Define criticality matrix with: - Potential consequence (safety, environment, production) - Frequency of use - Replacement cost - Downtime impact 2 3 4 High Agree about criticality ranking per equipment Low Frequency of use High Low Replacement cost High Low Downtime impact High Criticality matrix: - Safety, Environment, Production - Frequency of use - Replacement cost - Downtime impact

2. Het IER werkproces als motor voor
betrouwbare fabrieken
Rob de Heus
Maintenance Manager
DSM Sitech Manufacturing Geleen

5. Sitech Manufacturing Services
Optimaliseert processen van haar klanten in de procesindustrie en verbetert
daarmee de plantperformance en business opportunities
Neemt haar partners de zorg voor het onderhoud van hun installaties uit handen,
bij waarborging van integriteit en beschikbaarheid van de installaties
Presteert op basis van partnership met haar klant op gebied van
procestechnologie, onderhoud, turnarounds en projecten.

6. Inhoud
• Reliability, bouwsteen in DSM ‘Focus on Value’
• Reliability, het workproces in 6 stappen
• Reliability, resultaten van wereldwijde aanpak

7. DSM Vision 2010,
focus on value & reliability
Operational &
Manufacturing
Excellence
• Uniforme werkprocessen
• Global Platforms
• Uniforme best practices/tools
• Uniforme KPI benchmark
structuur

8. Vision 2010, Uniforme werkprocessen
To Source To Produce To Sell
Coordinated MANUFACTURING Order To Cash,
Sourcing EXCELLENCE etc.
Integrated
Operate Maintain Build & Manage & Manufacturing Supply Base
Facility Facility Modify Transfer Information Management
Facility Technology Systems (IMIS)
-Operate Plant - Maintenance - Small Projects - EDM - Suppliers
- Define & Apply Management
-Improve Plant - Turnaround - Large Capital - MES
Technology - Purchase
- Asset Utilization - Improve Equipment Projects
to Pay
Reliability - Equipment - Discipline Teams
- Instrumentation - Materials
Justification & - Mechanical & Piping Management
Minimization - Electrical
- Systems
Technology Purchasing
Work Processes (“Equipment Standardization”)
(“Best Practices”)

10. Vision 2010, Global platforms
CO & RC
Manufacturing Council
FEM
US Internal / External
Regional
China
Regional
Dyneema
SiTech Geleen MaRS
Regional Group DEP
DNP Resins
DNR/DRS/DNR+
DAI/DFS
DPP

11. Vision 2010, Best practices/tools
‘Value adding change’ Mentality
Uniforme SAP PM implementatie
SAP
PM
Maintenance Cost Control & definitions
VDM Control Panel, balans AU en Kosten

12. Vision 2010, KPI’s & benchmark structuur
Maintenance costs / RAB (Incl. and
Excl. TA)
% of PPM plans executed within due
date/ total PPM plans
Value of MRO inventory/ RAB
# of equipment (A+B critical) with PPM
plan/ # of equipment (A+B
critical)
Eén standaard KPI set 13 KPI’s % of SHE & Regulatory PPM plans
realized within due date
(MAT 21) /total SHE &
geselecteerd uit ca. 100 Benchmark Regulatory PPM plans
# LOPC’s incl. leaks and spills due to
maintenance
KPI’s % production losses due to
Maintenance/ Maximum
Proven Capacit
Priority 0,1 maintenance costs/ total
maintenance costs
% Planned maintenance costs / total
maintenance costs
Total maintenance cost/ unit
production
Standaard Maintenance Control Panel
voor alle plants Worldwide
Plant Sites doen mee in
interne/externe benchmarking en
VDM analyse via DSM Intranet
Website

13. Inhoud
• Reliability, bouwsteen in DSM ‘Focus on Value’
• Reliability, het workproces in 6 stappen
• Reliability, resultaten van wereldwijde aanpak

14. Werkproces
Improve Equipment Reliability
Doelstelling
Optimalisatie van de integriteit en integrale kosten van de plants.
• Prevent Problems: ontwikkel en optimaliseer het Predictive / Preventive
Maintenance Program (PPM)
• Solve Problems: monitor en evalueer reliability performance, analyseer de
relevante equipment reliability problemen en verbeter het PPM plan
Prevent
Other work
PPM FMEA processes
Improve
Improve Improve
Plant Equipment Plant
ME-75 ME-75
Reliability Solve
Monitor &
evaluate RCA
RCA = Root Cause Analysis
FMEA = Failure Mode & Effect Analysis

15. IER, define optimum PPM program
Monitor
Criticality Define Optimum Implement Execute reliability
Ranking of PPM Program PPM (ME-04 performance
Equipment (FMEA) Program Maintenance) and improve
PPM plans
Analyze and
Improve
PPM Program

