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September 14-15, 2012
* Refineria Isla Curaçao B.v. Emmastad, P.O. Box 3843. Curaçao ** University of the Netherlands Antilles. Jan Noorduynweg 111. Curaçao
1
Introduction
Main challenges
Asset Reliability Programs
Process of Maintenance
Key Performance Indicators
Maintenance to Replacement Value
Conclusions
2
• OLD & BIG REFINERY: BUILT IN 1915 - 330 MBD NAME PLATE
• LARGE AREA FOR MAINTENANCE:
55 PROCESS UNITS
16 JETTIES
400 TANKS
21 STACKS & 8 FLARES
KILOMETERS OF PIPING, ROADS, BRIDGES
BUILDINGS, WATER CHANNELS ETC
• TOURISTIC LOCATION
• HIGH IMPACT ON THE LOCAL ECONOMY
• LIMITED LOCAL RESOURCES 3
Safety first
Respect to environmental regulations
Frequent up and downs on prices of crude and products
Narrow net margins
High cost of projects
Costly downtime for maintenance
Keep performance in line with competitors to stay on business
4
Daily vigilance of key process parameters
Key technologies: Inspection (Thermography, Ultrasonic, Tank Scanning, Intelligent Piging, Radiology etc)
Corrosion (Stress Corrosion Cracking, Identification & Selection of Materials, Lab Testing etc)
Welding (Procedures, Post Weld Heat treatment, Qualification of Welders etc)
Metallurgy, Mechanics & Failure Analysis (Field & Lab Analysis, Design & Eng Review etc)
Rotating Equipment (Condition Monitoring, Vibration Analysis etc)
Quality control: new constructions, field & shop repairs, materials
Scheduled turnarounds using Risk Based Inspection (RBI)
Technical & constructability analysis of projects & plant-changes
Reliability software, documentation, record keeping
Application of comprehensive norms and procedures
Yearly training program of personnel 5
Planning & Economics (Short & Long Term; Corporate Integration)
Budget
Order of Materials (Bulk & Long Lead)
Engineering (Norms, Standards, Procedures)
Scope of Work
Contracting-out
Execution
Performance Evaluation
Reporting & Closure of Contracts
6
Plant Availability (%): No. of days able to produce/365 days x 100
Unplanned Shutdowns: No. of unplanned stops > 24 hours
Safety: No. of Accidents
Budget: Estimate vs Actual
Extension of Turnarounds (Loss of opportunity)
Service Factor
Mean Time Between Failures (Root Cause Analysis) 7
Maintenance Cost (Aprox.)
0,0
0,5
1,0
1,5
2,0
2,5
3,0
Co
st in
MM
$
Years
Fuel Oil Plant
Turnaround*
Routine
0,0
0,5
1,0
1,5
2,0
2,5
3,0
Co
st in
MM
$
Years
Lub Oil Plant
EOM
Turnaround*
Routine
*Turnaround costs are distributed on 2 to 4 years of production run cycles
0,0
0,5
1,0
1,5
2,0
2,5
3,0
Co
st in
MM
$
Years
Gasoil Plant
EOM
Turnaround*
Routine
8
Replacement value of plants has doubled in 10 years: Price increase of materials Higher cost of labor Business opportunity for suppliers due to higher oil prices
0
20
40
60
80
100
120
2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011
Gasoil Plant (Values in millions $*)
0
20
40
60
80
100
120
2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011
Fuel Oil Plant (Values in millions $*)
0
20
40
60
80
100
120
2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011
Lub Oil Plant (Values in millions $*)
9
0
1
2
3
4
2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011
Pe
rce
nta
ge
Years
Lub Oil Plant MRV (%)
0
1
2
3
4
2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011
Pe
rce
nta
ge
Years
Fuel Oil Plant MRV (%)
0
1
2
3
4
2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011
Pe
rce
nta
ge
Years
Gasoil Plant MRV (%)
MRV = Maintenance Cost / Replacement Cost Worldwide Pace Setters: 2 – 4% 10
Lub Oil Production
Replacement Value (MM$)
Maintenance Cost (MM$)
MRV (%)
Revenue (MM$)
Asset Turnover (Revenue/RV)
MRV/Asset Turnover (%)
Train 1 49.3 1.9 3.9 35.4 0.7 5.6
Train 2 33.5 0.9 2.7 18.1 0.5 5.4
Train 3 108.4 1.1 1.0 27.4 0.3 3.3
Train 4 134.0 2.9 2.2 75.0 0.6 3.7
Overall 325.2 6.8 2.1 155.9 0.5 4.2
YEAR 2011
REVENUE & TURNOVER
Revenue & turnover are highly influenced by oil prices and product market Business valuation guides the technical analysis to identify what are the bad non-
economical actors Next step is to work on solutions for these bad actors
(e.g.: root cause analysis of recurrent failures & unplanned shutdowns; identify needs for upgrading; reinforce adherence to operating & maintenance procedures etc)
11
1. The effectiveness of maintenance in Asset Management has to be supported by: Comprehensive reliability programs Key performance indicators Measurement of the return of the investment
2. The sudden trend of increasing the cost of maintenance in
the last four years is a concern and needs attention to stay in business
Thank You For Your Attention 12
0
20
40
60
80
100
2009 2010 2011
Fuel Oil Plant (%)
Actual availability Target
0
20
40
60
80
100
2009 2010 2011
Gas Oil Plant (%)
Actual availability Target
0
20
40
60
80
100
2009 2010 2011
Lub Oil Plant (%)
Actual availability Target 13
0
2
4
6
8
10
12
14
2007 2008
2009 2010
2011
Un
pla
nn
ed
Sh
utd
ow
ns
Years
Number of unplanned shutdowns
actual
Target
14
1
2
3
4
5
6
7
2007 2008
2009 2010
2011
Ind
ex*
Years
Actual
Target
*Net frequency index = (Lost time accident* 1.000.000)/Man-hours worked
15
0
10
20
30
40
50
60
70
80
90
2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011
Co
st in
MM
$
Years
Refinery Actual Vs Budgeted Cost
Actual
Budget
16
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