MANEJO INTEGRIDAD DE

FACILIDADES INDUSTRIALES
TECNOLOGIA

INTEGRIDAD

?
MAQUINAS HOMBRE

JAIME MUNOZ
agosto 2003
 Evolucion de HSE
•Liderazgo •Liderazgo •Liderazgo
•Vision •Involucramiento •Pertenencia
•Metas explicitas empleados personal
•Sistemas de seguridad • Proceso mejoramiento • Conocimiento
HSE personal peligros
Rata •Pertenencia •Proceso
decrecimiento organizacional comportamiento
de •Crecimiento
accidentalidad cultural

Estado 1 Estado 2 Estado 3

Direccionamiento Colaborativo con la Consultivo con
por la gerencia organizacion en la responsabilidad indidual
linea
Secuencia de protecciones en
fallas / incidentes
catastroficos
Suerte
Equipos de proteccion personal
Respuesta a emergencias

Investigacion & reporte

Observacion de tareas

Procedimientos claves

Diseno
Casi accidentes o
eventos menores Revision de peligros en procesos

Manejo del cambio

INCIDENTE
 ASPECTOS CLAVES
TODO OBJETIVO

EXPERIENCIA CULTURA

AMBIENTE SISTEMAS

AMENAZAS & OPORTUNIDADES

 EXPECTATIVAS DE UN NEGOCIO

1. Maximizar la utilidad / generar dinero

2. Eliminar las perdidas de interrupcion del
negocio /controlar costos operacion
3. Eliminar los incidentes de seguridad /
operacion/aumentar la seguridad
4. Reducir el riesgo en la produccion
5. Maximo Balance social / Etica
6. Sostenibilidad a largo plazo / futuro
 CULTURA
Conjunto de elementos de indole material y espiritual
organizados logica y coherentemente, que incluye los
conocimientos ,las creencias , el arte,la moral,el derecho
, los usos y costumbres y todos los habitos y aptitudes
adquiridos por los hombres en su condicion de
miembros de una sociedad.

RESPONSABILIDAD
Habilidad para responder ante cualquier situacion diaria
 PELIGRO VS RIESGO
Energia almacenada con alta capacidad de lesionar

Esta siempre latente y puede ser potencial o real

Escenarios de falla y secuencia de eventos

 Situacion Actual
Insurance Trends
?

Insurance
$

Premimum
93

94

95

96

97

98

99

00

01

02
19

19

19

19

19

19

19

20

20

20
Years
 Modelo existente
Utilidad = Ventas – Costos ( operacion +inversiones)

Sugerido

Utilidad = Ventas – Costos produccion ( operacion

+inversiones) – Costo del riesgo del
negocio

Costos vs Gastos Susceptible de manejo

Cual es la diferencia?
 MODELO SISTEMICO

Entrada de Procesos
Productos
diferentes tecnologicos y
esperados
procesos organizacionales

Estrategia - Tactica - Tarea

 INTEGRIDAD OPERACIONAL

LOS PROBLEMAS SIGNIFICATIVOS QUE ENFRENTAMOS

NO PUEDEN RESOLVERSE AL MISMO NIVEL DE
PENSAMIENTO EN QUE ESTABAMOS CUANDO LOS
CREAMOS.
CREAMOS
- EINSTEIN
 PORQUE I.M.?
• POR PRESION DE REGULACIONES/ LEYES
• POR PRESION DE LA SOCIEDAD
• POR LA NECESIDAD DE REDUCIR LA
ACCIDENTALIDAD
• POR LA NECESIDAD DE MEJORAR LA
REPUTACION
• POR ESTRATEGIA DE NEGOCIOS
• POR SOSTENIBILIDAD DE LA EMPRESA
 Insurability strategy options

Insurability Stragety Options

$ = P (Base) x EML

Improve Management
System Performance Estimated Maximum Loss
Recalculate
Increase deductible P (Base) (EML)
Reduce Cap
Insurance business
performance (no control)
 Modelo General
Client Insurability Global Strategy .
GOAL

