“Safety is a Measure of Success” Presented by: Abdul Waheed – Reliability Engineer Qurayyah Sea Water Maintenance Division May 3, 2009 Presented by: Abdul Waheed – Reliability Engineer Qurayyah Sea Water Maintenance Division May 3, 2009 Qurayyah Sea Water Maintenance Div May 3, 2009

Safety is a Measure of Success The Ultimate Goal – Reliability Excellence Reliability is the probability that a piece of equipment will perform its intended function over its intended period. It directly correlates with ‘Quality of Maintenance’

Safety is a Measure of Success Challenges Way Forward Outline Our Strategy to Build Reliability Current Initiatives Elimination of ‘Bad Actors’ (Frequently Failing Equipment) Deployment of Enhanced Business Processes Developed Forms for the use of Reliability Engineers Elimination of ‘Bad Actors’ (Frequently Failing Equipment) Deployment of Enhanced Business Processes Developed Forms for the use of Reliability Engineers Rapid Improvement Teams

Our Strategy to Build Reliability Expand Improvement Opportunities Achieve and Sustain Best-In-Class Performance STABALIZEIMPROVESUSTAIN Eliminate ‘Bad Actors’ Capture Knowledge Enhance Business Processes Improve SAP Data Quality Optimize Support Services Deploy Predictive Maint Tools Max Systems & Resources Utilization Optimize Contract Services Optimize Preventive Maint Continuous Awareness & Team Building Monitor Results Journey Towards Maintenance & Reliability Excellence

Safety is a Measure of Success Challenges Way Forward Outline Our Strategy to Build Reliability Current Initiatives Elimination of ‘Bad Actors’ (Frequently Failing Equipment) Deployment of Enhanced Business Processes Developed Forms for the use of Reliability Engineers Elimination of ‘Bad Actors’ (Frequently Failing Equipment) Deployment of Enhanced Business Processes Developed Forms for the use of Reliability Engineers Rapid Improvement Teams

Safety is a Measure of Success Shipping Pumps G-7101 – G-7801 SO 2 Gas Fan Column Bottom Pumps Current Initiatives Elimination of ‘Bad Actors’ (Frequently Failing Equipment)

Safety is a Measure of Success Shipping Pumps Trips 2008 – st QRT Data Source: SWED Trip Report & Operations Logbook (Period: Jan 2008 – March 2009) 1.5 Months Current MTBF : 60 Months Desired MTBF: Mean Time Between Failure: (MTBF)

Safety is a Measure of Success Shipping Pumps – Action Plan

Safety is a Measure of Success Bad Actor- SO 2 Gas Fan Recommendations : Short-term- Change Preventive Maintenance interval from 12 to 3 Months. Long-term- Implement engineering design package (under development) to eliminate the process upset Status: ETC: TBD

Safety is a Measure of Success Bad Actor- Column Bottom Pumps Root Cause: Premature Failure of Pump Wear Rings and Anti- Rotation pin due to inappropriate “Material” (Nitronic -60) causing “High Vibration” Long Term Plan: Inspect other nine (9) pumps module 20 – 28 and replace wear rings Inform MS to contact the vendor for correct material wear rings and stocking action Short Term Plan: Sent old wear rings to CSD Metallurgy Specialist for Analysis. – Waiting for recommendations Overhaul five (5) pumps module 15 – 19 and replace the wear rings and anti rotation pins, fabricated from correct material

Safety is a Measure of Success Reporting PM finding – Early detection of problems Current Initiatives Deployment of Enhanced Business Processes Maintenance Planner & Foreman PM Supervisor PM Crew Reports Deficiencies Develops Monthly Report Plan & Schedule No Tracking & Feedback Operations Foreman Creates Notification Old Process Maintenance Planner & Foreman PM SupervisorPM Crew Reports Deficiencies Create SAP Notification Plan & Schedule Reviewed by PM QA /QC Operations Foreman Approves SAP Notification New Process

Safety is a Measure of Success Equipment Trips Reporting and Tracking Current Initiatives Deployment of Enhanced Business Processes Current Process No E- Process, Trip Sheets are manually filled and Tracked. Plant EngineerPlant ForemanOperations Staff SAP M2 Notification Comments Root Cause Evaluation Reliability Engineer’s Evaluation and Tracking Maintenance Findings New E-Process

Safety is a Measure of Success Maintenance Rework Tracking Current Initiatives Deployment of Enhanced Business Processes Reliability Engineer Plant ForemanOperations Staff Rework Notification Comments Issues Finding & Recommendations Report Reliability Engineer Evaluates and Tracks through KPI Maintenance Findings New E-Process Current Process No Business Process Exists. No Tracking or Reporting Mechanism available Definition Any maintenance work repeated due to same “failure mode” within three (3) months from last completion

Safety is a Measure of Success Current Initiatives Developed Forms for the use of Reliability Engineers Preventive Maintenance Deviation To track the PM delays due to Operational requirement Maintenance Rework To record the findings and corrective action taken for any maintenance rework Bad Actor – Root Cause Analysis and Recommendations To track frequently failing equipment – coordination for Root Cause Analysis and recommendations tracking

