OFF510: Operations and

Maintenance Management
Associate Prof. Dr. Jawad Raza
Center for Industrial Asset Management
Spring 2015

Learning Objectives
After the course, one should be able to understand:
Basic Operations & Maintenance principles,
terminologies, applicable regulatory requirements
Basis for diverse maintenance analysis, methods
& techniques
Maintenance-related risk aspects
Basics of Computerized Maintenance
Management System (CMMS) and maintenance
implementation aspects
Industrial practice and current trends within
Maintenance and Asset Integrity
2

Teaching Plan
Total 8 lectures @ 3 hours.
Tuesdays, from week 5-12.
Lecture 1&2: Module 1
Lecture 3&4: Modules 1&2
Lecture 5&6: Modules 2&3
Lecture 7: Module 3&4
Lecture 8: Remaining topics, exam assignment
and summary of all modules

Teaching Modules
Module 1: Introduction, concepts, definitions,
philosophies, strategies, NORSOK standards &
legislation
Module 2: Main concepts, tools and techniques
Module 3: Development of maintenance programs
Module 4: Industrial Asset Integrity practices &
Barrier management system

Module 1: Introduction
Trends in maintenance management
Standard definitions and terminology
Types of maintenance
Maintenance as a business function
Function, Performance, Failure
NORSOK standards, governmental regulations

Warming up!!
What comes to your mind when you think of
MAINTENANCE?
Why is it important?
Can it be eliminated?
Can it be planned? Examples?
Maintenance offshore.Why is it important?

Offshore Accidents Statistics

(WOAD 2014, DNV.GL)

Evolution of Maintenance

Paradigm Shift in Maintenance

it costs
what it
costs
Necessary evil
Accidental
PAST 1900

Important
support
function

It
creates
additional
value
An integral part
of the business
process

1950-80

PRESENT 2000+

it can be planned
and controlled

Maintenance Definition

(see EN 13306)

Combination of all technical, administrative and

managerial actions during the life cycle of an item
intended to retain it in, or restore it to, a state in
which it can perform the required function
Maintenance Management:
all activities of the management that determine
the maintenance objectives, strategies, and the
responsibilities and implement them by means
such as maintenance planning, maintenance
control and supervision, improvements of
methods in the organisation including economical
aspect
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Maintenance: questions that need to

be answered
Why do we need maintenance?
What is maintenance and what processes,
technology, knowledge and resources does it
involve ?
When should you do maintenance?
How should you do maintenance?
Who should do the maintenance?
Where should maintenance be performed?
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Why is maintenance needed?

Statutory requirements
Accidents
Human error

Maintenance

Unreliability
Wear and deterioration

The role of maintenance is to compensate for

unreliability, loss of quality, etc.
Maintenance is a compensating process
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Why do we need maintenance?

Health and Safety related consequences
(Remove the health and safety risk to man and
machinery)
Environment related consequences
Economic consequences
(Cost, Capital destruction, uninterrupted
production, etc.)

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Maintenance purpose

The MAIN PURPOSE of maintenance is

to Reduce Business Risks

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Cost Risk Benefit

One of these can not
be changed without
affecting the
others!!!!

COST

e.g. Increase Benefits

Reduce Cost
Increase Risk

RISK

BENEFITS

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What happens if we do not do

maintenance?
Increased risk of major accidents
Unexpected equipment failures
Loss of safety/critical functions
Performance degradation

Equipment Failure
Failure = Loss of Function
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Results for not doing the maintenance

Systems degrade due to wear - reduction in Functional
performance Systems may degrade due to corrosion or
fatigue/stress- reduction in technical integrity

Performance

Failure starts
Failure detectable
X

Increased Risk

Failed

X
Ts

Td

Tf

Performance degradation = Reduction in Function &

Technical integrity

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Increased Risk Unacceptable

Effects of damage control measures
High
risk
Effect of
preventive
measures/
maintenance

Likelihood

Low
risk
Severity
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Evolution of Business of Maintenance

Root cause elimination

MAINTENANCE
+
PROCESS
REENGINEERING

Functional
approach
1930's

+
Repair/Rectification
//

Process
oriented
approach
1990's
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Maintenance: a function or process

Functional view

Business
Process

Input

Maintenance
function

Functional view:
Focus on activities and tasks
Seeks to fragment work into
ever smaller and smaller
tasks

Output

Customer

Process view
Subprocess
1

Subprocess
3

Subprocess X
Subprocess 2

Customer
Core business
(Main process)

Process view:
A group of interrelated
activities that together create
value for the customer /
company
Common goals
Seeks to integrate
Focus on value, business
results, customer
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Maintenance: a cross-functional discipline

ENGINEERING

STATISTICS &
OPERATIONS
RESEARCH

Maintenance

BUSINESS MANAGEMENT
HUMAN FACTORS

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Elements of maintenance discipline

Engineering

Maintenance

Business
managemen
t

Business Support,
Operational
Research, Statistics

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Elements of maintenance process

BUSINESS
MANAGEMENT

ENGINEERING
MAINTENANCE

Economics
Organization
Behavioral sciences
Cultural/ Social
background

STATISTICS &
OPERATIONS
RESEARCH
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Maintenance process
Undesirable Input
INPUT
Resources
Material
Organisation
Documentation
Information

Strike
Bad Weather

Maintenance
process

OUTPUT
Results
Reduced Risks
Higher Reliability
Higher Availability

Undesireable Output
Accidents
Losses

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System failures can be attributed to

the following:

60-70%

Design & construction

25-30%

Operating procedures

10-15%

Maintenance
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Maintenance effectiveness
TECHNOLOGY

OVERALL
MAINTENANCE
EFFECTIVENESS
ratio between the
maintenance
performance target
and the actual result

ORGANIZATION/
PERSONNEL

(see EN 13306)
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Maintenance technology
Maintenance technology comprises
TEORETICAL / TECHNICAL knowledge
plus PRACTICAL EXPERIENCES and
their application in identifying and
implementing the best possible
MAINTENANCE / SERVICE or REPAIR
techniques in line with organizational
policies.

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Maintenance types/ classification

Maintenance
types

Planned

Preventive

Period
based
Calendar
based

Unplanned

Corrective

Corrective

Condition
based
Use
based

Subjective

Objective

Continuous

Noncontinuous
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Selection of Maintenance Types

Performance

Instantaneous
failure

Component/ system is
functioning

Fast degradation
process

Corrective

Slow degradation
process

maintenance?
Periodic
replacement?
Design out if the
component is
critical?

Continuous condition
monitoring (if the component is
critical)?
Less periodic maintenance?
More Predictive maintenance?
Planned corrective?

Continuous condition monitoring if

the component is critical?

Periodic inspections?
Planned corrective maintenance?

Time
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Asset Management
Asset Management is defined in ISO 55000 as coordinated
activity of an organization to realize value from assets
EFNMS (European Federation of national Maintenance
Societies) experts:
The optimal life cycle management of physical assets to
sustainably achieve the stated business objectives
The institute of Asset Management:
Asset Management is the management of (primarily) physical
assets (their selection, maintenance, inspection and
renewal) plays a key role in determining the operational
performance and profitability of industries that operate
assets as part of their core business

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The Role of Maintenance and Service

Unreliability

Loss of Quality

Maintenance and
Service program

The role of maintenance and service is

to compensate for unreliability and
loss of quality. It is a compensating
process
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Factors influencing Maintenance

Human Error
Unreliability

Loss of Quality

Maintenance
& Service

Accidents

Statuatory Requirements
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Different aspects of Maintenance

Safety enhancing aspects of maintenance

Performance enhancing aspects
Economical aspects
Quality enhancing aspects
Environmental aspects
Life span increasing aspects
Aesthetic aspects

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Cost of maintenance
5- 50% of the operating
costs depending on branch
and level of mechanization

Direct costs

Indirect costs

Labor costs
Material costs
Contractors costs

Loss of production
Loss of quality
Loss of customers, etc.

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Maintenance needs
Maintenance NEEDS of equipment/ machines/
systems are more or less decided during the design
and manufacturing phase
Therefore, it is important to consider issues such as
reliability, maintainability, and supportability of
equipment and software to achieve an optimum
product for the customer/ owner

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Maintenance strategy
Proactive
or
Reactive

Need Based
or
Opportunity Based

Planned
or
Unplanned

Failure based
or
Time based
or
Condition based

management method used in order to

achieve the maintenance objectives

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Maintenance strategy

Maintenance organization
Internal organization
External organization
Full service contract
Full outsourcing
Partial Outsourcing

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Definitions

Effective: Producing the intended results

Efficient: Making good, thorough, or careful use of resources; not

consuming extra. Especially, making good use of time or energy.

Productive: Causing or providing a good result or a large amount of

something

Effectiveness: In management, effectiveness relates to getting the

right things done

Efficiency: The extent to which time is well used for the intended task.
Implies the skillful use of energy or industry to accomplish desired
results with little waste of effort.

Productivity: The rate at which a person, company, or country does

useful work, yielding results, benefits, or profits, yielding or devoted to
the satisfaction of wants or the creation of utilities

Do the right things the right way and delivered in the right
amount and in the right quality in the right time to the right
customer

What is right

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Importance of maintenance strategy

The primary determinant of

maintenance cost/ expense is the
MAINTENANCE STRATEGY
rather than any particular attribute
of the craftsmen.

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Maintenance strategy implementation

Reliability
Centered
Maintenance
RCM

Total
Productive
Maintenance
TPM

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40

Factors influencing on maintenance

strategy

Technical
characteristics

Maintenance Mission/
objective
Internal
resources

Maintenance
strategy
Designed
product
support
(Note: Maintenance
including services like
lubrication, filter
change, etc)

Statutory
requirements

External
resources

Geographical
location
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41

Models ??

Models developed for

studying and solving
maintenance problems are
perceived, in general, too
complex to apply by
Maintenance Engineers in
field/ industries.
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Interaction / Relationships

PEOPLE

EQUIPMENT

RISK

PROCESS

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43

Theory of Maintenance
Maintenance can be regarded as a controlled
process of activities
There is a need for a theoretical, comprehensive
structure
Fragmentary knowledge in some areas appears to
be applied scarcely, in spite of the depth covered
scientifically

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Maintenance
Engineering

Business management

Mechanical
engineering
Reliability theory
Machine dynamics
Materials technology
Tribology
Chemistry
Etc.

Business Support
Operational research
Resource allocations
Planning and controlling
Scheduling
Logistics and inventory
Etc.

Management theory
Risk theory
Economics
Organizational theory
Decision theory
Social sciences
Human Sciences
Ergonomics
Cognitive Psychology
Human learning and
perception
Systems theory
Etc.

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Performance management & measurement

Performance management is a process of
quantifying the efficiency and effectiveness of
past and future activities
Maintenance process management is a process of
measuring maintenance performance through
performance indicators, that can be:
HSE related
Maintenance task related
Cost related
Other

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47

Vision,
Goals &
Strategy
Link / Effect
ROI:
HSE:
ROI

HSE

Integrity of Plant,
Systems & Processes

Link / Effect
Processes:

Processes
Competencies

Link / Effect
Integrity:

Relationships

Competencies:
Relationships:

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Design and development of maintenance

concept
The critical issues :
Reliability engineering consideration
Maintainability consideration
Ergonomics consideration
Implementation of information technology
Logistics and administration

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Design for maintenance & product

support
Customer / Market
Needs / Wants / Preferences
Values
Warranty
Quantity
Design for Maintenance and Product Support
LCC Analysis

Reliability
Time
Cost
Available state of the
art technology
Cost

Designed Availability

Maintainability
Easy accessibility
Easy serviceability
Easy interchangeability
Modularization

Optimize

Product support
Installation and commissioning
Training
Documentation
Spare parts & Warranty schemes
Online and Help-line support
Remote monitoring & surveillance
Upgrading and modifications

Reliability
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Integration of RAMS in design

RAMS: Reliability
Benefits: Less investment cost & less lead time
Availability
because:
Maintainability
Supportability
Less design iteration in detail design
Better conceptual design because:
Degrading mechanisms studied
Environmental issues studied
Cost
Better training of teams considering
RAMS
Extra
Extra
Market need identified
Investment
Lead
State of art of technology identified
Time
Engineering
Exploitation Savings
Construction
Exploitation
Longer Life
Commissioning

Acquisition
phase

Utilization phase

Time
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Maintenance strategy during design

phase
Design out failure (Design out maintenance)
Design for maintenance

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52

Design out Maintenance

Cost

Customer
Need, Want &
Preference
Value
Warranty
Quantity
Alt. available
Etc.

Design-Out
or

Trade Off

Elimination
of
Maintenance

LCC

Reliability

Reliability
Cost
State of Art
Other Considerations
Design alternatives
Capacity
Customer willingness to pay
Payback of development cost
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Design for maintenance

Design for Maintenance

Customer / Market
Need, Want &
Preference
Value
Warranty
Quantity
Alternatives
available
etc

Optimize

Reliability
Time
Cost
State of Art

Designed
Availability
LCC

Maintainability

Easy Accessibility
Easy Serviceability
Easy Interchangeability
54
Etc.
54

FUTURE CHALLENGES
During the last years the strategic focus for
research and development has been on RAM
(Reliability, Availability and Maintainability)
Analysis, CONDITION MONITORING, Sensors &
ICT applications
For the coming years, we will be focussing on the
area of Energy conservation and sustainability
through good Operation and Maintenance.

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R&D in Maintenance: Future trends &

challenges
Human factors issues in maintenance
E-Maintenance - intelligent maintenance
Estimation of remaining useful life of system/
infrastructures
Opportunity based maintenance
Link and effect models to assess maintenance performance
Maintenance strategy for functional products
Integration of maintenance issues in design
Management of databases
Decision support systems, decision procedures and
information systems
Service engineering: Product support, Industrial services

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Research

DESIGN PHASE
Understanding & Defining

Analysis Development

Operating

Function &
Performance

RAMS, LCC
Maintenance
Environment
&
Program
Risk Analysis

Integrated
Maintenance
Solutions

Safety, Environment, Sustainability, ROI

RAMS = Reliablity, Availability, Maintainability

Supportability/Safety
LCC= Life Cycle Costing
ROI = Return on Investment

Cost Effective
Product
Development &
Life Cycle
Management
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OPERATION PHASE
Condition
Monitoring

WHAT?