Insurability
Analysis

Integrity
Management PROCESS
Assessment DEVELOPMENT

Quantitative Damage Loss

Analysis Risk Profile
Development.
CONFIABILIDAD
Typical Facility
 AI Assessment

DNV & CLIENT ASSET INTEGRITY ASSESSMENT

SCORE
The overall assessment is that Client is better than average

1
14 2
13 3 WORLD CLASS

12 4 MCV Self Assessment

DNV Assessment
11 5

10 6
9 7
8
 Perfil de riesgos : Perdidas
1.00E+00
estimadas
$ 93 million TOTAL
1.00E-01
$55 million Equipment
Cumulative Frequency of Loss Events

$3 million Inventory
$35 million Production
1.00E-02

1.00E-03 Approx. Worst Case Loss:

$ 161 million TOTAL
$101.2 million Equipment
$0.66 million Inventory
1.00E-04 $59.3 million Production

1.00E-05
$1,000 $10,000 $100,000 $1,000,000 $10,000,000 $100,000,000 $1,000,000,000
with Costs of at Least
Asset Inventory Downtime TOTAL
 SEGURIDAD VS ECONOMIA

Los analfabetas del siglo XXI no seran aquellos que no sepan leer y escribir , sino
los que no puedan aprender , desaprender y volver a aprender.
 RIESGO COMO CONCEPTO

No hay signo mas claro de locura que repetir lo

mismo una y otra vez esperando resultados
distintos. – Einstein.
 RAIZ DEL
PROBLEMA

COMUNICACION COMPETENCIA

ORGANIZACIONAL
TECNOLOGICO
• CONSCIENCIA • CONOCIMIENTO
• LIDERAZGO • EXPERIENCIA
• PERTENENCIA • ENTRENAMIENTO

• COMPROMISO • TECNOLOGIA

• MADUREZ • MADUREZ
• I-NET /
• BENCHMARKING
AUTOAPRENDIZAJE
• FLEXIBILIDAD • TRABAJO EN EQUIPO
 ETAPAS EN EL MANEJO DE LA INTEGRIDAD DE
INSTALACIONES

SCOPE

U-384 16” LDF

D-36 24” LDF
H-74/36 24” LDF
K-74 24” LDF
XF-21 24” TL
Esfuerzos

Estado actual
Optimizacion
Control
Panico

Complacencia

Tiempo
SABE DONDE ESTA EN SU NEGOCIO ?
QUE VIENE?
 Integridad mecanica en
Facilidades industriales
No es Es

• Un programa nuevo • Centrarse en la esencia

• Un software
• De especialistas
• No requiere de nuevas cosas
• Para operaciones solamente
• Un proceso independiente
• El foco es el equipo
• Parte del manejo seguro
• De responsabilidad individual
• Integrado a todo el negocio
• Una forma diferente de ver la
operacion
 INTEGRIDAD MECANICA
“Integridad Mecanica es el manejo
sistematico para una prediccion confiable de
la operacion sin la liberacion incontrolada de
fluidos de proceso u otros impactos a traves
de la vida util del equipo.”

• - Es parte del manejo seguro de una planta

• - Es una respuesta a la accidentalidad / perdidas
 LA HISTORIA
Percentages of Causes of Major Losses
 USA REFERENCIAS
U.S. Clean Air Act - 1990
• CMA Responsible Care
• API RP-750 - PSM
• OSHA 29 CFR 1910.119 PSM
• AICHE Quantitative Risk Assessment
• API Risk Based Inspection
• EPA 40 CFR Part 67 - Risk Management Program
• ILCI Total loss control
• etc
 Que es OSHA
Agencia americana establecida para regular y manejar los
aspectos de salud ocupacional , seguridad y salud.

Define:
• Regulaciones.
• Procedimientos
• Metodos
• Legislacion a aprobar
• Investiga accidentes
• Establece criterios de seguridad operacional
• Inspecciona estos aspectos y su cumplimiento en
plantas.
Claves en OSHA
 COMPETENCIA
LA HABILIDAD PARA ASUMIR
RESPONSABILIDADES Y REALIZAR
ACTIVIDADES CON UN ESTANDAR
RECONOCIDO SOBRE UNA BASE
REGULAR.