Safety is a Measure of Success Challenges Way Forward Outline Our Strategy to Build Reliability Current Initiatives Elimination of ‘Bad Actors’ (Frequently Failing Equipment) Deployment of Enhanced Business Processes Developed Forms for the use of Reliability Engineers Elimination of ‘Bad Actors’ (Frequently Failing Equipment) Deployment of Enhanced Business Processes Developed Forms for the use of Reliability Engineers Rapid Improvement Teams

Safety is a Measure of Success Firefighting – Reactive Maintenance Culture – Low Schedule Compliance Historical data for ‘Failure Analysis’ is not available Lack of Quality Assurance Incomplete Equipment SAP Database and Bill of Materials Equipment without PM program Lack of Condition Monitoring Tools and Skills No defined Maintenance Strategy to transform from PM to PdM Non availability of Standard Job Plans No Reliability KPIs deployed Challenges

Safety is a Measure of Success Challenges Way Forward Outline Our Strategy to Build Reliability Current Initiatives Elimination of ‘Bad Actors’ (Frequently Failing Equipment) Deployment of Enhanced Business Processes Developed Forms for the use of Reliability Engineers Elimination of ‘Bad Actors’ (Frequently Failing Equipment) Deployment of Enhanced Business Processes Developed Forms for the use of Reliability Engineers Rapid Improvement Teams

Safety is a Measure of Success Deploy new business process and Reliability Tracking Forms Conduct SAP awareness sessions Develop a ‘Best Practice’ KPIs and Monitoring Involve Crafts in RCA Audit SAP M2 Notifications Repaid Improvement Teams Enhance Equipment Trip Tracking and Monitoring Scope Champion : Abdul Waheed Reliability Engineer

Safety is a Measure of Success Arrange training workshops Develop template for quality history input Develop ‘Quick Reference’ pocket books for crafts Facilitate SAP authorization for Quality data Repaid Improvement Teams Improve the ‘Quality’ of Equipment Repair History and Knowledge Sharing Scope Champion : Salah Al-Shihri Maintenance Foreman

Safety is a Measure of Success Facilitate the Schedule Compliance Improvement Measure the current manpower utilization and improve the process Deploy a system for Crafts daily assignment through work ticket. Identify the causes for Material delays Repaid Improvement Teams Improve the Planning & Scheduling Process and Manpower Utilization Scope Champion : Khalid Al-Shehri Reliability Engineer

Safety is a Measure of Success Establish an action plan to improve the SAP Equipment data quality Link Bill of Materials and e- copy of equipment manuals / URL of smart drawings Assign appropriate PM for the new equipment through PM Coordinator. Repaid Improvement Teams Improve the SAP Equipment Data Quality and Bill of Materials Scope Champion : Mohammad Al-Garrash Reliability Engineer

Safety is a Measure of Success Develop PM QA scope Tour Plant and identify deficiencies from Maintenance Perspective Track and Monitor the deficiencies reported by PM Crew Balance PM workload for next year Repaid Improvement Teams Lead the PM Quality Team Scope Champion : Mohammad Al-Fadhal Maintenance Foreman

Safety is a Measure of Success Develop guidelines for stepping jobs to Contractor Deploy KPI to track and monitor the emergency mobilization Monitor repeated work on ‘Short Form Contract’ and peruse for a Long Form Contract Repaid Improvement Teams Contracts Optimization and Effective Utilization Scope Champion : Hani S Nogaidan Contracts Engineer

Safety is a Measure of Success Challenges Way Forward Outline Our Strategy to Build Reliability Current Initiatives Elimination of ‘Bad Actors’ (Frequently Failing Equipment) Deployment of Enhanced Business Processes Developed Forms for the use of Reliability Engineers Elimination of ‘Bad Actors’ (Frequently Failing Equipment) Deployment of Enhanced Business Processes Developed Forms for the use of Reliability Engineers Rapid Improvement Teams

Safety is a Measure of Success Continue on Quarterly Reward and Recognition for Maintenance Crafts in taking the “Proactive Maintenance approach” Involve Maintenance Crafts in improvement projects Continue capitalizing on PM findings to develop appropriate Maintenance Strategies Strengthen the PM QA process Conduct PM optimization using PMO 2000 in Deploy Predictive Maintenance Tools (IR Camera – Ultra sound) Deploy Wireless technology for Vibration Monitoring Purchase hand held vibration monitors Strengthen the OCM Program Way Forward

Safety is a Measure of Success Scattered knowledge Inconsistent actions What Maintenance Work? At What time? Current Reality

Safety is a Measure of Success The Right Work at The Right Time consistent action Information System provides easy access to a Common Knowledge Repository actionable knowledge Consistent organized way to capture and use Knowledge & Information business process and practices Future Outlook

Safety is a Measure of Success “We are what we repeatedly do. Excellence then, is not an act, but a habit.” ~ Aristotle, 4th century BC Greek philosopher