Module 2

Pipeline Maintenance
Colegio de Ingeneiros del Peru
- Capitulo de Ingenieria Quimica
- May 29th - 30th 2017

Dr Alan Murray P Eng FASME

Calgary ,AB
Canada

Alan Murray 2017 1

Outline

Pipeline Operations

Where are we? Pipeline Maintenance

Pipeline Integrity management

Inspection and Assessment Methods
Pipeline repairs
Emergency Response Planning.

Alan Murray 2017 2

Module Outline
• In this module we will examine best practises
for maintaining Pipeline Equipment including
the use of Risk Based Inspection
• We will then look at Pipeline pigging

Alan Murray 2017 3

Part 1 Maintenance Philosophies
and Risk Based Inspection.

Alan Murray 2017 4

5
The Maintenance Cycle
IDENTIFY
IDENTIFY IDENTIFY
IDENTIFY
MAINTENANCE
MAINTENANCE UNPLANNED
UNPLANNED
Overall
Overall
STRATEGY
STRATEGY WORK
WORK
Unplanned
Planning
Planning Maintenance

PLAN
PLANOVERALL
OVERALL DETERMINE
DETERMINE PLAN
PLAN SCHEDULE
SCHEDULE
MAINTENANCE
MAINTENANCE MAINTENANCE
MAINTENANCE MAINTENANCE
MAINTENANCE MAINTENANCE
MAINTENANCE
RESOURCES
RESOURCES PROGRAM
PROGRAM ACTIONS
ACTIONS ACTIONS
ACTIONS

Planned
Maintenance

MODIFY
MODIFY PERFORM
PERFORM
EQUIPMENT
EQUIPMENTOROR ASSESS
ASSESSRESULTS
RESULTS MAINTENANCE
MAINTENANCE
PROCEDURES
PROCEDURES ACTIONS
ACTIONS

Proactive
Maintenance
PERFORM
PERFORM
ROOT
ROOTCAUSE
CAUSE
FAILURE
FAILUREANALYSIS
ANALYSIS

6
Maintenance Strategy Process

7
Benefits of Planning & Scheduling

• Reduced impact to production downtime

• Reduced time required to do the work
• Better utilization of personnel,
parts/materials, tools/work
equipment/vehicles and other resources
• Reduces maintenance costs (10-30%)
• Permits measurement of maintenance
performance
• Improves personnel safety
8
Planning & Scheduling Process

MANAGE BACKLOG

INITIATE
WORK:
1. PREVENTIVE
ACQUIRE
MAINTENANCE PLAN SCHEDULE AND PERFORM FINALIZE
2. CORRECTIVE WORK WORK MOBILIZE WORK WORK
MAINTENANCE RESOURCES
3. PROJECT OR
OTHER WORK

9
Which Risk Based Maintenance
Philosophy?

10
Maintenance Philosophies
To manage and control Operating and
Maintenance expenses, Pipeline companies
use several approaches e.g;
Run to fail.
Planned maintenance.
Reliability centred maintenance.
Maintenance Philosophies
Run to fail
• Advantages :
Used for non critical items
Wide availability of spare parts
Planned maintenance
• Advantages
Work can be packaged
Makes efficient use of materials and labour
Maintenance Philosophies
Reliability centred maintenance
• Advantages
Attempts to optimise the use of materials
and labour
Depends heavily on Condition or Health
Monitoring of equipment
Work can be categorised in “Task packages”
Key RCM Concepts
• A methodology designed to preserve system
functions
• The importance of the operating context
• Solid understanding of functional failures,
failure modes and failure causes
• Consequences determine the priority of the
maintenance effort

14
Maintenance Philosophies
Reliability centred maintenance
There are a number of data sources for reliability data
on commonly used equipment
• OREDA - Offshore equipment Reliability handbook
produced by Det norske Veritas
• The Electricity Research Association
• Original Equipment manufacturers produce Bath
tub curves.
Types of Condition Monitoring
• Vibration monitoring (spectrum and overall) :
– hand-held monitoring (Bentley Snapshot)
– permanently installed
• Oil analysis:
– regular sampling (Bentley Lube)
– online monitoring