ES UNA COMBINACION DE
HABILIDADES PRACTICAS Y
PENSAMIENTO CRITICO , EXPERIENCIA
Y CONOCIMIENTO .
 Que hay que hacer?

Cada compania define como desea manejar su sistema de HSE

 U.S. OSHA 1910.119
Process Safety Management
16 elements

C1
2

(a) Application 3
4
5
6
(i) Pre-Startup Review
7

(b) Definitions T1

(j) Mechanical Integrity

2

(c) Employee Participation

4

(d) Process Safety

7

8
(k) Hot Work Permits
9

Information
10

11
(l) Management of Change
12

(e) Process Hazard Analysis

L1

2
(m) Incident Investigation
3

(f) Operating Procedures 4

(n) Emergency Planning
(g) Training
5

(o) Compliance Audit

(h) Contractors (p) Trade Secrets
THE MI SYSTEM ELEMENTS
• Clear responsibilities
• Well defined and widely understood objectives
• Well defined activities
• Performed by qualified and trained staff
• Calibration of equipment
• Clear reporting lines
• Analysis of the inspection data
• Follow up routines for “Findings”
• Independent audits of the system
 SAFETY STANDARDS AND
MANAGEMENT REGULATIONS
SYSTEM

MI STRATEGY POLICY

EQUIPMENT
IDENTIFICATION / LIST.
COVERED AND SAFETY
CRITICAL

QRA / RAM
RISK / RELIABILITY
ANALYSIS
RBI standards or
internal knowledge

RCM

RISK ANALYSIS AND

HAZOP / SIL / LOPA
MITIGATION
ETC

PLANNING
/PROGRAMMING

EXECUTION

KPI
PERFORMANCE AND MoC
DEVIATIONS Fitness For Service
RCFA
AUDIT AND
MANAGEMENT REVIEW
 START

IS EQUIPMENT YES
REGULATED BY ANOTHER NOT A CRITICAL
ENTITY OR REGULATION? EQUIPMENT ITEM

NO

IS
EQUIPMENT IN
YES Threshold quantity is shown in the
A PROCESS WITH
HAZARDOUS SUBSTANCES Process Safety Management Standard
> THRESHOLD
QUANTITY

NO

IS EQUIPMENT OR YES
COMPONENT CONNECTED
TO A COVERED PROCESS?

NO

WOULD
IS EQUIPMENT OR YES FAILURE
COMPONENT ADJACENT LIKELY RESULT IN YES
TO A COVERED PROCESS? A MAJOR ACCIDENT?

NO
NO

IS THE
EQUIP./COMPONENT NO
A PART OF A SAFEGUARD NOT A CRITICAL
SYSTEM FOR COVERED EQUIPMENT ITEM
EQUIPMENT?

YES

CRITICAL EQUIPMENT ITEM.

EQUIPMENT IN THESE PROCESSES
MUST BE INCLUDED IN THE
CRITICAL EQUIPMENT LIST.
 IDENTIFY

M
ASSESS O
N
I
T
DEVELOP O
R

IMPLEMENT
 Goals and
Philosophy

Strategy and
Criteria
Revise
Establish / Update
Scope

4
Corrective Actions Plan
1
(e.g. repairs) Activity

3
Evaluation 2
Implementation
(e.g activity results) (do and record)
 RISK MATRIX
PROBABILITY
Possibility Possibility
Possibility
Practically Not Likely of of
of Isolated
Impossible To O ccur O ccuring Repeated
Incidents
Sometime Incidents

Once in Once every Once every Once every > Once per
CONSEQUENCE > 25 years 12-25 years 3-12 years 1-3 years year

Harm to Harm to Business Reputation

Pe ople Envmnt Impact Damage 1 2 3 4 5
To tal lo s s o f Internatio nal
Fatalities
co ntainment
>$2 M M
med ia A 10 20 30 40 50

Sig nificant lo s s
o f co ntainment
Permanent
d is ab ility
>1 0 0 0 b b ls
Limited ab ility
$2 0 0 k-$2 M M Natio nal med ia
B 5 10 15 20 25
to co ntro l
Sig nificant lo s s
o f co ntainment
Lo cal med ia
Ho s p ital s tay >1 0 0 b b ls
Only wo rkp lace
$2 5 k-$2 0 0 k
Partner imag e C 4 8 12 16 20
affected
M ino r lo s s o f
Day-away-fro m- co ntainment M ino r
wo rk-cas e
DAFWC
<1 0 0 b b ls
Only wo rkp lace
$5 k-$2 5 k inho us e
rep o rting
D 2 4 6 8 10
affected

