Mainnovation Seminar 2 Juni,Versie 3b

Het IER werkproces als motor voorbetrouwbare fabrieken

Rob de Heus

Maintenance Manager

DSM Sitech Manufacturing Geleen

Sitech Manufacturing Services

Optimaliseert processen van haar klanten in de procesindustrie en verbetertdaarmee de plantperformance en business opportunities

Neemt haar partners de zorg voor het onderhoud van hun installaties uit handen,bij waarborging van integriteit en beschikbaarheid van de installaties

Presteert op basis van partnership met haar klant op gebied vanprocestechnologie, onderhoud, turnarounds en projecten.

Inhoud

• Reliability, bouwsteen in DSM ‘Focus on Value’

• Reliability, het workproces in 6 stappen

• Reliability, resultaten van wereldwijde aanpak

DSM Vision 2010,focus on value & reliability

• Uniforme werkprocessen• Global Platforms• Uniforme best practices/tools• Uniforme KPI benchmark

structuur

Operational &Manufacturing

Excellence

OperateFacility

MaintainFacility

Build &ModifyFacility

Manage &Transfer

Technology

Supply BaseManagement

To Produce

MANUFACTURINGEXCELLENCE

-Operate Plant

-Improve Plant

- Asset Utilization

- Maintenance- Turnaround

- Improve EquipmentReliability

- Small Projects- Large Capital

Projects- Equipment

Justification &Minimization

- Define & ApplyTechnology

- Discipline Teams- Instrumentation- Mechanical & Piping- Electrical- Systems

- SuppliersManagement

- Purchaseto Pay

- MaterialsManagement

Vision 2010, Uniforme werkprocessen

Work Processes(“Best Practices”)

Technology(“Equipment Standardization”)

Purchasing

Order To Cash,etc.

To Sell

CoordinatedSourcing

To Source

IntegratedManufacturingInformationSystems (IMIS)

- EDM- MES

DEP

Vision 2010, Global platformsManufacturing Council

DPP

ResinsDNR/DRS/DNR+

DAI/DFS

SiTech GeleenRegional

FEMInternal / External

CO & RC

MaRSGroup

DNP

USRegionalChina

RegionalDyneema

Vision 2010, Best practices/tools

‘Value adding change’ Mentality

Uniforme SAP PM implementatie

Maintenance Cost Control & definitions

VDM Control Panel, balans AU en Kosten

SAPPM

Vision 2010, KPI’s & benchmark structuur

Eén standaard KPI set 13 KPI’sgeselecteerd uit ca. 100 BenchmarkKPI’s

Standaard Maintenance Control Panelvoor alle plants Worldwide

Plant Sites doen mee ininterne/externe benchmarking enVDM analyse via DSM IntranetWebsite

Maintenance costs / RAB (Incl. andExcl. TA)

% of PPM plans executed within duedate/ total PPM plans

Value of MRO inventory/ RAB# of equipment (A+B critical) with PPM

plan/ # of equipment (A+Bcritical)

% of SHE & Regulatory PPM plansrealized within due date(MAT 21) /total SHE &Regulatory PPM plans

# LOPC’s incl. leaks and spills due tomaintenance

% production losses due toMaintenance/ MaximumProven Capacit

Priority 0,1 maintenance costs/ totalmaintenance costs

% Planned maintenance costs / totalmaintenance costs

Total maintenance cost/ unitproduction

Inhoud




Prevent

PPM

WerkprocesImprove Equipment Reliability

Doelstelling

Optimalisatie van de integriteit en integrale kosten van de plants.

• Prevent Problems: ontwikkel en optimaliseer het Predictive / PreventiveMaintenance Program (PPM)

• Solve Problems: monitor en evalueer reliability performance, analyseer derelevante equipment reliability problemen en verbeter het PPM plan

RCA = Root Cause Analysis

FMEA = Failure Mode & Effect Analysis

ImprovePlantME-75

ImprovePlantME-75

Other workprocessesImprove

Equipment

Reliability SolveMonitor &evaluate

FMEA

RCA

IER, define optimum PPM program

CriticalityRanking ofEquipment

Analyze andImprove

PPM Program

Define OptimumPPM Program

(FMEA)

ImplementPPM

Program

Execute(ME-04

Maintenance)

Monitorreliability

performanceand improve

PPM plans

Work Processes: Improve Equipment Reliability Corporate SHE&MJune 2004 - 7 - Manufacturing