16
Maintenance Philosophies
Reliability centred maintenance
Extensive amounts of data need to be
collected, analysed and kept in order to
develop statistical basis for RCM and develop
trend lines
e.g Bearing temperatures
Vibration signatures
Oil analysis
Provision of Service
In house (operating company does all its own
maintenance)
Outsourced to either original equipment
manufacturer e.g Rolls Royce / GE for rotating
equipment, Nuovo Pignone, Grove , TK for
valves or, is provided by specialist companies
e.g; Wood Group
Planned Maintenance
• Link to Inventory Levels
Best practises in the Oil and gas industry
• Warehouse Inventory should not exceed
2.5% of total value of plant assets
• Choice of Ownership of the Inventory
provides an opportunity for savings.
Planned Maintenance
• Ownership of the Inventory provides an
opportunity for savings
“Just in time” versus “Just in case”
Consignment inventory
Shared Spares agreements between operators
Planned Maintenance
• Task packaging is an industry best practise
• At mid life or Plant turn rounds
• Individual pieces of work are broken down in
detail and scopes defined and material and
equipment assigned for each task.
Planned Maintenance
Downtime
• from the data base it is possible to determine :
• Running Reliability of equipment i.e. Mean time
between failures (MTBF)

MTBF = running time

number of failures in period
• mean time to repair
• Starting reliability of standby equipment =
Successful starts
total attempts to start
Planned Maintenance
Downtime
• This enables the pipeline network to be modelled
over a one year period using a “Monte Carlo “
approach
• Outages are selected at random and the impact on
the system availability / deliverability calculated.
PLANNED MAINTENANCE
System Design and Optimisation
• The results of these modelling efforts enables
rational decisions to be made on whether to acquire
additional standby equipment i.e. increase system
redundancy or whether the risk can be managed
more cost effectively by other means
Maintenance Resources
• People and organization
• Supply chain management
• Information systems
• Budgeting and finances
• Information systems
• Condition monitoring

25
Maintenance Information Systems

• Maintenance systems
– Computerized Maintenance Management System
(CMMS or EAM)
– Condition monitoring
– RCM/Reliability analysis
• Related systems
– Materials Management System
– Human resources
– Cost/financial system

26
Life Cycle Management
• Life cycle management: optimizing decisions
about physical assets that consider all aspects
of the life cycle
• Life cycle factors:
– cost
– reliability
– functionality/capability
– safety
– maintainability

27
28
29
30
31
Life Cycle Costs (LCC) Are Fixed During Design
• Often sustaining costs (including hidden costs)
are 2-20 times acquisition costs (obvious costs)
• About 65% of total LCC are fixed by the time
equipment is specified (but only a few percent
of funds have been expended)
• Minimizing LCC pushes up Net Present Value (NPV)
• Finding the minimum LCC required details
for both acquisition costs and sustaining costs

32
Reliability is a Business Issue
• Equipment failures cost money to handle
repairs/claims
• System failures halt cash inflows plus incur
repair costs
• A Pipeline Company needs equipment and
processes that are:-
available - ready for duty when needed
reliable - free from system failures and high cost
affordable - from a life cycle cost view point
It also needs a Reliability Policy
A Reliability Policy
Connects specifications and operating and
maintenance issues together . Its purpose is :
Make sure the company is doing the right thing
Make sure things are done right
Make sure the policy is understandable to everyone
Technology, safety, and reliability are all important
factors as is MONEY which , when combined with the
others, addresses life cycle costs.
• Use procedures to convert policy details into time
and money so that the entire organization can make
business decisions
Procedures From Policies

Set out (list) the top level details in the procedure

• Address
– Cost of ruptures / spills
– Violation costs for errors / events
– Cost of accidents
– Risk levels allowed and recommended
– Applicable industry specifications

