Revamps 2024 Issue

training or master data issues. Optimising the PM programme provides an opportunity to correct this gap. The design of the programme within the CMMS should be considered prior to making any changes to the existing programme. The FMEA studies will identify opportunities to move from time-based PM to condition-based PM. These opportunities should be included in the recommended mitigation strate- gies for equipment. A comparison of the existing PM tasks and frequencies with the recommendations from the FMEA studies, as well as the PM Library will identify the changes that should be made to the existing PM programme. Site resources are often unable to implement changes to the programme within the CMMS in a timely manner. For this reason, it is recommended to use corporate or third-party resources for CMMS implementation. Case study A refining company has multiple refineries, most of which are historically industry leaders in site availability. However, recent incidents raised the concern that the PM programme may not be providing adequate coverage. In addition, there was concern that the frequency and tasks within the existing programme were not aligned with industry practices. A quick analysis was performed using data from three different refin - eries to quantify the potential benefits of a PMO. The anal - ysis indicated a potential benefit of 10-20% in maintenance spend and 1-2% in availability improvement by aligning the tasks and frequencies with industry practice and ensuring that equipment was appropriately in the PM programme. Scope The refining company had an existing PM standard for its process safety management (PSM) equipment as defined by OSHA 1910.119(j). This included tasks and frequen - cies based on equipment type for rotating equipment, fixed equipment, instrumentation, and electrical equipment. It was decided to perform the PMO in a phased approach. The first phase consists of the rotating equipment, instru - mentation, and electrical equipment covered in the PSM PM programme – approximately 50% of the equipment at the refineries. Phase Two consists of the remaining equipment. This case study addresses the first phase of the programme. When looking at the approach of using FMEA for high-crit- icality equipment and the PM Library for medium- and low-criticality equipment, it was recognised that the FMEA approach had already been conducted on most of the high- criticality equipment, and little would be gained from reper- forming the FMEAs. It was, therefore, decided to use the PM Library approach for all equipment criticalities. Failure modes were not defined in the existing PM pro - gramme. Therefore, it was decided to document dominant failure modes within the programme so that the rationale for the PM activity was clear. Approach The existing criticality definitions at the refining company did not include a safety-critical definition. It was decided to add this definition and update all equipment criticalities within the scope and new definitions. A standard for equipment

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High criticality FMEA

Medium criticality PM library

Low criticality PM library

Very low criticality FMEA

Consequence

Figure 3 Matching PMO tools to equipment criticality

criticality was developed with the new safety criticality defi - nition, while the equipment criticality workshop process and supporting tool were developed. An opportunity for improvement with the existing PM programme was to move to tasks and frequencies based on equipment criticality. A key objective was to get the widest range of input possible from others in the industry. Two PM Libraries were selected where tasks and frequencies varied based on equipment criticality. The PM Library approach was supplemented with a challenge session with industry SMEs. The SMEs provided a cross-section of the oil and gas industry’s major companies, which was broader than the two PM Libraries. The existing PM tasks and frequencies were compared to those contained within two different PM Libraries. The SMEs

Revamps 2024