Maintenance Execution &

Shutdowns best practice

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

Putting it all together

 MAINTENANCE WORK-FLOW
Routine Work
Flow

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

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
INITIATION
•Different Work Types
Job Request •SAP Notification
Request for Accept Estimate Approve
W
•PMSchedule Schedule Execute
& Verify
History
work
O
R •Injected Work (E&SB) Verify
favourable
•SAP
K

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

Unplanned Maintenance Manager,

event affecting
Safety /
Production
etc.
Event Reporter
•PM Schedule
•Automatically
ORIGINATOR
Clear and concise
AML
Accept request
WORKS CO-ORD
Estimate labour,
UNIT SUPER generated
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) Arrange plant
and services • Pre-Approved
materials and Finish dates. Confirm material
lowest recordable level action Approve work access. Strategist
resources availability. Confirm
on the nature of the in unit / order - approve Confirm materials / WORKS CO-ORD Reliability
plant availability
task engineering expenditure
against budget •Injected Workarrangements. services Update schedule,
quality check
Eng
CM
WORKS CO- Generation of JR's Specialist
ORD
Search for W/
•Emergency &
for additional Schedule
works.
Raise PR's for
history.
Hydraulics
Spec
O's. Verify all
details, work Breakers ASSET MAINT additional materials. WGL
Validate work.
Automation
Spec
type, priority Validate history.
and location. •For Breakdowns Execute work
Verify Work
Receipt materials

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

engineering expenditure services Eng

breakdowns
task Update schedule,
against budget arrangements. quality check CM
WORKS CO- Generation of JR's history. Specialist
ORD
Search for W/ •Best practice isHydraulics
for additional works.
Raise PR's for to
Spec
O's. Verify all WGL Automation
have someValidate work. templates
additional materials.
details, work Spec
type, priority ASSET MAINT Validate history.
and location.
available
Execute work
Verify Work for
Receipt materials

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

work Request for Accept Estimate Approve

W
Schedule
Execute
& Verify
History

•Jobs that can be deferred are

work
O
R Verify
favourable
identified K
effect on
plant
L
•SCHEDULE CMMS
Schedules
O
G
performance

•Jobs are scheduled according

MIMS
to business requirements Planning Planning
•Schedule for all available Tools
hours Tools

•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

•Breakdowns are “injected” into daily

MIMS
schedule Planning Planning

•Pre-identified “backlog”
Tools
jobs are Tools

Unplanned deferred
event affecting
Safety / •Breakdown work orders should have
Production

Event Reportera sunset clause on them (suggest 48

hours)
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
HISTORY
•All Jobs
Job Request •Failure data added to CMMS
Accept •Hours recorded Execute
Request for Estimate Approve Schedule History
W & Verify
work
•Update library plans (or O
R create new Verify
K favourable
ones) L
effect on
plant
CMMS
Schedules
•Breakdowns O
G
performance

•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

 ONE LIST – Have your list in a CMMS System

 Should include the following:
 Project Work
 Major Maintenance
 Re-Engineering
 Consolidated list of work to be done
 Can have major conflicts between Project
Work & Maintenance Work
FOUR PHASES OF
SHUTDOWN MANAGEMENT

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

Planning & Preparation

SHUTDOWN CRITERIA
 Must Justify why a job is being done in
Shutdown
CRIT Shutdown criteria

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

Utility equipment that is only available during

UTIL shutdown period

Work of a hazardous nature that must be

HAZ done while plant is isolated

OTH Other (please advise)

 JOB LIST REVIEW
LIKELIHOOD
5 Extreme

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

(10% to 30%) $105 $96 $512 $0 $0

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

$0 $271 $443 $539 $0

done 23 38 17

2
Unlikely

 Risk Matrix (1% to 3%) $0 $28 $97 $0 $0

 Likelihood 1
Rare Low
Moderate High

& (up to 1%)

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