1. Wpse Guide

Shell Exploration & Production

Work Preparation, Scheduling and Execution Process Guide

Operational Excellence Delivering Continuous Performance Improvement Restricted

EP 2006-5445

Restricted EP 2006-5445 Work Preparation, Scheduling and Execution Process G uide Reviewed by: EPT - Maintenance and Integrity Discipline Leadership Team Approved by and custodian of: Global Discipline Head Maintenance and Integrity (EPT-O-TFMI) Date of issue: December 2006 ECCN number: Not subject to EAR - No US content

This Document is classified as Restricted to Shell Personnel Only. ‘Shell Personnel’ includes all staff with a personal contract with a Shell Group Company, designated Associate Companies and Contractors working on Shell projects who have signed a confidentiality agreement with a Shell Group Company. Issuance of this document is restricted to staff employed by a Shell Group Company. Neither the whole nor any part of this document may be disclosed to Non-Shell Personnel without the prior written consent of the copyright owners. Copyright 2006 SIEP B.V. SHELL INTERNATIONAL EXPLORATION AND PRODUCTION B.V., RIJSWIJK Further electronic copies can be obtained from the Global EP Library, Rijswijk.

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Work Preparation, Scheduling and Execution Process G uide

Contents

The Business Context ...................................................................................................................................................1 Introduction ............................................................................................................................................................1 Structure of this Guide..............................................................................................................................................2 Work Preparation, Scheduling and Execution Process .....................................................................................................3 Overview ..............................................................................................................................................................3 1. Identify and Prioritise...............................................................................................................................................8 Introduction ............................................................................................................................................................8 Best in Class Standard.............................................................................................................................................8 1.1 Identify Need for Work....................................................................................................................................9 1.2 Prioritise ......................................................................................................................................................10 1.3 Assess Suitability for Maintenance Work Process ................................................................................................12 1.4 Approve Work Request ..................................................................................................................................12 2. Work Preparation .................................................................................................................................................13 Introduction ..........................................................................................................................................................13 Best in Class Standard...........................................................................................................................................15 2.1 Review PM Requirements................................................................................................................................16 2.2 Prepare PM Work Pack..................................................................................................................................16 2.3 Review and Adjust Maintenance Reference Plan.................................................................................................16 2.4 Call Work Orders.........................................................................................................................................17 2.5 Select Work Order........................................................................................................................................17 2.6 Diagnose the Problem....................................................................................................................................17 2.7 Prepare CM Work Pack.................................................................................................................................17 2.8 Identify Resource, Material and Service Requirements for the Job ...........................................................................18 2.9 Identify Shutdown Requirements .......................................................................................................................20 2.10 Determine Earliest Start Dates..........................................................................................................................20 2.11 Release Work Order .....................................................................................................................................20

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2.12 Check Scope for Variation in Requirements ......................................................................................................21 2.13 Monitor Target Dates ....................................................................................................................................21 2.14 Confirm Ready for Scheduling........................................................................................................................21 3. Schedule..............................................................................................................................................................22 Introduction ..........................................................................................................................................................22 Best in Class Standard...........................................................................................................................................23 3.1 Review and Select Prepared PM and CM Work.................................................................................................24 3.2 Create 14-day Integrated Schedule..................................................................................................................25 3.3 Approve 14-day Schedule and Freeze 7-day Schedule .......................................................................................26 3.4 Communicate the Schedule ............................................................................................................................27 4. Execute................................................................................................................................................................28 Introduction ..........................................................................................................................................................28 Best in Class Standard...........................................................................................................................................29 4.1 Confirm Job Readiness and Allocate to Team .....................................................................................................30 4.2 Prepare Site and hold Toolbox Talk ..................................................................................................................30 4.3 Execute Work ..............................................................................................................................................30 4.4 Identify Emergent Work..................................................................................................................................31 4.5 Leave Worksite Clean and Report Daily Progress................................................................................................32 4.6 Confirm Completion and Hand Back to Production .............................................................................................32 5. Close Out ............................................................................................................................................................33 Introduction ..........................................................................................................................................................33 Best in Class Standard...........................................................................................................................................33 5.1 Report Technical History .................................................................................................................................34 5.2 Determine RCA Requirement ...........................................................................................................................35 5.3 Complete Work Pack Feedback ......................................................................................................................35 5.4 Finalise Work Order and Initiate Payment .........................................................................................................35

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Contents

6. Analyse ...............................................................................................................................................................36 Introduction ..........................................................................................................................................................36 Best in Class Standard...........................................................................................................................................36 6.1 Review Measures..........................................................................................................................................37 6.2 Audit WPSE Process......................................................................................................................................38 6.3 Review Work Preparation Satisfaction Data .......................................................................................................38 6.4 Review Equipment History ..............................................................................................................................38 Appendix 1 - Roles within the WPSE Process................................................................................................................39 Appendix 2 - Detailed Process Steps ...........................................................................................................................45

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Business Context Introduction This guide covers work preparation, scheduling and execution (WPSE) activities within the EP 72 and EP 71 business processes, from the identification of corrective work or the generation of preventive work, through to the close out of the job.

Many studies have proven that top quartile operations prepare over 95% of all their maintenance activities and have less than 2% of emergency work (i.e. schedule breakers). Properly prepared and scheduled work is three to four times less expensive than unprepared work.

The essence of doing work preparation, scheduling and execution is to enable:

Not having the correct parts, tools and skills in the right place at the right time results in waste in the form of:

Doing a job right the first time and on time i.e., the right work, at the right place and time, with the right tools, materials and people. The process contained in this guide is based on industry best practice. It will provide the information to help to move towards top quartile performance. Performing this process correctly will result in:

• delays, confusion and lost time • inadequate co-ordination of materials resulting in false starts, delays or makeshift repairs • poor co-ordination of crafts/disciplines resulting in excessive waiting time and idle personnel • poor timing of equipment isolation and shutdown resulting in excessive downtime

• high levels of team productivity

• poor quality of work, jeopa rdising future reliability.

• reduced downtime of critical equipment

Preparation can improve productivity by eliminating these problems. Productivity of 25% - 35% is quite typical, but simply implementing a work preparation and scheduling process should help improve productivity to about 45%. As records and information become mature to allow for the avoidance of problems in past jobs, productivity should increase to 60%.

• reduced waste • improved safety by performing work in a prepared way. In this document, work preparation means the translation of a brief description of the problem or required work into a collation of the right instructions and procedures, materials, tools, numbers of competent staff and appropriate supporting facilities (e.g. scaffolding), which, after scheduling, will arrive at the location on time. Correct prioritisation of work and proactively preparing activities through high quality work preparation, combined with accurate scheduling, will lead to a more stable work environment. This will reduce deferments and breakdowns, improve integrity and safety, and provide additional job satisfaction and ownership to technicians and supervisors.

In many areas within the business, work preparation has been an under-rated skill. To assist in its resurrection, this guide includes: • job descriptions for work preparers and schedulers • a troubleshooting guide to assist improving work preparation, scheduling and execution • associated measures to assist in determining the health of the process.

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The process is described in the summary section independent of any particular Computerised Maintenance Management System (CMMS). However, it should be noted that a CMMS is necessary for the efficient execution of this process.

Appendix 1 - Ro les within the WPSE process

The Shell EP standard CMMS is SAP Blueprint (SAP BLP). The use of SAP BLP is, therefore, assumed as the CMMS supporting this process. It is referred to throughout the detailed steps and the appendices as the tool providing support for the necessary transactions and generation of the associated measures.

Appendix 2 - Detailed process steps

This contains an overview of the roles required within the work preparation, scheduling and execution process.

This appendix provides process flow diagrams that detail the process step-by-step with key decision points. CD Appendices

Structure of this guide

The CD appendices contain:

This guide has been divided into six chapters, plus appendices which are included as a CD-ROM and can be found on the inside back cover.

• job aids such as checklists

Introduction

• do’s and don’ts

This contains a general introduction to the guide and the WPSE process for all readers.

• a troubleshooting guide

Work preparation, scheduling and execution process

This provides an overview of the process, highlighting the main requirements and explaining why these are important to the success of the process and the business. This information will be useful for managers who require an overview of how the process should work.

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• WPSE process forms

• detailed work instructions for all steps of the process that require SAP BLP to be used • a glossary.

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Work Preparation, Scheduling and Execution Process

Work Preparation, Scheduling and Execution Process Overview The work preparation, scheduling and execution process is illustrated in Figure 1. A definition of each of the main areas (or zones) follows and are described in more detail in the main chapters of this guide and in the CD appendices.

A summary process flow diagram for each activity is shown in the main chapters and a detailed process flow diagram is shown in appendix 2.

Figure 1: Work Preparation, Scheduling and Execution

Identify and Prioritise Zone

Work Preparation Zone

Prepare preventive work

Close Out Zone Analyse Zone

Long term scheduling of MRP

Monitor and confirm Identify and prioritise corrective work

Schedule Zone Execut e Zone

Create integrated maintenance schedule

Execute

Close Out

Analyse

Prepare corrective work

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Identify and Prioritise

Schedule

Identification enables sufficient information to be provided so that the work can be properly prepared and scheduled. This step describes the activities required to identify, prioritise and approve corrective work requests. The work requests are screened, prioritised and approved in a daily review meeting.

The primary objective of scheduling is having work done in an optimised coordinated sequence and at the right time by the right people. This step describes:

The end product of this stage is an approved work request that can proceed to the work preparation stage. The requirement for and criticality of preventive maintenance work is identified through the reliability management process and is not covered in this guide. Work Preparation

Work preparation enables accurate scheduling and efficient execution and quality of work. This step describes the activities required to diagnose a problem, determine the work scope required, create a work order, and ensure each maintenance work order is properly scoped and estimated. During work preparation, the required resources, materials and services are estimated. The skill levels and time estimates are specified in the work packs, allowing the scheduler to assign an appropriate job duration to the technicians. These are critical steps in the overall process and can have a sizeable impact on the overall maintenance productivity. It also allows for a review of the full estimated cost on larger jobs to ensure they fall within budget. The work preparation section ends when a job is fully scoped and workwill constraints as the date that materials and services be on sitesuch is certain.

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• the need to be aware of resource capacities and staff competencies so that the schedule can be optimised. • the activities required to manage the inventory of prepared work and create a 14-day schedule. The schedule should refer back to windows of opportunity from the Integrated Activity Plans. These activities include the 14-day schedule meeting which subsequently leadsoftoperformance the freezingagainst of the first 7 days schedule and the review the schedule for the previous week. This forms the datum from which schedule compliance can be measured. The scheduling activity involves optimising the efficiency of the resources that the asset has available to execute work. This is achieved within the context of internal and external constraints and priorities.

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Execute

Analyse

The primary objective of execution is to carry out a safe, quality job, efficiently and as scheduled. This step describes the field activities that take place.

Analysis of performance is necessary to enable continuous improvement. This step describes the activities required to review the performance of the work preparation, scheduling and execution process.

