My team's six sigma green belt project where we addressed the high transfer losses during pumping of Jet Fuel from Refinery to Aviation Filling Station.
This document provides details of a Six Sigma project aimed at reducing maintenance interruptions and increasing the mean time between failures (MTBF) of critical equipment at a refinery. The project focuses on pumps in critical units like crude distillation and residue manufacturing plant. The document defines the problem statement, goals, scope and assumptions. It presents analysis of failure data to identify the top 3 pumps for study based on number of repeat failures and their impact. Process flow, stakeholder mapping, communication plan and initial measurement efforts like fishbone diagrams and 5 whys are also included. The project aims to improve reliability and availability of critical pumps through root cause analysis and elimination of repeat failures.
This document describes a Six Sigma project to develop a cost model for estimating turbine parts costs. The goals are to identify parameters to accurately estimate costs, establish a historical database, and create equations to forecast costs based on parameters. Currently, cost estimates vary greatly from actual costs due to outdated data and a manual process. The proposed solutions are to identify technical cost parameters, create a structured database, and develop a statistical cost equation relating cost to parameters. This would standardize the estimation process and reduce variation between estimates and actual costs.
This document discusses lessons learned in how not to implement drilling automation. It begins by defining drilling automation and providing examples of automated processes like maintaining downhole weight on bit and optimizing mechanical specific energy. It then outlines common mistakes made in automation projects like not including drillers, having insufficient data quality, and giving drillers too many or too few controls. The key lessons are that automation must improve performance, drillers must be central to the design and implementation, reliable data and controls are essential, and human factors like training and complacency must be addressed. Critical success factors for automation include deciding what to automate and implementing with consideration of both technical and people issues.
The document summarizes the Lean Six Sigma project to improve the quality of tanks drawn from the Unit Maintenance Activity (UMA) for the 1/16 Cavalry's training exercises. Soldiers currently experience unnecessary rework when tanks drawn require maintenance. The project aims to reduce rework by 50%, improve fault tracking on maintenance forms, and improve the accuracy of tank numbers provided. Key process steps and stakeholders are mapped. Data will be collected to establish baselines and measure improvements.
Production Performance Results Internet Sampleantonioharenas
The document provides a monthly business review for December 2003 containing the following key information:
- Key productivity, quality, and cost issues including high absenteeism, purchasing delays, plastics delivery and quality problems, and rework.
- Actions being taken such as improving operator skills, monitoring suppliers' improvement plans, and teams working to address opportunities.
- Performance data for the month such as productivity, quality defect analysis, rework costs, scrap costs, and overtime analysis.
Monetizing Risks - A Prioritization & Optimization SolutionBlack & Veatch
This presentation explains a budget prioritization process and model that assists utilities with managing the important balance of asset/system performance, cost, and risk. Originally presentation at Texas Water 2015. Learn more at www.bv.com
Javier Garcia - Verdugo Sanchez - Six Sigma Training - W1 Process CapabilityJ. García - Verdugo
The document discusses process capability analysis and metrics. It provides information on calculating and interpreting process capability ratios Cp and Cpk using Minitab. Key steps in building a capability study include identifying rational subgroups, collecting a short-term dataset of 30-50 points, and analyzing the data to determine if the process is stable and normally distributed. Process capability can be estimated using pooled standard deviation for potential capability or overall standard deviation for true process capability.
DNV GL Asset Life Extension (ALE) Projects ShowcaseIan Ng
The document discusses a phase 1 asset life extension study for a Vietnam offshore platform. The study will conduct jacket fatigue analysis and pipeline condition assessments to provide recommendations for life extensions. It will also review topside equipment data and define gaps based on redefined operational requirements. The phase 1 deliverables will include requirements for subsea inspections to allow time for planning underwater inspections.
This document provides details of a Six Sigma project aimed at reducing maintenance interruptions and increasing the mean time between failures (MTBF) of critical equipment at a refinery. The project focuses on pumps in critical units like crude distillation and residue manufacturing plant. The document defines the problem statement, goals, scope and assumptions. It presents analysis of failure data to identify the top 3 pumps for study based on number of repeat failures and their impact. Process flow, stakeholder mapping, communication plan and initial measurement efforts like fishbone diagrams and 5 whys are also included. The project aims to improve reliability and availability of critical pumps through root cause analysis and elimination of repeat failures.
This document describes a Six Sigma project to develop a cost model for estimating turbine parts costs. The goals are to identify parameters to accurately estimate costs, establish a historical database, and create equations to forecast costs based on parameters. Currently, cost estimates vary greatly from actual costs due to outdated data and a manual process. The proposed solutions are to identify technical cost parameters, create a structured database, and develop a statistical cost equation relating cost to parameters. This would standardize the estimation process and reduce variation between estimates and actual costs.
This document discusses lessons learned in how not to implement drilling automation. It begins by defining drilling automation and providing examples of automated processes like maintaining downhole weight on bit and optimizing mechanical specific energy. It then outlines common mistakes made in automation projects like not including drillers, having insufficient data quality, and giving drillers too many or too few controls. The key lessons are that automation must improve performance, drillers must be central to the design and implementation, reliable data and controls are essential, and human factors like training and complacency must be addressed. Critical success factors for automation include deciding what to automate and implementing with consideration of both technical and people issues.
The document summarizes the Lean Six Sigma project to improve the quality of tanks drawn from the Unit Maintenance Activity (UMA) for the 1/16 Cavalry's training exercises. Soldiers currently experience unnecessary rework when tanks drawn require maintenance. The project aims to reduce rework by 50%, improve fault tracking on maintenance forms, and improve the accuracy of tank numbers provided. Key process steps and stakeholders are mapped. Data will be collected to establish baselines and measure improvements.
Production Performance Results Internet Sampleantonioharenas
The document provides a monthly business review for December 2003 containing the following key information:
- Key productivity, quality, and cost issues including high absenteeism, purchasing delays, plastics delivery and quality problems, and rework.
- Actions being taken such as improving operator skills, monitoring suppliers' improvement plans, and teams working to address opportunities.
- Performance data for the month such as productivity, quality defect analysis, rework costs, scrap costs, and overtime analysis.
Monetizing Risks - A Prioritization & Optimization SolutionBlack & Veatch
This presentation explains a budget prioritization process and model that assists utilities with managing the important balance of asset/system performance, cost, and risk. Originally presentation at Texas Water 2015. Learn more at www.bv.com
Javier Garcia - Verdugo Sanchez - Six Sigma Training - W1 Process CapabilityJ. García - Verdugo
The document discusses process capability analysis and metrics. It provides information on calculating and interpreting process capability ratios Cp and Cpk using Minitab. Key steps in building a capability study include identifying rational subgroups, collecting a short-term dataset of 30-50 points, and analyzing the data to determine if the process is stable and normally distributed. Process capability can be estimated using pooled standard deviation for potential capability or overall standard deviation for true process capability.
DNV GL Asset Life Extension (ALE) Projects ShowcaseIan Ng
The document discusses a phase 1 asset life extension study for a Vietnam offshore platform. The study will conduct jacket fatigue analysis and pipeline condition assessments to provide recommendations for life extensions. It will also review topside equipment data and define gaps based on redefined operational requirements. The phase 1 deliverables will include requirements for subsea inspections to allow time for planning underwater inspections.
