Introduction to NAMURThe tools to conduct our analysis and to document our actions are Meridium and SAP 分析和日常维护行为管理的工具是Meridium和SAP Failures at assets

Asset Management Policy in Bayer

设备维护管理策略

Agenda/

Content

Goal of Asset Management

How to Improve Reliability

. Asset Criticiality Analysis

. Failure Mode Effective Analysis

NAMUR China Intruduction

• HaiQing Ling• Dec 12 2013 Page 2

Preventive Maintenance

optimised by being

reliability focused（以稳定性为中心来优化PM）

10

0

20

30

40

50

60

70

80

90

100

%

10

0

20

30

40

50

60

70

80

90

100

REACTIVE

(被动维修）

PRO-ACTIVE Predictive or Condition Based

Maintenance increased by

being reliability focused（以稳定性为中心来增加PdM和基于工况的维护）

Part of Reactive Maintenance avoided by being reliability focused

Preventive PM

（预防性维护）

Predictive

PdM（预测性维护）

Time

Part of Reactive Maintenance made pro-active

Maintenance

eliminated by being

reliability focused

(通过以稳定性为中心减少被动维修量) Part of Reactive

Maintenance eliminated by

improvements

AP

AP

DE

AP

AP


Goal of Asset Management-Reliability!

设备管理的目标– 提高稳定性！

Asset Management Process

设备绩效管理流程

Page 4 • HaiQing Ling• Dec 12 2013

1. Asset

Strategy

Development

2. Asset

Strategy

Management

3. Asset

Strategy

Implementation

4. Asset

Strategy

Execution

5. Asset

Strategy

Review

PLAN-DO-CHECK-ADJUST

维护策略制定

维护策略管理

维护策略导入系统实施

回顾检讨


如何提高设备稳定性



Main goals of Asset Management are （主要目标）

to achieve the necessary reliability of our assets and(达到所需稳定性）

to decrease the maintenance costs（减少维护成本）

The necessary reliability of an asset is defined by its criticality（所需稳定性由优先级来决定）

Depending on the criticality, different methods for analysis are being utilized to:

取决于不同优先级，使用不同的分析方法来：

find the failure causes 找到故障源

identify their effects on production, safety, environment and costs

明确对于生产，安全，环境和成本的影响

decide on the risk mitigating actions 决定减缓风险的方法

The tools to conduct our analysis and to document our actions are Meridium and SAP 分析和日常维护行为管理的工具是Meridium和SAP

Failures at assets shall be recorded by notifications in SAP and analyzed in Meridium设备故障需要在SAP里记录并用Meridium来分析


Our Tools to Manage and Improve

Reliability（管理和提升稳定性的工具）


Asset

Criticality

Failure

Analysis

Asset

Definition

Asset

Strategy

Maintenance

Plan

Maintenance Management

Work scheduling Work planning

Work execution Capture asset related

event data

Execution

Continuous improvement

Re-evaluate Analyze event data

Re-evaluation

Develop Strategies

Based on

Business & Criticality

RBI, RCM, etc.

Identify

Business Drivers

Define Criticality

of Assets

Strategy development

SAP Meridium

Use of a risk matrix for prioritisation of all maintenance and reliability related work（使用风险矩阵为所有维护和稳定性相关的工作来分优先级）

RBWS

基于风险级别

的工单选择

P&S DE

AP

1

2

3 Defect Elimination

消缺

Asset Policies

设备维护策略

Planning &

Scheduling

计划&排日程




Asset Criticality Analysis 设备优先级分析


Why do we do rank assets for criticality?

（为何要给设备优先级来分级）

• With hundreds of things vying for attention...

成百上千的事情一直在吸引我们的注意力….

• How do you decide where to expend

valuable resources first?

我们怎样决定把我们优先的资源放在那里？

Procedures/rules for criticality analysis

优先级分析原则

Criticality analysis and development of Asset Policies is teamwork between operation and maintenance. 团队合作

Evaluation happens with risk matrix for consequence categories - safety 安全 - environment环境 - production loss产品损失 - repair cost维修成本

Risk evaluation is based on experience (failure, failure frequency, repair history, repair cost etc.) and not a scientific approach. The evaluation is qualitative and not quantitative. 风险评估基于经验，定性的而非定量

For the evaluation of criticality realistic worst case scenarios have to be considered. Unrealistic scenarios (e.g. plane crashes into the plant) are not considered 考虑切合实际的可能的最坏情况，不考虑不切实际的可能（如行星相撞）

Probability of a failure is determined on basis of the values in the table below and depends on failure rate and type of equipment.故障可能性基于下表决定