It covers the progression of work and resources from daily scheduling and allocation of the job through to confirmation of the work being done. This includes distribution of a work order, preparation of the work site, doing the job, restoring equipment to a safe operational condition and the confirmation of the work order. It also includes the re-prioritisation for the following day should unforeseen approved high priority emergency work have to be incorporated. The end product of this stage is a job done effectively and efficiently and confirmed as physically complete. Close Out

Capturing history provides information to improve reliability of equipment and reduce the cost of ownership. This step describes the activities required to technically close out the work order and endorse payment.

It covers the analysis of data at three levels. Firstly, the process measures (as highlighted throughout this standard) are analysed on a weekly basis to understand where the WPSE process can be improved. Secondly, the measures are reviewed on a monthly basis by management to ascertain trends. Thirdly, the WPSE process should be audited internally by the asset to reinforce good performance and identify opportunities for improvement. These three reviews should be carried out on a continual basis and immediate feedback should be given at the relevant review meetings. Additionally, the equipment data registered in the WPSE process is the basis for reviews in the context of other business processes such as RCA and ORIP.

It covers the history reporting of man-hours spent, details of the work done and areas for improvement. The history is checked and the work order closed and, if external services have been utilised, these are verified and payment approved at this stage.

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Work Preparation, Scheduling and Execution Process Prepare Preventive Work

Long Term Scheduling of MRP

2.1 Review PM requirements

2.3 Review and adjust Maintenance Reference Plan

2.2 Prepare PM work pack

2.4 Call work orders

Monitor and Confirm

2.12 Check scope for variation in requirements

2.13 Monitor target dates Identify & Prioritise Corrective Work

Prepare Corrective Work

1.1 Identify need for work

2.5 Select work order

2.9 Identify shutdown requirements

1.2 Prioritise

2.6 Diagnose the problem

2.10 Determine earliest start dates

1.3 Assess suitability for maintenance

2.7 Prepare CM work pack

2.11 Release work order

work process 2.8

1.4 Approve work request

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Identify resource, material and service requirements for the job

2.14 Confirm ready for scheduling

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Create Integrated Maintenance Schedule

E x e c ut e

C l o s eO u t

Anal y s e

3.1 Review and select prepared PM and CM work

4.1 Confirm job readiness and allocate to team

5.1 Report technical history

6.1 Review measures

3.2 Create 14-day integrated schedule

4.2 Prepare site and hold toolbox talk

5.2 Determine RCA requirement

6.2 Audit WPSE process

3.3 Approve 14-day schedule and freeze 7-day schedule

4.3 Execute work

5.3 Complete work pack feedback

6.3 Review work preparation satisfaction data

3.4 Communicate the schedule

4.4 Identify emergent work

5.4 Finalise work order and initiate payment

6.4 Review equipment history

4.5 Leave worksite clean and report daily progress

4.6 Confirm completion and hand back to production

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1. Identify and Prioritise Introduction

Identification enables sufficient information to be provided so that the work can be properly prepared and scheduled. This step describes the activities required to identify and approve corrective work requests.

The work requests are screened, prioritised and approved in a daily review meeting. The end product of this stage is an approved work request.

Metrics Listing N u mb e r M e a s u r e

In du st r y Av er ag e

Top Qu ar t i l e

Tr ack i n g Fr e qu en c y

8.P.2

EmergencyMaintenanceWork

10%

2%

Schedulecreationfrequency

8.S.9

CorrectiveMaintenancecompletedwithindocumented timeframe

90%

>98%

Monthly

11.S.4

Notificationapprovaltime

2days

1day

Process Map

Monthly

Best in Class Standard Work Identification

Identify need for work 1.1

• Work requests are well written (evidence of coaching). • Minimal duplicate work orders.

Prioritise 1.2

Assess suitability for maintenance work process 1.3

Approve work request

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1.4

Assessment

• Prioritisation for all work types is owned, and consistently applied, by Production. (Assessment aids such as a CMPT matrix and requests for cross-functional feedback are utilised.). • Emergency/urgent work levels are measured and minimised through frequent review and debate.

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1.1

Identify need for work

Work requests can srcinate from many sources, including field activities, breakdowns, failures, root cause analyses and EITs. Everyone should be able to raise a work request although, in practice, field personnel usually raise them. Whatever the source, the work requests should be raised using the same process and in the same CMMS. No work should be carried out unless a work request has been raised and approved. All work requests must be entered into the CMMS so that they are logged and can be processed effectively and progressed. Using a paper system is not advisable as it may lead to delays. Every effort should be made to ensure data is accurate at this creation stage, with particular focus on the Problem Description, Functional Location of the equipment that requires repair, Priority, and the Planner Group and Main Work Centre (to identify who will carry out the work). As a minimum, the srcinator of a work request must include: • a clear title • a short description of the fault or the work required • Functional Location and/or Equipment ID • the estimated priority • the breakdown indicator if known at the time • the srcinator’s full name • the ease of access to equipment

Inadequate or inaccurate information leads to wasted time, effort and possibly unnecessary work or a delay in progressing work. Imagine yourself picking up the request a week later – consider if it is really clear what the problem is and what work is being requested and why. Some work requests are so urgent, with critical safety or emergency impact, that they will need to be executed within hours of the breakdown. Approval from field supervision should be sought for these jobs. The number of jobs in this category should be severely limited and always investigated using Root Cause Analysis (see the RCA process guide for more information). Quality check of w ork request The Daily Review Meeting This action, along with the following three actions (1.2 – 1.4), should take place in the daily review meeting. This meeting connects the maintenance and production field staff with the supporting staff who will progress the preparation and scheduling of the work. All new work requests should be reviewed with the exception of urgent events. The representatives at the daily review meeting should confirm that the requirements of the request are sufficiently clear and that the notification has all the relevant information required. Specifically they should: • confirm that the description of the problem provided is as clear and complete as possible

• the Maintenance discipline/trade. Note: It is essential that the Functional Location/Equipment ID provided on the work request truly reflects where the problem is or where the work is to be performed and is input at the lowest level at which the problem can be identified. For example, if the fault is on an electric motor then use the Functional Location at the package level.

• indicate the temporary mitigation in place whilst awaiting the repair if applicable • verify the requester’s name • validate the Functional Location and/or Equipment ID • review the description of the required work or service for clarity and completeness

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• check the breakdown indicator if known at the time

• help rank work so that the highest priority work is performed first

• check that the correct Work Centre has been assigned • review any Technical Integrity related issues that may need attention. If there is not enough information in the work request, it should be returned to the srcinator for clarification and completion of all the necessary information. 1.2

Prioritise

Every request for corrective maintenance must be ‘prioritised’ using the Corrective Maintenance Prioritisation Tool (CMPT). This determines the timeframe in which the repair should be undertaken. The process of prioritisation at the daily review meeting aims to: • establish a common understanding of the risk to the busi ness if repair work is not executed • assist in building effective and stable schedules

• allow consistency of quantifying the priority of work • allow a discussion over the suitability of the mitigation. By assessing each request, it is possible to enable the preparers and schedulers to focus on the right work at the right time. The setting of priorities can be emotive as the frames of reference for different people can be different leading to subjective decisions. The CMPT provides everyone with a tool to take the subjectivity out of the prioritisation process. Without a tool such as the CMPT, it is not unusual for the first production shift team to rank the importance of a job differently to the following shift team. By effectively prioritising work, it is possible to identify true emergency work and allow non-emergency work to be addressed at an appropriate time when it has been properly prepared. Figure 2 shows the effect of emergency work. The aim is to avoid disruption of schedules as disruption creates a large burden for the maintenance function and is highly inefficient.

Figure 2: Effect of emergency work Incoming Notifications

Weekly Schedule

Daily Schedule

Emergency Work

Incoming Work Unplanned Prepared Work Ready to Schedule Outstanding Work

10

CM Low Priority Easy Break-in

Emergency

CM

CM

PM

PM

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Taking appropriate mitigating action can reduce the amount of emergency work. When a failure has occurred there will generally be immediate consequences. For example, an operator may notice that a handrail is loose and could fall away if leaned on. Because of the safety risk the work could be raised as an emergency. However, actions can be taken to temporarily mitigate any immediate consequences before the CMPT is used. In the example of the loose handrail, rather than raise a high priority job to repair it, the area could be barricaded off and a lower priority job raised for a suitable repair. This would allow time for the job to be properly prepared and scheduled. The representatives in the daily review meeting will use the CMPT to evaluate the risk of newly raised corrective work request. They should take into account: • the operational state of the installation, such as other related defects awaiting repair and operational constraints • the mitigating actions that have been or can be taken. It is essential that the final prioritisation is the result of a team discussion taking into account all possible related factors. Figure 3 shows the CMPT. Detailed guidance on how to use it can be found in the CMPT User Guide. It is worth noting that many people confuse priority with scheduled start date. Allocating a low priority does not automatically mean that a job will not be scheduled for many months. It merely defines its relative importance and the Latest Allowed Finish Date (LAFD) for the activity. The job may well be scheduled much earlier than the LAFD depending on suitable scheduling opportunities. The LAFD is the date by which a job must be technically complete to retain reasonable certainty that any temporary mitigation remains robust. If the job is not completed by that

date, the appropriate authority must check the mitigating actions. Based upon the priority, the Latest Allowed Finish Date will be fixed. LAFD is used to determine compliance measures.

Figure 3: CMPT

Consequences )k leo Risty p eP afeS (

P

t e/g en sets aam meref AD D

l a t n

)k s Rila ic n na Fi(

e m n o ri v n E

A

No No Injury Damage or Health No Effect Deferment Slight Slight Damage Injury Slight or Health Deferment Effect Loss <$10K

Likelihood of Consequence Occurring y it

/ tiona lnen farel utp soer eW P Re

E

R

No Effect

No Impact

Slight Effect

Slight Impact

Minor Minor Minor Minor Damage Injury Effect Impact Minor or Health Deferment Effect Loss <$100K Moderate Major Moderate Moderate Injury or Damage Effect Impact Moderate Health Deferment Effect Loss <$1M Permanent Major Major Major Total Damage Effect Impact Disability Major or up to 3 Deferment Fatalities Loss <$10M Extensive More than Damage Massive Massive 3 Fatalities Loss & Effect Impact Deferment >$10M

Likely to 3 Months to 2 Weeks to 2 Days to

Occur 12 Months r e v >12 Months Not Likely e Not Likely Within 3 S Within 12 Months

Months

A

B

3 Months 2 Weeks Not Likely Not Likely Within Within 2 2 Weeks Days C

D

Occurring NOW or Likely to Occur Within 1-2 Days E

0

Review Requirements to Progress Work

1

7

2

6

3

6

5

4

3

5

4

3

2

5

4

3

2

1

4

4

3

2

1

1

5

3

2

1

1

1

Maintenance Schedule Prioritisation Priority

Priority Setting

Latest Allowed Finish Date

7

Routine Priority

12 Months

6

Routine Priority

6 Months

5

Routine Priority

8 Weeks

4

Routine Priority

4 Weeks

3

Routine Priority

2 Weeks

2

Urgent Priority

Immediate

1

Emergency Priority

Immediate

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Work request not justified If it is decided at the Daily Review Meeting that the work request is not to be progressed, it should be cancelled and feedback should always be provided to the srcinator. Determine if break into schedule is required Before reaching the daily review meeting the requester may have concluded that the corrective work is an urgent emergency (priority 1 or 2). In determining whether or not the required work is an emergency, the requestor will decide if a robust temporary mitigation is possible to remove the following: • immediate danger to life or safety • an imminent/existing environmental incident • a serious impact on production • danger to capital equipment. If the answer is ‘no’ to any one of the above and the priority is determined to be level 1 or 2, the senior facility leadership (such as the Offshore Installation Manager) needs to be notified immediately. The leader should assess whether there are any further mitigating actions that can be taken. Key production and maintenance personnel should assess all breakdown and emergency activities to decide if the activity justifies breaking into the schedule. If a break into the schedule is agreed, they should assess the impact on the schedule, identify any conflicts and inform key production and maintenance personnel and seek agreement beforehand.