Diagnosis

WHY?

Describing Explaining
system
system
state &
state &
behavior behavior

Research
Prognosis

WHEN?
Predicting
system
state &
behavior

HOW?
Controlling
system
state &
behavior

Integrated
Maintenance
Solutions

Safety, Environment, Sustainability, ROI

System = Components, Equipment, Plants,
Infrastructure, Organization, etc.
ROI
= Return On Investment.

Effective
Asset &
Production
Management
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Regulations, authorities, NORSOK

59

Regulations and quality management

Background
1970s: The pioneer period
Small body (set) of rules, international standards,
inherited regulations. Mainly focusing on
technical demands
Poor results with respect to safety

1980 - 1996: development period. Large oil

and gas field set in operation (Ekofisk,
Statfjord, Oseberg, Troll)
National set of rules. Technical
requirements/demand supplemented with
management and risk based requirements. Making
the industry accountable. Formalism/ bureaucracy
Improved HSE, especially after the Piper Alpha
event
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Regulations and quality management

Background cont.
1996 - present: Harvesting phase
Many O&G fields in operation
Fewer new field developments technically more
complicated.
More weight on management and risk based
requirement in the regulations
HSE results level out and some decline is observed

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PSA: Objectives and duties

The Petroleum Safety Authority Norway (PSA) shall stipulate
premises and follow up to ensure that the players in the
petroleum activities maintain high standards of health,
environment, safety and emergency preparedness, and
thereby also contribute to creating the greatest possible
values for society
The new Petroleum Safety Authority Norway was
established 1 January 2004 as a consequence of the
Storting process surrounding the Storting White Paper
No.17 (2002-2003) on State supervision bodies.
The PSA has the regulatory responsibility for safety,
emergency preparedness and the working environment in
the petroleum activities. This responsibility was transferred
from the Norwegian Petroleum Directorate (NPD) 1 January
2004.

http://www.psa.no/role-and-area-ofresponsibility/category916.html
Relevant Legislation
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NPD: Objectives and duties

The Norwegian Petroleum Directorate (NPD) shall
contribute to creating the greatest possible values for
society from the oil and gas activities by means of
prudent resource management based on safety,
emergency preparedness and safeguarding of external
environment.
The Norwegian Petroleum Directorate (NPD) was
established in 1972, and it currently has a staff of
around 210.
The Directorate handles issues relating to resource
management and administration on behalf of the
Ministry of Petroleum and Energy, while it handles
CO2 tax issues on behalf of the Ministry of Finance.
http://www.npd.no/English/Om+OD/ODs+organisasjo
n/Maal+og+oppgaver/Ml+og+oppgaver.htm
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NORSOK & International Standards

Z-008 Risk based maintenance and consequence classification

Z-016 Regularity management & reliability technology

Z-013 Risk and emergency preparedness analysis

N 13306:2010 Vedlikehold Vedlikeholdsterminologi

NORSOK S-001 Technical Safety

ISO 14224 Petroleum, petrochemical and natural gas industries -Collection and exchange of reliability and maintenance data for
equipment

NEK IEC 60300-3-11 Dependability management - Part 3-11:

Application guide - Reliability centred maintenance

NEK IEC 60812 Analysis techniques for system reliability Procedure for failure mode and effects analysis (FMEA)

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Maintenance: Relevant standards

DNV
RP G-101
RBI

OLF
Guideline
070

CEN prEN
13306
Maint terms

Norsok
IEC
61508/61511

Regulations

Z-008
Classification

Norsok

Norsok
Z-002
Coding System

Z-016
Regulalarity
IEC
60300-3-11
RCM
IEC 60300
Dependability
Management

ISO 14224

Data

Norsok
Z-013
Risk Analyses

Norsok
Discipline
standards

IEC: International Electrotechnical Commission - www.standardsinfo.net

CEN: European Committee for Standardization - www.cenorm.be

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NORSOK Z-008:

Edition 3, June 2011

Risk based maintenance and consequence classification

The purpose of this NORSOK standard is to

provide requirements and guidelines for
establishment of technical hierarchy,
consequence classification of equipment,
how to use consequence classification in
maintenance management,
how to use risk analysis to establish and update
PM programmes,
how to aid decisions related to maintenance
using the underlying risk analysis,
spare part evaluations.
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Purpose of Consequence Classification

and Criticality Analysis
To identify the functionality of equipment unit/group in the
facility and to determine the importance of each item
To screen the equipment units require further in-depth
analysis in order to determine optimal maintenance activities
taken (e.g. Condition based maintenance, preventive
maintenance, etc.)
To identify all catastrophic and critical failure probabilities so
that these could be minimized or eliminated
As a basis to identify suitable preventive maintenance
activities (inspection, functional testing, overhauling etc.)
As a basis to identify and to optimize spare parts
requirements
As a basis to prioritize maintenance work orders
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Establishing
Technical
hierarchy
(Ref. Z-008)

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Technical hierarchy
-

System
-

Sub-system (i.e. Main

function)
+

Unit
+

Sub-unit
Item (Tag)

Technical Tag Hierarchy

Gives an overview of how a system is technically built
Shows technical relationship between main equipment,
instruments, valves, etc.
Used for planning and execution of maintenance work
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Functional hierarchy
System
Mainfunction

Sub function

Functional Hierarchy

Tag

A
A1

A2

A3

A1A

A1B

A1C

A1A1 A1A2 A1A3

Gives an overview of how a system is hierarchically

structured
Each system is divided into one or several main functions
Each main function is split into standard / relevant sub
functions
Equipment is connected to one sub function
Used for criticality classification of equipment
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Main Functions (MFs)

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Standard Sub-Functions (SFs)

Main Equipment
Pressure relief (PSV)
Process shutdown (PSD)
Equipment shutdown (EQSD)
Emergency shutdown (ESD)
Controlling (Regulating)
Alarm (Monitoring)
Indicators (Local indicators)
Manual valves
Other functions

Connect tag to most relevant sub function

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MFs on a P&ID

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Equipment sub-function
function hierarchy

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Consequence Classification Procedure

(Ref. Z-008)

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Decision criteria:
Consequence class

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Performing Consequence
Classification of MFs
One of the main question that needs to be raised:
What are the consequences on a system/plant of a
most serious" but "realistic" failure/fault that
could cause a partial of complete loss of function?
Consequence classification is performed with
regards to:
Safety: Has it direct consequences on safety?
Environment: Has it direct consequence on
environment
Production: Has it direct consequence on
production
Cost: Has it direct consequence on operation
and maintenance or equipment downtime costs?
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Example of a Risk Matrix

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Redundancy grades
Code

A
B
C

(Ref. Z-008)

Description

No unit can suffer a fault without

influencing the function
One unit can suffer a fault without
influencing the function
Two or more parallel units can suffer a
fault at the same time without
influencing the function

Redundancy

1x100% or 2x50% or
4x25%
2x100% or 3x50% or
5x25%
3x100% or 4x50% or
6x25%

Redundancy at main function and sub-function will be

registered but will not be considered when evaluating
consequences
Redundancy will be registered as an ABC indicator
alongwith criticality value
Mainly used for planning of maintenance activities
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Establish PM
Program:
New plant
(Ref. Z-008)

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80

Prioritizing work orders

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Updating PM program

(Ref. Z-008)

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Continuous Improvement

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Z-016 Regularity management & reliability

technology
Regularity

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Failure event downtime

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Regularity
management
and decision
support:
Important
measures for
control of
regularity

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86

Regularity mgt.
& decision
support
Optimization
process

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Exercise

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Teaching Modules
Module 1: Introduction, concepts, definitions,
philosophies, strategies, NORSOK standards &
legislation
Module 2: Main concepts, tools and techniques
Module 3: Development of maintenance programs
Module 4: Industrial Asset Integrity practices &
Barrier management system

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Module 2: Main concepts, tools and

techniques
Engineering analysis: Function hierarchy, Failure
mode effects and criticality analysis, Fault tree
analysis, Event tree analysis, etc.
Design for maintenance for industrial systems and
products. Reliability, availability, maintainability,
supportability
Life cycle cost and profit analysis in design
Inventory and logistics
Data and Information technology, CMMS
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Warming up
What is the main difference between functional
and technical hierarchies?
What forms the basis for maintenance activities,
spare parts planning, prioritizing work orders
etc.?
What is opportunity-based maintenance
strategy?
Name some factors affecting maintenance
strategy?
Is changing a faulty battery in your watch a PM
activity?

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Failures, Faults, Mechanism & Causes

(Ref. EN 13306)

Failure is termination of the ability of an item

to perform a required function
Fault is state of an item characterized by
inability to perform required function, excluding
such inability during PM or other planned actions,
or due to lack of external resources
Failure Mode is an effect by which a failure is
observed on the failed item
Failure Mechanisms are physical, chemical or
other processes which lead or have led to
failure
Failure Causes are the circumstances during
design, manufacture or use which have led to
a failure
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Failure characteristics
Failures can be characterized as:
Critical and degraded failures, Examples..??
Evident failures, Examples.??
Hidden failures, Examples??
Incipient failures, gradual deterioration process,
over a period of time, observable at onset of the
failure becomes detectable, Examples..?

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Example: Function and Failure Modes

Consider a pump.
Output of liquid should be up to 3000 litres/day.

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Failure cause classification (Fig. 3.12)

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Where do failures come from?

Design
Tolerances to loose (specifications)
Improperly understood environment
Inadequately testing, design not confirmed
Component reliability not understood
Manufacturing
Material substitutions
Improper processes (mfg. & Assembly)
Contamination
Machine operatives not properly trained
Improper material treatment
Operation
Loads exceeds predicted environment
New environment (also storage)
Poor ergonomics (human engineering)
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Illustration of the difference between

failure, fault, and error (Fig. 3.9)

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Failure classification (Fig. 3.10)

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99

Relationship between failure cause, failure

mode, and failure effect (Fig. 3.11)

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Exercise
Put into categories: Failure Modes, Mechanism and
Causes

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Definitions

Effective: Producing the intended results

Efficient: Making good, thorough, or careful use of resources; not

consuming extra. Especially, making good use of time or energy.

Productive: Causing or providing a good result or a large amount of

something

Effectiveness: In management, effectiveness relates to getting the

right things done

Efficiency: The extent to which time is well used for the intended task.
Implies the skillful use of energy or industry to accomplish desired
results with little waste of effort.

Productivity: The rate at which a person, company, or country does

useful work, yielding results, benefits, or profits, yielding or devoted to
the satisfaction of wants or the creation of utilities

Do the right things the right way and delivered in the right
amount and in the right quality in the right time to the right
customer

What is right

102

102

Maintainability & Operability

Maintainability is a measure that reflects how easy,
accurate, effective, efficient, and safe the
maintenance actions related to the product can be
performed.
High maintainability reflects the probability for that all
maintenance tasks safely can be carried out by the
minimum number of people, in the shortest time, and
at the lowest cost with the simplest tools.
Operability is ability to keep an equipment in safe
and reliable functioning condition according to
specified operational requirements.
103

103

Maintainability
Objectives:
Reducing project maintenance time and cost
Determining labor hours and other related
resource
Using maintainability data to estimate item
availability
Results:
Reduced downtime
Efficient restoration of the products operating
condition
Maximization of operational readiness
104

104

Examples of Maintainability
Interchangeability
Easy accessibility
Easy serviceability
Modular design

105

105

Maintainability versus Maintenance

Maintainability:
Design parameter
intended to minimize
repair time
Maintainability:
refers to the measures
taken during
the development,
design, and
installation
of a manufactured product

Maintenance:
Act of repairing
or servicing
equipment
that reduce:
required maintenance,
man-hours,
tools,
logistics cost,
skill level, and
facilities, and
ensures that the product
meets the requirements for
its intended use
106

106

Maintainability design objectives

CHARACTERISTICS

Interchangeability
Accessibility
Serviceability
Maintenance Frequency
Repairability
Simplicity
Visibility
Testability
Modular Design

QUALITATIVE/ QUANTITATIVE
JUDGEMENT

Design adequacy
State of the art
Availability

Flexibility to change
System complexity Access for
Upgrading
Warranties
condition
Who to do maintenance Diagnosability
monitoring
107

107

MTTR, MTTF and MTBF

108

108

Definitions of Availability
Ability of an item to be in a state to perform a
required function under given conditions at a given
instant of time or over a given time interval,
assuming that the required external resources are
provided (see EN 13306)

Uptime
A
Uptime Downtime
MTBF
A
MTBF MeanDownTi me
109

109

Inherent Availability
Inherent availability is the probability that a system
or equipment, when used under stated conditions,
is an ideal support environment (i.e., readily
available tools, spares, maintenance personnel,
etc.), which will operate satisfactorily at any point
in time as required.
It excludes preventive or scheduled maintenance
action, logistic delay time, and administrative delay
time.

MTBF
Ai
MTBF MTTR

MTTF =Mean time to failure

MTTR= Mean time to Repair
110

110

Operational Availability
Probability that a system or equipment, when
used under stated conditions in an actual
operational
environment,
will
operate
satisfactorily when called upon.

MTBF
AO
MTBF MDT
where MDT is the mean maintenance down
time and includes maintenance time, logistics
delay time, and administrative delay time.
111

111

Achieved Availability
Achieved availability is the probability that a system
or equipment, when used under stated conditions is
an ideal support environment (i.e., readily available
tools, spares, personnel, etc.), which will operate
satisfactorily at any point in time.

