Maintenance Execution & Shutdowns best practiceLindsay CameronPlanning SuperintendentFluor Shell Maintenance AllianceShell Geelong Refinery

LINDSAY CAMERON WORK HISTORYLindsay Cameron is a Mechanical Engineer with a Bachelor of Engineering degree from Queensland Institute of Technology and a MBA from Melbourne UniversityLindsay Cameron has worked in maintenance planning and shutdowns for Shell, BlueScope Steel, Western Mining, QENOS, Anaconda Nickel, & Port Kembla Copper for over 20 years. In addition, he has worked on various SAP implementations while working for Deloitte Consulting (including AGL, Pasminco, Transfield, & Telstra). He specializes in Planning & Scheduling systems such as SAP & Primavera. Lindsay currently works for Fluor Operations & Maintenance as the Planning Superintendent for the Shell Geelong Refinery. His interests are family, cycling, motor racing, & the stock market/real estate investing.

AGENDAIntroductionThe Importance of Maintenance ExecutionMaintenance Execution process stepsMaintenance WorkflowMaintenance EventsShutdowns ProcessWorked Example (Risk Analysis)Questions

THE IMPORTANCE OF MAINTENANCE EXECUTION

GOOD MAINTENANCE IS GOOD SAFETYNew legislative requirementsIncreased stakeholder scrutiny of safety performanceRisk Management strategiesZERO HARMGood Safety is Good Business1947 Texas City Explosion145 Shift Workers killed in Monsanto Plant from explosion in nearby wharf

MAINTENANCE EXECUTIONWhat is Maintenance Execution?Integrated process covering:Job Screening (including Risk & Priority)Scoping (what to do)Planning (how to do it)Scheduling (when to do it)Execution (doing it)Close-out

JOB SCREENINGIdentify the work requiredCMMS system (SAP Notifications)Can be raised by anybodyReview the NotificationsDone by somebody who understands business riskDetermine the business riskConsequence & ProbabilityPeople, Assets, Environment, & ReputationConvert Business Risk to PriorityDetermine required End Date for work & drive Maintenance Execution to achieve this end dateAssign to personnel to Scope & Plan work

SCOPINGWhat are you going to do?ReplaceRepairPatch upDefer workDo nothingIdentify duplicate jobs (or similar work)Developed by Subject Matter ExpertsCost considerations must be accounted forOperational Constraints (production requirements, statutory requirements, resource availability, etc)

PLANNINGHow are you going to do the work?Basic requirements:Job Tasks, Steps, Duration, & SequenceResourcesPeopleMaterialsToolsEquipmentCost EstimateRisk Assessment (PPA)Safety Requirements (JSA/JHA)

SCHEDULINGWhen you are going to do the work?Scheduling involves several key plant stakeholdersSupervisors (own the labour & equipment resources)Operations (own the plant)Scheduler (builds the schedule)Warehouse (owns the materials)Someone must own the Schedule (senior role)Cyclic process (usually weekly)Separate roles for Planning & Scheduling

EXECUTIONDo the workDo the work you say you are going to doDo it when you say you are going to do itLike taking your car in for a serviceMeasure performance by KPIsSchedule AttainmentPM ComplianceOrders completed by required end dateOwnership of KPIs is at the appropriate stakeholderNOT the Planner (or Scheduler)Schedule Attainment SupervisorPM Compliance Maintenance EngineerOrders by End Date Maintenance Engineer

CLOSE-OUTOften forgotten part of processRecord completion of each stepCollect hours workedCollect history (damage, cause, activities)Determine costsContinuous learning

WORKFLOWPutting it all together

MAINTENANCE WORK-FLOWTypes of WorkPMs (Preventive Maintenance)Corrective WorkBreakdownsRefurbishmentEach will have a work-flow process

=

ContinuousImprovement

Accommodate Interrupt Schedule

Routine Work Flow

Company Name

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Title

TITLE

DATE ORIGINAL

LATEST REVISION

SCALE

JOB NO.

REVISIONS

NO.

