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.
Reliability Excellence Transformation Program
RExT Model
S
W
O
T
ITQAAN
TAMKEEN
BENCHMARKING
AMAAN
TECHNOLOGY
CULTURE
People
PlantProduction
Process
RExT
Reliability Excellence Transformation Program
RExT Journey Started
Saudi Aramco Shell Refinery Company. Jubail Industrial City, Eastern Province 31961
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
Saudi Aramco Shell Refinery Company. Jubail Industrial City, Eastern Province 31961
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
Performance Measurement
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
Performance Measurement
2014 2017 201820162015
Performance Measurement
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
Saudi Aramco Shell Refinery Company. Jubail Industrial City, Eastern Province 3196124
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
Saudi Aramco Shell Refinery Company. Jubail Industrial City, Eastern Province 31961
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
Saudi Aramco Shell Refinery Company. Jubail Industrial City, Eastern Province 31961
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
Saudi Aramco Shell Refinery Company. Jubail Industrial City, Eastern Province 31961
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%
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