Aa

MTBF
MTBF M

112

112

Reliability and Availability

MODEL X

MODEL Y

MTBF

100 hours

10 hours

MTTR

10 hours

1 hour

100/ (100+10)= 10/11

10/ (10+1) = 10/11

A = MTBF / (MTBF +MTTR)

113

113

Meaning of downtime
Common agreement and understanding among
employees
One of the most difficult tasks in many
companies is to specify and agree among all
parties what is the meaning of downtime within
the organization
Cost of downtime, not easy to calculate

114

114

Effects of downtime
Production opportunity
Increased scrap
Increased labor costs
Higher overhead costs
Decreased life and increased costs of assets
Decreased purchasing power and increased costs
Reduced morale/enthusiasm

115

115

System/Equipment Uptime and Downtime

Time

Uptime

Standby /
ready time

Downtime

System
operating time

Active
maintenance time

Corrective
maintenance

Logistics delay
time

Administrative
delay time

Preventive
maintenance

Preventive maintenance cycle

Preparation
time

Fault
detected

Inspection
time

Servicing
time

Checkout
time

Reassembly
(buildup)

Adjustment,
alignment, or
calibration

Condition
verification
(checkout)

Corrective maintenance cycle

Repair of
item in place
Preparation
for
maintenance

Localization
and fault
isolation

Disassembly
(gain access)

OR
Removal of
faulty item
and replace it
with spare

116

116

Failure Development Process

and Remaining Useful Life

117

117

Remaining Useful Life

Degradation starts

118

118

Stress and strength analysis

The probability that an item will not break or fail is
equal to the probability that the applied stress is
less than the items strength
R = Pr [ S >s]
R = Reliability, S= Strength, s= stress
Safety margin = [ E(S) - E(s)] / [Var (S) + Var (s)]1/2
Average
stress

Pr

Pr
Average
strength

Stress

Strength

Force/
area

Stress>Strength

Stress

Strength

Force/
area

Safety
margin
119

119

Operations and Maintenance

Tools and Methods

120

Steps in Risk Analysis

Identification of
undesirable event

failure mode effects and

criticality analysis
(FMECA)

Identification of causes
and likelihood of the
event

fault tree analysis

(FTA)

Consequence analysis for

identifying the consequences
of the events and quantifying
risk

event tree analysis

(ETA)

121

121

Main Steps in a risk analysis

Causal
Analysis

Accidental
Event

Consequence
analysis

Methods
Fault tree analysis
Reliability block diagram
Influence diagram
FMECA
Reliability data sources

Checklists
Preliminary Hazard analysis
FMECA
HAZOP
Event data sources

Event tree analysis

Consequence models
Reliability assessment
Evacuation models
Simulation

Figure 1.3 - Rausand & Hyland

122

122

Risk and Risk Reduction Techniques

Risk = Frequency x Severity OR
Risk = Probability x Consequences
Criticality = f (Severity of a failure , frequency of
occurrence of a failure)
Risk can be reduced by reducing either Probability
of failure occurrence or the consequences or BOTH.
What would you accept:
5 failures of pump/year causing a downtime cost
of NOK 10000/shutdown
OR
One failure of pump in 5 years causing a spill
offshore of 1000m3
????

123

123

Definition of a Technical system

A composite, at any level of complexity, of
personnel,
procedures,
materials,
tools,
equipment, facilities, and software.
The elements of the composite entity are used
together in the intended operational or support
environment to perform a task or achieve a
specific purpose, support or mission requirement
(MIL-STD 882D).
(Chapter 3.2 Rausand & Hyland)

124

124

The technical system and its

interfaces (Fig. 3.1 Rausand & Hyland)
Boundary
Conditions

External
threats

System
Wanted
Inputs
Unwanted
Inputs

SubSystem 2
SubSystem 1

SubSystem 3

Wanted
Outputs
Unwante
d Outputs

Support
125

125

Reliability
The reliability of an equipment is the
probability that it will perform its
required function without failure under
given condition for an intended period
of use/ operation.
Perform the function
Period of operation
Under given condition
Probability
Commomnly reliability is expressed in terms of MTTF/
MTBF or failure rate.

126

126

Reliability Assessment
To properly assess reliability we need to
evaluate:
External factors
Inherent factors
Failure modes
Environment
Mission

127

127

R&M tasks in O&M

128

128

129

129

130

130

Reliability study objective

The main objective of a reliability study should
always be to provide a basis for decisions.
Before starting a study the decision maker should
clarify the:

Decision problem
Objectives
Boundary conditions
Limitations
Make sure the the relevant information is at hand
in the right format, and on time

131

131

132

132

Functional analysis objectives

Identify all functions of the system
Identify the functions required in the various
operational modes of the system
Provide the hierarchical decomposition of the
system
Describe how each function is realized
Identify the interrelationships between the
functions
Identify interfaces with other functions and with
the environment
A function is an intended effect of a functional block
and should be defined such that each function
has a single definite purpose
133

133

Function
A function is an intended effect of a functional block
A function should be defined such that each function
has a definite purpose
Names that have a declarative structure

What is to be done rather than how

Verb + a noun
Close flow
Contain fluid
Pump fluid
Transmit signal

A functional requirement is a specification of the

performance criteria related to a function
E.g. Pump water: 100 110 Liters per min.
134

134

Functional block Diagram of a diesel

engine (Fig. 3.2)

135

135

Cause and Effect

Fishbone (or Ishikawa) diagram
Causes
Materials Methods

Manpower
Effect

Milieu
(environment)

Machines

136

136

Example: Cause and effect

Causes and sub-causes
Burned
Out
No
Contact

Bulb
Failure

No
Contact

Effects

Switch
Failure

Flashlight
Failure
No
Contact
Dead

Battery
Failure

137

137

Failure Mode Effects Analysis (FMEA)

138

138

FMEA
A formal and systematic approach to identifying
potential system failure modes, their causes, and
the effects of the failure mode occurrence on the
system operation
Provide a basis for identifying potential system
failures and unacceptable failure effects

139

139

FMEA In a Nutshell
Examine each item
Consider all the ways that item can fail
Determine how a failure in each failure mode will
affect system operation if that is the only failure
Use results to improve design by managing how
system responds to component failures

140

140

FMECA objectives

Assist in selecting design alternatives with high reliability and high

safety potential during the early design phase

Ensure that all conceivable failure modes and their effects on

operational success of the system have been considered

List of potential failures and identify the magnitude of their effects

Develop early criteria for test planning and the design of the test
and checkout system

Provide the basis for quantitative reliability and availability analysis

Provide historical documentation for future reference to aid in

analysis of field failures and consideration of design changes

Provide input data for tradeoff studies

Provide basis for establishing corrective action priorities

Assist in in objective evaluation of design requirements related to

redundancy, failure detection system, fail-safe characteristics, and
automatic and manual override

141

141

FMEA Methodology
Identify hierarchical level at which analysis is to be
done
Establishes level at which failures modes are described

Define each item (subsystem, module, component)

to be analyzed
Define the ground rules and assumptions
Operational phases
Types of failures modes considered (often only hard
failures, not partial or intermittent failures)
Boundaries of analysis (things not included)
Libraries describing failure modes, effects, and causes are
useful
142

142

FMEA Methodology Contd.

Identify all items modes
Examine item failure modes one at time
Determine effect of each failure in each failure mode on
subsystem of which the item is a part (local effect)

Propagate failure effects to higher level system

functions
Classify failures by their affects on the system
(severity) and by their probability of occurrence
Identify any detection methods
Identify any compensating provisions or design
changes to mitigate the failure effects
143

143

144

144

Uses of FMEA
Enhance system safety
Uncovering failure modes that result in
hazardous conditions

Assess mission related effects of critical or

undetectable failures
Influences the system design
Change design to mitigate impact of failures on
final product
Helps in selecting design with high productivity
of operational success
145

145

Uses of FMEA
Assure fault detection and isolation capabilities
will meet end-item specifications
Provides data for planning system maintenance
and support activities
Provides assurance for maintenance activities
that a replacement item will perform as well as
the original item being replaced

146

146

147

147

The role of FMEA in Design

Provides communication between
- Product designers
- Manufacturing engineers
- Test engineers
- Reliability and maintainability engineers
- Logistics support
- Users
- Other groups involved with product design

Identify single-point failures

Keeps critical items visible throughout design
process
148

148

The role of FMEA in Design

Helps identify tests needed to certify
whether a design is suitable
Basis for evaluating adequacy of
changes in
the product design
manufacturing process
materials

149

149

Purpose of FMEA

150

150

FMECA procedure - Basic questions

1. How can each part possible fail?
2. What mechanism might produce these modes of
failure?
3. What could the effects be if the failures did
occur?
4. Is the failure in safe or unsafe direction?
5. How is the failure detected?
6. What are the inherent provisions in the design to
compensate for the failure?

151

151

FMEA/FMECA Procedure
1. Define the system to be analyzed and its required reliability
performance
2. Construct functional and reliability block diagrams (if necessary)
to illustrate how the different sub-systems and components are
interconnected
3. Note the assumptions that will be made in the analysis and the
definition of system and sub-system failure modes
4. List the components, identify their failure modes and, where
appropriate, their modal failure rates (alternatively failure rate
ranges can be used)
5. Complete a set of FMECA worksheets analyzing the effect of each
sub-assembly or component failure mode on the system
performance
6. Enter severity rankings and failure rates (or ranges) as
appropriate on to the worksheets and evaluate the criticality of
each failure mode on system reliability performance
7. Review the worksheets to identify the reliability-critical
components and make recommendations for maintenance
tasks/intervals (or design improvements) or highlight areas
requiring further analysis

152

152

Example of an FMECA worksheet (Fig.

3.13)

153

153

154

154

155

155

156

156

157

157

158

158

Example of a fault tree (Fig. 3.20)

159

159

160

160

System overview of a fire detection

system (Fig. 3.17)

161

161

Schematic layout of the fire detection

system (Fig. 3.18)

162

162

Fault tree for the fire detection

system (Fig. 3.19)

163

163

Fault tree for the fire detection

system (Fig. 3.19) A

164

164

A simple event tree for a dust

explosion (Fig. 3.23)

165

165

Sketch of first-stage gas separator

(Fig. 3.25)

166

166

Fault tree for the first-stage separator

(Fig. 3.26)

167

167

Activation pressures for the three protection layers

of the process safety system (Fig. 3.27)

168

168

An event tree for the initiating event

blockage of the gas outlet line (Fig 3.28)

169

169

Design for reliability, availability,

maintainability and supportability
(RAMS)

170

R&M and Risk-Analysis

R&M and Risk-Analysis Tools in Product Design, to
Reduce Life-Cycle Cost and Improve Attractiveness
Tore Markeset and Uday Kumar, RAMS2001,
Philadelphia

171

171

System failures can be attributed to

the following:

Design & construction

60-70%
25-30%
10-15%

Operating procedures
Maintenance
172

172

Poor cost management is like navigating around

icebergs
Acquisition cost
System design and development,
production and/or construction

Poor cost
management

System operating cost

Operating personnel,
facilities, utilities, energy,
taxes, etc
Computer resources cost
Operating and maintenance
computers, auxiliaries, software,
and data bases/documentation

Maintenance cost
Customer service, field service,
depot/supplier maintenance (corrective/
preventive maintenance)
Test and support cost
Distribution costs
Equipment cost
Test equipment, monitoring equipment,Materials handling,
packaging, shipping,
special handling, equipment
transportation, distribution
Training cost
Supply support cost
Operator and maintenance training, training
Spares, repair parts, and
facilities, equipment, aides,
related inventories
Technical data cost
data/documentation
provisioning/inventory Operating and maintenance
Retirement and
maintenance)
manuals, procedures, instructions,
disposal / recycling
field failure reports
Costs
173

173

Cost Risk Benefit

One of these
can not be
changed
without
affecting the
others!!!!

RISK

e.g. Increase Benefits

Reduce Cost
Increase Risk

COST

Reduce Risk
Decrease Benefits
Increase Cost
Reduce Cost
Increase Risk
Increase Benefits

BENEFITS

174

174

Product Need
Customer (end user)

Technology
driven,
technological
push

Market for services or

products
Operator (user)
Market for technical
system

Market
driven
development,
market pull

Engineering and
manufacturer contractor
175

175

Technology trends
New technology and technology under development
promise new and improved machines which may be
more
Cost effective
Productive
Safe
Environmental friendly

176

176

Life cycle phases

Commitment to LCC, Technology,
Performance, Configuration, etc
100%

50%

System
Specific
Knowledge

Cost
Incurred
Ease of
Change

SPECIFICATION

0%
N
E
E
D

Detail Design Construction,

Installation,
Conceptual
System Use, Phase-out,
and
Production&
Design
Development Commissioning Decommissioning and Disposal

Acquisition Phase

Utilization Phase
177

177

Design out maintenance

or
Design for maintenance

178

178

Design out maintenance

Cost

Customer
Need, Want &
Preference
Value
Warranty
Quantity
Alt. available
Etc.

Design-Out
or
Elimination
of
Maintenance

Trade Off

Reliability

Reliability
Time
Cost
State of Art
Other Considerations
Design alternatives
Capacity
Customer willingness to pay
Payback of development cost

LCC
179

179

Design for maintenance

Design for Maintenance

Optimize

Reliability
Time
Cost
State of Art

Availability,
human
factors, etc

Customer / Market
Need, Want &
Preference
Value
Warranty
Quantity
Alternatives
available
etc

Maintainability

Easy Accessibility
Easy Serviceability
Easy Interchangeability
Etc.

LCC
180

180

Guiding principles for design

Simplicity and elegance

Minimum number of parts
Modular construction
Accessibility
Sensible sized components
Ease of adjustment
Minimum number of moving parts
Use of known technology
Human error considerations
Specific criteria may be used that refer to
particular project requirements
181

181

Design specification
Quantified R&M objectives
Environmental conditions
Particular maintainability requirements

modular constructions
workforce maintenance skill level restrictions
multi-skilled workforce
acceptance criteria and demonstration of R&M

182

182

R&M influence
Opportunities to influence R&M in a design
project
definition of requirements in a specification
conceptual design
detail design

183

183

Design for Maintenance:

An LCC analysis perspective

Cost

Benefits of
including
R&M:

Extra
Investment

Extra
Lead
Time

Less investment cost & less lead time

because:
Improved conceptual design
because:
Cost
Degrading mechanisms studied
Environmental issues studied
Training of team in R&M issues
Market need identified
State of art identified
Etc.