DATE

DESCRIPTION

DRAWN

CHECKED

Accept

Request for work

Approve

Estimate

WORK

LOG

Schedule

Execute & Verify

History

CMMSSchedules

Planning Tools

Unplanned event affecting Safety / Production

Planning Tools

Job Request

MIMS

Event Reporter

ORIGINATORClear and concise information at the lowest recordable level on the nature of the task

WORKS CO-ORDSearch for W/O's. Verify all details, work type, priority and location.

Assign to Work Order and allocate cost code.

WORKS CO-ORDEstimate labour, materials and resources

AMLAccept request for further actionin unit / engineering

ASSET MAINTExecute workVerify Work InstructionsCommission Plant

WORKS CO-ORDAssign labour group, Start and Finish dates. Confirm material and services availability. Confirm plant availability

WGLAssign labour.Arrange plant access.Confirm materials / services arrangements.Generation of JR's for additional works.Raise PR's for additional materials.

ASSET MAINTUpdate history files

WGLValidate work.Validate history.Receipt materials

WORKS CO-ORDUpdate schedule, quality check history.

UNIT SUPER(AML)Approve work order - approve expenditure against budget

INITIATION

PLANNING and SCHEDULING

EXECUTION

HISTORY

Verification Strategy

Asset MaintMaint StrategistReliability EngCM SpecialistHydraulics SpecAutomation Spec

Verify favourable effect on plant performance

INITIATIONDifferent Work TypesSAP NotificationPM ScheduleInjected Work (E&SB)SAP NotificationFor a Corrective jobAcceptance required before work proceedsApproval by Maintenance Manager, etc.PM ScheduleAutomatically generatedPre-ApprovedInjected WorkEmergency & Schedule BreakersFor BreakdownsImmediate approval

Company Name

Double-click on me to edit text.Subselect "Title" and type to edit the title.

Title

TITLE

DATE ORIGINAL

LATEST REVISION

SCALE

JOB NO.

REVISIONS

NO.

DATE

DESCRIPTION

DRAWN

CHECKED

Accept

Request for work

Approve

Estimate

WORK

LOG

Schedule

Execute & Verify

History

CMMSSchedules

Planning Tools

Unplanned event affecting Safety / Production

Planning Tools

Job Request

MIMS

Event Reporter

ORIGINATORClear and concise information at the lowest recordable level on the nature of the task

WORKS CO-ORDSearch for W/O's. Verify all details, work type, priority and location.

Assign to Work Order and allocate cost code.

WORKS CO-ORDEstimate labour, materials and resources

AMLAccept request for further actionin unit / engineering

ASSET MAINTExecute workVerify Work InstructionsCommission Plant

WORKS CO-ORDAssign labour group, Start and Finish dates. Confirm material and services availability. Confirm plant availability

WGLAssign labour.Arrange plant access.Confirm materials / services arrangements.Generation of JR's for additional works.Raise PR's for additional materials.

ASSET MAINTUpdate history files

WGLValidate work.Validate history.Receipt materials

WORKS CO-ORDUpdate schedule, quality check history.

UNIT SUPER(AML)Approve work order - approve expenditure against budget

INITIATION

PLANNING and SCHEDULING

EXECUTION

HISTORY

Verification Strategy

Asset MaintMaint StrategistReliability EngCM SpecialistHydraulics SpecAutomation Spec

Verify favourable effect on plant performance

PLANNINGPlanned JobPlanned Jobs will require an EstimateCan then go off to be ApprovedBefore detail planning job, get approval to proceed (avoids spending time on job that may not go ahead)PM ScheduleJob already plannedBreakdownsThis process shows no planning step for breakdownsBest practice is to have some templates available for breakdowns

Company Name

Double-click on me to edit text.Subselect "Title" and type to edit the title.

Title

TITLE

DATE ORIGINAL

LATEST REVISION

SCALE

JOB NO.

REVISIONS

NO.

DATE

DESCRIPTION

DRAWN

CHECKED

Accept

Request for work

Approve

Estimate

WORK

LOG

Schedule

Execute & Verify

History

CMMSSchedules

Planning Tools

Unplanned event affecting Safety / Production

Planning Tools

Job Request

MIMS

Event Reporter

ORIGINATORClear and concise information at the lowest recordable level on the nature of the task

WORKS CO-ORDSearch for W/O's. Verify all details, work type, priority and location.

Assign to Work Order and allocate cost code.

WORKS CO-ORDEstimate labour, materials and resources

AMLAccept request for further actionin unit / engineering

ASSET MAINTExecute workVerify Work InstructionsCommission Plant

WORKS CO-ORDAssign labour group, Start and Finish dates. Confirm material and services availability. Confirm plant availability

WGLAssign labour.Arrange plant access.Confirm materials / services arrangements.Generation of JR's for additional works.Raise PR's for additional materials.

ASSET MAINTUpdate history files

WGLValidate work.Validate history.Receipt materials

WORKS CO-ORDUpdate schedule, quality check history.

UNIT SUPER(AML)Approve work order - approve expenditure against budget

INITIATION

PLANNING and SCHEDULING

EXECUTION

HISTORY

Verification Strategy

Asset MaintMaint StrategistReliability EngCM SpecialistHydraulics SpecAutomation Spec

Verify favourable effect on plant performance

SCHEDULINGWORK LOGPlanned Jobs & PM Schedules go into common backlog of workJobs that can be deferred are identifiedSCHEDULEJobs are scheduled according to business requirementsSchedule for all available hoursBREAKDOWNSBreakdowns are not scheduledThey get injected during Execution phase

Company Name

Double-click on me to edit text.Subselect "Title" and type to edit the title.

Title

TITLE

DATE ORIGINAL

LATEST REVISION

SCALE

JOB NO.

REVISIONS

NO.

DATE

DESCRIPTION

DRAWN

CHECKED

Accept

Request for work

Approve

Estimate

WORK

LOG

Schedule

Execute & Verify

History

CMMSSchedules

Planning Tools

Unplanned event affecting Safety / Production

Planning Tools

Job Request

MIMS

Event Reporter

ORIGINATORClear and concise information at the lowest recordable level on the nature of the task

WORKS CO-ORDSearch for W/O's. Verify all details, work type, priority and location.

Assign to Work Order and allocate cost code.

WORKS CO-ORDEstimate labour, materials and resources

AMLAccept request for further actionin unit / engineering

ASSET MAINTExecute workVerify Work InstructionsCommission Plant

WORKS CO-ORDAssign labour group, Start and Finish dates. Confirm material and services availability. Confirm plant availability

WGLAssign labour.Arrange plant access.Confirm materials / services arrangements.Generation of JR's for additional works.Raise PR's for additional materials.

ASSET MAINTUpdate history files

WGLValidate work.Validate history.Receipt materials

WORKS CO-ORDUpdate schedule, quality check history.

UNIT SUPER(AML)Approve work order - approve expenditure against budget

INITIATION

PLANNING and SCHEDULING

EXECUTION

HISTORY

Verification Strategy

Asset MaintMaint StrategistReliability EngCM SpecialistHydraulics SpecAutomation Spec

Verify favourable effect on plant performance

EXECUTIONDaily & Weekly ScheduleJobs are executed according to priority and business requirementsDeviations from schedule managed by Operational PersonalBreakdownsBreakdowns are injected into daily schedulePre-identified backlog jobs are deferredBreakdown work orders should have a sunset clause on them (suggest 48 hours)

Company Name

Double-click on me to edit text.Subselect "Title" and type to edit the title.

Title

TITLE

DATE ORIGINAL

LATEST REVISION

SCALE

JOB NO.

REVISIONS

NO.

DATE

DESCRIPTION

DRAWN

CHECKED

Accept

Request for work

Approve

Estimate

WORK

LOG

Schedule

Execute & Verify

History

CMMSSchedules

Planning Tools

Unplanned event affecting Safety / Production

Planning Tools

Job Request

MIMS

Event Reporter

ORIGINATORClear and concise information at the lowest recordable level on the nature of the task

WORKS CO-ORDSearch for W/O's. Verify all details, work type, priority and location.

