reliability leading - lagging indicator in pt. badak ngl

2012 ARS, Asia Pacific: JakartaSession 13

Reliability Leading-Lagging Indicator in PT.Badak NGL

Rony Arsanto

Begins at 9:40 AM, Thursday, October 18th

PRESENTATION SLIDESPRESENTATION SLIDESThe following presentation was delivered at the:

International Applied Reliability Symposium, Asia PacificOctober 16 - 18, 2012: Jakarta, Indonesia

http://www.ARSymposium.org/asia/2012/

The International Applied Reliability Symposium (ARS) is intended to be a forum for reliability and maintainability practitioners within industry and government to discuss their success stories and lessons learned regarding the application of reliability techniques to meet real world challenges. Each year, the ARS issues an open"Call for Presentations" at http://www.ARSymposium.org/asia/presenters/index.htm and the presentations

delivered at the Symposium are selected on the basis of the presentation proposals received.

Although the ARS may edit the presentation materials as needed to make them ready to print, the content of the presentation is solely the responsibility of the author. Publication of these presentation materials in the

ARS Proceedings does not imply that the information and methods described in the presentation have been verified or endorsed by the ARS and/or its organizers.

The publication of these materials in the ARS presentation format is Copyright © 2012 by the ARS, All Rights Reserved.

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Rony Arsanto, PT Badak NGL Slide Number: 2Session 13

Agenda

Introduction 5 min Reliability Leading Lagging Indicator 10 min Leading Indicator 15 min Lagging Indicator 10 min Summary 5 min Questions 10 min

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Vocabulary AMoR : Aware for More Reliable AEO : Asset Efficiency Optimization CNA : Client Need Analysis ECR : Equipment Criticality Rating MCR : Material Criticality Rating MPTA : Maintenance Planning & Turn Around OEE : Overall Equipment Effectiveness RCA : Root Cause Analysis RLLI : Reliability Leading Lagging Indicator RM : Reliability & Maintenance PCR : Procedure Criticality Rating PDS : Potential Dead Stock PRF : Plant Reliability Factor SCAT : Systematic Cause Analytic Technique

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Introduction

PT.Badak NGL at a glance

LNG & LPG Plant Facilities

Award and Certification

LNG Plant Benchmarking

Company Clients

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PT. Badak at a glance

BONTANG

SAMARINDA

BALIKPAPAN

GAS PRODUCERS

10%

15%

20%

55%SHAREHOLDERS *)

*) 1974: PERTAMINA 55%, JILCO 15%, HUFCO 30%1990: PERTAMINA 55%, VICO 20%, JILCO 15%, TOTAL 10%

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6

A

CD

B

E

F

G

H

12

34

5 6DOCK 1

DOCK 3 DOCK 2

LPG TANKS

UTI-1UTI-2

Facilities UnitProcess Trains 8LNG Tanks 6LPG Tanks 5Boilers 21Power Generators 15Sea Cooling Water Pumps

22

Loading Docks 3

Production Capacity

MPTA

LNG 22.5

LPG 1.02

1977 1983 1989 1993 1997 1999

Tr. A/B

Tr. C/D

LPGTr. E

Tr. F Tr. G Tr. H

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50,000,000 Safe Man Hours (8 Dec 2006 - 18 Sep 2012)

. .

Certified since 2000

ISO 14001:2004

ISO 9001:2008


Accredited since 2009

ISO 17025:2005

PROPER GOLDReceived 2011

ISRS-8ISRS-8Level 8


SMK3Emas

Received 2012

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Rony Arsanto, PT Badak NGL Slide Number: 8Session 13 App

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Benchmarked by Phillip Townsend Associates Inc. (PTAI) Among 9 worldwide LNG Plants in 2009

The 1st rank in Safety, Health

The 2nd rank in Reliability Aspect

The 1st (lowest) in Operating Cost

The 1st (lowest) in Maintenance Cost

The 2nd lowest in Personnel Cost

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Reliability Leading Lagging Indicator

Background, Definition, Objective & Scope

RLLI “Traffic Light”, Matrix & Strategy

Leading Indicator

Lagging Indicator

The 3 Year RLLI Journey

Additional Leading Indicator

Additional Lagging Indicator

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Mostly maint.craft overlook w/ the importance of Equipment Reliability

