Se ha denunciado esta presentación.
Utilizamos tu perfil de LinkedIn y tus datos de actividad para personalizar los anuncios y mostrarte publicidad más relevante. Puedes cambiar tus preferencias de publicidad en cualquier momento.

How to succeed with annual maintenance breaks

892 visualizaciones

Publicado el

Annual maintenance of industrial and energy plants requires good preparation. Over the years, we have carried out hundreds of annual maintenance shutdowns and learned how to succeed.
This info package guides you through the most important items – from preparation to activities during the actual maintenance procedure.

Publicado en: Tecnología
  • You have to choose carefully. ⇒ ⇐ offers a professional writing service. I highly recommend them. The papers are delivered on time and customers are their first priority. This is their website: ⇒ ⇐
    ¿Estás seguro?    No
    Tu mensaje aparecerá aquí
  • If we are speaking about saving time and money this site ⇒ ⇐ is going to be the best option!! I personally used lots of times and remain highly satisfied.
    ¿Estás seguro?    No
    Tu mensaje aparecerá aquí
  • Sé el primero en recomendar esto

How to succeed with annual maintenance breaks

  1. 1. How to successfully carry out annual maintenance in industry? Tips on good process management
  2. 2. Maintpartner helps you to succeed Annual maintenance of industrial and energy plants requires good preparation. Over the years, we have carried out hundreds of annual maintenance shutdowns and learned how to succeed. This info package guides you through the most important items – from preparation to activities during the actual maintenance procedure. Maintpartner is a leading industrial operation and maintenance company in Northern Europe and the leading actor in the energy sector in the Nordic countries. We help our customers improve the productivity of their production facilities and minimize process disruptions. In addition to long-term operation and maintenance agreements we offer development, installation and engineering services. Our digital solutions represent the best-in-class development in the field. Maintpartner Group employs approximately 1,900 people. Our net sales in 2016 amounted to some EUR 160 million. The Group has offices in Finland, Sweden, Poland and Estonia. More information at Copyright Maintpartner Oy 20182
  3. 3. Successful shutdown planning is a significant competitive advantage – and saves costs COSTS: Downtime in production represents typically some 10–30% of the annual maintenance costs. PRODUCTION LOSSES: On average, annual production in process industry is reduced by 2% due to planned shutdowns. Bad shutdown management may lead to losses of 5–10% of the total annual production when, for example, schedule and budget are exceeded. Necessary tasks may also remain undone which causes machine breakages and failures when back in operation.
  4. 4. Typical failures in shutdowns and their effects Source data The maintenance system is not up-to-date No predictive maintenance program Condition of the machines and equipment has not been monitored Shutdown planning Work objects and the various work stages have not been clarified with sufficient precision The overall management stumbles There are work on the agenda that need not be done during the shutdown Preparing The required safety and other inductions have not been made Access permits have not been arranged Locking procedures and process isolations have not been defined Execution Project plan is not available Deficient communication Start-up plan has not been finalized in time Copyright Maintpartner Oy 20184 • It is not known which equipment would require maintenance • Surprises during or after the downtime (malfunctions during operation and production disturbances) • Spare parts are missing, and they can’t be delivered quickly due to the suppliers' holidays • There is not enough workforce, and during the high season it is difficult to get more • Express deliveries, overtime, and schedule overruns increase costs • Work cannot be started on time • Overtime and schedule overruns increase the costs • Unnecessary hurry poses safety risks • Personnel do not know their work tasks • Spare parts and tools are not ready at the work objects • Hassle, trouble and safety risks • Shutdown costs may rise
  5. 5. 5 Copyright Maintpartner Oy 2018 Preparing Lessons from the previous shutdown Financing of investments Condition monitoring of the plant
  6. 6. Lessons from previous maintenance shutdown Think about the previous annual maintenance, how did it go considering e.g.  Safety at the site  Quality; claims, positive feedback  Investments and refurbishment work  Maintenance-related repairs  Spare parts, subcontractors, suppliers Copyright Maintpartner Oy 20186 YOU HAVE TAKEN CARE OF THE FINANCING OF THE INVESTMENTS ALREADY IN THE AUTUMN OF THE PREVIOUS YEAR, HAVEN’T YOU? • Find out as early as possible those changes to the investment program that shall be implemented in the annual maintenance. • Ensure that their funding is budgeted. Did you stay within the schedule and budget, did you meet the quality requirements? Always register the repairs, alterations and new parts etc. in the maintenance management system or site diary without delay.