9 • HaiQing Ling• Dec 12 2013

3 2

1

4

Asset Criticality Definition –设备优先级分析

可能性和后果


Production losses Cost Environment Health / Safety(as a percentage of maximum plant daily output)

> 500%

> 100%

> 10%

> 1%

< 1%

Disabling injury / fatality

First aid injury

Lost time injury /

Recordable work injury

Production upset

Yield loss

Release of highly toxic

chemicals, highly

flammable gases, explosive

chemicals

Release of flammable liquid

or gaseous chemical minor

toxic fluids

Vapor release or liquid spill

outside plant limits

Vapor release or liquid spill

within plant limits

Minor non reportable

release

Full unit for more than five days

Production lines for more than 2

weeks

Full unit more than one day

Production lines for multiple

days

Full unit for couple of hours

Production lines for one day

< $ 2 k

>$ 1 MM

>$ 200 k

>$ 20 k

>$ 2 kProduction line outage / upset

less than one day

Asset Criticality Definition – 设备优先级定义

Lessons learned for field devices 从现场设备得到经验

Participants of Asset Criticality Definition need to know the consequences –

Guideline has to be communicated 参与人员要了解故障损失（后果）

Asset Criticality has to be done with proper consideration of spare正确考虑备件情况

Statistical data are required to provide realistic probability of failure

统计数据来说明故障几率。


Crit. 1

Crit. 2

Crit. 3

Crit. 4

RC

M A

naly

sis

F

ME

A A

naly

sis

PM’s

CM’s

Spares

Calibrate

Modify

1-Time

Asset S

trate

gy

Open

Actions

DB

Optimized Care Strategy

Standard Care Strategy*)

Basic Care Strategy**)

Asset Criticality Analysis设备优先级分析


RCM Reliability Centered Maintenance

PM Planned Maintenance

CM Condition Monitoring

ASI Asset Strategy Implementation

EMP Equipment Maintenance Plan

AS

I /

EM

P

*) spare and e.g. yearly inspection

**) run to failure besides of special

exceptions, e.g. battery exchange,

freezing protection

Criticalit

y

Example : Agitator RW01

RW01: - Agitator, Seal, Gear box - Scenario; Seal leakage - MTBF: 2 years Risk: Safety: Consequence: Serious injury if employee has contact with spilled material 员工接触到溢出的物料，严重受伤 Probability: Extremely unlikely 极端不可能 A1 Cost: Consequence: Cost 2-20.000 €/$ Probability: Once every two years Probable D4

Production Loss: Consequence: Repair needs 10 days (incl. lead time spare) 10 days Production loss Probability: Probable A4 High Risk Criticality 1

Example: Redundant Pumps PA01 and PA02冗余泵

PA01/PA02: - Pump, motor, magnetic driven - Breakdown of one pump every two years on average 平均每两年坏一个泵 - Redundant pump can take over function 第二个泵可以接管所有功能 In criticality analysis the consequence and probability of a loss of function of the pump system is determined

用整个泵系统失去功能来决定设备优先级

Redundancy does not have influence on risks in safety, environment and cost category..冗余对于安全，环境，维修成本没有影响 Risk: Safety - Leakage of pump Consequence: Severe injury if employee is splattered with phenole Probability: Extremely unlikely A1

Repair Cost – Damage on magnetic drive Consequence: cost 15.000 €/$ Probability: Probable (every 2 years) D4 For production loss the risk usually is reduced because of the redundant system Production loss: (without consideration of redundancy) 如果不考虑冗余的情况下产品损失 Consequence: Repair needs 6 weeks 需6周修理（包含交货期） (incl. Lead time for spare part) Production loss 6 weeks 产品损失6周 Probability: Probable (every 4 years) A3 Probability that second pump fails during repair time of the first pump is considered extremely unlikely. So a loss of function is not expected. For the pump system the risk for production loss is A1 第二个泵在这个修理期故障可能写极端低，所以泵系统导致的产品损失为A1 It has to be considered if a switch to the second pump is always possible without problems. If it happens that second pump cannot be started or experience shows that second pump fails within a short period after switching this has to be considered and will lead to a higher probability for the loss of function. Pumps PA01 and PA02 have Criticality 3 – low risk

The risk assessment of all equipment is

documented in an Excel file 风险评估的结果 Anlagendaten Risikobewertung (ohne Ersatzteile) Fehler Ersatzteile

Lfd-

Nr. Anlage

Teil-

anlage

Tech.

