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Lindsay Cameron
Planning Superintendent
Fluor – Shell Maintenance Alliance
Shell Geelong Refinery
LINDSAY CAMERON – WORK
HISTORY
Lindsay Cameron is a Mechanical Engineer with a
Bachelor of Engineering degree from Queensland
Institute of Technology and a MBA from Melbourne
University
Lindsay Cameron has worked in maintenance
planning and shutdowns for Shell, BlueScope Steel,
Western Mining, QENOS, Anaconda Nickel, & Port
Kembla Copper for over 20 years.
In addition, he has worked on various SAP
implementations while working for Deloitte
Consulting (including AGL, Pasminco, Transfield, &
Telstra).
He specializes in Planning & Scheduling systems
such as SAP & Primavera.
Lindsay currently works for Fluor Operations &
Maintenance as the Planning Superintendent for
the Shell Geelong Refinery.
His interests are family, cycling, motor racing, & the
stock market/real estate investing.
AGENDA
Introduction
The Importance of Maintenance Execution
Maintenance Execution process steps
Maintenance Workflow
Maintenance Events
Shutdowns Process
Worked Example (Risk Analysis)
Questions
THE IMPORTANCE OF
MAINTENANCE EXECUTION
GOOD MAINTENANCE IS GOOD
SAFETY
New legislative
requirements
Increased stakeholder
scrutiny of safety
performance
Risk Management
strategies
ZERO HARM
Good Safety is Good 1947 Texas City Explosion
Business 145 Shift Workers killed in
Monsanto Plant from
explosion in nearby wharf
MAINTENANCE EXECUTION
What is Maintenance Execution?
Integrated process covering:
Job Screening (including Risk & Priority)
Scoping (what to do)
Planning (how to do it)
Scheduling (when to do it)
Execution (doing it)
Close-out
JOB SCREENING
Identify the work required
CMMS system (SAP Notifications)
Can be raised by “anybody”
Review the Notifications
Done by somebody who understands business “risk”
Determine the business risk
Consequence & Probability
People, Assets, Environment, & Reputation
Convert Business Risk to Priority
Determine required End Date for work & drive Maintenance
Execution to achieve this end date
Assign to personnel to Scope & Plan work
SCOPING
What are you going to do?
Replace
Repair
Patch up
Defer work
Do nothing
Identify duplicate jobs (or similar work)
Developed by Subject Matter Experts
Cost considerations must be accounted for
Operational Constraints (production requirements,
statutory requirements, resource availability, etc)
PLANNING
How are you going to do the work?
Basic requirements:
Job Tasks, Steps, Duration, & Sequence
Resources
People
Materials
Tools
Equipment
Cost Estimate
Risk Assessment (PPA)
Safety Requirements (JSA/JHA)
SCHEDULING
When you are going to do the work?
Scheduling involves several key plant stakeholders
Supervisors (own the labour & equipment resources)
Operations (own the plant)
Scheduler (builds the schedule)
Warehouse (owns the materials)
Someone must “own” the Schedule (senior role)
Cyclic process (usually weekly)
Separate roles for Planning & Scheduling
EXECUTION
Do the work
Do the work you say you are going to do
Do it when you say you are going to do it
Like taking your car in for a service
Measure performance by KPIs
Schedule Attainment
PM Compliance
Orders completed by required end date
Ownership of KPIs is at the appropriate stakeholder
NOT the Planner (or Scheduler)
Schedule Attainment Supervisor
PM Compliance Maintenance Engineer
Orders by End Date Maintenance Engineer
CLOSE-OUT
Often forgotten part of process
Record completion of each step
Collect hours worked
Collect history (damage, cause,
activities)
Determine costs
Continuous learning
WORKFLOW
Schedule Collect
Review and Plan Allocate
Non Routine Work Authorize Prioritize Jobs Costs &
Approve Jobs and Do the =
Flow Costs Work for the Job
Requests Work
Next Period Feedback
Accommodate
Interrupt
Unplanned Jobs Schedule
Continuous
Improvement
Types of Work
PMs (Preventive Maintenance)
Corrective Work
Breakdowns
Refurbishment
Each will have a work-flow process
Verification
INITIATION PLANNING and SCHEDULING EXECUTION HISTORY
Strategy
Job Request
Execute
Request for Accept Estimate Approve Schedule History
W & Verify
work
O
R Verify
K favourable
effect on
L plant
O performance
CMMS
Schedules G
MIMS
Planning Planning
Tools Tools
Unplanned
event affecting
Safety /
Production
Event Reporter
L
Notification effect on
plant
CMMS
Schedules
O
G
•For a Corrective job performance
•Acceptance required
MIMS
Planning
before work proceeds Planning
Tools
•Approval by Tools
Assign to Work
Order and
•Immediate approval
Instructions
Commission Plant
allocate cost
code.
