process centric integrity management
DESCRIPTION
TRANSCRIPT
NEW PRACTICES & TECHNOLOGIES SUPPORTING PIPELINE ASSET LIFE-CYCLE MANAGEMENT
Overview of Integrity Program
Monterrey November 2009
Confidential
Program Scope Pemex Refining is in the process of implementing a best practices multi-year integrity management program for it’s more than 14,000 km of hazardous liquids and crude oil pipelines
Program Overview
Objective The purpose is to improve and maintain the safe, reliable operation of the pipeline system through risk based management and execution of integrity activities
Confidential
Program Overview
Program Overview
Integrity Management System The company decided to support the program with a web-based, GIS enabled technology called Integrity Management System (iMS)
Confidential
Industry Leading Best Practices BSI PAS-55 (Asset Management) LEAN (Process Management) Six Sigma (Quality Assurance) API 1160\ASME B31.8S (IM) EPRA (WKM Risk Management)
Confidential
Program Overview
Benefits of Practices – Supports: Life-Cycle Management Risk Based Decision-Making Collaboration, Communication,
Sustainability, Improvement Scalability, Configurability Performance Management
(beyond prescriptive silo based integrity management)
Confidential
Program Overview
Asset Management Framework
Monterrey November 2009
Confidential
Asset Management Framework
Asset Management Systematic & coordinated activities and practices through which an organization optimally manages its physical assets and their associated performance, risks and expenditures over their life cycles for the purpose of achieving its organizational strategic plan
Figure provided from PAS-55 and the Woodhouse Group
BSI PAS-55
Confidential
Asset Management Framework
In a traditional organization it is difficult to optimize asset values across the business
Figure provided from PAS-55 and the Woodhouse Group
A goal of AM is to then provide a truly integrated, optimized, risk-managed, whole-life management of the mix of physical, human, intellectual, reputational, financial and other assets that uniquely comprises the business
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Asset Management Framework
Asset Management Organizational Strategic Plan Asset Management Policy Asset Management Strategy Asset Management Objectives Asset Management Plans:
Integrity Administration Plan (PAI)
Figure provided from PAS-55 and the Woodhouse Group
Confidential
Asset Management Framework
Asset Management "What is the optimal inspection or
maintenance interval?“ "What is the optimal implementation
sequence for a list of very dissimilar tasks or projects?“
"When is the optimal time to replace this equipment?“
"Is it worth holding a strategic spare, and if so, how many?“
"Which asset is best to purchase - the high cost option with better performance and longer potential life, or the cheaper but lower performance/more uncertain option?“
"What shutdowns are worthwhile, when?"
Figure provided from PAS-55 and the Woodhouse Group
Incorporating Principals of Risk Based Management
Confidential
LEAN Process Focus
Six Sigma Activity Focus
Asset Management Framework
Employing LEAN and Six Sigma practices to improve work-flow processes and data\results quality assurance
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Process Management - Definition Aligning internal and external business process
performance and results with the core competencies, strategic objectives, and business goals of the organization
Understanding and documenting business processes so that they can be consistently executed
Measuring, monitoring, and controlling process performance including key inputs and outputs
Actively designing and improving business processes to meet or exceed the expectations of customers while achieving organizational goals
Process Management
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When Combined, PAS-55, LEAN and Six Sigma Support Optimized
Cross-Functional Alignment w\Business Objectives
Process Management
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Implementing Process Management Practices
Process Management
Discovery and Documentation of Key Program Processes Recognize that documenting,
collaborating and managing key processes leads to business and program improvement
Understand that cross-functional teams have different interpretations of what is important
Select 10-20 high value or high risk processes
Break process into 10-15 tasks and small teams
Implementing Process Management Practices
Process Management
Processes Program Planning Assessments Inspections Mitigation & Repair Certification Risk Based Decision-Making Data Q\A and Integration
Example
Process Management
Basics Who What Where When How
Key Features
Systems Integration Documentation KPI Reporting Escalation Notification Re-Assignment Versioning
Risk Based Decision Making
Confidential
Risk Based Decision-Making (RBDM)
RBDM is the foundation of the selection of all assessment, inspection and rehabilitation activities,
RBDM supports the optimal selection of integrity activities within the asset life-cycle (PAS-55)
Given the importance of RBDM in support of the program objectives, Pemex decided to deploy a normalized, monetized methodology for project analysis called Enhanced Probabilistic Risk Analysis (EPRA)
Risk Based Decision Making
WE1
EC IC SCC TPD WOF MFG CON IO EQ Threat
Categories
Variable
Categories
PFIM LOF Algorithm Structure
Attributes
E1
E2
E3
M1
M2
M3
R1
R2
R3
Exposure
Mitigation
Resistance
Attribute
Score
Variable
Weight WE2 WE3
WOF Threat Score = (Exposure) * (1 - Mitigation) * (1 – Resistance)
LOF Score = 1 – [(1-EC) * (1-IC) * (1-SCC) * (1-TPD) * (1-WOF) * (1-MFG) * (1-CON) * (1-IO) * (1-EQ)]
ROF Score = LOF Score * COF Score
Exposure =
(VariableE1 * WE1) + …
(VariableEn * WEn)
Mitigation =
1 – [(1 - VariableM1) * …
(1 - VariableMn)
Resistance =
1 – [(1 - VariableR1) * …
(1 - VariableRn)
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Broaden KPI’s to AM Life-Cycle What is value of asset
given it’s operational risk profile, required maintenance investments and business value?
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Activity Based Q\A & RCA Basics Performing programmatic and
human-centric Q\A for activities while correcting issues as far upstream as possible
Quality assurance root cause analysis, narrowing degrees of separation from actual cause
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Welding Quality Assurance KPI’s provide transparency of
issues which support process of RCA
High level summary Drill-down by welder Field reports and qualification
procedure
Q\A and Root Cause Analysis
Activity Based Q\A & RCA
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Summary
Pemex Refining is in the process of starting year one of program using the practices and technologies provided in this presentation
Extensive guidance for the asset management practitioner is available through the following resources: IAM - http://www.theiam.org/ BPM - http://www.bpminstitute.org/ LEAN - http://www.lean.org Six Sigma - http://www.isixsigma.com