This document provides an overview of lean transformation efforts at a UTC Aerospace Systems site. It discusses:
1) The selection of the Electric Power shop as the pilot area for lean transformation based on product family matrix and PQ analysis data.
2) Current state maps that identified issues with information and material flow needing improvement, and future state maps outlining lean guidelines.
3) Metrics that have improved due to lean efforts such as CSL, turnaround time, inventory turns, and customer satisfaction.
4) Eight key success factors for lean operations including process vision, target linkage, transformation roadmaps, toolsets, roles and responsibilities, competency development, and communication.
Reliability Program Approval Presentation_Chad Broussard
This document discusses implementing a reliability centered maintenance (RCM) program at CPPL. It states that condition-based failures account for 77-92% of equipment failures, and implementing RCM technologies like vibration monitoring and oil analysis can help reduce maintenance costs. The goals are to reduce annual maintenance spending from around $3.2 million to $1.2 million within 5 years through preventative maintenance focused on critical equipment. Implementing RCM is expected to improve equipment reliability, operator safety, and free up resources.
Black Belt Project-6Sigma-Crank_Noise.Pradip Kumar
This document describes a Six Sigma project to reduce defects related to functional parts problems occurring during road tests at DPSA. Currently, 56% of defects are functional in nature, with ADDC noise accounting for 106 defects from February to April 2013, resulting in a PPM of 8074. The project aims to eliminate ADDC noise issues completely by July 31, 2013 through analyzing the root cause and improving part quality. Various charts are presented to understand the defect distribution. Validation trials will be conducted by dismantling and replacing parts in tractors exhibiting ADDC noise to identify the defective components.
This report summarizes the Office for Nuclear Regulation's (ONR) Step 4 assessment of the radiological protection aspects of the proposed UK Advanced Boiling Water Reactor (UK ABWR) design. The assessment concludes that the design provides sufficient evidence to demonstrate radiation exposures will be below safety limits and optimized to reduce risks. However, some areas require further development by future licensees, including optimizing designs for decommissioning and fuel handling to reduce worker doses. Overall, ONR judges the radiological protection submission is adequate to complete GDA assessment, but identifies some topics for future licensees to address.
Smart Integrated Infrastructure and Controlling Water LossBlack & Veatch
The tools of Smart Integrated Infrastructure (SII), including data integration and analytics, can help water and wastewater utilities address the complex issue of water loss, from leakage to metering and billing, and to system-wide economics.
Taking an SII approach can help organizations:
• Regain revenue
• Increase productivity
• Improve asset management
The presenters are two Black & Veatch professionals at the forefront of SII. Andrew Chastain-Howley, a management consulting director with Black & Veatch, has worked with government agencies and private entities in North America, the Middle East, Europe and Australia, applying data visualization and analysis to address their water loss issues. Jeff Neemann, director of Black & Veatch’s water treatment technology team and lead of the company’s SII solutions, works with utilities to help them extract value from their data and leverage it for improved operations and planning. Learn more at www.bv.com
This document summarizes a project to reduce the cycle time for stopping, voiding, and reissuing checks. It outlines the current process which takes 25 minutes per transaction and involves repetitive steps. The project aims to improve this to 10 minutes by processing checks in bulk rather than one by one. Causes of long cycle time were identified through tools like process mapping and brainstorming. The proposed solution is to stop, void, and reissue checks in bulk directly in the Wells Fargo and PRO systems. This reduced the cycle time to 15 minutes and saved time by removing repetitive steps. The client approved the new process which was implemented and added controls to standardize the approach.
Javier Garcia - Verdugo Sanchez - Six Sigma Training - W1 Process MapsJ. García - Verdugo
This document discusses process mapping and its role in Six Sigma. It provides examples of different types of process maps, including top-level maps and detailed wall diagrams. Process maps identify all inputs and outputs of a process, and can be used as the basis for tools like the Cause and Effect Matrix and FMEA. When created, process maps provide a graphical and detailed description of a process that can help identify improvement opportunities.
Entrion provides vendor surveillance and inspection services globally to ensure on-time delivery of quality equipment. They have over 100 experienced professionals located near major manufacturers who perform risk-based inspections during key stages such as design, fabrication, testing, and installation. This helps identify issues early to prevent delays and ensure operational readiness. Entrion has successfully supported many projects in industries like offshore drilling, refining, and shipping. Their standardized processes and global network allow them to provide a cost-effective 59% savings over alternative inspection options.
The document provides a summary of an instrumentation engineer with over 25 years of experience in oil and gas plants. He has worked as an instrument trainer and assessor and held various senior instrumentation engineering roles. He has extensive experience in GCC countries and with multinational companies. Currently he works as an instrument trainer in Nigeria, training employees for oil and gas companies.
The document discusses integrated knowledge and a single database for Sonatrach that allows for multi-discipline collaboration and sharing of best practices. It promotes linking local intranet networks to a global network to share production data, equipment/spare part management, human resources skills, and unified standards across the organization. Real-time monitoring of oilfield assets using intelligent networks is also mentioned to improve decision making and performance. The challenges of a human resource shortage and how big data analytics can help develop digital oilfields are summarized as well.
This document discusses using agile metrics to measure and improve different dimensions of an agile engagement, including cost, time, and quality. It outlines the need for defining KPIs and metrics, preparing for measurement, collecting and analyzing measurement data, and using the analysis to set improvement targets. Examples of potential metrics are provided, such as defect removal efficiency, productivity, and effort variance. The document also shows an example of normalizing sprint data and using regression analysis to establish a baseline and improvement goals for defect removal efficiency.
This document discusses root cause analysis (RCA) processes for wind turbine blade failures. It recommends conducting an RCA after a blade fails to obtain a thorough understanding of the failure, inform risk assessments, and identify corrective actions. The document outlines the key steps in an RCA process according to international standard IEC 62740, including establishing facts through careful visual and thermal inspections of the failed blade. It also recommends using visualization tools to analyze data and present RCA results, while maintaining flexibility to adapt the process to each failure. The overall message is that RCAs should be conducted for all blade failures to uncover risks and actions that might otherwise be missed.
2004 May - Demystifying the Air Permitting ProcessShirley Rivera
The document summarizes the air permitting process for distributed generation projects. It outlines the key steps, which include early project planning, determining regulatory requirements, completing permit applications, negotiating permit conditions, conducting emissions testing, and ensuring ongoing compliance. The process involves both an application phase of 6 steps to obtain permits, as well as a compliance demonstration phase of another 6 steps to maintain permits once operational. Close coordination with regulatory agencies and thorough preparation are emphasized to successfully navigate air quality permitting.
This document summarizes the key outcomes and recommendations from a HAZOP study conducted on the engineering design for a project to tie gas well Bb-1047 into Remote Manifold Station 3 (RMS-3) in the Arab-D zone. The HAZOP study identified 14 nodes in the process and instrumentation diagrams, but only 8 nodes were examined in detail. 38 recommendations were made, with most relating to improvements in design. Key recommendations included further studies on check valve requirements, pressure safety valve setpoints, and managing depressurization of gas lines. Action was assigned to contractors to address the recommendations by January 2015.
Process Capability Analysis in Single and Multiple Batch Manufacturing SystemsDr. Amarjeet Singh
Any process, manufacturing or service in operations
is subject to constant variation. The underlying principle of
variation is any process / rather all processes are subject to
changes occurring due to the magical 5 M’s that make the
basis of operations management namely: Man, Machines,
Materials, Methods and Money.
