Professional Documents
Culture Documents
Module 2 Pipeline Maintenance
Module 2 Pipeline Maintenance
Pipeline Maintenance
Colegio de Ingeneiros del Peru
- Capitulo de Ingenieria Quimica
- May 29th - 30th 2017
Pipeline Operations
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
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)
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
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)
Optimum target:
OEE = 95% x 99% x 95%
= 89%
44
45
Categories of Performance
Measures
RELIABILITY
Business results
performance measures
46
Introduction to
Risk Based Inspection
Risk Concepts
- 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
RISK IS
ACCEPTABLE
Frequency
acceptable and options need to be risk
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
10-1
Likelihood
10-3
Risk = 10
10-5
Risk = 1
10-7
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
• 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
The Intent …
Foam / Polly Pigs: (light: 2lb/ft3, medium:5-8 lb/ft3, heavy: 9-10 lb/ft3)
Gel Pigs
• Product separation
• Debris pickup
• Condensate removal
• Dewatering / drying
• Chemical treatments
Cleaning Applications
Typical Launcher
“Typical” Launcher
Typical Receiver
Barred Tees
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
Clogged ?
20 psi
Debris
Drain
Open
Pig Trap Closures
Threaded Closures
87
STRATEGY/TACTICAL EVALUATION
LEVEL MAINTENANCE STRATEGY RISK ASSESSMENT AND DEPENDABILITY AND LIFE QUALITY PERFORMANCE
MANAGEMENT CYCLE MANAGEMENT MEASUREMENT
World class (4) A formal written Maintenance An integrated risk Dependability of all physical A formal Quality Management Maintenance performance is
Strategy is in place, is management process is in assets are is managed and System exists and is used by measured regularly with
reviewed quarterly and is place and decisions are made supported in all phases of their the maintenance function to various levels of process and
updated yearly. It is an with consideration of all life cycle with the appropriate ensure consistency of work business indicators. They are
accepted part of the corporate aspects of risk. Risk-based tools and methods. practices and documentation. used within the Maintenance
planning process and serves techniques are used where Strategy by management to
as the blueprint for appropriate. improve maintenance
maintenance success. effectiveness and make
decisions.
Above average A formal written Maintenance A risk-based approach is Dependability techniques are Quality principles are generally Maintenance performance is
(3) Strategy has been developed sometimes used to assist with often but not always understood and applied but measured at the department or
in the past and most decision-making and risk consistently applied within the without a formal Quality local level to improve
maintenance issues are techniques are used where various phases of life cycle. Management System. Most maintenance effectiveness and
covered in corporate plans. necessary. work practices and make decisions.
documentation is consistent.
Average (2) No formal written Maintenance Risk may be considered Some dependability techniques Quality principles are Maintenance performance is
Strategy exists but independently by functional are used, although somewhat sometimes utilized by measured inconsistently and
maintenance issues are groups with some use of risk- inconsistently, but without maintenance departments to mostly to assist with decisions
sometimes covered in based techniques. much consideration of life ensure consistency of work whenever issues arise.
corporate plans. cycle issues. practices and documentation.
Poor (1) Maintenance is not considered Risk is rarely considered Dependability is rarely Quality is considered by Maintenance performance is
to be strategic and except when a major incident considered and life cycle maintenance to be an rarely measured.
maintenance issues are dealt occurs. phases are managed unnecessary luxury.
with at the department level. independently.
YOUR SCORE:
MAINTENANCE STRATEGY RISK ASSESSMENT AND DEPENDABILITY AND LIFE QUALITY PERFORMANCE
MANAGEMENT CYCLE MANAGEMENT MEASUREMENT
Current
Desired
88
BUSINESS PROCESS EVALUATION
LEVEL MANAGE PERFORM ASSESS IMPROVE
World class (4) Business processes to manage Business processes to plan, Business processes to assess Business processes to improve
maintenance are documented and schedule and perform maintenance maintenance results are documented maintenance are documented and
followed. A Maintenance Strategy is are documented and followed. Most and followed. Maintenance results followed. Improvements to
in place and RCM is used to maintenance is planned and the are reviewed regularly and root cause maintenance, equipment or its
determine the optimum maintenance standard of maintenance work is analysis techniques are used after operation are formally assigned,
program. Overall resource high. There is extensive use of major failures to prevent tracked, implemented and measured
requirements are planned centrally. condition monitoring techniques to reoccurrence. for success.
trigger maintenance.
Above average Business processes are generally Business processes are generally Business processes are generally Business processes are generally
(3) understood and followed. understood and followed. A large understood and followed. Some understood and followed. Most
Maintenance strategy is considered amount of maintenance is planned maintenance results are analyzed required improvements are
and RCM is used for the most critical and maintenance work is usually and root cause analysis is usually successfully implemented.
assets. successful. Some condition performed.
monitoring is used.
Average (2) Some business processes are in Some business processes are in Some business processes are in Some business processes are in
place but are followed inconsistently. place but are followed inconsistently. place but are followed inconsistently. place but are followed inconsistently.
There is no maintenance strategy A large amount of maintenance is Maintenance assessment is only Improvement efforts are difficult to
and inconsistent attempts are made reactive or unnecessary and inconsistently performed. Root cause carry out and are not always
to evaluate maintenance program maintenance work often causes analysis is only sometimes successful.
requirements. further problems or has to be performed.
repeated.
Poor (1) Maintenance is not considered to be No business processes exist or are No business processes exist or are No business processes exist or are
strategic and maintenance programs consistently followed. Almost all followed. Maintenance review is followed. Improvements are rarely
are left to the individual department maintenance is reactive and there is triggered only by a major incident if made.
level. no planned maintenance program. demanded by management.
YOUR SCORE:
MANAGE PERFORM ASSESS IMPROVE
Current
Desired
89