Maintenance Execution & Shutdowns best practice

1. Maintenance Execution & Shutdowns best practice Lindsay Cameron Planning Superintendent Fluor – Shell Maintenance Alliance Shell Geelong Refinery

2. 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.

3. AGENDA • Introduction • The Importance of Maintenance Execution • Maintenance Execution process steps • Maintenance Workflow • Maintenance Events • Shutdowns Process • Worked Example (Risk Analysis) • Questions

4. THE IMPORTANCE OF MAINTENANCE EXECUTION

5. GOOD MAINTENANCE IS GOOD SAFETY • New legislative requirements • Increased stakeholder scrutiny of safety performance • Risk Management strategies • ZERO HARM • Good Safety is Good Business 1947 Texas City Explosion 145 Shift Workers killed in Monsanto Plant from explosion in nearby wharf

6. 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

7. 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

8. 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)

9. 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)

10. 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

11. 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

12. CLOSE-OUT • Often forgotten part of process • Record completion of each step • Collect hours worked • Collect history (damage, cause, activities) • Determine costs • Continuous learning

13. WORKFLOW Putting it all together

14. MAINTENANCE WORK-FLOW • Types of Work • PMs (Preventive Maintenance) • Corrective Work • Breakdowns • Refurbishment • Each will have a work-flow process

16. 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

17. 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

18. 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

19. 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)

20. 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

21. 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

22. 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

23. 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

24. FOUR PHASES OF SHUTDOWN MANAGEMENT Initiation

25. 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)

26. FOUR PHASES OF SHUTDOWN MANAGEMENT Planning & Preparation

27. SHUTDOWN CRITERIA • Must Justify why a job is being done in Shutdown

28. JOB LIST REVIEW • Jobs to be reviewed for their operational impact if not done • Risk Matrix  Likelihood & Consequence

29. 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

30. 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

31. FOUR PHASES OF SHUTDOWN MANAGEMENT Execution

32. MEETING STRUCTURE • Consistent meeting times • 10:00 AM Morning Area Meeting • 3:00 PM Managers Meeting • Schedule Updates • 7:00 AM Update for Morning Meeting • 3:00 PM Update for Night Shift

33. EARNED VALUE • Tool for tracking progress against schedule • Quickly shows if you are falling behind schedule • Forecast costs to complete work

34. 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

35. FOUR PHASES OF SHUTDOWN MANAGEMENT Close-out

36. 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

37. PREVIOUSLY WORKED EXAMPLE SHUTDOWN PPA WATER SUPPLY TURNED OFF DURING SHUTDOWN

38. PPA PROFORMA

39. QUESTIONS