grs 1 global reliability system refining congress - argentina refining congress - argentina d.e....
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1
GRS
Global Reliability SystemGlobal Reliability System
Global Reliability SystemGlobal Reliability System Refining Congress - ArgentinaRefining Congress - Argentina
D.E. Fitzgerald
2
GRSEXXONMOBIL GLOBAL RELIABILITY SYSTEMEXXONMOBIL GLOBAL RELIABILITY SYSTEM
AgendaAgenda
• System OverviewSystem Overview
• Q&AQ&A
–Review ExxonMobil’s Global Reliability System in Review ExxonMobil’s Global Reliability System in sufficient detail to provide an understanding of how sufficient detail to provide an understanding of how the system achievesthe system achieves
•Improved facility reliability Improved facility reliability
•Improved maintenance effectivenessImproved maintenance effectiveness
ObjectivesObjectives
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GRSGRS - BACKGROUND
GRS supersedes and replaces earlier ExxonMobil GRS supersedes and replaces earlier ExxonMobil systems which date from the mid 90’ssystems which date from the mid 90’s
GRS is a Global Common System, a common framework for Reliability Improvement • Facilitates Identification and Accelerated Application of Global
Best Practices
The System has requirements, supported by practices; benefits are obtained from the Practices, the “how to’s”
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GRSGlobal Refinery Maintenance CostsGlobal Refinery Maintenance Costs 1996 - 20021996 - 2002
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GRS
Reliability & Maintenance ResultsReliability & Maintenance Results
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GRSReliability DefinitionReliability Definition
ReliabilityReliability is the probability that assets will is the probability that assets will produce theproduce the required product, required product, at theat the target rate target rate
without interruption for awithout interruption for a predetermined time, predetermined time, within within applicable quality applicable quality specifications, when specifications, when
the assets are operated within a specified design the assets are operated within a specified design andand operating envelope. operating envelope.
Meet run plan targets
Run till next scheduled shutdown
100%Right First Time
Keep within “Process Operating Window”.
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GRS
Table of Contents
IntroductionElement 1 Management Leadership,
Commitment & Accountability Element 2 Risk Assessment & Management Element 3 Facilities Design& ConstructionElement 4 Process & Facilities Information
and DocumentationElement 5 Personnel and Training Element 6 Operations and Maintenance
6A Site Plans and Objectives6B Operating Envelope6C Equipment Strategy6D Work Selection6E Routine Work Planning, Scheduling
and Execution6F Turnaround/Shutdown Work
Planning, Scheduling, and Execution6G Loss Monitoring and Response6H Operator Care6I Abnormal & Non-Routine
Operations6J Performance Improvement
Element 7 Management of ChangeElement 8 Third Party ServicesElement 9 Incident Investigation & AnalysisElement 10 Community Awareness and
Emergency ResponseElement 11 Global Reliability System
Assessment and ImprovementAppendix 1 Glossary
PurposeExpected ResultsRequirementsKey MeasurementsLinkagesInputs & Outputs
Global Reliability System
ELEMENT
GRS – Intranet Web-based Manual GRS – Intranet Web-based Manual ContentsContents
WhitePapers
Practices
ProcessSummaries
Detailed
Examples
Overview
(Optional)
Practices Practices and and
ExamplesExamples
8
GRS
ImproveImprove11
GRS Assessmentand Improvement
6J
PerformanceImprovement
OIMS andSupportingElements 10
Community Awareness
7
Managementof Change
4
Process & FacilitiesInfo & Documentation
3
Facilities Designand Construction
5
Personneland Training
8
Third PartyServices
ProactiveLeadership, Plans,Objectives and Strategies
ProactiveLeadership, Plans,Objectives and Strategies
1
ManagementLeadership
6A
Site Plans & Objectives
2
Risk Assessmentand Management
6C
Equipment Strategy
6B
Operating Envelope
6D
Work Selection
EffectivePlanning, Scheduling and Execution
EffectivePlanning, Scheduling and Execution
6H
Operator Care
