Escolar Documentos
Profissional Documentos
Cultura Documentos
Gregory Alvarado
l d
Vice-President and Sr. Consultant
Shaker
Sh k Heights,
H i ht OH
Houston, TX
Edmonton, Alberta, Canada
Abu Dhabi, UAE
Al khobar Kingdom of Saudi Arabia
Al-khobar,
1
Overview
• Introduction
• The Goal
• Impact of Culture and Practices
• Industry Loss Statistics – Marsh Report© 2010
• Life Cycle Management of Equipment & Best Practices
Overview
• Management Systems
• Management Leadership and Support
• Recognizing, Understanding and Managing Uncertainty
• Sample
p Metrics for Managing
g g Risks
• Gap Assessments – Best Practices vs Compliance
Introduction
• Quote from the Marsh and McLennan Report, The 100
Largest Losses 1972-2001, 20th Edition, February 2003,
a publication of Marsh’s Risk Consulting Practice:
From the Marsh and McLennan Report, The 100 Largest Losses 1972-2001, 20th
Edition: February
y 2003,, a publication
p of Marsh’s Risk Consulting
g Practice
“The Goal”
“The
The significant problems we have
cannot be solved at the same level of thinking
with which we created them.”
~Albert Einstein
R l
Released
dAApril
il 2010
What Are IM Protective Barriers
H W Heinrich
H.W. Heinrich, 1931 – Accident Pyramid
Pyramid
• Safety accidents can be placed on a scale by the level
of consequence
• Many precursor incidents
d occurredd with
h lesser
l
consequences for each accident that occurred with
greater consequences.
• Heinrich’s
h’ model
d l represents a predictive
d relationship
l h
between lower and higher consequence personal safety
events.
• Indicators
I di that
h are predictive
di i are considered
id d leading
l di
indicators
– used to identify a weakness that can be corrected
b f
before a higher
hi h consequence event occurs.
• Tier 1 is the most lagging and Tier 4 is the most
leading.
12
Examples of Tier 4 Items
• Process Safety Action Item Closure - Percentage and/or number of past-
due process safety actions. This may include items from incident
investigations, hazard evaluations or compliance audits.
• Training Completed on Schedule - Percentage of process safety required
training sessions completed with skills verification.
• Procedures Current and Accurate - Percent of process safety required
operations and maintenance procedures reviewed or revised as scheduled.
• Safety Critical Equipment Inspection - Percent of inspections of safety
critical equipment completed on time. This may include pressure vessels,
storage tanks, piping systems, pressure relief devices, pumps, instruments,
control systems, interlocks and emergency shutdown systems, mitigation
systems, and emergency response equipment.
• Safety Critical Equipment Deficiency Management - Response to safety
critical inspection findings (e.g. nonfunctional PRDs and SISs). This may
include proper approvals for continued safe operations, sufficient interim
safeguards, and timeliness of repairs, replacement, or rerate.
• Management of Change (MOC) and Pre Start-up Safety Review
(PSSR) Compliance - Percent of sampled MOCs and PSSRs that met all
requirements and quality standards.
standards
Examples of Best Practices
Implementation and Benefits
• Improved reliability
• Fewer leaks
• Fewer surprises during turnarounds
• Shorter turnarounds
• Proactive behavior =
Planning, strategies, health, safety and business result
– From FEED through end of life
• Elimination of non-value adding activities
• Effective life-cycle planning and management of
equipment
q p
• Predictable outcomes
• Effective spending
• Better intentional directives
Life-Cycle
if l
Management
of Fixed
Equipment
Basic
• 510 Pressure Vessel
• 570 Piping
• 936
3 Refractory
f
• QUTE
Inspector Certifications
• Advanced Supplemental
pp
– 580 RBI
– 571 Damage Mechanisms
– 577 Welding & Metallurgy
– Meaning of supplemental certifications
$1,400,000
Current Inspection Costs
Current Maintenance Costs
$1,200,000
Total Current Costs
RBI Inspection Costs
$1,000,000 RBI Maintenance Costs
RBI Total
$800,000 Total Savings
$600,000
$400,000
$200,000
$0
Unit A Unit B Unit C Unit D Unit E
-$200,000
-$400,000
LERU RBI Cost Benefit
Inspection
p Planning
g & CBA
CBI RBI Risk Mitigation
Unit Type (% Reduced) (% Reduced) (% Improvement)
431 DIB/Deprop 11 85 74
866 Heavy HDS 2 50 48
867 SRU 21 93 72
231 Gulfiner 22 50 28
531 Amine 30 68 38
8733 SWS 30 83 53
137 Crude 4 6 2
210B Crude 53 91 38
210C Vac 40 68 28
865 Kero HDS 9 49 40
860 Reformer 35 91 56
862 LERU 17 85 68
864 Unifiner 10 63 53
210A Crude 32 74 42
868 FCC 4 66 62
869 Sulfuric Alky 16 60 44
Inspection Planning
4000
3500
3000
Riskk (Sq. Ft/yr)
2500
2000
1500
1000
500
0 Old
New
• Green risk profile is with API RBI implemented in this process unit
• Blue risk profile is with traditional API 570/510 program in place
• Blue plan yields 1.7’sq./year/$$ of risk reduction over 4 years
• Green strategy yields 2.7’sq./year/$$ risk reduction over 4 years
• Net benefit is ~40%
40% improvement in risk reduction
• ROI >> 10X
Gap Check
Fixed Equipment Reliability
• Gap Analysis
– FERMI™ Process
• Best Practices
• Observations/recommendations
• Roadmap – Strategy
• Cross-functional team with owner/operator
experience and SME’s
• Trained team members
• Metrics and Priorities – Jointly developed, may
also use company HSE risk matrix
Sample FERMI™ Focus Areas
Broad Categories
g
• Data Management • Inspection Programs
g g&
• Engineering • Metallurgy
gy
Maintenance
• Plant Processes
• Equipment Planning
• Receiving Inspections
• Inspection Management
• Welding and Repairs
• Inspection Planning
Benchmarking
• Working Practices
• Procedures
• Understanding
• Utilization of best practices
• S
Synergies
i and d interdependent
i t d d t practices,
ti processes
and programs
• Metrics
• Kudos – Good practices recognized
• Areas of vulnerability
• R
Recommendations
d ti ffor improvement
i t
• Benchmarking metrics
Practices and Implementation