This paper discusses about establishment of a
capable process, by means of stabilizing the 5 M’s and
studying the variations which occur by going deeply into the
well known term used in operations: RCA : Root Cause
Analysis.
This document provides an introduction to reliability centered maintenance (RCM) terminology and concepts. It defines key terms like failure, failure mode, severity, probability of failure, and criticality. It also defines different types of maintenance like preventive maintenance, corrective maintenance, condition monitoring, and their relationships to RCM. The objective is to introduce the basic RCM process concepts and terminology.
- Covance implemented Six Sigma in 2005 to improve process efficiency and quality while reducing costs and time for clinical trials.
- A Six Sigma green belt project reduced medical writing narrative work time by creating a SAS program to automate standard header creation, achieving the goal of reducing time by 50%.
- Ongoing Six Sigma projects aim to further reduce times for tasks like writing clinical study reports and quality checking tables and figures.
- Six Sigma provides a measurable way to improve processes by reducing variability between the actual process performance and customer requirements.
This document is an ISNetworld OQ Report for Dustin Lee Marshall of The Texian Group Inc. It lists Mr. Marshall's task qualifications as assessed by Kinder Morgan, including his qualifications for various pipeline construction and maintenance tasks. He has qualifications in areas like abnormal operations, corrosion monitoring, cathodic protection maintenance and testing, pipeline locating, damage prevention, backfilling, and inspection. His qualifications are derived from NCCER pipeline industry training and are valid through various dates in 2018 and 2019.
This document discusses strategies for reducing costs across the warranty chain. It covers topics like warranty administration, call handling and dispatch, technical support through knowledge management, service parts logistics and depot repair, and asset recovery. Performance metrics and benchmarks are provided for each area, along with examples of how implementing best practices can improve outcomes.
Alexandria PSP Feasibility Study - Final Reportnsegura85
This document provides a summary of a feasibility study conducted for private sector participation in the water and wastewater systems of Alexandria, Egypt.
1) The study evaluated options for private contracting in metering, billing, and collections at AWGA and found that a comprehensive contract covering all three functions had the most benefits but AWGA preferred a more limited metering-only contract.
2) For AGOSD, licensing private operators for septage collection and disposal was recommended over service contracts, and a long-term lease of wastewater treatment Site 9N to a private operator was favored over a management contract.
3) Transportation of sludge and other waste was best handled through competitive private service contracts rather
EPA: Petroleum Refinery Sector Risk and Technology Review and New Source Perf...Marcellus Drilling News
A proposed new rule, 813 pages!, from the federal Environmental Protection Agency (RIN 2060-AQ75) that would create new rules for petroleum refineries, requiring them to install pollution monitors along their fence lines to test for hazardous air pollutants like benzene. The new rule also requires the refineries to make all of their test results publicly available. It is one more attempted power grab by the EPA to illegally regulate the oil and gas industry--a power that belongs to the individual states according to the U.S. Constitution.
This document contains instructions for retrieving a forgotten password, selecting a fax number, and updating billing information. It includes fields for entering an email address and answering a security question to retrieve a password. It provides a search interface to find available fax numbers by area code or state. The final screens allow selecting a fax number from a list, entering billing and credit card details, and confirms the transaction is complete along with the new fax number.
This document provides an overview of lean transformation efforts at a UTC Aerospace Systems site. It discusses:
1) The selection of the Electric Power shop as the pilot area for lean transformation based on product family matrix and PQ analysis data.
2) Current state maps that identified issues with information and material flow needing improvement, and future state maps outlining lean guidelines.
3) Metrics that have improved due to lean efforts such as CSL, turnaround time, inventory turns, and customer satisfaction.
4) Eight key success factors for lean operations including process vision, target linkage, transformation roadmaps, toolsets, roles and responsibilities, competency development, and communication.
Reliability Program Approval Presentation_Chad Broussard
This document discusses implementing a reliability centered maintenance (RCM) program at CPPL. It states that condition-based failures account for 77-92% of equipment failures, and implementing RCM technologies like vibration monitoring and oil analysis can help reduce maintenance costs. The goals are to reduce annual maintenance spending from around $3.2 million to $1.2 million within 5 years through preventative maintenance focused on critical equipment. Implementing RCM is expected to improve equipment reliability, operator safety, and free up resources.
Black Belt Project-6Sigma-Crank_Noise.Pradip Kumar
This document describes a Six Sigma project to reduce defects related to functional parts problems occurring during road tests at DPSA. Currently, 56% of defects are functional in nature, with ADDC noise accounting for 106 defects from February to April 2013, resulting in a PPM of 8074. The project aims to eliminate ADDC noise issues completely by July 31, 2013 through analyzing the root cause and improving part quality. Various charts are presented to understand the defect distribution. Validation trials will be conducted by dismantling and replacing parts in tractors exhibiting ADDC noise to identify the defective components.
This report summarizes the Office for Nuclear Regulation's (ONR) Step 4 assessment of the radiological protection aspects of the proposed UK Advanced Boiling Water Reactor (UK ABWR) design. The assessment concludes that the design provides sufficient evidence to demonstrate radiation exposures will be below safety limits and optimized to reduce risks. However, some areas require further development by future licensees, including optimizing designs for decommissioning and fuel handling to reduce worker doses. Overall, ONR judges the radiological protection submission is adequate to complete GDA assessment, but identifies some topics for future licensees to address.
Smart Integrated Infrastructure and Controlling Water LossBlack & Veatch
The tools of Smart Integrated Infrastructure (SII), including data integration and analytics, can help water and wastewater utilities address the complex issue of water loss, from leakage to metering and billing, and to system-wide economics.
Taking an SII approach can help organizations:
• Regain revenue
• Increase productivity
• Improve asset management
The presenters are two Black & Veatch professionals at the forefront of SII. Andrew Chastain-Howley, a management consulting director with Black & Veatch, has worked with government agencies and private entities in North America, the Middle East, Europe and Australia, applying data visualization and analysis to address their water loss issues. Jeff Neemann, director of Black & Veatch’s water treatment technology team and lead of the company’s SII solutions, works with utilities to help them extract value from their data and leverage it for improved operations and planning. Learn more at www.bv.com
This document summarizes a project to reduce the cycle time for stopping, voiding, and reissuing checks. It outlines the current process which takes 25 minutes per transaction and involves repetitive steps. The project aims to improve this to 10 minutes by processing checks in bulk rather than one by one. Causes of long cycle time were identified through tools like process mapping and brainstorming. The proposed solution is to stop, void, and reissue checks in bulk directly in the Wells Fargo and PRO systems. This reduced the cycle time to 15 minutes and saved time by removing repetitive steps. The client approved the new process which was implemented and added controls to standardize the approach.
Javier Garcia - Verdugo Sanchez - Six Sigma Training - W1 Process MapsJ. García - Verdugo
This document discusses process mapping and its role in Six Sigma. It provides examples of different types of process maps, including top-level maps and detailed wall diagrams. Process maps identify all inputs and outputs of a process, and can be used as the basis for tools like the Cause and Effect Matrix and FMEA. When created, process maps provide a graphical and detailed description of a process that can help identify improvement opportunities.