6I
Abnormal andNon-Routine Operations
6G
Loss Monitoringand Response
6F
TA/Shutdown Planning,
Scheduling & Execution
6E
Routine Work Planning,
Scheduling & Execution
DenotesOut of Program Work
ReactiveReactive9
Incident Investigationand Analysis
System Simplified FlowSystem Simplified Flow
Plan Execute
Analyze
9
GRS
• Complete 100% of Annual Plan • All work planned and scheduled• Job Packs developed and used• Correct spare parts and
tools available • Repairs completed right
first time and on schedule • Repairs documented
Design it Right
Stable UnitReliable Equipment
Operate it Right
Fix it Right
• Equipment design supports high reliability
• Operate within defined envelopes
• Structured rounds to monitor & care for equipment
• Planned response to unit upset or non-routine operation
• Monitor losses daily against set targets, identify cause, take corrective action
• Changes managed
SKILLED WORKFORCE EFFECTIVE LEADERSHIPSKILLED WORKFORCE EFFECTIVE LEADERSHIP
• Training and procedures provided to Operations and Maintenance
• Equipment maintenance needs and operating envelopes defined
RELIABILITY MINDSETRELIABILITY MINDSET
GRS OVERVIEWGRS OVERVIEW
PROACTIVELY DEFINE PROACTIVELY DEFINE CAPABILITYCAPABILITY and and NEEDSNEEDS of the of the process and equipment based process and equipment based
upon criticalityupon criticality
OPERATE WITHIN CAPABILITYOPERATE WITHIN CAPABILITYof process and equipmentof process and equipment
EFFICIENTLY and EFFICIENTLY and EFFECTIVELYEFFECTIVELY
PROVIDE NEEDSPROVIDE NEEDS of of equipment and equipment and
processprocess
ANALYZE LOSSESANALYZE LOSSES to drive continuous to drive continuous
improvementimprovement
GRS drives the following key concepts . . .GRS drives the following key concepts . . .
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GRSGRS OVERVIEWGRS OVERVIEW
In order to achieve this RELIABILITY,
DEFINE the CAPABILITY of the process and equipment Operating Envelopes (6B) Equipment Strategies (6C)
Ensure that we OPERATE WITHIN THAT CAPABILITY Operator Care (6H) Abnormal and Non-Routine Operation (6I)
To be COMPETITIVE,
OPTIMIZE support effort consistent with the potential loss and probability of that loss Work Selection (6D) Annual Planning (6A)Planning, Scheduling and Execution (6E/F)
11
GRS
Expected Results:Expected Results:
Sustainable reliability, availability and manufacturingSustainable reliability, availability and manufacturing(maintenance and operations) cost performance that is consistent with (maintenance and operations) cost performance that is consistent with Business objectivesBusiness objectives
An organization that understands and is working to achieve theAn organization that understands and is working to achieve thesite's reliability, availability, and manufacturing cost objectivessite's reliability, availability, and manufacturing cost objectives
Leadership and commitment that is demonstrated throughLeadership and commitment that is demonstrated throughmanagement behavior and visible actionsmanagement behavior and visible actions
ELEMENT 1 - LEADERSHIPELEMENT 1 - LEADERSHIP
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GRS
6C Equipment 6C Equipment StrategiesStrategies
6B Operating6B OperatingEnvelopesEnvelopes
6H Operator Care6H Operator Care 6I Abnormal & Non-6I Abnormal & Non-routine Operationsroutine Operations
6A Site Plans and 6A Site Plans and ObjectivesObjectives
6D Work Selection6D Work Selection
6E Routine Work P/S/E6E Routine Work P/S/E6F Turnaround P/S/E6F Turnaround P/S/E
Critical Critical EquipmentEquipment
PM scope & PM scope & frequencyfrequency
Monitoring Monitoring tasks based tasks based on criticality on criticality
Effective/efficient field Effective/efficient field rounds & console monitoringrounds & console monitoring
Effective, Effective, efficientefficient
unit maintenanceunit maintenance
Effective response to Effective response to minimize lossminimize loss
Critical Critical Operating Operating ScenariosScenarios
Key Linkages (6C)Key Linkages (6C)
Operating Envelopes for Operating Envelopes for Process Critical ParametersProcess Critical Parameters
1 Year 1 Year PlanPlan
Breakdown / Breakdown / Discretionary Discretionary
WorkWork