Slig ht lo s s o f
Simp le firs t –aid
treatment cas e
co ntainment
<1 b b l
<$5 k No Imp act
E 1 2 3 4 5
 RIESGO VERSUS MANEJABILIDAD

High

3B 4B 5

rt
Medium

ffo
2B 3 for
e
4A
Risk

fit
ne
be
as ing
re
I nc

1 2A 3A
Low

Low Medium High

Manageability
"On the plus side, we've reduced our risks to zero.
On the minus side, we're bankrupt."
MODEL FOR AN MI SYSTEM
System Documentation/
Actions
Documentation (Do what you say) Records
(Say what you do) (Document the actions)

TOP LEVEL
ESTABLISH
SYSTEM
SYSTEM
DOCUMENTS
FILING SYSTEM:

Asset Register
Design data
PLANNING MI equipment
GENERAL
PROCEDURES:
RBI Inspection data
Operational data
Deficiency data
INSPECT Inspection Plans
Repair information
Defect Assessments
ASSESS THE Inspection due dates
WORK
INSTRUCTIONS RESULTS

STANDARDS UPDATE/REVISE PLANS:

 The Approach to Mechanical
Integrity
1. Applicable Equipment and Systems
2. Procedures Written and Implemented
3. Training for Maintenance , Inspection,operations
Personnel
4. Maintenance , Inspection and Testing
5. Equipment Deficiencies Tracked and Corrected
6. Quality Assurance Standards:
– Fabrication
– Engineered Equipment
– Installation
 MI System Manual
The actions and responsibilities of the Mechanical
Integrity System are defined in the MI System Manual
in the following sections:

• Overview Documents h a nical

Me c
• Administrative Documents n t e grity
I
• Quality Assurance Documents Syste
m
nual
• Implementation Documents M a

• Equipment Guidelines
• Activity Procedures (referenced in system manual)
 MI System Documents - 1
OVERVIEW DOCUMENTS
• MI-10000 Table of Contents
• MI-10100 Policy
• MI-10200 Mechanical Integrity System Description
• MI-10300 Integrating the Mechanical Integrity
System into Process Safety Management
• MI-10400 Definitions and References
• MI-10500 Determining Mechanical Integrity System Equipment

ADMINISTRATIVE DOCUMENTS

• MI-20100 Mechanical Integrity System Document Control

• MI-20200 Mechanical Integrity System Document Format
• MI-20500 Training Maintenance and Inspection Personnel
 MI System Documents - 2
QUALITY ASSURANCE DOCUMENTS
• MI-30100 Vendor Fabrication Quality Assurance
• MI-30200 Equipment, Materials, and Spare Parts Quality Assurance
• MI-30300 Maintenance and Construction Installation Quality
Assurance

IMPLEMENTATION DOCUMENTS

• MI-40100 Preparing Equipment Guidelines and Equipment Plans

• MI-40200 Preparing and Using Activity Procedures
• MI-40300 Data and Report Management
• MI-40400 Tracking Inspection/Tests and Deficiency Corrections
• MI-40500 Evaluation of Nonconformances and Correction of
Deficiencies
• MI-40600 Equipment Information Updating
 MI System Documents - 3
EQUIPMENT GUIDELINES (50000 series) have been developed for:
• Pressure Vessels • Electrical Equipment
• Storage Tanks • Uninterruptable Power Supply(UPS)
• Piping Components Systems
• Critical Valves • Fire Protection Systems
• Rotating Equipment • Fired Heaters
• Process Controls and • Power Boilers
Instrument Safety Systems • Cathodic Protection Systems
• Pressure Relieving Devices

ACTIVITY PROCEDURES (60000 series) have been developed for:

• Inspection • Machinists
• Cathodic Protection • Pipefitters
• Electrical • Quality Assurance
• Instrumentation • Welding
• Fire Protection
 Location of MI System Manual
• Written Version
– A controlled hard copy of the Mechanical
Integrity System Manual should be located
in:
• Maintenance Department
• Engineering Department
• Operations Department
• Safety Department
• Electronic Version
– If available, install electronic version of the Mechanical
Integrity System Manual on a Local Area Network
– Can be available to all employees
 MI Equipment Files
Equipment Files
Equipment Information
Equipment Plans
Inspection and Test Results
MI
Equipment Files are kept
for:
• Pressure Vessels
• Storage Tanks
• Piping
• Valves
• Rotating Equipment
• Instrumentation and Controls
• Electrical
• Fire Protection Equipment
Equipment Types Covered by MI

Fixed Equipment Instrumentation

• Pressure Vessels • Instrument Safety Systems
• Storage Tanks • Process Controls
• Piping Components
• Pressure Relieving Electrical
Devices • Electrical Equipment
• Fired Heaters • Uninterruptable Power
• Power Boilers Supplies

Rotating Equipment Fire Protection Equipment

• Pumps • Foam Systems
• Compressors • Deluge/sprinkler Systems
• Blowers • Halon/CO2 Fire Extinguishing
Systems
 Who is Involved in MI?

• Everyone is involved
• Maintenance Manager is accountable for execution of
the Mechanical Integrity system
• MI Co-ordinator is responsible for managing the MI
system
• Implementing and sustaining the Mechanical Integrity
system primarily involves:
– Maintenance and Inspection Department Personnel
– Operating personnel
– Engineering personnel
– Stores and Purchasing (Quality Assurance)
 An Effective MI Program
An effective MI system requires active participation from
all personnel.

Ways to support the MI system include:

• Having a sense of ownership of the MI System

• Having an awareness and understanding of the MI System
• Reporting observed problems with process equipment
(leaks, excessive pump vibration, etc.) to the Area Engineer
or Operations Supervisor
• Reporting discrepancies in process equipment information
(equipment mislabelled, inaccurate drawings, missing
equipment data, etc.)
 MI Interaction With PSM
Elements
Incident
Incident Emergency
Emergency Compliance
Compliance Employee
Employee
Investigation
Investigation Planning
Planning Audit
Audit Participation
Participation
and
andResponse
Response
Management
Management
ofof Process
Process
Change Safety
Safety
Change Information
Mechanical
Mechanical Information
Integrity
Integrity Process
Process
Permits
Permits Hazards
Hazards
Analysis
Analysis
Pre-Start-up
Pre-Start-up Operating
Operating
Safety
Safety Contractors Training
Contractors Training Procedures
Procedures
Review
Review
 MI Interaction With PSM
Elements
Employee
Employee Process
ProcessSafety
Safety
Participation
Participation Information
Information

• Mechanical Integrity records

• Employees are involved in:
– Developing and
implementing the MI
Program
and information systems
include:
– Equipment files containing
equipment design
information
– Design codes and standards
– Test and inspection records
– Electrical classification
 MI Interaction With PSM
Elements
Process
Process Operating
Operating
Hazards
Hazards Procedures
Procedures
Analysis
Analysis

• Technical resources to • Assist in reviewing or developing

operating procedures:
PHA teams
– Effect of a mechanical
• Hazards of MI change in the process
– Effect of operating limits on
integrity of equipment
 MI Interaction With PSM
Elements
Training
Training Contractors
Contractors

MI Training includes: • Contractors participate

• MI Overview in activities involving
• MI System Manual Mechanical Integrity
• MI Equipment or Activity-
Specific
• Activity Procedures
 MI Interaction with PSM
Elements
Pre-Start-up
Pre-Start-up
Safety
Safety Permits
Permits
Review
Review

• Personnel performing
• Review new or modified Mechanical Integrity
processes before any activities are familiar with the
site permit procedures and
hazardous chemicals are other safe work practices
introduced
 MI Interaction with PSM
Elements
Management
Management Incident
Incident
ofof
Investigation
Investigation
Change
Change

