reliability excellence transformation

SASREF Reliability Transformation

The content of this presentation is proprietary and confidential information of SASREF. It is not intended to be shared without the written consent from SASREF

Ahmed Ismail Engineer, Reliability

Presenter

Outlines

Company Profile

Previous Situation in 2014

SWOT Analysis

Reliability Excellence Transformation Program

Benefits Realization

Sustainability and Improvement

Accomplishments and Global Recognition

Saudi Aramco Shell Refinery Company. Jubail Industrial City, Eastern Province 31961

ABOUT SASREFLocation

We aspire to safely achieve best in class performance, maximizing profitability, with

commitment to our people and community

Saudi Aramco

Shell

SAUDI ARABIA

JUBAIL

Previous Situation

2013 - 2014 SASREF Performance

75 Months

MTBM

Pumps

33.9

Maintenance

Index

9.5%

Emergency

Maintenance

Mechanical

Availability

96.4 %

Need For A Change Realized

SWOT 2013 - 2014

Strengths• Maintenance

Recovery Time

• Management support

• will for change

• Risk Based Inspection

Weakness

• Silo based Reliability

• Asset criticality

• Organizational gaps

• Time Based mindset

Opportunities

• Improve Availability

• Failure management

• Improve Maintenance

Index

• Work Processes

improvement

Threats

• Aging facility/

Obsolescence

• Knowledge

Transfer Gap

Reliability Excellence Transformation

Program

Failure Management

To Create Value

Maintenance Index

To Achieve Solomon Q2

Availability

To Achieve Solomon Q1

The Reliability Excellence Transformation (RExT) is a composite and

comprehensive program aimed at infusing reliability culture and

performance in SASREF by Strengthening work processes, hence creating value in Business Bottom line.


RExT Model

S

W

O

T

ITQAAN

TAMKEEN

BENCHMARKING

AMAAN

TECHNOLOGY

CULTURE

People

PlantProduction

Process

RExT


RExT Journey Started


Development of

Initiatives 2016

Improve

Work Processes 2017

2015

Performance

Measurement

Competency

Profile BuildingCulture Enhancement

Sustainability &

Improvement

2018

Benchmarking

Assessment

2014

Benchmarking | Assessment

FAIR

Focused Asset

Integrity Review

For all Assets

SOLOMON

BENCHMARK

Focused to help driving world-class performance improvement

ASSESSMENTS

• Emerson M&R Gap

• DuPont on Process Safety

• Maintenance Work process

management• Re-Organization

• Asset Master Plan (Rotating, Electrical &

Instrument)• System Based Criticality Analysis

2014 2016 2017 20182015

ITQAN - Reliability Focused Organization

Process

Focused Maintenance Organization

• Maintenance Planning

• Turnaround

• Contract Execution

• Asset Maintenance

• Centralized Workshop

Established two new departments- Reliability • Maintenance Strategies

• Defect Elimination

Rotating Equipment Department

• 5 senior Engineers

• 280 Assets/ 1 RE

• 5 PdM Techs

RELI

AB

ILIT

Y F

UN

CTI

ON

2014 2015 2016 2017 2018

Reliability Focused Reflection

MTA

• Mitigation of Threats to

Availability

TIW

• Threat Identification

Workshop

• All production critical units covered

• 176 Threats

Identified

• I&R incidents are

reported and classified

• Severity 3+ are

formally investigated

following Apollo methodology

BA

• Bad Actor Elimination

Process

Failu

re M

an

ag

em

en

t Fra

me

wo

rk

PROACTIVE IMPROVEMENT

RCA

2014 2017 201820162015

Predictive Maintenance Focus -Technology

Electrical Inspection

• MCA – Motor Circuit Analysis

program implemented

• IR inspection on LV electrical system

implemented

• Partial Discharge Inspection

program developed for 9

Substations

62%

38%

Electrical Motors (RCM Coverage)

Non Critical Critical Motors

Vibration• PeakVue: 1600 points for 800 Assets “New”

• Reciprocating compressor coverage

(From 18% to 100%)

• Severity Based Monthly Reporting

Lubrication

• Oil Sampling coverage increased by 25 %

(As per RCM)

• Monitoring task force allocated

• Developed routes & inspection points

• Find & Fix Basis Assets

Steam Traps Surveys• 87 Critical Traps under Digitized Operator Care

• Strategy developed using Dr.TrapVisual Management

2014 2017 201820162015

Digitized Operator Round – Technology

SASREF OPERATOR ROUND AUTOMATION (SORA)

2560 (Assets)

8000 (Tasks)

2014 2017 201820162015

Maintenance Work Process – SAP


Leveraging on SAP (TAMKEEN)

Business Performance Analysis

Driving Continuous Improvement

Business Intelligence - Dynamic KPIs

2014 2017 201820162015

AMAN

AMAN is a process safety enabler utilized to

support RExT Mission in terms of Mechanical

Integrity and Quality Assurance:

Mechanical Integrity

• Temporary Repair

• Critical Joints Protocol

• LOPC ≥Tier 3 monitoring

Quality Assurance

• Material Preservation

• New Material Inspection

2014 2017 201820162015

Competency Development | Certification

CMRP – 10

ICML – 3

Accredited ARCA – 6

Culture Enhancement - People

Two Reliability Culture Day (2017&2018)

Reliability Symposium 2017

Performance Measurement

2014 2017 201820162015


13

6

32

1

2013 2014 2015 2016 2017

RE Function loss No.