Metrics 8.P.2

Emergency Maintenance Work

Ideally, once work activities are prepared and scheduled they should take place as scheduled. There will sometimes be emergencies, but if all maintenance activities have been carried out properly, they will amount to only 2% for best-inclass companies. 1.3

Assess suitability for maintenance work

process If the work request covers a requirement that leads to a modification or a change to the design and is not related to the restoration of an equipment function via maintenance, the request should not progress through this process. The local plant change procedure should be followed starting with a plant change request.

Work requests may also be raised for jobs that require very little preparation (including permitry) and, subject to competency, requesters should consider doing it themselves. Examples could be: • cleaning • valve gland tightening • rubbish requiring removal. If this is the case, the requester should be informed that they should do the job (and what they should do). This step aims to avoid very low effort tasks filling the process. 1.4

Approve W ork Re quest

It should be verified that the request is valid and supported by both Production and Maintenance. All parties should approve the work request and, if it is to be progressed, the status should be set to approved.

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2. Work Preparation Introduction

Work preparation enables efficient execution and quality of work. This step describes the activities required to create a work order, diagnose the failure and ensure each maintenance work order is properly scoped and estimated. The required resources, materials and services are estimated. The skill levels and time estimates are included in the work packs, allowing the scheduler to assign an appropriate job duration to the technicians.

These are critical steps in the overall process and can have a sizeable impact on the overall maintenance productivity. It also allows for a review of the full estimated cost on larger jobs to ensure they fall within budget. The work preparation section ends when a job is fully scoped and the date that materials and services will be on site is certain.

Metrics Listing N u mb e r M e a s u r e 8.S.1

Estimatingaccuracyonalljobs

8.S.5

Totalman-hoursplannedvs.actual

8.S.7

Preventive/Correctiveworkplanspreparedvs.total

9.P.1

MaterialsachievingRequiredonSite(RoS)date

9.S.11

Genericmaterialsordered

In du st r y Av e r ag e +/-15% 80% 80% 80% 20%

Top Qu ar t i l e

+/-5% 95% >90% 95% <10%

Tr ac k i n g F r e q u e n c y Monthly Monthly Monthly Monthly Monthly

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Process Map

Prepare Preventive Work Review PM requirements

Prepare C orrective W ork Select work order 2.5

2.1

Monitor and Confirm Check scope for variation in requirements 2.12

Prepare PM work pack

Diagnose the problem 2.6

2.2

Monitor target dates 2.13

Long Term Scheduling of MRP Review and adjust Maintenance Reference Plan

2.3

Call work orders 2.4

Prepare CM work pack 2.7

Identify resource, material & service requirements for the job 2.8 Identity shutdown requirements

2.9

Determine earliest start date 2.10 Release work order 2.11

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Confirm ready for scheduling

2.14

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Best in Class Standard • Work preparers are respected by, and have good relationships with, the technicians and supervisors; the continuous improvement loop is entrenched in the culture. • As a minimum, work preparers are experienced, top level technicians who are trained in preparation techniques. • Work preparers are organised into a separate department from the craft teams that is: • focused on the future • specialising in preparation techniques. • Equipment ‘bill of materials’ functionality is used. • All PM activities are prepared, not just scheduled. • All goods and material transaction processing occurs through the work order. • Job bundling occurs to help set scheduling targets. • Work preparer time is measured, targeting this resource on three specific areas of the business process:

• Productivity is the primary measure of workforce efficiency and of preparing and scheduling effectiveness. It is understood that the true sources of delay typically come from the management systems and not the workforce. • The backlog of jobs requiring preparing is measured and actively managed. • Work preparers focus on the ‘what’ and the ‘how’, tradesmen focus on the ‘how’. • Schedulers focus on the ‘who’ and the ‘when’. Establishing Target Dates

• ‘Weeks to Clear Backlog’ is based on prepared jobs. Discipline and/or geographical targets are utilised. • Scheduling prepared jobs into the future is encouraged and measured (understand longer term manpower availability). • PM Compliance measures the effectiveness of the system/process that generates PM occurrence; Schedule compliance measures the effectiveness of the organisation.

• preparation 60% • establishing target dates 20% • feedback and follow-up 20% (includes integration with other processes and library work pack continuous improvement).

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Prepare Preventive Work 2.1

Review PM Requirements

Periodically, the work preparer must review all preventive maintenance requirements and determine if any new preventive maintenance change requests have been identified which require preparation. At this stage the task and frequency has been determined and approved in the RRM process. These requirements can come from a number of interfacing processes, such as RCA or RRM, but should always be initiated by the use of a change request. 2.2

Prepare PM work pack

For any new preventive maintenance preparation requirement, the work preparer should determine if there is a library work pack already available. These work packs (or task lists) should be coded according to equipment types and be available on asset specific library/livelink. If a library work pack is available, and it is appropriate for the requirement, it should be used or adjusted to make it appropriate for the new task. If there is no suitable library work pack then a new plan must be created. Previous jobs and the CMMS history should be reviewed to incorporate any appropriate information. Quality check points (hold points for inspection) and validation checks for SCE work must also be highlighted in the job steps. The level of detail required for each work pack should reflect the competency and complexity required to perform the job. Materials and Services Using the activity task list, the work preparer should determine if any additional materials, services or special tools are required and these should be assigned as appropriate. More information about the selection of materials and services is contained in step 2.8.

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The maintenance item should be created in the CMMS, identifying the procedure and all the operations required to perform the task. The preventive maintenance plan should then be finalised and the trigger date for the first work order set. Job Hazard Assessments should be written for the work packs, setting out the risks anticipated and the mitigations required when performing the maintenance tasks.

Long Term Scheduling of MRP 2.3

Review and adjust Maintenance Reference Plan

The 52-week preventive schedule should be reviewed periodically (typically every three months) to allow for the addition of any new or modified PM tasks or to delete obsolete tasks and ensure the continued efficient use of plant and resource. The contents of the Asset Reference Plan should be reviewed, including any new PM tasks, and it should be ascertained when the shutdown windows will be or when there may be suitable opportunities for maintenance activities. The 52-week preventive schedule should then be adjusted to include any new tasks and ensure efficient resource usage and timing with any shutdown windows and to utilise periods of reduced production opportunities. The PM tasks should also be reviewed to identify if any are no longer required. This may be due to, for example, equipment being taken out of service and de-commissioned. If there are PM tasks that are no longer required, they should be removed from the schedule and the appropriate change control applied. A final review of the 52-week schedule should take place once all new tasks have been added and obsolete tasks taken out to ensure that the schedule makes optimum use of all resources and opportunities.

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Review cost and labour capacity re quirements

2.6

Once the 52-week schedule is agreed, the estimated costs of all the preventive tasks must be added together to give an overall rolling annual cost of the schedule. This should then be compared to understand where the cost constraints exist.

It is the responsibility of the work preparer to do a first level diagnosis of the problem. The work preparer will likely need to visit the site of the problem to determine the failure mode before scoping the work. If the preparer is unsure about any elements of a task (either diagnosis or determining the scope) s/he should seek the advice of specialists.

The estimated labour capacity requirement for the preventive tasks should also be added together to give an overall labour requirement for the next 12 months. This will assist with appropriate resource planning. The cost of the 52-week schedule and the labour capacity requirement should be reviewed to ensure that the schedule can be met. If there is an issue with cost or resource, then consider if any changes could be made to the schedule or preparation of the jobs. Note: The accuracy of the estimates is affected by poorly prepared PMs in the schedule. 2.4

Call w ork o rders

Work orders should be created for each PM task.

Prepare Corrective Work 2.5

Select work order

Approved corrective work requests are to be reviewed daily and progressed to a work order. The work preparer should have no more than one week’s backlog of work orders to prepare. In particular, they should not defer the preparation of low priority work orders in case they require long lead-time items. The work preparer should run a standard CMMS report daily to monitor the backlog of approved work requests ready to be turned into work orders. The creation of the work order gives authority to the work preparer to begin preparing the work.

Diagnose the problem

Photographs can help enormously if a site visit is not possible. Photographs of what or where the problem is would be particularly useful. The work preparer should also make use of any photographs that have been included in the previous history of the equipment. The work preparer should write down the identified problem and cause, scope of the job and the results of the research to help the maintenance technician. If there are procedures, sketches, specifications or drawings deemed necessary, they should be included in the work pack. When investigating any requested work, the work preparer may find that the details on the work request are inaccurate and may not reflect the true problem. The work preparer should correct the text. The consequences of mistaking the true cause of the problem will likely result in rework during execution in the field. This can be mitigated by ensuring work preparers have a very high level of technical skill. An experienced discipline technician will be aware of common failure modes and will know what to look for during repair. 2.7

Prepare CM work pack

When the scope of the job has been determined, the work preparer should develop a ‘work pack’. This will contain as much or as little information as is required by the technicians to complete the job effectively and efficiently. If there is an existing ’work pack’ it should be used and the copied data modified if necessary to suit the new activity.

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If there is no existing ‘work pack’ the data will need to be entered in the work order. In this case, the work preparer will need to scope the job, i.e. identify all the work required. The work preparer should determine if there are known conditions at the job site or actions involved in executing the task list that will affect personal safety or risk to other operations. An assessment of the risk and complexity of the required tasks should be made. For each special safety concern, the work preparer should:

The work preparer develops the work hours and job duration estimates from personal judgement and historical information from similar previous jobs. The work preparer should aim to estimate the hours reasonably required by experienced craftsmen without unexpected delay. This means the work preparer should reflect not just the wrench time, but time to travel to the job, the time to get materials and include break times but not time to find unexpected parts or tools that were not srcinally identified. Materials

• produce a Job Hazard Assessment • evaluate the work related impact in terms of extra time required for site preparation, extra facilities or manning required to support the activity • specify information sheets required by the technician (e.g. chemical data sheets or specific procedures).

Many work requests involve consumption of material components. The work preparer can greatly improve productivity by identifying materials and ensuring their availability before the job begins. These materials must be identified in the work pack against a specific operation. Materials can be selected from:

The Permit to Work standard should be used for guidance on the required level of planning, detailed procedures and the approvals needed to execute the job.

• Bills of Materials (BOMs – a list of spare parts associated with an equipment type or tag number)

2.8

• the material catalogue. This is a list of all stocked and nonstocked materials.

Identify resource, material and service requirements for the job

Work preparers identify the required craft skills (work centres) and hours needed on the work order. By preparing each job to the lowest qualified skill level, the work preparer increases flexibility for the schedulers and supervisors in selecting or assigning jobs. The work hours required per craft/discipline should be captured in the work order and the job duration also specified. This information will be useful for a number of reasons: • to enable efficient scheduling of the work • for operators to know how long equipment should remain cleared and unavailable • for considering what work could be carried out in a short outage situation. 18

Priority should always be given to choosing catalogued materials. Materials that are not catalogued (generic materials) should only be chosen as a last resort as they require supplier selection and negotiation before they can be ordered. The procurement personnel will expedite the materials, determine the delivery date and communicate back to the srcinator of the request. A Materials Master Record (MMR) should be created if it is likely there will be a requirement for the same material in the future. Finally, the work preparer should review when these materials will be available at the facility by using standard reports in the CMMS. S/he should review the proposed dates for materials that don’t meet the Required on Site date to identify when materials will be available. It is important to have an accurate and complete materials list on the work order to draw attention to any material constraints.

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Services Similar to materials, external services can be procured by specifying them in the work order. In the normal and preferred case, the service is procured by calling off an existing contract. If there is no existing contract, one will have to be tendered and awarded, adding to the delay in preparing a job.

Metrics 8.S.1

Estimating accuracy on all jobs

This is a measure of the accuracy of the estimated cost and man-hours to execute preventive and prepared corrective work orders compared to the actual cost and man-hours required.

Special Tools A special tool is any tool that would not normally be carried in a craft toolbox.

Estimate Cost A cost estimate must be generated for each work order. It

By identifying special tools in the work pack, the technician will be able to gather all the tools necessary to complete the job before going to the job site and avoid extra trips later, thus boosting productivity. The work preparer should ensure these tools will be made available and remind the technician of their location (e.g. a specific store room or with a specialist vendor). There may also be a requirement for specialist equipment in order to gain access to the equipment, such as scaffolding. The primary source for special tools is the work preparer’s personal experience and information from past jobs. There may also be lists of special tools recommended by the manufacturers or vendors in the Production or Maintenance manuals. Care should also be taken to ensure the correctly rated tools are supplied e.g. correctly rated EX tools in areas with a potentially flammable atmosphere.

should be categorised by manpower, materials and services. It will give an overall estimate that can be used for comparison with the actual cost once the work has been completed. Local operating requirements may require budget thresholds for high cost corrective work. If this is the case, it will be necessary to gain approval from the budget holder to progress the work.

Metrics 9.P.1

Materials achieving Required on Site date

The percentage of all non-stock material requests that are delivered by their Required on Site (RoS) date. This measure monitors whether non-stock materials are getting to site in time for the scheduled jobs to be carried out, therefore avoiding unnecessary delays and rescheduling of the job. 9.S.11 Generic materials ordered This is a measure of the number of items ordered via the Generic Materials Ordering Process compared with the total number of items ordered.

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2.9

Identify shutdown requirements


If an equipment/plant shutdown is required to perform the job, the preparer must consult with the Production Coordinator to determine if there will be an impact on production, and liaise with the Integrated Activity Planner to identify a suitable window of opportunity.

The work preparer should confirm that the materials and services are, or will be, available at site prior to the job’s LAFD. This will include verifying the logistics of getting materials to the site and, for offshore facilities, that the crane is available to offload materials. This will provide the earliest start date.

Where possible, the impact on production should be quantified and noted in the CMMS and on the Opportunity Shutdown List (OSL). The OSL is a list of jobs against specific equipment, requiring that piece of equipment to be shutdown for job execution. It is a helpful aid for schedulers or supervisors in the

The work preparer is responsible for checking with the scheduler, Production and Maintenance to determine an execution date on the work order. Once the schedule start date has been updated to reflect materials/services availability, the work order is ready to be released.

event of a breakdown or shutdown. 2.11 Release work order

If a shutdown is not scheduled within the time scale to meet the LAFD, the work preparer should inform both the Integrated Activity Planner and the Production Coordinator of the requirement in order to ensure that a suitable opportunity is created or mitigating action taken. The scheduler should review the activity and look for opportunities to group it with similar activities for optimum efficiency and effectiveness. If it can be grouped, the prepared work order should be assigned to an appropriate floating network activity, for example, for campaign or shutdown work. Floating network data will be owned by the FAP (Functional Activity Planner). Floating networks, or the use of less formal Opportunity Shutdown Lists, should not be limited to Plant Shutdown activities but also at a lower level to specific equipment outages, allowing quick reference for schedulers in the event of a short term window to access the required equipment.

When the work order is fully scoped and has been given an estimated start date, it is released together with the material requisition for materials or services. The requisition may require additional approval for higher value work orders depending on the Manual of Authorities (MOA). The release needs to occur in plenty of time for the materials to be ordered and delivered.

Metrics 8.S.5

Total man-hours planned vs. actual

This is a measure of the number of man-hours that are planned to be spent on executing work compared to the number of man-hours that are spent on executing work. 8.S.7

Preventive/Corrective work plans prepared vs. total

This is a measure of how many jobs are fully prepared compared to the total number of jobs executed.

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Monitor and Confirm

2.14


Before proceeding to the scheduling phase, a final check should be carried out to confirm that all materials and personnel required to execute the activity are, or will be, available at the job site. The work preparer should be confident that the RoS dates for all materials, resources, services and equipment will be met. If there are concerns over the late availability of resources or the priority of the activity then it may be decided to expedite materials. To assist reaching this decision, it may be necessary to consult with the supervisor and customers.

There should be a final check by the work preparer to ensure the scope of the job is still correct. This is particularly important for preventive maintenance tasks which may have srcinally been scoped a number of months (or even years) previously. There may have been changes to, for example, the requirements to access the equipment or there may be new requirements because of the weather (e.g. a change in season) or new hazards that are now present.

Confirm re ady fo r sc heduling

Any additional resources required due to the change in scope should be ordered. 2.13 Monitor target dates

The work preparer should continually monitor that all materials, services and resources will be available and ready for the job. This is a proactive step to ensure there are no surprises when the time comes to schedule and execute the work. The work preparer must receive confirmation from the appropriate suppliers that everything will be available. If all resources are not going to meet the RoS date, then the work preparer should ascertain if they are going to be available before the LAFD for the job. If this is not the case then mitigating actions should be taken and/or resources should be expedited.

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3. Schedule Introduction

The scheduling activity involves optimising the efficiency of the resources that the asset has available to execute work. This is achieved within the context of internal and external constraints and priorities.

The primary objective of scheduling is having work done at the right time by the right people. This step describes: • The need to be aware of resource capacities and competencies so that the schedule can be maximised. • The activities required to manage the inventory of prepared work and create a 14-day schedule. The schedule should refer back to windows of opportunity from the Integrated Activity Plans. These activities include the 14-day schedule meeting which subsequently leads to the freezing of the first 7 days schedule and the review of performance against the schedule for the previous week. This forms the datum from which schedule compliance can be measured.

Metrics Listing N u mb e r M e a s u r e

22

In du st r y Av er ag e

Top Quar t i l e

85%

98%

Tr ack i n g Fr e qu en c y

8.P.1

Schedulecompliance

8.P.3

PM compliance

8.P.4

PlannedbacklogPM (man-weeks)

n/a

0

8.P.4

PlannedbacklogCM(man-weeks)

n/a

6

8.S.9

Correctivemaintenancecompletedwithindocumented

90%

>98%

Monthly

8.S.10

timeframe Unscheduledfill-inwork

0

5%

Schedulecreationfrequency

90%

>98%

Schedulecreationfrequency Monthly Monthly Monthly

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Process Map

Best in Class Standard

Review and select prepared PM and CM work

• Schedule compliance is measured both from a task count as well as a task hours perspective (Geographical and discipline based perspectives are readily available). 3.1

Create 14-day integrated schedule 3.2

Approve 14-day schedule and freeze 7-day schedule

3.3

• All repetitive activities are scheduled through the same process/system. • Weekly schedule review meeting creates contract for next week and beyond, and is: • cross-functional • attendance is consistently good • inputs and expectations are clearly understood

Communicate the schedule

• resource availability is used. 3.4

• Schedule for 100% of the workforce availability; not 80% or 120%. • Daily schedule update meetings held in the afternoon, not in the morning. • A review of the total prepared backlog occurs monthly while a scheduling review of only the most important prepared backlog work occurs weekly. • Simple tools/techniques are used to communicate the scheduling commitments. • People in the organisation consistently do what they say they are going to do.

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Interface with IAP and 90-day Plan Many work orders, particularly for preventive maintenance work, will already have been scheduled in a rolling 52-week schedule – ‘Maintenance Annual Plan’. It will be integrated in a more detailed three-month look-ahead schedule – a 90-day plan. The work orders generated from PM plans are scheduled and combined with the corrective work for an integrated schedule. This 90-day plan is a rough schedule (fixed for preventive, flexible for corrective). See Figure 4.

This 90-day plan will have been integrated with other functional plans into a single plan (IAP) to achieve the most efficient use of resources, avoid clashes and ensure attainment of business objectives. Reference to this 90-day plan should be made to identify opportunities to associate work orders with relevant known activities within this wider time period whilst adhering to each work order's Latest Allowed Finish Date.

Figure 4: Look ahead plans Firm Element - 3 Month Plan Maintenance Annual Plan

Month 1

Month 2

Rolling Element Month 3

Q2

W1 W2 W3 W4 SHORT W1 W2 W3 W4 W1 W2 W3 W4 TERM Work Plans & Pr ogrammes Maintenance D4 D5 D3 W2 W3 W4 D1 D2 D7 D6 Schedule SCHEDULE

Create Integrated Maintenance Schedule 3.1

Review and select prepared PM and

Q3

Q4

Preliminary Scheduling M2

M3

PLANNING HORIZONS

they will need to be ranked so that the most important ones get executed first. The procedure for ranking work orders should take into account the following in the order given below:

CM work

All prepared work orders (for which the preparer has confidence in the RoS and availability dates for the services and materials) are identified at this stage within the CMMS and listed against their scheduled start dates for PM tasks and relative LAFD for CM tasks. Any carry-over work known to continue into the next 7-day schedule should also be identified at this stage. It is likely that there will be more work orders than resources available to execute them in the following 14 days, therefore, 24

1. Priority 1 and 2 jobs (corrective work) 2. Carry-over work (work that has started but not finished) from the previous week 3. Due safety critical assurance preventive and predictive work 4. Due preventive and predictive work 5. Priority 3 corrective work, with the soonest Latest Allowed Finish Date for the job, will be brought in to be scheduled, followed by the next priority 3 etc. When all priority 3 jobs are scheduled, if the resource capacity permits, the priority 4 jobs are then scheduled in a similar way and so on.

