Module 2 Pipeline maintenance.pdf

Module 2 Pipeline Maint Maintenance enance Colegi Colegio o de Ingene Ingeneiro iros s del Peru Peru - Capitulo de Ing Ingenieria Quimica - May 29th - 30th 2017

Dr Alan Murray P Eng FASME Calgary ,AB Canada

 Alan Murray 2017

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Outline

 Where are we? we?

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Module Outline • In this module we will examine best practises for maintaining Pipeline Equipment including the use of Risk Based Inspection • We will then look at Pipeline pigging

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Part 1 Maintenance Maintenance Philosophies and Risk Based Inspection.

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The Maintenance Cycle Overall Overall Planning Planning

PLAN PLANOVERALL OVERALL MAINTENANCE MAINTENANCE RESOURCES RESOURCES

IDENTIFY IDENTIFY MAINTENANCE MAINTENANCE STRATEGY STRATEGY

IDENTIFY IDENTIFY UNPLANNED UNPLANNED WORK WORK

DETERMINE DETERMINE MAINTENANCE MAINTENANCE PROGRAM PROGRAM

PLAN PLAN MAINTENANCE MAINTENANCE  ACTIONS  ACTIONS

Unplanned Maintenance

SCHEDULE SCHEDULE MAINTENANCE MAINTENANCE  ACTIONS  ACTIONS

Planned Maintenance MODIFY MODIFY EQUIPMENT EQUIPMENTOR OR PROCEDURES PROCEDURES

Proactive Maintenance

 ASSESS  ASSESSRESULTS RESULTS

PERFORM PERFORM MAINTENANCE MAINTENANCE  ACTIONS  ACTIONS

PERFORM PERFORM ROOT ROOTCAUSE CAUSE FAILURE FAILUREANALYSIS ANALYSIS

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Maintenance Strategy Process

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Benefits of Planning & Scheduling • Reduced impact to production downtime • Reduced time required to do the work • Better utilization of personnel, parts/materials, tools/work equipment/vehicles and other resources • Reduces maintenance costs (10-30%) • Permits measurement of maintenance performance • Improves personnel safety 8

Planning & Scheduling Process

MANAGE BACKLOG

INITIATE WORK: 1. PREVENTIVE MAINTENANCE 2. CORRECTIVE MAINTENANCE 3. PROJECT OR OTHER WORK

PLAN WORK

SCHEDULE WORK

ACQUIRE AND MOBILIZE RESOURCES

PERFORM WORK

FINALIZE WORK

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Which Risk Based Maintenance Philosophy?

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Maintenance Philosophies To manage and control Operating and Maintenance expenses, Pipeline companies use several approaches e.g; Run to fail. Planned maintenance. Reliability centred maintenance.

Maintenance Philosophies Run to fail • Advantages : Used for non critical items Wide availability of spare parts Planned maintenance • Advantages Work can be packaged Makes efficient use of materials and labour

Maintenance Philosophies Reliability centred maintenance

• Advantages Attempts to optimise the use of materials and labour Depends heavily on Condition or Health Monitoring of equipment Work can be categorised in “Task packages”

Key RCM Concepts • A methodology designed to preserve system functions • The importance of the operating context • Solid understanding of functional failures, failure modes and failure causes • Consequences determine the priority of the maintenance effort

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Maintenance Philosophies Reliability centred maintenance There are a number of data sources for reliability data on commonly used equipment

• OREDA - Offshore equipment Reliability handbook produced by Det norske Veritas • The Electricity Research Association • Original Equipment manufacturers produce Bath tub curves.

Types of Condition Monitoring • Vibration monitoring (spectrum and overall) :  – hand-held monitoring (Bentley Snapshot)  – permanently installed

• Oil analysis:  – regular sampling (Bentley Lube)  – online monitoring

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Maintenance Philosophies Reliability centred maintenance Extensive amounts of data need to be collected, analysed and kept in order to develop statistical basis for RCM and develop trend lines e.g Bearing temperatures Vibration signatures Oil analysis

Provision of Service In house (operating company does all its own maintenance) Outsourced to either original equipment manufacturer e.g Rolls Royce / GE for rotating equipment, Nuovo Pignone, Grove , TK for valves or, is provided by specialist companies e.g; Wood Group

Planned Maintenance • Link to Inventory Levels Best practises in the Oil and gas industry

• Warehouse Inventory should not exceed 2.5% of total value of plant assets • Choice of Ownership of the Inventory provides an opportunity for savings.