Entrion provides vendor surveillance and inspection services globally to ensure on-time delivery of quality equipment. They have over 100 experienced professionals located near major manufacturers who perform risk-based inspections during key stages such as design, fabrication, testing, and installation. This helps identify issues early to prevent delays and ensure operational readiness. Entrion has successfully supported many projects in industries like offshore drilling, refining, and shipping. Their standardized processes and global network allow them to provide a cost-effective 59% savings over alternative inspection options.
The document provides a summary of an instrumentation engineer with over 25 years of experience in oil and gas plants. He has worked as an instrument trainer and assessor and held various senior instrumentation engineering roles. He has extensive experience in GCC countries and with multinational companies. Currently he works as an instrument trainer in Nigeria, training employees for oil and gas companies.
The document discusses integrated knowledge and a single database for Sonatrach that allows for multi-discipline collaboration and sharing of best practices. It promotes linking local intranet networks to a global network to share production data, equipment/spare part management, human resources skills, and unified standards across the organization. Real-time monitoring of oilfield assets using intelligent networks is also mentioned to improve decision making and performance. The challenges of a human resource shortage and how big data analytics can help develop digital oilfields are summarized as well.
This document discusses using agile metrics to measure and improve different dimensions of an agile engagement, including cost, time, and quality. It outlines the need for defining KPIs and metrics, preparing for measurement, collecting and analyzing measurement data, and using the analysis to set improvement targets. Examples of potential metrics are provided, such as defect removal efficiency, productivity, and effort variance. The document also shows an example of normalizing sprint data and using regression analysis to establish a baseline and improvement goals for defect removal efficiency.
This document discusses root cause analysis (RCA) processes for wind turbine blade failures. It recommends conducting an RCA after a blade fails to obtain a thorough understanding of the failure, inform risk assessments, and identify corrective actions. The document outlines the key steps in an RCA process according to international standard IEC 62740, including establishing facts through careful visual and thermal inspections of the failed blade. It also recommends using visualization tools to analyze data and present RCA results, while maintaining flexibility to adapt the process to each failure. The overall message is that RCAs should be conducted for all blade failures to uncover risks and actions that might otherwise be missed.
2004 May - Demystifying the Air Permitting ProcessShirley Rivera
The document summarizes the air permitting process for distributed generation projects. It outlines the key steps, which include early project planning, determining regulatory requirements, completing permit applications, negotiating permit conditions, conducting emissions testing, and ensuring ongoing compliance. The process involves both an application phase of 6 steps to obtain permits, as well as a compliance demonstration phase of another 6 steps to maintain permits once operational. Close coordination with regulatory agencies and thorough preparation are emphasized to successfully navigate air quality permitting.
This document summarizes the key outcomes and recommendations from a HAZOP study conducted on the engineering design for a project to tie gas well Bb-1047 into Remote Manifold Station 3 (RMS-3) in the Arab-D zone. The HAZOP study identified 14 nodes in the process and instrumentation diagrams, but only 8 nodes were examined in detail. 38 recommendations were made, with most relating to improvements in design. Key recommendations included further studies on check valve requirements, pressure safety valve setpoints, and managing depressurization of gas lines. Action was assigned to contractors to address the recommendations by January 2015.
Process Capability Analysis in Single and Multiple Batch Manufacturing SystemsDr. Amarjeet Singh
Any process, manufacturing or service in operations
is subject to constant variation. The underlying principle of
variation is any process / rather all processes are subject to
changes occurring due to the magical 5 M’s that make the
basis of operations management namely: Man, Machines,
Materials, Methods and Money.
This paper discusses about establishment of a
capable process, by means of stabilizing the 5 M’s and
studying the variations which occur by going deeply into the
well known term used in operations: RCA : Root Cause
Analysis.
This document provides an introduction to reliability centered maintenance (RCM) terminology and concepts. It defines key terms like failure, failure mode, severity, probability of failure, and criticality. It also defines different types of maintenance like preventive maintenance, corrective maintenance, condition monitoring, and their relationships to RCM. The objective is to introduce the basic RCM process concepts and terminology.
- Covance implemented Six Sigma in 2005 to improve process efficiency and quality while reducing costs and time for clinical trials.
- A Six Sigma green belt project reduced medical writing narrative work time by creating a SAS program to automate standard header creation, achieving the goal of reducing time by 50%.
- Ongoing Six Sigma projects aim to further reduce times for tasks like writing clinical study reports and quality checking tables and figures.
- Six Sigma provides a measurable way to improve processes by reducing variability between the actual process performance and customer requirements.
This document is an ISNetworld OQ Report for Dustin Lee Marshall of The Texian Group Inc. It lists Mr. Marshall's task qualifications as assessed by Kinder Morgan, including his qualifications for various pipeline construction and maintenance tasks. He has qualifications in areas like abnormal operations, corrosion monitoring, cathodic protection maintenance and testing, pipeline locating, damage prevention, backfilling, and inspection. His qualifications are derived from NCCER pipeline industry training and are valid through various dates in 2018 and 2019.
This document discusses strategies for reducing costs across the warranty chain. It covers topics like warranty administration, call handling and dispatch, technical support through knowledge management, service parts logistics and depot repair, and asset recovery. Performance metrics and benchmarks are provided for each area, along with examples of how implementing best practices can improve outcomes.
Alexandria PSP Feasibility Study - Final Reportnsegura85
This document provides a summary of a feasibility study conducted for private sector participation in the water and wastewater systems of Alexandria, Egypt.
1) The study evaluated options for private contracting in metering, billing, and collections at AWGA and found that a comprehensive contract covering all three functions had the most benefits but AWGA preferred a more limited metering-only contract.
2) For AGOSD, licensing private operators for septage collection and disposal was recommended over service contracts, and a long-term lease of wastewater treatment Site 9N to a private operator was favored over a management contract.
3) Transportation of sludge and other waste was best handled through competitive private service contracts rather
EPA: Petroleum Refinery Sector Risk and Technology Review and New Source Perf...Marcellus Drilling News
A proposed new rule, 813 pages!, from the federal Environmental Protection Agency (RIN 2060-AQ75) that would create new rules for petroleum refineries, requiring them to install pollution monitors along their fence lines to test for hazardous air pollutants like benzene. The new rule also requires the refineries to make all of their test results publicly available. It is one more attempted power grab by the EPA to illegally regulate the oil and gas industry--a power that belongs to the individual states according to the U.S. Constitution.
This document contains instructions for retrieving a forgotten password, selecting a fax number, and updating billing information. It includes fields for entering an email address and answering a security question to retrieve a password. It provides a search interface to find available fax numbers by area code or state. The final screens allow selecting a fax number from a list, entering billing and credit card details, and confirms the transaction is complete along with the new fax number.
The document provides an overview of inplant training at MRPL, including:
- MRPL is a subsidiary of ONGC located in Mangalore, Karnataka.
- The refinery's units include a crude distillation unit, vacuum distillation unit, hydrocracker unit, hydrogen unit, and gas oil hydrodesulfurization unit.
- Each unit is described briefly, outlining its key processes and products. The presentation aims to educate trainees on MRPL's refinery operations and configuration.