Einr. Bezeichnung Zeitraum

Ausfall-

häufigkeit

Wahr-

schein-

lichkeit

Ausfall-

dauer

Produktions-

verlust (t/h)

Redun-

danz

Reparatur-

kosten Kategorie

Konse-

quenz Risiko

Kritikalität

ohne

Ersatzteile Fehlerursache Bauteil

Ersatz-

equipment

Ersatzteile

für Rep.

294 V010 DS12 AS163 SV th. Exp. für Kopfkondensator 10 Jahre 0 1 nein E E1 4 ja

295 V010 DS12 AS164 SV th. Exp. für Seitenstrom-Kondensator 10 Jahre 0 1 nein E E1 4 ja

296 V010 DS12 FB061 TRENNFLASCHE TETRATROCKNUNG 10 Jahre 1 5 0 nein 6000 Umwelt D D5 2 Alterung Gehäuse nein

297 V010 DS12 KY061 Tetratrocknungskolonne 10 Jahre 1 5 0 nein 15000 Umwelt D D5 2 Korrosion Gehäuse

304 V010 DS12 LR000 Rohrleitungen 10 Jahre 3 5 0 nein 1999 E E5 3 Alterung Bauteil nein ja

305 V010 DS12 PA082 Umwälzpumpe 2 Jahre 0,5 4 4d nein 5000 Produktion B B4 2 Verstopfung Wellendichtung ja

308 V010 DS12 WA061 Kreuzstromwärmetauscher 10 Jahre 0 1 0 nein 30000 Kosten C C1 4 mech. BeschädigungBauteil

309 V010 DS12 WA062 Tetra-Aufheizer 10 Jahre 1 5 0 nein 20000 Kosten D D5 2 Bedienfehler Bauteil

311 V010 DS12 WA063 Kopf-Kondensator 10 Jahre 0 1 nein 20000 Kosten D D1 4

312 V010 DS12 WA064 Seitenstrom-Kondensator 10 Jahre 1 5 1M 1,8 nein 20000 Produktion A A5 1 mech. BeschädigungBauteil

316 V010 DS12 WA065 Umlauf-Verdampfer 10 Jahre 0 1 1M 1,8 nein 30000 Produktion A A1 3 mech. BeschädigungBauteil

319 V010 KL15 AS039 SV Amoniak-Dampf 1-2 10 Jahre 0 1 0 ja 1500 E E1 4 nein

320 V010 KL15 AS040 SV Amoniak Dampf 2-2 10 Jahre 0 1 0 ja 1500 E E1 4 nein

321 V010 KL15 AS041 SV Sole 1-2 10 Jahre 0 1 0 ja 1500 E E1 4 nein

322 V010 KL15 AS042 SV Sole 2-2 10 Jahre 0 1 0 ja 1500 E E1 4 nein

323 V010 KL15 AS043 SV Amoniak Vorkühler 10 Jahre 0 1 1,5d 1,8 nein 1500 Produktion B B1 3 Verschleiß Ventil

324 V010 KL15 AS044 SV Sole Rohrleitung 10 Jahre 0 1 1,5d 1,8 nein 1500 Produktion B B1 3 Verschleiß Ventil

325 V010 KL15 BA091 Ausgleich-Behälter 10 Jahre 0 1 0 1,8 nein 1999 E E1 4 nein

329 V010 KL15 LR000 Rohrleitungen 10 Jahre 0 1 nein 1999 E E1 4 nein

330 V010 KL15 PA091 Solepumpe 2 Jahre 0 1 ja 1200 E E1 4 ja

333 V010 KL15 PA092 Solepumpe 2 Jahre 0 1 ja 1200 E E1 4 ja

336 V010 KL15 WA096 Verdampfer 10 Jahre 0 1 nein E E1 4 nein

345 V010 KL15 WA097 Wärmetauscher 10 Jahre 0 1 nein E E1 4 nein

357 V010 TA01 BA061 Reintetra-Tank 10 Jahre 0,2 2 48h 1,8 nein 15000 Umwelt B B2 3

360 V010 TA01 BA062 Fahrtetra-Tank ( trocken ) 10 Jahre 0 1 ja E E1 4

363 V010 TA01 BA063 Fahrtetra-Tank ( naß ) 10 Jahre 0 1 ja E E1 4

366 V010 TA01 BA064 POLYBUTADIENÖLTANK 10 Jahre 0 1 ja E E1 4

369 V010 TA01 BA065 HCL-Tank 10 Jahre 0 1 48h 1,8 nein 15000 B B1 3

373 V010 TA01 BA067 NaOH-Tank 18 %ig. 10 Jahre 0,3 3 0 0 nein 15000 E E3 4

379 V010 TA01 BA069 Waschkessel 10 Jahre 0 1 240h 1,8 nein 15000 A A1 3

388 V010 TA01 BA070 Toluol-Tank 10 Jahre 0 1 nein E E1 4

396 V010 TA01 BA071 Lithene-Tank 10 Jahre 0 1 ja E E1 4

401 V010 TA01 BA072 ABWASSERSAMMELBEHÄLTER 10 Jahre 0,3 3 0 nein 40000 E E3 4

404 V010 TA01 BA079 Thermosiphonbehälter Johnson Pumpe P79 10 Jahre 0 1 nein E E1 4

405 V010 TA01 BA091 Abwassergrube Nord 10 Jahre 5 5 0 0 ja 1999 E E5 3

406 V010 TA01 BA092 Abwassergrube Süd 10 Jahre 5 5 0 0 ja 1999 E E5 3