Planned Maintenance • Ownership of the Inventory provides an opportunity for savings “Just in time” versus “Just in case”

Consignment inventory Shared Spares agreements between operators

Planned Maintenance • Task packaging is an industry best practise • At mid life or Plant turn rounds • Individual pieces of work are broken down in detail and scopes defined and material and equipment assigned for each task.

Planned Maintenance Downtime • from the data base it is possible to determine : • Running Reliability of equipment i.e. Mean time between failures (MTBF) MTBF =

running time number of failures in period

• mean time to repair • Starting reliability of standby equipment = Successful starts total attempts to start

Planned Maintenance Downtime • This enables the pipeline network to be modelled over a one year period using a “Monte Carlo “

approach

• Outages are selected at random and the impact on the system availability / deliverability calculated.

PLANNED MAINTENANCE System Design and Optimisation efforts enables • The results of these modelling efforts rational rational decisions to be made on whether to acquire additional standby equipment i.e. increase system redundancy or whether the risk can be managed more cost effectively by other means

Maintenance Resources Resources organization • People and organization

• Supply chain management • Information systems • Budgeting and finances • Information systems • Condition monitoring

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Maintenance Information Systems systems • Maintenance systems  – Computerized Maintenance Management System (CMMS or EAM)  – Condition monitoring RCM/Reliability analysis  – RCM/Reliability

• Related systems  – Materials Management System  – Human resources resources  – Cost/financial system 26

Life Cycle Management • Life cycle management: optimizing decisions about physical assets that consider all aspects of the life cycle • Life cycle factors: factors:  – cost  – reliability  – functionality/capability  – safety  – maintainability 27

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Life Cycle Costs (LCC) Are Fixed During Design • Often sustaining costs (including hidden costs)

are 2-20 times acquisition costs (obvious costs) • About 65% of total LCC are fixed by the time

equipment is specified (but only a few percent of funds have been expended) • Minimizing LCC pushes up Net Present Value (NPV)

• Finding the minimum LCC required details

for both acquisition costs and sustaining costs 32

Reliability is a Business Issue • Equipment failures cost money to handle

repairs/claims • System failures halt cash inflows plus incur

repair costs • A Pipeline Company needs equipment and

processes that are:available - ready for duty when needed reliable - free from system failures and high cost affordable - from a life cycle cost view point It also needs a Reliability Policy

A Reliability Policy Connects specifications and operating and maintenance issues together . Its purpose is : Make sure the company is doing the right thing Make sure things are done right Make sure the policy is understandable to everyone Technology, safety, and reliability are all important factors as is MONEY which , when combined with the others, addresses life cycle costs. • Use procedures to convert policy details into time

and money so that the entire organization can make business decisions

Procedures From Policies Set out (list) the top level details in the procedure • Address  – Cost of ruptures / spills  – Violation costs for errors / events  – Cost of accidents  – Risk levels allowed and recommended  – Applicable industry specifications • Make top level details clear and specific

Reliability v Maintenance Engineering The difference lies in where the emphasis is placed. • Reliability engineering uses special tools to avoid failures—this requires employees learning new

engineering tools and methods • Maintenance engineering strives to get equipment

back in to working order as soon as possible

Start With a Simple Calculation • MTBF = (Σ life)/(Σ failures)

MTBF - Mean Time Between Failure • What are the mean times between failure for:

Pumps? Heat exchangers? Valves? Etc. • A key long term issue: mean time between

maintenance actions--a durability issue

Life Cycle Cost summary • Life cycle costs involve all “cradle to grave” costs • Including the estimated cost of failures into LCC

decisions permits engineering quantities of manpower, spare parts, and alternatives to be considered on a rational basis rather than by use of rules of thumb or emotion • LCC provides monetary figures for trade-off

studies and uses Net Present Value assessment to make sound, unemotional decisions.

