Maintenance Engineering Solutions
Asset Management Module
GUPCO- Ras Shukhier Maximo Project Case Study
Rev 1
Date 12/07/2008
Description First Draft Issue
Prepared Ahmed Rabei
Approved
Asset Management Module (CMMS)
Introduction:
Asset management Module in any CMMS has an essential role in Planning, Cost control, life cycle, reliability & availability,…etc.; so asset management is the basic for any CMMS. Providing a company with Management software like Maximo, Oracle, SAP, ..etc. without providing the company with the methodology to use the software in asset management will result in a bad response which means lose of confidence in the system. To avoid that point we have three different scenarios. The first is train the target company engineers on how to plan, manage, Build hierarchy, Assume or use a standard, build a team, understand the risk assessment, manage through KPI’s, prioritize, understand the special features of the system, best practice, ..etc. The second scenario, make a recommendation for the target company to try to employee a qualified engineering team which will cost a lot of money and I think not all engineers say we are experienced on CMMS really have the experience level which could enabled them to handle or implement any asset management system. The last scenario, provide the target company with turn key system which is the objective of that report.
Case Study :
Company Address CMMS Maximo 6.2 Status : Complete Building Asset Database, Inventory, PM Plan Next Step : Planning & Scheduling, Continues Improvement, and Maintenance Optimization. Future Plan: Management through KPI’s. Estimated Budget: 25M$ (Hardware, Software, Data Gathering Project) Actual Budget: 11M$ until now (Rehab Project cost for Maximo a bout 1M$ /each complex platform, that mean additional 8 M$ in few next years) Data Gathering Project Budget: Duration = 4 years, costs 600,000$/year. : Gulf Of Suez Company and British Petroleum GUPCO-BP : 13 Palestine St.- New Maddi – Cairo- Egypt : Used since 1989, current is Maximo 5.2 and prepare to upgrade to
Data Gathering Project Analysis: -History: GUPCO began using Maximo by the end of 1989 , and since that time it was just luxury to use a CMMS for many areas of the world , and GUPCO was one of those who consider the CMMS a luxury system, so the reaction of the People was not in the positive direction until the maintenance activities began having a troubles, a lot of breakdowns, gas and oil leakage , production loss, equipments loss , then the accidents which began to be critical because of losing lives, and complete platforms; So every body stop and asking about what we can do? , we have a good system, we use the last up to date methods and techniques, we have a high qualified engineers, and we are one of the best in the middle east, all the neighbor countries try to follow our Model. A lot of GUPCO teams began to find solutions for a lot of troubles affecting safety, Business, and Environment. The final result for all of those troubles is enhancing the maintenance process and its quality, so they begin take a big actions to enhance the maintenance process from all its sides, so first they decide to maintain the most important safety equipment and lowering the total production until another big project to be completed , this project called the Rehabilitation Project which aim to improve the reliability and availability of the facilities by modify, and/or replace all the facilities at Ras Shukhier , what is the big project?!!, the total budget for the project will cost GUPCO about 900M$ for the first phase and for the second one 600M$ that means a project of total budget 1,500M$, what a number?!. To begin the rehab project they need a maintenance system which could tell them from where they can begin, ok , they find it at last ,we need assets data and its history, fine go to and ask Maximo team, the answer was yes, we have a CMMS system, after that they discovered the Maximo team was consists of just technicians , they haven’t any idea about what they was asked about, but really, they had a good skills in their jobs but never try to improve it or enhance the data standards. The rehab team find no data is useful except old P&ID’s and Manuals , refer to years started at 1960’s, the result was ;we need to build a real CMMS , we need to define a standards, collecting the data, begin preventive maintenance plan,…etc. Then they decide to upgrade the CMMS first and begin a real process with Maximo 5.2. And that was the beginning. Implement and customize Maximo to comply with the defined standards of GUPCO and BP, and then begin to extract the old data which was corrupted and need a lot of work to make it complying with the standards. Evaluate how it could work as soon as possible. -Analysis: See the following charts,
Data Entered
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Data Gathering Project History
Data Modefied PM Creation
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In the first chart: Year 2002 ACTIVITIES - Maximo 5.2 Implementation - Extract data from old version and upload to the new one. - Evaluate the data quality and purify - Execute Plan for building the system - Build a new Maximo team, and training - Build data gathering team from different divisions - The team was 7 members - Begin collecting data - by the mid of the year they discover a missing data standards so they begin modifying data then they decide “ Keep going and we will do that later” - A great effect on the data gathering team; they were not satisfying with the data gathering method. - One of Maximo Team begin develop a tool to facilitate the process, which have a good effect in enhancing the data quality and return the team back again to the process. - The talent engineer who creates the tool begins work as a team leader, and that was a good point. - The team was 17 members CONCLUSIONS - Good begin - Good strategy
2003
2004