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The scheduler should group together smaller jobs on the same equipment, system or location. This is important for a number of reasons. Productivity increases if technicians can move from one job to a nearby job on the same system. They do not lose time familiarising themselves with a different system, travelling and moving personal toolboxes or setting up again. Combining same system jobs also helps to improve plant operations. An operator prefers to clean up a single system once for a number of jobs rather than have to clean it up on numerous occasions. Note: • Once a job has started it should always be finished before starting the next one. • Jobs in the backlog should be regularly reviewed. Changes to conditions may affect the priority of the jobs and they may need re-prioritising.

3.2

Sort Work Orders In order to allocate work orders into the resource availability forecast, the scheduler must sort the facility’s work orders (the backlog) in order to preferentially select them to fulfil the forecast hours. The aim is to produce a refined two-week schedule with the first week being a hard schedule and the second week being a soft schedule where further changes can be made the following week. This is done on a weekly basis, so the previous week's soft schedule will need to be validated against any higher priority work that may need to be included. Once the scheduler has a rough order, s/he should sort the orders with the jobs requiring the most amount of hours first. When the scheduler later allocates the work orders, the jobs with more total work hours are put into the schedule first so that smaller jobs can be fitted into the gaps between the larger jobs.

Create 1 4-day in tegrated s chedule

Allocate Work Orders to 14-Day Schedule Forecasting Work Hours and Resource Availability Each Maintenance Field Supervisor should provide the technician's available work hours taking into consideration the knowledge of individual technicians, leave/vacation and training commitments. The preparer should confirm if external resource availability is known and accurate, e.g. the availability of vendor representatives or special tooling. This is forwarded to the scheduler. Using the numbers of technicians within each craft type, the availability. scheduler then establishes a forecast of work hour and resource Note: Maintenance resource capacity levels should reflect true capacity for performing maintenance activities, having subtracted hours for non-maintenance tasks (e.g. supporting the drilling team).

With the work hour forecasts in place and the work orders ranked, the scheduler must now prepare a draft 14-day schedule matching baseline man-hour capacity and external resource availability to the work orders identified for execution in the next 14 days. It is important that the scheduler assigns work for every available work hour and that there is no under-assignment of work to allow for emergencies. Assigning onlyto80% of the forecasted work hours may seem like awork goodforway allow for emergencies and other high priority work, however, the focus of maintenance is to eliminate emergencies altogether. A 100% scheduling strategy encourages srcinators to understand that for every emergency, work is delayed. After making the initial allocation grouping, the scheduler should consider whether or not any more preventive work should be put into the schedule to replace low priority corrective work. There will never be a reduction in corrective work if there is no preventive work carried out!

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Communication

Maintenance Field Supervisor:

The scheduler cannot carry out the above tasks in isolation, but must work closely with a number of people, as shown in Figure 5, to ensure that the schedule is accurate and practical.

• Late resource capacity issues.

Finally, the draft schedule should be issued to the attendees of the weekly schedule review meeting so that they have time to review it prior to the meeting. This draft should be baselined.

• Work believed to be carrying over into the next week. Production: • Any jobs on equipment that may be difficult to release. • Preferences for a particular day for equipment access.

3.3

Approve 14-day schedule and freeze 7-day schedule

Where common resources are shared, other participants may include:

Weekly schedule review meeting

• Well Engineering

There should be a formal weekly Integrated Maintenance Schedule review meeting.

• Drilling • Projects Engineering.

The objective of the meeting is to approve and freeze the schedule for work that should be completed in the following week. At the end of the meeting, a successfully prepared schedule will result in little or no change occurring to the baseline draft schedule. Any deviation from the baseline should be evaluated by the team to improve the preparation next time. Roles of attendees should be clearly stated and understood.

The majority of the time should be spent with the Production and Maintenance field supervisors combing through the schedule to finally agree the proposed work is acceptable. The meeting should review the previous week’s performance against the 7-day schedule which will also be reviewed together with the associated metrics and should look ahead at the next 1 or 2 weeks for highlights/threats.

Figure 5: Required communications with scheduler Production Coordinator • Requirements • Priority • Availability of equipment

Work Preparer • Requirements of the job • Materials and services availability

Scheduler Maintenance Field Supervisor • Resource capacity • Carry over work

26

IAP Planner • Overlap with other functions work

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Key accountable personnel from Production and Maintenance should finalise and agree the schedule e.g. Offshore Installation Manager (OIM) or Location Production Co-ordinator. 3.4

Communicate th e sc hedule

The scheduler must communicate the schedule to maintenance field supervisors, so that they can allocate technicians, and to production supervisors so that they can ensure equipment is available as agreed.

Metrics There are a number of metrics used to indicate the success and health of the scheduling process. 0.P.1

Critical PM Compliance

Compliance to performing maintenance PM tasks on safety critical elements when they are due is critical to assisting technical integrity assurance. PMs on SCEs must therefore be scheduled before they become overdue. 8.P.1

Schedule Compliance

Once work activities are prepared and scheduled they should take place as scheduled. There will sometimes be emergencies, but if all maintenance activities have been carried out properly, they will amount to only 2% for best-in-class companies. This measure calculates the percentage of activities that appear in the schedule for the period and are subsequently confirmed to have started and/or finished in the period.

Metrics 8.P.3

PM Compliance

Overall PM Compliance is a measure of the percentage of preventive maintenance work completed within its Latest Allowed Finish Date (LAFD). 8.P.4

Planned Backlog

PM - This measure is the volume of work that remains outstanding for preventive maintenance activities that has exceeded its srcinal Latest Allowed Finish Date i.e. the work has either not started, or is in progress and the srcinal Latest Allowed Finish Date is in the past. CM - this measure is the volume of corrective maintenance work that is not completed. 8.S.9

Corrective maintenance completed within documented timeframe

This measures the percentage of corrective maintenance work that has been completed by the Latest Allowed Finish Date (as determined from the Corrective Maintenance Prioritisation Tool). 8.S.10 Unscheduled Fill-in Work This measure identifies the percentage of maintenance work that is carried out that was not srcinally scheduled to be executed within the frozen 7-day schedule.

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4. Execute Introduction

The primary objective of execution is to carry out a safe, quality job, efficiently and as scheduled. This step describes the field activities that take place.

The end product of this stage is a job done effectively and efficiently and confirmed as physically complete.

It covers the progression of work and resources from daily scheduling and allocation of the job through to confirmation of the work being done. This includes distribution of a work order, preparation of the work site, doing the job, restoring equipment to a safe operational condition and the confirmation of the work order. It also includes the re-prioritisation for the following day should unforeseen approved high priority emergency work have to be incorporated.

Metrics Listing

28

N u mb e r

M e asu r e

11.P.1

Maintenancestaffproductivitylevel

11.S.1

Totalman-hourschargedtoworkordersas%of maintenance execution staff

11.S.2

Rework

20.S.4

Mean Time To Repair (MTTR) failure data

In du st r yAv er ag e 35% 80%

TopQu ar t i l e >52%

>95% >10%

Equipment specific

Tr ack i n gFr e qu en c y Annually

Annually <3%

Equipment specific

Annually As required

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Process Map

Confirm job readiness and allocate to team 4.1

Prepare site and hold toolbox talk 4.2

Execute work 4.3

Identify emergent work 4.4

Leave worksite clean and report daily progress

• The workforce promptly goes to work each morning on activities that were agreed at the previous day’s daily afternoon scheduling meeting. The only activity that will be allowed to impact the workforce on that day is a true emergency. Schedule breakers will not be allowed to impact that day’s scheduled activities. • Response time between work order creation and work order completion, is measured and improvement realised through analysis and action. • The work preparers are not drawn into the execution of the work. They are an investment for the future. The supervisor is accountable for the quality of work execution; not the preparer. Feedback is constructively delivered to the preparer and incorporated into future iterations.

4.5

Confirm completion and hand back to production 4.6

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4.1

Confirm job readiness and allocate to team

The Maintenance Field Supervisor should check if all the materials (and services) are present on site, correct, staged and located appropriately for the job. S/he should also check with the relevant Production personnel if it is still possible to carry out the work as scheduled.

Finalise Preparations and Communicate The night before the work is due to start, the supervisor should hand out the work orders to the lead technician for each job. All the work orders for that day should be handed out so that technicians understand what’s required and plan ahead. However, there may still be a revision to the daily schedule if there is approved emergent work.

The Maintenance Field Supervisor will then allocate named individuals to meet the work orders in the 7-day schedule.

Town hall meeting

The supervisor should select jobs from the weekly schedule and distribute them amongst the technicians based on their

In the morning, a whole facility team meeting (which should be no longer than 10-15 minutes) should be held to ensure

competencies, until all technicians’ hours are used up. The same process should be used for support service staff.

that everyone is aware of what everyone else is doing. This is particularly useful when technicians will be working in close proximity to each other (e.g. on offshore installations) and should cover the major activities of the day and any associated hazards.

The Maintenance Field Supervisor should review the daily schedules on a daily basis to take into account any carry-over work from the preceding day and any urgent work that has arisen and that will not wait until the following week’s schedule.

4.2

Prepare si te and hold toolbox talk

When the daily schedule has been completed, the supervisor discusses the schedule with Production to co-ordinate work for the next day. S/he should request that the necessary equipment is cleared and confirm if any testing will be required prior to the equipment being returned to service (if this has not already been determined in the scope of the job). When Maintenance and Production agree, the following day’s schedule is fixed and published. It could be posted on an area bulletin board outside the supervisor’s office or handed directly to the

Production should prepare safe access to the work site in line with the local permit to work system.

technicians.

givenastoprocess human risks. hazards use ofthetools and chemicals, as well It ise.g. essential technicians understand the risks involved and discuss any problems with the supervisor.

This allows technicians to consider their assignments for the next day and make preparations, such as reviewing work packs or technical manuals. The shop papers, which contain the work instructions and all related information for execution, should be printed at least the day before the work is due to start. Permits should also be submitted for approval at least the day before the work is due to start. 30

The Maintenance Field Supervisor should ensure a toolbox talk is held, where possible at the work site, before work commences. This talk will vary in length and detail depending on the complexity of the job. It should cover the details of the job to be done and any associated hazards, in accordance with the permit to work system. Special attention should be

4.3

Execute work

As far as possible, all aspects of performing maintenance tasks and recording data are specified in work orders, inspection work packs and campaign work instructions. Where work is required, which is not covered by these documents, it should be carried out according to general standards of practice for the type of work and equipment. If there is any doubt about the

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suitability of a course of action or work method, the technician should refer it to the Maintenance Field Supervisor who may subsequently confer with the appropriate Technical Authority and/or work preparer. Where appropriate, photographs of the equipment, when it is dismantled, rebuilt or in an as-found condition, should be taken. These will be of use to work preparation teams for future similar jobs or failure reviews. This would be especially important if it is the first time a piece of equipment has been dismantled, or an unusual condition has been found.

Metrics 11.S.2 Rework Rework is work that has to be carried out again due to poor quality of the previous work. This is measured by tracking interventions that have occurred less than 3 months after an initial work order or 1 standard deviation of the MTBF (OREDA quoted) for similar failure modes.

4.4

It is important that, once a job has been started, it must be finished before the next one is started. Quality check It is essential that work is of the required quality. One way of ensuring this is to have close supervisory monitoring and control as the work progresses to check that work is performed with the right attitude to reliability. Confirmation at the end of the task may not be enough as defects are not always apparent, perhaps due to re-assembly. Another possibility is to have appropriately skilled and motivated tradesmen who are capable of monitoring and judging their own work or the work of others. Whichever method is used, there must be an effective quality assurance system and any necessary checks must be specified on the shop papers. The supervisor is responsible for the competency of his/her

Identify E mergent W ork

Emergent work can be identified during any day-to-day work activity, not just as a result of executing a specific work order. If, during the execution of the work, work not detailed in the srcinal job is discovered it is termed emergent. If the emergent work is relatively small and inexpensive, and does not impact on any SCE, it should be incorporated into the current job. Otherwise, a separate work request should be raised. If in any doubt, the technician should check with their supervisor. Any changes in scope will be part of the feedback to the work preparer to ensure standard tasks are updated. Variances to the schedule should be recorded in the CMMS during job confirmation.

Metrics 11.P.1

Maintenance Productivity

team and allocating jobs that reflect their competency. The results of poor quality is likely to result in rework. Monitoring execution efficiency ensures the work execution process runs efficiently and effectively from the start of the job to close out.

A key measure for this process is Maintenance Staff Productivity Level, and is measured as: Time spent on maintenance activity Available maintenance resource capacity

It includes ensuring that the specific instructions in the work order are followed. No amount of careful preparation and scheduling is of any use if execution of the work is not done precisely as specified. 31

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4.5

Leave wo rksite c lean a nd r eport d aily progress

At the end of the shift or upon job completion, the job site should be left safe, clean and tidy. Any excess materials should be returned to the stores and tools should be cleaned and returned to the workshop or put away in the correct storage locations. Man-hours against each job should also be reported daily. Technicians should report progress against each job to the Maintenance Field Supervisor daily allowing any carry over to be incorporated into the following day’s schedule.

Metrics 11.S.1 Total man-hours charged to work orders as % of maintenance execution staff This metric looks at how many man-hours are recorded against work orders compared to the total number of available man-hours. 20.S.4 Mean Time To Repair (MTTR) failure data This information is collected to ascertain how long it is taking to repair specific types of equipment.

4.6

Confirm completion a nd hand back to production

When the job has been completed, the technician should formally hand the equipment back to Production and the permits should be returned. A technician may be required to assist Production with the start-up of the equipment if this has been approved and the hours incorporated into the schedule. Upon job completion, the job should be confirmed as complete in the CMMS. This enables the CMMS to operate in real time. This step is critical as it will determine compliance. The completed jobs will be noted in the following day’s morning meeting.

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5. Close Out Introduction

Capturing history provides information to improve reliability of equipment and reduce the cost of ownership. This step describes the activities required to technically close out the work order and endorse payment.

It covers the history reporting of man-hours spent, details of the work done and areas for improvement. The history is checked and the work order closed and, if applicable, submitted for payment.

Metrics Listing N u mb e r

M e a su r e

11.S.3

Historyrecordedagainstrequiredfields

In du st r y Av er ag e <80%

Top Qu ar t i l e >95%

Tr ac k i n g Fr e qu en c y Monthly


Process Map

Report Technical History

• Statistical analysis of the repair history is enhanced through the use of workforce job aids (i.e. repair history template functionality at the equipment type level).

5.1

• Repair history is used to improve the associated management systems; the workforce sees, understands and appreciates the use of this information.

Determine RCA requirement 5.2

Complete work pack feedback 5.3

Finalise work order and initiate payment 5.4

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5.1

Report technical history

The purpose of this step is to record sufficient information to assist in the identification and rectification of recurring problems and bad actors. This may lead to the initiation of Root Cause Analysis for failures and the analysis and improvement of PM routines. It is not necessary to record a detailed technical history for all jobs. For some condition monitoring tasks, the result of the test may be recorded (e.g. for wall thickness). Detailed technical history should be recorded for: • corrective work carried out on producti on and safety critical elements • PM jobs by exception (if something is observed that deviates from the expected situation). If a detailed technical history is warranted then, as a minimum, information must be recorded about: • what was found • a simple ‘5 why’s assessment’

All this information must be recorded accurately at source within 24 hours of the work being completed. This will help to ensure that relevant accurate information is obtained and enable timely analysis. Note: It should be remembered that technicians will be much more likely to enter this type of information if they see what it is being used for and that it is valued. The history must be quality checked by the Maintenance Field Supervisor as part of the daily processing. On agreement that the work has been done and the history is sufficient and accurate, the work order is closed out and the work request should be closed. If the history is not adequate or complete, it should be returned to the srcinal author of the equipment history. The accurate entry of man-hours and a meaningful history can be seen as an administrative task. However, they are key to the effectiveness of the overall work preparation, scheduling and execution process. Therefore, all completed work orders should be reviewed on the day the job is completed. The review should be completed before the technician(s) has gone off shift, otherwise crucial information may be lost or forgotten.

• what was done to rectify the problem

Metrics

• what, if anything, was changed

11.S.3 History rec orded against required fields

• how it was left • test information • start up problems.

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Thisa measure is a ofdata completeness measure, expressed as percentage notification items with the object part, damage and cause codes populated compared to the total number of notifications. It helps assure that failure history and the resolution of the root cause(s) of the failure get captured accurately and completely.

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5.2

Determine RC A re quirement

If the malfunction meets the criteria for an RCA then this process should be initiated. The RCA process guide provides more information about how to make this assessment and initiate the process. 5.3

5.4

Finalise work order and initiate payment

If a service has to be paid for, the payment process must be initiated. A bill from the service company is submitted and this must be quality checked before being approved for payment.

Complete w ork pa ck f eedback

A work pack satisfaction feedback report should be completed by the technician to raise any quality, scope or estimation issues identified with the work preparation. This will be used to improve the quality of future preventive and corrective work packs. The technician should also determine if any changes are required to the PM library work pack (task lists) such as: • correct services in place e.g. scaffolding, lifting apparatus • adequate and correct materials available • appropriate hours allocated to job • right crafts allocated • possible improvements to task list • test procedure • Job Hazard Assessment. If changes are required, a change request for PM routine (master data) should be raised for all preventive and predictive maintenance.

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6. Analyse Introduction

Analysis of performance is necessary to enable continuous improvement. This step describes the activities required to review the performance of the work preparation, scheduling and execution process. It covers the analysis of data at three levels. Firstly, the process measures, as highlighted throughout this standard, are analysed on a weekly basis to understand where the

Thirdly, the WPSE process should be audited internally by the asset to reinforce good performance and identify opportunities for improvement. All of these reviews should be carried out on a continual basis and immediate feedback should be given at the relevant review meetings. Additionally, the equipment data registered in the WPSE process is the basis for reviews in the context of other business processes such as RCA and ORIP.

WPSE process can be improved. Secondly, the measures are reviewed on a monthly basis by management to ascertain trends.

Process Map

Best in Class Standard • Relationships between the WPSE and the RRM/RCA processes are understood and supportive of one another.

Review measures 6.1

Audit WPSE process 6.2

Review work preparation satisfaction data 6.3

Review equipment history 6.4

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• The work packs are improved over time, the perfect work pack is not chased.

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6.1

Review measures

Note: Measures should not be reviewed in isolation, but alongside a number of other indicators to understand where problems might be arising. Poorly performing measures must be investigated and seen as opportunities for improvement. Continuous improvement efforts must concentrate on these areas.

The measures discussed in this guide should be reviewed on a weekly and/or monthly basis as shown in Figure 6. The weekly review of measures should be carried out at the weekly schedule review meeting by the Maintenance and Production supervisors. The purpose is to review performance over the past few weeks and ascertain if any short-term improvements need to be made. Actions should be decided at the meeting and carried out immediately.

In all cases, each measure gives an indication of the effectiveness of the WPSE process. The results should be compared to the status indicators listed in the MIMS Metrics definitions to assess the performance. These measures are also available on the SAP Blueprint Dashboard.

Maintenance and Production management, in association the process owner, should carry out the monthly review of with measures. The purpose is to look for trends over the previous few months and identify trends in performance. Management should provide support for improvement activities to take place.

A guide on what a low-level measure figure might indicate or what to check can be found in the appendix on the CD-ROM. As well as the MIMS measures, there may be a number of leading indicators that can be measured locally as required.

Figure 6: Review of Measures Measure

Weekly review

Monthly review

8.P.1 Schedule Compliance





8.P.2 Emergency Maintenance Work





8.P.3 PM Compliance



8.P.4 Planned backlog 8.S.1 Estimating accuracy on all jobs

 



8.S.7 Preventive/Corrective work plans 

prepared vs. total 8.S.9 Corrective Maintenance completed within documented timeframe 8.S.10 Unscheduled fill-in work





9.P.1 Materials achieving ROS date









9.S.11 Generic materials ordered 11.P.1 Maintenance staff productivity level



11.S.1 Total man-hours charged to work orders



11.S.2 Rework 11.S.3 History recorded against required fields



  

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6.2

Audit WPSE Process

To ensure that all sites achieve world-class performance, it is crucial that the WPSE process is audited on a regular basis to reinforce good performance and identify opportunities for improvement. Ideally, the audit cycle should start when the implementation plan and training has been completed. There will be an initial post-implementation audit after three months of operation, which should be conducted by a member from the asset council, change agents forum, tactical team or local implementation team. Thereafter, audits should be carried out every 12 months or more frequently if there is evidence of under-performance. These should be conducted by a person from one of the Total Reliability teams or a member of the Maintenance leadership team who is not directly associated with the site. Consideration should also be given to involving schedulers or other key personnel. The process checklist (available on the CD-ROM) should be used for each audit. All key personnel involved in the process should be interviewed. Each question on the checklist should be scored against the evidence produced to support the response. Comments or observations should be added to each question to support or clarify the given score. Throughout the audit, all key personnel should be encouraged to identify opportunities for improvement.

6.3

Review Work Preparation Satisfaction Data

A dedicated co-ordinator (preferably a work preparer) should review all work preparation satisfaction forms and take appropriate action to make any improvements that have been highlighted. They should also record the data and present this on a monthly basis to Maintenance and Production management. The work preparer should also run a materials supply performance report on a monthly basis and discuss deviations with a stock analyst. Areas for improvement should be agreed and suitable actions identified. 6.4

Review Equipment History

Much of the data that is required to be recorded in the closeout section of this process is used to improve equipment performance. This is not dealt with in this guide but Figure 7 gives an indication of the processes that different types of data are used in.

Figure 7: Use of data Type of Data

Use r

Process(es)

Equipment history

Reliability engineer/technician

ORIP, RCA, RRM, EIT

After the checklist is complete, the findings should be summarised on the close-out report. Change to standard task list

Rework

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Maintenance Field Supervisor, Work Preparer (PM) or technical authority Reliability engineer Maintenance Field Supervisor

RRM, adjusting data on PM job

ORIP

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Appendix 1 - R oles within the WPSE Process

Appendix 1 - Roles within the WPSE Process Maintenance Work Preparer (Corrective) Summary Description

Competency Requirements

The Maintenance Work Preparer (corrective) role is critical to the effective productivity of the maintenance delivery team.

The Maintenance Work Preparer role will likely be discipline specific, i.e. with a core competency in mechanical, electrical or instruments. As the person who diagnoses the problem and determines the scope of the solution, this person is expected to be highly respected and competent in their discipline. An effective scope and work pack assists with mitigating the impact of lower competency in the execution of the work.

This essential role: • diagnoses the cause of the problem • determines the scope of activity required to return the equipment back into service • packages the work with the tasks, disciplines, materials and services to effectively complete the work • maintains an overview of the date constraints continually to ensure work is scheduled when there are resources and access available. Duties

• Make field inspections to determine appropriate scope of work. • Develop work pack for maintenance jobs with necessary information to allow efficient scheduling, assignment and execution of maintenance work. • Create, use and maintain technical files to include information in current work pack and to anticipate and avoid job delays. • Evaluate work pack feedback to improve future work. • Keep up to date with safety rules and regulations. • Utilise SAP BLP and other computer applications to support the maintenance function. • Provide technical assistance as required for maintenance personnel.

The maintenance work preparer should have: • knowledge of methods, materials, tools and equipment in the maintenance of oil and gas exploration equipment • knowledge of the modes of failure applicable to large industrial equipment such as fans, pumps and compressors and their associated components • knowledge of safety hazards and appropriate precautions applicable to work assignments • high skill in applying technical knowledge to determine equipment problems (including knowledge of RCA techniques and their applicability) and identifying appropriate solutions in order to swiftly develop work packs • skill in reading, interpreting and applying information from files, drawings, catalogues, reports and manuals • skill in communicating clearly and concisely in verbal and written form • skill in using SAP BLP to prepare work packages and monitor materials availability • the ability to maintain effective working relationships with other personnel including operators, vendors, contractors, subordinates, peers and superiors.

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Considerations for the role

• The maintenance work preparer is focused upon work that is required in the future. When allocating the role consider how to avoid the individual from being distracted from the urgent topics of the day. • This role is hugely beneficial to maintenance success. This position should be considered prestigious and be occupied by a senior technician, perhaps as part of a career path. • A preparers time should be 60% preparing plans, 20% chasing materials and services and 20% updating plans from job feedback forms.

Maintenance Scheduler

• Make suggestions on changes to trade mix to fit estimated work. • Keep track of periods for specialist services. • Keep track of work order priorities. • Keep appraised of 90-day plans, particularly in relation to equipment stops, outages and shutdowns. • Prepare draft schedule on basis of task contents, operational constraints and corrective work order priorities. • Obtain approval of schedule. • Communicate the schedule. • Coordinate all schedule cycle meetings.

Summary Description Competency Requirements

The Maintenance Scheduler role is essential to ensuring that maintenance activities are scheduled for completion by their due date. It requires prioritising the work for the maintenance execution schedule, and matching the capacities of resources and services to the work. The maintenance scheduler is particularly accountable for ‘managing the backlog’. The integrated maintenance schedules reflect the integration of both Preventive (PM) and Corrective (CM) maintenance, and consider the 90, 28 & 14 day schedules. Duties

The Maintenance Scheduler should be skilled in producing an integrated schedule of operational and maintenance activities. An industry background and experience of working in a trade discipline is essential. The maintenance scheduler should also have: • a minimum of five year’s experience in maintenance work and projects • knowledge of preventive and predictive maintenance practices and principles

• Maintain a clear overview of the volume of prepared corrective maintenance backlog and prioritise when to bring the work into the schedule for execution.

• networks, skill in the CMMS use of scheduling suchand as Gantt charts, PERT schedulingtools module resource histograms

• Keep contact with work preparation team and responsible personnel for job execution.

• skill in assessing and prioritising work based on critical systems and equipment requirements, project commitments, age of work orders, resource availability, and customer satisfaction

• Keep appraised of work execution constraints. • Keep informed of available work centre capacities and campaign periods, highlighting upcoming constraints in time to mitigate them.

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• skill in working with supervisors to communicate priorities and assign resources required

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• skill in using a maintenance scheduling system • skill in using SAP BLP.

Production Coordinator Summary Description

The Production Coordinator role requires a clear focus on the needs of the business, and has ownership for: • confirming the importance of the jobs and therefore the jobs to be performed • ensuring that temporary mitigation is robust enough to allow the Work Preparer time to prepare and procure materials and services • approving and owning the stability of the schedule • the budget for maintenance execution • the health of the local maintenance work preparation, scheduling and execution process.

• Instruct the scheduler to change the work order priority where conditions have affected the temporary mitigation such that the priority and subsequent LAFD need to be changed. • Maintain strong communications between the Production and Maintenance teams so that they remain informed of any changes that affect the work activity. • Manage the daily review meeting. • Own and maintain the budget and expenditure for the local facility.

Maintenance Field Supervisor Summary Description

The Maintenance Field Supervisor role is predominantly concerned with quality and safety assurance. The supervisor ensures that all aspects of a maintenance task are performed correctly, assisting with overcoming any barriers technicians may face while performing a task.

The production coordinator role is a single bridging position between Production and Maintenance ensuring the effectiveness, efficiency and safety of activities on the facility.

The supervisor will maintain an overview of all the work being performed, communicating with the production coordinator during the daily meeting. S/he will allocate new work to technicians as appropriate to the schedule.

Duties

Duties

• Approve the job prioritisation (CMPT) assessment for each work order.

• Allocate competent technicians to perform the scheduled tasks.

• Approve the robustness of the temporary mitigation implemented prior to maintenance performing the full restoration of functionality. This can include the seeking of additional approval from the appropriate Technical Authority where the risk dictates it.

• Inform the scheduler promptly if there are any changes to maintenance labour capacity.

• Approve the integrated maintenance schedule, aiming to protect the schedule compliance by only allowing valid schedule breakers to be introduced after the schedule is frozen.

• Ensure work is allocated and performed in a way that maximises the efficiency of the technicians.

• Implement long term capacity changes to meet increasing/decreasing labour demands.

• Perform toolbox talks and gain continual assurance that the work being performed by technicians is safe.

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• Investigate the quality of work being performed to confirm repair/restoration standards are being maintained. • Lead and encourage a positive reliability and integrity culture in Production and Maintenance. Competency Requirements

The Maintenance Field Supervisor role will likely be crossdiscipline, i.e. with knowledge competencies in mechanical, electrical and instruments. As the person who confirms quality assurance, this person is expected to be highly respected and competent in the various disciplines, recognising the strengths of individuals his team. The Maintenance Field Supervisor should alsoinhave: • knowledge of methods, materials, tools and equipment in the maintenance of oil and gas exploration equipment • knowledge of the modes of failure applicable to large industrial equipment such as fans, pumps and compressors and their associated components • skill in identification of safety hazards and appropriate precautions applicable to work assignments

• ability to maintain effective working relationships with other personnel including operators, vendors, contractors, subordinates, peers and superiors.

Maintenance Work Preparer (Preventive Maintenance) Summary Description

The Maintenance Work Preparer (PM) role is critical to the effective productivity of the maintenance delivery team. The aim is to effectively prepare any work that requires materials or resources to be ordered, in advance of the PM work order being issued, such that the scheduler can immediately bring the work order into the schedule without any intervention. Duties

• Determine the scope of the activities required to execute the preventive and predictive tasks identified from maintenance strategy reviews (such as RRM). • Package the work with the tasks, the disciplines, materials and services to effectively complete the work.

• high skill in applying technical knowledge to determine equipment problems (including knowledge of RCA techniques and their applicability) and identifying appropriate solutions in order to swiftly develop work packs

• Update PM packages based upon completed job feedback forms to ensure the tasks involved are accurate and that the estimates of resources are correct.

• skill in reading, interpreting and applying information from

• Liaise with Production to understand the complexity of

files, drawings, catalogues, reports and manuals • skill in communicating clearly and concisely in verbal and written form • the ability to lead a cohesive team, developing skills and maintaining sufficient ‘man behind the man’ back up coverage of skills • skill in using SAP BLP to review work packages and work order technical history

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performing the tasks. • Provide a sound hazard assessment plan to perform the job.

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Considerations for the role

The Maintenance Work Preparer (PM) role will likely be discipline specific, i.e. with a core competency in either mechanical, electrical or instruments. As the person who determines the scope of the solution, this person is expected to be highly respected and competent in their discipline. An effective scope and work pack will help to mitigate the impact of lower competency in the execution of the work. The maintenance work preparer (PM) should also have:

• The maintenance work preparer is focused upon work that is required in the future. When allocating the role consider how to avoid the individual from being distracted from the urgent topic of the day.

• knowledge of methods, materials, tools and equipment in the maintenance of oil and gas exploration equipment • knowledge of the modes of failure applicable to large industrial equipment such as fans, pumps and compressors and their associated components • knowledge of safety hazards and appropriate precautions applicable to work assignments • high skill in applying technical knowledge to determine equipment problems (including knowledge of RCA techniques and their applicability) and identifying appropriate solutions in order to swiftly develop work packs • skill in reading, interpreting and applying information from files, drawings, catalogues, reports and manuals • skill in communicating clearly and concisely in verbal and written form

• A PM preparer role can be hugely important in overcoming a large volume of PM ‘hollow work orders’. A ratio of 1:6 preparers to technicians may be required until the number of job feedback forms falls, eventually becoming a ratio of 1:10.

PM Maintenance Scheduler Summary Description

The PM Maintenance Scheduler role for the work preparation, scheduling and execution process involves the: • appropriate alignment of the PM schedule to equipment availability • sufficient labour availability to perform the work at its due date • referencing the 52-week PM schedule back to the budget. Duties

• Maintain the 52-week PM schedule of work, reviewing it every three months.

• skill in using SAP BLP to prepare work packages and monitor materials availability

• Confirm and manage PM budget limitations, determining what action to take.

• the ability to maintain effective working relationships with other personnel including operators, vendors, contractors, subordinates, peers and superiors

• Liaise with the IAP process with regard to shutdowns, and the Asset Reference Plan.