•Summary Reliabili ty policies set the organization on a common cou rse for a failure fr ee environment • Reliability engineering tools predict failures and ris ks for certain actions • Reliability engineering show s engin eering details in terms of time and money to help make the corr ect trade offs • Use data to predict p roblems and fi x them Think t ime, money, and alternativeS • Quantify unreliability and unreliabili ty costs • Plan for organized improvements • Learn new tools for solving old probl ems • Prevent system failures

Factors Influencing Maintenance Type of physical asset Replacement value of physical assets Geographical distribution of facilities Work force skills Types and location of support resources needed • Corporate policy, management approach and culture

• • • • •

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Trends in Maintenance • New condition monitoring techniques • Better computerized tools (CMMS/EAM, condition monitoring) • Use of Multi-skilled cross-functional teams • Maintenance philosophies • Outsourced to Specialist Contractors or the OEMs

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Measuring Costs • Maintenance cost: $/ERV  – maintenance cost – all direct maintenance costs  – estimated replacement value (ERV) – escalate original cost to today  – world class is 1-2.5%

• Opportunity cost:  – cost of downtime or outage

• Equipment cost 43

Measurement of OEE Overall equipment effectiveness (OEE) OEE = availability x performance rate x quality rate

Optimum target: OEE = 95% x 99% x 95% = 89%

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Categories of Performance Measures RELIABILITY Business results performance measures

MAINTENANCE

MANAGEMENT

RESOURCES

Maintenance effectiveness performance measures

CUSTOMER

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Introduction to Risk Based Inspection

Risk Concepts

Risk = Likelihood of event x Consequences

Risk receptor - employee - public - facility - customer - shareholder

Risk source

- facility - hazardous materials - machinery

- employee injury, illness, fatality - public injury, illness, fatality - environmental damage - property damage - customer impact

“Something is safe if its risks are judged to be acceptable”

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How Risk is Managed CORPORATE VALUES

INITIATION INITIATIONAND AND STAKEHOLDER STAKEHOLDER IDENTIFICATION IDENTIFICATION

Values Stakeholder  participation

SYSTEM SYSTEM DEFINITION DEFINITION AND AND SCOPE SCOPE RISK RISKCONTROL CONTROL ------------------------------------------------------------------------------Standard Standarddesigns designs Maintenance Maintenance programs programs Modifications Modifications Safety Safetyprocedures procedures Environmental Environmentalprocedures procedures Incident management Incident management Emergency Emergencyresponse response Training Training Change Change management management

RISK RISKANALYSIS ANALYSIS (quantitative (quantitative or or qualitative) qualitative) --------------------------------------------------------------------------1. 1. Hazard Hazard identification identification 2a. 2a.Consequence Consequenceanalysis analysis 2b. 2b.Frequency Frequencyanalysis analysis 3. Risk estimation 3. Risk estimation

Overall planning

RISK NOT  ACCEPTA BLE

CANNOT DECIDE RISK RISKEVALUATION EVALUATION

RISK IS  ACCEPTA BLE

RISK RISKMONITORING MONITORINGAND AND  AUDIT  AUDITPPROGRAMS ROGRAMS

Application of tools and methods 49

Decision Scenarios 





 Risk reduction: Risk is initially not acceptable and options need to be considered to reduce risk Cost reduction/opportunity: Risk is already acceptable but options are explored to see if costs can be reduced or revenue increased without increasing risk to unacceptable levels   Sustainability: Risk is acceptable but will increase to unacceptable levels if a capital asset or system is not renewed or replaced (e.g. maintenance, software or hardware replacement)

    y     c     n     e     u     q     e     r      F

Original risk Option 2 Option 3 Option 1 Consequence

     y      c      n      e      u      q      e      r       F

Option 2

Original risk

Option 3

Option 1

Consequence      y      c      n      e      u      q      e      r       F

Original risk

Do nothing

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Definitions • Risk allows people to view potential hazards that simultaneously accounts for both the likelihood and consequences of an event. • Risk Based Inspection (RBI) is a systematic tool that helps users make informed business decisions regarding inspection and maintenance spending.