- Missing standards returns the team to the initial point because of a lot of changing in the data was collected which means a loss of time and duplicated work. - develop a tool to facilitate the process was a challenge which had been developed by a talent engineer, so BP decide to evaluate this tool so they ask for a consultant help which costs them a lot of money to just hear it’s ok. - the team getting a new members exceed the optimum affects the data quality - By the end of 2003 many of the data gathering has a load of - unplanned job costs you 7 times its maintenance plus the data job they could not bear the load, so actual cost many leave the team gradually. Overloaded person couldn’t - At the begin of the year a managers asks about the system and continue give the same quality and
2005
how it works , the result was we need to begin our PM Plan for the high priority equipments. So the team decided to begin creating PM’s for the data available, when they go through the data to extract the high priority equipments they found a lot of errors in data entered by different team members with different concept methodology, some was already leaved. They decide to modify the high priority and create a PM’s for them. - They return after creating PM’s to collect data and begin defining the standards ,and they tried to keep the process in static progress, collecting data then create PM’s for high priority. They succeed to keep the progress static until the end of the year. - The team was 8 members. - The talent team leader leave to another company. - A lot of changes in team members affecting directly in the progress, train new members take a lot of time ,then the new one’s leave whether to another company or to another division. - The progress nearly touches the zero value, so GUPCO-BP managers decide to assign the job for a service company. - The service company joins the team with 4 engineers per shift. - the progress in the next half of the year begin increase again in PM’s activities and Data collection and then modifying the old data to comply with the standards which make the project seems like get alive again. -Training for the end users at the division begin and the security groups takes pre-final justifications. -By the end of the year there was a significant progress in both data collection and modification of the corrupted data but still the PM Plan have a lot of difficulties. - The team was 16 members include 4 contractors.
the same progress. - Keep static progress and add the PM’s creation Parallel to collecting data, is a good idea -the team decrease affects a drop in quantity but affects also in increasing the quality and be well planned.
- The team depend on just one talent team leader , which is a big managerial mistake because the sequence of his leave freezing the project, and lead to begin the project again with a service company which costs a lot - The service company just provide GUPCO-BP with qualified man power not turn key project. But actually not all the contractors were qualified. Make the team changed rapidly. Which is from business point of view, a bad situation -Training for the end user is the best point regardless of its quality. - Until this year there was not Q/A
2006
2007
- a good suitable redefining the standards, leads to a lot of modification by the begin of the year affecting the main process of data collection, and PM activities - Many changes in the team, train some, then they leave and repeat that many times during the first half of the year. - Me myself hired as a contractor by the mid of the year, after a while they assign me to be a team leader. - All activities begin to change its progress shape, re planning talk place, create new procedures for data collection, and PM activities. - Contact with the divisions to collect job plans and schedules and give them a taste of how the system could affect their work. - Reviewing all PM’s, modify, and create. - begin a study for loop based maintenance and arrange the related turnaround equipments into groups to easy the PM scheduling process. - the next half of the year have a great progress and by the end of the year the high priority equipments was covered by PM Plan, that leads to eliminate a lot of pressure which leads to better time management, reviewing the process, define each part of the work with a clear and standard definition. - The team was 16 members include 4 contractors. - Completing the most of PM plan, and data collection - Begin Q/C and Q/A. - Begin data enhancement process -Redefine the Maximo Process to comply with GUPCO-BP maintenance Process. - Criticality calculation, review SCE flag - Begin documentation processes - Begin Best Practice - By the end of the year the project officially completed by 90%
- It was good for me to join the team. - Good PM’s, job plan, data collection, and defining a good process. - The system begins acting stable, it was a dream, so it is a very good point. -most of the important responsibility begin depend on the system, and remove the hanged papers from the walls, - Good results for 2006
- It was the challenge year and full of good achievements - The first time for the project team to be stable, result in good planning and good time management. -Q/A, and Q/C and continues Audit result in high accurate, and high quality standard data.
2008
- The team was 7 members include 4 contractors. - In the first half of the year the project had been finalized -Create the missing - Handle the feed back form the divisions. - Enhance Job Plans, PM Plan, Equipment Classifications - Prepare to Upgrade to Maximo 6.2 - The team was 6 members include 4 contractors.
- Upgrade will result in More Jobs for enhancement with the new features. -Training will take place. -Enhancement the hardware will take place.
Snapshot of the tools developed by Maximo team during the project duration: 12345MEL V2.0 (Master equipment list) created by Mostafa Morad, Moens Norhan 2004 MEL V 4.3 ( Master Equipment Maintenance) developed by Ahmed M. Rabei 2006 Copy & Past V1.4.02( PM time frame, hierarchy , and Data entry to Maximo) Created By Ahmed M. Rabei 2006 Maxtool V 1.0 ( criticality calculator, SCE Calculator, RCM, Hazop,…etc) created by Ahmed M. Rabei 2008 M.PTBOX V 1.0 ( Maintenance Planning Tool Box) created by Ahmed M. Rabei. 2008
Notes: