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ASSET VALUE
Y
STUD
CASE DED
U
INCL
CONTENTS
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4.1
4.2
Maintenance workflow
5.1
11
11
5.2
12
5.3
12
13
6.1
Asset output
13
6.2
Asset input
13
6.3
14
6.4
Asset Lifetime
14
6.5 Costs
14
14
6.6
15
8 Case study
18
9 References
18
RELIABILITY
AND INTEGRITY
1 RELIABILITY AND INTEGRITY;
ITS A BALANCING ACT?!
Put a business manager, cost controller and risk
manager in the same room as an industrial asset
owner and ask them to define the optimum
objectives for their complex capital assets. You can
expect a lively discussion about how to balance
asset output objectives against compliancy
requirements and total cost of ownership. The
discussion will become even more heated if we
take the total expected asset lifetime into account,
together with the effects of corporate strategy.
But for the sake of the story, lets assume these
people are professionals and they find a smart way
ASSET VALUES
u
fut
re
Innovation
and
improvement
ARIM MODEL
HIGH LEVEL
Compliance &
Multilevel risk
assessments
Compliance
& integrity
Planning &
Scheduling
AM
Goals
Asset life
time
Asset output
Deliver y
Sustainability
Business
drivers
Adjust mitigation
strategies
Asset
input
Adjust
task
Asset
Cost
e
Op
ra
tio
n
Bu
i
e
th
ld
Busin
ess
con
tin
uit
al e
xcel
lence
it
Prof
i l it
ab
Execute
Maintenance
Definition of
mitigation
strategies
Efficiency
analysis
Effectiveness
analysis
CAPABILITIES
Knowledge Management
Best Practise: knowledge & skills
APPROACH
Change Management
Culture: working together,
leadership, principles, behaviour
Project Management
Sharing goals: common vision,
mission, goals
Direct
(policy & strategy)
Design
(plan & organize)
Do
(implement & operate)
Asset output
Asset input
(no waste)
Cost-level
Asset integrity &
compliance
Asset life-time
Required level + realized
Risk management
Budget + cost
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2 DEFINITION OF ASSET
RELIABILITY & INTEGRITY
MANAGEMENT
Before dealing with the role of ARIM in the Asset
Management Objectives, it may be useful to define
what Asset Reliability & Integrity is, because there are
many possible definitions.
3 ASSET RELIABILITY
& INTEGRITY MANAGEMENT
AND ASSET VALUE
The ultimate goal of a (private) company is to create
value and to make profit to be able to continue its
existence in the long term. Safety, Health,
Environment, Reputation, Output, Cost and Quality
must be in control to achieve optimal production
output meeting customer requirements and
complying with all stakeholders requirements.
The management of risks is therefore a vital
capability. Risk is expressed as Probability of Failure
4 ASSET RELIABILITY
& INTEGRITY MANAGEMENT
MODEL
Modifications Replacements
Asset Register
Criticality Analysis
Compliance analysis
RBI
SIL
RCM
Risk Based
Maintenance strategies
Run to failure; Fixed interval;
Condition based
Maintenance tasks/plans
Work planning
Adapt RBM
strategies
Asset
Maintenance Efficiency
Schedule compliance
Breakdown analysis RCA
Proactive analysis FRACAS
Condition analysis
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Training Program
Asset knowledge
Area at risk
Safety & health
Environment
Revenue loss
Probability
Cost increase
Unlikely
Slight
Occassionally
Frequent
Production
Nea
USD
USD
Strategic
6
action
USD
12
USD
12
16
No impact
Acci
lost
Low impact
Impact
Incid
Ince
permis
Medium impact
High impact
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Maintenance Plan
Task list
Failure data
Notification
(malfunction, need for
maintenance, ...)
Work
Order
Cost data
Operation
(performable task)
Notification
(activity report)
Materials
Labor
Permits
Documents
5 DEVELOPING AN ASSET
RELIABILITY & INTEGRITY
MANAGEMENT PROGRAMME
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Starting
Focus on
compliance,
Acting after
incidents
Developing
Focus on
reliability,
Preventive
actions
Organized
Focus on
risk based
methods
(RCM, RBI, .)