RBI Capabilities • RBI has the capability to do the following:  – Evaluate current inspection plans to determine priorities for inspections  – Evaluate future plans for decision making  – Evaluate changes to basic operations as they affect equipment integrity  – Identify critical contributors to risk that may otherwise be overlooked  – Establish economic optimum levels of inspection as weighed against risk reduction  – Incorporate “Acceptable Risk” levels

Measuring Risk • Risk is a combination of likelihood and consequence. • One way to illustrate risk is to display the likelihood and consequence factors on an X-Y plot.

Likelihood and Consequence X-Y Plot

Iso Risk Lines 10-1       d     o 10-3     o       h       i       l     e       k       i 10-5       L

Risk = 10

Risk = 1 -7

10

10

102

103

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Consequence

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Semi-Quantitative Risk Matrix 5

Mediu m-High Risk

     D     Y 4      O     R      O     O      H      I      G3      L     E      E     T      K      I      A      L     C2

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High High Risk Risk

Med . High Risk

Medium Risk Mediu m Risk Low Risk  A

B

C

D

E

CONSEQUENCE CATEGORY

API 581 Levels of Analysis • The API Risk Based Inspection (RBI) procedure has three levels of analysis:  – Level I - screening tool that quickly highlights the high-risk equipment that users may wish to assess in greater detail.  – Level II - a step closer to being a quantitative analysis than Level I, and it is a scaled down approach of Level III. Provides most of the benefit of Level III analysis, but it requires less input than Level III.  – Level III - quantitative approach to RBI providing the most detailed analysis of the three levels.

RBI Analysis Comparison I

II

III

Level Definition

Qualitative

Quantitative

Quantitative

Process Inputs

Ranges

Actual Number

Actual Number  

Damage Mechanisms

High, Medium, Low Susceptibility

Damage Factor  1 – 5,000 Range

Damage Factor  1 – 5,000 Range

Safety Risk

5 x 5 Matrix Location

Consequence Area, Damage Factor, 5 x 5 Matrix

Consequence Area, Failure Frequency, Quantified Risk 

Financial Risk

Business Interruption Only

 N/A

Safety, Production, Environmental

Why do we Need RBI? • Most inspection codes/standards based on Likelihood (Probability) of Failure ( LOF), not the Consequences of Failure (COF) • Reduce risk of high consequence failures • Improve the cost effectiveness of inspection and maintenance resources • Provide a basis for shifting resources from lower to higher risk equipment • Measure and understand the risks associated with current inspection programs • Measure risk reduction as a result of inspection practices

Benefits of an RBI Program • The basic benefits of an RBI program are as follows:  – It provides the capability to define and measure risk, creating a powerful tool for managing many of the important elements of a process plant.  – It allows management to review safety in an integrated, cost-effective manner.  – It systematically reduces the likelihood of failures by making better use of the inspection resources. AND  – It improves the reliability of plant equipment.

Part 2 Pigging

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The Art & Science of Pipeline Pigging

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Reasons for Pigging

• Maintenance Pigging •Intelligent pigging • Pigging Facilities Design

History of Pigging •

The first oil pipeline pigging probably occurred in the 1870’s, shortly after the construction of the pipelines in Pennsylvania, due to the build-up of deposits causing increased pressure and decreased flow.

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The first pigs were thought to be bundles of rags or leather tied in a ball, giving rise to the “sphere” design. It is also thought that barbed wire was wrapped around bundles of straw giving rise to the name “pig” from the squealing noise.

•  Around 1960 bullet shaped pigs called   “polly pigs” were developed using polyurethane foam. •

Development continues of literally hundreds of types of pigs for  drying, cleaning, scraping and inspection.

