporating Principals of  "What is the optimal inspection or Risk Based Management maintenance interval?“  "What is the optimal implementation sequence for a list of very dissimilar tasks or projects?“  "When is the optimal time to replace this equipment?“  "Is it worth holding a strategic spare, and if so, how many?“  "Which asset is best to purchase - the high cost option with better performance and longer potential life, or the cheaper but lower performance/more uncertain option?“  "What shutdowns are worthwhile, when?" Figure provided from PAS-55 and the Woodhouse GroupConfidential
  13. Asset Management Framework Employing LEAN and Six Sigma practices to improve work-flow processes and dataresults quality assurance LEAN Six Sigma Process Focus Activity FocusConfidential
  14. Process Management Process Management - Definition  Aligning internal and external business process performance and results with the core competencies, strategic objectives, and business goals of the organization  Understanding and documenting business processes so that they can be consistently executed  Measuring, monitoring, and controlling process performance including key inputs and outputs  Actively designing and improving business processes to meet or exceed the expectations of customers while achieving organizational goalsConfidential
  15. Process Management When Combined, PAS-55, LEAN and Six Sigma Support Optimized Cross-Functional Alignment wBusiness ObjectivesConfidential
  16. Process ManagementDiscovery and Documentation of Key Implementing ProcessProgram Processes Management Practices Recognize that documenting, collaborating and managing key processes leads to business and program improvement Understand that cross-functional teams have different interpretations of what is important Select 10-20 high value or high risk processes Break process into 10-15 tasks and small teams
  17. Process ManagementProcesses Implementing Process Program Planning Management Practices Assessments Inspections Mitigation & Repair Certification Risk Based Decision-Making Data QA and Integration
  18. Process Management ExampleBasics Who What Where When How Key Features  Systems Integration  Documentation  KPI Reporting  Escalation  Notification  Re-Assignment  Versioning
  19. Risk Based Decision Making Risk Based Decision-Making (RBDM)  RBDM is the foundation of the selection of all assessment, inspection and rehabilitation activities,  RBDM supports the optimal selection of integrity activities within the asset life-cycle (PAS-55)  Given the importance of RBDM in support of the program objectives, Pemex decided to deploy a normalized, monetized methodology for project analysis called Enhanced Probabilistic Risk Analysis (EPRA)Confidential
  20. Risk Based Decision Making PFIM LOF Algorithm Structure Broaden KPI’s to AM Life- Threat EC IC SCC TPD WOF MFG CON IO Cycle EQ Categories  What is value of asset given it’s operational risk Variable Exposure Mitigation Resistance profile, required Categories maintenance investments Attributes and business value? Attribute Score E1 E2 E3 M1 M2 M3 R1 R2 R3 Variable Weight WE1 WE2 WE3    Exposure = Mitigation = Resistance = (VariableE1 * WE1) + … 1 – [(1 - VariableM1) * … 1 – [(1 - VariableR1) * … (VariableEn * WEn) (1 - VariableMn) (1 - VariableRn) WOF Threat Score = (Exposure) * (1 - Mitigation) * (1 – Resistance) LOF Score = 1 – [(1-EC) * (1-IC) * (1-SCC) * (1-TPD) * (1-WOF) * (1-MFG) * (1-CON) * (1-IO) * (1-EQ)] ROF Score = LOF Score * COF ScoreConfidential
  21. Activity Based QA & RCA Basics  Performing programmatic and human-centric QA for activities while correcting issues as far upstream as possible  Quality assurance root cause analysis, narrowing degrees of separation from actual causeConfidential 21
  22. Activity Based QA & RCAQA and Root Welding Quality AssuranceCause Analysis  KPI’s provide transparency of issues which support process of RCA  High level summary  Drill-down by welder  Field reports and qualification procedure 22
  23. Summary Pemex Refining is in the process of starting year one of program using the practices and technologies provided in this presentation Extensive guidance for the asset management practitioner is available through the following resources:  IAM - http://www.theiam.org/  BPM - http://www.bpminstitute.org/  LEAN - http://www.lean.org  Six Sigma - http://www.isixsigma.com 23
  24. Questions?

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