AGR Field Operation

Organisation

Field Operations

Employees:40-70

Employees:70-160

Employees:160-250

Employees:250-350

Employees:800

Clients:Large operators

Clients:Large operators

Clients:Large operatorsRig operatorsFPSO operators

Clients:Large operatorsRig operatorsFPSO operatorsNuclear Industry”Non-operating”OperatorsOther energyproducers

Clients:Large operatorsRig operatorsFPSO operatorsNuclear Industry”Non-operating”OperatorsOther energyproducersShip owners

Our global servicesProduct Lines

Darwin

Perth

Melbourne

Global provider

Strong Norwegian precence

GLOBAL TRENDS

Global trends

WHAT IS DIFFERENTDefence vs. Oil & Gas

REGULATORY ASPECTSMaintenance Management

Regulatory and Class• Focus in regulation:

• Internal control - documentation

• Work processes – Management Regulation (MR) § 10

• Risk reduction – MR, § 1

• Barrier mgmt – MR, § 2

• Maintenance - ”Activity regulation § 43-46”

• Criticality according to Norsok Z-008 or equivalent

• Methodology selection and documentation

• Criticality basis for PM, CM and spare parts

• Failure modes (FMEA/RCM) basis for maintenance activities

• Vessels normally under maritime rules/class

• PSA Regulations

MAINTENANCE STRATEGYMaintenance Management

Maintenance strategy (Pintelon et al., 2006)

Strategy provides a sense of direction, integrity and purpose. It guides in making a series of unified and integrated decisions to achieve objectives

Maintenance strategy can be defined as a series of unified and integrated pattern of decisions made in four structural and six infrastructural decision elements

Decission elements

+

From Strategy to Management

Goals & Objectives

Program Planning

Resources

Organisation

Material

Documentation

Resources

Techn.condition

Result

Risk

Availability

Cost

Execution

Reporting

Management &Verification

Improvements Analysis

IT strategy – CMMS – Integrated Operations

MAINTENANCE ENGINEERING

Maintenance Management

Criticality assessment (NORSOK Z-008)

What is a criticality evaluation?

─ A way to group (classify) equipment dependent of consequence of failures

What are the purposes of the criticality evaluation?

─ to establish a maintenance program with the right priority on activities

─ to specify a common spare-part strategy for equipment of equal importance. (availability of spares)

─ to standardize maintenance programs

─ to decide the extent and quality of technical documentation

─ one of the elements deciding the priority on corrective maintenance activities

Work process “Streamlined RCM” based PM-program

Criticality assessment(Function)

Establish Technical hierarchy

(Plant structure)

Maintenance concepts(Equipment

Maintenance strategy)

Background data,P&ID’s,Vendor

documentation,Technical info,CMMS input

Packing / loading-files

Maintenance history for optimization

KAMFER™Project-database

CMMS

Maximo/SAP/STAR/IFS

Graphic illustration – Technical Hierarchy

Tank

Pump

PI

FT

FY

FV

FE

FCTank FCFY

FV

FEPump

PI

FT

I/P

Criticality Matrix

Consequence S- Safety & environment P- Production availability C- Economic losses

3 - High

Potential for serious personnel injuries. May render safety systems inoperable. Potential for fire in classified areas.

Stop in production/ significant reduced rate of production exceeding X hours (specify duration) within a defined period of time.

Substantial cost

- exceeding Y NOK (specify cost limit)

2 – Medium

Potential for injuries requiring medical treatment. Limited effect on safety systems controlling hydrocarbons

No potential for fire in classified areas.

Brief stop in production/ reduced rate of production lasting less than X hours (specify duration) within a defined period of time.

Moderate cost between Z – Y NOK. (Specify cost limits)

1 – Low

No potential for: Injuries, fire or effect on safety systems.

No effect on production within a defined period of time.

Insignificant cost less than Z NOK. (Specify cost limit)

Functions vs. equipment (tags)

System ASystem B

System C

Main Function 1Main Function 2

Main Function 3

Main Function

Main Function

Pressure Relief

Shutdown Equip.

Controlling

Monitoring

Local Ind.

Shutdown Process

Manual Shut-off

Pumpe A

Motor A

PZV

Eq.shtdwn Valve A

Control Valve A

Alarm A

Pressure Ind. A

PAS Valve A

Man. Valve A

Pumpe B

Motor B

PZV

Control Valve B

Alarm B

Pressure Ind. B

PAS Valve B

Man. Valve B

Pumpe C

Motor C

PZV

Control Valve C

Alarm C

Pressure Ind. C

PAS Valve C

Man. Valve C

PumpPackage

Functional hierarchy Technical hierarchySu

b Fu

nctio

nsM

ain

func

tions

Eq.shtdwn Valve B Eq.shtdwn Valve C

Maintenance concepts - example

Together with a predetermined service level for the critical spare parts Stock Optimiser can provide;

• Spare parts demand per period for both corrective and planned maintenance

• Analysis against existing stock• Sensitivity analyses• Cost information over time• Materials planning input

Price

Del

iver

y tim

eCrit

icallit

y

Warehouse

Parts to be evaluated

HSEOth

er c

osts

Producti

on

Critical parts toBe evaluated

Price

Del

iver

y tim

eCrit

icallit

y

Total amount of sparepartsOne should use the 80 - 20 rule when analysing store.Exclude from analyses: (examples)

Standardparts, Partswith low price, parts with short lead time, parts to be ordered in bulk etc

Spare parts evaluation

• Spare part selection based on criticality classification

• Analysis include:• First year operating spares

• Review of vendor recommondated spares for operation past first year

• ”Insurance spares”

CMMS Integration

Deliverables

• Maintenance Strategy and work process according to MR §10 (optional)

• Tag hierarchy facilitating PM program

• Criticality according to AR §43

• PM Program according to AR §44

─ Including Barriers and SIL requirements

Maintenance Management

• Link existing procedures and company policies to a maintenance management loop

• Identify GAPs• Basis for communication with the PSA

Goals & Objectives

Program Planning

Resources

Organisation

Material

Documentation

Resources

Techn.condition

Result

Risk

Availability

Cost

Execution

Reporting

Management &Verification

Improvements Analysis

Technical hierarchy

• Plant structure (data model)• Equipment identification• Link to documantation and drawings• Equipment must be identifiable offshore

─ AOC requrement

Criticality analysis

• Criticality for all main functions and sub-functions• According to AR §43 and NORSOK Z-008• All background decissions documented

PM program

• Maintenance Concepts─ equipment strategies

• Uploaded to CMMS• Class requirements

included in evaluation• AGR Library of basic

eqipment• RCM for client specific

equipment• Involvement of offshore

personnel─ AOC requirements

CORROSION MANAGEMENT

Maintenance Management

Range of uses

• Surface treatment (coating)

• Passive Fire Protection

• Insulation

• Pipe and cable penetrations

• Cable trays

• Carry-over-work (all disciplines)

• Life Cycle Cost / Life Cycle Analyses

Main elements

One-off activity Repeating activity(every 5 years) Annual activity

CONDITION

STATUS

SURVEY LONG-TERM

PLANMantenance Program – Year 1

Mantenance Program – Year 2

Mantenance Program – Year 3

Mantenance Program – Year 4

Mantenance Program – Year 5

Summary

• Regulatory and class compliance

• Risk management

─ Risk based PM program

─ Criticality used to prioritize CM

• Standardization of maintenance activities

• Integration with CMMS