Industry definition(s):  Any device inserted into a pipeline which is typically driven by product  flow”   [PPSA] “   

 A device with optional elastomer cups inserted into a pipeline to perform any one of a number of functions: cleaning, displacement, batching, or internal inspection. It gets its name from the squealing noises the pipeline pigs made when first used. [TDW] “  

"A device that moves through the inside of a pipeline for  the purpose of cleaning, dimensioning, or inspecting" [Girard]

Reasons for Pigging In general, all sub-types of pigging operations can be directly related to either: • •

Preserving the pipeline and facility assets. Maximizing pipeline operations and reducing costs.

During the various phases of pipeline life cycle, the general categories of pipeline pigging are: • • • • •

Construction Operations & Maintenance Inspection Repair & Rehabilitation Decommissioning

Reasons for Pigging Construction & Post Construction • Removal of construction debris: sand, stones, tools, and occasionally small animals. Wire brush cleaning of mill scale, weld slag, etc. • Gauging of internal diameter for protrusions, ovality, dents, buckles. (Aluminum gauging plate @ 95% ID) • Caliper pigging to determine the location of anomalies detected by gauging runs. •Batch application of corrosion inhibitors and/or biocides and periodic pipeline cleaning for continuous inhibition. •Product separation during batch operations. • Isolation / plugging for modification or repairs. •Final commissioning and filling with product.

Reasons for Pigging Repair / Rehabilitation • Purging and pre-cleaning the pipeline for cut outs. • Possible application of in situ coatings. Decommissioning • Purging product from the pipeline. • Cleaning, drying operations. • Mothballing with inhibited fluid or inert gas.

Post Construction Gauging Pigs are used after constructing the pipeline or prior to running an ILI to determine if there are any obstructions, dents, buckles or ovality in the pipeline. The gauging plate should be mounted behind the front cup or disc.

Gauging Pig

Magnetic Cleaning Pig

Operations & Maintenance “Pitting” Pigs

[Caution for use in H2S service] Photo courtesy of TD Williamson

Pipe Prior to Cleaning

Maintenance Pigging The Intent …

Photo courtesy of Baker Hughes

Maintenance Pigging ≥ 500 Types of Pigs

Photo courtesy of Apache Pipeline Products

Maintenance Pigging Foam / Polly Pigs:

(light: 2lb/ft3, medium:5-8 lb/ft3, heavy: 9-10 lb/ft3)

Photo courtesy of Girard Industries

Maintenance Pigging Steel Mandrel Pigs

Photo courtesy of Girard Industries

Maintenance Pigging Multi-Diameter (Centerline) Pigs

Photo courtesy of TD Williamson

Photo courtesy of PigTek

Maintenance Pigging V-Jet Inhibitor Application Pig

Photo courtesy of TD Williamson

Maintenance Pigging Gel Pigs • • • • •

Product separation Debris pickup Condensate removal Dewatering / drying Chemical treatments

Photos courtesy of PPSA

Pig Selection & Application Cleaning Applications Sand / Sludge

Scale

Water

Paraffin

Bacteria

Swabs

Fair

Poor

Fair

Poor

Poor

Pollys

Good

Fair

Good

Poor

Good

Poor

Poor

Fair

Poor

Poor

Cast Urethane

Good

Fair

Good

Poor

Fair

Mandrel Urethane

Excellent

Fair

Excellent

Fair

Fair

Bi-Directional

Excellent

Good

Excellent

Fair

Good

Spheres

 

Brush Pigs

 

Poor

Good

Poor

Poor

Excellent

Plow Blades

 

Poor

Poor

Poor

Excellent

Fair

Good

Poor

Good

Poor

Fair

Gel Trains

 

What Are In-Line Inspection Tools? •

ILI tools are sophisticated non-destructive examination devices that

 – Carry sensors to measure something (data)  – Record the data for post processing  – Are driven by the product flow in the pipeline  – Rely on battery power, odometer wheels, data processing & data storage. •

ILI tools are often called intelligent pigs, smart pigs or just pigs

•

We will look at these types of tools in more detail in the next Module.

