Maintenance Execution

& Shutdowns best

practice
Lindsay Cameron
Planning Superintendent
Fluor Shell Maintenance
Alliance
Shell Geelong Refinery

LINDSAY CAMERON WORK

HISTORY

Lindsay Cameron is a Mechanical Engineer

with a Bachelor of Engineering degree from
Queensland Institute of Technology and a MBA
from Melbourne University
Lindsay Cameron has worked in maintenance
planning and shutdowns for Shell, BlueScope
Steel, Western Mining, QENOS, Anaconda
Nickel, & Port Kembla Copper for over 20
years.
In addition, he has worked on various SAP
implementations while working for Deloitte
Consulting (including AGL, Pasminco,
Transfield, & Telstra).
He specializes in Planning & Scheduling
systems such as SAP & Primavera.
Lindsay currently works for Fluor Operations
& Maintenance as the Planning
Superintendent for the Shell Geelong Refinery.
His interests are family, cycling, motor racing,
& the stock market/real estate investing.

AGENDA

Introduction
The Importance of Maintenance
Execution
Maintenance Execution process steps
Maintenance Workflow
Maintenance Events
Shutdowns Process
Worked Example (Risk Analysis)
Questions

THE IMPORTANCE OF
MAINTENANCE EXECUTION

GOOD MAINTENANCE IS
GOOD SAFETY

New legislative
requirements
Increased stakeholder
scrutiny of safety
performance
Risk Management
strategies
ZERO HARM
Good Safety is Good
Business

1947 Texas City Explosion

145 Shift Workers killed in
Monsanto Plant from
explosion in nearby wharf

MAINTENANCE EXECUTION

What is Maintenance Execution?

Integrated process covering:

Job Screening (including Risk & Priority)

Scoping (what to do)
Planning (how to do it)
Scheduling (when to do it)
Execution (doing it)
Close-out

JOB SCREENING

Identify the work required

CMMS system (SAP Notifications)

Can be raised by anybody

Review the Notifications

Done by somebody who understands business risk

Determine the business risk

Consequence & Probability

People, Assets, Environment, & Reputation

Convert Business Risk to Priority

Determine required End Date for work & drive
Maintenance Execution to achieve this end date

Assign to personnel to Scope & Plan work

SCOPING

What are you going to do?

Replace
Repair
Patch up
Defer work
Do nothing

Identify duplicate jobs (or similar work)

Developed by Subject Matter Experts
Cost considerations must be accounted for
Operational Constraints (production requirements,
statutory requirements, resource availability, etc)

PLANNING

How are you going to do the work?

Basic requirements:

Job Tasks, Steps, Duration, & Sequence

Resources

People
Materials
Tools
Equipment

Cost Estimate
Risk Assessment (PPA)
Safety Requirements (JSA/JHA)

SCHEDULING

When you are going to do the work?

Scheduling involves several key plant
stakeholders

Supervisors (own the labour & equipment resources)

Operations (own the plant)
Scheduler (builds the schedule)
Warehouse (owns the materials)

Someone must own the Schedule (senior

role)
Cyclic process (usually weekly)
Separate roles for Planning & Scheduling

EXECUTION

Do the work

Measure performance by KPIs

Do the work you say you are going to do

Do it when you say you are going to do it
Like taking your car in for a service
Schedule Attainment
PM Compliance
Orders completed by required end date

Ownership of KPIs is at the appropriate stakeholder

NOT the Planner (or Scheduler)

Schedule Attainment Supervisor
PM Compliance Maintenance Engineer
Orders by End Date Maintenance Engineer

CLOSE-OUT

Often forgotten part of process

Record completion of each step
Collect hours worked
Collect history (damage, cause,
activities)
Determine costs
Continuous learning

WORKFLOW
Putting it all together

MAINTENANCE WORKFLOW
Routine Work
Flow

Non Routine Work

Flow

Review and
Approve
Requests

Plan
Jobs

Authorize
Costs

Prioritize
Work

Schedule
Allocate
Jobs
and Do the
for the
Work
Next Period

Unplanned Jobs

Collect
Costs &
=
Job
Feedback

Accommodate
Interrupt
Schedule

Continuous
Improvement

Types of Work

PMs (Preventive Maintenance)

Corrective Work
Breakdowns
Refurbishment

Each will have a work-flow process

INITIATION
Different Work Types
SAP Notification
PM Schedule
Injected Work (E&SB)
SAP Notification
For a Corrective job
Acceptance required
before work proceeds
Approval by
Maintenance Manager,
etc.
PM Schedule
Automatically
generated
Pre-Approved
Injected Work
Emergency & Schedule
Breakers
For Breakdowns
Immediate approval

PLANNING
Planned Job
Planned Jobs will
require an Estimate
Can then go off to be
Approved
Before detail
planning job, get
approval to proceed
(avoids spending
time on job that may
not go ahead)
PM Schedule
Job already planned
Breakdowns
This process shows
no planning step for
breakdowns
Best practice is to
have some templates
available for
breakdowns

SCHEDULING
WORK LOG
Planned Jobs & PM Schedules
go into common backlog of
work
Jobs that can be deferred are
identified
SCHEDULE
Jobs are scheduled according
to business requirements
Schedule for all available hours
BREAKDOWNS
Breakdowns are not scheduled
They get injected during
Execution phase

EXECUTION
Daily & Weekly Schedule
Jobs are executed according to
priority and business requirements
Deviations from schedule managed
by Operational Personal
Breakdowns
Breakdowns are injected into daily
schedule
Pre-identified backlog jobs are
deferred
Breakdown work orders should
have a sunset clause on them
(suggest 48 hours)