Assign to Work Order and allocate cost code.

WORKS CO-ORDEstimate labour, materials and resources

AMLAccept request for further actionin unit / engineering

ASSET MAINTExecute workVerify Work InstructionsCommission Plant

WORKS CO-ORDAssign labour group, Start and Finish dates. Confirm material and services availability. Confirm plant availability

WGLAssign labour.Arrange plant access.Confirm materials / services arrangements.Generation of JR's for additional works.Raise PR's for additional materials.

ASSET MAINTUpdate history files

WGLValidate work.Validate history.Receipt materials

WORKS CO-ORDUpdate schedule, quality check history.

UNIT SUPER(AML)Approve work order - approve expenditure against budget

INITIATION

PLANNING and SCHEDULING

EXECUTION

HISTORY

Verification Strategy

Asset MaintMaint StrategistReliability EngCM SpecialistHydraulics SpecAutomation Spec

Verify favourable effect on plant performance

HISTORYAll JobsFailure data added to CMMSHours recordedUpdate library plans (or create new ones)BreakdownsReliability analysisIs a library plan required?Is a PM required?PMsPM data updatedRecommend that PMs do not get rescheduled based on Completion Date

Company Name

Double-click on me to edit text.Subselect "Title" and type to edit the title.

Title

TITLE

DATE ORIGINAL

LATEST REVISION

SCALE

JOB NO.

REVISIONS

NO.

DATE

DESCRIPTION

DRAWN

CHECKED

Accept

Request for work

Approve

Estimate

WORK

LOG

Schedule

Execute & Verify

History

CMMSSchedules

Planning Tools

Unplanned event affecting Safety / Production

Planning Tools

Job Request

MIMS

Event Reporter

ORIGINATORClear and concise information at the lowest recordable level on the nature of the task

WORKS CO-ORDSearch for W/O's. Verify all details, work type, priority and location.

Assign to Work Order and allocate cost code.

WORKS CO-ORDEstimate labour, materials and resources

AMLAccept request for further actionin unit / engineering

ASSET MAINTExecute workVerify Work InstructionsCommission Plant

WORKS CO-ORDAssign labour group, Start and Finish dates. Confirm material and services availability. Confirm plant availability

WGLAssign labour.Arrange plant access.Confirm materials / services arrangements.Generation of JR's for additional works.Raise PR's for additional materials.

ASSET MAINTUpdate history files

WGLValidate work.Validate history.Receipt materials

WORKS CO-ORDUpdate schedule, quality check history.

UNIT SUPER(AML)Approve work order - approve expenditure against budget

INITIATION

PLANNING and SCHEDULING

EXECUTION

HISTORY

Verification Strategy

Asset MaintMaint StrategistReliability EngCM SpecialistHydraulics SpecAutomation Spec

Verify favourable effect on plant performance

MAINTENANCE EVENTS - PMsIf you do a job, then there is a 80% chance that you will do it again in the next two yearsWhat jobs can be converted to a schedule?Store in CMMS SystemTwo major improvementsIncreased reliabilityIncreased planning efficiencyIdentify Resources in advanceAutomate & consolidate resource procurement processesLess wastage

BREAKDOWNSIf you do a job, then there is a 80% chance that you will do it again in the next two yearsThis applies to breakdowns as wellSome initiatives that can be put in placeAPLs (Application Parts Lists) Lists of parts that could be required for a jobBOMS (Bills of Material) Lists of parts that make up a piece of equipmentLibrary Plans If a breakdown occurs, then you already have a template available

CORRECTIVE WORKONE LIST Have your list in a CMMS SystemShould include the following:Project WorkMajor MaintenanceRe-EngineeringConsolidated list of work to be doneCan have major conflicts between Project Work & Maintenance Work

FOUR PHASES OF SHUTDOWN MANAGEMENTInitiation

SHUTDOWN STEERING GROUPManage upwards as well as downwardsManaging a large Program requires input from various stakeholdersShutdown Steering Group to set strategic directionCross-section of senior managementMust have a Charter (avoid micro-managing)

