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 1947 Texas City Explosion
Business 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
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
Measure performance by KPIs
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 WORK-
FLOW Routine Work
Flow

Schedule Collect
Review and Plan Allocate
Non Routine Work Authorize Prioritize Jobs Costs &
Approve Jobs and Do the =
Flow Costs Work for the Job
Requests Work
Next Period Feedback

Accommodate
Interrupt
Unplanned Jobs 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 micro-
managing)
FOUR PHASES OF
SHUTDOWN MANAGEMENT

Planning & Preparation

SHUTDOWN CRITERIA
Must Justify why a job is being
done in Shutdown
CRIT Shutdown criteria

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

Utility equipment that is only available during

UTIL shutdown period

Work of a hazardous nature that must be

HAZ done while plant is isolated

OTH Other (please advise)

 JOB LIST REVIEW
LIKELIHOOD
5 Extreme

Jobs to be
Almost Certain High
(Over 30%)

$0 $0 $0 $0 $0

reviewed 4 Moderate
12 26
9 18 27

34
36

for their
Likely

(10% to 30%) $105 $96 $512 $0 $0

operational 13 4 1 3 24 31 28 25
21 2 22
3 33 29 30 32
5 6 7
20
10 14
Possible 15

impact if
35 37 39
(3% to 10%) 79

$0 $271 $443 $539 $0

not done
23 38 17

2
Unlikely

Risk Matrix (1% to 3%) $0 $28 $97 $0 $0

1

Moderate High
Rare Low

Likelihood & (up to 1%)

Probability of
$0
1
$0
2
$0
3
$0
4
$0
5

Consequenc
Event Occuring in Low Minor Moderate Major Critical
2005/06 Financial <$25k $25k - $250k $250k - $2.5m $2.5m - $25m >$25m
Year
CONSEQUENCE (BUSINESS IMPACT)

e 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 Schedule Updates
times 7:00 AM Update for
10:00 AM Morning Morning Meeting
Area Meeting 3:00 PM Update for
Night Shift
3:00 PM Managers
Meeting
 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 P S Likely Causes Preventive Actions Contingent Actions Triggers
QUESTIONS