• To manage changes specific • Investigation of incidents which

to MI: resulted in or could have resulted
in a catastrophic release of
– Materials of Construction
hazardous chemicals
– Equipment specifications
• Use feedback to update MI
– Piping arrangements system
– Control programs/people
– Not-in-kind replacements
– Temporary changes
• Use MOC process to update
MI system
 MI Interaction with PSM
Elements
Emergency
Emergency Compliance
Compliance
Planning
Planning Audit
Audit
and
andResponse
Response

• Assure mechanical • Operations , Maintenance or

inspection group participates in
integrity of fire protection compliance audit
equipment
How Long Does The MI Process
Take?
• Identification of Needs
– What is covered by the regulation
– Identify current documents
– Review and update plant P&IDs, PFDs, layouts
– About 3-4 months
• Development of the MI Systems Manual
– About 6 months
• Development of the Equipment Files
– Depends on the plant
– For 1,000 equipment items: About 9 man-months
 Plant Resources Needed - MI
Systems Manual
• MI team of 4 to 6 managerial level people
for one week a month to develop the
Systems Manual
• Engineers, inspectors, equipment specialists
on an as-needed basis
 Plant Resources Needed -
Implementation
• People to assure compliance with
requirements of regulation and MI System
in place
– Assure drawings are up to date
– Equipment file development
– Inspection planning and scheduling
– Inspections and tests performed
– Follow-up of inspection and test results
When Do We Get Improvements
From MI?
• Begin to see results within 6 months after
system is fully in place
• Depending on the plant, three to seven
percent return on your investment
• Certificate of compliance with Mechanical
Integrity requirements
Summary of Mechanical Integrity
System

The Mechanical Integrity System

• An integral part of Process Safety Management
• Proactive, systematic approach to reduce the
risk of hazardous chemical releases
• Maximizes reliability of the equipment and
processes by maintaining the on-going
integrity of process equipment
• Certificate of compliance
LA IMPORTANCIA DE REPORTAR
 The “Risk Based Principle”

RISK = LIKELIHOOD OF EVENT X CONSEQUENCE

PoF CoF
Generic Failure Injury ($)
Frequency X Damage Factor
DF Env. clean up ($)
GFF
Item repair ($)
Damage Inspection Adjacent repairs ($)
Age Mechanism(s) Effectiveness
& Rates Downtime ($)
TOTAL ($)
Corrosion Management Assurance System

“Corrosion management is that

part of the overall management
system, which is concerned with
the development, implementation,
review and maintenance of the
corrosion policy.”
Process
 Corrosion Management Process
CORROSION MANAGEMENT ASSURANCE SYSTEM

Assurance
AssuranceScheme
Scheme
Κ Corrosion Management Strategy
Audit
Audit
Κ Program Implementation Gap
GapAnalysis
Analysis
Κ Life/Risk Analysis Prioritisation
Prioritisation
Κ Mitigation Action Tracking
Tracking
Κ Program Review Feedback
Feedback
Κ Strategy Review

Infrastructure
Κ BU/Group Business Contact
Κ Risk/Reliability Criteria
Κ Ownership/Leadership
Κ Discipline Integration
Κ Knowledge & Learning
Κ Performance

4/28/2005 75
 Impact Manageability
H H
BU
CMAS M M
Plan
L L
L M H L M H

Audit
Audit Prioritisation
Prioritisation
Compare
Compareagainst
againstCMAS
CMAS Impact
Impactassessment
assessment
Gap
GapAnalysis
Analysis Manageability
Manageabilityassessment
assessment
Opportunity
OpportunityDevelopment
Development Action
Actionprioritisation
prioritisation

Assurance
AssurancePlanPlanTracking
Tracking
Prioritise
Prioritiseaction
actionplan
plan
Resourcing
Resourcing&&budgeting
budgeting
Measurement
Measurement&&tracking
tracking
4/28/2005 76
 RCAM Value
Throughput Client Business Objectives Productivity
Availability Reliability
Site Specific Objectives
Costs Process Control
Failures Production Systems Errors

Performance System Functions Performance

Design Functional Assets Knowledge

Construction Information
Operation Skills
Maintenance Equipment Personnel Experience
Inspection Training
Spare parts Procedures
Turnaround Ergonomics
Overhaul Organization
Replace Environment
 RCAM Value
Throughput Client Business Objectives Productivity
Availability Reliability
Site Specific Objectives
Costs Process Control
Failures Production Systems Errors