FOUR PHASES OF SHUTDOWN MANAGEMENTPlanning & Preparation

SHUTDOWN CRITERIAMust Justify why a job is being done in Shutdown

job list criteria

CRITShutdown criteriaMANDegree of Management Required

DURDuration120Requires dedicated project manager for excess of three months work

DISCan only be done while equipment is disassembled for other shutdown work60Requires dedicated project manager for one to three months work

SYNSynergies with doing work in conjunction with other shutdown work21Requires dedicated project manager for one week to one month

UTILUtility equipment that is only available during shutdown period7Maintenance Job that has not been done before and has no standard job procedures (1 week)

HAZWork of a hazardous nature that must be done while plant is isolated3Maintenance Job that has been done before but has no standard job procedures in place (3 days)

OTHOther (please advise)1Maintenance Job that is done regularly but has no standard job procedures (1 day)

0.5Maintenance job that has been done before and has a procedure (0.5 day)

0.25Maintenance Job that is done regularly and has existing procedures (0.25 day)

&LPrint-out date: &D&C&"Arial,Bold"&12&A&RPrint-out time: &T

&LFilename: &F&C&"Arial,Bold"Page &P of &N

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90

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JOB LIST REVIEWJobs to be reviewed for their operational impact if not doneRisk Matrix Likelihood & Consequence

FSM Risk Matrix

Risk ProfileCRD - FSM ProactiveDate: 6/4/05

Financial Year 2005/6

LIKELIHOOD1$00

5Extreme2$97,9464

Almost CertainHigh3$246,1116

(Over 30%)4$796,18418

$0$0$0$0$05$00

6$00

4Moderate7$25,7742

Likely8$351,1934

9$312,75529

(10% to 30%)$105$96$512$0$010$00

11$00

312$12,5836

Possible13$00

(3% to 10%)14$293,2603

$0$271$443$539$015$00

16$00

217$114,4087

Unlikely18$00

19$00

(1% to 3%)$0$28$97$0$020$00

21$00

1ModerateHigh22$3,6901

RareLow23$00

24$78,0001

(up to 1%)$0$0$0$0$025$96,6002

Probability of Event Occuring in 2005/06 Financial Year12345$2,428,505

LowMinorModerateMajorCritical$2,091

$25m$2,426,414

CONSEQUENCE (BUSINESS IMPACT)

Safety Impact Environmental Impact Operational Impact $000's

3/31/42/42/32/23/2

($k)($k)($k)($k)($k)($k)

1085060301297

2555368016

258

2552

2512

2510

2520

2515

5024

6010

5010

$443$105$96$271$28$97

3/44/3

($k)($k)($k)($k)($k)($k)

2504

1285

250450

$512$539$0$0$0$0

&LFSM Proactive Task Risk Matrix (05/06)

This risk profile shows no extreme risks, 7 high risks and 17 moderate risks. This is a relatively low risk industrial operation.

Any failures of control systems associated with the high and moderate risks should receive immediate management attention.

Refer to Risk Classification Criteria (document 114_7C03 for explanation of consequences and further explanation on the risk levels of Extreme, High, Moderate and Low

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2

3

4

5

6

38

12

14

10

27

13

22

34

29

9

18

24

25

8

33

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36

23

30

28

16

31

32

17

39

37

11

7

21

15

357979

20

19

PKL Risk Matrix

Risk ProfileCRD - PKL ProactiveDate: 6/4/05

Financial Year 2005/6

LIKELIHOOD1$00

5Extreme2$97,9464

Almost CertainHigh3$246,1116

(Over 30%)4$796,18418

$0$0$0$0$05$00

6$00

4Moderate7$25,7742

Likely8$351,1934

9$312,75529

(10% to 30%)$0$136$44$0$010$00

11$00

312$12,5836

Possible13$00

(3% to 10%)14$293,2603

$0$554$0$165$015$00

16$00

217$114,4087

Unlikely18$00

19$00

(1% to 3%)$0$0$0$0$020$00

21$00

1ModerateHigh22$3,6901

RareLow23$00

24$78,0001

(up to 1%)$0$0$0$0$025$96,6002

Probability of Event Occuring in 2005/06 Financial Year12345$2,428,505

LowMinorModerateMajorCritical$899

$25m$2,427,606

CONSEQUENCE (BUSINESS IMPACT)

