Best Practice

SABP-G-009 27 June 2016

Preventive Maintenance Optimization Guidelines and Procedures
Document Responsibility: Asset Management Standards Committee

Contents
1 Introduction.................................................... 2
2 Definitions...................................................... 3
3 PM Program……………………….................. 3
4 PMO versus RCM……..………...........….…... 4
5 PM Optimization Process.….......................... 4
5.1 The PM Chairman.…......…..………....... 4
5.2 The PMO Team.……………......…......... 5
5.3 The PMO Planner……….…......…......... 6
6 PM Database Collection from SAP………..... 6
7 Determine PM's Task Necessity.……..…...... 6
8 Analyze the PM's Tasks.....……..…............... 8
9 Optimize the PM's Tasks………..…............. 10

Attachments....................................................... 11

Previous Issue: 31 January 2006 Next Planned Update: TBD

Revised paragraphs are indicated in the right margin Page 1 of 11
Contact: Balhareth, Nasser Mohammad (balhnm0b) on +966-13-8801937

©Saudi Aramco 2016. All rights reserved

Document Responsibility: Asset Management Standards Committee SABP-G-009
Issue Date: 27 June 2016
Next Planned Update: TBD Preventive Maintenance Optimization Guidelines and Procedures

1 Introduction

1.1 Purpose

The purpose of this procedure is to provide guidance to those facilities wishing

to review and streamline their PM activities toward a more cost-effective PM
program. The review is conducted by a group of subject matter experts who go
through all tasks one by one and analyze them in terms of their necessity,
sufficiency, frequency, duration, and obstacles.

1.2 Scope

This Best Practice is intended for time based preventive maintenance tasks
although it might be tailored to predictive maintenance tasks as wells . It applies
for all instrument, mechanical and electrical parts.

1.3 Disclaimer

This Best Practice is being provided for the general guidance and benefit of
Saudi Aramco operating facilities. The use of the information or material
contained here will not release operating facilities from the responsibility of
safeguarding and controlling their operations within Saudi Aramco established
guidelines such as GI’s and engineering standards.

1.4 Conflicts with Mandatory Standards

In the event of a conflict between this Best Practice and other Mandatory Saudi
Aramco Engineering Requirement, the Mandatory Saudi Aramco Engineering
Requirement shall govern.

1.5 References

This Best Practice is based on the latest edition of the references below, unless
otherwise noted.

 Saudi Aramco Reference

SABP-G-008 Field Reliability Unit Guidelines and Procedures

Acknowledgement:
We would like to thank Marwan Khazandar from YGPD for preparing the first draft
of this document and to NGPD for piloting the procedure and presenting their
significant success with it and sharing the lessons learned in making significant
gains.

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Document Responsibility: Asset Management Standards Committee SABP-G-009
Issue Date: 27 June 2016
Next Planned Update: TBD Preventive Maintenance Optimization Guidelines and Procedures

2 Definitions

Preventive Maintenance Optimization (PMO): Refers to the application of a

systematic approach to review PM tasks for the purpose of making them more cost
effective. The process is conducted by a group of subject matter experts who go
through each PM task and analyze it in terms of repetition, necessity, frequency
duration, and obstacles.

Reliability Centered Maintenance (RCM): RCM is a more thorough approach than

PMO but it’s also very resource intensive and time consuming. Unlike PMO that starts
with analyzing existing tasks, RCM starts with analyzing systems and potential
functional failures and then conclude with what PM tasks are needed to prevent such
functional failures.

PMO chairman: Responsible of selecting/leading the PMO team and insuring the
continuity with no obstacles.

PMO team: The group of subject matter experts that carry on the PMO exercise.
It includes a group head, experienced technicians, and engineers for each discipline and
a planner.

PM task frequency: Is how frequent a PM tasks is being conducted; e.g., every year or
every six months.

PM task execution time: The time planned to complete a task.