16. Step 1: Criticality Ranking
Flowchart Criticality Ranking
Agree about criticality matrix
Define business goals and
thresholds 1
Low
Potential Consequence
Divide plant in sections
according to plant break-down 2
Agree about criticality Risk
structure Reliability Engineer facilitates,
matrix
3 Management Team approves
4
High
5
SHE (e.g. integrity, environment) Costs (e.g. availability, maintenance)
1 2 3 4 5
Determine critical sections Determine critical sections by
Probability
by using criticality matrix using criticality matrix
SHE Category Cost Category Probability
Product io n
M ainte nance
losse s due < 1x per < 1x per < 1x per < 1x pe r < 1x pe r
Safet y Healt h Environment co st s
to 50 year 5 year year month day
(kEUR)
mainte nance
Define specific tools per Define specific tools per Heavy working
conditio ns
Emission no t excee ding
Permit (A1)
1 ho ur 3 1 2 3 4 5
section section
Potential Consequence
Em issio n excee ding
First Aid permit, inside facility 1 shift 25 2 4 6 8 10
boundary
M edical Outside Health
Tre atment regulat io ns
1 day 75 3 6 9 12 15
Em issio n excee ding
Restricted Wo rk
Day case
pe rmit, non severe, 3 days 225 4 8 12 16 20
outside facility boundary
Work Processes: Improve Equipment Reliability Corporate SHE&M
Rank critical and less-critical
Work Processes: Improve Equipment Reliability Corporate SHE&M
June 2004 -7- Lost Wo rkday
Case
Em issio n excee ding
permit , severe, out side 1 week Manufacturing 10
525 5 15 20 25
facilit y boundary
June 2004 sections7 / systems
- - Manufacturing
Determine critical sections
Rank sections by using the criticality matrix.
• Do this in multidisciplinary team of experts
• If available, use data (e.g: incident lists, lists of cost-drivers and
performance killers, etc.)
• When you don’t have this data, use the belly feeling of experts.
• If necessary the team must decide to a further breakdown in
systems for certain (critical) sections
Note: Production must take ACN
LTO
part in the decision of Critical AC1 AC 2 AC H V e r la din g BCH DAB NAC TV I ZA V
versus Non Critical!
In d a m p in g /
R e ac tie R e a c tie B e r e id ing V e r la d in g / B e r eid in g S N s e c tie B e r e id in g V e rla d in g / a a nv o er
O ps la g O ps la g
v o ed in g e n
V e r la d in g / V e r la d in g / V e r lad in g /
W in n ing W in nin g O p s la g U tilit ies O p s lag B e re id in g O p s la g K r is t allis a tie
Z uiv e r in g Z u iv er in g U tilit ie s U tilitie s Z uiv e r in g U t ilit ie s E in d v e r w e r k .
Af g a ss yst e e m A f g as s y s t ee m A f g a s s y s t e em A fg a s s y s te e m
V e r la d ing / V e r la d in g /
T an k e np a r k T a n ke n p a rk O p s la g O p s la g
U t ilitie s U t ilit ie s U t ilitie s U tilitie s
HCN
d es tilla t ie/
r in g le idin g
Work Processes: Improve Equipment Reliability Corporate SHE&M
June 2004 -9- Manufacturing

17. 1: Criticality Ranking, flowchart
Flowchart Criticality Ranking
Define business goals and
thresholds
Divide plant in sections
according to plant break-down
Agree about criticality
structure
matrix
SHE (e.g. integrity, environment) Costs (e.g. availability, maintenance)
Determine critical sections Determine critical sections by
by using criticality matrix using criticality matrix
Define specific tools per Define specific tools per
section section
Rank critical and less-critical
Work Processes: Improve Equipment Reliability Corporate SHE&M
June 2004 sections7 / systems
- - Manufacturing

18. 1: Criticality Ranking, Matrix
(example)
Criticality Matrix
Compliance Profitibility
SHE Category Cost Category Quality Probability
Maintenance Production Quality < 1x per < 1x per < 1x per < 1x per < 1x per
Safety Health Environment
costs (kEUR) losses problems 15 year 5 year year month day
Process
Nuisance,
Near miss
> 5 h. extra work
1 1 hour deviation without 1 2 3 4 5
quality loss
Potential Consequence
Process
Health Light local emission to be
First Aid
complaints cleaned up immediately
5 1 shift deviation with 2 4 6 8 10
quality loss
Customer
Exceeding complaint
MT & RW occupational Exceeding permit limits 5-10 1 day without any 3 6 9 12 15
health limits financial
consequence
Customer
Lost Work Day Serious emission leading complaint with
case
Illness
to damage on the site
10-50 3 days
financial
4 8 12 16 20
consequence
Serious
Occupational Serious emission leading
Invalidity
illness to damage of the site
>50 1 month complaint with 5 10 15 20 25
business loss
1-2 = Non Critical
C
3-4 = Less Critical
5-6 = Moderate critical
B
7 - 10 = Critical
11 - 16 = More critical
A
20 - 25 = High critical