Safety Impact Environmental Impact Operational Impact $000's

3/31/42/42/32/23/2

($k)($k)($k)($k)($k)($k)

2512

834

1219

1642

7524

42

77

24

20

24

42

24

42

125

2

$0$0$136$554$0$0

3/44/33/4

($k)($k)($k)($k)($k)($k)

16522

22

$0$165$44$0$0$0

&L&9PKL Proactive Task Risk Matrix (05/06)&RPage: &P

This risk profile shows no extreme risks, 7 high risks and 17 moderate risks. This is a relatively low risk industrial operation.

Any failures of control systems associated with the high and moderate risks should receive immediate management attention.

Refer to Risk Classification Criteria (document 114_7C03 for explanation of consequences and further explanation on the risk levels of Extreme, High, Moderate and Low

This risk profile shows no extreme risks, 7 high risks and 17 moderate risks. This is a relatively low risk industrial operation.

Any failures of control systems associated with the high and moderate risks should receive immediate management attention.

Refer to Risk Classification Criteria (document 114_7C03 for explanation of consequences and further explanation on the risk levels of Extreme, High, Moderate and Low

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2

3

4

5

6

12

14

10

27

13

22

29

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18

24

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23

28

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11

7

21

15

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19

GANTT CHART DEVELOPMENTA Gantt Chart is requiredDevelop a Critical pathDuration to be prime-to-primeHave ONE scheduleDuration of each step to be such as to be easily trackedLess than reporting period (target for

RISK ANALYSISUse a Risk Management ProcessKepner Tregoe PPA (Potential Problem Analysis)PPA CriteriaQuality Critical WorkReliability Critical WorkSafetyCritical PathTasks with prior problemsNew &/or Unusual TasksWork Group InvolvementsReview job again if criteria changes

FOUR PHASES OF SHUTDOWN MANAGEMENTExecution

MEETING STRUCTUREConsistent meeting times10:00 AM Morning Area Meeting3:00 PM Managers MeetingSchedule Updates7:00 AM Update for Morning Meeting3:00 PM Update for Night Shift

EARNED VALUETool for tracking progress against scheduleQuickly shows if you are falling behind scheduleForecast costs to complete work

SHUTDOWN COMMUNICATIONSEmail is a problemReply AllMass Distribution listsNot everyone has email accessNoticeboards not very effectiveTool-Box talks are very effectiveMeetings work wellLarge mass meetings do not work wellSigns work well for operatorsFlashing signs work extremely wellJury is still out on IntranetYour audience is not homogenousPeople will generally not spread rumours that they believe are not true

FOUR PHASES OF SHUTDOWN MANAGEMENTClose-out

POST SHUTDOWN REVIEWCarry out SWOT AnalysisConsolidate issuesFeed-Back into Management Plan for future shutdownsSome issues that came out of manufacturing site shutdownNeed two night shift managersNeed to update schedule twice per daySupply Department was very happyNo IT issuesSite Security not up to scratchSteering Group worked wellSite Wide Coordination worked well (forum of regular Meeting)Communication needs a lot of workFix the phones

PREVIOUSLY WORKED EXAMPLESHUTDOWN PPAWATER SUPPLY TURNED OFF DURING SHUTDOWN

PPA PROFORMA

Potential ProblemsPSLikely CausesPreventive ActionsContingent ActionsTriggers

QUESTIONS

*Approval processScope FreezeLate JobsPurchasing integration

*Work Order Life Cycle model

This is usually presented as a flow-chart which illustrates all the stages in the life of a maintenance job - eg: from initial job request through authorisation, planning, scheduling, doing and closing.

The key issue here is that the flow-chart generally depicts the stages of managing A SINGLE WORK ORDER through the work management system and highlights individual planning and scheduling responsibilities.

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