• Make top level details clear and specific

Reliability v Maintenance Engineering
The difference lies in where the emphasis is placed.
• Reliability engineering uses special tools to avoid
failures—this requires employees learning new
engineering tools and methods
• Maintenance engineering strives to get equipment
back in to working order as soon as possible
Start With a Simple Calculation
• MTBF = (Σ life)/(Σ failures)
MTBF - Mean Time Between Failure
• What are the mean times between failure for:
Pumps? Heat exchangers? Valves? Etc.
• A key long term issue: mean time between
maintenance actions--a durability issue
Life Cycle Cost summary
• Life cycle costs involve all “cradle to grave” costs
• Including the estimated cost of failures into LCC
decisions permits engineering quantities of
manpower, spare parts, and alternatives to be
considered on a rational basis rather than by use of
rules of thumb or emotion
• LCC provides monetary figures for trade-off
studies and uses Net Present Value assessment to
make sound, unemotional decisions.
•Summary
Reliability policies set the organization on a common course for
a failure free environment
• Reliability engineering tools predict failures and risks for
certain actions
• Reliability engineering shows engineering details in terms of
time and money to help make the correct trade offs

• Use data to predict problems and fix them

Think time, money, and alternativeS
• Quantify unreliability and unreliability costs
• Plan for organized improvements
• Learn new tools for solving old problems
• Prevent system failures
Factors Influencing Maintenance
• Type of physical asset
• Replacement value of physical assets
• Geographical distribution of facilities
• Work force skills
• Types and location of support resources
needed
• Corporate policy, management approach and
culture

41
Trends in Maintenance
• New condition monitoring techniques
• Better computerized tools (CMMS/EAM,
condition monitoring)
• Use of Multi-skilled cross-functional teams
• Maintenance philosophies
• Outsourced to Specialist Contractors or the
OEMs

42
Measuring Costs
• Maintenance cost: $/ERV
– maintenance cost – all direct maintenance costs
– estimated replacement value (ERV) – escalate
original cost to today
– world class is 1-2.5%
• Opportunity cost:
– cost of downtime or outage
• Equipment cost

43
 Measurement of OEE
Overall equipment effectiveness (OEE)

OEE = availability x performance rate x quality rate

Optimum target:
OEE = 95% x 99% x 95%
= 89%

44
45
Categories of Performance
Measures

RELIABILITY
Business results
performance measures

MAINTENANCE MANAGEMENT CUSTOMER

RESOURCES Maintenance effectiveness

performance measures

46
Introduction to
Risk Based Inspection
 Risk Concepts

Risk = Likelihood of event x Consequences Risk receptor

- employee
- public
- facility
- customer
- shareholder
- employee injury, illness,
Risk source fatality
- public injury, illness, fatality
- environmental damage
- property damage
- facility - customer impact
- hazardous materials
- machinery
“Something is safe if its risks are judged to be acceptable”

48
 How Risk is Managed
CORPORATE VALUES

INITIATION
INITIATIONAND
AND
STAKEHOLDER
STAKEHOLDER
IDENTIFICATION
IDENTIFICATION Values
Stakeholder
participation

SYSTEM
SYSTEM
DEFINITION
DEFINITIONAND
AND
SCOPE
SCOPE

RISK
RISKCONTROL
CONTROL
----------------------------------------
----------------------------------------
RISK Standard
Standarddesignsdesigns
RISKANALYSIS
ANALYSIS Maintenance
(quantitative
(quantitativeor orqualitative)
qualitative) Maintenanceprograms programs
-------------------------------------- Modifications
Modifications
-------------------------------------- Safety
1.1.Hazard
Hazardidentification
identification Safetyprocedures
procedures
Environmental
Environmentalprocedures
2a.
2a.Consequence
2b.
Consequenceanalysis
2b.Frequency
3.
Frequencyanalysis
Risk estimation
analysis
analysis
Incident
Emergency
procedures
management
Incident management
response
Emergency response
Overall planning
3. Risk estimation Training
Training
Change
Changemanagement
management