Fewer design iterations in the detail

design phase

Engineering
Construction
Commissioning

Exploitation Savings
Exploitation

Acquisition phase

Utilization phase

Longer Life

Time
184

184

Engineering training
RAMS tools and methods
The importance of training in using RAMS tools
and methods

185

185

Successful R&M in design

Focus on R&M and customers needs

Create R&M awareness in organization
Train employees in using tools & methods
Use of intranet/internet for fast and cost effective
training (Web based learning)
Make tools and methods available and accessible
for users at their working desks

186

186

Integration of Design Considerations

Political, Social and
Technological Feasibility

Environmental Compatibility
Functionality Performance

Supportability

Producibility

Constructability
Suitability
Disposability
Safety
Economic Feasibility
Manufacture/
De-manufacture

Quality
System
Engineering
Design
Requirement

Reliability
Maintainability
Human Factors (ergonomics)
Flexibility (growth potential)
Diagnosis of failure

Human-Machine Interact.

Information Retrieval

System complexity

Other Characteristics
187

187

Concluding Remarks
R&M tools and methods in combination with risk
analysis in the design stage can reduce product
LCC and improve the product attractiveness to
the customers
Training personnel in using RAMS tools and
methods and making them available and
accessible at their working desks is important for
successful application

188

188

Integration of RAMS Information in

Design Processes: A Case Study
RAMS 2003, Tampa, Florida, January 27-30, 2003

189

Introduction
Modern systems / equipment / machines are
becoming more advanced, complex, integrated
and automated
Stringent function and performance specification
Higher demand on shorter delivery time,
Effectiveness & Efficiency in Delivery, at lower
cost

190

190

Why Integration of RAMS Information

in Product Design
It provides basis for:
Design Improvements
Maintenance Recommendations
Upgrading and Modifications
Replacement / Recycling / Reuse
Life Cycle Cost

191

191

Customer demand
Customers demand focus on performance
predictability,
documented
quality,
LCC,
reliability, maintainability, support, preventive
maintenance
To ensure that the equipment meets the
intended:
Functional and performance requirements
Cost and Risk targets
Other requirements

192

192

Organizations Collective Knowledge and

Intelligence

Intelligence
Knowledge
Information
Data
Information Systems
193

193

Integrated IMS (Information

Management System)
Design
IMS

Financial
IMS

Integrated
IMS

Production/
manufacturing/
Installation
IMS

Product &
Customer
Support
IMS
194

194

Factors influencing Information

systems strategy
Data &
information
purpose and use

Where to find the

information

Data &
information type,
format, detail
level

Identify users,
use frequency,
use type

Strategy for
Data & Information
Systems

Standard or
in-house
developed
Software

User location,
distribution
infrastructure

User skills &

capabilities,
user training

Operation &
maintenance of
the information
systems
195

195

FRACAS
Failure Reporting, Analysis and Corrective Action System

Product or
work
process
failure

Followup

Record Failure Data and

Information

Corrective actions to
recover product or process
functional performance &
customer satisfaction

Report
failure to
failure review
system

Analyze
failure

196

196

Information Circulation System

Root Cause Analysis

for returned Spare
Parts & Warranty parts

Other Databases: Poduct Defect

Resolution, Customer complaint Resolution,
Zero Defect, Field Service Reports, Help
Desk, etc

Engineering
Simulations &
Calculations

R&D Test laboratory

Prototype
Verification,
Product Testing

R&D
project
reviews

Register for
Spare Part
Sales

MTBF/MTTR
information
Register for Total
Quality Control
Statistics

Training
of Users

Assembly
&
Productio
n

Suppliers

PDM (Product Data

Management), Product
Article Structure

Register for
Warranty
Parts
Product Support
and After Sales
Service

Market requirement
specifications, Design
specifications

Guidelines for
warranty,
maintenance, and
product upgrading

FMECA
MTBF/MTTR
estimates
Recommended
Preventive
Maintenance

Product spare
part lists

Product
Documentation

Environmental
Analysis

LCC analysis
(simplified)197

197

Concluding Remarks
There exist many sources for data and
information
The information needs to be routed to the users
The information need to be linked to the RAMS
applications
Recent development in information and
communication systems facilitates new
possibilities for RAMS integration
The RAMS integration efforts need to be
facilitated and coordinated in a systematic
manner

198

198

Reliability and Maintainability and

System Effectiveness
The degree to which these attributes [reliability
and maintainability] are incorporated in a
product determine the system effectiveness.
System effectiveness?

199

199

System effectiveness
Reliability

Facility readiness

Design adequacy

Storage

Awaiting work

Available to be
scheduled for service

Operating time

Downtime

(amount determined
by reliability)

(amount determined by
maintainability)

Repair time
(Amount determined
by repairability)

Logistics time

Administrative
time
200

200

Reliability in design
Equipment should be designed with sufficient
reliability so that it will be operable for an
anticipated life cycle at optimum availability.
Thus, reliability is a function of design; once the
design has been completed and released for
manufacturing, the reliability of the product or
system has been determined IT CAN NOT BE
ALTERED WITHOUT REDESIGN.

201

201

Responsibility of failure in Electronic

equipment

Design

43%

Electrical considerations
Circuit and component deficiencies
Inadequate component
Circuit misapplication

33%
11%
10%
12%

Mechanical considerations
Design weaknesses, unsuitable materials
Unsatisfactory parts

30%
12%
10%
8%

Manufacturing
Faulty workmanship, inadequate inspect. and
process control
Defective raw materials

5%
5%

Operation and maintenance

Abnormal or accidental condition
Manhandling
Faulty maintenance

10%

20%
18%
2%

Other
Worn out, old age
Cause not determined

7%
4%
3%

202

202

Reliability
Reliability can be considered as a characteristic of
design which results in durability of the product
while performing its intended use over a
predetermined interval. High reliability is
achieved
by
proper
selection
of
sound
engineering
principles,
materials,
sizing,
manufacturing processes, inspection, testing, and
total quality control

203

203

Reliability definition 1
Thus, we can define reliability as being the
probability that a product or system will operate
successfully under a specified environment for a
certain time duration.
It
should
be
apparent
the
reliability
characteristics of a product change with time.

204

204

Reliability definition 2

Probability that the equipment can

perform continuously
without failure for a specific period of time
when operated under stated condition

Function

Reliability

Time

Environmental/
Operating
Conditions
205

205

Reliability
R(t) = e-t
R(t)= the reliability at any time t
e = Napierian logrithms = 2.303
= the total number of failures per operating
period (i.e. Failure rate)
t = planned operating period

1
R(t)
0

e-t
Time
206

206

The reliability function for the

exponential distribution

1
R(t)

e-t

0
t

207

207

Reliability of components
Reliability of systems
Series system
Rs = R1 x R2 x R3 x R4
Parallel system:
Rs = 1 - (1 R1) x (1 R2) x (1 R3) x (1 R4)

208

208

Reliability over time

is constant -> exponential distribution, no history
= 1 / MTTF
Rs = e-1t x e-2t x e-3t x e-4t
Rs = e-(1+2+3+4)t
Rs = survival probability
Mean failure rate is 20x10-6 h-1
R=e-20x10^-6 x t
Rt=1 year (8760) hrs of operations
= 0,836
Rt=2 years of operations
= 0,704
Rt=5 years hrs of operations
= 0,416
Rt= 10 years hrs of operations = 0,170
209

209

Example
The majority of installed equipment is contained in
the constant portion of the mortality curve
Random failure period
Failure rate = total number of failures (258) / total
operating hours
E.g. System failure rate= 258 failures / million
operating hours
MTBF=1 000 000 / 258 = 3876 hr
Operates 2 shifts per day (16 hrs) 5 days a week =
4160 hrs pr year (16x5x52)
System will fail once in every 0.93 year on average
(3876 / 4160)
MFOT = Sum component outage time / to number of
failures
210

210

Unavailability availability
Q (= unreliability)
Q=1-e-t =1-e-258 (4160-48) =0,654 (48hr=3*16hr shutdown)
Indicates that there is 65,4% chance of failure
the next year
A = MTBF/ (MTBF+MFOT)
A = 3876/ (3876-8,36) = 0,9979

211

211

Maintainability
Maintainability implies a built-in characteristic of
the equipment design and installation which
imparts to the cell an inherent ability to be
maintained, so as to keep the equipment
productively operating by employing a minimum
number for maintenance man-hours, skill levels,
and maintenance costs.

212

212

100% R&M?
One must recognize that no product can be
assumed to have 100% reliability at any point in
its life cycle even in the first minutes of use.
However, successful designs should have 100%
maintainability.

213

213

Designing for maintainability

objective
The objective of designing for maintainability is
to provide equipment and facilities that can be
serviced efficiently and effectively and repaired
effectively if they should fail.

214

214

Quantitative / Qualitative Equipment

Evaluation
Quantitative equipment evaluation:

assessment criteria
value judgments - bounds
relative importance of criteria
performance prediction
convert performance to value scores using utility
functions

215

215

Interaction / Relationships

PEOPLE

EQUIPMENT

RISK

PROCESS
216

216

Maintenance definition
Maintenance is defined as a combination of all
technical, administrative and managerial actions
during life cycle of an item intended to retain it
in, or restore it to, a state in which it can perform
the required function

217

217

Product support
Integration of customers & operators needs into
design process and product support dimensioning
Product Support: Any form of support offered to
customers to gain maximum value from the
product

218

218

Product Support
Engineering

Product
Suppor
t
Economy

Management

219

219

PSS

Product Support
Strategy
Product
Centered
Strategy

Customer
Centered
Strategy
220

220

Basic elements of maintenance,

service, and product support
Tools, documentation
Facilities for repairs/
services

Maintenance &
Service
organization
Training &
Knowledge
transfer

Maintenance
Service and
Product
support

Database/
informationsystem

Product
support
Center/
facility

Supply support
Spare parts/
inventories
221

221

Relationship between Product,

Support & Application type

Type of
Application

Product /
System

Functional
product

Product
Support

222

222

Functional Product

Customer is interested in the

function, not in the product

223

223

Service delivery Strategy

Operating environment
Product use location
Service Providers Organization & Capability
Product Owners Maintenance Organization and its
competence & capability

224

224

Development of Service &

Maintenance Concepts
Operation phase
Maintenance Goals, Strategy & Evaluation
Processes
Strategy for Reception of Product Support &
Services

225

225

Maintenance & Service Strategy

Formulation

Product technical characteristics

Reliability

Maintainability

Quality

Dimensions

Etc.
Designed product support

Training

Spare parts

Modifications

Upgrading

Warranty

Expert assistance

Diagnostics

Internet support

Remote support

Etc

Maintenance Objectives, Mission and Goals

Production objective

Plant operating pattern

Quality of performance

Availability

Costs

Preferences

Etc

Maintenance Strategy
Formulation

Statuary requirements

Health

Safety

Environment

Political issues

Etc

Other issues

Internal resources

Level of competence

Facilities

Tools and methods

Labor costs

Etc

External resources

Distributors competence

Specialist availability

Contractor

Etc.
Geographical location

Infrastructure

Culture

Political stability

Etc
226

226

Concluding Remarks
Modern products are often complex, integrated, and
automated and failures are frequent.
The consequences of failures could be high cost of
equipment maintenance, the possible loss of
production, and exposure to accidents.
The effects of unplanned stoppages and breakdowns
can be eliminated or reduced by optimal design and
effective maintenance strategies.
If a product is designed with due consideration for
product support, factors influencing service delivery
performance, and the competence and capability of
users, it can be a major source of revenue for the
manufacturer, distributor and users, and it can
provide a sustainable competitive advantage in the
market for all parties involved.
227

227

Concluding Remarks contd.

It is clear that maintenance and service
requirement for a product is more or less
dependent on the designers perceptions of
function to be performed, manufacturers/
suppliers service delivery capability and users
competence and the capability of the contractors
if available.

228

228

Concluding Remarks cont.

Products and services have to be designed from
a holistic perspective benefiting and adding value
for all participants.
In operation phase of system life cycle
substantial savings can be made towards service
and maintenance cost by establishing an
effective service and maintenance strategy.

229

229

Concluding remarks cont.

Therefore SERVICE and MAINTENANCE (S&M)
Needs should be analyzed in detailed during the
design phase to select the best design alternative
and the best possible Service delivery System
and product support.
Furthermore, during the operation phase it is
essential to assess the S&M needs for
development of maintenance strategy which suits
the operators functional requirement.

230

230

Life cycle costing

231

Optimization Model

Identify maintenance
strategies and actions which
are optimal for company
Cost

Benefit

How to evaluate?
How to make a decision?