3 PM Program

Performing preventive maintenance (PM) on an interval basis has been recognized as a

process for improving maintenance effectiveness and equipment reliability. Industry
figures highlighted that maintenance costs for rotating machinery using preventive
maintenance were identified as approximately 30% of those costs resulting from a
reactive maintenance approach.

Furthermore, PM programs can be optimized by incorporating predictive maintenance

(PdM) approach, utilizing new condition monitoring tools. This will allow for better
maintenance planning through considering trends of equipment condition prior to
performing any maintenance work. PdM approach is expected to reduce maintenance
costs on rotating machinery to half as compared to reactive maintenance approach.

A PM program should be a dynamic process that is frequently studied, evaluated and

analyzed based on historical PM records, defects, and plant experience in executing the
PM program.

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Document Responsibility: Asset Management Standards Committee SABP-G-009
Issue Date: 27 June 2016
Next Planned Update: TBD Preventive Maintenance Optimization Guidelines and Procedures

4 PM Optimization Process vs. Reliability Centered Maintenance

We have to recognize the difference between Reliability Centered Maintenance (RCM)

as a maintenance methodology and the PM Optimization (PMO) Process. The two are
similar in many aspects but PMO is considered more of a streamline approach.

RCM analysis is a multidisciplinary team approach, utilizing the concept of risk

analysis. It starts at the top of the maintenance program with a system break down into
subsystems. The process continues by identifying the dominant failures, evaluate the
components criticality and analyze the zero maintenance approach. RCM analysis then
goes on in identifying the tasks that could be applied to prevent this failure proactively.
These recommendations are finally compared to the existing PM tasks, in which the
modified tasks are approved and documented in the RCM software.

In contrast, PMO starts at the other end. Current PM tasks are reviewed to identify and
classify the failure for which they are intended to prevent. The PMO process starts by
collecting the related PM database. The PMO Process is followed by evaluating and
analyzing the PM tasks, from which the final task recommendations are approved.

Therefore, having RCM study completed for any organization is not the end of the road.
Optimization and evaluation to the PM program is recommended to be conducted
periodically. PMO is highly recommended for organizations that completed an RCM
study. In compliance with the living-program concept of RCM, PMO is considered cost
effective.

Actually, the PMO streamlined methodology provides a vehicle to optimize PM

programs, maximize plant capability, and increase equipment reliability and
availability. PMO is a continuous living process that takes into consideration that the
PM program might have provided excellent past performance, proceeding with existing
maintenance improvement programs, and implementing new programs. Also, PMO is
considered a simpler approach and consuming less time than applying RCM
methodology, and the tangible benefits in cost could be as much as 40 % that of the
RCM.

5 PM Optimization Process

The PMO Process is a four-step process (see the chart in next page).

5.1 The PMO Chairman

The process starts by assigning a PMO Chairman. He will select the PMO
groups, responsible to conduct the PMO, in addition to assigning an active
planner, with good knowledge in utilizing the maintenance managements
systems, as SAP and AMMS. The chairman will be the final approval for the
three group’s recommendations.

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Document Responsibility: Asset Management Standards Committee SABP-G-009
Issue Date: 27 June 2016
Next Planned Update: TBD Preventive Maintenance Optimization Guidelines and Procedures

5.2 The PMO Teams

The groups will be classified by disciplines; Electrical/ Instrument/ Mechanical.

Each group will be formed from a Team head, experienced technician, and an
Engineer of each discipline. The team head is the management representative,
who is expected to participate on part time and meets with the team on a weekly
basis to review the team’s recommendation. He will be responsible to either
challenge or approve team recommendations. All other members in the teams
will be on a full time basis meet regularly in designated offices until completing
the PMO analysis.