CANNOT RISK NOT

DECIDE ACCEPTABLE
RISK
RISKEVALUATION
EVALUATION

RISK IS
ACCEPTABLE

Application of tools and methods

RISK
RISKMONITORING
MONITORINGAND
AND
AUDIT
AUDIT PROGRAMS
PROGRAMS
49
Decision Scenarios
 Risk reduction: Risk is initially not Original

Frequency
acceptable and options need to be risk

considered to reduce risk Option 2

 Cost reduction/opportunity: Risk is Option 3

already acceptable but options are Option 1
explored to see if costs can be Consequence

reduced or revenue increased

Frequency
Option 2
Option 3
without increasing risk to
unacceptable levels Option 1
Original
 Sustainability: Risk is acceptable risk
Consequence
but will increase to unacceptable

Frequency
levels if a capital asset or system Do
nothing
is not renewed or replaced (e.g.
maintenance, software or Original
risk
hardware replacement) Consequence
50
Definitions

• Risk allows people to view potential

hazards that simultaneously accounts for
both the likelihood and consequences of an
event.
• Risk Based Inspection (RBI) is a systematic
tool that helps users make informed
business decisions regarding inspection and
maintenance spending.
RBI Capabilities

• RBI has the capability to do the following:

– Evaluate current inspection plans to determine
priorities for inspections
– Evaluate future plans for decision making
– Evaluate changes to basic operations as they affect
equipment integrity
– Identify critical contributors to risk that may
otherwise be overlooked
– Establish economic optimum levels of inspection as
weighed against risk reduction
– Incorporate “Acceptable Risk” levels
Measuring Risk

• Risk is a combination of likelihood and

consequence.
• One way to illustrate risk is to display the
likelihood and consequence factors on an
X-Y plot.
Likelihood and Consequence X-Y Plot
Iso Risk Lines

10-1
Likelihood

10-3
Risk = 10
10-5
Risk = 1
10-7

10 102 103 104 105

Consequence
Semi-Quantitative Risk Matrix

5 Medium-High Risk High

High Risk
Risk

4 Med. High Risk

LIKELIHOOD
CATEGORY

2 Medium Risk
Medium Risk
1 Low Risk

A B C D E
CONSEQUENCE CATEGORY
API 581 Levels of Analysis
• The API Risk Based Inspection (RBI) procedure has
three levels of analysis:
– Level I - screening tool that quickly highlights the high-risk
equipment that users may wish to assess in greater
detail.
– Level II - a step closer to being a quantitative analysis
than Level I, and it is a scaled down approach of Level III.
Provides most of the benefit of Level III analysis, but it
requires less input than Level III.
– Level III - quantitative approach to RBI providing the most
detailed analysis of the three levels.
 RBI Analysis Comparison
I II III
Level
Qualitative Quantitative Quantitative
Definition
Process Inputs Ranges Actual Number Actual Number
Damage High, Medium, Damage Factor Damage Factor
Mechanisms Low Susceptibility 1 – 5,000 Range 1 – 5,000 Range
Consequence Consequence
5 x 5 Matrix Area, Damage Area, Failure
Safety Risk
Location Factor, 5 x 5 Frequency,
Matrix Quantified Risk
Safety,
Business
Financial Risk N/A Production,
Interruption Only
Environmental
Why do we Need RBI?
• Most inspection codes/standards based on
Likelihood (Probability) of Failure ( LOF), not the
Consequences of Failure (COF)
• Reduce risk of high consequence failures
• Improve the cost effectiveness of inspection
and maintenance resources
• Provide a basis for shifting resources from lower
to higher risk equipment
• Measure and understand the risks associated
with current inspection programs
• Measure risk reduction as a result of inspection
practices
Benefits of an RBI Program
• The basic benefits of an RBI program are as follows:
– It provides the capability to define and measure risk,
creating a powerful tool for managing many of the
important elements of a process plant.
– It allows management to review safety in an integrated,
cost-effective manner.
– It systematically reduces the likelihood of failures by
making better use of the inspection resources.
AND
– It improves the reliability of plant equipment.
Part 2 Pigging

Alan Murray 2017 61

The Art & Science of Pipeline Pigging

• Reasons for Pigging

• Maintenance Pigging
•Intelligent pigging
• Pigging Facilities Design
 History of Pigging

• The first oil pipeline pigging probably occurred in the 1870’s,

shortly after the construction of the pipelines in Pennsylvania,
due to the build-up of deposits causing increased pressure and
decreased flow.