Basis for decision

Prediction about the future performance
232

232

LCC
The abbreviation LCC is used for
Life Cycle Cost &
Life Cycle Costing

Life Cycle Costing is an analysis tool for

Economic Analysis
Engineering Analysis

Selecting equipment and production systems

Optimizing cost and benefit for selection alternative
production schemes
Modifications of existing systems/machines/equipment
Investments in new and improved technology
Selecting machines/equipment from different suppliers
233

233

Life Cycle Cost

Life Cycle Cost refer to the total costs
associated with the product or system over a
defined life cycle
i.e. all costs related to acquisition and
utilization of a product over a defined period
of the product life cycle
Life Cycle Costs = Acquisition costs
+Operational costs
+Maintenance costs
+Disposal Costs

234

234

Life Cycle Costing

Refers to:
Evaluation of alternative products,
Alternative system design configurations,
Alternative operational and maintenance
solutions

Definition:
A systematic analytical process of
evaluating various alternative courses
of action with the objective of
choosing the best way to employ
scarce resources
235

235

Life Cycle Cost/Costing

Life Cycle Cost evaluates the cumulative cost
of a product throughout its whole life cycle
Might be very complex
Might require large quantities of data
Life Cycle Costing is a tool for decision
making when several alternatives are under
consideration
Analyze the difference between two or more
alternatives => select the best investment
alternative
Also called Cost Benefit Analysis
Tries to identify major cost drivers

236

236

Mapping of Cost Drivers

Procurement cost
Operations cost
Operating personnel
Operator training
Operational facilities
Support and
handling equipment
Energy/ utilities/ fuel

Disposal cost

Maintenance cost
Maintenance personnel and
support
Spare/ repair parts
Test and support equipment
maintenance
Transition and handling
Maintenance training
Maintenance facilities
Technical Data
System/ product modification

237

237

Time Value of Money

Value of money today = Future Value /
(1+Discount Rate)Time
The assets have to be compared at an equal
basis
Future LCC cost and income has to be discounted
to todays value
Discounting methods:
Payback method
Net present value
Internal rate of return

238

238

Uncertainty and Risk in LCC analysis

An LCC that does not include risk analysis is
incomplete at best and can be incorrect and
misleading at worst
LCC analysis combined with risk analysis
provides different decision scenarios where the
consequences of the decision made are
considered in depth

239

239

R&M Tools and Methods

Tools: FMEA, FMECA, FTA, ETA, HAZOP
Data Sources:
Engineering design data
Reliability and maintainability
data
Logistic support data
Production and construction
data
Consumer utilization data
Value analysis and related data
Accounting data
Management and planning
data
Market analysis data

Lack of data can be

helped by using:
Experts,
Experience
Comparing with
similar systems,
Parametric
evaluation,
etc

240

240

Concluding Remarks
LCC analysis is a powerful tool for cost effective
asset management and asset selection
LCC analysis often requires that the buyer and
seller cooperates both in the specification and
design phase of the asset
LCC is not only an economic tool, but also an
effective engineering tool for improving asset
performance and system effectiveness

241

241

Example
A Cheap H4 Bus Bulb costs SEK15
An Expensive H4 Bus Bulb costs SEK50
Cost of replacing the bulb at workshop is
SEK500
The cheap bulb is replaced at a rate of 0.22
per month (the bulb fails every 4.54 months
(1/0.22)
The expensive bulbs have a 50% longer life
length (failure every 6.82 months, 0.15)
Number of buses: 1830

242

242

Solution

Yearly costs:
Cheap Bulbs: 0,22 x12x (15+500)=SEK1360 pr
bus per year
Exp. Bulbs: (0,22 / 1,5) x12x (50+500)=SEK968
pr bus per year
The yearly costs for the cheap bulbs are 40%
higher than for the expensive bulbs
Total costs for cheap bulbs: MSEK 2,49
Total costs for expensive bulbs: MSEK 1,77

243

243

Sensitivity analysis Criticality of

input data
A) Improvement of the expensive bulbs is only 25%
(instead of 50 %)
B) The cost of taking the bus into the workshop is
only SEK250
C) The expensive bulb costs SEK100 instead of
SEK50

244

244

Sensitivity analysis results

Alternative

Cheap bulb

Expensive bulb

Base Case
a) Only +25%
b) Only 250
c) Expensive +50

2,49
2,49
1,28
2,49

1,77
2,13
0,97
1,93

a)
a)
b)
a)

1,28
2,49
1,28
1,28

1,16
2,32
1,13
1,35

+
+
+
+

b)
c)
c)
b) +c)

245

245

Conclusions from example

In spite of large changes in the input data,
basis for decision does not change until all of
the three changes occur simultaneously.
This stability in the analysis results is normal
and important because of uncertainty always
exists in the input data

246

246

General conclusions
The example shows that:
Exact input data for the LCC analysis normally is
not important
In those cases the alternatives are close in
result, and where accuracy of the input data can
be important, the effect of a wrong choice not
critical
Normally, only a few input data are critical

247

247

Spare parts and inventory logistics

248

Contents
Product support
Spare part evaluation & planning
Inventory control

249

249

Product support spare part planning

- Operating environment
- etc
Nonrepairable

Application
Type

Product /
System
Reliability
Maintainability
etc

Product
Support

Spare Parts
Planning
Geographical
location
etc

250

250

Factors influencing product support

Product RAM
Engineering

Product LCC
Application
type

Factors
affecting
product support
Business/
management &
organizational

Geographical
Location of
product
Culture & human
situation
Social & political
conditions 251

251

Considerations of RAMS in product

design and product support

Economy
(product cost)

LCC
Analysis

Product
design
State of the art
of technology

High
Reliable
product

Design out
maintenance

Design for
maintenance

Easy, cost
Effective,
& efficient
Maintenance
& support
252

252

The main aspects of product

application type

Climatic
condition

Working time &

Operation period

Level of
application

Working
environment

Application type
of the product

Physical
environment

User
characteristics

Operating place
or location
253

253

Z-008

254

254

Spare Parts Categories (Z-008)

255

255

Spare parts classification

Spare parts classification factors should be chosen according to
importance of effect on availability of spare part when it is required,
such as geographical location of system, criticality of part, spare
parts lead-time, etc.
Intensive

Low

Moderate

High

Short

SSL*

SSM*

SSH*

Moderate

SML**

SMM**

SMH***

Long

SLL**

SLM***

SLH***

Moderate

Low

256

256

257

257

Spare parts logistics

Logistics of spare parts differ from other
materials in several ways:
Service requirements are higher, as the
effects of stock-outs may be financially
remarkable
The demand for parts may be extremely
sporadic and difficult to forecast.
The prices of individual parts may be very
high.

258

258

Spare parts logistics optimization

The Economic Order Quantity (EOQ) is the lot size
that minimizes the total inventory cost with respect to
elimination of shortages.

259

259

Required spare parts estimation

Real MTTF with
respect to
covariates

1100 hour

Number of required
spare parts
(unit/year/loader)

48

(t,z)= 5e-4 exp(-1.3441 0.658 (-1) 1.312 (-1) )= 9.35e-4

Base-line MTTF

2000 hour

Number of required
spare parts
(unit/year/loader)

28
260

260

Conclusions: spare part planning

A reliable spare parts prediction can be done
based on product reliability characteristics and
operating environment.
To calculate the reliability of the system in
operation accurately the operating environment
factors should be taken into account
Spare parts logistics should be optimized on the
basis of the cost of the spare part, ordering cost,
holding cost, and the cost of unavailability of the
part

261

261

Maintenance materials:
inventory control
With the help of inventory control we can be
able to know what the right amount and right
type of spare parts should be and we can
make efforts to make the spare parts available
at the right time.

262

262

Objective of effective inventory

control are:
To relate stock and stores quantities to demand
To avoid losses due to spoilage, pilferage and
obsolescence
To obtain the best turnover rate on all items by
considering both the cost of acquisition and
possession

263

263

Paretos law
10
20

70

10

20

70
264

264

Spare part classification

Class A:
These stocks and stores would represent only
between 10 and 15% of the total items yet their
monetary value would be between 70 and 85% of
the total investment in inventory

Class B:
These items represent perhaps 20 to 30% of the
items but about 25% of the total investment.

Class C:
These items represent maybe 60 to 70% of the
items and about 10% of the investment

265

265

Factors influencing inventory

To achieve maximum value from the inventory,
maintenance management need to consider different
activities which have affects directly or indirectly on the
process

Record procedure
Centralized or decentralized storerooms
Storage methods
Two-bin inventory control
Safety stock and lead times
Economic order quantity
Bar coding

266

266

Record procedure
Whether computer-controlled or manual procedures
are employed, there must be informative inventory
records to assure that parts and materials are
available for routine maintenance, repairs, and
overhauls

267

267

Centralized or decentralized
storerooms
To achieve the goal of maintenance and to achieve
the maximum value from maintenance
Materials should be available on the right time, and in
good condition
Consider centralized or decentralized inventory
Decentralized:
Which parts are needed at plant or close to plant at a
decentralized storage

Centralized:
Which parts can be stored at centralized storages (or at
manufacturer or distributor)

268

268

Economic order quantity

It includes two types of costs:
Acquisitioning (ordering) costs
this cost is independent of the size of the order. It
includes the various setup of the costs.
For instance, if

Cost of ordering is Co and

Order quantity is a, and
Periodic usage is U,
Then the Cost of ordering per usage time (1 yr, or the
other increment of time) is:
Cu= (Co x U ) / a

269

269

Possessing (carrying) costs

The cost of possession is made up of two costs.
1.

2.

The cost of monetary value of the

inventory. This includes current rate plus any
allowance for inflation or decrease in value of the
hard currency ($, )
The cost of physical storage. It includes the cost
of building, depreciation, heat, lighting, wages of
stock clerk, insurance and so on.

Often the cost of the possession are handled as

a percentage of the purchase costs

270

270

Bar coding in inventory maintenance

management
An important method for managing
inventories.
The black bars and white spaces represent ten
digits that identify both the item and the
manufacturer. Important because the following
reasons:

Accuracy
Performance
Acceptance
Low cost
Portability

271

271

Bar coding advantages

1.

Accuracy

2.

Performance

3.

Most employees enjoy using the scanning wand. Inevitably,

they prefer using a wand to keyboard entry

Low cost

5.

A bar code scanner enters data three to four times faster

than typical keyboard entry

Acceptance

4.

Less than 1 error in 3.4 million characters is representative

performance. This compares favorably with the 2 to 5 %
error that is characteristic of keyboard data entry

The cost of adding this identification to inventory items is

extremely low

Portability

An operator can carry a bar code scanner into any area of a

plant to determine inventories, status of a maintenance
order, and other information
272

272

Computerized maintenance inventory

control
Advantageous when:
Inventory exceed 5000 parts
Number of transactions is substantial
To make inventory control effective a survey need
to be done figuring out which type of soft/
hardware package fit a company and business

273

273

Software modules
1.Stockroom and storeroom
The stockroom and storeroom personnel should at all times be
able to service the supply needs of the trades people by rapidly
assessing the spare parts and materials inventories and
furnishing the needed supplies in an effective manner

2.Craft and/or trades person

A feature of this module is the ability to assess inventory stock
and stores by part number, description, equipment number,
work order number and so on

3.Inventory control
Inventory levels should be maintained that keep the inventory
levels financially reasonable while avoiding stock outs. Computer
generated reports will keep management abreast of the total
system

274

274

Overstocking
Often a tendency to Overstock spare parts and
maintenance materials to maintain high plant and
facility availability and to
A costly luxury that the company cannot afford
Inventory size should be based on careful analysis
The alternative of repair as opposed to
replacement should always be considered, not only
to reduce spare part inventory, but also
to provide greater plant and facility availability

Inventory size should be based on careful analysis of

the real needs and requirements of the maintenance
as well as the availability of the equipments.
275

275

Conclusions
Once usage lead times, availability, costs, interests
rates, storage costs, inflation, and chance of
spoilage have been taken into consideration
economic order of quantities should be determined
and inventory control procedures should be
incorporated

276

276

Teaching Modules
Module 1: Introduction, concepts, definitions,
philosophies, strategies, NORSOK standards &
legislation
Module 2: Main concepts, tools and techniques
Module 3: Development of maintenance programs
Module 4: Industrial Asset Integrity practices &
Barrier management system

277

277

Module 3: Development of
maintenance programs
Reliability Centered Maintenance (RCM)
Risk Based Maintenance (RBM)
Risk Based Inspections (RBI) methodology
Basic Operation and Maintenance (O&M)
Management Model
Maintenance Objectives, Strategies, resources,
materials and Organizations

278

278

Computerized Maintenance
Management Systems (CMMS)

279

Maintenance complexity and volume

Example:
Airport facility in the far east
7000 equipment systems
20 000 SKU (Stock keeping units) in
maintenance stores
100 000 work orders per year is generated
The number of data transactions may exceed 1
million per year
Need a CMMS system that keeps track of who is
doing what tasks, on what equipment, with what
parts, and at what costs

280

280

IFS ERP (Enterprise Resource

Planning) system
DEMAND
PLANNING

Smedvig Offshore AS

CONSTRAINT
BASED
SCHEDULING

ENTERPRISE
STOREFRONT

IFS Applications 2001

WEB STORE

FINANCIAL
LEDGER

ePROCURMENT

REPORT
GENERATOR

eMARKETS

CONSOLIDATED
ACCOUNTS

CONTACT
CENTER

COSTING
VEHICLE
INFORMATION
MANAGEMENT

SHOP FLOOR
REPORTING

PAYROLL
ADMINISTRATION

SUPPLIER
SCHEDULING

CRP / MRP

EXPENSE
REPORTING

SCHEDULING

FIELD SERVICE &

OPERATIONS

CUSTOMER
SCHEDULING

SHOP
ORDER

TIME &
ATTENDANCE

PREVENTIVE
MAINTENANCE

INSTRUMENTATION

FIXED
ASSETS

PROPOSAL
GENERATION

CUSTOMER
ORDERS

MAKE TO
ORDER

PROJECT
REPORTING

WORK
ORDER

ELECTRICAL
DESIGN

COLLABORATION
PORTALS

ACCOUNTS
RECEIVABLE

SALES
CONFIGURATOR

INVOICING

ASSEMBLE TO
ORDER

RECRUITMENT

EQUIPMENT

PLANT LAYOUT &

PIPING DESIGN

EMPLOYEE
PORTALS

ACCOUNTS
PAYABLE

SALES &
MARKETING

PURCHASING

REPETITIVE
PRODUCTION

EMPLOYEE
DEVELOPMENT

EQUIPMENT
PERFORMANCE

PROJECT
DELIVERY

WIRELESS
SERVICES

GENERAL
LEDGER

MARKETING
ENCYCLOPEDIA

INVENTORY

MASTER
SCHEDULING

SKILLS &
QUALIFICATIONS

EQUIPMENT
MONITORING

PDM
CONFIGURATION

IFS
eBUSINESS

IFS
FINANCIALS

IFS
FRONT OFFICE

IFS
DISTRIBUTION

IFS
MANUFACTURING

IFS
HUMAN
RESOURCES

IFS
MAINTENANCE

IFS
ENGINEERING

PERSONAL PORTAL
MANAGEMENT

PROJECT

QUALITY
MANAGEMENT

ACCOUNTING
RULES

DOCUMENT
MANAGEMENT

PROCESS
DESIGN

DESIGN

BUSINESS
PERFORMANCE

IFS Foundation1

Smedvig

281

281

Why IT-based maintenance systems?

Maintenance is an important cost factor

Complex production processes
Large amounts of information to be handled
Large losses related to shutdowns and
downtime
Consequences for productivity and quality
Systematization of failure history and cost
drivers
Delivery in time
Goodwill and image

282

282

Contribution of a CMMS system

Fast access to vital information
Fast handling and storage of large amount of
data and information
A tool for maintenance planning and control
A tool for decision-making processes and
improved cost control
Improved resource planning
Structured and clear reporting
More rational logistics processes

283

283

Key Modules of a CMMS

284

284

Features of a CMMS

285

285

Example of a CMMS

286

286

Another CMMS

287

287

Linked maintenance and material

process
Maintenance
- Inspection
- Predictive
- Preventive
- CBM
- Corrective
- Lubrication

Equipment
control
Specify
Identify
Plan

Net
capacity

Materials

Equipment
configuration
Bill of
materials

Source
Order

Schedule

Store

Assign

Control

Exceute

Reairables

Use
Analyze

Analyze
Reporting

288

288

Key CMMS modules

Financials
Production planning and control
Engineering CAE/CAD
Human resource system

Maintenance
Database

Equipment identification
Preventive maintenance
Equipment history
Costs and budgets
Labor
Inventory control
Planning and scheduling
Work order management
289

289

Equipment identification and bill of

materials

System description
Technical specifications
Purchasing and supplier data
Location of parts
Spare parts
Technical system hierarchy

290

290

Work order

Work order number,

Estimating costs
Tracking status
Priority
Applicant, specification, date
Who to do the job, cause failure, is the part
functional, estimated maintenance time,
downtime

291

291

Preventive maintenance

Identification number and name

Maintenance history
Activity description
Intervals
Tools needed
Spare parts needed
Responsible person
Executing discipline

292

292

Planning and scheduling

Task times
Resources needed to do the job
Schedules for all types of maintenance work

293

293

Inventory control

Article number and name

Parts available (Backup inventory)
Spare part cost
Ordering time
Status of spare part inventory
Spare part cost
Location
Supplier and alternative supplier
Number of parts in ordering

294

294

Equipment history analysis

History of overhauls, repairs, costs, labor, downtime,
utilization
Track failure causes and development, special events
Time usage for maintenance and costs
Spare parts
Performed maintenance activities
Analysis
Calculations of availability, establishment of goals and
indicators for measurements, material flow analysis, cost
analysis, discrepancy analysis
Equipment which fails most often (Top ten, MTTR/MTBF)
Equipment which require most maintenance work (Top ten)
Maintenance time per year, average time for repair, work
load, Corrective/preventive maintenance relationship
295

295

Labor
Inventory of individuals, their skills, vacation
schedules, training history, availability
Personnel utilization to enable accurate work
order and project scheduling and backlog control

296

296

Cost and budgets

Projected and actual costs

Labor
Material
Services
Allocated overheads

297

297

Some practical issues with CMMS

Most CMMS available in market are:
Lacking Dynamics"
Quite complex
User friendly
Rigidity
Challenges with integration of operational
parameters
However..
There is an upcoming next generation of CMMS,
integrating 3D modeling, job simulations,
visualization etc.
298

298

Criteria for selecting a CMMS system

Linking the goals to business objectives and systems objectives

Requirement analysis
Solution definition
Design and build
Test
Transition

Criteria
The system should be customized for the organization and it
should be flexible
Assess the needs of the user
Technical criteria
Economical criteria
Criteria for choice of supplier of the system
Suggestions for content in the specification
Comparison of offers, choice of supplier and implementation
Recommended use of information in the system
299

299

IFS ERP (Enterprise Resource

Planning) system
DEMAND
PLANNING

Smedvig Offshore AS

CONSTRAINT
BASED
SCHEDULING

ENTERPRISE
STOREFRONT

IFS Applications 2001

WEB STORE

FINANCIAL
LEDGER

ePROCURMENT

REPORT
GENERATOR

eMARKETS

CONSOLIDATED
ACCOUNTS

CONTACT
CENTER

COSTING
VEHICLE
INFORMATION
MANAGEMENT

SHOP FLOOR
REPORTING

PAYROLL
ADMINISTRATION

SUPPLIER
SCHEDULING

CRP / MRP

EXPENSE
REPORTING

SCHEDULING

FIELD SERVICE &

OPERATIONS

CUSTOMER
SCHEDULING

SHOP
ORDER

TIME &
ATTENDANCE

PREVENTIVE
MAINTENANCE

INSTRUMENTATION

FIXED
ASSETS

PROPOSAL
GENERATION

CUSTOMER
ORDERS

MAKE TO
ORDER

PROJECT
REPORTING

WORK
ORDER

ELECTRICAL
DESIGN

COLLABORATION
PORTALS

ACCOUNTS
RECEIVABLE

SALES
CONFIGURATOR

INVOICING

ASSEMBLE TO
ORDER

RECRUITMENT

EQUIPMENT

PLANT LAYOUT &

PIPING DESIGN

EMPLOYEE
PORTALS

ACCOUNTS
PAYABLE

SALES &
MARKETING

PURCHASING

REPETITIVE
PRODUCTION

EMPLOYEE
DEVELOPMENT

EQUIPMENT
PERFORMANCE

PROJECT
DELIVERY

WIRELESS
SERVICES

GENERAL
LEDGER

MARKETING
ENCYCLOPEDIA

INVENTORY

MASTER
SCHEDULING

SKILLS &
QUALIFICATIONS

EQUIPMENT
MONITORING

PDM
CONFIGURATION

IFS
eBUSINESS

IFS
FINANCIALS

IFS
FRONT OFFICE

IFS
DISTRIBUTION

IFS
MANUFACTURING

IFS
HUMAN
RESOURCES

IFS
MAINTENANCE

IFS
ENGINEERING

PERSONAL PORTAL
MANAGEMENT

PROJECT

QUALITY
MANAGEMENT

ACCOUNTING
RULES

DOCUMENT
MANAGEMENT

PROCESS
DESIGN

DESIGN

BUSINESS
PERFORMANCE

IFS Foundation1

Smedvig

300

300

EAM (Enterprise Asset Management)

System
Smedvig Offshore AS

SCHEDULING
PREVENTIVE
MAINTENANCE

WEB STORE

WORK
ORDER

CUSTOMER
ORDERS

EQUIPMENT
EQUIPMENT
PERFORMANCE

COLLABORATION
PORTALS

PURCHASING

EQUIPMENT
MONITORING

EMPLOYEE
PORTALS

INVENTORY

IFS
MAINTENANCE

IFS Foundation1

Smedvig
301

301

Logistics: When to order new parts?

Number of parts

Ordering point
Ordering
point
Safety
inventory

Time

302

302

Justifying your CMMS

CMMS software is costly
Advantages includes:
Maintenance productivity increases: (=output/ input)
Output is measured in availability, operating speed, precision,
reliability, etc.
Input is money and resources spent on labor, materials, services,
overhead, etc.
Performance standards (e.g. failure rate and duration) depends on
that the maintenance program is properly developed, scheduled
and executed. This relies on:

Equipment failure history

Records of repairs and overhauls completed
Lists of the correct materials and resources used.
Minimizing downtime for inspections, repairs, and overhauls requires
scheduling and coordination of labor and parts

Other benefits: Better overview of purchasing requests, Simple and

faster to handle purchasing requests, Better overview of equipment
and parts, Better overview of maintenance of equipment, Easier
find spare parts, More effective administration of bulk jobs, Easier
to register equipment failures (failure reporting), Easier to billing
procedures

303

303

Reliability Centered Maintenance

(RCM) Analysis
Concepts & Application

304

Contents
Maintenance
RCM History
RCM Methods and Process
Implementation of RCM Results
Continuous improvement of maintenance
strategy by RCM approach

305

305

Maintenance
Maintenance:
Efforts to ensure that physical assets continue to
perform their required functions
Goals
In conformance with authority requirements
Reliability and availability
Cost effective

306

306

Changing World of Maintenance

Year

1950

1975

2000

2020

Equipment

Simple, over-designed

Increased mechanization Complex

Failure losses

Minor

Can be significant

Can be tremendous

Request for availability

Low

High

Higher

Request for environment

None

Low

High

Maintenance strategy

Breakdown maintenance Fix-interval overhauls

RCM

307

307

308

308

A Brief RCM History

US Airlines: Maintenance Steering Group (MSG) aircraft manufactures, airline companies and the
Federal Aviation Agency (FAA)
1968: MSG-1
1970: MSG-2
1980: MSG-3

1983: US nuclear power plants

Norwegian offshore oil and gas:
1981: Guidelines for safety evaluation of platform
conceptual design
1991: Regulations concerning implementation and
use of risk analysis in the petroleum activities
309

309

Maintenance Function
Maintenance objective:
Target assigned by the management to
maintenance functions

Maintenance strategy:
Management methods used in order to achieve the
maintenance objectives

Maintenance activity:
Actions for maintaining or restoring physical assets
in serviceable condition
Maintenance
Objectives

Maintenance
Strategy

Maintenance
Activities

Transfer maintenance objectives to maintenance activities

through maintenance strategy
310

310

Maintenance Process
Maintenance
objective

Maintenance
strategy

Maintenance
planning / scheduling
Analysis

Maintenance
execution
Result reporting
and recording
311

311

Maintenance Related Costs

Maintenance costs:
Routine services (CBS):
Cleaning, greasing, lube, adjusting
Lube,

Predictive & Preventive tasks (CPM):

Inspection, condition monitoring, functional test
Overhauls

Corrective tasks (CCM):

Failure consequence costs (CRISKEX):

HES
Production / services
Materials damage
Damage to reputation

312

312

Maintenance Related Costs

CRISKEX
CTOT
Cost $

CMIN

CPM
CCM
Basic service like lube, cleaning, etc.
0

CBS

% Level of Preventive Maintenance

100

CBS - Cost of basic services;

CPM - Cost of preventive maintenance;
CCM - Cost of corrective maintenance;
CRISKEX - Costs / losses due to unplanned events;
CTOT = CBS + CPM + CCM + CRISKEX;
CMIN - Minimal CTOT

313

313

Total Maintenance Costs

Total maintenance costs:
CTOT = CBS + CPM + CCM + CRISKEX;

RCM goal: Minimum maintenance costs

CMIN

314

314

RCM Logic

Required functions
Functional failures
Failure modes (reasons)
Failure effects (characteristics / symptoms)
Failure risks
Selection of cost effective preventive tasks

315

315

Steps of RCM Analysis

Equipment registration
Clarification of functions
Identification of functional failures
Failure Mode and Effect Analysis (FMEA)
Failure potential costs - Risk analysis
Criticality and acceptance criteria
Selection of preventive tasks - Cost-benefit
analysis

316

316

7- Steps in the RCM Process

1. System selection
2. System boundary definitions (see, EN ISO 14224; Z008)
3. System description
4. Identify system function and functional failures
5. Failure Modes and Effects Analysis (FMEA)/ Failure
Mode Effect and Criticality Analysis (FMECA)
6. Preventive task selection, Cost-benefit Analysis
7. Program implementation

317

317

Step 1 - Equipment Registration

Physical hierarchy

Plant
Systems
Sub-systems / Main equipment
Equipment

System selection and boundary definition

318

318

Asset Registration
PUMP
PACKAGE

PUMP A

PUMP B

PUMP N

Safety valve -A
Shut-off valve -A
PCV -A
Control valve - A
Alarm - A
Press. indicator -A
Manual valves etc..
Panel junction box,
lub. oil

PSV -B
EV - B
PSHH - B
PCV - B
PSH - B
PI - B

PSV -N
EV - N
PSHH - N
PCV - N
PSH - N
PI - N

319

319

Step 2 - Function Definition

Definition of functional hierarchy (NORSOK
Standard Z-CR-008)

System
Main functions
Functions
Equipment

Required functions for system / main equipment

/ equipment (top-down procedure)
Functional block diagram

320

320

Functional Hierarchy
System 1
System 2
System N

SYSTEMS

MAIN
FUNCTIONS

TECHNICAL HIERARCHY

PUMP
PACKAGE

Main Function 1
Main Function 2
Main Function N

Main Task
Depressurisation

FUNCTIONS

Shutdown, process
Shutdown, equipment
Control
Monitoring
Local indication
Manual shut-off
Other functions

PUMP A
Safety valve -A
Shut-off valve -A
PCV -A
Control valve - A
Alarm - A
Press. indicator -A
Manual valves etc..
Panel junction box,
lub. oil

PUMP B
PSV -B
EV - B
PSHH - B
PCV - B
PSH - B
PI - B

PUMP N
PSV -N
EV - N
PSHH - N
PCV - N
PSH - N
PI - N

321

321

Step 3 - Failure Identification

How each identify function of an asset may fail?
Most used techniques:
Fault tree method
Event tree method
Experience data

322

322

Step 4 - Failure Mode and Effect

Analysis (FMEA)
Failure mode - What may cause each failure?
Mechanical effects: wear, fatigue, vibration,
overload, misbalance
Chemical/electrical effects: corrosion,
Physical effects: foreign object intrusion

323

323

Examples of Failure Modes

System 21: Crude Handling and Metering
Main equipment 21P1001: Oily Water Pumping Station
FUNCTION

1 To transfer oily
water at not less
than 1 m3/min

FAILURE

Pumping stopped

FAILURE MODE

1 Pump bearing seizes due to

overheat
2 Pump impeller jammed by foreign
object
3 Motor burns out due to lack of
cooling

Transfer less oily

1 Pump impeller worn
water than required 2 ...

324

324

Failure Effect
Failure effect - What happens when a failure
occurs?

