Maintenance Capabilities for Fertilizer Industry
Fertilizer Industry Needs
- The right maintenance strategy deployed at the right time with the right resources and industry knowhow is key to meeting performance objectives.
- Gain the ability to adjust and update for varying operating and environmental contexts is a high advantage capability in the current market.
- Always try to achieve the maximum performance from your assets.
- Nowadays trend is adopting a culture of “Reliability over Repair” through Asset Performance Management (APM).
Stage 1. Audit of the existing System as in place • Maintenance Department structure o Organization Chart (Maintenance Dept. only) o Understanding the personnel allocation to identify areas of improvement we can assist with, o Level of skills, assessments, training and certifications (provided by us as part of the package), o Consistent approach: assessments of modifications recently implemented or in course of implementation • Maintenance Historical Data Availability o Format o Consistency and data reliability* o Field & database collection o New database creation • CMMS audit • Analysis old data collected o Further feedback and collaboration from Client is essential during this stage • Recommendations structure plan drawn by FIS
Stage 2: Preliminary discussions with Customer Management for Maintenance new structure implementation • FIS is presenting an overall, high level plan of Maintenance Implementation • Client feedback o Review o Exchange of emails o Comments o Budget allocated for implementation • FIS is updating the Maintenance Implementation Plan (MIP) • Meeting to discuss the proposed modifications
Stage 3: Maintenance implementation plan presented. Approval by Client • FIS is presenting a detailed plan of Maintenance Implementation o Maintenance Department Structure o CMMS o Detailed equipment review o New technologies or upgrades o Implementation schedule • Client final review and comments • FIS is producing the final version of the Maintenance Implementation Plan (MIP) • Meetings to discuss the site implementation, allocated personnel, schedules and planning for next stage
Stage 4: Onsite Maintenance Implementation • The longest duration • Continuous feedback from Fertial during this stage • Modifications of the approved strategy carried out on-the-fly • Periodic meetings
Stage 5: Acceptance Testing Audit • Carried out post implementation and after the system is up and running • Client feedback o Management o Maintenance Department o Recommendations and Improvements
We focus on
- We need to know what assets we have;
- Get a clear view on their performance against target;
- Identify “bad actors” based on your ammonia and urea license type and previous collected data
- Establish equipment criticality using our fertilizer technology expertise and proprietary Nitrogen Fertilizer technology risk registers.
- Asset condition need to be visible – focus of life plan development on predictive maintenance;
- Standardise maintenance strategy across same items within the business;
- Correct configuration and use of CMMS to drive work execution;
- Perform sound Planning and Scheduling systems and routines;
- Develop an effective RCA Process;
- Ensure effective reporting on equipment and management systems performance.
Key activities performed on site
- Develop and implement an inspection, maintenance and turnaround strategy to manage identified risks and deliver availability in line with the entity business strategy. Include inspection, maintenance and turnaround actions in the annual plan.
- Implement a risk-based inspection, maintenance and reliability management system with tools developed and outputs documented.
- Use the Maintenance Management Pyramid to assist in implementation of the maintenance strategy.
- Develop an inspection, maintenance and reliability strategy with visible and regularly updated performance indicators, goals and objectives
- Build organizational capability to execute the Common Maintenance Strategy (CMS).
- Use formal reliability analysis (ESMP/RCM, PHA, RBI, fiCFA) to identify and optimize baseline/standard and turnaround (TAR) worklist items. Worklist reviews should contain reliability analysis recommended activities.
- Provide employees with classroom and practical training in each CMS process and tool that is applicable to their job.
- Apply the Capital Value Process for Turnarounds (CVP-TAR) for full facility outages and for major TAR.
- Justify and plan TARs aligned to business objectives.
- Introduce an integrated turnaround team and assign clear roles and responsibilities
- Apply rigor at each stage gate milestone during Front End Loading.
- Plan TARs to allow for cost-effective material procurement and efficient delivery.
- Put a formal quality assurance/control (QA/QC) program in place to monitor the quality of work, repairs, equipment, and materials during TARs.
- Implement and maintain an inspection program to determine the condition of safety and production critical equipment and systems, and verify and document they are fit for service. Verify that deficiencies identified from the inspection program are investigated and corrected on a timely basis.
- Track critical equipment failures and apply appropriate defect elimination techniques.
- Develop the inspection and maintenance program using risk analysis tools (ESMP/RCM/RCFAIR BO Justify and optimize proactive inspection and maintenance activities and reviews.
- Develop, document and implement inspection, maintenance and reliability management systems and tools (e.g CMMS, ESMP/RCM, RCFA, RBI, data analysis tools, materials management system).
- Determine the correct “out-of-range” alarm settings, including response actions for condition monitoring and predictive inspection/maintenance tasks (e.g. vibration, thermography, oil analysis, ultrasonic testing, line-of-flight, equipment performance).
- Put in place a formal engineered lubrication program, including lubricant identification, correct lubricant application, labeling, storage, sampling, quality; contamination prevention.
- Utilize used oil (lubricating and hydraulic) analysis (spectrography and ferrography) to assess equipment health and lubricant condition.
- Use vibration analysis to assess rotating equipment health. Optimize vibration data collection frequency.
- Use diagnostic analysis tools (e.g. thermography, horoscope, ultrasonic analysis and motor current analysis) to assess equipment condition.
- Use -RCFA and cross-functional equipment improvement teams (ElTs) to investigate minor/repetitive equipment failures and identify and prioritize reliability improvement opportunities. Use RCFA to investigate significant equipment failures; make improvements based on the recommendations. Provide inspection and maintenance training, including condition-based techniques, to key personnel. Assign data collection and analysis duties based on level of competence.
- Involve operators in equipment maintenance.
- Implement and maintain a maintenance management system to plan, schedule, resource and record the results of inspection and maintenance work. Maintain engineering data and related process safety information for equipment requiring inspection.
- Evaluate inspection program results and maintenance regimes, and modify the programs to take account of the risk of equipment and system failure.
- Assess, evaluate and utilize inspection and condition monitoring data when making risk-based decisions on scope of equipment repair and program optimization.
- Collect, analyze, and use condition monitoring (and predictive inspection/ maintenance) results to make decisions on the scope of equipment repairs and overhauls, including front line response, process data collection and assisting with task execution.
- Implement and maintain a process to verify that equipment replacement or modification maintains operating integrity.
- Verify equipment that has been out of service is fit for service prior to use.