• The first pigs were thought to be bundles of rags or leather tied

in a ball, giving rise to the “sphere” design. It is also thought that
barbed wire was wrapped around bundles of straw giving rise to
the name “pig” from the squealing noise.

• Around 1960 bullet shaped pigs called “polly pigs” were

developed using polyurethane foam.

• Development continues of literally hundreds of types of pigs for

drying, cleaning, scraping and inspection.
 Industry definition(s):

“Any device inserted into a pipeline which is typically

driven by product flow” [PPSA]

“A device with optional elastomer cups inserted into a

pipeline to perform any one of a number of functions:
cleaning, displacement, batching, or internal inspection.
It gets its name from the squealing noises the pipeline
pigs made when first used. [TDW]

"A device that moves through the inside of a pipeline for

the purpose of cleaning, dimensioning, or inspecting"
[Girard]
 Reasons for Pigging
In general, all sub-types of pigging operations can be
directly related to either:

• Preserving the pipeline and facility assets.

• Maximizing pipeline operations and reducing costs.

During the various phases of pipeline life cycle, the

general categories of pipeline pigging are:

• Construction
• Operations & Maintenance
• Inspection
• Repair & Rehabilitation
• Decommissioning
 Reasons for Pigging
Construction & Post Construction
• Removal of construction debris: sand, stones, tools, and
occasionally small animals. Wire brush cleaning of mill scale,
weld slag, etc.
• Gauging of internal diameter for protrusions, ovality, dents,
buckles. (Aluminum gauging plate @ 95% ID)
• Caliper pigging to determine the location of anomalies
detected by gauging runs.
•Batch application of corrosion inhibitors and/or biocides and
periodic pipeline cleaning for continuous inhibition.
•Product separation during batch operations.
• Isolation / plugging for modification or repairs.
•Final commissioning and filling with product.
 Reasons for Pigging

Repair / Rehabilitation
• Purging and pre-cleaning the pipeline for cut
outs.
• Possible application of in situ coatings.
Decommissioning
• Purging product from the pipeline.
• Cleaning, drying operations.
• Mothballing with inhibited fluid or inert gas.
 Post Construction
Gauging Pigs are used after constructing the pipeline or
prior to running an ILI to determine if there are any
obstructions, dents, buckles or ovality in the pipeline. The
gauging plate should be mounted behind the front cup or
disc.

Magnetic Cleaning
Gauging Pig Pig
Photo courtesy of Pigtek Ltd.
 Operations & Maintenance
“Pitting” Pigs

[Caution for use in H2S service]

Pipe Prior to Cleaning
Photo courtesy of TD Williamson
 Maintenance Pigging

The Intent …

Photo courtesy of Baker Hughes

 Maintenance Pigging

≥ 500 Types of Pigs

Photo courtesy of Apache Pipeline Products

 Maintenance Pigging

Foam / Polly Pigs: (light: 2lb/ft3, medium:5-8 lb/ft3, heavy: 9-10 lb/ft3)

Photo courtesy of Girard Industries

 Maintenance Pigging

Steel Mandrel Pigs

Photo courtesy of Girard Industries

 Maintenance Pigging

Multi-Diameter (Centerline) Pigs

Photo courtesy of TD Williamson Photo courtesy of PigTek

 Maintenance Pigging

V-Jet Inhibitor Application Pig

Photo courtesy of TD Williamson

 Maintenance Pigging

Gel Pigs
• Product separation
• Debris pickup
• Condensate removal
• Dewatering / drying
• Chemical treatments