The Bureau of Alcohol, Tobacco, Firearms and Explosives (ATF) has over 200 years of history regulating firearms, alcohol and tobacco. It has evolved from the Department of the Treasury to the Department of Justice. ATF's mission is to reduce violent crime through enforcement and public safety services. It has over 5,000 employees across the United States and other countries. ATF focuses on priorities like strengthening firearms trafficking intelligence and dismantling criminal organizations that use firearms. It operates laboratories, training centers, and provides services like firearms tracing and the National Integrated Ballistics Information Network. ATF is working to modernize systems and support a mobile workforce within resource constraints.
Presentation for Six Sigma certificationElena Titova
The document provides information for a Six Sigma Green Belt certification project focused on creating online military family training. Key points:
- The project aims to create online centers focused on life skills, education, and career training for five military branches to help military families, active members, and those transitioning out of service.
- Six Sigma tools that will be used include a project charter, SIPOC, process map, fishbone diagram, C&E matrix, and control plan.
- The project charter outlines the problem of a need for military family support services, and the objective is to establish a baseline and improve customer satisfaction and retention through the online centers.
- A SIPOC details the suppliers,
Mangalore Refinery and Petrochemicals Limitedvpramod
MRPL operates a 9.69 MMTPA oil refinery in Mangalore, Karnataka. It was originally established as a joint venture in 1996 but is now majority owned by ONGC. The refinery has two phases commissioned in 1996 and 1999. MRPL is ISO certified and processes crude oil into petroleum products like premium diesel and unleaded petrol. It focuses on CSR activities in areas near the refinery like building houses, providing scholarships, and supporting health programs. MRPL plans to expand its capacity to 15 MMTPA. It has strengths in production capabilities but also faces threats from alternative energies and government intervention in pricing.
Average Handle Time: How to reduce yours and improve customer satisfaction!eakoehler
This web-based training teaches bankers strategies to reduce their Average Handle Time (AHT) when assisting customers over the phone. Trainees will practice these skills on simulated calls and then apply them to real customer calls. Some strategies covered are having all needed resources available before calls, actively listening to customers, using call management skills, using speed dial features, and asking for supervisor help when needed. Trainees' goals are to achieve AHTs of 250 seconds or less through call simulations and applying these strategies. Lower AHTs will lead to better performance, higher customer satisfaction, and increased bonuses.
Public Pvt Partnership in ATF (Indian Scenario)vnitritesh
The document discusses public-private partnerships (PPPs) for aviation turbine fuel (ATF) supply in India. It notes that ATF prices in India are much higher than globally due to state taxes and a monopoly by state-owned oil companies. There is a need for PPPs to introduce competition and lower prices through private investment in fuel infrastructure and sales. Current PPP models involve joint ventures between public and private partners for activities like storage, transportation and marketing of ATF. PPPs are expected to make fuel supply more efficient, accountable and dilute the monopoly, potentially reducing costs for airlines.
This document discusses improving on-time delivery for customers. It begins by classifying customers into A, B, and C categories based on revenue. It then discusses standard lead times and explores improving on-time delivery through setting SMART goals, analyzing current performance, and addressing issues like variable lead times and improper planning. Solutions proposed include formalizing order promising processes, focusing on bottlenecks, and implementing a systematic approach using tools like MRP and metrics. Actual results showing improved on-time delivery are presented.
This document summarizes the average handle time (AHT) for an account over the past 6 months. The AHT target is 1 minute and 1 second, but the target was only met in July and September. Possible reasons for missing the target are listed as agents lacking motivation, high attrition rates, technology issues, and agents lacking basic information. The document provides recommendations in each of these areas to improve AHT metrics and ensure the target is met going forward, such as improving training programs, increasing agent satisfaction, and enhancing technical support.
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Using Six Sigma to reduce ATF pipeline transfer losses
1. 1
Six Sigma Green Belt Project on
Minimization of losses during
ATF delivery from Refinery to
IOC Sahar
Six Sigma Green Belt Project on
Minimization of losses during
ATF delivery from Refinery to
IOC Sahar
2. 2
Start Date : June 2009
Black Belt : Vijay S.Dhonde / Samir Khachane
Master Black Belt : Naveen Narayanan
Project sponsor : DGM (MFG)
Team Members :Ms. S Sapre
H D Rathod
Neelesh Bhagwat
A.R.Chaudhary
4. 4
PRODUCT
LOSS IN MTPA
(April 08-Feb 09)
ATF 3445
HSD 104
SK 67
MS 421
Product wise loss is very high in ATF, hence selected for the study.
ControlImproveAnalyzeMeasureDefine
5. 5
ATF deliveries to IOC Sahar is contributing about 54.3 % of total loss in ATF
LOSS IN MTPA 1872 1297 277 0
Percent 54.3 37.6 8.0 0.0
Cum % 54.3 92.0 100.0 100.0
DESTINATION OtherIOC(S)IOC(S)-2IOC SAHA
3500
3000
2500
2000
1500
1000
500
0
100
80
60
40
20
0
LOSSINMTPA
Percent
Pareto Chart of DESTI NATI ON
ControlImproveAnalyzeMeasureDefine
6. 6
Average delivery loss is about 0.6% for ATF to IOC Sahar.
554943373125191371
4
3
2
1
0
-1
Obser vat ion
LossFactorin%
_
X=0.597
UCL=1.977
LCL=-0.782
1
1
1
I Char t of Loss Factor
ControlImproveAnalyzeMeasureDefine
7. 7
Project
Description
Minimizing losses during ATF product delivery from Refinery
to IOC Sahar
Business
Case
Refinery is experiencing huge losses during pipeline
transfers of various products to Other Oil Marketing
Companies (OMCs). This has resulted in huge financial loss to
the organisation
There is an urgent need to address these losses as there is
no dedicated agency in the refinery to monitor and control
these losses. The reduction of losses will increase refinery
GRM, and improve the PRISM parameters of “Fuel and Loss”.
Problem
Statement
Based on the sample data for April 08-Feb 09, it was
observed that all ATF delivery transactions from refinery to
IOC Sahar have reported average loss of 0.59% .This has
resulted in total loss of Rs. 7.43 crores for the period .
Project Charter ControlImproveAnalyzeMeasureDefine
8. 8
Project Charter
Process
Owner
DGM ( Process)
Scope Start: Refinery tank gauging and sampling after receipt ex
plant.
Stop: Destination tank gauging and sampling after receipt
ex BPC MR
Excludes : Pilferage Loss
Project Goals Metric
% Loss on
Delivery
Baseline
Data from
SAP for 11
Months
Current
0.536%
Goal
0.3%
Entitlement
0.04%
ControlImproveAnalyzeMeasureDefine
9. 9
Expected
Business
Results
By reducing PLT loss to IOC Sahar from 0.59% to 0.3% ,
resulting in saving of Rs 3.7Cr
Expected
Customer
Benefits
Reliability improvement in operation , Tracking and
monitoring documentations and any apparent loss during
PLT.
Team members Ms. S Sapre, H D Rathod, Neelesh Bhagwat, A.R.Chaudhary
Support
Required
Operations, Prod Despatch , HPFR, Oil A/C, ED Aviation,ED
Logistics and IOC Sahar
Risks/
Constraints
HPFR for line-up and QC of line content and IOC Sahar may
not co-operate for witnessing their gauging, sampling and
testing.
