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TRANSCRIPT
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Maintenance Strategy
Mark Pellow
Maintenance Superintendent
Fleet Support Team
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Historical System
Individual vessel databases.
Individual identification numbers.
Individual naming convention.
Various job descriptions detailing the same maintenance (Over6000).
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3
Developing a Maintenance Startegy
BP Shippings maintenance strategy is driven by the BP Groupsrequirement to transport hydrocarbons safely with no accidents, noharm to people and no damage to the environment
We provide ASSURANCE not profit
% Utilisation target impacted by vessel availability
We want: Reliability
Availability
Consistency
Effective spend
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4
The Building Blocks
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Do it Right prioritorise
Criticality driven (FMECA and RCM)
ISM
Critical High Equipment failure puts the ship in a hazardous condition (ISM Code 10.3)
Critical Medium Equipment failure puts the vessel in a position of increased risk
Critical Low Negligible impact on vessel operation in the event of equipment failure
Spares
Critical High Key spares onboard and re-ordered through "minimum stock levels" from OEM
Critical Medium Key spares available within 48 hours from OEM, all others within 5 working days
Critical Low A practical approach will identify where other alternatives to OEM can be used
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Risk Matrix
> 1 / YR10-1 to 1/Yr
Once in 10 Yrs
10-2 to 10-
1/Yr Once in
100 Yrs
10-3 to 10-
2/Yr Once in
1000 Yrs
10-4 to 10-
3/Yr Once in
10,000 Yrs
10-5 to 10-4/Yr
Once in
100,000 Yrs
10-6 to 10-
5/Yr Once in
1000,000
Yrs
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Criticality of Equipment and Systems
A practical approach to sourcing of spares will identify where other alternatives to OEM can be used.
Negligible impact on vessel operation in the event of equipment failure.LOW
Key spares available within 48 hours from OEM suppliers. All other spares available within 5 working days from
OEM suppliersSpares
OEM if shoreside labour used, consider training courses for ship's staffMaintenance
Failure of this equipment will delay commercial operationsCommercialFailure of this equipment or system will place the vessel in a position of increased riskISM
Failure of this equipment will increase the likelihood of a MARPOL contravention but which can be mitigatedMARPOL
Failure of this equipment will increase the likelihood of a SOLAS contravention but which can be mitigatedSOLAS
Equipment designed for the protection of assetsSafetyMEDIUM
All other spares available within 48 hours (fleet stock held ashore in agreed locations)
Key spares must be held onboard and re-ordered through "minimum stock levels" from OEM suppliers.Spares
Unscheduled maintenance is unacceptable - enhanced predictive maintenance and annual overhaul during
turnaround timeMaintenance
Failure of this equipment will result in a commercial lossCommercial
Sudden failure of this equipment or system will place the vessel in a hazardous conditionISM
Failure of this equipment will result in a failure to comply with MARPOL which cannot be mitigatedMARPOL
Failure of this equipment will result in a failure to comply with SOLAS which cannot be mitigatedSOLAS
Equipment designed for the protection of peopleSafetyHIGH
DETAILCATEGORYCRITICALITY
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Equipment Criticality
Generic MEL
Preliminary Criticality
Assessment (PCA)
Safety & Protective
Equipment
Medium
Sub Group
Components
Engineering Assessment No Further Analysis
People Plant
Is the Equipment
designed for people/
plant protection?
Med Low Low High MedResults
Components
By Component Class e.g.
Indicators
Fire & Gas Equipment
Telecoms
NOTES:
Workflow to cover ALL Asset Register Components
1
3
4 6
2
FMECA
MedHigh Low
5High Low
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How we achieved
Class Specific Workshops:
Master equipment List,
Preliminary Criticality assessment,
FMECA,
New database review,
Roll out,
Attendees:
Vessel Superintendents
Chief Engineers
Masters
Subject matter experts
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Change Control lockdown of CMMS
Overdue Maintenance
Deferring Work Orders
Changing Trip and Alarm parameters
GP 32-30 (Inspection and Testing of Equipment in Service)
Modification Requests
Drawing updates
Change Requests
Configuration Management:
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Continuous Improvement
Master Equipment List
Equipment Criticality
Assessment
STEP 1
Job Descriptions
STEP 2
STEP 3
STEP 4
Planned
Maintenance
Programme
STEP 5
STEP 6
Continuous Improvement
Periodic review of KPI agree changes required
Risk
Assessment
Implement
change
STEP 7
Apply
Management of
Change process
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Condition Based Maintenance
Machinery condition assessment through the review of performance
data
Long term trends of process parameters and vibration levels
Use of CM software for trending and generation of predictive(condition based) Work Orders
12 monthly performance check
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Spare Part Management
Onboard spares management
Stock Checks Critical spares
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Future Improvements
Low Maintenance/High Volume tasks into rounds.
Utilising CM database to create one WO/month.
Manuals available within the CMMS.
Standardise templates (Class specific).
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In Summary .
Consistent approach across the fleet
100% Defect reporting with correct priority
100% Maintenance history reporting
Criticality prioritised maintenance
C/Es are the onboard maintenance manager Management of Change MR, CR and Drawings
Tiered approach based upon criticality to
Overdue maintenance metric
Deferring maintenance
Alarm and Trip parameters
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Our Goal!
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Leading to
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Thank you!
Questions?