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V. NarayanJ.W. Wardhaugh

M.C. Das

Foreword by Charles J. Latino

Illustrations by Steven van Els

Industrial Press Inc.New York

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Library of Congress Cataloging-in-Publication Data

Narayan, V.100 years in maintenance: practical lessons from three lifetimes / V. Narayan, M.C.

Das, J.W. Wardhaugh.p. cm.

ISBN 978-0-8311-3323-81. Maintenance. 2. Plant engineering. 3.

Facility management. I. Das, M.C. II. Wardhaugh, J.W. III. Title.IV. Title: 100 years of maintenance.

TS192.N353 2007658.2'02--dc22

2006053263

Industrial Press, Inc.989 Avenue of the AmericasNew York, NY 10018

Sponsoring Editor: John CarleoInterior Text and Cover Design: Janet RomanoDevelopmental Editor: Robert Weinstein

Copyright © 2008 by Industrial Press Inc., New York. Printed in the United States of America. All rights reserved. This book, or any parts thereof, may not be reproduced, stored in a retrieval system, or transmitted in any form without the permission of the publisher.

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Foreword by Charles J. Latino vii

Part 1: Introduction1 Introduction & Navigation Guide 32 The Locations 7

Part 2: Leadership3 Creating the Vision 154 Setting Objectives 235 Changing Paradigms with Leadership and Expertise 296 Applying Best Business Practices 387 Evaluating Contractors’ Unit Rates 578 Benchmarking 65

Part 3: People9 Staffing levels 7910 Integrating Inspection and Degradation Strategies 8711 Technician Training Challenge 9512 Competence Profiles 10013 Operators & Maintainers 10914 Building a Reliability Culture 11915 Managing Surplus Staff 12216 Retraining Surplus Staff 129

Part 4: Plan17 Integrated Planning 13518 Critical Path Planning Capability 14119 Shutdown Management 14420 Electrical Maintenance Strategies 15321 Minor Maintenance by Operators 16222 Relocating Machine Tools 16823 Painting Contract Strategy 183

Part 5: Schedule24 Long Look-Ahead Plan 19125 Workload Management 196

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26 Infrastructure Maintenance 20027 Workflow Management 205

Part 6: Execute28 Trip Testing 21729 Work the Plan 22130 Keeping to Schedule 22931 Operators as a Maintenance Resource 23632 Overtime Control 24033 Managing Contractors 245

Part 7: Analyze34 Reliability Engineering in New Projects 25735 Computing Reliability Data 26536 Turnaround Performance Improvements 27237 Reducing Shutdown Duration 28238 A Small Matter of Cleaning 29139 Motor Maintenance Regimes 29640 Boiler Feed-Water Pump Seals 30341 Cooling Water Pump Failures 30942 Heater Outlet Flue Gas Dampers 31943 Laboratory Oven Failures 32544 Pump Reliability 33545 Book Summary 342

Glossary 349

Index 361

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FF oo rr ee ww oo rr ddThis book is written by three engineers who have had exceptional experi-

ences in industry, particularly the hydrocarbon process industry. All of themhave held positions of authority in the maintenance and reliability of the com-panies they worked for. A reader will quickly grasp that they were self startersand still are, as evidenced by the creation of this book. These are not men whoneeded to be pushed. Indeed, I suspect that that would have dampened theirmotivation to create and install the myriad of solutions and systems that theyintroduced.

The book is a selection of work problems that these men had to strugglewith and solve. The chapters penetrate every aspect of field engineering,maintenance, and field management. Each author was able to make contribu-tions to each section. They were able to do this because of their remarkablebreadth of experience, which readers will appreciate as they read and assim-ilate the various sections.

In my own career as a field engineer and manager in the process industry,I learned to listen and even enjoy the experience of others. Everything youread in this book will not be directly applicable to your particular job at themoment. However, as you read and enjoy their related experiences you willbe storing their experiences in your mind. You will build connections to yourown experiences that will make the text memorable. Finally, you will formideas about how to approach problems that will make your respective jobseasier and more fulfilling.