Project Charter ControlImproveAnalyzeMeasureDefine
10. 10
y2=Ex
CTQ (Y)
CTQ Drill Down
Minimization of PLT losses
Efficient Product
Delivery System
Accurate delivery On time Delivery
Tank certification
on time
y2=Ex
Quantitative
Accuracy
Qualitative
Accuracy
Maximum
pumping rate
Prompt
Line-up
ControlImproveAnalyzeMeasureDefine
11. 11
Financial Impact
Period April 2008 to Feb 2009
Total Loss while delivering
to IOC Sahar
in MT
1872
AVG RTP of ATF (Duty
paid) for the period,
Rs./MT
39696
Total Financial Loss for the
period
Rs. Crores
7.43
Total financial savings
envisaged by bringing
down the loss factor from
0.59% to 0.3%
In Rs Crores
3.7
ControlImproveAnalyzeMeasureDefine
12. 12
Customer Output Process Input Supplier
ATF tank sampling and
gauging
ATF tank certification.
ATF tank line-up
Start delivery to IOC
Sahar
Check hourly delivery
figures
Stop delivery, gauge
refinery tanks, and
destination tank.
Compare final receipt
and delivery figures.
ATF product
delivered to
IOC Sahar
IOC Sahar ATF
product
from Tank
nos.
401,405,409
,426
ASA
ADDITIVE
CDU-1
CDU-2
CDU-3
PH5
C O P I S ControlImproveAnalyzeMeasureDefine
13. 13
FINISHED
ATF
PROCESS ACTIVITY DIAGRAM OF ATF DELIVERY TO IOC SAHAR
IOC SAHAR
TANK
ATF
COMPONENT
ASA ADDITIVE
REFINERY
BATTERY
LIMIT
HPFR
Schematic ControlImproveAnalyzeMeasureDefine
14. 14
X = Where this Stakeholder IS TODAY on the Project
O = Where this Stakeholder NEEDS TO BE on the Project
* When Populating the Stakeholder, consider the ARMI:
• A= Approver of team decisions
• R= Resource or subject matter expert (ad hoc)
• M= Member of team
• I= Interested Party who will need to be kept informed
Stakeholder ARMI*
Strongly
Opposed
Opposed Neutral Supportive Strongly Supportiv
GM (OPS) A OX
SCHEDULING &
BLENDING
R
OX
TDU M OX
OIL ACCOUNTS R X O
IOC SAHAR
I X O
ED Logistics AR OX
ED Aviation AR OX
LAB R X O
Stakeholder Analysis ControlImproveAnalyzeMeasureDefine
15. 15
Project Metric
%Loss of Quantity delivered
= (Loss in MT/ MT of ATF Delivered)
Project Metrics ControlImproveAnalyzeMeasureDefine
17. 18
Data screening
554943373125191371
2
1
0
-1
Obser v at ion
IndividualValue
_
X= 0.536
UCL= 1.671
LCL= -0.600
554943373125191371
2.0
1.5
1.0
0.5
0.0
Obser v at ion
MovingRange
__
MR= 0.427
UCL= 1.395
LCL= 0
1
1
1
1
1
I -MR Chart of Loss Factor_ 1
The Loss Factor reduced from 0.59 to 0.536 after data screening.
ControlImproveAnalyzeMeasureDefine
18. 2.01.51.00.50.0-0.5
USL
LSL *
Target *
USL 0.3
Sample Mean 0.535632
Sample N 59
StDev (Within) 0.378547
StDev (Ov erall) 0.471328
Process Data
Cp *
CPL *
CPU -0.21
Cpk -0.21
Pp *
PPL *
PPU -0.17
Ppk -0.17
Cpm *
Ov erall Capability
Potential (Within) Capability
PPM < LSL *
PPM > USL 661016.95
PPM Total 661016.95
Observ ed Performance
PPM < LSL *
PPM > USL 733181.92
PPM Total 733181.92
Exp. Within Performance
PPM < LSL *
PPM > USL 691438.71
PPM Total 691438.71
Exp. Ov erall Performance
Within
Overall
Process Capability of Loss Factor_ 1
ControlImproveAnalyzeMeasureDefine
21. 27
PLT Loss
Man Machine Method
Material
Measurement
Mother Nature
Cause & effect Diagram
Wrong
dip,temp,den
Wrong lineup
Wrong
Entry in
AtOMS
Line
Slack
Faulty
thermo
meter
Imprope
r dip-
tape
Density
layeration
Wrong
Temperature
Tank
Calibration
Lack of consistency in measurement at
IOC Sahar
In adequate SOP for ATF
PLT to Airport, since there
is no surveying agency
involved( spading, locking
etc
Lack of time frame for
communicating final receipt
figure from IOC Sahar
Certification of density pre
delivery not being done (As
done by MMPL
line Leak
Valves Passing,
Gravitation to
other tanks
Passing valves/Poor
Valve Quality
Line Content
Quality
ControlImproveAnalyzeMeasureDefine
22. 28
Cause Prioratization
Matrix
Causes Severity Occurrence Detection RPN No
Lack of consistency in measurement at IOC Sahar 9 9 9 729
Lack of ownership for abnormal Loss/gain 9 9 9 729
Lack of time frame for communicating final receipt
figure from IOC Sahar 9 9 9 729
In adequate SOP for ATF PLT to Airport, since there is
no surveying agency involved( spading, locking etc) 9 9 9 729
No system of rechecking density 5 9 9 405
Density difference with IOC not being cross checked
5 9 9 405
Temperature varies with settling duration/closing of tank 5 5 9 225
Human error in reading temperature 5 5 9 225
Line content quality, quantity 5 5 9 225
IOC Sahar heel quality 5 5 9 225
Measurement errors at refinery end 9 1 9 81
Wrong Line-up by operator 9 1 9 81
Passing /faulty valves 9 1 9 81
Lack Of flow meters 9 1 9 81
ControlImproveAnalyzeMeasureDefine
23. 29
Findings
Based on the risk priority number, the following causes were identified
as the top priority items.
• Six Sigma Team visited BPC Santacruz (Airport) to validate the findings.
However, due to logistics reasons of different entities, permissions were not
granted to carry out checks at IOC Sahar.
•HP Santacruz is the controlling/monitoring agency for all PLTS to AFS
• BPCL representative is not involved in the lining up checking of tank dips at
receiving end (IOC Sahar, HP S'cruz).
• There is no independent agency monitoring the transfer.
• Final receipt figure from receiving location is never conveyed to PH5.
• Density of received product is not matched with that of delivering tank.
• Human error in sampling in both locations.
• Effect of line content quality (760 KL) and receiving location heel quantity and
quality.
ControlImproveAnalyzeMeasureDefine
24. 30
Root Cause validation - Instance
• On 18th
July, 2009, ATF PLT to HP S’cruz was in progress and
difference in delivery and receipt figures was observed. In a
period of four hours, the difference was 40 TKL. The PLT was
stopped and on investigation, HP S’cruz confirmed of migration
to IOC Sahar.
Such instances cannot be ruled out unless there is an agency to
take care of BPCL’s interest.
ControlImproveAnalyzeMeasureDefine
26. SCAMPER ANALYSIS FOR SOLUTION GENERATION
KEY ROOT CAUSE S C A M P E R
Lack of consistency in
measurement at IOC
Sahar
Standardizing gauges and
thermometers , sampling , and
measurement of density
Surveyor to
be
deployed
A procedure to
be made for
PLT to IOC
Sahar
Lack of ownership for
abnormal Loss/gain
BPC S'cruz to
witness
gauging and
line-up
loss
control
departme
nt to be
restarted
Lack of time frame for
communicating final
receipt figure from IOC
Sahar
Surveyor to
be
deployed
IOC to convey
the FRF to PH
within 12 Hrs
SCAMPER ANALYSIS
ControlImproveAnalyzeMeasureDefine
27. SCAMPER ANALYSIS FOR SOLUTION GENERATION
KEY ROOT CAUSE S C A M P E R
In adequate SOP for ATF PLT to
Airport, since there is no
surveying agency
involved( spading, locking etc)
Adapt the
procedure
followed by
OMC, HPFR
Put density
meter
No system of rechecking density
1)Retention
sample
testing
/comparison
with QC density
Density difference with IOC not
being cross checked
incorporate
Density
readings,
previous PLT
density (line
content quality)
in LD book
1)Retention
sample
testing
/comparison
with IOC and to
be recorded in
LD book for
periodic review
Temperature varies with settling
duration/closing of tank
Give settling
time, as for
MMBPL
Lack Of flow meters
Modify del line-
up to take the
mass flow
meter in-line.
SCAMPER ANALYSIS
ControlImproveAnalyzeMeasureDefine
28. SCAMPER ANALYSIS FOR SOLUTION GENERATION
KEY ROOT CAUSE S C A M P E R
Human error in
reading
temperature
Training procedure
for gauging/temp
measurement to be
formalized, and
periodic
review/surprise
checks by shift
officer
Auto gauge
temperature
indications to be
used, verified, and
reliability to be
improved
Line content
quality, quantity
incorporate Density
readings, previous
PLT density (line
content quality) in LD
book
When ever possible, HP
line content to be
displaced to BPC
Santacruz, so that loss will
be NIL since its BPC to
BPC
IOC Sahar heel
quality
Accounting to be based
on KLs received, and
density of parent tank,
as exists for crude at
KR
Lack Of flow
meters
Modify del line-up
to take the mass
flow meter in-line.
SCAMPER ANALYSIS
ControlImproveAnalyzeMeasureDefine
29. CRITERIA SCAMPER LOW COST LOW
COMPLEXITY
EASE
OF
IMPLEMENTATION
Total
WEIGHTAGE 0.7 1.5 1.8
SOLUTION
Sign painting, P&ID availability, training, charge hand's
supervision ( for line-up) C 25.2 54 64.8 144
Surveyor to be deployed A 19.6 54 64.8 138.4
Incorporate Density meter
M 14 54 64.8 132.8
Standardizing gauges and thermometers , sampling , and
measurement of density S 19.6 54 50.4 124
Standard gauging procedure to be made, and put in
training manual and to be followed C 25.2 54 43.2 122.4
When ever possible, HP line content to be displaced to
BPC Santacruz, so that loss will be NIL since its
BPC to BPC R 25.2 54 36 115.2
Adapt the procedure followed by OMC, HPFR A 25.2 54 36 115.2
Surveyor to seal and lock other valves M 25.2 48 36 109.2
Training procedure for gauging/temp measurement to be
formalized, and periodic review/surprise checks by
shift officer M 25.2 54 28.8 108
SOLUTION PRIORITIZATION
MATRIX
ControlImproveAnalyzeMeasureDefine
30. CRITERIA SCAMPER TOOL LOW COST LOW COMPLEXITY EASE
OF
IMPLEMENTATION
Total
WEIGHTAGE 0.7 1.5 1.8
SOLUTION
Retention sample testing /comparison
with QC density
P 25.2 54 28.8 108
Auto gauge temperature indications to
be used, verified, and reliability to
be improved P 25.2 24 57.6 106.8
Modify del line-up to take the mass flow
meter in-line. P 19.6 48 36 103.6
Identify and replace the faulty valves S 22.4 54 21.6 98
A procedure to be made and followed
for PLT to IOC Sahar M 25.2 42 28.8 96
1)Retention sample testing /comparison
with IOC and to be recorded in LD
book for periodic review P 25.2 24 43.2 92.4
SOLUTION
PRIORITIZATION MATRIX
ControlImproveAnalyzeMeasureDefine
31. CRITERIA SCAMPER
TOOL
LOW
COST
LOW
COMPLEXITY
EASE
OF IMPLEMENTATION
Total
WEIGHTAGE 0.7 1.5 1.8
SOLUTION
Install reversible spectacle
blinds/lockable valves A 19.6 36 36 91.6
Charge hand/Officer to train/conduct
surprise checks P 25.2 30 36 91.2
incorporate Density readings, previous
PLT density (line content quality) in LD
book M 25.2 30 28.8 84
Accounting to be based on KLs
received, and density of parent tank, as
exists for crude at KR S 25.2 30 21.6 76.8
loss control department to be restarted P 11.2 30 28.8 70
Give settling time, as for MMBPL A 22.4 36 7.2 65.6
BPC S'cruz to witness gauging and line-
up C 25.2 24 14.4 63.6
IOC to convey the FRF to PH within 12
Hrs M 25.2 6 21.6 52.8
SOLUTION
PRIORITIZATION MATRIX
ControlImproveAnalyzeMeasureDefine
32. Least Effort - Maximum
Benefit Solutions
2 Surveyor To be appointed
7
Adapt the procedure followed by OMC,
HPFR
8 Surveyor to seal and lock other valves
9
Training procedure for gauging/temp
measurement to be formalized, and periodic
review/surprise checks by shift officer
11
Auto gauge temperature indications to be
used, verified, and reliability to be improved
14
A procedure to be made and followed for
PLT to IOC Sahar
15
Retention sample testing /comparison with
IOC and to be recorded in LD book for
periodic review
17
Charge hand/Officer to train/conduct
surprise checks
18
incorporate Density readings, previous PLT
density (line content quality) in LD book
20
loss control department to be restarted
22
BPC S'cruz to witness gauging and line-up
23
IOC to convey the FRF to PH within 12 Hrs
2
34
1
5
6
7
8
9
10
11
13
14
15
16
17
18
19
20
21 22
23
ControlImproveAnalyzeMeasureDefine
33. Y REDUCTION IN ATF PLT LOSSES TO IOC SAHAR
PROBLEM Loss incurred in ATF transfer
ROOT CAUSE
Lack of information
about losses to
PH5.
Receipt figure by
OMC is Final. PH5
is unaware of Final
receipt figures/
potential losses.
PH Checks receipt
figures in KL @
Natural temp, but
losses are booked
in KL @ 15deg and
MT.
PLT To airport is the only area
which doesn’t have
intervention of BPC
representatives at recipient
end. No agency to protect
corporation’s interest in PLT.
EFFECT
TDU only
documents the
losses, and does
not investigate
losses. PH5 cannot
investigate as it is
too late by this time.
Loss borne by
refinery even if
migration happens
in AFS tanks.
PH is not aware of
losses at 15Deg,
and MT
In case of a loss booked, we
don’t have enough data to
challenge the loss.
SOLUTION
Surveyor to be
appointed for airport
PLTs.
Surveyor to
monitor the PLT,
and analyze
reasons for losses.
Surveyor to convey
the loss/gain
figures to PH
Reason, as investigated by
the surveyor/PH for each PLT
loss to be recorded, and
solutions to be found for
eliminating the reasons.
SOLUTION TREE ControlImproveAnalyzeMeasureDefine
34. SR
NO
DESCRIPTION OF SOLUTION
ACTION
POINTS
BY WHOM BY WHEN SUPPORT REQD.
1
Surveyor To be appointed Under process S&B 15th
Sept-09 Management approval for
expenditure, around Rs 50,000
per month.
ED logistics to get approval
form OMC for surveyor witness.
2
Adapt the procedure followed by OMC,
HPFR
Check existing
procedure at HPFR
Six Sigma
team
15th
Sept-09 Appointment with HPFR,
marketing to introduce the SSG
group.
3
Surveyor to seal and lock other valves After Point no-2 Surveyor
4
Training procedure for gauging/temp
measurement to be formalized, and periodic
review/surprise checks by shift officer
Done Six Sigma
team
15th
Sept-09 B&M operations to support
5
Auto gauge temperature indications to be
used, verified, and reliability to be improved
*Verify reliability of
autogauge
temperature
indications
*Autgauge temp
indication to be used
for verified tanks
B&M
operations
30th
Sept-09 Support from B&M operations is
required.
6
A procedure to be made and followed for
PLT to IOC Sahar
*Procedure to be
made
Six Sigma
team
15th
Sept-09 B&M operations to support
Solution Implementation
Action Plan
ControlImproveAnalyzeMeasureDefine
Microsoft Word
Document
Microsoft Word
Document
Microsoft Excel
Worksheet
35. HPFR BPMR
HPFR BPMR
Digital thermometers used for all
products, including ATF. Temperature
displayed while probe is in liquid. Least
count 0.1 Deg C
Reported in two decimals. More
accurate
Mercury thermometers, dipped in sample
bottles. Least count 0.5 Deg C.
All product delivery lines outside
refinery have Mass flow meters
MS/SK HSD delivery lines to installation
have the mass flow meters, which are un
utilized from the day of installation.
Positive isolation (spading) of all lines
connected with the tank/pump, except
the one that is delivering is done as a
procedure for all white oils.
No spading done. The practice was
existing prevoiusly(10 years back), which
has been slowly discontinued.
While Delivering to OMC, marketing
bears the loss gain.
While delivering to OMC, refinery bears
the loss/gain.
ControlImproveAnalyzeMeasureDefine
36. SR
NO
DESCRIPTION OF
SOLUTION
ACTION POINTS BY WHOM BY WHEN
SUPPORT
REQD.
7
incorporate Density readings,
previous PLT density (line content
quality) in LD book
This shall be a part of
the standard
procedure, mentioned
in pt no-14
Six Sigma team 15th
Sept-09 B&M operations to
support
8
New loss control department to be
set-up.
Scope of work for the
department to be
finalized.
GM(0) 30th
Sept-09 Request from
B&M section
head, to GMO for
the need
9
BPC S'cruz to witness gauging and
line-up
*Supplies to talk to
Aviation SBU, for BPC
Scruz to witness.
S&B
department
head
15th
Sept-09 ED Logistics, ED
aviation
10
Retention sample testing
/comparison with IOC and to be
recorded in LD book for periodic
review
11
Charge hand/Officer to train/conduct
surprise checks
*After surveyor is
appointed, he will witness
the gauging
12
IOC to convey the FRF to PH within
6Hrs
*It has to be
incorporated as a
standard procedure,
with concurrence from
Avition SBU, and
industry.
S&B
department
head
30th
Sept-09 ED Logistics, ED
aviation, GMO
Solution Implementation
Action Plan (HIDDEN)
ControlImproveAnalyzeMeasureDefine
38. LOSS FACTOR
COMPARISON
1110987654321
1.5
1.0
0.5
0.0
-0.5
Obser v at ion
IndividualValue
_
X= 0.394
UCL= 1.405
LCL= -0.616
I Char t of st age
554943373125191371
2.5
2.0
1.5
1.0
0.5
0.0
-0.5
-1.0
Obser v at ion
IndividualValue
_
X= 0.536
UCL= 1.671
LCL= -0.600
1
1
1
I Char t of Loss Fact or _ 1
ControlImproveAnalyzeMeasureDefine
39. PROCESS
MANAGEMENT
Project
Y
Metric UOM Respon
sibility
Frequency of
data
collection
Type of
Control
Chart
What to
respond
Who will
respond
Corrective Action to be
initiated
PLT Loss Loss
Factor
%(On
Qty del
in MT)
Shift
Officer
Every
Transaction
IMR Loss
Factor>0.3
Shift
Officer
Surveyor to re-confirm
figures at receiving end
Vital X’s
Audit
Surveyor log
NA NA S&B
Section
head
Once a week IMR Deviations
from
SOP’s
Shift
Officer
Review the SOP’s for
migrations etc.
Density Diff
(Ref QC Vs
IOC tank)
Diff g/cc Shift
Officer
Every
Transaction
IMR >0.0025 Shift
Officer
1)Surveyor to check
recipient density.
2)Testing of refinery
retention samples
3)Surveyor to cal effect of
heel, l/s density
Difference in
dip (Manual
Vs Auto
gauge)
Dip diff cms Shift
Officer
Every
Transaction
IMR Diff in
mass >12
MT
Shift
officer
Verify the correctness
Diff in Temp
(Manual Vs
Auto gauge)
Temp
diff
Deg C Shift
Officer
Every
Transaction
IMR Diff in
mass >12
MT
Shift
officer
Verify the correctness
ControlImproveAnalyzeMeasureDefine
40. BENIFIT ANALYSIS
Period April 2008 to
Feb 2009
April 2009 to 10th
Sept-09
Total Loss while delivering to IOC
Sahar
in MT
1872 495
Loss Factor in
%
0.596 0.393
AVG RTP of ATF (Duty paid) for
the period,
Rs./MT
39696 25942
Total Financial Loss for the period
Rs. Crores
7.43 (9 Crores per
annnum)
1.28 (3.1 Crores per
annum) – savings of
59 Million INR/ 1.2
Million USD per
annum)
Total financial savings envisaged
by bringing down the loss factor
from 0.59% to 0.3%
In Rs Crores
3.7 0.97
ControlImproveAnalyzeMeasureDefine
41. INTANGIBLE
BENIFITS
•The system adapted in ATF PLT can be
extended to all other products
•The reduction in overall loss, will reduce
refinery loss, improve the PRISM parameter
of F&L.
ControlImproveAnalyzeMeasureDefine
To use the the CTQ Drill Down Tree above:
1. Drill-down into your CTQ (Big Y) to determine key drivers (little y’s) and their process and input drivers (X’s)
2. Evaluate the amount of IMPACT each driver (y) has on your CTQ, and the CONTROL you have to change each driver (y)
3. Select the key driver (y) to focus on for the rest of the project. Note, “y”
is measurable
could be a characteristic about the main process
could be a characteristic of a sub-process
For the CTQ Translation Matrix:
You may need more / less boxes than highlighted on this template. You can add / delete as necessary for your project.
When identifying Supplier(s), consider who starts and/or provides input to the process.
When identifying Customer(s), consider who ends the process and/or is the recipient of the output.
These Change tools are optional. Another alternative you can use is a “Threat / Opportunity” matrix.