INITIATION PLANNING and SCHEDULING PLANNING
EXECUTION HISTORY
Verification
Strategy
•Planned Job
•Planned Jobs will
Job Request
require an Estimate
& Verify •Can then go off to be
Execute
Request for Accept Estimate Approve Schedule History
work W
O
R
K
Approved Verify
favourable
L
•Before detail effect plant
on
performance
CMMS
Schedules
O
G planning job, get
MIMS
approval to proceed
Planning (avoidsPlanningspending
Tools Tools
time on job that may
Unplanned
event affecting
not go ahead)
Safety /
Production
•PM Schedule
Event Reporter •Job already planned
•Breakdowns
ORIGINATOR AML WGL
Clear and concise
information at the
Accept request
for further
WORKS CO-ORD
Estimate labour,
UNIT SUPER
(AML)
WORKS CO-ORD
Assign labour group, Start and •ThisUpdate
Assign labour.
Arrange plant
process
ASSET MAINT
history files shows
Asset Maint
Maint
materials and Finish dates. Confirm material
lowest recordable level
on the nature of the
action
in unit /
resources
Approve work
order - approve
and services availability. Confirm
plant availability
access.
no/ planning
Confirm materials WORKS CO-ORD
stepReliability
for
Strategist
Instructions
Commission breakdowns
Assign to Work
Order and Plant
allocate cost
code.
SCHEDULING INITIATION PLANNING and SCHEDULING EXECUTION HISTORY
Verification
Strategy
•WORK LOG
•Planned Jobs & PM Schedules
go into common backlog of
Job Request
•BREAKDOWNS
Unplanned
•Breakdowns
event affecting
Safety / are not scheduled
Production
•They get “injected” during
Event Reporter
Execution phase
ORIGINATOR AML WORKS CO-ORD WGL
WORKS CO-ORD ASSET MAINT Asset Maint
Clear and concise Accept request UNIT SUPER Assign labour group, Start and Assign labour.
Estimate labour, Update history files Maint
information at the for further (AML) Finish dates. Confirm material Arrange plant
materials and Strategist
lowest recordable level action Approve work and services availability. Confirm access.
resources Reliability
on the nature of the in unit / order - approve plant availability Confirm materials / WORKS CO-ORD
task engineering expenditure services Update schedule, Eng
against budget arrangements. quality check CM
WORKS CO- Generation of JR's history. Specialist
ORD for additional works. Hydraulics
Search for W/ Raise PR's for Spec
O's. Verify all additional materials. WGL Automation
details, work Validate work. Spec
type, priority ASSET MAINT Validate history.
and location. Execute work Receipt materials
Verify Work
Assign to Work Instructions
Order and Commission Plant
allocate cost
code.
Verification
INITIATION PLANNING and SCHEDULING EXECUTION HISTORY
Strategy
EXECUTION
•Daily & Weekly Schedule
Job Request •Jobs are executed according to
priorityAcceptand business
Request for Estimate requirements
Approve
W
Schedule
Execute
& Verify
History
work
•Deviations from schedule managed O
R Verify
K favourable
by Operational Personal L
effect on
plant
•Breakdowns
CMMS
Schedules
O
G
performance
•Pre-identified “backlog”
Tools
jobs are Tools
Unplanned deferred
event affecting
Safety / •Breakdown work orders should have
Production
•Reliability analysis
MIMS
•Is a library
Planning
plan required? Planning
•Is a PM Tools
required? Tools
Unplanned •PMs
event affecting
Safety /
Production
•PM data updated
Event Reporter
•Recommend that PMs do not get
rescheduled based on Completion
ORIGINATOR
Clear and concise
AML
DateWORKS
Accept request
CO-ORD
Estimate labour,
UNIT SUPER
WORKS CO-ORD
Assign labour group, Start and
WGL
Assign labour. ASSET MAINT
Update history files
Asset Maint
Maint
information at the for further (AML) Finish dates. Confirm material Arrange plant
materials and Strategist
lowest recordable level action Approve work and services availability. Confirm access.
resources Reliability
on the nature of the in unit / order - approve plant availability Confirm materials / WORKS CO-ORD
task engineering expenditure services Update schedule, Eng
against budget arrangements. quality check CM
WORKS CO- Generation of JR's history. Specialist
ORD for additional works. Hydraulics
Search for W/ Raise PR's for Spec
O's. Verify all additional materials. WGL Automation
details, work Validate work. Spec
type, priority ASSET MAINT Validate history.
and location. Execute work Receipt materials
Verify Work
Assign to Work Instructions
Order and Commission Plant
allocate cost
code.