Latest Acceptable CompletionLatest Acceptable Completion
13
GRS
• Equipment Strategy practices defined for each equipment type:Equipment Strategy practices defined for each equipment type: - fixed equipment - machinery - electrical- fixed equipment - machinery - electrical
- instruments - analyzers -infrastructure- instruments - analyzers -infrastructure
• Strategy defines the interventions necessary to protect the Strategy defines the interventions necessary to protect the reliability of the equipmentreliability of the equipment
• predictive and preventive maintenancepredictive and preventive maintenance
• operator monitoring tasksoperator monitoring tasks
• design improvements design improvements
• job packs and spare parts job packs and spare parts
• Strategies are living documents - continuously improved and Strategies are living documents - continuously improved and updated with updated with
• changes in operating context changes in operating context
• learnings from repairs and failureslearnings from repairs and failures
Element 6C - Key RequirementsElement 6C - Key Requirements
GRS OVERVIEWGRS OVERVIEW
14
GRS
Strategies developed using RCM principlesStrategies developed using RCM principles
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Potential FailuresPotential Failures
Point Where Failure
Starts
P
Point Where Failure is Detectable(depends on inspection technique)
Point Where it has Failed(depends on operatingcontext)
F
Time
Cond
ition
P-F Interval
Time from Detection to Failure
Monitoring Interval = 1/2 of P-F Interval
Element 6C - Key RequirementElement 6C - Key Requirement
GRS OVERVIEWGRS OVERVIEW
8
RCM ReviewRCM ReviewFailure PatternsFailure Patterns
A
B
C
D
E
F
Infant Random Wearoutor External
The right tasks at the right time:
Replace Reciprocating CompressorRider Bands - Replace Annually
Reciprocating Compressor RodPacking. Replace every 2 years
Pump Shaft Fatigue Failure - NoScheduled Maintenance
Compressor Bearing - monitoring only
Resistor - No Scheduled Maintenance
Instrumentation - failure finding
Will Time Based Will Time Based PM Task bePM Task be
effectiveeffective Will ConditionWill ConditionMonitoring Task beMonitoring Task be
effectiveeffective
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GRS
6C Equipment 6C Equipment StrategiesStrategies
6B Operating6B OperatingEnvelopesEnvelopes
6H Operator Care6H Operator Care 6I Abnormal & Non-6I Abnormal & Non-routine Operationsroutine Operations
6A Site Plans and 6A Site Plans and ObjectivesObjectives
6D Work Selection6D Work Selection
6E Routine Work P/S/E6E Routine Work P/S/E6F Turnaround P/S/E6F Turnaround P/S/E
Critical Critical EquipmentEquipment
PM scope & PM scope & frequencyfrequency
Monitoring Monitoring tasks based tasks based on criticality on criticality
Effective/efficient field Effective/efficient field rounds & console monitoringrounds & console monitoring
Effective, Effective, efficientefficient
unit maintenanceunit maintenance
Effective response to Effective response to minimize lossminimize loss
Critical Critical Operating Operating ScenariosScenarios
Key Linkages (6B)Key Linkages (6B)
Operating Envelopes for Operating Envelopes for Process Critical ParametersProcess Critical Parameters
1 Year 1 Year PlanPlan
Breakdown / Breakdown / Discretionary Discretionary
WorkWork
Latest Acceptable Completion Latest Acceptable Completion Date based SDD’sDate based SDD’s
16
GRS
““Integrated Operating Envelope” Integrated Operating Envelope”
If an operating parameter has multiple limits, the “IntegratedIf an operating parameter has multiple limits, the “IntegratedOperating Envelope” is the result of the most restrictive of these limits Operating Envelope” is the result of the most restrictive of these limits
Tier ITier ILimitsLimits
Tier 3Tier 3LimitsLimits
Many Optimisationand lower impactReliability related
Envelopes
Tier 2Tier 2LimitsLimits
IntegratedIntegratedOperatingOperatingEnvelopeEnvelope
Highimpact Reliability
Envelopes
PredominantlySHE and
higher impact Reliability related
Envelopes
OPERATING ENVELOPESOPERATING ENVELOPES
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GRS
Minimum Tasks PerformedMinimum Tasks PerformedWhich Parts are Operator Care?Which Parts are Operator Care?