407 V010 TA01 BA094 Pumpvorlage Nachentwässerung 10 Jahre 0 1 0 0 nein 5000 E E1 4

410 V010 TA01 FB061 Trennflasche Waschkessel 10 Jahre 0 1 0 0 nein 5000 E E1 4

411 V010 TA01 FB094 Trennflasche Nachentwässerung 10 Jahre 0 1 0 0 nein 5000 E E1 4

412 V010 TA01 IA001 Druckluftflaschen-Station 10 Jahre 0 1 0 0 nein 1999 E E1 4

413 V010 TA01 ID079 (Ex) Druckhalteeinrichtung GLRD P079 10 Jahre 2 5 0 0 nein 1500 E E5 3

414 V010 TA01 LR000 Rohrleitungen 10 Jahre 3 5 0 0 nein 1999 E E5 3

415 V010 TA01 PA061 Reintetrapumpe z.Tetraüberhitzer. 2 Jahre 1 5 0 0 ja 1999 E E5 3

418 V010 TA01 PA062 Reintetrapumpe z.Tetraüberhitzer. 2 Jahre 1 5 0 0 ja 1999 E E5 3

421 V010 TA01 PA063 Reintetrapumpe z. Fahrtetratanks. 2 Jahre 1 5 0 0 ja 1999 E E5 3

424 V010 TA01 PA064 Fahrtetrapumpe z. VC u. Tetratr. 2 Jahre 1 5 0 0 ja 1999 E E5 3

427 V010 TA01 PA065 Fahrtetrapumpe z. VC u. Tetratr. 2 Jahre 1 5 0 0 ja 1999 E E5 3

430 V010 TA01 PA066 Fahrtetra-Pumpe z. Abbaukessel. 2 Jahre 1 5 0 0 ja 1999 E E5 3

433 V010 TA01 PA067 Fahrtetra-Pumpe z. Abbaukessel. 2 Jahre 1 5 0 0 ja 1999 E E5 3

• HaiQing Ling• Dec 12 2013

Page 15

What after Asset Prioritization--FMEA/RCM

风险优先级评估后---FMEA/RCM Further proceeding

Risk assessment for assets Criticality analysis

Analysis of existing PM plans Red/Yellow: additional activities? 维护少了？

Green/White: too much activities?维护多了？

1 2 3 4 5

A

B

C

D

E

High

Low High

Probability

Co

nse

quen

ce

1 2 3 4 5

A

B

C

D

E

High

Low High

Probability

Co

nse

quen

ce

Ko

nseq

ue

nz

Hoch

Gering Hoch

Wahrscheinlichkeit

Ko

nseq

ue

nz

Hoch

Gering Hoch

Wahrscheinlichkeit

Result

Clustering of equipment (by type / by use)设备分类

identification of failure mechanism明确故障机制

Evaluate and implement suitable methods for

risk mitigation评估及实施合适的方法来减少风险

Detailled failure analysis

Spare part management Red/Yellow: additional spare parts?缺备件？

Green/White: too much spare parts?多备件

1 2 3 4 5

A

B

C

D

E

High

Low High

ProbabilityC

onse

quen

ce

1 2 3 4 5

A

B

C

D

E

High

Low High

ProbabilityC

onse

quen

ce

Ko

nseq

ue

nz

Hoch

Gering Hoch

Wahrscheinlichkeit

Ko

nseq

ue

nz

Hoch

Gering Hoch

Wahrscheinlichkeit

1 1

2 2


Page 16

Responsibilities during FMEA sessions

Team brings in knowledge with regard to:

• The consequences when the assets fails 故障后果

• Damage mechanisms relevant to the asset设备故障机制

• Failure causes故障原因

• Failure history 故障历史

• Process problems related to the asset与该设备相关原因的工艺问题

• Repair history维修历史

• Current maintenance plan当前的维修计划

• Spare parts备件

Team develops recommendations to ensure targeted improvements will be realised团队设定维护建议并确保能达到所期望的稳定性改善

RCM/FMEA Responsibilities


Time-Based Maintenance (Preventive) (PM)

For time or work based repairs, replacements, overhauls, lubrication, oil changes

Condition based maintenance (CM)

Detecting developing failures and addressing them before they cause a loss of function

Spare part (SPARE)

Reduce consequence of failure (shorten repair time)

Procedure (PROC)

Missing or not adequate operating procedure or a maintenance instruction

Failure Finding (FF) 定期功能检查

Functional test of the asset to check whether it will still perform its functions.