PMO Chairman

Assign full time three Assign

groups Mechanical / full time
Electrical / Instrument Active
to perform PMO Planner

PM (SAP) Categorize in Craft &

Database PM groups Electrical /
Collection Instrument / Mechanical

Determine Review Equipment

PM History such as PM
necessity Defects, Failure Modes,

Analyze the Evaluate base on

Experience, Common
PM’s Tasks Sense, PdM, PaM…

Optimize Conclude Optimization

to PM program based on
the PM’s
the necessity and adding
Tasks value PM tasks

PMO Process

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Document Responsibility: Asset Management Standards Committee SABP-G-009
Issue Date: 27 June 2016
Next Planned Update: TBD Preventive Maintenance Optimization Guidelines and Procedures

5.3 The PMO Planner

The planner/s is needed to be full time participation with the teams in the
optimization process. He will support the teams in providing the existing PM
text from SAP in all disciplines, also to provide the history of the analyzed
equipments. In addition, to provide some data that may be needed from the old
AMMS system. Finally, he will be responsible to implement the recommended
approved PM tasks. He will also work with the team to estimate the modified
PM hours and cost versus the existing and show to the management cost saving
impact.

6 PM Database Collection from SAP

The printed PM sheets from SAP can be sorted out and categorized as per its craft and
PM groups. Further, the optimization will be more realistic and less time consumed if it
sorted out in different simplified groups. The recommended simplified sorting groups
are as follows:
- Equipment criticality
- Mandatory or legal requirements (GI, Metering…)
- PM cycle requirements
- Instrument PM requirements (Calibration…)
- Electrical PM requirements (Meggering…)
- Mechanical PM requirements (Lubrication…)
- PM required shutdown
- PM duration
- PM text requirements
- PM under equipment condition program
- PM requirements as manufacturer recommendations

This sorting is conventional, however, the PMO Teams can agree on any other sorting
or classification which will simplify the PMO process and helping in completing the
PMO analysis.

7 Determine the PM’s Task Necessity

In this step, the teams will evaluate each PM groups depending on its PM task
categories. Based on the facts gathered from the PM defect history and the team
experience, the PM tasks for each group of machines or equipments will be evaluated.

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Document Responsibility: Asset Management Standards Committee SABP-G-009
Issue Date: 27 June 2016
Next Planned Update: TBD Preventive Maintenance Optimization Guidelines and Procedures

The primary focusing is on the common sense of asking “Is the PM Task really
necessary or we can do without it”. Mainly, if we conduct such a PM Task, in
particular, “Is it going to add value” to the maintenance program. The team should
review each PM task if it will help:
- In detecting the early starting of the failure in a way the plant can manage the early
development of the failure by conducting one of the following methodologies:
 Inspection
 Predictive maintenance
 Process condition monitoring
 Proactive maintenance
- In extending equipment life or avoiding failure, such as:
 Oil and filter change
 Lubrication
 Cleaning
 Tightening
 Simple care
 Etc…..
- In identifying a known consistent wear or age related failure mode. Such as:
 Brushes in a DC motor filling every fixed period
 Periodic corrosion
 Etc….
- In identifying a legal or mandatory requirement of the PM task. Such as:
 Boiler Inspection
 Pressure vessel inspection
 Relief valve inspection
 Metering calibration
 Insurance requirements
 Etc….
- In supporting some other mandatory requirements of other PM task.

The PM task that fit one of the above criteria, is ready now for PM analysis and
optimization. While, if the analyzed PM task doesn’t fit in one of the above criteria,
then most likely continuing in performing this PM task does not support lowering the
cost, increasing the equipment reliability or minimizing the risk and safety

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Document Responsibility: Asset Management Standards Committee SABP-G-009
Issue Date: 27 June 2016
Next Planned Update: TBD Preventive Maintenance Optimization Guidelines and Procedures

consequences. Therefore, while analyzing the PM tasks, it will be taken in

consideration to delete such a PM task from the PM program.