Define business goals andthresholds

Agree about criticalitymatrix

Divide plant in sectionsaccording to plant break-down

structure

Flowchart Criticality Ranking

SHE (e.g. integrity, environment)

Determine critical sectionsby using criticality matrix

Define specific tools persection

Costs (e.g. availability, maintenance)

Determine critical sections byusing criticality matrix


Rank critical and less-criticalsections / systems

Step 1: Criticality Ranking


Determine critical sections

Rank sections by using the criticality matrix.• Do this in multidisciplinary team of experts• If available, use data (e.g: incident lists, lists of cost-drivers and

performance killers, etc.)• When you don’t have this data, use the belly feeling of experts.• If necessary the team must decide to a further breakdown in

systems for certain (critical) sectionsA C N

A C 1 AC 2 Z A VAC H V e r la din g B C H D A B N A C T V I

W in n ing

R e ac tie

Z uiv e r in g

Af g a ss ys t e e m

T an k e np a r k

U t i l i tie s

W in nin g

R e a c tie

Z u iv er in g

A f g as sy s t ee m

T a n ke n p a r k

U t i li t ie s

B e r e id ing

V e r la d in g /O p s la g

U ti l i t ie s

Ve r la d in g /O ps la g

U ti l i t ies

B e r eid in g

V e r la d in g /O p s lag

U ti l i tie s

B e re id in g

S N se c tie

Z uiv e r in g

A f g a ssy s t e em

V e r la d ing /O p s la g

U t i l i tie s

B e r e id in g

V e r lad in g /O p s la g

U t i li t ie s

V e rla d in g /O ps la g

K r is t al l is a tie

In d a m p in g /a a nv o er

v o ed in g e n

E in d ve r w e rk .

A fg a ss ys te e m

Ve r la d in g /O p s la g

U ti l i tie s

H C Nd es ti l la t ie/r in g le idin g

L T O


Agree about criticality matrix

Safety Health Environment

Product ionlosses due

tomaintenance

Maintenancecosts

(kEUR)

< 1x per50 year

< 1x per5 year

< 1x peryear

< 1x permonth

< 1x perday

Heavy workingconditions

Emission not exceedingPermit (A1) 1 hour 3 1 2 3 4 5

First AidEmission exceedingpermit, inside facility

boundary1 shift 25 2 4 6 8 10

MedicalTreatment

Outside Healthregulat ions

1 day 75 3 6 9 12 15

Restricted WorkDay case

Emission exceedingpermit, non severe,

outside facility boundary3 days 225 4 8 12 16 20

Lost WorkdayCase

Emission exceedingpermit , severe, outside

facilit y boundary1 week 525 5 10 15 20 25

Pote

ntia

l Con

sequ

ence

SHE Category Cost Category Probability

1

2

3

4

5

1 2 3 4 5

Probability

Pote

ntia

l Con

sequ

ence Low

High

Risk Reliability Engineer facilitates,Management Team approves

Note: Production must takepart in the decision of Criticalversus Non Critical!

http://shem.intranet.dsm-group.com/nlshemren/Criticality%20Matrix%20example.xls

1: Criticality Ranking, flowchart


Define business goals andthresholds

Agree about criticalitymatrix

Divide plant in sectionsaccording to plant break-down

structure

Flowchart Criticality Ranking

SHE (e.g. integrity, environment)

Determine critical sectionsby using criticality matrix


Costs (e.g. availability, maintenance)

Determine critical sections byusing criticality matrix


Rank critical and less-criticalsections / systems

1: Criticality Ranking, Matrix(example)

Criticality Matrix

Quality

Safety Health Environment Maintenancecosts (kEUR)