Visual Equipment Checks
Check Equip Temp, Pressure, Amps, etc.....
Check Lubrication, Look for Leaks
Check Vibration
Clean Equipment
Grease/Oil Equipment
Change Oil
Tighten Belts
Replace Filters
Repair Leaks
Change Safety Valves
Improve Equipment Access
Control Process
Check Process Conditions
Make Rounds
Housekeeping
Check Critical Devices
Troubleshoot Instrument/ Electrical Problems
Equipment PM Tasks
Clean Exchanger
Remove Field Equipment for Shop Work
Replace Corroded Pipe
Replace Leaking Valve
Dismantle/ Repair/ Reassemble/ Reinstall Failed Equipment
Equipment PM/Pd Data Analysis
Optimize PM/Pd Tasks and Frequency
Equipment Failure Analysis
Bad Actor Identification and Corrective Action
Identify/ Eliminate Unjustified or Idle Equipment
Change to New Type Pump Seal
Revise Piping or Exchanger
Select and Install New Bearing
New Design to Meet SHE Requirements
Design Change to Meet Changed Process Requirements
Capacity Creep
Operate Monitor Basic Service Special Service Repair Diagnose Modify Redesign
OperationsOperationsGGAAPP
MaintenanceMaintenanceGGAAPP
EngineeringEngineeringGGAAPP
Traditional StateTraditional State
OPERATE IT RIGHTOPERATE IT RIGHT
Operator CareOperator Care
Expectations with GRSExpectations with GRS
MaintenanceMaintenance
MAINTAIN IT RIGHTMAINTAIN IT RIGHT
EngineeringEngineering
RE-DESIGN IT RIGHTRE-DESIGN IT RIGHT
GRS OVERVIEW WORKSHOPGRS OVERVIEW WORKSHOP
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GRS
6C Equipment 6C Equipment StrategiesStrategies
6B Operating6B OperatingEnvelopesEnvelopes
6H Operator Care6H Operator Care 6I Abnormal & Non-6I Abnormal & Non-routine Operationsroutine Operations
6A Site Plans and 6A Site Plans and ObjectivesObjectives
6D Work Selection6D Work Selection
6E Routine Work P/S/E6E Routine Work P/S/E6F Turnaround P/S/E6F Turnaround P/S/E
Critical Critical EquipmentEquipment
PM scope & PM scope & frequencyfrequency
Monitoring Monitoring tasks based tasks based on criticality on criticality
Effective/efficient field Effective/efficient field rounds & console monitoringrounds & console monitoring
Effective, Effective, efficientefficient
unit maintenanceunit maintenance
Effective response to Effective response to minimize lossminimize loss
Critical Critical Operating Operating ScenariosScenarios
Key Linkages (start & end 6D, 6E & 6F)Key Linkages (start & end 6D, 6E & 6F)
Operating Envelopes for Operating Envelopes for Process Critical ParametersProcess Critical Parameters
1 Year 1 Year PlanPlan
Breakdown / Breakdown / Discretionary Discretionary
WorkWork
Latest Acceptable Completion Latest Acceptable Completion Date based SDD’sDate based SDD’s
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GRS
6E/6F6E/6FPS&EPS&E
WORK SELECTION - Work FlowWORK SELECTION - Work Flow
TAProgram
AnnualProgram
Breakdown(Functional
Failure)Discretionary
REJECT (Not met criteria)(Not met criteria)
Plan & Schedule(based on resource + material availability)
NonCRIT
Standard Repair Timeframe by
Equipment Class
VCRIT
Break-in to Schedule
In-Program (future) Out-of-Program
All WorkAll WorkScreener
20
GRS
Benefit to CostBenefit to Cost
• A target benefit-to-cost ratio is defined by Site Management as theA target benefit-to-cost ratio is defined by Site Management as the
hurdle for task screening.hurdle for task screening.
