Professional Documents
Culture Documents
of
Equipment Integrity
S.K. Hazra
Process Safety Centre
Indian Chemical Council
Life Cycle Asset Integrity
Corrosion-fatigue is
the result of the
combined action of an
alternating or cycling
stresses and a
corrosive
environment. The
fatigue process is
thought to cause
rupture of the
protective passive
film, upon which
corrosion is
accelerated.
L
Corrosion Under Insulation
(CUI)
Hydrogen embrittlement
L
Fatigue Failure
Faituge failures are generally of serious nature
Leads generally to sudden full bore rupture
A phenomena almost un-detectable
US Petrochemical Plant Reported dislodging
of a 4” Nozzle Valve with a blind flange
caused major fire
Another PetroChemical Plant had full line
rupture of a 2”line releasing 10 Tons of
Hydrocarbon
Vibration a major cause
Awareness Program for Operators to understand
implication and report vibration in place? L
Flange Gasket
Selection and QA
L
Flare System
L
Hydrogen Embrittlement
The embrittlement of
of metal or alloy by
atomic hydrogen
involves the ingress of
hydrogen into a
component, an event
that can seriously
reduce the ductility
and load-bearing
capacity, cause
cracking and
catastrophic brittle
failures at stresses Hydrogen embrittlement occurs in a
below the yield stress number of forms but the common
of susceptible features are an applied tensile stress
materials and hydrogen dissolvedin the metal
L
Key and Critical (K/C) Materials
Degradation Variables
K/C Variables not restricted to pressure, temperature,
composition only
K/C Variables that can cause material degradation to
be
▪ Identified
▪ Documented
▪ Communicated
▪ understood
Effective Knowledge to Operating Personnel
Relevant Standards as available eg. API RP 941
(material limit for high temp. Hydrogen attack)
Establishment of Integrity Operating Windows
L
Establishing Integrity Operating
Window
Historical operating, maintenance &
inspection records
Design data; lab data; operating data
Metallurgical and corrosion data and
modules
Process chemistry and engineering
knowledge
Reactive chemistry knowledge
Establishing Integrity Operating
Window
Recommended practices (industry and
company)
Process and corrosion modeling tools
Subject matter expertise and experience
(heavy dose)
Metallurgical and corrosion data and
modules
Reasonable, practical IOW’s –
Not too conservative
Integrity Operating Windows –
Examples
Physical
Limits on pressures and temperatures
(design, operating),
Partial pressures,
Dew points,
Dry points,
Delta P, etc.
Integrity Operating Windows –
Examples
Physical
Flow rates,
Injection rates,
Inhibitor dosage,
Amperage levels motors,
Slurry content,
Hydrogen flux,
Vibration limits,
Corrosivity probes, etc.
Integrity Operating Windows –
Examples
Chemical
pH,
Water content,
Sulfur content,
NH4HS content,
NH3 content,
Integrity Operating Windows –
Examples
Chemical
TAN,
Acid strength,
Amine strength,
Inhibitor concentration,
249660
SOR - Start of Run
Straight 1a 36.70 41.02
249660
Straight 5a 37.20 39.99
Integrity Operating Windows –
Typical Numbers per Operating Unit
(before & after an intensive review)
Typically start with 5 -10 IOW’s that may
already be in place, along with other
operating quality variable limits
Typically end up with 30 – 50 IOW’s with
about 5 -10% being critical limits
(requires drastic and/or immediate
action), and the rest being standard limits
(requires attention within a specified
timeframe to get back into control)
Definitions: IOW Critical Limit
A limit at which the operator has one last
opportunity to return the process to a
safe condition and, if exceeded, could
result in one of the following in a fairly
short timeframe:
L
API RP 920 -1990, PREVENTION OF
FRACTURE OF PRESSURE VESSELS
( withdrawn but still followed) L
Managing Effects of Aging
•Recognise Parameters
Information that affect
susceptibility to failure
•Recording Last
Data Condition after
reactive
Inspection)
Managing Effects of Aging
20
18
16
14
wallthickness[mm]
12
10
59
Achieved Maintenance Cost& Plant Availability
2.0
94.0
Macrocracking
STRAIN 1 2 3
TIME
Other technologies
are useful only at or
very near Tube Failure.
This is often too late to
predict Remnant Life
or to provide useful
tube replacement
strategy
L
Software
Operates Nuclear aircraft carriers 365 days
Landing and launching of Aircraft every
few minutes
Young crew with average intelligence
Near 100% availability w/o incident
Whose Job is Asset Integrity
Management
Management
Operations Grp
Engineering/Maintenance Services
Reliability Engineering
Process Emgineering
Project Engineering
Corrosion Engeneering
Inspection
Best Practice – Implementation of
Asset Integrity Program
Corrective Action is the implementation
to eliminate a detected nonconformity.
Preventive Action, which is the action to
eliminate the cause of a detected
nonconformity or other undesirable
situation.
Elimination Action, which eliminates the
cause of a potential nonconformity or
other undesirable potential situation.
Key to Success in
Asset Integrity Management
Effectiveness which is:
Producing
Decisive
Decided
Desired Results
Procedures and Training not good enough
Allocating Time and Money not good enough
Knowledge transfer and Effective
implementation is the Key
PIEM- Structured vs Informal
Structured approach is the Key
Mere informal approach can not ensure
best asset integrity
Structured approach to be adopted
immediately if not done
Minimizes incidents (fire, explosion, toxic
release)
PEIM Shop level
Commitment and Approach
Blocking and tackling
Back to basics
Perseverance
No distraction on a/c of “Fire fighting”
No distraction due to Production Pressure or
Poor Economic Environment
Procedure
Training
Discipline
Common problem
When oil prices are high,
production requirements tend to
take precedence, and
When price is low—maintenance
and rejuvenation is seen as a
costly burden, which can be
deferred
Asset Integrity Management
Indicators
Co. Practice Status
Leadership Rate of Maintenance
Responsibility problem
Accountability Ratio of Breakdown to
Data Management Predictive Maintenance
Quality for Critical Equipments
Interpretation Rate of Plant Changes
Organization Learning not incorporated into
Communication documentation before
Employee involvement next Turnaround