Productionlosses

Qualityproblems

< 1x per15 year

< 1x per5 year

< 1x peryear

< 1x permonth

< 1x perday

Near miss Nuisance,> 5 h. extra work 1 1 hour

Processdeviation without

quality loss1 2 3 4 5

First Aid Healthcomplaints

Light local emission to becleaned up immediately 5 1 shift

Processdeviation withquality loss

2 4 6 8 10

MT & RWExceeding

occupationalhealth limits

Exceeding permit limits 5-10 1 day

Customercomplaint

without anyfinancial

consequence

3 6 9 12 15

Lost Work Daycase Illness Serious emission leading

to damage on the site 10-50 3 days

Customercomplaint with

financialconsequence

4 8 12 16 20

Invalidity Occupationalillness

Serious emission leadingto damage of the site >50 1 month

Seriouscomplaint withbusiness loss

5 10 15 20 25

1 - 2

3 - 4

5 - 6

7 - 10

11 - 16

20 - 25

= Moderate critical

= Critical

Probability

C

B

A

Compliance Profitibility

Pote

ntia

l Con

sequ

ence

= More critical

= High critical

SHE Category Cost Category

= Non Critical

= Less Critical

1: Determine Critical Sections


Determine critical sections

Rank sections by using the criticality matrix.• Do this in multidisciplinary team of experts• If available, use data (e.g: incident lists, lists of cost-drivers and

performance killers, etc.)• When you don’t have this data, use the belly feeling of experts.• If necessary the team must decide to a further breakdown in

systems for certain (critical) sectionsA C N

A C 1 A C 2 Z A VA C H V e rla d in g B C H D A B N A C T V I

W in n in g

R e a c t ie

Z u iv e rin g

A fg a s s y s te e m

T a n k e n p a r k

U t i l i t ie s

W in n in g

R e a c t ie

Z u iv e rin g


T a n k e n p a r k

U t i l i t ie s

B e re id in g

V e r la d in g /O p s la g

U t i l i t ie s

V e rla d in g /O p s la g

U t i l i t ie s

B e re id in g


U t i l i t ie s

B e re id in g

S N s e c t ie

Z u iv e rin g



U t i l i t ie s

B e r e id in g


U t i l i t ie s


K r is ta ll is a tie

In d a m p in g /a a n v o e r

v o e d in g e n

E in d v e rw e r k .



U t i l i tie s

H C Nd e s t i l la t ie /rin g le id in g

L T O

Non Critical EquipmentEquipment dat na ranking is ingedeeld in Low Risk

Alleen basis onderhoud uitvoeren, verder breakdown strategie.

Medium Critical EquipmentEquipment dat beoordeeld wordt als CriticalBehalve basisonderhoud worden nu ook preventieve en predictieve strategieën

toegepast. Zorg dat een probleem tijdig ontdekt wordt en plan tijdigreparaties in om vervolgschade te minimaliseren.

High Critical EquipmentStel via Failure Mode & Effect Analysis vast welke faalmechanismen het risico

bepalen, maar gebruik ervaring en gezond verstand om Criticality toe tekennen.

Zet reëel beschikbare alternatieven, als aanpassing operating of maintenanceprocedures, preventief maintenance, predictief maintenance, breakdown ofredesign naast elkaar.

Selecteer het meest geschikte alternatief, rekening houdend met kosten.Check nogmaals of de optimale oplossing t.a.v. integriteit en integrale kosten

gekozen is.

Step 2: Define optimum PPM

Step 3: Implementatie PPM plan

• Neem alle noodzakelijke activiteiten voor de uitvoering op in het nieuwe PPM plan• Zorg voor goede afstemming met Operations / Gatekeeper• Zorg dat nieuwe/gewijzigde PPM taken, frequentie en startdata juist in SAP

opgenomen zijn.

Aandachtspunten om PPM plannen kosteneffectief te maken:– Spare Parts beschikbaar op de juiste plaats en leverancier/magazijn ?– Plannen zijn goed voorbereid en logisch geplanned ?– PPM plannen zijn effectief en uitvoerbaar geclusterd ?– Uitvoerende expertise is beschikbaar en gedefinieerd ?– Idem voor productie personeel ?– Is overwogen of TPM / FIY mogelijk is ?

Stap 4: Uitvoering van het PPM plan middels SAP maakt deel uit van hetwerkproces Maintenance en wordt hier niet behandeld.

Step 5: Evalueer de effectiviteit vanPPM plannen (KT)

Beoordeel regelmatig, in korte termijn cyclus, of het IER plan nog aande maat is:

• Door input uit L(eer) & V(erbeter) Team– Terugkoppeling uit de uitvoering in SAP en mondeling– Technische bevindingen uit preventieve inspecties– Incidenten, LOPC’s via RCA’s– Onbekende faalmechanismen

• Door analyse van Reliability Engineers en andere Specialisten– Performance killers&Cost drivers– Nieuwe faalmechanismen uit bv. PID (Plant Integrity Database)

Step 6: Analyseer & verbeter hettotale PPM programma (LT)

• Review het IER proces en effectiviteit iedere 5 jaar (CorporateRequirement)

• Check of het totale programma in lijn ligt met de Manufacturing plannenvan de plants en beoordeel of het nog steeds de juiste waarde toevoegtaan de business.

