00 BP Standard - CMS Master Document PDF

Common
Maintenance Strategy
bp – Common Maintenance Strategy
Common Maintenance Strategy

Table of Contents
Introduction
Introduction
Reliability Culture
Asset Management
Key Performance Indicators (KPIs)
Assessments
CMS Elements
Leadership and Organization
Facility Availability
Work Management
Materials Management
Change Management
Continuous Improvement
CMS Processes and Tools

Computerized Maintenance Management System (CMMS)
Knowledge Management
Equipment Specific Maintenance Plan/Reliability Centered Maintenance
(ESMP/RCM)
Defect Elimination Program
Condition Monitoring and Process Data Collection
Data Analysis
Operator Performed Maintenance
Planning and Scheduling
Spare Parts Management
Supply Chain Management
Quality Assurance and Precision Maintenance Program
Risk Based Inspection (RBI)
Generic Equipment Maintenance Strategies
Campaign Maintenance
Redeploy and Optimize Staffing
bp Common Maintenance Strategy

Revision Date: April 1, 2003
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Roles, Accountabilities, and Deliverables
Common Maintenance Strategy for New Projects
Capital Value Process for Turnarounds (CVP-TAR)
Related Processes and Tools

Succession Planning
TeamShare
Performance Evaluation (myPerformance)
Training Program (Competency On Line)
Health, Safety, and Environment (gHSEr)
Process Safety Integrity Management (PSIM)
Choke Model
Operations Value Process (OVP)
Capital Value Process (CVP)
Appendices
A. Assessments
B. Success Stories
C. Key Performance Indicators (KPIs)
D. Glossary of Terms

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Introduction

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• Increase Production
and Operating I. Introduction
Efficiency
• Lower Unit Operating
Costs The Common Maintenance Strategy (CMS) is a set of measurable
• Improve Integrity elements and sustaining processes which cost-effectively support bp’s
Management overall excellence programs as an integral part of the Great Operator (GO)
• Engaged and
Competent Workforce Strategy.
Supporting the Great Operator Strategy means:
q Engaging people
§ Feeling like bp is the great place to work
§ People feel their talent is fully used and valued
§ There are many development opportunities for proven
performers
q Better Health, Safety, and Environment performance and
effective integrity management
q Higher efficiency and first year operability
• Leadership and q Lower unit operating costs
Organization
• Facility Availability
• Work Management The entire workforce has the personal responsibility to ensure that our
• Materials Management assets are properly maintained. This means that the right work will be
• Change Management
• Continuous
done the right way and at the right time.
Improvement
bp is committed to seeking new and innovative ways to manage
maintenance and reliability better, being safe, and creating value in all that
we do. Our business plans include measurable targets for all our
maintenance and reliability activities in order to achieve world-class
levels.
bp has identified best practice maintenance and reliability expectations for

all of our assets. This document sets standardized, identifiable, and
auditable requirements for all maintenance and reliability activities
worldwide in support of the GO initiative.
Our goal is to use best in class maintenance and reliability processes

within the industry and to verify our performance with auditable systems
19 CMS Processes
9 Related Processes
and benchmarking processes. The flowchart below highlights the
relationship between the GO initiative and the CMS.

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and Operating
Efficiency
Costs
• Improve Integrity
Management
• Engaged and
Competent Workforce
• Leadership and
Organization II. Reliability Culture
• Work Management
• Materials Management
• Change Management “Every man's ability may be strengthened or increased by culture.”
• Continuous John Abbott (1821–1893) Prime Minister of Canada
Improvement
bp has increasingly searched for a competitive advantage; maintenance
and reliability of assets have evolved as major contributors. As an
organization, bp is being challenged to improve work efficiency. Over the
years many initiatives have taken small steps toward achieving
competitive advantage; these initiatives have resulted progress toward
enhanced reliability of assets, but, to achieve world-class performance, a
fundamental shift in the mindset of workers and the nature of work is
needed. A holistic and evergreen approach to asset management processes
provides the capability to change the nature of work and drive a reliability-
centered culture. This is the true underpinning of the GO initiative. The
Operations Excellence (OE) GO Team objective is to deliver the
Operations element of The Great Operator Agenda.
19 CMS Processes
9 Related Processes The majority of new processes implemented by world-class performers
have been proactive, reliability-focused processes derived from post-
execution reliability analysis. The six elements outlined within the
common maintenance strategy are the foundation of a reliability-focused
culture.
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A reliability-centered culture for asset management seeks to better

understand assets before failure, put in place proactive equipment
reliability strategies to cost-effectively eliminate the likelihood and
and Operating consequence of failures, and move toward an environment where
Efficiency equipment failures will be pre-determined.
Costs This provides the basis for focusing personnel and other resources on the
Management equipment that has the most direct impact on the business. CMS within
• Engaged and the context of a reliability culture guides the organization to that area of
Competent Workforce the facility where it should focus its efforts, along with the specific assets
within that area that deserve the most attention.
CMS seeks to establish a continual or "evergreen" improvement process.

This results in "evergreen" reliability strategies that are continually
customized to ensure optimal performance for equipment. The ultimate
result of the "evergreen" process is to move toward an equipment-specific
reliability strategy for each equipment item based on its actual
performance.
Significant cultural changes, cost savings, and increases in facility

• Leadership and availability can be achieved within a reliability culture. To reach quantum
Organization and long-term improvement, a change in mind-set and work is required.
• Facility Availability The reality is that this is a journey, not a destination, and unfortunately,
• Work Management
there is no "Holy Grail" which will work for everyone. CMS and the GO
• Change Management initiative provide bp with the foundation for cultural change.
• Continuous
Improvement The journey from Maintenance Innocence to Excellence is depicted in the
following grid. The journey involves the implementation of multiple
processes to move from a reactive to a proactive business atmosphere.
The grid details progress along nine dimensions:
q Strategy
q Human Resources Management
q Planning and Scheduling
q Maintenance Tactics
q Performance Measures
q Information Technology
q Employee Involvement
q Reliability Analysis
q Process Analysis
19 CMS Processes
9 Related Processes Maintenance Excellence depicts a fully-integrated business environment
that maximizes its personnel utilization and thoroughly analyzes all
available information to make significant process improvements.