  7. 7. Continuous and proactive monitoring of the plant • By sensory evaluation find out whether there are oil leaks, noise, abnormal heating, abnormal smell? • Take care of condition monitoring and analyses during operation (e.g. vibration, temperature, compressed air leaks). • Go through the fault logs in automation systems and those of the operators. • Check what topical regulatory liabilities there are and what kind of statutory work needs to be done in the annual maintenance. • Find out the scheduled maintenances that have been defined in the preventive maintenance program and, where necessary, those defined by the equipment manufacturer. • Estimate, how much the plant has been in operation compared with the average; is the wear and tear higher or lower than in the previous years, based on the present operation? Consider also the load of the coming year. Copyright Maintpartner Oy 20187
  8. 8. 8 Copyright Maintpartner Oy 2018 Planning Planning process Establishing a shutdown in the system Ordering and reserving resources Freezing a shutdown Communication and regulatory requirements
  9. 9. Starting shutdown planning  Name a responsible project manager.  Run the selected work from the maintenance management system to the shutdown plan.  Note that it is not necessary to perform all upcoming maintenance work during the shutdown. They can be made outside the shutdown and thus make the downtime shorter.  Draw up the total budget for the shutdown when each individual work has its own budget taking into account the work duration, resources, and spare parts.  Safety matters must be given serious consideration already at this stage.  Identify risks and establish measures for risk management; it is advisable to make risk assessments well in advance.  At sites, which require work permits, production needs to start preparing for work permits well in advance before the shutdown starts.  Communicate in time the upcoming changes also to the maintenance personnel at the plant and other persons participating in the project to ensure timely work planning and to avoid quality deviations due to surprises. Copyright Maintpartner Oy 20189
  10. 10. Setting up a shutdown project in a common system • A shutdown project shall include all the work that is known to be done during the shutdown:  Projects  Preventive maintenance  Planned repair work • The projects usually run independently but it is good to have them in the overall plan as well. • It is advisable to set up an ”open shutdown” in the system as well. There you can add work that needs to be done during a shutdown, but you do not know yet, which one.  When starting to plan the annual maintenance shutdown, the ”open shutdown” is checked for work that will be done during it. Copyright Maintpartner Oy 201810 DOCUMENTING THE ANNUAL SHUTDOWN • When planning, set up a document folder where you put all the documents gathered during the shutdown. • Pictures/drawings, meeting memos, risk assessments, protocols on measurements, tests etc. • Ask the supplier for necessary documents, e.g. material and classification certificates
  11. 11. Work-specific planning  Determine for each work  Time  Duration  Resources  Spare parts  Work-related tasks (electricity, automation, machine installation, construction work)  Locking procedures and process isolations  Budget  Locate necessary drawings/pictures.  Set up all work stages as individual work so that the complete scope is shown in the shutdown plan. Copyright Maintpartner Oy 201811
  12. 12. Ordering and delivery of spare parts, machines and equipment  Define the needed spare parts and order them in good time.  Apply the defined procurement channels and written order contracts with their terms and conditions.  PRO TIP: Let independent consultants help you: when acquiring systems and equipment it is advisable to consult an expert in electricity and automation to ensure that  spare parts are commonly used types and  automation system can be accessed also by other than the representatives of the manufacturer or importer.  Before the shutdown, the warehouse staff puts together the spare parts for each individual work in one pile, together with the shutdown work slip. This helps in collecting the parts to the workshop or from the warehouse during the shutdown. Copyright Maintpartner Oy 201812
  13. 13. Reserving human resources on the basis of the annual maintenance shutdown plan  Reserve enough workforce – during the most busy season it is difficult to get more workers.  Utilize the experience of the employees when defining the time taken up by various work tasks:  How many persons can simultaneously work at the same object?  In which order is the work performed?  In detail, how many persons are needed for each specific work?  This gives you the total need for workforce.  Try to arrange inductions, access permits etc. in advance. Copyright Maintpartner Oy 201813 IN GENERAL, WORKFORCE INCLUDES E.G. • Persons who write work permits • Machine fitters • Welders • Electricians • Automation technicians • Project management, persons responsible for the annual maintenance • Supervisors for various technical work • Safety coordinator