8 Analyze the PM’s Tasks

Assuming the PM task is adding value and necessary to the plant maintenance activity,
the PM task will be analyzed by asking the following questions:
- Analyzing the necessity:
 Why I need to do this PM?
 Is it based on equipment failure/ history analysis?
 Is the equipment having a known failure rate?
 What is my best judgment on this PM?
 Check for PM duplication with other PM?
 Check for the equipment existence, as it may be removed or upgraded?
 Check for PM task to mothballed equipments!
 Is the PM task already performed by operation!
 This is helping in detecting the onset of the failure; moreover it is more logic to
be on frequent basis with operation routs, as checking equipment abnormal
noise, adding oil, tightening on a valve packing, ...etc.
 Is the PM task covered by other means!
 Can I conduct this PM task through any other means? (For example through
outsourcing bulky PM tasks to a contractor).
- Analyzing the equipment inspection requirements, Condition Monitoring:
 What is my equipment availability rate?
 What is my equipment failure rate?
 What is my equipment mean time between failure?
 Is the equipment inspection resulting in detecting a problem which requires an
action? Is that inspection sufficient?
 Is performing this PM, can be mitigated by using a condition monitoring or any
other type of inspection tools (such as, vibration trending or lube oil analysis,
Infrared camera, Laser alignment, Turbine Generator Analyzer, …etc)?
 Is performing this PM, can be mitigated by utilizing proactive approaches to
support improving the equipment reliability, maintainability or extending
equipment life (such as conducting a root cause failure analysis in order to have

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Document Responsibility: Asset Management Standards Committee SABP-G-009
Issue Date: 27 June 2016
Next Planned Update: TBD Preventive Maintenance Optimization Guidelines and Procedures

a better design, solving installation or commissioning problems, checking

alignment and balancing, …etc.)?
- Analyzing the PM Duration:
 How frequent do we carry this PM?
 Is the PM regulatory needed?
 Should the PM frequency extended or reduced? The selection will be based on
history data, defect reports, equipment availability, monitoring trends, cost data
and the plant’s hand on technician experience.
- Analyzing the PM Execution Time:
 Based on technician experience, how many actual hours is needed to perform
this PM?
 Based on discussions among the team, the PM execution time will be
challenged!
It is a good idea to conduct PM audit and evaluate the results, in order to
compare it with the team decision.
- Analyzing the consequence of the failure:
 What is the consequence of the equipment failure?
 Is the equipment failure initiating serious or costly consequence, which dictates
the plant to have more frequent inspections, may be thinking of changing in
design, more operational attention or any other action to overcome the
unpleasant consequences?
- Analyzing the PM Obstacles:
 What are the obstacles we are facing during the execution of the PM? Can it be
solved out?
 Is there a delay in getting the work permit!
 Are there any obstacles in getting a work permit for a group of equipments in
the same location!
 Is the PM execution time affected by the transportation or any other mean!
- Analyzing the need to add a new PM Task:
 Are there other failure known or experienced where PM tasks need to be added
to detect or avoid these failures?
 Are there any new projects or upgrades (adding new equipment) where no PM
code has been developed?

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Document Responsibility: Asset Management Standards Committee SABP-G-009
Issue Date: 27 June 2016
Next Planned Update: TBD Preventive Maintenance Optimization Guidelines and Procedures

9 Optimize the PM’s Tasks

Optimizing the PM activities should follow the PMO process step by step by determining
the PM necessity, analyzing the PM task and finally select the proper PM status.

Refer to Attachments I and II (SABP-G-009A) to reflect all changes performed in the

PM program. Also, there is an attached example for each PMO team. Similarly, it is
recommended to use Attachment III to have a better decision on logic task selection.
Attachment III (SABP-G-009A) is quoted from a Reliability Consultation Company
(Fractal Solutions).

Finally, it is worth to mention that the PMO process is a team effort, the optimization
process of the PM program will never stop, but rather it should be continue as a process
for improvement.

Revision Summary
31 January 2006 New Saudi Aramco Best Practice.
27 June 2016 Editorial revision to transfer responsibility from Rotating Equipment Division to Asset
Management Standards Committee.

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Document Responsibility: Asset Management Standards Committee SABP-G-009
Issue Date: 27 June 2016
Next Planned Update: TBD Preventive Maintenance Optimization Guidelines and Procedures

Attachments

Click here to open and view the attachments  SABP-G-009A.

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