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and Operating
Efficiency
Costs
Management
• Engaged and
Competent Workforce
• Leadership and
Organization
• Work Management
• Continuous
Improvement
III. Asset Management
19 CMS Processes The GO initiative and CMS are designed to deal with the pressure to be
9 Related Processes increasingly cost-effective and competitive in global markets.
Management at all levels within bp has begun to focus on the importance
of production equipment and systems reliability as a critical strategy for
improving financial performance.

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An effective, comprehensive asset reliability strategy typically results in a

20-35% reduction in maintenance cost accompanied by a 15-25% increase
in production with no capital investment in new equipment.
and Operating The net effect on the bottom line is often several million dollars annually
Efficiency per site. While unit production costs are significantly decreased by
• Lower Unit Operating implementation of asset reliability program, the majority of the financial
Costs improvement opportunity comes from increased Asset Utilization in terms
Management of real production output.
• Engaged and
Competent Workforce The most effective way to increase Fixed Asset Productivity is to
maximize asset utilization by increasing the Reliability of the Assets.
Developing and implementing an asset reliability program requires

significant effort and knowledge. Most business units have difficulty
finding a sufficient supply of these valuable commodities to implement an
asset utilization program internally. Many business units also struggle
with figuring out how to get started and what direction to proceed.
Three basic principles are woven into the CMS and form the foundation
for support of the GO initiative:
• Leadership and
Organization 1. The strategy consists of a set of well-defined business process
• Facility Availability models and supporting documentation that define the ways in
• Work Management
which work is accomplished.
• Change Management 2. It establishes effective measures or performance indicators that
• Continuous clearly reflect the adoption of new behaviors and trend the
Improvement achievement of stated objectives that results from these changes.
3. It supports development of a learning environment and a
“reliability culture” that rewards development of people and
improving Asset Utilization.
CMS provides the roadmap to increasing asset utilization.
IV. Key Performance Indicators (KPIs)

Management by exception is critical in ensuring the goals of the Common
Maintenance Strategy (CMS) portion of the Great Operator (GO)
initiative. Identifying and addressing performance gaps is necessary in the
19 CMS Processes pursuit of best-in-class operations. Generating trends of key performance
9 Related Processes
indicators (KPIs) ensures that the facility is moving in the right direction.
KPIs are snapshots of different aspects of a facility’s operations. Trending
these values is comparable to continuous benchmarking against best-in-
class targets. Analyzing the data generated by these KPI trends helps

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identify the important and urgent performance gaps that are impeding
progress.
KPIs come in multiple formats and cover the full-range of a site’s

and Operating operation. They track aspects such as revenue, expenses, incidents,
Efficiency backlog, compliance, reliability, etc. For CMS, individual KPIs track
• Lower Unit Operating either the site’s efficiency in doing something (i.e. proactive maintenance
Costs costs) or the site’s effectiveness in doing something (i.e. equipment
Management reliability). By comparing efficiency and effectiveness measures, we can
• Engaged and calculate how much it costs to get the performance we are experiencing
Competent Workforce (i.e. proactive maintenance spending yields the corresponding equipment
reliability). Considering this association, logic implies that the more the
site spends on proactive maintenance (i.e. less efficient), the better the
equipment reliability will be (i.e. more effective). These two KPIs are
directly related in this manner – more spending, better performance.
Performance will move along the expected trade-off line in the graph
below.
• Leadership and
Organization
• Work Management
• Continuous
Improvement
Eventually, increased spending will no longer improve performance due to

the law of diminishing returns. Therefore, increasing spending may not
19 CMS Processes
9 Related Processes
yield the performance level demanded. In order to reach this world-class
performance, a change must be made. A change will move the expected
trade-off line towards the world-class performance quadrant. A change
means changing actions from the status quo. Examples of changes include
starting a new program (i.e. root cause failure analysis), reviewing staffing
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levels, analyzing available data, creating incentives for performance,

conducting specialized training, etc. These changes are the same
processes and tools used in the CMS to realize the goals of the GO
Initiative:
and Operating
Efficiency q Increase Production and Operating Efficiency
• Lower Unit Operating q Lower Unit Operating Costs
Costs q Improve Integrity Management
Management q An Engaged and Competent Workforce
• Engaged and
Competent Workforce As performance is monitored with the KPIs, performance gaps are
identified and addressed by instituting changes. As changes are
implemented, performance continues to be tracked by the KPIs. This is
the cycle for continuous improvement. As changes are incorporated into
the status quo, optimization of the process can occur to drive down its
implementation costs. The ultimate goal of each change is to further
increase the effectiveness of the process at reduced expense to the facility
until world-class performance is attained – high effectiveness at low cost.
KPIs are the road markers on the road of continuous improvement. They
show current status and suggest processes that need to be optimized in
• Leadership and order to reach best-in-class performance.
Organization
• Work Management
• Materials Management V. Assessments
• Continuous
The maintenance assessment is a tool within the Common Maintenance
Improvement
Strategy utilized to evaluate the effectiveness of the facility’s maintenance
management practices and to identify opportunities for improvement. The
facility is assessed against best in class maintenance practices and work
processes. Assessments look at the six elements within the CMS:
q Leadership and Organization

q Facility Availability
q Work Management
q Materials Management
q Change Management
q Continuous Improvement
Fundamental to the CMS philosophy is the belief that maintenance is a