19. 1: Determine Critical Sections
Determine critical sections
Rank sections by using the criticality matrix.
• Do this in multidisciplinary team of experts
• If available, use data (e.g: incident lists, lists of cost-drivers and
performance killers, etc.)
• When you don’t have this data, use the belly feeling of experts.
• If necessary the team must decide to a further breakdown in
systems for certain (critical) sections
AC N
LTO
AC1 AC2 AC H V e rla d in g BC H DAB NAC TVI ZA V
I n d a m p in g /
V e rla d in g / V e rla d in g /
R e a c t ie R e a c t ie B e re id in g B e re id in g S N s e c t ie B e r e id in g aa nv oe r
O p s la g O p s la g
v o e d in g e n
V e r la d in g / V e rla d in g / V e rla d in g /
W in n in g W in n in g U t ilit ie s B e re id in g K r is t a llis a tie
O p s la g O p s la g O p s la g
Z u iv e rin g Z u iv e rin g U t ilit ie s U t ilit ie s Z u iv e rin g U t ilit ie s E in d v e rw e r k .
A fg a s s ys te e m A fg a s sy s te e m A f g a s s y s te e m A fg a s s y s t e e m
V e rla d in g / V e rla d in g /
T a nk en p ark T an k en pa rk
O p s la g O p s la g
U t ilit ie s U t ilit ie s U t ilit ie s U t ilitie s
H CN
d e s t illa t ie /
rin g le id in g
Work Processes: Improve Equipment Reliability Corporate SHE&M
June 2004 -9- Manufacturing

20. Step 2: Define optimum PPM
Non Critical Equipment
Equipment dat na ranking is ingedeeld in Low Risk
Alleen basis onderhoud uitvoeren, verder breakdown strategie.
Medium Critical Equipment
Equipment dat beoordeeld wordt als Critical
Behalve basisonderhoud worden nu ook preventieve en predictieve strategieën
toegepast. Zorg dat een probleem tijdig ontdekt wordt en plan tijdig
reparaties in om vervolgschade te minimaliseren.
High Critical Equipment
Stel via Failure Mode & Effect Analysis vast welke faalmechanismen het risico
bepalen, maar gebruik ervaring en gezond verstand om Criticality toe te
kennen.
Zet reëel beschikbare alternatieven, als aanpassing operating of maintenance
procedures, preventief maintenance, predictief maintenance, breakdown of
redesign naast elkaar.
Selecteer het meest geschikte alternatief, rekening houdend met kosten.
Check nogmaals of de optimale oplossing t.a.v. integriteit en integrale kosten
gekozen is.

21. Step 3: Implementatie PPM plan
• Neem alle noodzakelijke activiteiten voor de uitvoering op in het nieuwe PPM plan
• Zorg voor goede afstemming met Operations / Gatekeeper
• Zorg dat nieuwe/gewijzigde PPM taken, frequentie en startdata juist in SAP
opgenomen zijn.
Aandachtspunten om PPM plannen kosteneffectief te maken:
– Spare Parts beschikbaar op de juiste plaats en leverancier/magazijn ?
– Plannen zijn goed voorbereid en logisch geplanned ?
– PPM plannen zijn effectief en uitvoerbaar geclusterd ?
– Uitvoerende expertise is beschikbaar en gedefinieerd ?
– Idem voor productie personeel ?
– Is overwogen of TPM / FIY mogelijk is ?
Stap 4: Uitvoering van het PPM plan middels SAP maakt deel uit van het
werkproces Maintenance en wordt hier niet behandeld.

