Effective Maintenance And Reliability Program In The Production Of .

International Journal of Scientific & Engineering Research, Volume 7, Issue 2, February-2016ISSN 2229-55181051process of production with benefits that includes high and quality productivity, extended orprolong life of machines, high production uptime and safety of personnel and the environment.3.1. EFFICIENT MAINTENANCE AND RELIABILITY PROGRAMIn the oil and natural gas industry business these days, a good maintenance and reliabilityprogram cannot be over emphasized, especially with dwindling prices of oil and ageing facilitiescoupled with safety, environmental and integrity concerns. An effective Maintenance programhelps to ensure plant availability while ensuring increased production and reduced equipmentdowntime (Jarrell & Bond, 2001).However, most organizations do not have a comprehensive maintenance planning,scheduling and reliability programmes in place. They still get involved in unplanned andunscheduled jobs, thereby operating reactively to maintenance issues.When there is no effective maintenance planning, scheduling and execution program ,equipment availability and maintenance productivity will not be at the optimum . Also, it will beobserved that planners in the planning unit will not be able to plan for the right number ofpersonnel and man-hours required to execute a particular job. Equipment parts and consumablesacquired in excess will all lead to high cost of maintenance to the organization.When preventive and corrective maintenance and planned and scheduled, equipmentreliability will increase. However, when preventive and corrective maintenance are poorlyplanned and executed, equipment reliability will be low thus leading to higher maintenance costdue to frequent breakdowns and procurement and replacement of spares. Thus a one percentincrease in equipment availability could result in a ten percent reduction in cost of maintenance.Effective reliability program also includes planned, scheduled chemical injectionprograms for pipelines and sump tanks. Effort should be put in place to ensure that the rightdosage of chemicals is injected as scheduled. The chemical injection pumps should be included inthe maintenance programs such that their maintenance planned, scheduled and executed. Defectsfrom the preventive program should be identified, documented and addressed promptly. Poorchemical injection programs could lead to frequent pipeline rupture and tank failure that couldprove costly to repair and replace. For effective maintenance and reliability program, humanresource cost is one of the major important costs, that’s why these personnel need to explicitlydefined within the organization. These resources will include, maintenance technicians,engineers, planners, reliability engineers and first line supervisors.Examples of preventive maintenance programs includes Instrumentation and controldevices inspections, thermographic surveys or inspections, baseline vibration monitoring, Lubeoil analysis, chemical injections, electrical insulation resistance tests, battery impedance tests,visual and Baroscopic inspections among others.IJSER3.2. MAINTENANCE PLANNINGtasks areMaintenance planning is the process whereby maintenance activities are documented, resources to execute theassigned procedure or work aids for executing the tasks are identified, materials andconsumables required to execute the task are identified and provided, safety considerations arealso identified and mitigated or eliminated.There are principles associated with maintenance planning. These include ensuring thatthe planning unit is separate from the execution unit. They could be in the same department, buthas to be separate units. This is to ensure separation of duties and accountability. Otherprinciples are that maintenance planners should focus on future tasks on equipment’s, ensuringadequate equipment spares are stocked based on the planner’s knowledge on such equipmentIJSER 2016http://www.ijser.org

International Journal of Scientific & Engineering Research, Volume 7, Issue 2, February-2016ISSN 2229-55181052and historical data. This will ensure such critical data is shared among assets and theorganization.An important aspect of maintenance planning is the maintenance development andanalysis or MDA. They are responsible for developing maintenance plans for all equipment in theplant that needs to be maintained for maximum efficiency. To be effective, they need toperiodically receive input from the plants leadership on new equipment’s that needs to beincluded in the maintenance-planning tool.Decommissioned or out of service equipment’s needsto be updated or removed from maintenance plans so as not to waist valuable man-hours withinthe execution teams in the plants3.3. MAINTENANCE SCHEDULINGAfter maintenance plans have been developed for equipment’s, they need to bescheduled for execution by the field team. Basic Principles behind maintenance schedulingincludes planning for the required manpower and anticipated man-hours to be used in executinga maintenance job, liaising with the field if equipment is available for maintenance, reviewing jobpriorities and ensure that the various maintenance crafts have the required job loading based onavailable manpower.IJSERIn maintenance scheduling, the maintenance planner should not work in isolation. Heneeds to get all stakeholders involved. These include the field maintenance and operationsleadership and different craft leads involved. Other stakeholders include third parties crafts thatare not resident within the facilities that have maintenance activities in the plants. The goal is toensure that a flawless and efficient maintenance execution program that will ensure the requiredequipment uptime that supports optimum production.An important tool is the maintenance-scheduling meeting to be driven and led by themaintenance planner. These meetings should be done weekly, monthly and quarterly as the needmay arise. The goal is to ensure that all stakeholders are aware of the maintenance plans for theweek, month, quarter and yearlong. That all equipment’s will be available, and when neededspares are available. The success of any preventive maintenance relies on a well-articulated andexecuted maintenance-scheduling program. Emergency breakdown can be avoided or reducedwhen the Preventive maintenance and inspections program are done judiciously.3.4. MAINTENANCE EXECUTIONPrior to execution of a planned corrective maintenance, it is important a work package isprepared as part of the planning process. The maintenance planner should take the lead inpreparing the work package after receiving inputs from the responsible crafts to be involved inthe repair.The work package should include the approved work procedure to be used. Others arethe Job safety analysis or JSA that highlights the various job steps, inherent hazards andmitigation to eliminate or reduce such identified hazards. Also included in the work package arelifting plans, consumables, energy isolation plans if needed, MSDS for chemicals that will beused, marked-up process and instrumentation, electrical and mechanical diagrams as necessaryamong others. It is important that the work package is prepared, reviewed, and approved beforemajor maintenance activities are carried. The goal is to ensure that the maintenance activity iscarried out safely and within approved cost.IJSER 2016http://www.ijser.org