19 CMS Processes shared responsibility of the various functional groups within the facility.
9 Related Processes
CMS requires that operators/technicians perform minor maintenance tasks
and conduct routine surveillance of the equipment condition. CMS relies
on cross functional teams to be involved in ESMP/RCM and RCFA
activities, and requires that the personnel survey equipment using the best
non-intrusive technologies to track equipment condition and trend
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degradation to predict what might otherwise be unexpected functional

failures. Teamwork, cooperation and shared accountability are essential
for successful implementation of CMS.
and Operating The outcome of maintenance assessments will provide a detailed
Efficiency qualitative analysis of the facility’s current maintenance management
• Lower Unit Operating practices. A list of recommendations and an implementation plan with
Costs estimated cost and return on investment will be generated as part of the
Management assessment. The implementation plan costs can be used to set budgets and
• Engaged and schedule resources as needed.
Competent Workforce
There are three levels of assessment within the CMS:
q Self-Assessment – completed every year by personnel located
at the site to give an overview of performance on all six
elements of the CMS (½-1 day)
q Peer-Assist Assessment – completed every two years or as
needed by subject matter experts within the Business Unit
(BU) or a central support group (E&PTG) to focus on specific
deficiencies identified by self-assessment or other internal
process (1-2 days)
q Formal Facilitated Assessment – completed every four years at
• Leadership and a minimum by personnel external to the BU to perform a
Organization detailed review of all six elements of the CMS (4-5 days)
• Work Management
See Appendix A for copies of the three types of assessments.
• Continuous
Improvement
19 CMS Processes
9 Related Processes

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Elements

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and Operating
Efficiency I. Overview
Costs
Definition
Management
• Engaged and Leadership is the capacity to translate vision into reality.
Competent Workforce
. . power is the basic energy needed to initiate and sustain action or, to
put it another way, the capacity to translate intention into reality and
sustain it. Leadership is the wise use of this power: Transformative
leadership.
The most dangerous leadership myth is that leaders are born-that there is
a genetic factor to leadership. This myth asserts that people simply either
have certain charismatic qualities or not. That's nonsense; in fact, the
opposite is true. Leaders are made rather than born.
Warren G. Bennis
• Leadership and Professor of Business/Management at University of Southern California
Organization
• Work Management Importance
• Change Management To meet the exploration, production goals of bp it is imperative that
• Continuous Leaders with responsibility for the Maintenance and Reliability functions
Improvement
be held accountable for accomplishing specific targets related to
performance in these areas. Each is responsible for leading and engaging
the workforce and clearly defining Maintenance and Reliability roles and
responsibilities, providing needed resources, and measuring, reviewing
and continuously improving our performance in these areas.
In order to sustain best-in-class exploration and production operations,

bp’s aim is to operate systems and processes to manage the selection,
training, development, assessment, and reward of our people and those
working for third parties.
II. Expectations
19 CMS Processes
9 Related Processes
Leaders model positive Maintenance and Reliability behaviors by personal
example both on and off the job, and reinforce and reward positive
behaviors.

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Leaders engage in clear, two-way communication with employees,

contractors and others on Maintenance and Reliability issues.
• Increase Production Leaders develop a clear Maintenance and Reliability Strategy. The
and Operating strategy and performance indicators should have high visibility with the
Efficiency workforce and be reviewed regularly to determine the effectiveness of the
Costs
strategy. The strategy should be updated and reissued on an annual basis.
Management Leaders integrate the Maintenance and Reliability Strategy with
• Engaged and
expectations into business planning and decision-making processes,
Competent Workforce
ensuring that documented systems are in place to deliver these
expectations.
In the Strategy, leaders establish clear Maintenance and Reliability goals

and objectives, roles and responsibilities, performance measures and
allocate competent resources and, where necessary, specialist expertise.
Maintenance and Reliability Management systems are developed,

documented, implemented and supported throughout the organization.
These address health, safety, technical integrity, environment, security,
equipment reliability and maintainability, the productivity of Maintenance
• Leadership and resources, as well as operational risks in accordance with the appropriate
Organization expectations.
• Work Management
• Materials Management Each Leader’s performance is assessed against their personal annual
• Change Management objectives, based on feedback from line management, peers and others in
• Continuous the Business Unit.
Improvement
Leaders integrate Group Maintenance and Reliability targets into their

business activities and personal performance objectives.
Leaders promote the sharing of Maintenance and Reliability lessons

learned inside and outside their Business Unit.
Qualified competent personnel are selected and placed to meet specified

job requirements. Provision for initial and on-going training to meet job
and legal requirements includes:
q Definition of required competencies.
q Assessment of training requirements.
q Training documentation.
19 CMS Processes q Mechanisms for assessing training effectiveness.
9 Related Processes q On-the-job competence assessment.
Personnel performance is assessed, documented and feedback given.

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Exchange of personnel between operational areas to promote self-

confidence and breadth of experience.
• Increase Production Relevant professional development for those working in the maintenance
and Operating and reliability community.
Efficiency
Costs
Clear Maintenance and Reliability Leadership accountability for the
• Improve Integrity selection, training, development and competence assurance of their
Management personnel.
• Engaged and
Competent Workforce
Maintenance and reliability performance is linked to individual or team
reward.
Contractor’s skills, performance, availability and value to the bp Common

Maintenance Strategy are assessed on a periodic basis.
Within an organization implementing the CMS exists a set of core

functional requirements. These requirements detail functions that must be
performed to establish a world-class organization. This is not an exclusive
list, but includes minimum core functions. Some functions may be
performed by more than one person, and some individuals may fill several
• Leadership and functional positions.
Organization
• Work Management
• Continuous
Improvement
19 CMS Processes
9 Related Processes

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q Leadership – Senior, Field, and First-Line

- Fully endorse Common Maintenance Strategy and
accountable for implementation and results
• Increase Production - Provide resources and training for CMS implementation
and Operating - Make business decisions based on performance indicators
Efficiency directly affected by CMS processes
Costs
q Mentoring
• Improve Integrity - Committed to and advanced knowledge of CMS processes
Management - Assists in implementation of CMS processes
• Engaged and
- Monitor and incorporate best practices
Competent Workforce
q Facility Operations
- Responsible for the operation, monitoring, and basic care of
the equipment
- Serve as first-line-of-defense against equipment failures
q Facility Maintenance
- Responsible for proactive and corrective maintenance and
emergency repairs of the equipment
- Directly supports the condition-based maintenance program
q Planning
- Use rigorous bp planning and scheduling model to develop
planned work packages with competency requirement and
• Leadership and accurate time and material estimates
Organization q Scheduling
• Facility Availability - Use rigorous bp planning and scheduling model to schedule
• Work Management
and assign all planned proactive and corrective
• Change Management maintenance work
• Continuous q Materials Coordination
Improvement
- Purchase materials needed for repairs and inventory control
- Ensure accurate inventory accounting and make
suggestions to optimize storehouse operations
q Engineering Support
- Provide specific technical expertise for the CMS processes,
in particular, condition monitoring and reliability analysis
(ESMP/RCM/RCFA) techniques
- Research and implement industry best practices
q Data Analysis
- Interpret condition monitoring, performance, and financial
data and convert to information useful for business
decisions
- Collect data and develop trends for CMS KPIs
19 CMS Processes q CMMS Support
9 Related Processes - Assist personnel as required (e.g. forms, queries, reports,
troubleshooting, etc.) in the data entry and retrieval from
the CMMS

