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Refinery Reliability Starts With APM Assessment: Challenges Results

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157 views2 pages

Refinery Reliability Starts With APM Assessment: Challenges Results

Uploaded by

Mongkolaya
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as PDF, TXT or read online on Scribd
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CUSTOMER CASE STUDY

Refinery reliability starts with APM Assessment


With recurring technical issues in their refinery complex, an Asian Oil & Gas company
acknowledged the need to improve the maintenance strategies in a proactive,
sustainable, and affordable way. AVEVA’s Asset Performance Management (APM)
Assessment was the starting point.

Challenges Results
y Become a world-class performer with regard to y Strong business case: ROI in under two years
industry best practices
y Optimized workflow, reliability, planning, and
y Tangible and transparent KPIs for preventive scheduling and MOC processes
maintenance
y Standardized asset hierarchy and classifications
y Need for pragmatic, actionable plan and hands- in accordance with ISO 14224
on tools
y Standardized failure modes in SAP PM in
accordance with ISO 14224
Solution y 15% higher workforce effectiveness through
team restructuring
y APM Assessment to create insight into current
plant status in terms of maturity y 15% higher workforce efficiency, fewer
manhours against planned work
y Account for the specific business context and
operational dynamics

y Create clear lines of sight and actionable


improvement plans
Background Back in control
Built in the 1970s, the facilities process crude oil The Asset Performance Management Assessment
to make lube base oil, a range of fuels, and other takes all key factors into account: company objectives,
petrochemical products. With 2,000 employees and a organizational role play and dynamics, regulatory
capacity of 600,000 barrels per day (bpd), the refinery requirements, supply chain dynamics, and maintenance
is pivotal in the region’s industry and markets. Initial KPIs. The assessment includes a maturity score on
feedback and subsequent discussions revealed a lack 15 competence areas benchmarked against industry
of insight into its maintenance history. As in many other standards. The current maturity level of the Oil & Gas
long-established companies, it turned out that over company has been upgraded to ‘Planned’ (level 3)
the years, inconsistent registration of failure modes on a scale of 1 (Static) to 5 (Optimizing). By utilizing
and codes had made it difficult for maintenance and the APM Assessment, this company began its journey
engineering to exchange accurate knowledge about toward becoming world-class with regard to industry
asset behavior and condition. best practices and maintenance peers. By creating full
transparency, it got back in control and became capable
of working on tomorrow’s improvements.
On average, 20-30% of assets
are really critical. The APM Assessment created insight into the actual
plant status and its historical trendlines, providing
pragmatic action plans for next-step improvements.
Multiple objectives The operations team worked hard together with
The company realized they had to upgrade the technical teams to get all critical assets into more
maintenance organization to solve recurring failures reliable states. It established more streamlined
and achieve close-to-zero downtime as soon as workflows and standardized basic asset data with
possible. They wanted to prevent future issues related templated asset taxonomies, reason codes, and failure
to asset reliability, and preferably to reduce their modes. An organizational realignment resulted in 15%
operational and maintenance costs at the same time. greater workforce effectiveness and efficiency, resulting
They also wanted the ability to make all documentation, in fewer manhours against planned work.
schematics, spare parts, tools, and resources available
when and where required.
70-80% of maintenance should
With an urgent task at hand and several objectives, it
be planned, and of that, 30-40%
can be difficult to determine where to start. Without a
risk-based approach in place to determine equipment should be preventive.
criticality and reliability, there is no way to establish
maintenance priorities or transparent KPIs. The Oil & Gas
company had evolved into a task-driven operation with
a high workload but limited alignment that struggled to
keep focus on core areas such as reliability.

Read the blog: 5 key takeaways from decades of successful asset management
sw.aveva.com/blog/5-key-takeaways-from-decades-of-successful-asset-management
Learn more on AVEVA APM Assessment:
sw.aveva.com/asset-performance/asset-strategy/apm-assessment

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All product names mentioned are the trademarks of their respective holders.

aveva.com

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