6 6

8.5

2

0

2

4

6

8

10

2013 2014 2015 2016 2017 2018

Lubrication Failures %

LOPC Tier 1 & 2 = Zero

2014 2017 201820162015

59 56

47 45

30 2934

26

38

26 28 2832 30

22 2216 19 18

14 17 19 18 17

0

20

40

60

80

Jan

-16

Feb

-16

Ma

r-1

6

Ap

r-16

Ma

y-1

6

Jun

-16

Jul-

16

Au

g-1

6

Se

p-1

6

Oc

t-16

No

v-1

6

De

c-1

6

Jan

-17

Feb

-17

Ma

r-1

7

Ap

r-17

Ma

y-1

7

Jun

-17

Jul-

17

Au

g-1

7

Se

p-1

7

Oc

t-17

No

v-1

7

De

c-1

7

9.5

7.66.8

5.8 5.4

3 3 3 3 3

2013 2014 2015 2016 2017

Emergency Work %

Actual Target

51 49

3847

33

49 51

6253

67

0

20

40

60

80

2013 2014 2015 2016 2017

CM Vs. PM/PdM Ratio

CM PM/PdM

93.8

95

99

98

99

2013 2014 2015 2016 2017

6.76.1

4.9

43.6

2013 2014 2015 2016 2017

PM Compliance- Target 90%Backlog - Weeks


2014 2017 201820162015


75 M → 89 M

MTBM

Pumps

33.9→ 29.3

Maintenance

Index

9.5% → 5.4%

Emergency

MaintenanceMechanical

Availability

96.4 → 97.9

We’ve Turned the Clock

Benefits Realization

13.5 % /Yr

Maint Cost

Maintenance Cost

38%Reduction

Cost Avoidance

Bad Actor

1.5 %Increase

$$$ Margin

Mechanical Availability

4.6 MI Points

Reduction

4.1%Reduction

Emergency Work

3.2 % /Yr

Maint Cost0.8 % /Yr

Maint. Cost

2014 2017 201820162015

Sustainability and Improvement


Reliability

in Design

Excellence

Center

Sustain Behavior Based Program

2014 2016 2017 20182015

Takeaways

Focused Reliability and Excellence Program

Gauge organization performance Periodically

Exploring cutting edge Technology to support Reliability And transformation

Structured workforce development

Culture Enhancement


Accomplishment and Global Recognitions

Global Award 2016/2017

Best Performing ARAMCO JVs

Emerson Global Award 2017

Reliability Program of the Year

– SASREF 1st Place

Shell Safety Award 2017Shell JV’s Process Safety Award 2017

Previous Situation

2014 Organization


SASREF Proprietary and Confidential Information

Maintenance (Reactive Outlook)

-Reactive work

-Limited resources -No integration-KPIs. Rotating Engineering

- Resource overload

- 2 Senior Engineers

- (700 / 1 Sr. RE)

- Shortage of PdM

resources and

techniques

ReliabilityAssurance

Function did not

exist

I & R Actions Governance System


Maintenance Work Process – Risk Based

Consequences of Failure Likelihood of Occurring

Pe

op

le(S

afe

ty R

isk)

Asse

tD

am

age/ D

efe

rment

(Fin

ancia

l Ris

k)

En

viro

nm

en

tal

Re

pu

tati

on

/P

ers

onnel W

elfare

SEV

ER

ITY

Likely to Occur >12

Months Not

Likely Within 12 Months

3 Months to 12

Months Not

Likely Within 3

Months

2 Weeks to 3

Months Not

Likely Within 2

Weeks

2 Days to 2 Weeks Not

Likely

Within 2 Days

Occurring NOW or

Likely to

Occur Within 1-2

Days

P A E R A B C D E

No Injury of Health

Effect.

Slight damage slight Deferment

loss ˂ SAR 10k

slight or No effect

Slight or No

Impact

1 6 6 5 4 3

Minor Injury or

Health

Effect

Minor Damage Minor Deferment

Loss <SAR 100K

Minor Effect

Minor Impact

2 6 5 4 3 2

Major Injury or Health

Effect

Moderate Damage

Moderate

Deferment Loss <SAR 1M

Moderate Effect

Moderate Impact

3 5 4 3 2 1

Permanent Total

Disability

Major Damage Major Deferment

Loss <SAR 5M

Major Effect

Major Impact

4 4 3 2 1 1

One Fatality or More

Extensive Damage Loss &

Deferment >SAR

5M

Massive Effect

Massive Impact

5 3 2 1 1 1

LAFD

6 M

10 W

5 W

3 W

Direct

Direct

Priority

6

5

4

3

2

1

SASREF Corrective Maintenance Prioritization Tool (SCMPT) - SAP

Predictive Maintenance Focus

Structured Switch-over Program

for 2x100% installed SPARED Equipment

Integrated with On-line and Off-

line maintenance activities

Hidden Failures Revealed, On

Demand Asset Availability

4 4

2 2

67%A

B

Spare Pump Switch Over Program

33%

reliability excellence transformation

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