Redesign (DSN)

This is used for the following types of recommendations:

1) something needs to be redesigned to reduce the risk

2) any modifications, e.g.: additional alarm point on existing measurement

3) when a Defect Elimination is needed

Other (OTHER)

Not normally used

RCM/FMEA Recommendations


Many different isolated applications and know how for

Predictive Maintenance

Risk Based Inspection

Radiographic Testing

Vibration Monitoring

Lubrication Oil Analysis

Motor Diagnostic

Thermal (infrared) imaging Ultrasonic Testing

Condition

Monitoring

Detect failures at rotating equipment

Detection of Overload, bearing

failures, etc.

Detection of bearing failures

Define inspection intervals

Detection of Corrosion

Detection of flaws (blockage,

deposition, corrosion)

Detect multiple motor failures

The techniques tackle different failure mechanisms:

Others …..


Standard / Basic care (as example)

Standard care (upfront criticality 1 or 2)

Additional PMs for basic care, e.g.

Regreasing

Filter / battery exchange

Winterization

End of life service nuclear sources


Page 20

1 y 4 y 12 y

Physical Inspection x x x

Data capturing (update documentation) x x x

Function test valves x x

Run diagnostics for smart transmitters;

capture exposure temperature

x

Page 21 • HaiQing Ling• Nov.7, 2013

Thank you!

Challenges • Design and maintain systems for process automation to achieve

• Safe, reliable, efficient, and flexible operation of processes and plants

• Consequences for Process Automation:

• High expectation on effectiveness

• Reliable and flexible automation concepts, systems and components

• Environment

• Rapid changes of automation technology

• Flanges are unchanged for decades, control systems (IT) always change

• Process automation often not considered a partner

• Messenger of bad news (Sophocles ca. 441 BC “No one loves the messenger who brings bad news”)

• Black box, locked rooms; closed circle of automation engineers

• Challenges from non-linear processes not understood

• Many technical and organizational interfaces

page 23 • Challenges of Process Automation - NAMUR


Three People without “Planning” => 3 X 35% = 105%

Two People with “Planning” =>1X0% + 2 X 55% = 110%

Break Even is Three People!

55%/35% = 1.57 (57% Improvement)

One planner can plan for 15 to 20 persons

20 persons X 1.57 = 31.4 persons (11 extra people)

For No Extra Cost! Source: Planning & Scheduling - by Doc Palmer

Leverage of Planning

• Craft Utilization Without Planning

• 35% Cross-Industry Average

• Craft Utilization With Planning

• 55% Cross-Industry Average

Reactive Maintenance Pro-Active Maintenance

Predictive (PdM)

Corrective actions to

restore the functional

capability of equipment

“Run to Failure”

Repair after a malfunction

or a breakdown

“To correct before

breakdown or malfunction”

Corrective action to

maintain the functional

capability of equipment

Preventive (PM)

• Time based (periodic)

lubrication plans

• Work based (km)

belt change pelletizer

• Event based

bearing change every SD

on polymer gear pumps Improvements

Plant Modifications

• Condition Monitoring

Vibration Analysis.

Thermography

Oil Analysis

• Corrosion Monitoring

RBI

• etc ….

Shift from

run to improve

Condition

Knowledge

Condition Based

Maintenance

Asset

Policies

(AP)

Defect

Elimination

(DE)

Shifting focus from ‚Run‘ to ‚Improve‘ thru Defect Elimination and Asset Policies


Instead of eliminating failures Asset Policies

focuses on making defects predictable

With Detailed analysis, we find defects which can be eliminated or can be controlled to improve our asset strategies:

equipment specific / application related

based on a qualitative analysis, equipment knowledge and experience of plant staff

considering all aspects affecting the operation of an equipment

What do we

need from

the

equipment?

What must be done

to achieve the

necessary integrity

and reliability?

