Work order categorization is a key element to ensure that the financial reporting, budgeting and reliability bad actor analysis of business provide value. With the correct identification of the kind of work that needs to be done, valuable financial data as well as targeted maintenance data can be collected. This will ensure that the organization is efficient in collecting only the required data and the analytical effort can be more focused.

– Develop Work order Categorization hierarchy based on ISO 14224 to ensure work order quality, identification of bad actors, correct financial reporting and future budgeting for improved business performance.

– Develop a hierarchal view of all work occurring in a plant environment (including engineering, operations, maintenance and facilities)

During an ERP upgrade, a new hierarchal structure of SAP Work Order system was implemented at a client site. After the new structure was implemented, a process to monitor work order quality for one specific kind of work order was implemented. The cost reporting allowed the maintenance and operations team to clear define their activities, budget and forecast future spend. In addition to that, there was 32% reduction in time to get failure data and a 56% improvement in identifying bad actors. Over $4M in reliability improvements were identified by analyzing the data using the new system. This was all enabled by proper categorization of the work order management system.

The Maintenance Strategy is a set of measurable elements and sustaining processes which cost-effectively support operations and maintenance teams as an integral part of an Operational Integrity Management System.

The Maintenance Management Philosophy is designed to implement overall maintenance objectives and is presented as a series of working methods and processes under the following guidelines:

A structured approach to maintenance shall be adopted, based upon the most effective use of condition based, planned preventive and corrective maintenance techniques. The assessment of equipment criticality based on safety, environmental and commercial criteria, is fundamental to this approach.

Clearly defined roles and responsibilities, authorities and relationships shall be developed and implemented for all personnel involved in maintenance activities. However, appropriately flexible working principles shall be encouraged to improve the integration of maintenance and production tasks, and to make the most effective use of available equipment.

Good working relationships and effective communication shall be promoted between all sites and groups involved in maintenance activities.

Maintenance philosophies and strategies will be developed to address three key elements:

• Integrity of plant and equipment

• Availability of plant and equipment to achieve minimum production downtime

• Efficient employment of resources and materials

What we can do for you ?

• Develop holistic Maintenance Strategies based on ISO55000 with multiple elements (Leadership, maintenance, reliability, contractor management, data management and performance management)

• Develop and implement Client specific maintenance and reliability work processes including roles and responsibilities

• KPI’s – Key performance Indicators measurement including the supporting metrics and calculations

• Implementation of “Lean” methodologies including SIPOC and Kaizan

A client was in the fourth quartile for their maintenance operational expenses. By overhauling the maintenance process and implementing a holistic maintenance strategy, operational expenses were reduced by ~$2/bbl. The efficiency of the maintenance staff and contractors was improved significantly and the cycle time for various activities was reduced. Following the steps detailed in the maintenance strategy yielded continuous improvement in the different steps shown in the cycle:

• Optimized maintenance activities

• Improved maintenance efficiency

• Optimized manpower levels

• Improved equipment reliability and availability

• Optimized cost management

• Engaged and effective workforce

Failure codes on work orders are critical to understand and trend bad actors. However, too often the list of failure codes is too cumbersome and the governance around the usage of these codes is poor. By implementing a list of codes specific to the asset class, maintenance technicians are able to select the appropriate codes from a more manageable list of choices. Furthermore, these lists of failure codes should be aligned with the FMEA (Failure Model and Effect Analysis).

• Develop an asset specific list of components Damage and Cause Codes for effective failure identification, accurate analysis and bad actor identification for continuous improvement program.

• Successful implementation of governance around use of these Damage and Cause Codes through training and mentoring.

Developed an asset specific list of components and damage codes for a integrated oil and gas company in Canada. The implementation of these codes resulted in 57% improvement in usage of damage codes on corrective maintenance work orders.

Equipment Master Data is fundamental to all maintenance programs. The ability to develop and use parent-child relationships, identify manufacturer make and model information as well as develop BOMs (Bill of Materials) are the foundation.

– Development of asset information model to identify key relationships between master data, transactional data and asset reliability

– Develop asset hierarchy using principles described in ISO 14224

– Develop naming convention for equipment in CMMS to ensure consistency and accuracy

– Reconcile equipment name plate information into CMMS

– Develop BOMs for assets to assist with optimizing spares and improve maintenance work management systems

Implemented new asset hierarchy and equipment master for a major oil and gas producer in Canada. The maintenance work management system improved significantly as it allowed operators to easily find the equipment through the hierarchy. By adding the manufacturer name, model and serial numbers regulatory assets like PSVs were tracked through its life cycle and compliance reports were easy to produce. Furthermore, by building BOMs the critical spare parts analysis had saved the client over $6M.