Creating a robust asset management
strategy to optimise asset performance
and improve asset reliability
N o v e m b e r , 2 0 1 5
Objective:
•
The objective of asset management is to achieve the best possible match of
physical assets with the requirements and goals of the business that uses the
assets .
Therefore addressing the costs in terms of:
•
reduced demand for new assets by adoption of 'non-asset' solutions;
•
maximising the service life of existing assets;
•
lowering the overall cost of owning assets through the use of life-cycle costing
techniques; and
•
ensuring a sharper focus on results by establishing clear accountability and
responsibility for assets.
• GFMAM (The Global Forum on Maintenance and Asset Management) 10 member organisations including the AMCouncil • The Asset Management Landscape
• IAM (Institute of Asset Management) • Asset Management – An anatomy • 39 Subjects in 6 Key Areas
o Strategy and Planning
o Asset Management Decision Making o Lifecycle Delivery
o Asset Information o Organisation & People o Risk & Review
• PAS55
• ISO55000, ISO55001, ISO55002 • IAM Certificate
• Endorsed Assessment • JA1011 (RCM)
Reliability Growth Model
Derived from the DuPont Operational Excellence Model
Assessment
Optimised
Maintenance
Strategy
Structured
Work
Management
System
Disciplined
Defect
Elimination
Program
Cost & Risk
Optimisation
Effective Data Capture and Performance Management Systems
Complementary Workforce Development Program
Key success factors
• Buy-in • Skills • SupportPeople
• Process mapping • Procedures • RACIProcess
• Maintenance • Operation • Optimisation • RenewalsTactics
• CMMS • Document control • Tech Library • Asset Management softwareSystems
KPI’s
Where do we focus?
“We cannot solve our problems with the same thinking we used when we created them”
- Albert Einstein
What your
Assets
require
What you can
afford
•
Continuing to do what you have always done will not provide the
outcomes you are looking for
•
Best performers keep getting better
•
Poor performers are falling further behind
Business capabilities and technology drivers
•
65% of best in class organisations have cross functional teams to improve risk and asset
performance
•
76% of best in class organisations use historical and real time data coupled with asset lifecycle plans
as actionable intelligence
2 Research Papers delivered in 2012 by Aberdeen Group
1.
Asset Management, Building the Business Case
2.
Operation Risk Management
94% of Energy Leaders apply Risk Management techniques to Asset Management / Maintenance
Energy Leaders have 4.3% unscheduled asset downtime
P-F Interval to determine task frequency
Acceptable Limit Set Point P- Sensitive Cond. Monitoring P – Basic Cond. Monitoring P – Rudimentary Inspection F – Functional Failure Asset/Component Destruction Time Asset Condition P-F Interval
“P”: is the earliest possible detection point of potential failure (Inspection method dependent)
Recommended Frequency Potential Failure Curve
Risk Based Component Analysis
Increased Risk Cost Reduction
0-10%
$
3,231,580
10%-20% $ 1,429,326 20%-30% $ 1,244,324 30%-40% $ 129,015 50%+ $ 24,648 Grand Total $ 6,058,895Asset Condition Assessment Methodology
•
Mechanical, Electrical and Structural condition assessment
•
Review existing major work lists including proposals for upgrades or refurbishments
•
Review work order history focussing on completion of Preventative Maintenance
•
Determine last repair/replace dates
•
Review condition monitoring / test reports
•
Determine Asset expected life based on operating context
•
Determine remnant life based on production forecasts
•
Visual inspections where required to determine obvious signs of structural distress
•
Thickness / Crack testing (structural and pipeline)
•
Corrosion analysis
•
Estimate repair / replace capital estimate and timeline
•
Determine upgrades where required
Risk with component extension
•
What risk are we exposed to by extending component lives??
• Condition Monitoring Strategies
• Unaffected by component extensions as condition determines replacement • Ensure PF interval exceeds planning horizon
• Critical Spares Analysis to reduce risk
• Fixed Time Replacement Strategies
• Glasser Graphs give good indication of optimum replacement interval • Quantifies decision in terms of $
• Operate to Failure Strategies • No impact
Condition monitoring
•
Technique or technology determines the P-F interval (period of time between
detection and failure sometimes known as Remaining Useful Life RUL)
•
P-F Interval must exceed the planning horizon (time to plan the corrective)
•
If not, the failure will happen in an unscheduled fashion
•
Having parts on hand will reduce the planning horizon HOWEVER holding parts is
expensive
•
Critical Spares Analysis assesses the COST of holding versus the RISK of failure
•
An optimum holding reduces the overall RISK to the business
Fixed time replacement
• Fixed time replacements are warranted when the cost or consequence of failure
overrides the cost of prediction, however
• The hazard rate must be increasing (risk), and
• The cost of doing the activity in an unscheduled fashion far exceeds that of
doing it in a scheduled fashion.
• Glasser’s graphs can be used to determine the optimum replacement interval
and the RISK cost to the business of extending component lives
Optimising Shutdowns
Task Forecast Date Jun-13 Jul-13 Aug-13 Sep-13 Oct-13 Nov-13 Dec-13 Jan-14 Feb-13 Mar-13 Apr-14 May-14 Cost Task Access time
Shutdown Activity 1 1/04/2014 * * $ 122,900 12 Shutdown Activity 52 25/03/2014 * * $ 115,000 10 Shutdown Activity 13 26/03/2014 * * $ 102,600 10 Shutdown Activity 20 1/12/2013 * * $ 76,200 8 Shutdown Activity 21 28/03/2014 * * $ 76,200 14 Shutdown Activity 15 30/11/2013 * * $ 40,000 10 Shutdown Activity 44 1/12/2013 * * $ 33,800 6 Shutdown Activity 45 20/03/2014 * * $ 33,800 7 Shutdown Activity 18 21/03/2014 * * $ 32,600 9 Shutdown Activity 48 1/05/2014 * * $ 22,150 4 Shutdown Activity 50 2/05/2014 * * $ 22,150 5 Shutdown Activity 4 1/03/2014 * * $ 19,580 6 Shutdown Activity 49 1/03/2014 * * $ 17,500 6 Shutdown Activity 51 25/03/2014 * * $ 17,500 4 Shutdown Activity 19 1/02/2014 * $ 9,200 7 Shutdown Activity 28 25/03/2014 * * $ 9,000 7 Shutdown Activity 29 28/01/2014 * * $ 9,000 7 Shutdown Activity 37 1/02/2014 * $ 8,160 8 Shutdown Activity 38 12/01/2014 * * $ 8,160 4 Shutdown Activity 43 28/12/2013 * * $ 6,945 6 Shutdown Activity 22 25/02/2014 * $ 6,600 6 Shutdown Activity 23 26/02/2014 * $ 6,600 6 Shutdown Activity 24 27/12/2013 * * $ 6,600 6 Shutdown Activity 25 1/02/2014 * $ 6,600 6 Shutdown Activity 26 1/03/2014 * * $ 6,600 6 Shutdown Activity 27 2/04/2014 * * $ 6,600 6 Shutdown Activity 2 1/02/2014 * $ 6,375 4 Shutdown Activity 3 19/02/2014 * $ 6,375 4 Shutdown Activity 39 25/03/2014 * * $ 5,820 3