• Basis is short term, both for benefit and cost.Basis is short term, both for benefit and cost.
All items that clear the All items that clear the hurdle are selectedhurdle are selected
ACCEPTEDACCEPTED
All items that do not clear All items that do not clear the hurdle are rejected.the hurdle are rejected.
REJECTEDREJECTED
WORK SELECTION – Discretionary ItemsWORK SELECTION – Discretionary Items
21
GRS
Multi-MonthMulti-MonthMaintenanceMaintenanceOutlookOutlook
(3 month)(3 month)
Critical few jobsCritical few jobs affecting many peopleaffecting many people significant impact on productionsignificant impact on production
Updated monthlyUpdated monthly Consistent with process three month outlookConsistent with process three month outlook
Detailed activity planDetailed activity plan Library of these kept on fileLibrary of these kept on file Job preparation activitiesJob preparation activities Must be value added (criteriaMust be value added (criteria
defined)defined) Small jobs don't need Job PackSmall jobs don't need Job Pack
PlanningPlanningJobJobPackPack
Short-termShort-termMaintenanceMaintenanceScheduleSchedule(4 week)(4 week)
Updated weeklyUpdated weekly Weeks 2-4 may have unresolved issues (evolving)Weeks 2-4 may have unresolved issues (evolving) Week 1 has no unresolved issues, showsWeek 1 has no unresolved issues, shows
when jobs will be donewhen jobs will be done who will do the jobswho will do the jobs and what resources they needand what resources they need represents the 5 daily schedules for Week 1represents the 5 daily schedules for Week 1
Consistent with Process 4-Week ScheduleConsistent with Process 4-Week Schedule
Element 6E - Routine Work PS&EElement 6E - Routine Work PS&E
GRS OVERVIEWGRS OVERVIEW
22
GRS
Repairs
PM’s
ImproveWork
Contingency
PM’s
ImproveWork
Repairs
Week 1Week 1 Week 2Week 2 Week 3Week 3 Week 4Week 4
60% of annualwork ($$) is
predefined andrisk screened
in an approvedAnnual Program
25% for scheduled Breakdown Mtceto repair failures
ZeroProgramSlippage
Only schedulewhen ready to
execute(inc matls)
10% requesteddiscretionary workscreened/approved
“out-of-program”with higher hurdle
Res
ou
rce
Req
uir
emen
tR
eso
urc
e R
equ
irem
ent
5% for Break-insCrit Equip/Events
with job packs and spares
Repairs
PM’s
ImproveWork
PM’s
ImproveWork
Repairs
Repairs
PM’s
ImproveWork
PM’s
ImproveWork
Repairs
Repairs
PM’s
ImproveWork
Contingency
95%Complianceto schedule
Contingency Contingency
Operations justify move to weeks 2/3/4and define if any planned work slips
Usually Week 4+ (ex small repairs) to allow good
planning and scheduling
Element 6E - Improved StateElement 6E - Improved State
GRS OVERVIEWGRS OVERVIEW
23
GRS
Site Site long range plans developedlong range plans developed to identify timing for SD/TA’s and to identify timing for SD/TA’s and long term milestoneslong term milestones
Provide Provide Steering CommitteeSteering Committee and and organizational structureorganizational structure to manage to manage TATA
Establish the Establish the TA strategies, objectives, basis, and key constraintsTA strategies, objectives, basis, and key constraints
Utilize a Utilize a milestone planmilestone plan based on SD/TA complexitybased on SD/TA complexity covering all covering all major activitiesmajor activities
IntegrateIntegrate Maintenance, Operations, Inspection & Projects plans & Maintenance, Operations, Inspection & Projects plans & schedulesschedules including pre and post work activities including pre and post work activities