The three authors provide their experiences in facilities in the Middle East,Far East, Europe, and Central America. As a reader, you may want to put your-self in the place of the writers as you study each episode in their long litanyof experiences. In this way, you will taste the cultures that formed their expe-rience.

I was gratified that the book did not linger on mechanical “How To” ideas,but got to the heart of what makes a refinery, or a machine manufacturing fa-cility, or any production facility really work well. These men are really point-ing out, although they do not specifically say it, that the greatest impetus tosuccessful operations is how people manage themselves and set up the pro-cedures that provide rapid and accurate work products.

At the end of each of their related experiences, the writer delineates thelessons he learned from that encounter and the principles that emanated fromthe experience. In reading the draft, I found that the lessons and principlescapped the learning; they made the narration of the depicted experiencescomplete.

vii

In summary, this is a must read for people who have to struggle with theday-to-day problems of plant life. If you have a subordinate field position in amanufacturing facility, this book will reveal why bosses do the things they do.If you are in a supervisory or management role, this book will help you steeryour career.

Charles J. LatinoCEO and President Reliability Center, Inc.

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V. Narayan is a leading authority on maintenance and reliability engineering.He is a graduate mechanical engineer from Pune University in India and hasover 40 years of experience in maintenance and project management. He hasworked in the automobile, pharmaceutical, liquefied natural gas, oil & gas pro-duction, and petroleum refining industries. In his long career he has trained,consulted and worked in many countries, including spending eight years asthe head of the Maintenance Strategy group in Shell UK Exploration and Pro-duction. He headed the Maintenance and Reliability Center of Excellence inShell.

At Shell, he developed refinery performance measurement methods in the1990’s that are still effectively used today. For the last 16 years, he has beenteaching Reliability Engineering, Maintenance Management, Reliability-Cen-tered Maintenance and Root Cause Analysis to engineers in the USA, Europe,Middle East and Far East. He is an advisor to the Robert Gordon University inAberdeen, on their Asset Management MSc program development. He haspublished many articles and presented papers at international conferences.His book, “Effective Maintenance Management–Risk and Reliability Strategiesfor Optimizing Performance” is also published by Industrial Press.

Jim Wardhaugh graduated from the University of Liverpool and is a Char-tered Engineer. In a 30-year career in Shell he demonstrated success in manydifferent roles (projects, construction, maintenance, technical, inspection,warehousing, transport, quality, and training) in a number of different coun-tries. Within Shell’s Technical Head Office, he guided refineries worldwide onbest maintenance practices and on “Computerized Management and Informa-tion Systems”. He was a founding member of the Shell MERIT consultancygroup. He is an external faculty member of the Robert Gordon University, Ab-erdeen, for their MSc program in Asset Management. He provides consultancyservices that target performance improvement, particularly in the fields of as-set management, operations, and maintenance.

Mahen Das has a mechanical engineering degree from Benares University,India, and is a Chartered Mechanical Engineer. He retired from Shell Interna-tional in 2002 after 42 years in optimization of maintenance and operationalreliability of petroleum refineries and gas plants. His learning and experience

ix

has been drawn from hands-on work, at all levels of process plant asset man-agement, at 40 sites in 22 countries. After working for 32 years in the “field”,the last 10 years of his career were spent in transferring this learning to Shell,as well to as third-party clients in the form of consultancy services. During thisperiod he helped establish Shell’s MERIT initiative. As a leader of MERIT, hevisited and reviewed the business processes of more than 30 operating plants– Shell’s as well as third-parties’ -- and helped achieve significant improve-ments in their maintenance and reliability performance. He is currently a free-lance consultant in the field of maintenance and reliability of process plants.

x

Author: V. Narayan

1.1 Authors’ Background

The school of hard knocks taught me most of the really useful things Ilearned about reliability and maintenance. I worked with many talented peo-ple during my career in industry, who were my best teachers. My co-authorMahen Das and I are both mechanical engineers and worked in a small petro-leum refinery in the early stages of our careers. This company had a “can-do”attitude and dynamic culture. We could make occasional mistakes without fearof reprisal. Innovative ideas and creativity thrived at every level. Mahen and Itook full advantage of this wonderful social laboratory. But, as the saying goes,all good things eventually come to an end. When this happened, we left thecompany within a week of each other and went our separate ways.