What can

go wrong

with the

equipment?

failures:

- which are already prevented

- which have occurred

- which are likely to happen


Page 26

Success Factors for PCT-Maintenance

Ensure that criticality is defined in an educated and consistent way

Apply general / global recommendations and contribute to improving them

Share knowledge on condition monitoring

Support Asset Strategy Implementation / Execution

Provide resources and best practices for planning

Implement / optimize sustainable site wide spare parts concept

(minimum stock, priorities, maintenance requirements)

Ensure analyzable recording of failures

(Notifications with suitable AKZ and meaningful failure codes)


Asset Strategies –

Condition Monitoring for Field Instruments

Generally recommended but limited experiences and recommendations

Alerts from HART instruments (FF-status is currently disabled)

Set-up not optimized – many useless alerts

Investigation ongoing => recommendation?

(NAMUR) NE107-implementation only in new devices / new DCS-

versions

Recommendation for type specific use of diagnostic information in

preparation, but

Few helpful status values available (e.g. electronics temperature, radar

echo strength)

Access time consuming

(values typically not stored in AMS, slow communication to instrument)

PI-applications can help in some cases

Travel time report for valves

PST-report for valves, ESD-shutdown report for motors and for valves Page 28 • HaiQing Ling• Dec 12 2013

Redundancy: Evaluate the loss of function when defining probability and consequence.

For a fully redundant system this means that the probability may be reduced. The probability of a break down of the second system -while the first one is in repair – has to be evaluated.

Spare equipment: Spare equipment (on stock) is initially not considered during criticality analysis in order to identify the impact of spare .

Usually the consequence of production loss is reduced by spare equipment, because the lead time is decreased. After having determined the criticality w/o spare the criticality with spare equipment is evaluated. Both criticalities are documented in Meridium.

Procedure for spare/redundant

equipment

Criticality Analysis Things to Remember

Assume Sold-Out condition.

For the evaluation of probability look at the failure history considering the current maintenance practice.

Look at loss of equipment function: A pump system function is to pump a given volume at a given pressure, a filter systems function is to filter (plugging is normal).

Installed spares (redundancy) are considered, other spares (in stock) are not. For criticality analysis there are no shop or stores spares, and no spare parts. FMEA/RCM will document the necessity.

Risks categories which are not relevant are either not evaluated or as E1.

Next steps

After completion of the criticality analysis, the critical assets will be analyzed in

detail to eliminate or mitigate existing risks.

The criticality of the asset will help to determine which methodology is used to

analyze the asset.

The following methodologies can be used:

- FMEA to identify potential failure modes of an asset

- RCM to identify potential functional failures of a system

- RCA to investigate root causes of failures which have

occurred in the past

- RBI if the failure mechanism is corrosion or erosion

In general high critical (red) assets may have to be analyzed more detailed in an RCM analysis, medium critical (yellow) assets in an FMEA

For critical assets (red/yellow) which already have a spare in stock it has to be evaluated if an RCM/FMEA has to be executed or if the spare equipment reduces the risk to an acceptable range. (e.g. single pump MTBF =4 years is red under the assumption that a spare is not on site and has to be ordered and delivered)

For subprocesses/systems which have an accumulation of critical assets an RCM analysis is recommended.

For redundant systems which are critical do a small RCM analysis on the redundant system.

For highly critical assets with high risk in environmental or safety an FMEA instead of an RCM is recommended.

For bad actors which caused severe problems in the past it is recommended to look for the root causes in an RCA.

Next steps

Procedures/rules for criticality analysis

优先级分析原则

During evaluation more than one failure mode may have to be considered.评估中可能会考虑多个故障模式 e.g. leakage for safety/environment consequences plugging for production loss

The overall criticality of the asset is defined by the highest identified risk (not highest consequence) in one of the four categories 4级风险中的最高级决定设备的优先级，而不是由故障后果来决定。

Work machine and engine (e.g. pump and motor) are evaluated together and get identical criticality value. 马达和泵一起评估且优先级一样。


NAMUR and its activities in China

NAMUR及其在中国的概况

Process Automation


If you don’t measure it, you don’t know it.

If you don’t know it, you can’t control it.

If you can’t control it, you are at the mercy of chance.

No Plant will run without Automation


sensors

• P, T, F, L, Q, …

logic

• Closed loop

• Start-up sequence

• Batch control

actuator

• Motors for pumps, agitators, …

• Control valves

Electrical power distribution

Control network

Challenges

• Design and maintain systems for process automation to achieve

• Safe, reliable, efficient, and flexible operation of processes and plants

• Consequences for Process Automation:

• High expectation on effectiveness

• Reliable and flexible automation concepts, systems and components

• Environment

• Rapid changes of automation technology

• Flanges are unchanged for decades, control systems (IT) always change

• Process automation often not considered a partner

• Messenger of bad news (Sophocles ca. 441 BC “No one loves the messenger who brings bad news”)

• Black box, locked rooms; closed circle of automation engineers

• Challenges from non-linear processes not understood

• Many technical and organizational interfaces


How to manage the challenges?