People paradigm “reliability performance” historically always meet the target

In PTB mostly people tends to define “reliability” with Plant Reliability Factorwhich is not Equipment Reliability or Production Reliability

In fact it supposed to be availability. However term of PRF is used in PTAI for benchmarking among LNG Plant

Potential Lack of Communication & misinterpretation of Reliability A

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98.17%

99.02%98.65%

99.29%

97.19%

99.35%99.07% 99.25%

98.13%

99.25%

96.94%

99.13%

99.86%

90%

92%

94%

96%

98%

100%

2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012

PRURPRF

“Reliability”Trend Group 95.5% (PTAI Benchmarking 2009)

as of July 16, 2012

Note : PRF related to availability not reliability

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Scheduled Down Time

Unscheduled Down Time & Plant Trip

Standby/Idle Maximum Sustainable Rate22.5 MTPA

Reduced rate /slowdown

Plant Reliability Factor ( PRF ) = 1 - PRUR / MSR

PRUR (Plant Related Unscheduled Reduced) = Trip + Unschedule Down Time + Reduced Rate or Slowdown

Note : PRF is not Equipment Reliability

Plant Availability Factor ( PAF ) = 1 - (PRUR+Sch.Downtime) / MSR

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PRUR (Plant Related Unscheduled Reduced)

PRUR

(Max.Sustainable Rate)

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efforts and drivers to lead and maintain reliability conditionLeadingLeading

results and indicators of reliability performanceLaggingLagging

Indicators of Plant Reliability with traffic light approach ConditionIndicators of Plant Reliability with traffic light approach Condition

Monitor the efforts and actions to maintain the Plant ReliabilityMonitor the efforts and actions to maintain the Plant Reliability

Analyse the result – causes of the recent Plant Reliability ConditionAnalyse the result – causes of the recent Plant Reliability Condition

In PTB it is a “simple language” to engage people in Reliability program

As Open Discussion to formulize the composite KPI consist of leading & lagging indicator

As Open Discussion to formulize the composite KPI consist of leading & lagging indicator

Out of the box and communicate with “simple language” and educate the paradigm of reliability

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Reliability Leading/Lagging Indicator

Lagging Indicators

Leadin

gInd

icators 78.9%

80.0%

“ see the light check the matrix

do the strategy update the indicator”

Colour Zone

ALERT DANGER

MANAGEABLE

Update

weeklymonthly

daily

StrategySimple initially, more complex subsequently

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Indicator Weight(%)

Target Achieved Score(%)

Bad Actor Elimination 25 10 x per year 5 x 12.5

WO-1 Completion 15 90-100 % 100 % 15

PM Overdue* 15 Max. 1 % 0 % 15

MCR-1 replenishment 15 90-100% 97,6% 11.4

Reliability Work Program 10 Max.5 % delay +0.87 % 10

Reliability Reward 10 12 per year 100 % YTD 10

Reliability Campaign 10 6 x per year 3 x 578.9

* Pay Out Criteria : achieved or not , other prorated

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Indicator Weight Target Achieved Score(%)

PRF 35 98.6 % -98.8 % 99.87 % 35

Train Trip 25 8x -10 x 4 25

MCR-1 Service Level* 20 Min. 99 % 96.23 % 0

WO-1 issuance * 20 Max. 2 %from PM & PdM

1.8 % 20

80%

* Pay Out Criteria : achieved or not , other prorated

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Purpose Year Leading & Lagging Potential Cost Saving ($)

Remark

Achieve KPI :PRF

Train Trip 2012

Top 10 Bad Actor EliminationPM & PdM CompletionWO1 Completion

760k $ 76k / trip

Reliability Benchmarking &CampaignReliability WebsiteRCM Update

Improve Maintenance,

Reliability,Inventory,

Asset Management

and Reliability Culture

2013

Top 20 Bad Actor EliminationOperator Driven ReliabilityTrip Avoidance & Reliability Reward

760k $ 76k / trip

Historical Data ImprovementReliability DashboardAware for More ReliableReliability Engineering IntroductionAlarm Management System

500k Maint.,Rel. and Inventory Cost Optimization

2014 Top 30 Bad Actor EliminationProactive Maintenance Improvement

760k $76k /trip

Life Data Analysis Repairable System AnalysisRAM AnalysisRCM Mentality

500k Maint.,Rel. and Inventory Cost Optimization

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Refer to ISA-18 2 2009 Alarm Management is the set of practices and processes that ensures an effective system. For managing an existing system by implementing alarm management lifecycle