Hidden or evidence
HES Hazards: fire, explosions, chemicals, noise, ...
Production / services
Secondary damages
Corrective action

325

325

Evident or Hidden?
Failure types:
Hidden ..Examples..??
Evident...Examples??

Hidden failures:
will not become evident to the operating crew under
normal circumstances if it occurs on its own
Standby units: pumps, motors,
Protective devices: trip loops, fire / gas alarm and
fire fighting units, safety valves, ...

326

326

Examples of Failure Effect

Case 1:
Gear teeth stripped (evident failure):
Motor does not trip but machine stops. 3 hours
downtime to replace gearbox with spare. New
gears fitted in workshop.

Case 2:
Pump A failed due to bearing seize, and pump B
cant be started (Hidden failure).

case 3:
Motor trips out and trip alarm sounds in the control
room. Tank low level alarm sounds after 15
minutes, and tank runs dry after 25 minutes.
Downtime required to replace the bearings 4 hours

327

327

Step 5 - Risk Analysis

Risk = Consequence * Probability
Consequences
Safety, health and environment
Production / service
Materials damage

Probability

Qualitative or quantitative ?

328

328

Risk Matrix

FREQUENCY

Catastrophic

Critical

Marginal

Negligible

Frequent

II

Probable

II

III

Occasional

II

III

III

Remote

II

III

III

IV

Improbable

III

III

IV

IV

Incredible

IV

IV

IV

IV

329

329

Criticality - Acceptance Criteria

CLASS

RISK

MAINTENANCE

Intolerable

Redesign

II

Undesirable

PM

III

Tolerable

PM

IV

Negligible

CM

330

330

Criticality Distribution

38,0 %
I

41,0 %

II
III
IV

20,0 %

1,0 %

MSI - Maintenance Significant Items

331

331

Step 6 - Maintenance Tasks for MSI

Failure types:
Age-related
Not Age-related

Failure development process

On-condition tasks
Selection of task intervals
Selection of task combination

332

332

Detective Tasks
Predictive tasks for evident failures:

Visual inspection by human senses

Inspection by using special instruments
Condition monitoring
Product quality monitoring
Process parameter trending

Functional test for hidden failures

333

333

Performance

Age - Related Failures

Minimum required
performance
Age

Infant mortality

Wear out

Failure rate vs. age

334

334

Age-Related Failures
Characteristics
Performance reduces gradually with time
Failure rate increases dramatically after certain
time point

Typical failure modes:

Fatigue - high frequency cyclic loads

Corrosion - chemical impacts
Oxidation - oxygen effects
Wear out - Mechanical eat-out process

335

335

Not Age-Related Failures

Characteristics
Failures are random

Failure rate vs. time

Reasons:
Variable stress
Complexity in structure
Ex: A level alarm loop consists of level float, switch,
signal transmission and receiver, alarm, ...

336

336

Failures Development Process

Performance
Failure starts
Failure detectable

Failed

Ts

Td

Tf

Time

Failure development process

337

337

D - F Interval
D - F interval (Warning time)
Failure nature
Operating condition
Detection technique

An example - Bearing failure on a motor:

Human senses: Days - weeks
Vib. Monitoring: Weeks - months

338

338

Preventive Maintenance Tasks

Selection

MTBF or failure rate

Inherent success probability
Costs of failure consequences
Cost for on-condition task

Task interval
Cost
Benefit
Practical

Task combination
Balance of contributions from each task

339

339

RCM A Continuous Improvement Process

Establishment of maintenance strategy

RCM process
Generic reliability data
Experience
Qualitative approach

Evaluate of existing maintenance strategy

RCM process
True equipment history
Best maintenance practice
Quantitative approach

Maintenance strategy optimization

Balance of contributions from each task

340

340

Evaluation of Present Strategy

Cost of maintenance efforts
Benefits of maintenance tasks
Outcomes:
Effectiveness of present maintenance strategy:
Benefit-cost ratio
Remaining potential risk in a money term
Risk ranking under present strategy
Where modification of present strategy will reduce
maintenance costs

341

341

Maintenance Strategy Optimization

Selection of cost-effective maintenance methods
Benefits of maintenance tasks
Optimize activity interval based on cast and
benefit
Optimize activity combination on items
Outcomes:
Improvement of cost-effective of maintenance
strategy
Reduction of maintenance costs
Remaining potential risk in a money term
Risk ranking based on recommended strategy

342

342

Risk based maintenance

343

RBI Standard Scope

(DNV-RP-G101:201010)

344

344

Risk Based Inspection (RBI)

Inspection: Activity for controlling and minimizing
offshore risks by checking and measure
degradation to maintain integrity
RBI: Decision making technique based on risk
carried out for piping, vessels, heat exchangers,
pressure vessels and filters etc.

345

345

Risk-based approach
Keywords
Most important areas
Prioritize
Critical to success

Focus on the most important

areas and to prioritize the
factors that are critical to
success
346

346

Why use risk based maintenance

approach
Engineers contribution to risk of failures can be in
perception, engineering, site selection, design,
construction / manufacturing, use of the system,
or operation of the system,
but most of the trouble is due to the lack insight
into maintenance need under varying operating
condition
Risk based approach provides an insight into
maintenance need right from the stage of
perception to the disposal
347

347

Risk
= consequence of
failure
X

personnel
environment
economy
quality

Likelihood of failure
Failure mode
material/ environment
degradation, type &
rate,....
acceptable degradation

348

348

Definition of RISK
Risk can be formally defined as a potential of loss
or injury resulting from exposure to an hazard or
failure and can be assessed both qualitatively
and quantitatively.
It is often expressed as a triplet of Event (E)
Likelihood (P) - Consequences (C).
Risk: Ei. Pi. Ci

349

349

Risk analysis
Risk expresses the danger an unwanted event
represents for man, environment and economical
values.
Risk analysis establish
a basis for making decisions
relating to choice of arrangements and
measures,
including maintenance actions and strategies
Risk analysis is especially suitable for
identifying equipment and activities that
significantly affects risk and for analyzing
the effect of risk reducing activities
350

350

Risk analysis, in general consists of

answers to the following questions:
What can go wrong that could lead to system
failure?
How likely is this to happen?
If it happens, what consequences are expected?

351

351

Steps in Risk Analysis

Identification of undesirable
event

failure mode effects

and criticality analysis
(FMECA)

Identification of causes and

likelihood of the event

fault tree analysis

(FTA)

Identifying the
consequences of the events
& quantifying risk

event tree analysis

(ETA)

352

352

RISK ASSESSMENT

Risk identification
Assessment of strength & stress
Uncertainty analysis
Consequence analysis
Risk quantification

353

353

RISK ASSESSMENT
Hazard assessment
Exposure assessment
Consequence assessment
Risk Characterization

354

354

Risk assessment
Risk determination (Identify and estimate)
Identification of existing and new risks, changes in risks
with changing scenario and the magnitude of
consequence of risk

Risk evaluation (risk aversion or consequence analysis

and risk acceptance or attitude analysis)
Determine degrees of possible risk reduction and
avoidance,
establish risk aversion and acceptance and
Evaluate impact of risks

Assessment
Quantify
Prioritize
Control
Mitigate
Plan for emergencies
Measure and Control

355

355

RISK = Probability of occurrence and

CONSEQUENCES of an event

Risk (Magnitude of consequence / Unit time)

IS
Frequency (Event/unit time) x
Consequence (Magnitude/event)

Risk Priority Number

Probability x Consequences X Probability of
Detection
356

356

RISK

Severity

Probability

357

357

RISK
Effect of preventive
measures / maintenance

Effects of
damage
control
measures

Severity

Probability

358

358

Example of a Risk Matrix

359

359

Important steps in risk assessment:

Identify items and processes that are critical
(Information gathering)
Identify possible failure modes associated with
each individual critical processes or operation
(Screening assessment)
Investigate possible causes for failure (Detailed
assessments)
Quantify of likelihood of initiating event
(Planning)
Evaluate consequence of failure (Planning)
Develop damage control processes (Execution
and Evaluation)
360

360

Maintenance Planning
Maintenance Planning

Corrective
maintenance

Preventive
maintenance

Predetermined
maintenance

Calendar
based

Op.time
based

Condition
monitoring

Continuous
monitoring

Periodic
Inspection

Planned
corrective

Unplanned
corrective

Predictive
maintenance

RBI

361

361

RBI: Risk Based Inspection

RBI a rational and cost efficient decision framework for
determining:
Where to inspect:
Which system, where on system

What to inspect:
criticality with respect to HSE, cost

How to inspect:
inspection method

When to inspect: Scheduling

Availability, impact on operations, logistics, legislation

What actions to take on results

(No detection, Detection: no action, monitoring, repair,
replacement)
362

362

Establishing
InspectionMaintenance Program

363

363

RIMAP
Risk Based Inspection and
Maintenance Procedures for
European Industry
EU-Funded Programme:
COMPETITIVE AND SUSTAINABLE GROWTH PROGRAMME

364

364

Background

Prescriptive
legislation

Goal setting
standards

But the industry don't know how to do this?!

Large variety in quality of assessments
No basis for audits by legislative bodies

365

365

RIMAP; Risk Based Inspection and

Maintenance Procedures
Improved control of high risk failures - more
attention to high risk components.
Improve cost effectiveness of inspection
resources
Balance focus on safety and economical risk current practice tends to focus on safety only.
Documented and traceable program.
Systematic use of experience data - basis for:

CONTINUOUS IMPROVEMENT
366

366

RBMI Philosophy
Performance
Indicators
Evaluation and
Analysis of
results

Consequence and
Probability of Failure
Safety, Environment,
Assets Loss

Maintenance
Management
Execution &
Reporting

Risk Ranking
Inspection &
Maintenance
Program
367

367

Goals & Benefits

For the plants/ endusers:
reduced operational and
failure costs.
a clear philosophy for
planning
For the inspection
companies:
Tailoring of tools and
methods
know limitations

Regulators:
basis to set proper
requirements
basis for standardisation
Consultants:
enhanced services for
the industry in particular
during plant-networking
and outsourcing

368

368

RBM: Risk maintenance

Equipment
database

Screening

Experience

Risk
Leve
l

High
Risk

Contai
nment

RBI

N
Low
Risk

Run to
Failure
evaluation

Protectiv
e
Function

RBM
SILassessment

N
RCM

SIL: Safety Integrity Level

369

369

YRBI

RBI

YSIL

RBM

RCM

Material, process and inspection knowledge is a

prerequisite of safe use of RBI
Teamwork
Practical models can be implemented further
down in the organization (inspection and
maintenance personnel), but need to be
monitored and controlled by experts
Large organizations can have expert competence
within their own organization
Smaller companies should rent or buy the
necessary competence externally

370

370

YRBI

RBI static equipment

YSIL

RBM

RCM

Different approaches
Analytical approach theoretical models
implemented by experts or consultants
g = Sf(1-t/t0)-pD/2t0
(quantitative, semi-quantitative)
Practical approach theoretical models with
practical approach. Implemented by experts/
end users
DNV-RP-G101
(semi-quantitative, qualitative)
Experience based theoretical models with practical
approach implemented by the end users and
controlled by experts (semi-quantitative, qualitative)

371

371

Organization
Risk based methods for inspection and maintenance
planning are knowledge based. This set demands to
the organization/procedures/ data collection.
Demands to personnel and organization/procedures
for example in:

ODs basis study

RIMAP
DNV-RP-G101

NB: Organization which utilizes risk based methods

need to be of adequate size to administrate and
operate such systems.

372

372

Risk Assessment methods

1. Probability of failure assessment
damage mechanisms
lifetime estimation

2.
3.
4.
5.

Consequence of failure assessment

Inspection/monitoring efficiency
Human aspects
Risk aggregation

373

373

Risk

Accept criteria

YRBI
YSIL

RBM

RCM

Accept criteria must be chosen with respect to the

goals of the company
A plant/company which focus on safety needs to define
stringent safety accept criteria
A plant/company which want to profile them self as
environmental friendly need to define stringent
acceptance criteria with respect to release to
environment
A plant/company which want to avoid events which have
huge economical consequences should define stringent
criteria to economical events

This make sure the

maintenance activities
supports the goals
of the company
Accept criteria
are difficult to define!

374

374

Risk matrix

375

375

Risk Acceptance
Personnel
Environment
Economy
HSE, Cost, Profit

376

376

Calculation of PoF
Degradation
Mechanism

Damage

(Probability of Failure )

Loads v.
Strength

Failure Mode

Corrosion

Pitting

Geometry

Pinhole leak

Fatigue

Cracks

Material type

Brittle fracture

Erosion

Wall loss

Stress intensity

Burst

Remaining wall

..