A few years later both of us happened to rejoin the parent company of thisrefinery in Europe. Some years later, both of us began working in their corpo-rate headquarters. That was when we met Jim Wardhaugh, the third author ofthis book. Jim is an electrical engineer who worked in the power generationand distribution industry before coming to the oil and gas industry. The threeof us got along brilliantly, and were members of the maintenance and reliabil-ity advisory team in the parent company.

The parent company had global operations in the upstream and down-stream oil and gas business. It had responsibility for day-to-day managementfor many operating companies distributed around the world. Corporate head-quarters provided technical support and governance. The parent companywholly owned or had a significant stake in the operating companies. In mostcases, it was responsible for the design of the facilities in the operating com-pany, as well as for commissioning and initial operations. The support includedproviding the operating companies with skilled staff and technical advice.

During the first few years of any new venture, key positions were held bystaff assigned from the parent company. They were responsible for operatingthe facilities safely and efficiently. They also trained local employees to takeover these positions within the first few years. Most of the assigned staffstayed in any one location for three-to-five years. Mahen, Jim, and I wereamong this group of gypsies working in different parts of the world. Later, dur-ing our tenure in the corporate headquarters, we traveled widely in a consult-ing role.

All three of us have worked in other industries, e.g., engineering, pharma-ceuticals, textile machinery, chemicals, power distribution and manufacturing.Some of the events described in this book are from these industries. Together,the three of us have more than 100 years of experience in this field—which ex-plains the title of the book.

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1.2 Impetus for this Book

Books dealing with maintenance subjects seem to focus on answeringthese questions: What should be done? How should it be done? And some-times, when or why should it be done? Books on reliability seem to focus onmathematical aspects; the average maintenance manager or supervisor findsit hard to relate their content to the reality they face in their work.

We decided we would write about learning experiences from our workinglives. We describe the hand we were dealt and how our team handled the sit-uation in those circumstances. In hindsight, we found some underlying truthsor principles in these experiences which we believe may be applicable in othersituations. Based on these descriptions, readers can decide whether theyshould consider a different approach from the ones they currently follow.

1.3 The Shewhart Cycle

Edward Demingi describes Shewhart’s continuous improvement cycle withthe Plan-Do-Check-Act sequence. We use an adaptation of this, with the Plan,Schedule, Execute, and Analyze phases, shown in Figure 1.1. We havegrouped our chapters under these four headings. Although some of the chap-ters could be placed under two or more headings, we chose the heading thatseemed appropriate from our perspective. To these four, we added two moreheadings: Leadership and People. The subjects covered in the various chap-ters fall under one of these six headings. We hope that the grouping helpsreaders to find what they are looking for easily.

1.4 Chapter Contents

In each chapter, we describe an event or situation that one of us experi-enced personally. We have tried to relate the events factually, at least as faras we could remember them. In order to protect the identities of those in-

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Figure 1.1 Continuous Improvement Cycle

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volved, we have not revealed the names of the locations or of the individuals.The key issues are 1) how the people involved handled the event and 2) theresults or outcome of their effort. We have summarized our own learning fromeach situation. We also included underlying principles we feel are relevant:these are stated at the end of each chapter.

At the time of the events described in the book, we did not know many ofthe relevant underlying theories or philosophies. We picked up most of theconcepts subsequently, sometimes many years later. Had we known them atthe time, we may have found the solutions with less effort. For the benefit ofreaders who may need them, we have described the relevant theory ormethodology in appendices.