• knowledge of maintenance tactics and the use of Risk and Reliability Management to determine the need for maintenance tasks

• Protect the PM schedule from periods of high and low workloads, maintaining a more consistent flow.

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The PM Maintenance Scheduler should be skilled in the core capabilities of scheduling operational and maintenance activities. They should also have: • a minimum of five year’s experience in maintenance work and projects • skill in preventive and predictive maintenance practices and principles • skill in the use of scheduling tools such as Gantt charts, PERT networks, CMMS scheduling module and resource histograms • skill in assessing and prioritising work based on critical systems and equipment requirements, project commitments, age of work orders, resource availability, and customer satisfaction • skill in working with supervisors to communicate priorities and assign resources • knowledge of the IAP process • skill in using a maintenance scheduling system • skill in using SAP BLP • skill in risk based maintenance practices.

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Appendix 2 - Detailed Process Steps


This appendix provides process flow diagrams that detail the process step-by-step with key decision points.

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Work Preparation, Scheduling & Execution Process Prepare Preventive Work

Long Term Scheduling of MRP 2.3

2.1PM Review requirements

Review adjustand Maintenance Reference Plan

2.2 Prepare PM work pack

2.4 Call work orders

Monitor and Confirm


2.13 Monitor target dates Identify & Prioritise Corrective Work

Prepare Corrective Work

1.1 Identify need for work

2.5 Select work order

2.9 Identify shutdown requirements

1.2 Prioritise

2.6 Diagnose the problem


1.3 Assess suitability for maintenance work process

2.7 Prepare CM work pack

2.11 Release work order

1.4 Approve work request

Identify2.8 resource, material and service requirements for the job

2.14 Confirm ready for scheduling

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Create Integrated Maintenance Schedule

E xe c u t e

C l o s eO u t

3.1 Review and select prepared PM and CM work

4.1 Confirm job readiness and allocate to team

5.1 Report technical history

6.1 Review measures

3.2 Create 14-day integrated schedule

4.2 Prepare site and hold toolbox talk

5.2 Determine RCA requirement

6.2 Audit WPSE process

4.3 Execute work

5.3 Complete work pack feedback

6.3 Review work preparation satisfaction data

4.4 Identify emergent work

5.4 Finalise work order and initiate payment

6.4 Review equipment history

3.3 Approve 14-day schedule and freeze 7-day schedule

3.4 Communicate the schedule

An aly s e

4.5 Leave worksite clean and report daily progress

4.6 Confirm completion and hand back to production

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Identify & Prioritise Corrective Work Role

Trigger/ Input

Integrated Process

Work Requester

Work request or malfunction

Execute G

1.1.1 Identify need for work. Enter initial priority on notification (Z1) 1.2.2 Cancel notification. Feedback to requester

1.1.3 Obtain adequate information from requester

Production Co-ordinator

No 1.1.2 Notification clear & complete?

Maintenance Field Supervisor

Work Preparer

Trigger

1.2.4 Break into schedule (priority 1 & 2)

No

Yes

1.2.1 Notification justified?

No

Yes

1.2.3 Priority 3-7?

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End process/ Output Identify and Prioritse Zone MOC or plant change process

Execute A 1.3.5 Requester carries out work

1.3.2 Notify MOC process

1.3.4 Inform requester

Yes

Yes

Yes

1.3.1 MOC required (plant change)?

Close out B

No

1.3.3 Can requester do it?

No

1.4.1 Approve notification

Approved work request

Daily review meeting

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Prepare Prevent ve Wor Role

Trigger/ Input

Other process initiatives

Integrated Process

RRM or other reliability processes Regulations

Work Requester


Preventive Maintenance Preparer

2.1.1 Review PM requirements

2.1.2 New PM requirements?

No


Long Term scheduling of MRP D

Trigger

- New equipment - RCM, RBI, IPF or REM analysis - New statute - Periodic review

Yes

2.2.1 Library PM work pack available?

No

2.2.4 Create or update PM work pack frequency, task list with work, logic, dates & permits

Yes

Yes

2.2.2 Use/copy work pack tasks & components

2.2.3 Adjustment required?

A m r

No

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End process/ Output Work Preparation Zone Contract and Procurement process

2.2.5 ditional terial or ervice quired?

No

Yes

2.2.6 Add materials and services

2.2.7 New maintenance item required?

Yes

2.2.8 Create PM maintenance item

2.2.9 Create PM plan & schedule initially calling a work order

Long Term scheduling of MRP C

No

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Long Term Scheduling of MRP Role

Trigger/ Input

Annual OP plan

Integrated Process

IAP Process

IAP Process

Shutdown Plan

Work Requester


Prepare Preventive

2.3.1 Review preventive

2.3.2 Any obsolete

Work C

maintenance schedule52-wk

PMs?

No

2.3.4 Review asset reference plan and shutdown windows

Yes

PM Maintenance Scheduler

Trigger

2.3.6 Schedule ok?

No

2.3.3 Delete obsolete PMs

Periodic review

2.3.5 Adjust trigger dates for preventive maintenance plans

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End process/ Output Work Preparation Zone Budget build process

2.3.10 Cost and resource loading ok?

Yes

No

Yes

2.3.7 Cost current schedule

2.3.8 Review current schedule cost vs budget

No

2.3.9 Review preventive labour capacity

2.3.12 Does issue require review of preparation? Yes

2.4.1 Create work orders

No

2.3.11 Can the constraint be removed?

Approved PM work order backlog

Yes

Prepare Preventive Work D

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Prepare Correct ve Wor (1) Role

Trigger/ Input

Integrated Process

Work Requester


Approved work request

2.5.1

Call approved notifications

notification accordancein with date raised

2.5.3

Create work order

2.6.1 Visit site to diagnose problem

2.6.2

Scope the job

2.7.1 Isa work pack required?

No

Work Preparer


Trigger

2.5.2 Select

Periodic review

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No

Yes

2.7.2 Does a standard work pack exist?

Yes

2.7.3 Use existing work pack and estimate

2.8.1 Allocate crafts and hours to job

2.8.2 Materials or services required?

2.7.4 Create new work pack

Yes

2.8.3 Assign materials,

Yes

services, tools and equipment to work order Yes

No

No

2.8.6 Approved by budget holder?

2.8.4 Create cost estimate

2.8.5 Is job cost estimate above asset threshold?

No

Prepare Corrective Work (2) E

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Prepare Corrective Work (2) Role

Trigger/ Input

Integrated Process

Shutdown process

Work Requester


Prepare Corrective Work (1) E

Work Preparer

2.9.1 Is a module/ facility shutdown required?

Yes

No

2.9.2 Is there a shutdown planned in line with the scheduled LAFD?

No


Trigger

2.9.3 Assign to appropriate planned shutdown network

Yes

2.9.4 Assign to opportunity shutdown list

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End process/ Output Work Preparation Zone IAP process

2.10.1 Determine earliest start dates

2.11.1 Release work order and requisition

Monitor and confirm F

2.9.5 Discuss with IAP planner

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Monitor and Confirm Role

Trigger/ Input

Integrated Process

Work Requester


Prepare Corrective Work (2) F

Work Preparer


Trigger

2.12.1

2.12.2

Review list of work orders

Monitor requirement for scope change

2.12.3

Additional services and materials required?

No

Yes Approved PM work order backlog

2.12.4

Assign materials and resources

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2.13.4

Yes

Possible to mitigate and gain deviation approval?

No

Yes

2.13.1

2.13.2

Monitor delivery dates

Are all resources still going to make RoS dates?

2.13.3

No

Will LAFD be met?

No

2.13.5

2.13.6

Expedite as necessary

Re-plan to available dates

Yes

2.14.2

2.14.1

Full confidence in delivery dates?

Yes

Code work order ready to schedule

Approved schedulers work order backlog

No

Periodic review

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Create Integrated Maintenance Schedule Role

Trigger/ Input

Integrated Process

Work Requester


3.1.2

Approved schedulers

List all work

work order backlog

ready to be scheduled (status EXEC)

Scheduler 3.1.1

Identify carryover of existing work


Trigger

3.2.1

Provide resource capacity

Weekly capacity review

3.2.3 3.2.2

Rank work orders for scheduling

Allocate work orders and resources to the schedule

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End process/ Output Schedule Zone

No 3.3.1

Is the schedule OK?

Yes

3.3.2

Freeze

3.4.1

Frozen

7 day work schedule

Communicate the schedule

7 day schedule

14 day schedule

Weekly schedule review meeting

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Execute Role

Trigger/ Input

Integrated Process

Work Requester



4.1.2

Identify and Prioritse A

Review approved emergency work

4.1.1

4.1.4

7 Day Schedule

Materials and services at site?

Submit permit and JHA requests to production

4.2.1

Site safe to start work?

Yes Qu

No Yes 4.2.2

Conduct toolbox talk

4.1.3

Allocate jobs to technicians - hand out shop papers No

Technician Ide

Scheduler

Trigger

Daily Review Meeting

Whole Facility Team Meeting

Daily Me

EP 2006–5445

Restricted


End process/ Output Execute Zone

4.6.2

Production accept work is technically complete

4.5.5

Review next day’s work schedule

4.3.2

ality check work

4.5.4

Report daily progress 4.3.1

No

Execute work

4.4.1

tify emergent work

4.6.3 4.6.1

4.5.1

4.5.2

Leave worksite clean and tidy at end of day

Enter daily hours into CMMS

4.5.3

Work complete?

Yes

Hand back to Production and assist in start-up if required

Confirm work is complete in CMMS

Close Out H

Identify and Prioritise G

Review ting

63

EP 2006–5445

Restricted


Close Out Role

Trigger/ Input

Integrated Process RCA Process

Work Requester

Identify and Prioritise B

Production Co-ordinator 5.2.2

Initiate RCA Yes


5.2.1

5.1.2

Technical histor y adequate?

No

Yes

Does malfunction require investigation?

No

5.3.1

Complete work pack feedback form

Technician

C rou

5.1.1

Execute H

Complete technical history ch

Scheduler

Trigger

Daily

EP 2006–5445

Restricted


End process/ Output Close Out Zone

Contract and Procurement Process

5.4.5

Approve bill for payment

Yes

5.4.4

Approve details on bill?

Closed work orders

No

5.4.1

5.3.2

ange to PM ine required?

Yes

No

Technically close work order

5.4.3 5.4.2

Services requiring processing?

Yes

Initiate payment process - create bill

No

5.3.3

Raise PM ange request

65

Shell Exploration & Production EP Global Discipline for Maintenance and Integrity EPT Technical and Operational Excellence (T&OE) Shell International Exploration & Production B.V. Kesslerpark, Rijswijk (ZH), 2288 GS Rijswijk The Netherlands.

The copyright in this document is vested in Shell International Exploration and Production B.V., The Hague, The Netherlands. All rights reserved. Neither the whole or any part of this document may be reproduced, stored in any retrievable system or transmitted in any forms by any means (electronic, mechanical, reprographic, recording or otherwise) without the prior written consent of the copyright owner. EP 2006-5445

1. Wpse Guide

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