N. Sethurathinam, Executive Director, (Maintenance & Inspection) N. Sethurathinam, Executive...
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Transcript of N. Sethurathinam, Executive Director, (Maintenance & Inspection) N. Sethurathinam, Executive...
RELIABILITY
Petrofed
N. Sethurathinam,Executive Director ,
(Maintenance & Inspection)
25th April, 2014 | New Delhi
THE PARADIGMS FOR THE REFINING FUTURE
“The only given in this shifting landscape is that refining excellence is imperative in all input, output and asset related dimension.”
Source: AT Kearney’s Paper on Refining 2021 -Who will be in the game?
“Achieving 97+ % in Operational Availability allows refinery staff the time needed to focus on improving efficiency.”
Source: Solomon Associates- 2012 study report for IOC
UNPLANNED SHUTDOWN ANALYSIS - FY 2013-14 (Apr-Jan)Root Cause Analysis of Unplanned Shutdowns (35 nos.)
Opera-tional; 9
Adherence to systems and pro-cedures;
10
Under in-vestigation;
5Design; 1
Force ma-jeure; 9
Human error; 1
REFINERIES
Main Focus Areas for
improvement
THE CHALLENGE
We are confronted with two overriding challenges:1. Increasing “Up-time” or
availability of plant. 2. Delivering required levels
of availability at levels of cost equal to or better than competitors.
The Goal is
“Pacesetting Performance”
Pacesetting Performance
Re
du
ce
Increase
Cost
Availability
Objective
THE OPPORTUNITY….
Significant performance gap between “Pacesetters” and poorer performance.
1. Availability – Pacesetter > 10% higher 2. Maintenance cost – Pacesetters costs <30% of poorer
performers.
Maintenance cost performance gap can be worth in excess of 60c/bbl.
Pacesetters achieve both High Availability and Low Cost.
PROFIT IMPROVEMENT POTENTIAL IN DOWNSTREAM MANUFACTURING(SOURCE: EARLIER OIL & GAS INDUSTRY STUDY)
Cents/Bbl
Yield improvement
Operational changes 25-75
Minor capital debottleneck
10-50
Energy efficiency
Improved energy management
2-10
Capital project* 5-25
Oil loss, data quality
Reduction in real loss 2-10
Reliability Improved service factor
>5-15
More effective maintenance
10-60
Operations Better decision support
5-15
Effective plan, control, monitor
Automation 2-10
* Energy conservation investment frequently associated with yield improvement.
Indicative Opportunity
in Maintenanc
e
Indicative Opportuni
ty in Operation
Significant
percentage of
benefits possible
Safety & Reliability are inseparable
They are two sides of the same coin.
And, energy efficiency forms the third dimension – intertwined with safety and reliability.
RELIABILITY
Reliability is directly related to plant availability.
Plant availability is ability of plant to deliver desired function without interruption.
Reliability is measured by: Plant Availability Factor (PAF). Number of interruptions or unplanned shutdowns. Mean Time Between Interruptions (MTBI) during Target run-
length.
9
UNIT INTERRUPTIONS & RELIABILITY
Interruptions impact Margin: Increased Fuel & loss due to frequent startup and shutdown Increased efforts. Increased slop generation / off-spec. products / effluents.
Likelihood of statutory non compliance Disturbs Harmony with neighborhood.
Thermal shock on equipment leading to unsafe situation, fires etc. Impact on profitability.
Increased Repair & Maintenance Expenditure. Reduced catalyst life.
Increased Catalyst & Chemicals Expenditure May lead to long outage of Catalyst based Units which are profit yielding.
Emergency sourcing of Spares,Services,Catalyst,Chemicals. Higher Price- Opportunity Cost Increased exposure to Audit, Vigilance
Increased employee cost. Increased stress level & work life imbalance.
10
UNIT INTERRUPTIONS & RELIABILITY
17
The main pillars of Autonomous Maintenance,
Focused Improvement, Planned Maintenance, Quality
Maintenance and Early Management need to be
strengthened.
MAINTENANCE PERFORMANCE CHARACTERISTICS
Maintenance Costs/
EDC
• High maintenance cost • High maintenance cost
• Low availability • Low availability
• Too much work • Too much work
• Working on wrong objectives • Working on “right” objectives
• Poor maintenance effectiveness • Probably poor maintenance effectiveness
• Probably poor maintenance efficiency
• Probably poor maintenance efficiency
• Low maintenance cost • Low maintenance cost
• Low availability • High availability
• Reduced work/ downsized resources
• Reduced work/ downsized resources
• Not working on “right” objectives • Working on “right” objectives
• Maintenance effectiveness poor • Maintenance effectiveness & efficiency good
• Less work delivers more availability
• Key units allocated most resources
• Organizational alignment
Mechanical availability
From “as-is”
to “To-be”
THE PATH TO RELIABILITY - OUTPACING THE PACE-SETTERS
HOW TO ENHANCE RELIABILITY
Multi-disciplinary systemic approach.
Operation and Maintenance function as a team.
Treating each maintenance event as an opportunity to up-rate / upgrade.
Using reliable redundancy.
Adopt world-class best practices.
Leverage OEM experience and design resources to improve performance.
Introduce and incubate new technologies aggressively.
Get external domain experts to show you the mirror – audits / business
improvement programs.
COMPREHENSIVE CULTURE CHANGE REQUIRED
REACTIVE PROACTIVE
THE RELIABILITY JOURNEY …
Reliability Task Force
(RTF)
Cross Audits for Reliability.
TPM Excellence Award – PR & BR.
TPM Excellence
Award – GR.Revisit of RTF.
TPM Excellence
Award – HR.TPM
Excellence Award – DR.
Excellence in Consistent TPM
Commitment – PR & BR.
Excellence - BGR
RBI RCM Consistent Maintenance
Transformation Remote Surveillance Excellence in consistent
TPM commitment – DR.
International Best Practices:
2004-052007-08
2008-09
2009-10
2010-11
2011-12
2012-13 2013-14
Strengthening On-
stream Monitoring
International Best
Practices
Continuously striving
for improvement
2000
TPM