A

B

C

…

Users of

automation

technology

exchange

experience

and form a

strong

community

to work on

topics of

joint interest

Agenda

要目

Introduction to NAMUR NAMUR 简介

NAMUR Activities in China NAMUR在中国

page 6 • NANMUR and its activities in China • Sep 2013• Ningbo

Introduction to NAMUR Basic Info 基本信息



page 8

NAMUR

International User Association of Automation Technology in Process Industries

国际过程工业自动化用户协会

• NANMUR and its activities in China • Sep 2013• Ningbo


page 9

Members 成员:

Companies operating process plants

运行过程工厂的公司

Companies offering engineering services in process industries

为过程工业提供工程服务的公司

Universities (and similar bodies)

大学或类似机构

Associations

协会

Membership in NAMUR is not possible for 非NAMUR成员:

Suppliers and manufacturers of automation technology components and systems

自动化设备及系统供应商

Individuals

个人



page 10

NAMUR in (approximate) numbers:

Age 63 Years

Member companies: 135

Germany 105

Netherlands 5

Belgium 5

Switzerland 6

Austria 6

Spain 1

USA 1

China 6

Participants in Annual General Meeting: 550

Working Groups: 40

Experts in member companies: 2000

Cooperating associations: 10



page 11

100+ NAMUR Recommendations and Worksheets are available:

Engineering工程设计

Control Rooms控制室

Education教育培训

Safety安全

Validation and Quality Control质量控制

Sensors传感器

Weighing Systems称重系统

Valves阀门

Electrical Engineering电力设计

Drives驱动

Communication通讯

Recipe Based Operation and Plant Control配方型工厂的操作及控制

Signal Processing信号处理


Explosion Protection防爆


page 12

Number of issued NAMUR Recommendations and Worksheets



page 13

Noncontacting Initiators and Accompanying Switching Amplifiers

Today: IEC 60947-5-6: "Low-Voltage Switchgear and Controlgear, Part 5-6: Control Circuit Devices and Switching Elements – Direct Current Interface for Proximity Sensors and Switching Amplifiers (NAMUR)” “低压开关设备和控制设备，第 5-6部分：控制电路设备和开关元件接近传感器和开关放大器用直流接口元件(NAMUR)”

Current version of NA001


Introduction to NAMUR History 历史

page 14

BASF

Evonik

Akzo Nobel

Henkel

Oxea

Shell

Bayer

Minutes of the first NAMUR Meeting

www.namur.de


Introduction to NAMUR History 历史

page 15

NAMUR

International User Association of Automation Technology in Process Industries

国际过程工业自动化用户协会

Origin of the Name:

Normenarbeitsgemeinschaft für Meß und Regelungstechnik in der chemischen Industrie

化工行业测量和控制技术标准委员会


Introduction to NAMUR Organisation 组织机构

page 16

Members Meeting

会员大会

Board of Management

董事会

Dr. W. Otten Evonik Industries Chairman

Dr. N. Kuschnerus Bayer Technology Services Deputy Chairman

Dr. M. Fankhänel BASF

Dr. H. Maier Clariant

Dr. T. Tauchnitz Sanofi-Aventis

Delegates of 130+ Member Companies

NAMUR Office

NAMUR办公室

Work Areas Work Areas

Work Areas Work Areas Working Areas工作片区

Heinrich Engelhard General Manager Bayer Technology Services

Monika Reek Bayer Technology Services

Dr. Peter Zgorzelski Technical Officer Bayer Technology Services



page 17

Members Meeting Board of Management NAMUR Office

Work Area 1 Project Planning and Construction

Work Area 2 Automation Systems for Processes and Plants

Work Area 3 Field Devices

Work Area 4 Operation Support and Maintenance

NAMUR China

Michael Pelz

Clariant

Dai Xiaolong

BASF YPC

Thomas Scherwietes

Infracor

Norbert Matalla

BASF

Dr. Ulrich Christmann Bayer Technology Services

: • NANMUR and its activities in China • Sep 2013• Ningbo


page 18

NAMUR Members:


Introduction to NAMUR Vision 远景

page 19

NAMUR is a leading international user association of

automation technology.