Analysis of annunciated alarm rates is a good indicator of the overall health of the alarm system based on alarm average rates below

Currently alarm come up more than maximum manageable that potentially lead to experience trip due to lack of situational awareness caused by alarm flooding

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Just like “STOP card” for reliability concern

Represent reliability awareness from both permanent and contractor to remedy constraint where originally permanent employee only can report reliability

concern by issuing WO

Put AMoR on PT.Badak NGL intranet

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Indicator

AMoR (Aware for More Reliable)

Technician Competency Assessment

PCR-1(Procedure Criticality Rating 1) Assessment

Inactive Stock LI/Total Stock LI

PM & PdM Completion

RCM UpdateRAM Analysis

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Indicator Target*

Reactive Work < 20 %WO PM / Total WO < 20 %WO PdM / Total WO > 40 %

Overtime/Total Hours Worked 5 %

MCR-1 On Hand Zero < 4 %

* based on best practice benchmark, each category will vary with time

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RM BenchmarkingA

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RM Scoring

Stable Optimal

Main facet / maturity Absent Fire fighting Maintaining Promoting Innovating Not

applicableNot understood Totals facet

Maintenance strategy 0 5.0 5.0 5.0 10.0 0.0 0.0 25.0

Work identification 0 5.0 5.0 5.0 10.0 0.0 0.0 25.0

Work control 0 5.0 5.0 5.0 10.0 0.0 0.0 25.0

Work execution 0 5.0 5.0 5.0 10.0 0.0 0.0 25.0

Subtotals per choice of response

0 20.0 20.0 20.0 40.0 0.0 0.0 100.0

*courtesy of SKF Reliability System

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RM Maturity Phases

*courtesy of SKF Reliability System

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Reliability Leading Indicator

Weight & Target Criteria

Bad Actor Elimination

PM Overdue & WO-1 Completion

MCR-1 Replenishment

Reliability Work Program Completion

Reliability Campaign & Reward

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Weight *: 15 % - 35 % related to KPI5 % - 15 % not related to KPI

Target & Pay Out* : Reasonable ChallengeableAchieveable


* based on professional judgment /statistical approach which depends on living data i.e historical data

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In reliability term, Bad Actor is defined as plant equipment tags, process system or units that experience high LPO from repetitive failure or triggered by high number of high priority maintenance WO

In PT. Badak NGL Bad Actor is defined as eequipment tag that causing Trip or Unscheduled Shutdown

Bad Actor Management is a method to eliminate the potential trip focusing to avoid repetetive one, exclude Chronic Failure problem

Bad Actor Elimination is the implementation of Bad Actor Management

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• Collect trip data at certain period of time i.e 2001 – 2012 (focusing on last 12 months where the detail analysis has not completed yet)

• Bad Actor profile based on Pareto and Tag Failure against time• Data taken from Operation Record, Production Planning Records &

Investigation Report. Room for Improvement : trip shall be covered by CMMS

• Collect trip data at certain period of time i.e 2001 – 2012 (focusing on last 12 months where the detail analysis has not completed yet)

• Bad Actor profile based on Pareto and Tag Failure against time• Data taken from Operation Record, Production Planning Records &

Investigation Report. Room for Improvement : trip shall be covered by CMMS

Historical trip identification

• Prioritize each bad actor based on Risk Matrix • Calculate Bad Actor risk scoring• Prioritize each bad actor based on Risk Matrix • Calculate Bad Actor risk scoring

Bad actor Risk Scoring

• Conduct RCA based on SCAT chart• Ascertain that all bad actor have remedial action from multicraft group• Monitor the progress of recommendation implementation until completed

• Conduct RCA based on SCAT chart• Ascertain that all bad actor have remedial action from multicraft group• Monitor the progress of recommendation implementation until completed

Bad actor elimination

• Ensure there is no trip recurrence after elimination implemented• Solved Bad Actor consists of Under Observation (within 1 year after

implementation) and Case Closed (no more repetitive after 1 year)

• Ensure there is no trip recurrence after elimination implemented• Solved Bad Actor consists of Under Observation (within 1 year after

implementation) and Case Closed (no more repetitive after 1 year)