22. Step 5: Evalueer de effectiviteit van
PPM plannen (KT)
Beoordeel regelmatig, in korte termijn cyclus, of het IER plan nog aan
de maat is:
• Door input uit L(eer) & V(erbeter) Team
– Terugkoppeling uit de uitvoering in SAP en mondeling
– Technische bevindingen uit preventieve inspecties
– Incidenten, LOPC’s via RCA’s
– Onbekende faalmechanismen
• Door analyse van Reliability Engineers en andere Specialisten
– Performance killers&Cost drivers
– Nieuwe faalmechanismen uit bv. PID (Plant Integrity Database)

23. Step 6: Analyseer & verbeter het
totale PPM programma (LT)
• Review het IER proces en effectiviteit iedere 5 jaar (Corporate
Requirement)
• Check of het totale programma in lijn ligt met de Manufacturing plannen
van de plants en beoordeel of het nog steeds de juiste waarde toevoegt
aan de business.
• Stel zonodig de Criticality Ranking criteria bij aan de actuele
manufacturing doelstellingen en review zonodig de ranking.
• Loop alle PPM plannen na op effectiviteit, andere alternatieven kunnen
inmiddels effectiever zijn.
• Voldoen/voldeden de PPM plannen eigenlijk wel aan de doelstelling ?
• Worden nog steeds de juiste performance KPI’s gebruikt ?
• Verwerk alle wijzigingen en updates in SAP en verder.

24. Inhoud
• Reliability, bouwsteen in DSM ‘Focus on Value’
• Reliability, het workproces in 6 stappen
• Reliability, resultaten van wereldwijde aanpak

25. Standard KPI set DSM Maintenance
DSM requirements
– Maintenance costs / RAB (Incl. and Excl. TA)
– % of PPM plans executed within due date/ total PPM plans
– Value of MRO inventory/ RAB
– # of equipment (A+B critical) with PPM plan/ # of equipment (A+B critical)
– % of SHE & Regulatory PPM plans realized within due date (MAT 21) /total
SHE & Regulatory PPM plans
– # LOPC’s incl. leaks and spills due to maintenance
– % production losses due to Maintenance/ Maximum Proven Capacity
MaRS group extra’s
– Priority 0,1 maintenance costs/ total maintenance costs
– % Planned maintenance costs / total maintenance costs
– Total maintenance cost/ unit production

26. Maintenance costs / RAB incl TA
2009A
2009A

27. Resultaten DSM 2008/2009
Production loss due to maintenance 2009 2008 SHE & Regulatory PPM on time/total PPM 2009 2008
W
2008 B 2008
2009
2009
Average: 92.9 96.2
2008 2008
B 2009
Average: 3.44 3,79 W 2009
0.0% 2.0% 4.0% 6.0% 8.0% 10.0% 12.0% 14.0% 16.0% 0% 20% 40% 60% 80% 100% 120%
Total Maint costs/RAB 2009 2008
Tgv crisis zijn kosten gedaald en
2008 derving gestegen, maar:
W 2009 = bewust tbv benutting lage marges
voor maintenance werk
2008 + Compliance en integriteit zijn verder
B 2009 Average: 2.1 1,76 verbeterd !!!
0.0% 1.0% 2.0% 3.0% 4.0% 5.0% 6.0% B = Best performer
W = Worst performer

28. Resultaten DSM 2008/2009
PPM on time/total PPM 2009 2008 A + B critical with PPM plan/total A + B critical 2009 2008
2008 2008
B 2009
B 2009
Average: 77.7 84.4 Average: 81.2 91.0
2008
W 2009 W 2009
2008
0% 20% 40% 60% 80% 100% 120% 0% 20% 40% 60% 80% 100% 120%
MRO value/RAB 2009 2008
Crisis leidt bij Best performers niet tot
2008
W 2009
terugval in Compliance IER, worst
performers hebben het moeilijk.
Het gemiddelde blijft stevig de goede
B 2009
2008
Average: 1.03 0,87 kant op gaan !!
0.0% 0.5% 1.0% 1.5% 2.0% 2.5% 3.0%
B = Best performer
W = Worst performer

29. Sitech Plants in Geleen in 2009
KPI Maintenance TARGET BU 2009 2009 plant 1 Geleen 2009 plant 2 Geleen
Maintenance
gerelateerde LOPC’s 30 4 1
Compliance
SHE/Wettelijk 100 % 98 % 98 %
Technische
beschikbaarheid 92,7 % 96,3 % 98,8 %
Realisatie op target
< 100% 121 % 102 %
crisis budget
Maintenancekosten /
RAB (excl. TA) 1,5 % 1,2 % 1,2 %
MRO spare parts 1% 0,6 % 0,9 %
Aandeel Urgenties(€’s) 20 % 16 % 8%
Aandeel PPM (€’s) 35 % 36 % 48 %
Ontwikkelde PPM’s
voor M&H Critical 100 % 95 % 95 %
Equipment
Compliance PPM 90 % 97 % 91 %

30. DE KRACHT VAN BETROUWBAARHEID !
“When Reliability increases, incidents
decrease and maintenance costs go
down”
Dit was onze overtuiging bij de start van Manufex, het is
een proces geweest van vallen en opstaan, maar
heeft zich ruim bewezen.