• Stel zonodig de Criticality Ranking criteria bij aan de actuelemanufacturing doelstellingen en review zonodig de ranking.

• Loop alle PPM plannen na op effectiviteit, andere alternatieven kunneninmiddels effectiever zijn.

• Voldoen/voldeden de PPM plannen eigenlijk wel aan de doelstelling ?• Worden nog steeds de juiste performance KPI’s gebruikt ?• Verwerk alle wijzigingen en updates in SAP en verder.

Inhoud




Standard KPI set DSM Maintenance

DSM requirements– Maintenance costs / RAB (Incl. and Excl. TA)– % of PPM plans executed within due date/ total PPM plans– Value of MRO inventory/ RAB– # of equipment (A+B critical) with PPM plan/ # of equipment (A+B critical)– % of SHE & Regulatory PPM plans realized within due date (MAT 21) /total

SHE & Regulatory PPM plans– # LOPC’s incl. leaks and spills due to maintenance– % production losses due to Maintenance/ Maximum Proven Capacity

MaRS group extra’s– Priority 0,1 maintenance costs/ total maintenance costs– % Planned maintenance costs / total maintenance costs– Total maintenance cost/ unit production

Maintenance costs / RAB incl TA

2009A

2009A

Resultaten DSM 2008/2009

Production loss due to maintenance

2009

2009

2008

2008

0.0% 2.0% 4.0% 6.0% 8.0% 10.0% 12.0% 14.0% 16.0%

2009 2008 SHE & Regulatory PPM on time/total PPM

2009

2009

2008

2008

0% 20% 40% 60% 80% 100% 120%

2009 2008

Total Maint costs/RAB

2009

2009

2008

2008

0.0% 1.0% 2.0% 3.0% 4.0% 5.0% 6.0%

2009 2008

Average: 3.44 3,79

Average: 2.1 1,76

Tgv crisis zijn kosten gedaald enderving gestegen, maar:= bewust tbv benutting lage margesvoor maintenance werk+ Compliance en integriteit zijn verderverbeterd !!!

Average: 92.9 96.2W

B

W

B

W

BB = Best performer

W = Worst performer

Resultaten DSM 2008/2009PPM on time/total PPM

2009

2009

2008

2008

0% 20% 40% 60% 80% 100% 120%

2009 2008 A + B critical with PPM plan/total A + B critical

2009

2009

2008

2008

0% 20% 40% 60% 80% 100% 120%

2009 2008

MRO value/RAB

2009

2009

2008

2008

0.0% 0.5% 1.0% 1.5% 2.0% 2.5% 3.0%

2009 2008

Average: 1.03 0,87

Average: 77.7 84.4 Average: 81.2 91.0

Crisis leidt bij Best performers niet totterugval in Compliance IER, worstperformers hebben het moeilijk.Het gemiddelde blijft stevig de goedekant op gaan !!

B

W W

B

W

B

B = Best performer

W = Worst performer

Sitech Plants in Geleen in 2009

KPI Maintenance TARGET BU 2009 2009 plant 1 Geleen 2009 plant 2 Geleen

Maintenancegerelateerde LOPC’s 30 4 1

ComplianceSHE/Wettelijk 100 % 98 % 98 %

Technischebeschikbaarheid 92,7 % 96,3 % 98,8 %

Realisatie op targetcrisis budget < 100% 121 % 102 %

Maintenancekosten /RAB (excl. TA) 1,5 % 1,2 % 1,2 %

MRO spare parts 1 % 0,6 % 0,9 %

Aandeel Urgenties(€’s) 20 % 16 % 8 %

Aandeel PPM (€’s) 35 % 36 % 48 %

Ontwikkelde PPM’svoor M&H CriticalEquipment

100 % 95 % 95 %

Compliance PPM 90 % 97 % 91 %

DE KRACHT VAN BETROUWBAARHEID !

“When Reliability increases, incidentsdecrease and maintenance costs godown”

Dit was onze overtuiging bij de start van Manufex, het iseen proces geweest van vallen en opstaan, maarheeft zich ruim bewezen.

Mainnovation Seminar 2 Juni,Versie 3b

Technology

Transcript of Mainnovation Seminar 2 Juni,Versie 3b