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III. Related Key Performance Indicators

In order to track the site performance on the CMS Element Leadership and
• Increase Production Organization, the following KPIs are suggested.
and Operating
Efficiency
• Lower Unit Operating Key Performance Indicator Target Value
Costs Overall Operating Efficiency (%) Site specific
• Improve Integrity Production Efficiency (%) Site specific
Management
• Engaged and
MI/HiPos 0
Competent Workforce Lifting Cost ($/boe) 2.30 $/boe
Maintenance Cost per Total 15%
Operating Cost
Maintenance Cost per Equipment 1.5% - 3.0%
Replacement Value
CMS Implementation Cost Site specific
CMS Implementation Status 100% in 2 yrs.
See Appendix C for detailed information on all the KPIs for the CMS
Program. This information includes the formula to calculate each KPI, the
target value and desired trend, and what CMS Processes and Tools are
specifically recommended to improve performance for each KPI.
• Leadership and
Organization
• Work Management IV. Processes and Tools
• Change Management In order to improve performance within the Leadership and Organization
• Continuous
Improvement CMS Element, the following CMS and Related Processes and Tools apply.
1. Computerized Maintenance Management System (CMMS)

2. Knowledge Management
3. Equipment Specific Maintenance Plan/Reliability Centered
Maintenance (ESMP/RCM)
4. Defect Elimination Program
5. Condition Monitoring and Process Data Collection
6. Data Analysis
7. Operator Performed Maintenance
8. Planning and Scheduling
9. Spare Parts Management
19 CMS Processes
10. Supply Chain Management
9 Related Processes
11. Quality Assurance and Precision Maintenance Program
12. Risk Based Inspection (RBI)
13. Generic Equipment Maintenance Strategies
14. Campaign Maintenance
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15. Redeploy and Optimize Staffing

16. Roles, Accountabilities, and Deliverables
17. Common Maintenance Strategy for New Projects
• Increase Production 18. Capital Value Process for Turnarounds (CVP-TAR)
and Operating
Efficiency
Costs
• Improve Integrity 1. Succession Planning
Management 2. TeamShare
• Engaged and
Competent Workforce
3. Performance Evaluation (myPerformance)
4. Training Program (Competency on Line)
5. Health, Safety, and Environment (gHSEr)
6. Process Safety Integrity Management (PSIM)
7. Choke Model
8. Operations Value Process (OVP)
9. Capital Value Process (CVP)
See the appropriate topics in the CMS Processes and Tools section for
detailed information on each process.
• Leadership and
Organization
• Work Management
• Continuous
Improvement
19 CMS Processes
9 Related Processes

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and Operating
Costs
Definition
Management
• Engaged and Facility availability is directly related to the
Competent Workforce reliability of equipment and processes.
Availability is defined as an item that is ready

to function or is online under a predetermined
operational context and stated support
conditions.
Availability takes into account planned and unplanned downtime.

Reliability minus Availability equals the amount of intentional downtime
due to planned intrusive maintenance activities. Availability is measured
to drive elimination of intrusive maintenance inspection activities.
• Leadership and
Organization
Reliability is defined as the probability that equipment, machinery, or
• Facility Availability systems will perform their required functions satisfactorily under specific
• Work Management conditions within a certain time period; measured by mean time between
• Materials Management failure (MTBF); the duration or probability of failure-free performance
• Continuous
under stated conditions.
Improvement
Glossary of Reliability and Maintenance Terms, McKenna and Oliverson
Importance
We will put in place systems and processes to ensure maximum

availability of plant and equipment whilst recognizing company and site
safety objectives, legislative requirements and the need for cost
effectiveness associated with maintenance and reliability activity.
II. Expectations
Systematically and logically optimize the amount and type of maintenance
19 CMS Processes work performed.
9 Related Processes
Use Reliability Analysis (ESMP/RCM) to:

q Create a list of critical equipment ranked on risk (likelihood of
failure times consequence of failure)

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q Create an optimized proactive maintenance plan, which replaces

intrusive time-based maintenance tasks with condition monitoring
tasks and predictive maintenance techniques when possible (e.g.
• Increase Production vibration analysis, process variable trending, PV analysis, sonic
and Operating analysis, oil analysis, and thermography)
Efficiency q Eliminate non-value added maintenance activities on equipment
Costs
which can be cost-effectively run without proactive maintenance
Management Use criticality analysis (RBI) to develop condition-based maintenance
• Engaged and
plans for fixed equipment.
Competent Workforce
Undertake timely investigation of plant and equipment failures to:

q Identify failure root causes and contributing factors.
q Determine actions needed to prevent a re-occurrence.
q Ensure that Action Plans are generated.
q Ensure any recommendations are implemented within an agreed
time scale.
Findings and recommendations resulting from inspections and routine

maintenance of equipment must be reviewed, and the resulting
information is utilized in re-assessing:
• Leadership and q The most appropriate maintenance and reliability techniques.
Organization q The frequency of inspection/overhaul.
• Facility Availability q Application of condition monitoring techniques.
• Work Management
• Change Management Undertake timely and cost-effective replacement of plant equipment by
• Continuous reviewing reliability and performance with respect to inspection and repair
Improvement
histories, age, vendor support availability, and life cycle costs.
Ensure that the availability of materials and spares does not impact upon
plant reliability and production.
Undertake systematic review of the inspection scope and frequency for

each asset.
Undertake systematic review of the frequency, content and duration of

major turnarounds.
Eliminate intrusive maintenance and inspections where possible.
19 CMS Processes Equipment will be operated and controlled within specified operating
9 Related Processes envelopes and in accordance with regulatory requirements and design
specifications.
Use myPerformance to evaluate operator/technician performance relative

to equipment maintenance.
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and Operating In order to track the site performance on the CMS Element Facility
Efficiency
Availability, the following KPIs are suggested.
Costs
• Improve Integrity Key Performance Indicator Target Value
Management
• Engaged and
Facility Availability >98%
Competent Workforce Overall Equipment Effectiveness 85%
Reliability of Critical Equipment 99%
Availability of Critical Equipment >98%
Proactive Maintenance Cost Site specific
Maintenance Cost per Capacity Site specific
Reliability Analysis Program Cost Site specific
• Leadership and
Organization
• Facility Availability IV. Processes and Tools
• Work Management
• Materials Management In order to improve performance within the Facility Availability CMS
Element, the following CMS and Related Processes and Tools apply.
• Continuous
Improvement

6. Data Analysis
19 CMS Processes
9 Related Processes
14. Re-deploy and Optimize Staffing
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17. Capital Value Process for Turnarounds (CVP-TAR)
• Increase Production Related Processes and Tools

and Operating
Efficiency
1. TeamShare
Costs 2. Training Program (Competency On Line)
• Improve Integrity 3. Health, Safety, and Environment (gHSEr)
Management 4. Process Safety Integrity Management (PSIM)
• Engaged and
Competent Workforce
5. Choke Model
• Leadership and
Organization
• Work Management
• Continuous
Improvement
19 CMS Processes
9 Related Processes

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Work Management
and Operating
Costs
Definition
Management
• Engaged and Work Management includes techniques
Competent Workforce applied to the organization and conduct of
work for purposes of maintaining
efficiency or effecting improvement.
Wideman Comparative Glossary of Project Management
Terms, www.pmforum.org
Work management is the efficient use of

personnel in the completion of valuable
tasks, making resources available when needed for timely work
completion.
Importance
• Leadership and
Organization Each operating facility will carry out the best-known reliability practices
• Facility Availability that dramatically eliminate breakdowns and subsequent work, convert the
• Work Management
nature of maintenance activities from reactive to proactive, and maximize
• Change Management equipment on-stream time. Each site should carry out repair maintenance
• Continuous work using a planned approach that makes effective use of resources and
Improvement
guarantees the quality of repairs.
II. Expectations
Business Units will be sufficiently staffed with well trained Maintenance
and Reliability resources that address all equipment breakdowns and
eliminate the true root cause in a timely manner.
Trained autonomous teams of cross-functional employees will be used to

investigate and solve issues that affect equipment reliability.
Continuous and sustained effort will be directed to change the composition

19 CMS Processes of maintenance and reliability activities from reactive repair of
9 Related Processes
breakdowns to proactive PPM and condition monitoring.
Operating technicians will be involved in a level of equipment care that

dramatically enhances their ability to operate equipment, monitor
condition and avoid breakdowns.
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Minimize unplanned work consistent with Business Strategies by proper

prioritization of repairs and PPM activities.
and Operating Efficient use of resources, via effectively estimating the labor, equipment
Efficiency and materials required for efficient, predictive, preventive, and responsive
Costs
maintenance.
Management A CMMS is used which supports the planning, scheduling, and work
• Engaged and
documentation processes. It should also provide the reporting and data
Competent Workforce
analysis tools for a best in class Maintenance and Reliability effort. And
all maintenance, operations, and engineering personnel are trained in its
use.
Regular meetings are held at which operations, maintenance, and planning

personnel can review, approve and schedule maintenance work.
Effective measurement of the planning effort.
Contractors are selected and managed on the basis of quality, competency,

service, cost, and HSE performance.
• Leadership and
Organization Contractor agreements that include clear deliverables, performance
• Facility Availability measures and standards, and compliance assurance.
• Work Management
• Change Management The Statement of Requirements/Decision Support Package attached to
• Continuous project work must recognize and integrate the plant’s strategy towards
Improvement
maintenance, reliability, shutdowns and life cycle costs.

In order to track the site performance on the CMS Element Work
Management, the following KPIs are suggested.
Key Performance Indicator Target Value

Percent Planned Work 90%
Man-Hour Schedule Compliance >80%
Overdue Safety Critical Equipment 0
Work Orders
19 CMS Processes
Maintenance Personnel Utilization 70%
9 Related Processes
(Wrench Time)
Maintenance Personnel Utilization 90%
(Value Added Work)
Man-Hour Backlog 30 Days/FTE

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Percent Emergency Maintenance <5%

Percent Proactive Maintenance 65%
Percent Prompted Corrective 20%
• Increase Production Maintenance
and Operating Percent Breakdown Corrective 10%
Efficiency Maintenance
Costs
Proactive Maintenance Man-Hours <5%
• Improve Integrity Overdue
Management Corrective Maintenance Man-Hours <15%
• Engaged and Overdue (non-emergency)
Competent Workforce
Estimated to Actual Proactive +/- 5%
Maintenance Man-Hours
Estimated to Actual Corrective +/- 20%
Maintenance Man-Hours
Maintenance Overtime <5%
Contractor Cost Site specific
Effectiveness of PM Program Site specific
• Leadership and
Organization
• Work Management
• Materials Management IV. Processes and Tools
• Continuous In order to improve performance within the Work Management CMS
Improvement

6. Data Analysis
19 CMS Processes 9. Spare Parts Management
9 Related Processes 10. Supply Chain Management
Page 26 of 324

• Increase Production 18. Capital Value Process for Turnarounds (CVP-TAR)
and Operating
Efficiency
Costs
• Improve Integrity 1. Succession Planning
Management 2. TeamShare
• Engaged and
Competent Workforce
4. Training Program (Competency On Line)
6. Choke Model
• Leadership and
Organization
• Work Management
• Continuous
Improvement
19 CMS Processes
9 Related Processes