Bad actor observation

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In PT.Badak NGL chronic failure is defined as equipment that experiences reduced rate or high repetitive failure by triggering high number of high priority maintenance work order

Reduced rate is defined as PRUR exclude trip and unscheduled shutdown

The severity and risk scoring of repetitive failure based on Risk Matrix

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WO-1 is First Priority Work Order

Related to ECR-1 Breakdown, Plant Safety & Reliability

Target 100 % closed, ideally no rework

Avoid potential trip

Represent PM and CM with lower priority WO

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Target : max. 1 %

Aimed to minimize Corrective Maintenance

Lead to potential trip

Update RCM if necessary

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Target : 90 % – 100 %

Aimed to avoid MCR1 stock on hand zero

Potentially lead to train trip

Mostly covered by ASL and Consignment

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Target : max. 5 % delay

Aimed to improve Reliability management

RM Benchmarking

RAM Analysis & RCM Updating

Reliability Dashboard Development

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Target : achieve 6 topics in 2012

Aimed to improve Reliability Culture

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Reliability Campaign

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Reliability Reward

Granted to following gentlemen who demonstrated World Class Reliability Performance for their immediate remedial action to avoid potential trip of Train H due H4-GM-9B trip during 2Y PM of H4-GT-9A on June 18, 2012. They immediately re-coupled the H4-GT-9A to restore the seal oil supply.

No Name Dept. Section

1. Boyke Pribadi Maintenance MHE2. Ulil Amri Maintenance MHE (Contractor)3. Sugianto Maintenance MHE (Contractor)

So far there were 7 Potential Trips succesfully avoided in 2012

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Reliability Reward

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No Potential Trip

Date Failure Mode Action

1. Train F 30/01/2012 Module faulty Replaced CP2 (CPU) module and download to the ESD/EDP PLC

2. Train G 20/03/2012 Hydraulic leak Immediate hand jack Amri Valve of CWP #19during repair the leak.

3. Train C 08/05/2012 Positioner linkage broken Imediate opening bypass valve during repairpositioner feedback linkage of C4-LV-10

4. Train D 22/05/2012 Gas leak Immediate repair the leak on D2C-1

5. Train D 12/06/2012 HVAC Problem ESD/EDP high temperature caused byHVAC out of service in Train D SIH.Call electrical to repair HVAC due to nearlyapproaching TAHH 60 degC

6. Train H 18/06/2012 Motor Trip Immediate put back the H4KT-3 seal oil pump driven from motor H4-GM-9B to turbine H4-GT-9A

7. Train G Train H

25/06/2012 Motor Trip Immediate handjack Amri Valve during repair the motor ofHPU Pump for AMRI Valve CWP #16 ~ #19 & #60~#62

as of July 16, 2012

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Reliability Lagging Indicator


Plant Reliability Factor

Number of Train Trip

MCR-1 Service Level

WO-1 Issuance

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Weight : 20 % - 40 % related to KPI5 % - 20 % not related to KPI

Target & Pay Out : Reasonable ChallengeableAchieveable


* based on professional judgment /statistical approach which depends on living data i.e historical data

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KPI Target : 98.6 % – 98.8 %

Ratio of LNG production in term of plant related problem and Maximum Sustainable Rate

PRF = 1 – PRUR/MSR

Back to JourneyBack to Lag Indicator

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KPI Target : max.10 cases

Number of train trip and unscheduled shutdown

Back to JourneyBack to Lag Indicator

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Target > 99 %

Number of material fullfilled divided by total request

Aimed to support MTTR

Avoid potential trip on ECR1

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Target < 5 %

Defined as WO Priority 1 for breakdown maintenance and repair on ECR-1

Related to ECR-1 Plant Safety & Reliability Performance

Aimed to represent the PM & PdM quality

Divided by total downtime to identifiy percentage of breakdown

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Summary

Reliability Leading & Lagging Indicator is a “simple language” to engage people in reliability program

Reliability Reward as one of Leading Indicator is successfully avoid 7 potential trip, however need to more encourage people to provide consistent failure data

The Reliability Leading and Lagging Indicator (RLLI) is living data and shall be dynamically improved inline with the RLLI Journey and historical data

The RLLI educates people that Reliability is not a “low hanging fruit” as shown on PRF achievement, actually PRF is availability not equipment reliability

Challenge:how to determine the formula of weighing & targeting for composite KPI

where it depends on living data i.e historical data, judgment and adjustment.

