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Increasing availability
with Lean Outage Excellence:
advance planning and
execution optimization
By Francesco Amore Bianco, Domenico Di Giambattista / GE Oil & Gas
GE imagination at work
Increasing availability
with Lean Outage Excellence:
advance planning and
execution optimization
By Francesco Amore Bianco, Domenico Di Giambattista / GE Oil & Gas
Abstract
GE Oil & Gas Global Services provides customers with a long-term partnership for reducing the
cost of overall maintenance, repair and replacement parts, while improving the overall unit
reliability and availability.
The effective implementation of planned maintenance and inspection provides direct benefits
in reducing forced outages and increased starting reliability, which in turn can also reduce
unscheduled repairs and downtime. Maximizing uptime means extending the mean time
between maintenance, reducing unplanned shutdowns and shortening the duration of site
activities. This paper is mainly focused on advance planning and optimization of execution for
outages. It describes the new processes and technical solutions provided through Contractual
Services to reduce risks, improve quality and EHS compliance, optimize maintenance activities
and increase availability and production.
The case addressed in this paper concentrates on the major inspection of heavy duty gas
turbines. This new outage planning and execution methodology was implemented for a power
generation machine at the MLNG plant in Bintulu (Sarawak, Malaysia).
After this first implementation, MLNG and GE Oil & Gas agreed to adopt the Lean Outage
Excellence planning methodology. As part of a new Contract Service Agreement valid for the
next 10 years on the MLNG fleet, the outage duration will be progressively reduced, thereby
increasing the MLNG fleet production.
Introduction
In recent years, the oil & gas industry has
focused significant attention and resources
on maintenance activities. GE Oil & Gas has
concentrated significant effort on developing
new processes and solutions for better outage
planning and execution. Advance planning
is a key element for the success of outage
execution. It can help avoid rework, lost time
and quality issues. Execution optimization
reduces the number and extent of quality and
EHS issues, increases uptime and guarantees
extra production.
The Lean Outage Excellence (OE) process
adopted by GE Oil & Gas applies to all major
Shutdown inspections
Combustion
Hot-gas-path
major
Combustion
inspection
Planning
The goal of a well-prepared maintenance
activity is to avoid unforeseen findings that
could have been identified in advance. This
approach prevents damage, leads to optimized
cycle time and enhances availability.
The result of the Lean Outage Excellence
planning procedure is the effective management of the activities related to planned
outages. The procedure focuses on defining a
set of operations to be performed prior to and
after the shutdown, following a specific tollgate
process (Figure 2).
8-12 months
Workscope definition
material planning
proactive proposals
6-3 months
1 month
Outage
Post outage
Detailed
scheduling
Final
review
Execution
control
Performance
evaluation
lessons learned
Execution
In 2009, GE Oil & Gas launched a new
program to optimize the outage duration in
order to maximize the availability of customer
units and to drive further improvements in
quality and EHS. A Lean methodology was
used for the analysis and the optimization.
Lean manufacturing or Lean production,
which is often known simply as Lean, is a
production practice. Lean manufacturing is
a generic process management philosophy
derived mostly from the Toyota Production
System (TPS) (hence the term Toyotism is
also prevalent) and identified as Lean in
the 1990s. It is renowned for its focus on the
reduction of the original Toyota seven wastes
in order to improve overall customer value.
Basically, Lean is centered on creating more
value for the customer by eliminating process
waste. The 5 principles of the Lean approach are:
Value, Value Stream, Flow, Pull, and Perfection.
Value is defined as any action or process that
a customer would be willing to pay for. The
starting point for a Lean analysis is the
Outage observation
Lean Action Work Out
Kaizen action development
Application to site
Final validation
Standardization and implementation
Continuous optimization starting again
with observation
Outage
observation
Standardization
and
implementation
Lean AWO
Continuous
improvement
Final
validation
Kaizen
actions
Application
to sites
MLNG case
Baseline
Jan-March 09
June 09
Oct 09
March 10
New combustion
casing bolting
Silver coated bolts will
be used to connect the
combustion casings
to the turbine. This new
type of bolt will reduce
the potential for seizing
during disassembly,
decreasing the time
required to remove
them.
Conclusions
The introduction of the Lean Outage Excellence
initiative resulted in a new level of outage
planning. Outages for Global Contracts planned
in less than 6 months, and consequently with
high execution risk, have been eliminated, while
90% of outages are now planned at least 12-18
months in advance. In 2010, the new planning
process will cover 100% of GE Oil & Gas Global
Services contracts.
Many opportunities to reduce the outage
duration by up to 20% have been identified.
Lean methodologies are now the norm for
applying Lean Outage Excellence to reduce
the disruption of production in our customers
plants during outages.
ge.com/oilandgas
The information contained herein is general in nature and is
not intended for specific construction, installation or application
purposes. GE reserves the right to make changes in specifications
or add improvements at any time without notice or obligation.
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