Page 27 of 324
and Operating
Costs
Definitions
Management
• Engaged and Materials Management. The grouping of management functions
Competent Workforce supporting the complete cycle of material flow, from the purchase and
internal control of production materials to the planning and control of
work-in-process to the warehousing, shipping, and distribution of the
finished product.
This is also referred to as Business Logistics – the transportation and
distribution of materials. Procurement and Purchasing are sub-systems to
overall Materials Management.
Procurement. The business functions of procurement planning,

purchasing, inventory control, traffic, receiving, incoming-inspection, and
salvage operations.
• Leadership and
Organization
This is a term used often used to describe the tactical level and/or front-
• Facility Availability end part of Materials Management.
• Work Management
• Materials
Management Inventory Control. The activities and techniques of maintaining the
• Change Management desired levels of items, whether raw materials, work-in-process, or
• Continuous
finished products.
Improvement
This also applies to Operating Spares, and includes the elements of
classification, verification, inventory levels and reorder points, issuance,
and vendor arrangements.
Warehouse Management. The policies, procedures, and activities related

to receiving, storing, and distribution of materials to and from production
or distribution points.
Because inventory is stored in warehouses, the physical management of
inventory and warehousing are intimately connected. This is especially
true when inventory is turned over quickly and the warehouse functions as
a distribution center.
19 CMS Processes
9 Related Processes
Operating Spares. The maintenance, repair, and operating supplies used in
support of general operations and maintenance such as maintenance
supplies, spare parts, and consumables used in the manufacturing process
and supporting operations.

Page 28 of 324
Operating Spares does not include raw or intermediate materials

incorporated into products.
• Increase Production Importance

and Operating
Efficiency
Balancing customer service and costs against production requirements and
Costs equipment reliability (known or unknown) is a dynamic process,
• Improve Integrity especially when striving for continuous improvement and cost reduction.
Management Variables include:
• Engaged and
Competent Workforce
q Material quality and availability
q Vendor qualification and reliability
q Flexibility in storage facilities
q Equipment reliability and flexibility
q Production rates and product quality
q Personnel and skills available
II. Expectations
As each of bp’s business units strive to maximize profits they will have at
least the following strategic expectations of material control:
• Leadership and q Maximum customer service.
Organization
• Facility Availability q High efficiency / low operating costs.
• Work Management q Minimum inventory investment.
• Materials q ‘Just in Time’ materials strategy
Management
• Continuous Several things determine the right levels of inventory. Strategic objectives
Improvement and the resultant policies, systems, and procedures govern the inventory
control and levels in companies. The degree of discipline and
accountability against these elements also plays an important role.
Ultimately, the desired or accepted inventory levels are a result of

ensuring that needed items are immediately available while minimizing
“money sitting on the shelf”. The balancing act falls into four categories.
Inventory investment should be balanced with:
1. desired customer service levels
2. the impact of changes in production or maintenance activities
3. the cost of ordering and reordering
4. transportation and storage costs
19 CMS Processes
ESMP/RCM will determine critical spares requirements. Analysis covers
9 Related Processes
availability, lead times, cost, and risk to production.
CUSTOMER SERVICE is broadly defined to be the ability to satisfy the

needs of customers. In inventory management or control, it is the
Page 29 of 324
availability of items when they are needed. For Operating Spares, it is the
availability of supplies, spare parts, and tools for maintenance, repair, and
operations. The availability of equipment when needed is directly linked
• Increase Production to its reliability and maintenance, and is therefore the ultimate measure of
and Operating providing customer service.
Efficiency
Costs
Inventories help to maximize customer service by protecting against
• Improve Integrity uncertainty. As equipment reliability and maintenance planning and
Management scheduling improve, uncertainty decreases and inventory needs are
• Engaged and
lessened.
Competent Workforce
Customer service is a measure of inventory-management effectiveness,

and can be calculated in various ways. Order-filling time, stock-outs
(number of, duration of), inventory turns, inventory levels or values, and
inventory accuracy are some typical measures.
OPERATING EFFICIENCY is impacted by inventories in many ways.

The most applicable example for Operating Spares items is an inventory
of spare parts and maintenance supplies. Inventory build-up provides a
buffer between functions and equipment operating at different rates thus
preventing their individual efficiencies to be hampered by the
• Leadership and inefficiencies of other operations. This is especially important for different
Organization pieces of equipment or systems that have varying reliabilities. Also,
• Facility Availability having needed parts and supplies in inventory and readily available
• Work Management
• Materials
shortens the down time of equipment and the preparation time for repairs
Management and maintenance.
• Continuous
Other examples of how inventories impact efficiencies and operating costs
Improvement
include level-loading production to build anticipation inventory for
seasonal demands. An application for Operating Spares items is found in
the annual (or bi-annual, etc) shutdowns or turnarounds. Long-term
planning allows efficient and cost-effective organization and accumulation
of supplies, tool, parts, and even temporary personnel. Volume purchasing
can also be an effective way to achieve lower item and purchasing costs,
although the carrying costs of the inventories don’t always justify this
strategy. A diligent cost-benefit analysis should be the basis for
purchasing inventory.
INVENTORY INVESTMENT, while beneficial, comes at a price as

mentioned above. The problem is to balance inventory investment (costs)
19 CMS Processes with the level of customer service desired or needed. The lower the
9 Related Processes inventory, the higher the likelihood of a stockout. But, excessive
inventories are not desirable either. High inventories not only come with
higher costs, but excessive levels can also overload a system or
warehouse, disrupting effective organization. Too much of a good thing is
not a good thing.
Page 30 of 324
Today, the term “vendor” is sometimes replaced with “supplier” because

of the connotation of a vendor being a sidewalk hot-dog seller. But both
• Increase Production terms are used interchangeable in this course and when they are used in
and Operating the workplaces.
Efficiency
Costs
Vendor stocking refers to situations when vendors stock items for a
• Improve Integrity company either on the vendor’s site or the company’s site.
Management
• Engaged and q If the items are stocked on the company’s site, the vendor is
Competent Workforce usually allowed on the site to review stock levels and replenish
stock. Arrangements for this include access limited to authorized
and relevant areas, record keeping, inventory verification, and
billing/payment options.
q If the items are held at the vendor’s site, they are usually identified
and held for the specific company according to arrangements
made. In this case, when the items are not on the company’s site,
but the company is depending on their availability, solid
arrangements and understandings would have to have been made
to ensure the availability. An element of this is how many of the
items the vendor is expected to have on hand at any time, agree-
• Leadership and upon reorder points, and the means and timeframe in which the
Organization
items can be moved from the vendor to the company when needed.
• Work Management A company should treat vendor-site stocking as just another
• Materials warehouse site with all the same controls that their own warehouse
Management abides by.
• Continuous
Improvement Advantages of vendor-stocking arrangements
q Uses less of a company’s own storage areas and material-handling
equipment
q Uses less of a company’s own personnel time
q Vendor inventory controls may be better than the company’s own
controls
Disadvantages of vendor-stocking arrangements