Performance System Functions Performance

Design
Functional Assets Knowledge
Construction Information
Operation Skills
Maintenance Equipment Personnel Experience
Inspection Training
Spare parts Procedures
Turnaround Asset Management Ergonomics
Overhaul Strategies Organization
Replace Environment
 RCAM Value
Production Systems

System Functions

Functional Assets

Equipment Personnel
Performance Performance

Design Knowledge
Construction Failure Modes Information
Operation Failure Effects Skills
Maintenance Risk Analysis Experience
Inspection Failure Causes Training
Spare parts Strategy Development Procedures
Turnaround Risk Mitigation Ergonomics
Overhaul Task Optimization Organization
Replace Implementation Environment
 FITNESS FOR SERVICE : APTITUD
PARA EL SERVICIO

HARRAMIENTA DE INTEGRIDAD MECANICA PARA

EVALUAR LA CONTINUIDAD OPERACIONAL DE UN
EQUIPO QUE PRESENTA DANOS.

ES UN ESTANDAR DE API : 579

IDENTIFICAR REVISAR VERIFICAR

DEFECTO HISTORIA INTEGRIDAD

CONTINUAR OPERAR BAJO SUSTITUIR EQUIPO

OPERANDO RESTRICCION
Para que sirve?
ROOT CAUSE FAILURE

ANALYSIS - RCFA
 FALLA - DEFINICION
DESVIACION NEGATIVA EN EL DESEMPENO DE UNA
EXPECTATIVA OPERACIONAL ESPERADA POR LA UNIDAD
DE NEGOCIOS.

OPERACIONES:
DESVIACION NEGATIVA EN EL DESEMPENO DE LAS
FUNCIONES OPERACIONALES Y CUYA OCURRENCIA AFECTA
O PODRIA AFECTAR SIGNIFICATIVAMENTE LAS
EXPECTATIVAS DE OPERACIONES.