Inspection

PoF

Consequences

Knowledge of Materials Tells Us What Failure Mode to

Expect

377

377

Selection of inspection scheduling

programme Example
A s-w e ld e d B u tt-w e ld : F a tig u e life = 2 0 y e a r s
O p ti m a l In sp e c ti o n p la n fo r d iffe r e n t ta rg e t le v e l s
Targe t
Targe t
Targe t
Targe t

1 .0 E- 0 3

=
=
=
=

1 .e - 2
1 .e - 3
1 .e - 4
1 .e - 5

1 .0 E- 0 4

1 .0 E- 0 5

1 .0 E- 0 6

T ar g e t
T ar g e t
T ar g e t
T ar g e t

1 .0 E- 0 3

=
=
=
=

1 .e - 2
1 .e - 3
1 .e - 4
1 .e - 5

1 .0 E- 0 4

1 .0 E- 0 5

1 .0 E- 0 6

1 .0 E- 0 7

1 .0 E- 0 7

6
8
10
12
S e r v ic e ti m e (y e a r s)

14

16

18

20

6
8
10
12
S e r v i c e ti m e (y e a rs)

14

16

18

20

A s-w e ld e d B u tt-w e ld : F a tig u e l ife = 6 0 y e a r s

O p tim a l In sp e c ti o n p l a n fo r d iffe re n t ta rg e t l e v e l s

1 .0 E- 0 2

Annual Failure Probability

A s-w e l d e d B u tt-w e l d : F a ti g u e l i fe = 4 0 y e a rs
O p ti m a l I n sp e c ti o n p l a n fo r d i ffe r e n t ta r g e t l e v e l s

1 .0 E- 0 2

Annual Failure Probability

Annual Failure Probability

1 .0 E- 0 2

Targe t
Targe t
Targe t
Targe t

1 .0 E- 0 3

=
=
=
=

1 .e - 2
1 .e - 3
1 .e - 4
1 .e - 5

Cost terms:
Expected Failure cost
Expected Inspection cost
Expected Repair Cost
Discount rate:

1 .0 E- 0 4

1 .0 E- 0 5

1 .0 E- 0 6

1.44 106 NOK

1000 NOK
10000 NOK
6%

1 .0 E- 0 7

6
8
10
12
S e rv i c e ti m e (y e a rs)

14

16

18

20

378

378

379

379

380

380

Selection of inspection scheduling

programme Example
E xpe c te d R IS K C o s t ; F a tig ue life = 2 0 yr
4 .E+0 4

E xpe c te d R IS K C o s t ; F a tig ue life = 4 0 yr

1 .E+0 4

O ptim um P f Tar g et = 0 .0 0 0 1

Expected Cost

Expected Cost

8 .E+0 3

Fail ur e C os t

3 .E+0 4

O pti m um P f Targ e t = 0 .0 0 0 1
Ins pe cti on C os t

Ins pe c ti on C os t
R e pai r C os t
Total R i s k C os t
2 .E+0 4

Fai l ur e C os t
R epai r C os t
Total R is k C os t

6 .E+0 3

4 .E+0 3

1 .E+0 4

2 .E+0 3

0 .E+0 0
1 .0 E-0 5

1 .0 E-0 4

1 .0 E-0 3

1 .0 E-0 2

Ta rg e t Annua l Failure Pro ba bility

0 .E+0 0
1 .0 E-0 5

1 .0 E-0 4

1 .0 E-0 3

1 .0 E-0 2

Ta rg e t A nnua l Failure Pro bability

E xpe c te d R IS K C o s t ; F a tig ue life = 6 0 yr

5 .E+0 3

O ptimum P f Tar g e t = 0 .0 0 1

N u m b e r o f in s p e c tio n a s fu n c tio n o f ta rg e t
fa ilu re p ro b a b ility a n d fa tig u e life

Ins pe c tion C os t

Expected Cost

4 .E+0 3

Failur e C os t
R e pair C os t
Total R is k C os t

3 .E+0 3

Target Pf
1.0 E -0 5
1.0 E -0 4
1.0 E -0 3
1.0 E -0 2

2 .E+0 3

1 .E+0 3

0 .E+0 0
1 .0 E-0 5

1 .0 E-0 4

1 .0 E-0 3

Ta rg e t A nnua l Failure Pro ba bility

1 .0 E-0 2

20
9
5
2
0

F a tig ue life (y ea r s)
40
5
3
1
0

60
3
2
0
0

Optimal Target = 10-4

=> Scheduling program SC_BW_AW_4
381

381

382

382

383

383

384

384

RIMAP Innovation
The integration of maintenance (RCM) and
inspection (RBI) into a uniform decision process
The use of probabilistic decision analysis for
process systems
Combining the theoretical modelling of plant
failure ("hard" knowledge) with plant experience
("soft" knowledge)
Technology transfer between industry sectors,
i.e..

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385

Operation and maintenance

management

386

Principles

Keep simple
Bottom-up
Clear roles and real jobs
No dress-up
Right size and composition

387

387

Organization 1
Plant manager

Production

Unit/Section A

Maintenance

Unit/Section B

388

388

Organization 2
Plant manager

Unit/Section A

Production

Maintenance

Unit/Section B

Production

Maintenance

389

389

Organization 3
Plant manager

Unit/Section B

Production

Maintenance

Maintenance

Unit/Section B

Production

Maintenance

390

390

System team - 1
Engineering

Financial

Asset
team
leader
Logistics and
other
support

Human
resources

System team - 2
O&M

HSE

System team - 3
System team - 4
391

391

Some specific features

Teamwork
Shared responsibilities for strategic and tactical
decisions
Delegated authority for operational / technical
decisions
Ownership to performance
Campaign type activities
Different Job profiles
etc.

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392

Basic maintenance model

Un-desirable
inputs

Inputs

Maintenance
management

Outputs

Un-desirable
outputs

393

393

Maintenance management
Capital

Disturbances
Constraints

Competence
Resources

Maintenance
management

Plant health

Information
Etc.

Supportability
Maintainability

Plant anomalies
Un-wanted incidents
Reliability
Availability
Quality
Uncertainties

Risk
Value

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394

There is no one simple

operational model that fits
for all even though the basic
management principles
remains the same

395

395

Development of a maintenance
management model
Towards late 90s, Petroleum authorities in Norway
identified:
Insufficient internal control and supervision of
O&M activities within organizations,
Insufficient capacity in the authorities to follow
up different customs in every single offshore field
separately,
The need for stronger control of O&M on
installations nearing their final phase of
operations, and new requirements pertaining to
control systems when resorting to novel
management strategies.
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396

Maintenance baseline study

In 1996, The Norwegian Petroleum Directorate

(NPD) identified the timely critical need to
contribute to the general improvements to the
quality of safety-related O&M management systems
of operators, and to give the operators better
insight and understanding of authoritative
expectations and demands in this area.

397

397

NPD Maintenance Management Model

Aimed to help-guide developing methods for
systematic and comprehensive assessment of
organizational O&M management systems
Necessary pilot studies were done with the active
involvement of Shell, Elf Petroleum, and Hydro

398

398

 Today, this has introduced an important

foundation for improvements in O&M practice on
NCS.
The Control model / loop resulted from this study
plays an important role in many respects for
O&M activities.
Individual companies, after having gone though
the own O&M management system following this
method, shall have a documented basis for
improvement of the O&M management system.

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399

Maintenance Management Loop

(Ref. Z-008)

400

400

Organization
Demands and practices with respect to;
Design of work organization
Manning
Competence
Training
Use of third parties
Pre-qualifications
Etc.

401

401

Materials
Issues related to;
Purchase, reception, storage,
Preservation/maintenance,
Issuance, and control of spare parts and
materials,
Availability and maintenance of work tools
Calibration and testing
Etc.

402

402

Supporting documents
Drawings, procedures, and data systems
Assurance of:
Demands for documents
Status mapping
Control, verification, evaluation (quality) and
availability
Availability and validity
Updating of various types of technical and
administrative documents e.g. equipment
register with maintenance histories, drawings
(P&IDs), maintenance procedures, etc.
Usability
403

403

Goals and Requirements

Achieving business and regulatory needs and
demands through proper Goals and Objectives for
Plant maintenance

Safety objectives and management indicators

Remaining maintenance
Technical and operational demands based on risk
Follow-ups based on risk calculations
Events and incidents

404

404

Program
Development, updating, and improvement of
preventive maintenance programs, inspection
programs, condition monitoring and testing
Strategies and methods (RCM, RBI, etc.)
Technical quality classification demands
Risk analysis for maintenance
Proactive maintenance steps
Condition assessment
Program updates, and change management

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405

Planning
Planning of maintenance activities both in longterm (e.g. 12+, 2-year, 5-year) and short term
(e.g. Weekly, monthly). Also on work tasks such as
daily coordination, and work orders.
Risk management
Long-term resource planning
Work order management (risk, priorities,
deadlines)
Deviation handling
Frame-conditions for planning

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406

Execution
Preparation, implementation, control, and
completion/continuity of preventive and corrective
maintenance
Registering of data/equipment history after work
execution on systems and/or equipment
Job information
Safe-job-analysis
Work authorization
Job preparation
Follow-up and work-shifts
Task data (registration, verification)

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407

Reporting
Collection and qualification of related data,
preparation and distribution of reports to the
maintenance groups and the leaders.

What to be reported (content and formats)

Trend analysis
Qualification of reported data
Distribution of reports
Resources and improvement processes

408

408

Analysis
Analysis of maintenance related incidents and
experience data (e.g. Unwanted incidents that has
taken place during maintenance work, and analysis
of trends and weaknesses, analysis of causes for
increasing backlog, etc.)

Demands for analysis

Cause analysis
Events and incidents
Responsibilities and resources

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409

Improvement
Initiating, implementation, and follow-up of
improvement measures on the basis of performed
analysis, experience transfer, best practice, etc.

Areas for continuous improvement

Experience transfer
Methods and being systematic
Responsibilities and resources

410

410

Supervision / Control
Planning, and implementation of supervision/control
of own organization, business partners, contractors,
suppliers, etc. (e.g. Revisions, audits, verifications,
inspections, etc.)
Demands for supervision
Criteria for choice of supervision objects/
problems
Supervision plans
Resources and responsibilities
Follow-up and improvements

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411

Regularity
Impact on the production capacity and the
production targets

412

412

Risk
Mainly impact on the HSE targets

413

413

Underlying management principles

Management system contribute to continuous
improvement of organizational activities, products,
and services
Management system need to ensure that problems
are continuously identified, solved, and good solutions
are standardized. Such problem resolutions need to
be;
Directed towards improvement of work processes
Integration of organizational disciplines
Proactive

Different parts of O&M management process should

accommodate specific parts of work processes
Work processes need to be designed as a
comprehensive quality loop and need to contain all the
important phases of the problem solving process
414

414

Teaching Modules
Module 1: Introduction, concepts, definitions,
philosophies, strategies, NORSOK standards &
legislation
Module 2: Main concepts, tools and techniques
Module 3: Development of maintenance programs
Module 4: Industrial Asset Integrity practices &
Barrier management system

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415

Module 4: Introduction
Maintenance trends in offshore oil and gas
industry
Evolution of Asset integrity and Integrated Asset
Management processes
Focus on Safety and Risk in NCS
Barrier management philosophies and system

416

416

Norwegian O&G Industry

(Ref. offshore.no)

139 offshore fields

82 producing
12 PDO (Plan for Development & Operation)
approved
31 Future projects
14 completed/depleted oil fields

417

417

Norwegian Oil Reserves

(source, NPD)

418

418

Asset Integrity Management

A complex process which encompasses all the phases
of an asset lifecycle from design to decommissioning
and all these stages must focus on integrity.

Asset Integrity can be defined as the ability of an

asset to perform its required function effectively whilst
safeguarding life and the environment (Rao et al., 2012).
419

419

Recent Development
Necessary
evil
Accidental
it costs
what it
costs

An integral part of the business

process

Important
support function

Asset & Integrity

Management
it creates additional value

it can be
planned
and controlled

ICT, Online realtime

data, Fiber optical cables
Integrated Operations
TPM / operator driven maint.

(Internet)

Predictive maintenance
Root Cause Analysis

Reliability based maintenance

CBM / RCM / FMECA / Criticality
(E-mail)
(Oreda)
(Fjerndata/
Sesam 80)

Planned maintenance use of historical data and best practices

OEM recommended
preventive maintenance

Inspect and lubricate/planned corrective maintenance

Unplanned corrective maintenance

Repairs / Run-to-failure

1965

1985

2005

Timeline
420

420

Offshore Data Management Loop

(Raza & Liyanage 2010)

421

421

Industrial asset management:Recent

Trends
Paradigm shift from Fail-and-Fix to Predict-

and-Prevent with support from advanced

technolgies for decision making
Further developments in advanced condition

monitoring (CM) tools for asset health

assessment
More focus on diagnosis and prognosis
Further developments of concepts such as Self

maintenance, e-maintenance etc.

422

422

New Technologies in Maintenance

Condition-Based Maintenance
Remote maintenance
Real time health monitoring
(e-Maintenance)

Use of advanced technologies

e.g. ANN, Fuzzy logics etc.
Concept of Self Maintenance
Just-in-time Maintenance
423

423

IO status on the North Sea

424

424

Some IO-related Challenges

Optimize Operation and Maintenance (O&M) in

integrated working environment / Smart assets

Align organizations to the priorities of the offshore

platforms through effective use of Information
Communication Technology (ICT) i.e. 24/7 real-time
data environment

Integrate human, technology and organization

Integrate business data, organizational intelligence

and work processes

Improve decision making processes

Cope with industry standards and regulations

Reduce technical gaps between theory and practice

425

425

What is a Barrier?

Barrier is a measure that reduces the probability of

realizing hazards potential and/or may reduce
consequences
426

426

Layers of Barriers

427

427

Barrier Illustration

(Sklet, 2005)

428

428

Classification of Safety Barrier

(Sklet, 2005)

429

429

Barrier Types
Technical barriers
Operational barriers
Organizational barriers
Barriers may be physical (materials, protective
devices, shields,
segregation, etc.) or non-physical (procedures,
inspections, training, drills etc.).
Examples?

430

430

Human And Organizational Factors

1. Work Procedures/policies
2. Competence/Training
3. Work processes
4. Communication
5. Workload and Ergonomic
6. Management
7. etc.

431

431

Barrier Management System

1: Barrier Function (BF)

1
2
3

2
3

4 4 4 4

2: Barrier Sub Function (BSF)

3

4 4 4 4

3: Barrier System (BS)

4: Barrier Element (BE)

Barrier Function (BF): Prevent the realization of a threat or reduce

potential damage
Barrier Sub-Function (BSF): Barrier function divided into sub-functions
Barrier System (BS): Any system or integral part of installation, the
failure of which could cause the impairment of a barrier function
Barrier Elements (BE): All components (tags) that are part of a barrier
432
system that prevent or limit the consequences of a major accident

432

Risk Treatment

Technical and operational barriers in both preventing

causes and minimize consequences
433

433

Barrier Management System

(Ratnayake et al. 2012)

434

434

For further information about barriers

http://www.ptil.no/barrierer/category1173.html

435

435