q Liability and security issues of vendors on company property need
to be addressed
19 CMS Processes
q Lack of hands-on control for vendor-stocked items
9 Related Processes q Access to vendor items may be inconsistent with needs (e.g.,
weekends, 3am, etc)
q Vendor inventory controls may be worse than the company’s own
controls
q Excessive stocking costs (as much as 10% of an items cost)
Page 31 of 324
The chart below illustrates when spare parts should be held based on
customer service, operating efficiency, inventory investment, and
• Increase Production equipment criticality.
and Operating
Efficiency
Costs
Management
• Engaged and
Competent Workforce
• Leadership and
Organization
• Work Management
• Materials III. Related Key Performance Indicators
Management
• Change Management In order to track the site performance on the CMS Element Materials
• Continuous
Improvement Management, the following KPIs are suggested.

Savings due to Preferred Providers Site specific
Storehouse Cost per Inventory <35%
Value
Storehouse Inventory Value per 0.5%
Equipment Replacement Value
SKU Stockouts <1%
Inventory Turns per Year >2
Parts Expedited 2%
19 CMS Processes
9 Related Processes

Page 32 of 324
• Increase Production specifically recommended to improve performance for each KPI.
and Operating
Efficiency
Costs IV. Processes and Tools
Management
• Engaged and In order to improve performance within the Materials Management CMS
Competent Workforce Element, the following CMS and Related Processes and Tools apply:

• Leadership and
Organization
• Facility Availability 9. Generic Equipment Maintenance Strategies
• Work Management 10. Campaign Maintenance
• Materials 11. Common Maintenance Strategy for New Projects
Management
• Continuous Related Processes and Tools
Improvement
1. Succession Planning
2. TeamShare
19 CMS Processes
9 Related Processes

Page 33 of 324
Change Management
and Operating
Costs
Definition
Management
• Engaged and Change Management is ‘the key component’ when it comes to
Competent Workforce implementing the Common Maintenance Strategy. Sometimes it is used
as a catchall term to describe organizational change and the techniques to
achieve a successful outcome. At its heart, change management is a
unique opportunity to encourage correct behaviors to build a tighter, more
focused business using both activity-centered and results-driven programs
aimed at strengthening fundamental corporate competitiveness.
Importance
Change. It’s all around us, and accelerating. Maintenance and reliability
organizations are no different. To survive, organizations must innovate,
• Leadership and adapt, and master change as a tool for continuous improvement. For
Organization example:
• Work Management
q Over 400,000 businesses failed during the first half of the ‘90’s
• Change q Merger and acquisition activity is at an all time high
Management q 85% of US organizations now outsource some services
• Continuous q 45% of US companies have reduced their workforces every year
Improvement
This section provides the precepts for driving change - for making it work
for the employees and for the company.
II. Expectations
Don’t let the old way dictate the better way
Contemporary American observer Will Rogers said, “Even if you’re on

the right track, you’ll get run over if you just sit there.” Sitting there is the
‘status quo.’ In order to drive change, we can not continue doing things
19 CMS Processes the same old way; after all, that is what produced the current status quo.
9 Related Processes
A humorous definition of insanity that applies directly to change

management is ‘doing the same things over and over again and expecting
different results’. In order to change our results, we must change our
behaviors.
Page 34 of 324
Business Focus
• Increase Production Spending too long trying to understand where the department is right now
and Operating allows the status quo to entrench itself. It is a stalling tactic that allows
Efficiency
those who are resistant to change to slow the process.
Costs
• Improve Integrity Don’t waste precious time and resources by looking backward. Keep the
Management focus on the future vision – where the business wants to be performing.
• Engaged and
Competent Workforce
The current vision for bp is to be the Great Operator – an operating
environment without defects. The vision is to improve corporate value by:
q increasing production and operating efficiency
q lowering unit operating costs
q improving integrity management
q establishing an engaged and competent workforce
All business activities should be directed towards the vision.
Destabilize to promote movement
• Leadership and Organizational change is frequently required to maintain progress towards

Organization the corporate vision. The Great Operator (GO) Strategy will strengthen
• Work Management
the company and increase shareholder value.
• Change Existing corporate structures are oftentimes not ideally suited for change.
Management Attempts at incremental change or “tweaking” the organizational culture
• Continuous
Improvement
usually die from lack of consistent energy. Going slow allows the old
bureaucracy to overtake the change effort. The entire company must be
aware of the vision and its benefits in order to understand why
organizational changes are necessary. A streamlined business model leads
to quick decisions and rapid movement.
Be Firm
In a climate of accelerating change, the team leader’s job is to help the

organization, business unit, and department keep up. If the culture doesn’t
adapt rapidly – the organization loses.
In times of rapid change the organization must do what works, not what
19 CMS Processes feels good. This goes for processes, policies, and people.
9 Related Processes
Team leaders must be focused on the company’s vision and goals. They
must care enough to take the tough, unpopular stance so the organization
can survive. Don’t lead people on. Present them with the facts, goals, and