MANTENIMIENTO
DESVIACION NEGATIVA EN EL DESEMPENO ESTABLECIDO
DE LOS EQUIPOS Y SUS COMPONENTES
CAUSA RAIZ - DEFINICION

LA CAUSA MAS BASICA QUE

PUEDE SER RAZONABLEMENTE
IDENTIFICADA Y MANEJADA
PARA CORREGIRLA
TASA ACCIDENTES / INCIDENTES

INGENIERIA

SISTEMAS
MANEJO
SEGURIDAD

LA LA
COMPORTAMIENTO EL SOLUCION SOLUCION
HUMANO INSEGURO ? PROBLEMA ES ES
EXISTE CORRECTA INCORRECTA

TIEMPO
LA LA
EL SOLUCION SOLUCION
PROBLEMA ES ES
NO EXISTE CORRECTA INCORRECTA
 METODOLOGIAS EXISTENTES
1. Diagramas de secuencia. NTSB.1970
2. Diagramas multilinear de eventos. Benner.1975.
3. STEP (Sequentially timed events plotting procedure). Benner , 1987.
4. SRAD ( Schematic Report Analysis Diagram). Toft and Turner . 1987.
5. Barrier Analysis . Dew . 1991
6. MORT (Management Oversigth and Risk Tree.W Jhonson. 1960.
7. SRP ( Savannah River Plant ).Paradies. 1988.
8. TAPROOT.Paradies. 1991.
9. HPIP (Human Performance Investigation Process) . Paradies. 1993.
10. CTM ( Causal Tree method).Poulenc. 1983.
11. REASON . Decision systems Inc. 1997.
12. ERCAP (Event Root Cause Analysis Procedure). ENCONET.
13. HPES ( Human Performance Evaluation System.INPO.1992.
14. SCAT ( Systematic Cause Analysis Technique) ILCI. 1985.
15. TOR ( Technic of operations review). 1973.
16. SACA ( Systematic Accident Cause Analysis). Waldran. 1988.
17. AAM ( Accident Anatomy Method). Riso National Laboratory.1970.
18. AEA ( Action Error Analysis ).
19. Hazop. Aiche.
20. AEB ( Accident Evolution and Barrier ).
21. WSA ( Work Safety Analysis ).
22. HRA ( Human Reliability Analysis).
23. HSYS . Paradies . 1993.
24. ASSET ( Assessment of Safety significant event teams). 1991.
25. SOL ( Safety through organizational learning. 1994.
26. PROACT . Latino. 1985.
27. Change Analysis Process . Kepner Tregoe.1976.
 QUE TIENEN EN COMUN ?
• Metodo para describir y esquematicamente
representar la secuencia del incidente y las
condiciones contribuyentes.
• Metodo de identificacion de eventos criticos y
condiciones en la secuencia del incidente.
• Metodo para sistematicamente investigar los
aspectos de manejo y organizacionales que
permitieron el incidente.
PORQUE FALLAN LOS METODOS ?
• ASUMEN QUE LOS ENTRENADOS CONOCEN CADA UNO DE LOS
ELEMENTOS DE LA METODOLOGIA.
• SE CENTRAN EN LOS PROCESOS MACROS Y DEJAN PASAR LOS
ASPECTOS DE DETALLE DEL METODO.
• SE ENFOCAN EN LA PROBLEMATICA TECNICA Y DEJAN DE LADO
LOS ASPECTOS HUMANOS Y ORGANIZACIONALES.
• PRESENTAN EL METODO DESCONECTADO DEL RESTO DE
PROCESOS DE MANTENIMIENTO / OPERACION
• SUBVALORAN LAS BARRERAS ORGANIZACIONALES QUE IMPIDEN
LA INTEGRACION DE DISCIPLINAS EN UN ADECUADO MANEJO DE
LA METODOLOGIA.
• NO SE MANEJA COMO UN SISTEMA DE OPTIMIZACION PROACTIVO
SINO COMO UNA ACTIVIDAD REACTIVA PARA SOLUCIONAR
PROBLEMAS EN DONDE REALMENTE NO EXISTEN.
PORQUE FALLAN LOS METODOS ?

• SE ASUME QUE EL PROBLEMA

A SOLUCIONAR HA SIDO
LA SOLUCION LA SOLUCION ESTABLECIDO.
EL ES ES • SOLO SE ESTABLECE EN UNA
PROBLEMA CORRECTA INCORRECTA BASE TECNICA Y NO HUMANA
EXISTE • HAY UN 75 % DE
POSIBILIDADES DE ESTAR
ERRADO EN LA SOLUCION

LA SOLUCION LA SOLUCION
EL ES ES EL ENTRENAMIENTO NO
PROBLEMA CORRECTA INCORRECTA SE CENTRA EN LA
NO EXISTE IDENTIFICACION DEL
PROBLEMA A
SOLUCIONAR
 CATEGORIAS BASICAS DEL
ERROR
1. ESCOGER MAL LOS INTERESADOS
2. SELECCIONAR UNA SERIE DEMASIADO
LIMITADA DE OPCIONES
3. REDACTAR INCORRECTAMENTE EL
PROBLEMA.
4. FIJAR LIMITES O ALCANCE DEMASIADO
ESTRECHO AL PROBLEMA
5. NO PENSAR SISTEMATICMENTE.
 Defect Management System
DEFECT
 Risk – Cost Model
5488
Design Risk Level

RISK

3900 Estimated Current Risk – Cost Model

Acceptance Criteria
3115
Reduced Risk Level
2600
Lower Risk Limit

2297 2389 2475

unit hrs. unit hrs. unit hrs.
MAINTENANCE ACTIVITIES (COST)
“People don't always use measures to get better, they manipulate measures to look
better.” Wrong measures lead to bad decisions.
Bhopal PSM Program Failures
COMO EVITARLO ?
World Class companies conduct a minimum of 40
hours per year of skill proficiency training for each
employee.
One company requires every new employee to receive
38 hours of training before starting on the job and
states that if people need training it will be made
available.
Another leading company mandates a minimum of 92
hours per employee per year and between 130 and
140 hours per employee per year for skilled workers.

One company that doubled training over a five-year

period gained an annual reduction in maintenance
costs of $2 million, including the cost of training.