International Journal of Scientific & Engineering Research, Volume 7, Issue 2, February-2016ISSN 2229-551810534. MAINTENANCE EXCELLENCEI see maintenance excellence as a process whereby maintenance be it preventive orcorrective is done such that there are no sharp practices or cutting of corners. High ethicalbusiness practice must be maintained right from the planning, to the scheduling and executionstages. All planned and scheduled maintenance plans must be executed as planned. If there arebusiness reasons why they should not be executed as planned, these must be documented andget management approval and signed off, while arrangements must be put in place to executethese deferred jobs as soon as practicable in line with the approved maintenance strategies forsuch piece of equipment. A word of caution is do not close any maintenance workorder when thejob has not been done.5.AUDITING MAINTENANCE RELIABILITY PROGRAMSWithin the facilities, the maintenance supervisor has a weighty responsibility to ensurethat all equipment have their maintenance plans in place. He takes the lead in ensuring that allstakeholders participate in reviewing drafts maintenance plans, ensure that feedbacks are sentback to the planners for effective scheduling prior to execution. The maintenance supervisortakes the lead in monitoring within the facilities that all planned maintenance jobs are executedas planned. He need to carry out sport checks during his rounds to ensure that the team isexecuting the jobs as per the approved procedure or job aids. He needs to ensure that the JobSafety Analysis steps are followed and each completed tasks signed off. He reviews maintenancework orders to ensure that inspection lots and observed deficiencies are entered prior to closureof work orders. The maintenance supervisor ensures that maintenance compliance KeyPerformance Indicators or KPI are reviewed and discussed with the workforce. Areas ofcommendation need to be commended while areas that need improvement needs to be discussedwith the team.IJSERIn addition, to the in-house auditing done by the maintenance supervisor,other auditing done are by external auditing team that carryout maintenanceauditing periodically. Findings are discussed and such identified gaps are closed.Furthermore, every production interruption or plant shutdown needs to beassigned a Root Cause Failure Analysis or PDDR. This is to ensure that causes ofequipment failure are identified, lessons learnt and shared within and with theorganization with the goal of preventing a future reoccurrence.6. CHALLENGES OF EFFECTIVE MRP ADMINISTRATION AND NEWDIRECTIONThere are some challenges militating against having an effective MRP Program withinproduction organizations. These includes non documenting of failure records on equipment’s,lack of management support, low training of personnel involved in maintenance planning andexecution, not having maintenance plans for most equipment’s in addition of having too manyobsolete and out of service equipment’s with maintenance plans among others. However,effective maintenance has to be planned in consonance with demands of production, such thatthere are reduced or minimal equipment down time and loss in production. Achieving a balancecan be a challenge. Lack of maintenance can result in equipment damage, which can be costly toreplace in addition to the cost of loss production. (Jarrell 2001).IJSER 2016http://www.ijser.org

International Journal of Scientific & Engineering Research, Volume 7, Issue 2, February-2016ISSN 2229-55181054To avert these challenges and achieve an effective maintenance and reliability program ,it will be helpful if organizations have a full fledge reliability engineering function that helps inproviding the engineering function as regards the equipment strategies of major equipment’s .There should be a standards computerize maintenance management application that warehouseall maintenance planning, scheduling and other activities needed to achieve a successfulmaintenance and reliability program. Others are, presence of a functional planning scheduling,and maintenance Development and Analysis function and an effective maintenance audit andfollow up program.7. BENEFITS OF EFFECTIVE MRPThere are benefits to a production organization that implements an effective Maintenance andReliability program. These benefits are: Increased equipment uptimeIncreased productionLower maintenance costLow equipment damageImproved community relationsCordial business relations with business partnersIncreased equipment reliabilityIJSER8. CONCLUSIONThe oil and gas industry is a capital intensive industry whose operations is faced with alot of risks as a result of its harsh operating environment and heavy machineries. Preventive andcorrective maintenance activities need to be planned, scheduled prior to execution. In doing this,maintenance excellence such that these activities are done in a business ethically manned withoutcutting corners. On the sport assessment both from internal leadership and external team shouldbe encouraged, while anomalies should be documented for improvement opportunities.REFERENCESIsermann, R. (1997). Supervision, Fault-Detection and Fault-Diagnosis Methods–AnIntroduction. Control Engineering Practice. 5(5), 639-652,Jarrell, D.B., & Bond, L.J. (2001). Equipment Operation without Failures for FourthGeneration U.S. Reactors, SPIE, 3(3), 12.IJSER 2016http://www.ijser.org