Photos courtesy of PPSA

 Pig Selection & Application

Cleaning Applications

Sand / Sludge Scale Water Paraffin Bacteria

Swabs Fair Poor Fair Poor Poor

Pollys Good Fair Good Poor Good

Spheres Poor Poor Fair Poor Poor

Cast Urethane Good Fair Good Poor Fair

Mandrel Urethane Excellent Fair Excellent Fair Fair

Bi-Directional Excellent Good Excellent Fair Good

Brush Pigs Poor Good Poor Poor Excellent

Plow Blades Poor Poor Poor Excellent Fair

Gel Trains Good Poor Good Poor Fair

 What Are In-Line Inspection Tools?
• ILI tools are sophisticated non-destructive examination devices that
– Carry sensors to measure something (data)
– Record the data for post processing
– Are driven by the product flow in the pipeline
– Rely on battery power, odometer wheels, data processing & data
storage.
• ILI tools are often called intelligent pigs, smart pigs or just pigs
• We will look at these types of tools in more detail in the next Module.

78 Alan Murray 2016

 Launchers & Receivers

Typical Launcher

Drawing courtesy of JND Wefco

 Launchers & Receivers

“Typical” Launcher

Drawing courtesy of Girard Industries

 Launchers & Receivers

Typical Receiver

Photo courtesy of JND Wefco

 Launchers & Receivers

Barred Tees

Tees and off takes should

be fitted with pigging bars
within the piping to
prevent the pig from being
diverted into that section.
The bars are raised or
flush mounted, depending
on the location.

Photo courtesy of Core Products Intl.

 Pig Trap Closures

Closures should be designed for easy and quick operation, but above all SAFE
operations. Current codes require pressure safety devices to prevent opening
of the door while the pig trap is pressurized and prevent pressurizing the pig
trap if the door is not closed in its correct position and fully sealed.

All pig traps should have a pressure gauge to indicate whether there is
pressure within the trap, but the pressure safety device should be the final
verification. [CSA Z662-03 4.3.4.2.1]

Example: 2 psi residual pressure on a 24” pig trap would result in:
Closure Area = R2 = 3.14 x (12”)2 = 452 sq in.
Force on closure @ 2 psi is almost 1000 lb.
 Pig Trap Closures

Pressure Safety Devices

Photo courtesy of Core Products Intl.

 Pig Trap Closures

Fatality: October 2000 – Wyoming

20 psi behind stuck pig in the receiver

0 psi when PSD Gauge Read

removed 2” Valve Open 0 psi 1” Valve Open

Clogged ?

20 psi
Debris

Drain
Open
 Pig Trap Closures

Threaded Closures

Photo courtesy of TD Williamson Photo courtesy of GD Engineering

Supply Chain Management
• SCM includes:
– forecasting demand
– sourcing and purchasing
– planning production and inventory
– transportation and distribution
– warehouse management
– customer and supplier relationships
• The right parts, at the right place, at the right
time, for the right price