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Where to Get More Information MNL/SHEQ-MS/18 Quality & Operational Control MNL/SHEQ-MS/13 Incident Analysis & Investigation PT.Badak NGL Maintenance Manual PT. Badak NGL Reliability Procedure SKF Reliability System CNA Benchmarking Developing Performance Indicators for Managing Maintenance – Terry

Wireman Rules of Thumb for Maintenance and Reliability Engineer – Ricky Smith &

R.Keith Mobley Process Risk & Reliability Management – Ian S.Sutton The Certified Reliability Engineer Handbook – Donald W.Benbow and Hugh

W. Broome Handbook of Reliability Engineering & Management – W.Grant Ireson, Clyde

F.C and Richard Y. Moss RCM Implementation Made Simple – Neil B.Bloom Physical Asset Management Handbook – Kyoumars Bahrami Key Performance Indicator : Developing, Implementing & using Winning KPI

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Rony Arsanto

Reliability Engineer PT.Badak NGL Bontang, East Kalimantan [email protected],id

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Questions

Thank you for your attention.

Do you have any questions?

1972 ‘77 ‘83 ‘88 ‘89 ‘93 ‘98 ‘99

Found Gas

Reserve

Found Gas

Reserve

‘81 ‘91 ‘97

3.3

22.5 MTPA

4.6

9.2

11.813.5

16.2

19.1 19.4

Well-planned expansions, good project executions, and excellent operational records reflects PT Badak NGL human resources high competency .

Train G Expansion

Train G Expansion

LPG Plant ExpansionLPG Plant Expansion

Train C/D Expansion Train C/D Expansion

Train A/B OperationTrain A/B Operation

Train A/BModification

Train A/BModification

Train A/B/C/DDebottleneckingTrain A/B/C/D

DebottleneckingTrain E/F

DebottleneckingTrain E/F

Debottlenecking

Train E Expansion

Train E Expansion

Train F Expansion

Train F Expansion

Train H Expansion

Train H Expansion

Capacity increased from 3.3 MTPA in 1977 to 22.5 MTPA in 1999.

Provision facility for further expansion. Continual improvement from previous expansion

experiences.

11 22 Development EraDevelopment Era 33 44 55 66 App

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Reliability Reward Criteria – rev.0• Eligible for both PTB and Contractor, no exclusivity• Demonstrate either proactive maintenance, corrective maintenance

or Bad Actor Management• Prioritize for ECR-1 (Top Equipment Critical Rating)• Showing Reliability Culture Improvement• Report for repetitive lesson learnt in the future • Key in the failure data consistently• Suggested by Reliability Engineer• Approved by Reliability Manager for non trip avoidance• Acknowledged by Maintenance Senior Manager for trip avoidance • Evidence for auditable purpose

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PT.Badak NGL PRF & Train Tripas of July 16, 2012

No DESCRIPTIONMONTH

YTD KPI Acceptable LimitJun - Aug Jul

1. PRF (%) 99.84 100 99.86 Min. 98.8 %

2. Trains Trip/Unscheduled SD (times) 4 0 4 Max. 8 x

0

1

0 0

2

1

00

1 1 1

3

4 4

0

1

2

3

4

Jan Feb Mar Apr May Jun Jul

Monthly YTD

100 99.85 99.99 100 99.26 99.99 100

100 99.93 99.95 99.9699.82 99.84 99.86

98

99

100

Jan Feb Mar Apr May Jun Jul

Monthly

Cum. 2012

Acceptable limit

9 Feb: Train ALow Pressure HydaulicPiston due to ferrule

tube leak

9 Feb: Train ALow Pressure HydaulicPiston due to ferrule

tube leak

2 May: Train GFlash fire incident from vent at 5E-1

2 May: Train GFlash fire incident from vent at 5E-1

15 May: Train HESD/EDP Spurious Activated during lightning strike

15 May: Train HESD/EDP Spurious Activated during lightning strike

13 June: Train BDanger Vibration 4YI-57B (G4KT-3)

spurious spike

13 June: Train BDanger Vibration 4YI-57B (G4KT-3)

spurious spike

reliability leading - lagging indicator in pt. badak ngl

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