NAMUR：国际领先的自动化领域的用户协会

Vision

远景


Introduction to NAMUR Mission 使命

page 20

NAMUR contributes to the added value of companies by

pooling the competencies of users of automation

technology in the process industry for the installation and

operation of

• efficient,

• sustainable

• and reliable processes

and for further developing the use of automation

technology.

NAMUR致力于通过整合自动化技术用户的技能为流程工业的设计安装、生产运行在如下方面提供附加值：

• 效能的提高

• 可持续性发展

• 高可造性的工艺过程

• 自动化技术的进一步发展

Mission

使命


Introduction to NAMUR Service 服务

page 21

Services

服务

• Exchange of experience, communication of know-how, maintaining of Know-

how.

• Involvement in standardization, representing the interests of users

• Develop and issue NAMUR recommendations (communication of best

practices).

• Supervision of the introduction of new technologies taking into account user

aspects (functionality, efficiency, applicability)

• 经验交流

• 介入到标准制定，体现用户的利益

• 起草并出版“NAMUR推荐”（经验共享）

• 观注并引导新技术的引进，在新技术引进中考虑到用户在功能、效率、适用性等方面的需求。


Introduction to NAMUR Characters 特点

page 22

Characters

特点

• NAMUR and its member companies represent the interests of operating

companies in the process industry.

• NAMUR conducts an open and fair dialogue with manufacturers.

• NAMUR is an association whose success depends on the contribution of the

employees of the member companies.

• The working areas and working groups of NAMUR provide the basis of the

organization.

• The working areas focus on equipment and processes. Interaction between the

working areas is achieved by the coordinators and cooperation between the

different working groups.

• NAMUR cooperates with associations which represent operating interests (e.g.

WIB, EEMUA, EXERA, ISA,…)

• NAMUR及其成员公司代表了过程工业运营公司的利益。

• NAMUR积极开展与制造商公开公平的交流。

• NAMUR的成功来自于其成员公司员工的贡献。

• NAMUR的工作片区及工作组是其组织基础。

• 每个工作片区有自身关注的领域。各工作片区之间有交流及协作。

• NAMUR与其它过程控制相关的协会（WIB,EEMUA,EXERA,ISA等）有密切协作关系。


Introduction to NAMUR Cooperations 合作

page 23

German Chemical Industry Association International Exhibition-Congress on

Chemical Engineering,

Environmental Protection and Biotechnology

German Electrical and Electronic Manufacturers´ Association

Association of German Engineers European

User Associations


NAMUR activities in China Organization 组织机构

page 24

Dai Xiaolong BYC/扬子石化巴斯夫

Martin Zeller BTES/拜尔技术工程

Holger Hoecker Evonik/赢创

Ling Haiqing BMCS/拜尔材料科技

Wang Haitao Wacker/瓦克化学


NAMUR

Board of Management

/NAMUR office

NAMUR China

Core team

核心组

Work Areas Work Areas

Work Areas Work Areas Work Group工作组

1.1 Project Planning and Construction

1.10 DCS Engineering

3.14 Low Voltage Technology

4.1 Maintenance

4.5 Functinal Safety

4.7 Explosion Protection

4.17 Energy Efficiency

Around 50 experts from more than 10 companies

工作组中汇聚了来自10多个公司的50名左右的专家

NAMUR activities in China Chronology 大事记

page 25

Launch of NAMUR initiative for China in Lahnstein Nov 07th 2008

在德国兰施泰因启动了将NAMUR推向中国的意向

Kick off meeting in Shanghai Jan 14th 2009

在上海召开了启动会

1st NAMUR Conference in China Nov 19&20 2009

第一届NAMUR年会

Working Group set up Apr 2010

工作组成立

First presentation in Europe annual conference Nov 2011

第一次在欧洲年会中作报告

Road map workshop May 2012

发展之路研讨会


NAMUR activities in China Current Focus of Working Groups 工作组当前工作重点


Automation System Security 自动化系统的安全性

Asset Health Monitoring 设备状态监测

Engineering Integration 一体化工程设计

Grounding 接地

Documentation for Maintenance 维修对文档的需求

SIS 安全仪表系统

Installation and Maintenance for Ex-proof equipment 防爆设备的安装及维护

Energy efficiency of equipment and engineering 设备的能效及工程设计

NAMUR activities in China Annual Conference 年会

page 27


page 28

Thank you for your attention!

谢谢！


Documents

Introduction to NAMURThe tools to conduct our analysis and to document our actions are Meridium and SAP 分析和 日常维护行为管理的工具是Meridium和SAP Failures at assets

Introduction to NAMURThe tools to conduct our analysis and to document our actions are Meridium and SAP 分析和日常维护行为管理的工具是Meridium和SAP Failures at assets