Identification of critical and near-critical path workIdentification of critical and near-critical path work; includes ; includes risk risk assessing potential discoverablesassessing potential discoverables and impact on SD/TA objectives and impact on SD/TA objectives
Schedule key reviewsSchedule key reviews throughout Planning & Scheduling, Execution throughout Planning & Scheduling, Execution and Closeout to steward progress, cost & performanceand Closeout to steward progress, cost & performance
Element 6F - Turnaround PS&EElement 6F - Turnaround PS&E
GRS OVERVIEWGRS OVERVIEW
24
GRS
New facilities achieve reliability, availability and costs consistent with New facilities achieve reliability, availability and costs consistent with the business objectivesthe business objectives
Site design and equipment selection incorporates Reliability Best Site design and equipment selection incorporates Reliability Best Practices. Reliability Reviews conducted by knowledgeable site Practices. Reliability Reviews conducted by knowledgeable site representatives and technical specialistsrepresentatives and technical specialists
Facilities meet the requirements of the Global Reliability System prior Facilities meet the requirements of the Global Reliability System prior to commissioning and startup to commissioning and startup
Operating EnvelopesOperating Envelopes Equipment StrategiesEquipment Strategies Operator Care TasksOperator Care Tasks
Element 3 - Facilities Design & ConstructionElement 3 - Facilities Design & Construction
Expected Results:Expected Results:
GRS OVERVIEWGRS OVERVIEW
25
GRS
• Complete 100% of Annual Plan • All work planned and scheduled• Job Packs developed and used• Correct spare parts and
tools available • Repairs completed right
first time and on schedule • Repairs documented
Design it Right
Stable UnitReliable Equipment
Operate it Right
Fix it Right
• Equipment design supports high reliability
• Operate within defined envelopes
• Structured rounds to monitor & care for equipment
• Planned response to unit upset or non-routine operation
• Monitor losses daily against set targets, identify cause, take corrective action
• Changes managed
SKILLED WORKFORCE EFFECTIVE LEADERSHIPSKILLED WORKFORCE EFFECTIVE LEADERSHIP
• Training and procedures provided to Operations and Maintenance
• Equipment maintenance needs and operating envelopes defined
RELIABILITY MINDSETRELIABILITY MINDSET
GRS OVERVIEWGRS OVERVIEW
PROACTIVELY DEFINE PROACTIVELY DEFINE CAPABILITY CAPABILITY andand NEEDS NEEDS of the of the
process and equipmentprocess and equipment
OPERATE WITHINOPERATE WITHIN process and process and equipment equipment CAPABILITYCAPABILITY
ProvideProvide equipment equipment and process and process needs needs EFFICIENTLY and EFFICIENTLY and
EFFECTIVELYEFFECTIVELY
ANALYZE LOSSESANALYZE LOSSES to drive continuous to drive continuous
improvementimprovement
26
GRS
Element 6G/9 linkage to 6J/6AElement 6G/9 linkage to 6J/6A
Plan1 ~~~~~2 ~~~~~3 ~~~~~4 ~~~~~
6A
0
20
40
60
80
0 500 1000 1500 2000 2500 3000
Total Cost Per Installed Pump (TCPI) (US $)
MT
BR
(m
on
ths
)
0
20
40
60
80
0 500 1000 1500 2000 2500 3000
Total Cost Per Installed Pump (TCPI) (US $)
MT
BR
(m
on
ths
)
Estimated Opportunity by Equipment Class
0
10
20
30
40
An
aly
zer
He
at
Ex.