87
STRATEGY/TACTICAL EVALUATION
LEVEL MAINTENANCE STRATEGY
World class (4) A formal written Maintenance
Strategy is in place, is
reviewed quarterly and is
updated yearly. It is an
accepted part of the corporate
planning process and serves
as the blueprint for
maintenance success.
Above average A formal written Maintenance
(3) Strategy has been developed
in the past and most
maintenance issues are
covered in corporate plans.
Average (2) No formal written Maintenance
Strategy exists but
maintenance issues are
sometimes covered in
corporate plans.
Poor (1) Maintenance is not considered Risk is rarely considered
to be strategic and
maintenance issues are dealt occurs.
with at the department level.
YOUR SCORE:
MAINTENANCE STRATEGY
Current
Desired
RISK ASSESSMENT AND
MANAGEMENT
An integrated risk
management process is in
place and decisions are made
with consideration of all
aspects of risk. Risk-based
techniques are used where
appropriate.
A risk-based approach is
sometimes used to assist with
decision-making and risk
techniques are used where
necessary.
Risk may be considered
independently by functional
groups with some use of risk-
based techniques.
except when a major incident
RISK ASSESSMENT AND
MANAGEMENT
DEPENDABILITY AND LIFE
CYCLE MANAGEMENT
Dependability of all physical
assets are is managed and
supported in all phases of their
life cycle with the appropriate
tools and methods.
Dependability techniques are
often but not always
consistently applied within the
various phases of life cycle.
Some dependability techniques
are used, although somewhat
inconsistently, but without
much consideration of life
cycle issues.
Dependability is rarely
considered and life cycle
phases are managed
independently.
DEPENDABILITY AND LIFE
CYCLE MANAGEMENT
QUALITY
A formal Quality Management
System exists and is used by
the maintenance function to
ensure consistency of work
practices and documentation.
Quality principles are generally
understood and applied but
without a formal Quality
Management System. Most
work practices and
documentation is consistent.
Quality principles are
sometimes utilized by
maintenance departments to
ensure consistency of work
practices and documentation.
Quality is considered by
maintenance to be an
unnecessary luxury.
QUALITY
PERFORMANCE
MEASUREMENT
Maintenance performance is
measured regularly with
various levels of process and
business indicators. They are
used within the Maintenance
Strategy by management to
improve maintenance
effectiveness and make
decisions.
Maintenance performance is
measured at the department or
local level to improve
maintenance effectiveness and
make decisions.
Maintenance performance is
measured inconsistently and
mostly to assist with decisions
whenever issues arise.
Maintenance performance is
rarely measured.
PERFORMANCE
MEASUREMENT
88
BUSINESS PROCESS EVALUATION
LEVEL MANAGE
World class (4) Business processes to manage
maintenance are documented and
followed. A Maintenance Strategy is
in place and RCM is used to
determine the optimum maintenance
program. Overall resource
requirements are planned centrally.
PERFORM
Business processes to plan,
schedule and perform maintenance
are documented and followed. Most
maintenance is planned and the
standard of maintenance work is
high. There is extensive use of
condition monitoring techniques to
trigger maintenance.
ASSESS IMPROVE
Business processes to assess Business processes to improve
maintenance results are documented maintenance are documented and
and followed. Maintenance results followed. Improvements to
are reviewed regularly and root cause maintenance, equipment or its
analysis techniques are used after operation are formally assigned,
major failures to prevent tracked, implemented and measured
reoccurrence. for success.

Above average Business processes are generally
(3) understood and followed.
Maintenance strategy is considered
and RCM is used for the most critical
assets.
Average (2) Some business processes are in
place but are followed inconsistently.
There is no maintenance strategy
and inconsistent attempts are made
to evaluate maintenance program
requirements.
Poor (1) Maintenance is not considered to be
strategic and maintenance programs
are left to the individual department
level.
Business processes are generally
understood and followed. A large
amount of maintenance is planned
and maintenance work is usually
successful. Some condition
monitoring is used.
Some business processes are in
place but are followed inconsistently.
A large amount of maintenance is
reactive or unnecessary and
maintenance work often causes
further problems or has to be
repeated.
No business processes exist or are
consistently followed. Almost all
maintenance is reactive and there is
no planned maintenance program.
Business processes are generally
understood and followed. Some
maintenance results are analyzed
and root cause analysis is usually
performed.
Some business processes are in
place but are followed inconsistently.
Maintenance assessment is only
inconsistently performed. Root cause
analysis is only sometimes
performed.
No business processes exist or are
followed. Maintenance review is
triggered only by a major incident if
demanded by management.
Business processes are generally
understood and followed. Most
required improvements are
successfully implemented.
Some business processes are in
place but are followed inconsistently.
Improvement efforts are difficult to
carry out and are not always
successful.
No business processes exist or are
followed. Improvements are rarely
made.

YOUR SCORE:
MANAGE PERFORM ASSESS IMPROVE

Current

Desired
89