MAINTENANCE EVENTS - PMs
If you do a job, then there is a 80% chance that you
will do it again in the next two years
What jobs can be converted to a schedule?
Store in CMMS System
Two major improvements
Increased reliability
Increased planning efficiency
Identify Resources in advance
Automate & consolidate resource procurement
processes
Less wastage
BREAKDOWNS
If you do a job, then there is a 80% chance
that you will do it again in the next two years
This applies to breakdowns as well
Some initiatives that can be put in place
APLs (Application Parts Lists) – Lists of parts that
could be required for a job
BOMS (Bills of Material) – Lists of parts that make
up a piece of equipment
Library Plans – If a breakdown occurs, then you
already have a template available
CORRECTIVE WORK
Initiation
SHUTDOWN STEERING
GROUP
Manage upwards as well as downwards
Managing a large Program requires input
from various stakeholders
Shutdown Steering Group to set strategic
direction
Cross-section of senior management
Must have a Charter (avoid micro-
managing)
FOUR PHASES OF
SHUTDOWN MANAGEMENT
DUR Duration
Can only be done while equipment is
DIS disassembled for other shutdown work
Synergies with doing work in conjunction
SYN with other shutdown work
Jobs to be High
Almost Certain
(Over 30%)
reviewed for
$0 $0 $0 $0 $0
9 18 27 36
4 Moderate 34
their
12 26
Likely
operational 3 33
21
29
13
30
2
32
22 4
5
1
6
3
7
24
20
31 28 25
impact if not
10 14
Possible 35 37 39
15
(3% to 10%) 79
done 23 38 17
2
Unlikely
Likelihood 1
Rare Low
Moderate High
Probability of
$0
1
$0
2
$0
3
$0
4
$0
5
Consequence
Event Occuring in Low Minor Moderate Major Critical
2005/06 Financial <$25k $25k - $250k $250k - $2.5m $2.5m - $25m >$25m
Year
CONSEQUENCE (BUSINESS IMPACT)
Safety Impact Environmental Impact Operational Impact $000's
GANTT CHART DEVELOPMENT
A Gantt Chart is required
Develop a Critical path
Duration to be prime-to-prime
Have ONE schedule
Duration of each step to be such as to be easily
tracked
Less than reporting period (target for <12 hours)
Larger jobs to have milestones or other metric to track
progress
Create a Baseline & track progress against the
baseline
RISK ANALYSIS
Use a Risk Management Process
Kepner Tregoe PPA (Potential Problem Analysis)
PPA Criteria
Quality Critical Work
Reliability Critical Work
Safety
Critical Path
Tasks with prior problems
New &/or Unusual Tasks
Work Group Involvements
Review job again if criteria changes
FOUR PHASES OF
SHUTDOWN MANAGEMENT
Execution
MEETING STRUCTURE
Consistent meeting Schedule Updates
times 7:00 AM Update for
10:00 AM Morning Area Morning Meeting
Meeting 3:00 PM Update for Night
3:00 PM Managers Shift
Meeting
EARNED VALUE
Tool for tracking
progress against
schedule
Quickly shows if
you are falling
behind schedule
Forecast costs
to complete
work
SHUTDOWN
COMMUNICATIONS
Email is a problem
Reply All
Mass Distribution lists
Not everyone has email access
Noticeboards not very effective
Tool-Box talks are very effective
Meetings work well
Large mass meetings do not work well
Signs work well for operators
Flashing signs work extremely well
Jury is still out on Intranet
Your audience is not homogenous
People will generally not spread rumours that they believe are not
true
FOUR PHASES OF
SHUTDOWN MANAGEMENT
Close-out
POST SHUTDOWN REVIEW
Carry out SWOT Analysis
Consolidate issues
Feed-Back into Management Plan for future shutdowns
Some issues that came out of manufacturing site
shutdown
Need two night shift managers
Need to update schedule twice per day
Supply Department was very happy
No IT issues
Site Security not up to scratch
Steering Group worked well
Site Wide Coordination worked well (forum of
regular Meeting)
Communication needs a lot of work
Fix the phones
PREVIOUSLY WORKED EXAMPLE
SHUTDOWN PPA
WATER SUPPLY TURNED OFF
DURING SHUTDOWN
PPA PROFORMA
Potential Problems P S Likely Causes Preventive Actions Contingent Actions Triggers
QUESTIONS