FORUM:Design for Maintainability

CII Construction Project Improvement Conference

September 11-13, 2005Austin, Texas

George ConnerRichard DanksRobert Post

Presentation Agenda

• Making the Case & Concept Overview• NASA Implementation

• D for M Implementation Model • Chevron Texaco Implementation

• Benefits of D for M• Rohm & Haas Implementation

Design for Maintainability:

Making the Case&

Concept Overview

Richard A. DanksDeputy Chief, Facilities DivisionNASA Glenn Research CenterCleveland, OH

The Case for Design for Maintainability

50 %

75 %

100 %

Life-Cycle Phases

Life

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ost

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ary

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ign

Fin

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Ope

rate

and

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urc

e: B

lan

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rd, B

.S.,

De

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ycle

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rest

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ve, O

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ress

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78

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85%

95%

life3

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Life Cycle Cost — 30 Year Period

Land Acquisition, Planning, Renewal, Revitalization, & Disposal5%-35%

Design & Construction

5%-10%

Operation & Operation & MaintenanceMaintenance

60% - 85%60% - 85%

Source: Stewardship of Federal Facilities, 1998

The Case for Design for Maintainability

ProductivityProd Eff / UtilizationProduction LossesEquipment Criticality

Availability Uptime

ImprovementsOPEX & CAPEX

$$$$Asset Economics(Differential NPV)

Landscape of Interrelationships

ReliabilitySys Configuration Equip Performance

Maintainability Factors affecting ability to perform Maintenance Total MTTR

OperabilityOperational FlexibilityDegraded Performance

Chevron Pre-Operations Impact to Asset Performance

CII Research Project

• D for M research project 1997 - 1999

• CII Guidebook - 1999

• CII Education module - 2002

Research Results

• Defined “levels” of implementation

• Common approaches to implementation

• Common attributes of success

• Model implementation process

Maintainability Principles

• Reduce or eliminate wrench time

• Optimize Safety, Accessibility, & Ergonomics

• Reduce Complexity or Task Difficulty

• Optimize Standardization, Interchangeability, and Modularization

Process Characteristics

• Integrates downstream knowledge early in design process

• Model process provides implementation structure

• Long-term perspective – • Reduces life cycle costs

• Short term perspective – • Integration into existing processes• Alignment • Start up

• Early implementation = Greatest impact

• Suite of tools to expedite implementation

• Continuous improvement carries over to future projects

D for M Process Highlights

NASA Implementation

• Engineering & Construction Innovation Committee– D for M selected as best practice for

implementation

• Development of week-long course – Presented at Field Centers– D for M material presented in

Sustainability course

• Centers implementing sustainable projects

NASA Implementation

• Interdependent concepts

• D for M integrated with – Sustainable (Green) design– Commissioning– Safety & security

• Supports other NASA programs– Reliability-centered Maintenance– Reliability based equipment acceptance

ImplementingDesign for Maintainability

George ConnerStaff Reliability EngineerChevron CorporationHouston, Texas

Approaches to Implementation

• Standard design practice

• Contract specification

• Cross functional participation

• Pilot program

• Integration into existing programs

• Formal maintainability program

• Comprehensive tracking

Model Process

Commit to

Implementing Maintainability

Implement Maintainability

Process

Obtain

Maintainability Capabilities

Update

Maintainability Program

Plan

Maintainability Implementation

Establish Maintainability

Program

Corporate Program

Project Process

Develop upper management awareness

Perform self -assessment and identify barriers

Assess and recognize benefits

Develop

implementation plan

Identify corporate

maintainability sponsor

Develop corporate procedures

and functional support network

Develop lessons- learned database

Establish project-

level maintainability responsibility

Orient project management, designer, and

suppliers

Develop resources for maintainability

reviews

Form cross-

functional project teams to include

O&M Define maintenance

strategies

Define project maintainability

objectives

Integrate

Computerized Maintenance

Management System

Conduct formalized maintainability

meetings

Apply maintainability concepts during design

Recognize

procurement and construction impact on

maintainability

Monitor and evaluate

project program effectiveness

Conduct maintenance training and provide

documentation

Evaluate corporate

program effectiveness

Revise organization and procedures

Update lessons- learned database

Corporate Program

Source: CII Implementation Resource 142-2Page 16

Model Process Elements

• Milestones• Milestones are achieved through maintainability practices

• Practices• Maintainability practices are implemented using tools

• Tools• Tools basically document process steps in a checklist format

• Assemble cross-functional proj team

• Formal maintainability reviews

• Design to project maint. strategy

• Consider maintenance staff skills and training requirements

Implementing D for M

Implementation Resources

• Implementation guidebook

– 22 Maintainability Practices

– 16 Implementation tools

• Implementation suggestions

– Establish a champion

– Pilot program – if a new start

Chevron’s Application

• Post Startup Performance unacceptable

• Developed Operations Assurance Process

Team approach to selecting, developing, assessing and executing specific pre-operations activities, throughout the course of a project, that impact asset performance.

• Project development and execution is based on a structured phase gate approach:Identify, Select, Develop, Execute, Operate

• Maintainability is part of the Operations Assurance (OA) process.

Chevron’s ApplicationOA Foundational Philosophies

OAOARel

iabili

ty

Rel

iabili

tyM

aintain

abi

Main

tainab

i

litylity

OperabiliOperabilityty

BID SpecificationsQualified VendorsStandardizationReliability ModelingRCMPerformance Indicators

Human Factors AssmtMaintenance StrategyMobilization DelaysResources & CompetencyShift/Spares ConstraintsMechanical Handling Plan

Production / UtilizationOperations StrategyResources & CompetencyOperational FlexibilityWork Environment

Implementation Summary

• CII has developed a robust D for M process.

Milestones Practices ToolsMilestones Practices Tools• Early commitment / implementation is critical

• The implementation can be customized based on current state and ultimate goals.

• For Chevron, D for M is not a standalone effort

• Specific D for M applications adapted for the OA process generally reference:

Milestone 4: Plan Maintainability Implementation

Milestone 5: Implement Maintainability Process

Design for Maintainability

Benefits

Robert PostTechnical Fellow Project EngineerRohm and Haas CompanyBristol, PA

Project Benefits

• Smoother project startup

• Less project rework

• Less costly maintenance

• Lower life cycle costs

• Metrics & Continuous Improvement

• Supports CII Best Practices

Long Term Benefits

• Eliminate the need for maintenance

• Increased task efficiency

• Reduced accidents

• Decreased downtime

• Access & ergonomics

• Standardization/modularization

• Task simplification

Experience at Rohm & Haas

• Domestic US Projects:

• “Reliability Design”

• Functional focus

• Looks at reliability issues first

• Minimize failures and maintenance

• Identify/Resolve maintainability issues

• Mostly done prior to execution

Experience at Rohm & Haas

• Domestic US Projects: but….

• Superior FEL definition yields faster/cheaper execution

• Everyone knows this, but……

• Getting Front End schedule time & resources

• Actual results vary

• US work is limited these days anyway…

Experience at Rohm & Haas

• Overseas Projects: difficulties

• Engineering Processes Vary• Owner processes• Contractor processes• O&M processes

• Cultural Viewpoint / Values differences• Language• Safety• Quality• What does “Yes” REALLY mean?

Benefits Summary

• The know-how exists!

• Domestic: Must get commitment of management and engineers

• Overseas: Much steeper learning curve

Want to Know More?

• CII Publication

• Design for Maintainability: Improving Project Return on Investment

• CII Research Reports

• A Model Process for Maintainability Implementation

• State-of-Practice in Maintainability: Seven Case Studies