Mature
All actions
risk based,
Focus on
Performance
Excellence
Continious
improvement,
Simulation
modeling
Criticality Analysis
RBI
SIL
Compliance analysis
RCM
Risk Based
Maintenance strategies
APM SYSTEM
Maintenance tasks/plans
Work planning
Adapt RBM
strategies
CMMS SYSTEM
Asset
Training Program
Asset knowledge
Maintenance Efficiency
Schedule compliance
Breakdown analysis RCA
Proactive analysis FRACAS
Condition analysis
Asset Manager
Asset Engineer
(plant level)
Service provider
Maintenance Management
Operations Management
Asset strategy
Risk Management
Operating procedure
Objectives
Budgets/Targets
Maintenance program
Management review
Project portfolio
Asset improvement
Project delivery
Contractor Management
Configuration management
Performance monitoring
Continual improvements
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Metrics or KPIs
Desirable trend
relative to baseline
PM compliance
Up
Up
Up
Down
Down
OEE
Up
Down
Down
Down
Down
Down
Down
Maintenance backlog
Down
13
Availablity losses
(breawk-downs,
change overs)
C Theoretical output
Performance
D Actual output
Performance losses
(minor stoppages,
reduced speed)
E Actual output
Quality
F Good product
Quality losses
(scrap, rework)
Effectiveness Loss
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6.5 Costs
Asset function
100%
Energy losses:
Power - Pressured air - Heating
90%
Asset function
Scrap:
Due to low quality of raw materials
Energy
Raw Materials
100%
Leveraging Leveraging
above 100% Asset function needs (re-)engineering activities
75%
75%
RA
Process
RB
90%
Leveraging
the Asset function
OL
RAO
RC
RB
People
Input
Output
Conversion rate
Figure 10: Effect of input losses on output
Asset Failure t1 t2
Asset Failure t1 t2
t3
t3
Asset Failure
Asset Failure t4
Figure
Leveraging
Assetversus
Function
versus Asset Failure
Figure
11:11:
Leveraging
the Assetthe
Function
Asset Failure
15
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Risk management
Criticality analyses
Asset strategies & concepts
Compliance concepts
LT/MT planning
Budget
Project portfolio
Asset
concept
Management
AM policy
& strategy
Asset
service
providing
Domain of Asset
Reliability & Integrity
Management
Execution of asset
Concepts and plans
Efficiency
Quality
AM plans
AM analysis
&
Improvements
AM organisation
AM people
AM
performances
AM infrastructure
Figure 12: The ARIM domain within the Stork Asset Management Model
CASE
STUDY
8 CASE STUDY
The ARIM framework is implemented in a Chemical
company which operates multiple plants at one site.
The case for action was an upward trend in
maintenance cost/Net Replacement Value (NPV),
which had a negative impact on cost per tonne of
product. The main identified cause was an increase in
unexpected losses and poor start-up after turnarounds.
The starting situation was a traditional technicallyfocused organisation. Little use was made of
risk-based methods and there were silos between
inspection, mechanical, E&I and process automation.
Implementing the ARIM model started with a gap
analysis from which an ARIM programme was
defined including action plan and business case.
The main actions were:
Redefining work processes and procedure and
introduction within CMMS.
Introduction of risk-based maintenance: which
risks can we mitigate or eliminate?
Redefining roles and responsibilities and
organisation. Implementing an Asset Manager
function for each plant, and introducing a
Maintenance Manager for each cluster of plants.
Defining the Asset Engineer role and making
this role operational under the Asset Manager.
Training and on-the-job coaching for new job
holders.
Establishing a company-wide focus on asset
reliability: spreading the message and
embedding it throughout the organisation.
As part of the introduction of risk-based
maintenance, corrective and preventive aspects
were taken into account by using Reliability
Centered Maintenance (RCM), Risk Based Inspection
(RBI) as well as methods for RCA (Root Cause
Analysis). Three types of assets are distinguished:
a. Mechanical/static assets, such as drums and
piping.
b. Moving assets, such as E-motors, pumps and
compressors.
c. Safety assets, such as alarm systems and safety
valves.
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9 REFERENCES
[1] RIMAP CWA 15740: 2008
[2] PASS 55 / ISO 55000, www.theiam.org and
www.assetmanagementstandards.com
[3] White Paper A Field Proven Vision on
Asset Management, Jos Van der Aelst,
Principal Consultant - Stork
19