Pu
mp
s
Atm
. T
an
ks
Inst
rum
en
ts
PR
V
M$/
yr
6J - Analyze Operations & MaintenanceActivities
6E - Equipment Data6E - Equipment Data6F - Equipment Data6F - Equipment Data6G - Loss Data6G - Loss Data6H - Observations 6H - Observations
9 - Incident Investigation 9 - Incident Data9 - Incident Data
IncidentIncident
External BenchmarkExternal Benchmark $ $
Information for: Information for: Equipment Strategies 6CEquipment Strategies 6COperating Envelope 6BOperating Envelope 6B
GRS OVERVIEWGRS OVERVIEW
NewNewTechnologyTechnology
andand
Network
Best
Practices
27
GRS
• Each Reliability Plan should include the same specific topics Each Reliability Plan should include the same specific topics – Section A - Management SummarySection A - Management Summary– Section B - Basic Assumptions and Alignment with Refining Section B - Basic Assumptions and Alignment with Refining
Business PlanBusiness Plan– Section C - Current Performance and OutlookSection C - Current Performance and Outlook– Section D - Base Reliability & Maintenance ActivitiesSection D - Base Reliability & Maintenance Activities– Section E - System Assessments and Gap Closure PlansSection E - System Assessments and Gap Closure Plans– Section F - Focused Reliability Improvement ActivitiesSection F - Focused Reliability Improvement Activities– Section G - TurnaroundsSection G - Turnarounds– Section H - Resource PlanningSection H - Resource Planning
• Site management should determine level of detail required for each Site management should determine level of detail required for each topictopic
GRS OVERVIEWGRS OVERVIEW
6J/6A - Performance Improv. /Site Plans and Objectives 6J/6A - Performance Improv. /Site Plans and Objectives
28
GRS
EventEvent
Near Miss orGreater Potential?
(Actual x Potential x Barriers)
Loss >50K$?
Link RCFAFactors to
GRS Elements
Actionsfor tracking
and follow-up
HLVI’sfor sharing
per GMOP 9.1
EnterEnterintointo
DatabaseDatabase
ToolTool
CategorizePer RCFA STD
(+ GRS 9 considerations)
High
Medium
Low
CFWTCFWT(Causal Factor(Causal Factor
Why Tree)Why Tree)
5 - WHY5 - WHY Site only
Element 9 - Incident Investigation & AnalysisElement 9 - Incident Investigation & Analysis
GRS OVERVIEWGRS OVERVIEW
29
GRS
• Complete 100% of Annual Plan • All work planned and scheduled• Job Packs developed and used• Correct spare parts and
tools available • Repairs completed right
first time and on schedule • Repairs documented
Design it Right
Stable UnitReliable Equipment
Operate it Right
Fix it Right
• Equipment design supports high reliability
• Operate within defined envelopes
• Structured rounds to monitor & care for equipment
• Planned response to unit upset or non-routine operation
• Monitor losses daily against set targets, identify cause, take corrective action
• Changes managed
SKILLED WORKFORCE EFFECTIVE LEADERSHIPSKILLED WORKFORCE EFFECTIVE LEADERSHIP
• Training and procedures provided to Operations and Maintenance
• Equipment maintenance needs and operating envelopes defined
RELIABILITY MINDSETRELIABILITY MINDSET
GRS OVERVIEWGRS OVERVIEW
PROACTIVELY DEFINE PROACTIVELY DEFINE CAPABILITYCAPABILITY and and NEEDSNEEDS of the of the process and equipment based process and equipment based
upon criticalityupon criticality
OPERATE WITHIN CAPABILITYOPERATE WITHIN CAPABILITYof process and equipmentof process and equipment
EFFICIENTLY and EFFICIENTLY and EFFECTIVELYEFFECTIVELY
PROVIDE NEEDSPROVIDE NEEDS of of equipment and equipment and
processprocess
ANALYZE LOSSESANALYZE LOSSES to drive continuous to drive continuous
improvementimprovement
GRS drives the following key concepts . . .GRS drives the following key concepts . . .