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 Alan Murray 2016

Launchers & Receivers Typical Launcher

Drawing courtesy of JND Wefco

Launchers & Receivers “Typical” Launcher

Drawing courtesy of Girard Industries

Launchers & Receivers Typical Receiver

Photo courtesy of JND Wefco

Launchers & Receivers Barred Tees Tees and off takes should be fitted with pigging bars within the piping to prevent the pig from being diverted into that section. The bars are raised or flush mounted, depending on the location.

Photo courtesy of Core Products Intl.

Pig Trap Closures

Closures should be designed for easy and quick operation, but above all SAFE operations. Current codes require pressure safety devices to prevent opening of the door while the pig trap is pressurized and prevent pressurizing the pig trap if the door is not closed in its correct position and fully sealed. All pig traps should have a pressure gauge to indicate whether there is pressure within the trap, but the pressure safety device should be the final verification. [CSA Z662-03 4.3.4.2.1] Example: 2 psi residual pressure on a 24” pig trap would result in:

Closure Area = R 2 = 3.14 x (12”)2  = 452 sq in. Force on closure @ 2 psi is almost 1000 lb.

Pig Trap Closures Pressure Safety Devices

Photo courtesy of Core Products Intl.

Pig Trap Closures Fatality: October 2000 – Wyoming 20 psi behind stuck pig in the receiver 0 psi when PSD removed

2” Valve Open

Gauge Read 0 psi

1” Valve Open

Clogged ? Debris

Drain Open

20 psi

Pig Trap Closures Threaded Closures

Photo courtesy of TD Williamson

Photo courtesy of GD Engineering

Supply Chain Management • SCM includes:  –  –  –  –  –  –

forecasting demand sourcing and purchasing planning production and inventory transportation and distribution warehouse management customer and supplier relationships

• The right parts, at the right place, at the right time, for the right price

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STRATEGY/TACTICAL EVALUATION

LEVEL

MAINTENANCE STRATEGY

RISK ASSESSMENT AND MANAGEMENT

DEPENDABILITY AND LIFE CYCLE MANAGEMENT

QUALITY

World class (4)

A formal written Maintenance Strategy is in place, is reviewed quarterly and is updated yearly. It is an accepted part of the corporate planning process and serves as the blueprint for maintenance success.

An integrated risk management process is in place and decisions are made with consideration of all aspects of risk. Risk-based techniques are used where appropriate.

Dependability of all physical assets are is m anaged and supported in all phases of their life cycle with the appropriate tools and methods.

A formal Quality Management System exists and is used by the maintenance function to ensure consistency of work practices and documentation.

Maintenance performance is measured regularly with various levels of process and business indicators. They are used within the Maintenance Strategy by management to improve maintenance effectiveness and make decisions.

Above average (3)

A formal written Maintenance Strategy has been developed in the past and most maintenance issues are covered in corporate plans.

A risk-based approach is sometimes used to assist with decision-making and risk techniques are used where necessary.

Dependability techniques are often but not always consistently applied within the various phases of life cycle.

Quality principles are generally understood and applied but without a formal Quality Management System. Most work practices and documentation is consistent.

Maintenance performance is measured at the department or local level to improve maintenance effectiveness and make decisions.

Average (2)

No formal written Maintenance Strategy exists but maintenance issues are sometimes covered in corporate plans.

Risk may be considered independently by functional groups with some use of riskbased techniques.

Some dependability techniques are used, although somewhat inconsistently, but without much consideration of life cycle issues.

Quality principles are sometimes utilized by maintenance departments to ensure consistency of work practices and documentation.

Maintenance performance is measured inconsistently and mostly to assist with decisions whenever issues arise.

Poor (1)

Maintenance is not considered Risk is rarely considered to be strategic and except when a major incident maintenance issues are dealt occurs. with at the department level.

Dependability is rarely considered and life cycle phases are managed independently.

Quality is considered by maintenance to be an unnecessary luxury.

Maintenance performance is rarely measured.

YOUR SCORE: MAINTENANCE STRATEGY

RISK ASSESSMENT AND MANAGEMENT

DEPENDABILITY AND LIFE CYCLE MANAGEMENT

QUALITY

PERFORMANCE MEASUREMENT

PERFORMANCE MEASUREMENT

Current Desired 88