International Journal of Scientific & Engineering Research, Volume 7, Issue 2, February-2016ISSN 2229-55181055IJSERAbout the authorThe author has a Bachelors Degree in Electrical Engineering, a master’s degree inBusiness Administration and currently a doctoral candidate with Grand CanyonUniversity, Phoenix Arizona.He has over 20 years fulltime working experience with an International Oil explorationand production company spanning telecommunications, Maintenance that includesInstrumentation, Electrical, Mechanical, HVAC and operations both onshore andoffshore.Elijah O. Oloseaiconceptng@gmail.comIJSER 2016http://www.ijser.org

International Journal of Scientific & Engineering Research, Volume 7, Issue 2, February-2016ISSN 2229-551810564 0 . S a w y e r , J . W . ( 1 9 8 0 ) , “S a w y e r t u r b om a c h i n e r ym a i n t e n a n c e ”,H a n d b o o kT u r b om a c h i n e r yi n t e r n a t i o n a lp u b l i c a t i o n s , N e w Y o r k , P . P 1 0 - 3 0 .4 1 .S h e l lI n t e r n a t i o n a lP e t r o l e u mC o m p a n y , D e v e l o p m e n t s i n N i g e r i a( L o n d o n :M a r c h1 9 9 5 ) ,h t t p : / / e n . w i k i p e d i a . o r g .4 2 . S m i t h , D a v i d J . ( 1 9 9 7 ) , “R e l i a b i l i t yM a i n t a i n a b i l i t y & R i s k ”, B u t t e r w o r t h H e i n e m a n n L t d , O x f o r d .4 3 .S t a n n a i r ,W .( 1 9 5 9 ) ,“P l a n tE n g i n e e r i n g H a n d b o o k ”, m e g r e w - H i l lN e w Y o r k , P . P 9 - 1 5 , 2 0 - 3 0 .4 4 .S w e d i s hS t a n d a r d sI n s t i t u t e ,( 2 0 0 1 ) , “M a i n t e n a n c e t e r m i n o l o g y ”, S S E N 1 3 3 0 5 , h t t p : / / w w w . m r t c . m d h . s e .4 5 . T e s d a h l , S . A . , T o m l i n g s o n , P . D .( 1 9 9 9 ) ,“B r e a k t h r o u g hM a i n t e n a n c eS t r a t e g yf o rt h e2 1 s tC e n t u r y ”,E q u i p m e n t M a n a g e m e n t .4 6 .T h eM a i n t e n a n c eE f f e c t i v e n e s sR e v i e w c o n s u l t a n t s [ R E L O G I C A ] V o l .8 , N e w J e r s e y ( 2 0 0 6 ) .4 7 .V e n k a t e s h ,J .( 2 0 0 5 ) ,“A nI n t r o d u c t i o nt oT o t a lQ u a l i t yM a i n t e n a n c e( T Q M ) ”,T h eP l a n tM a i n t e n a n c e R e s o u r c e C e n t e r , p p 2 - 3 ,h t t p : / / w w w . m a i n t e n a n c e w o r l d . c o m .4 8 . W a l l g y , B . H . ( 1 9 8 0 ) , “P r o d u c t i o nm a n a g e m e n t H a n d b o o k ”, g r o w e r p r e s sT e a k F i e l d L t d E n g l a n d , P . P 4 4 1 - 4 8 2( S h e l l ) .4 9 . W i c h e r s , H . ( 2 0 0 7 ) , “M a i n t e n a n c eM a n a g e m e n t ( I I 0 B 8 8 2 ) C o u r s e M o d u l e ”N o r t h - W e s t U n i v e r s i t y , S o u t h A f r i c a .5 0 .W i l l i a m s o n ,R . M .( 2 0 0 0 ) ,“B r e a k t h r o u g h S t r a t e g y f o r C h a n g i n gB e h a v i o u r s ”,M a i n t e n a n c e R e s o u r c e s . C o m .5 1 . W i r e m a n , T . ( 1 9 9 7 ) , “W o r l d C l a s sM a i n t e n a n c e M a n a g e m e n t ”, I n d u s t r i a lP r e s s . I S B N 0 - 8 3 1 1 - 3 0 2 5 - 3 .IJSERIJSER 2016http://www.ijser.org

maintenance are preventive maintenance that looks at predictive or routine maintenance needed to ensure improved uptime of a piece of equipment including condition monitoring of critical piece of equipment's. Corrective maintenance has to do with repairs done on a machine that has broken down. Maintenance and