  14. 14. Freezing the shutdown and communicating responsibilities  Define at what stage the shutdown is ”frozen”, i.e. no new work is added to the shutdown (unless there is an extremely good reason for it).  Plan together with the project promoter to make all needs clear and allow subcontractors to recruit suitable seasonal workforce – demanding work requires experienced workforce.  Communicate clearly to all parties their responsibilities.  Draw up a visual project plan which you can deliver to participants and workshops / coffee rooms. Copyright Maintpartner Oy 201814
  15. 15. Getting out of silos –communicating outwardly  Ensure that regulatory requirements are being taken care of, such as  Obligation to inform, for example possible emissions when shutting down the facility.  Inspections required by the authorities when working e.g. with pressure vessels, electrical drives and hazardous chemicals.  Safety coordinator, where necessary, etc.  Inform relevant stakeholder about the impact of the annual maintenance shutdown:  Canteen  Access restrictions  Possible interruptions in deliveries or other impact on the neighboring inhabitants, customers etc. Copyright Maintpartner Oy 201815
  16. 16. 16 Copyright Maintpartner Oy 2018 During the annual maintenance Occupational safety Meeting practices, monitoring and documentation Production startup and end of the project
  17. 17. Safety comes first  Safety is the first priority in every job.  Everyone is responsible for compliance with the safety regulations and is obliged to address the deficiencies / offenses.  Perform work-specific risk assessments and project risk surveys.  Safety issues are dealt with at each meeting.  Each team leader, work planner and project manager will undertake daily site inspections during the standstill and make a written memorandum.  It is also possible to ask other staff members in the area to make observation walks and to check work permits and use of protective equipment. Copyright Maintpartner Oy 201817
  18. 18. Monitoring, additional work, documents  Close co-operation and communication with partners are indispensable.  Have meetings related to the shutdown 1–2 times/day:  Go through the completed, ongoing and upcoming work, are you on schedule and whether changes have occurred. Production is responsible for its part.  Agree on add-on and stand-alone work daily in writing through a site diary, write them down in the meeting memos.  Also consider first whether the work in question is necessary to be dealt with during this maintenance shutdown.  Follow-up costs regularly.  Finalize in good time the startup plan / detailed plan for test runs.  Make a separate risk assessment for the startup phase. Copyright Maintpartner Oy 201818
  19. 19. Preparing and executing production startup  Complete a startup plan where you ensure that:  Functional testing is defined and guidelines are available  Checklist for critical items: During the startup, leaks or other minor repairs may occur and need to be quickly handled to allow the production to run up  Responsibilities of operators and production are clear  All activities during the startup are scheduled  Good interaction and tacit knowledge shared by different coordinators  Make a thorough final cleaning and organizing, and take care of defects before starting up.  Ensure that there are adequate resources for the production startup.
  20. 20. Ending the annual maintenance project  When the production is running normally, it is time to look at how the shutdown succeeded.  Go through the shutdown plan; was all work done, what was left undone and why. What kind of problems were encountered and where did you succeed.  Stakeholders prepare a comprehensive final report.  Updating documents, final report, financial report, report on spare parts, maintenance reports, device registry update, safety issues documentation.  Closing meeting:  Go through step-by-step successful things and things to develop + safety issues, schedules, technical changes, etc.  Minutes of the acceptance inspection and memorandum of the closing meeting.  Put together all documents related to the shutdown. Register the work carried out as well as learnings Plan next annual maintenance Carry out annual maintenance
  21. 21. 21 Contact us. We'll be pleased to tell you more. Markku Leinonen, President, Project, Installation & Engineering Services Finland Tel. +358 (0)46 851 6195 Hannu Leskelä, President, Industrial Service Agreements Finland & Estonia Tel. +358 (0)40 546 8580 Timo Partanen, President (act.), Energy, Operation and Maintenance Finland & Poland Tel. +358 (0)50 454 7200 Jukka Kallioniemi, President, Maintpartner Sweden Tel. +358 (0)50 453 2727 Wojciech Serafin, President, Maintpartner Industry Poland Tel. + 48 32 231 3265 Emails in the format Copyright Maintpartner Oy 2018
  22. 22. We keep the industry in operation and in good condition.