HISTORY
All Jobs
Failure data added to CMMS
Hours recorded
Update library plans (or create new
ones)
Breakdowns
Reliability analysis
Is a library plan required?
Is a PM required?
PMs
PM data updated
Recommend that PMs do not get
rescheduled based on Completion
Date

MAINTENANCE EVENTS PMs

If you do a job, then there is a 80% chance that

you will do it again in the next two years
What jobs can be converted to a schedule?
Store in CMMS System
Two major improvements

Increased reliability
Increased planning efficiency

Identify Resources in advance

Automate & consolidate resource procurement
processes
Less wastage

BREAKDOWNS

If you do a job, then there is a 80% chance

that you will do it again in the next two
years
This applies to breakdowns as well
Some initiatives that can be put in place

APLs (Application Parts Lists) Lists of parts that

could be required for a job
BOMS (Bills of Material) Lists of parts that
make up a piece of equipment
Library Plans If a breakdown occurs, then you
already have a template available

CORRECTIVE WORK

ONE LIST Have your list in a CMMS

System
Should include the following:

Project Work
Major Maintenance
Re-Engineering

Consolidated list of work to be done

Can have major conflicts between Project
Work & Maintenance Work

FOUR PHASES OF
SHUTDOWN MANAGEMENT
Initiation

SHUTDOWN STEERING
GROUP

Manage upwards as well as

downwards
Managing a large Program requires
input from various stakeholders
Shutdown Steering Group to set
strategic direction
Cross-section of senior management
Must have a Charter (avoid micromanaging)

FOUR PHASES OF
SHUTDOWN MANAGEMENT
Planning & Preparation

SHUTDOWN CRITERIA

Must Justify why a job is being

done in Shutdown
CRIT

Shutdown criteria

DUR

SYN

Duration
Can only be done while equipment is
disassembled for other shutdown work
Synergies with doing work in conjunction
with other shutdown work

UTIL

Utility equipment that is only available during

shutdown period

HAZ

Work of a hazardous nature that must be

done while plant is isolated

OTH

Other (please advise)

DIS

JOB LIST REVIEW

LIKELIHOOD

Jobs to be
reviewed
for their
operational
impact if
not done
Risk Matrix

Likelihood &
Consequenc
e

Extreme
High

Almost Certain
(Over 30%)
$0

4
Likely
(10% to 30%)

$0

$0

18

27

Moderate
12

$0

$0

$0

$0

36
34

26

$105

$96
13

21

3
Possible
(3% to 10%)

35
79

$0

29

33

30
37

22

39

32
10

$271
23

$512
1

6
14

24
7

31

28

25

20

15

$443

$539

$0

$0

$0

17

38

Unlikely
(1% to 3%)

$0

$28

$97

Moderate

High

Rare

Low

(up to 1%)

$0

$0

$0

$0

Low

Minor

Moderate

Major

Critical

<$25k

$25k - $250k

$250k - $2.5m

$2.5m - $25m

>$25m

Probability of
Event Occuring in
2005/06 Financial
Year

$0

CONSEQUENCE (BUSINESS IMPACT)

Safety Impact

Environmental Impact

Operational Impact

$000's

GANTT CHART
DEVELOPMENT

A Gantt Chart is required

Develop a Critical path
Duration to be prime-to-prime
Have ONE schedule
Duration of each step to be such as to be
easily tracked

Less than reporting period (target for <12 hours)

Larger jobs to have milestones or other metric to
track progress

Create a Baseline & track progress against

the baseline

RISK ANALYSIS

Use a Risk Management Process

Kepner Tregoe PPA (Potential Problem Analysis)
PPA Criteria

Quality Critical Work

Reliability Critical Work
Safety
Critical Path
Tasks with prior problems
New &/or Unusual Tasks
Work Group Involvements
Review job again if criteria changes

FOUR PHASES OF
SHUTDOWN MANAGEMENT
Execution

MEETING STRUCTURE

Consistent meeting
times

10:00 AM Morning
Area Meeting
3:00 PM Managers
Meeting

Schedule Updates

7:00 AM Update for

Morning Meeting
3:00 PM Update for
Night Shift

EARNED VALUE

Tool for tracking

progress against
schedule
Quickly shows if
you are falling
behind schedule
Forecast costs to
complete work

SHUTDOWN
COMMUNICATIONS

Email is a problem

Reply All
Mass Distribution lists
Not everyone has email access

Noticeboards not very effective

Tool-Box talks are very effective
Meetings work well
Large mass meetings do not work well
Signs work well for operators
Flashing signs work extremely well
Jury is still out on Intranet
Your audience is not homogenous
People will generally not spread rumours that they believe
are not true

FOUR PHASES OF
SHUTDOWN MANAGEMENT
Close-out

POST SHUTDOWN REVIEW

Carry out SWOT Analysis

Consolidate issues
Feed-Back into Management Plan for future shutdowns

Some issues that came out of manufacturing

site shutdown

Need two night shift managers

Need to update schedule twice per day
Supply Department was very happy
No IT issues
Site Security not up to scratch
Steering Group worked well
Site Wide Coordination worked well (forum of
regular Meeting)
Communication needs a lot of work
Fix the phones

PREVIOUSLY WORKED
EXAMPLE
SHUTDOWN PPA
WATER SUPPLY TURNED OFF
DURING SHUTDOWN

PPA PROFORMA
Potential Problems

Likely Causes

Preventive Actions

Contingent Actions

Triggers

QUESTIONS