1.5 Locations

We have, between the three of us, worked in about 20 locations. In a con-sulting role, we have advised at least 30 locations around the world. Each sitehad its own way of doing things. So that readers can appreciate the differentpressures the locations faced, we have provided an overview in Chapter 2. Be-cause there may be more than one chapter about a given location, some ofthe common information is described in this chapter. Hopefully, this will avoidneedless repetition, but it does mean that before reading a chapter, readersmay have to go back to Chapter 2 to get the overview.

Where relevant, we have given some information about the cultural and so-cial climate that prevailed in that location. So that the events described areplaced in context, we have provided additional background material at the be-ginning of each chapter.

1.6 Glossary, Acronyms and Abbreviations

Please refer to these if certain words or acronyms are not clear.

1.7 Acknowledgements

I had the pleasure of meeting Charles Latino in Chicago at the Maintenanceand Reliability Technology Summit in 2005. Charles is a well-known reliabilityand maintenance guru, and I was thrilled to listen to his brilliant lecture. Iknew his son Bob Latino through a web site forum in which we both partici-pate, and from his excellent book Root Cause Analysisii. Hearing Charles’ talkspawned the idea for this book. I consider it a great honor that he has writtenthe foreword.

A former fellow student and friend from my University days, Satish Shirke,agreed to do the illustrations for the book. Satish lives in California, but wemanaged the trans-Atlantic communications quite well. He did a great job, butbecause of his workload, he could not continue. I was in a spot, desperatelyseeking a good illustrator to replace Satish. When Steven van Els, based inSuriname in South America, offered to help, I was delighted. I ‘met’ Stevenon the reliability.com web site and have a great deal of respect for his knowl-

Introduction and Navigation Guide 5

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edge and experience. Steven has done an absolutely superb job, convertingour crude sketches and charts into excellent figures or tables. He also addedvalue by creating drawings to illustrate the text at his own initiative. As a realworld practicing maintenance manager, his comments on the chapters wereinvaluable. My friend Narmada Guruswamy helped design the cover pagesseparating the six main parts of the book.

The International Labour Office in Geneva gave us permission to use twotables and three charts from an excellent reference book entitled Introductionto Work Studyiii published by them. Mr. Peter Morgon of Lithgow & Associatesand MPI Publications, publishers of Fitz’s Atlasiv, very kindly agreed to our re-producing graphical coating breakdown standards from their book.

Earlier I have had the pleasure of working with the team from IndustrialPress Inc., the publishers of this book. Janet Romano designed the cover andprovided much needed support with the publication and printing, and SuzanneRemore kept us on our toes in meeting schedules. Patrick Hansard is a pleas-ure to work with and a great person to handle sales and marketing. I haveknown John Carleo, the Director of Publications, for over three years. He hasbeen a friend, philosopher and guide, and an enthusiastic supporter. In prac-tical terms, this meant fast responses to my queries and requests, and guid-ance in all aspects of publication.

Christine Wardhaugh, Madhu Das, and my wife Lata have been ever so pa-tient and tolerant with the three of us. Both Christine and Madhu accused meof being a slave driver. Lata came to my support, saying I was both a slaveand a slave driver!

Mahen, Jim, and I are grateful to all of these wonderful people.

References

i Deming, W. Edwards. 2000. Out of Crisis. Cambridge: MIT Press. ISBN:026 254 1157.

ii Latino, R.J. and K.Latino. 2002. Root Cause Analysis: Improving Per-formance for Bottom-Line Results. Boca Raton: CRC Press. ISBN: 084 931 318X.

iii Kanawaty, G., ed. 1992. Introduction to Work Study. 4th (revised) ed. Geneva: ILO Publications. ISBN: 92-2-107108-1.

iv Weatherhead, Roger and Peter Morgan, Lithgow & Associates, ed. Fitz’sAtlas™ of Coating Defects. Surrey: MPI Publications. ISBN: 0 9513940 2 9. URL: http://www.mpigroup.co.uk/fitzs-atlas.asp

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