Page 35 of 324
objectives. Seeking to appease the crowd by taking it slow only

compounds impending disaster.
• Increase Production Team leaders must be held accountable for making the necessary changes
and Operating and ensure clear roles and responsibilities are defined and adhered to
Efficiency throughout the organization.
Costs
• Improve Integrity Change the reward system
Management
• Engaged and
Competent Workforce
Incentivize positive behaviors that create progress towards the vision. Do
not reward resistance or the old manner of doing things.
Restructure the rewards and sanctions to make them consistent with the
new priorities, goals, and values.
Align maintenance and reliability, HSE, and project management teams

based on their ability to achieve substantial behavioral changes toward
supporting the common maintenance strategy.
Keep score
• Leadership and As detailed elsewhere in the Common Maintenance Strategy, what gets
Organization measured, gets managed. Key Performance Indicators (KPIs) are vital to
• Work Management
the success of any reliability and maintenance strategy. Change
• Materials Management management is no different.
• Change
Management Set incremental targets and measure the change. Reward results and the
• Continuous
Improvement
attitude of the organization will shift in the direction of the change.
Measuring also enables leadership to track progress to see where the
program or process is bogging down, where the resistance lies.
Measurement provides the best form of feedback on performance.
Promote vision
The job as a team leader is to promote the vision of the Great Operator and
the supporting common maintenance strategy. Shifting away from the
concepts contained here is jarring, demoralizing, and there is a tendency to
become disoriented. Keep the focus.
19 CMS Processes Leadership support is vital to ensuring the new programs success. Without
9 Related Processes leadership support, excitement, and faith, employees will experience fear,
doubt, and will resist the change.
Free employees from constraints

Page 36 of 324
“But that’s the way we’ve always done it” is the battle cry of resistance to
change. It is the axiom of the bureaucracy. “Not invented here”
syndrome is another obstacle to progress. Learning from others is
• Increase Production necessary for rapid and effective change.
and Operating
Efficiency Simplify. Simplify. Simplify. Eliminate unnecessary policies and
Costs
procedures. Don’t keep old rituals that support the old way of doing
• Improve Integrity things.
Management
• Engaged and
Stripping away bureaucracy forces people to change the way business is
Competent Workforce
done.
Maximum communication
Non-stop two-way communication is the only way that any change

management endeavor will succeed. Specifically, information that needs
to be shared with the workforce includes:
q The rationale behind the change
q The facts (market demands, competition)
q The details of the change and how each person is affected
q The expectations for each person
• Leadership and
Organization Never stop expounding the vision. Communication is what keeps
ambiguity and confusion at bay.
• Work Management
• Change Maximize involvement
Management
• Continuous
Improvement
Involve everyone in the organization from the newest maintenance
technician to the master craftsman. Hold the employees personally
accountable for transforming the organization.
Assign specific responsibility for making the required changes to each

level of the organization – from the top to the bottom.
Change structure and administration
The organization will not be able to break the ties of the ‘way we’ve
always done it’ if it continues to operate within the same structure that
created the bottleneck.
19 CMS Processes q Design organizational capabilities to execute CMS processes,

9 Related Processes which reduce operating cost and maximize efficiency
q Realign function to breakdown departmental barriers
q Improve cross-team, departmental communication
q Alter approval processes
q Reengineer work processes
Page 37 of 324
The key here is to alter the structure and administrative constraints that
support the old way of doing things and reinforcing the new program.
and Operating Lead by example
Efficiency
Costs Team leaders must “walk the talk.” Every employee will be watching
• Improve Integrity how they manage change themselves. Are they actively involved,
Management trending the required KPIs, joining RCFA studies and Equipment
• Engaged and
Competent Workforce
Improvement Teams, promoting planning and scheduling, etc.?
If the behavior of the team leader portrays the programs contained within
the Common Maintenance Strategy, then it’s fair to expect the employees
to do so as well.
Win quick
Perhaps the hardest task of a team leader undertaking a change

management project is the necessity of achieving measurable results
quickly. It is vital to obtain early proof that each program is worth the
effort. The longer without evidence that the benefits exceed the costs, the
• Leadership and harder it will be to stay the course with superiors or subordinates.
Organization
• Work Management
Set incremental targets and express victories monetarily at every
• Materials Management opportunity. Financial returns on investment are the surest measurement
• Change of success.
Management
• Continuous
Improvement Educate and Train
Employees are better equipped to support change if they are trained.

Training builds confidence, competency, and a willingness to accept
change.
In order to fully accept and implement the common maintenance strategy,

employees must be trained in each of the toolbox processes to ensure
success.
The Change Management Cycle
The effort of change management is essentially a continuous improvement

19 CMS Processes cycle:
9 Related Processes q Plan
q Execute
q Analyze
q Improve

Page 38 of 324
Team leaders evaluate the current status quo and develop an

implementation plan to promote progress towards the vision. In this case,
the implementation plan is the processes within the Common Maintenance
• Increase Production Strategy. An assessment helps identify performance gaps and what
and Operating specific processes need to be implemented.
Efficiency
Costs
Once identified, leadership must approve and actively support the
• Improve Integrity implementation plan. In order to demonstrate commitment to the CMS,
Management use myPerformance to set objectives for team leaders that correspond to
• Engaged and
positive trends on the CMS KPIs. This is essentially the leaders’ approval
Competent Workforce
of the implementation steps. Specific responsibility for the execution of
the CMS plan will be delegated down the organization, but ultimate
accountability for the results resides with the facility leadership team.
Track the performance of the organization and modify the implementation

plan as required to maintain progress towards the Great Operator vision.
Reward positive behaviors quickly, specifically, and publicly. Reward
and recognition for positive behaviors can range from the simple (verbal
or written praise, small gift) to the significant (bonus, promotion, large
gift). As the changes become highly visible, the workforce becomes more
engaged and change becomes easier.
• Leadership and
Organization
• Work Management III. Related Key Performance Indicators
• Change In order to track the site performance on the CMS Element Change
Management Management, the following KPIs are suggested.
• Continuous
Improvement
Key Personnel Roles and 100%
Accountabilities
Maintenance Training Costs 40 Hrs/FTE
CMS Assessment Score 70%
19 CMS Processes
9 Related Processes
IV. Processes and Tools
In order to improve performance within the Change Management CMS

Page 39 of 324
• Increase Production 2. Defect Elimination Program
and Operating 3. Condition Monitoring and Process Data Collection
Efficiency
4. Data Analysis
Costs 5. Operator Performed Maintenance
• Improve Integrity 6. Planning and Scheduling
Management 7. Spare Parts Management
• Engaged and
Competent Workforce
2. TeamShare
• Leadership and 3. Performance Evaluation (myPerformance)
Organization 4. Training Program (Competency On Line)
• Work Management
• Materials Management 6. Choke Model
• Change 7. Operations Value Process (OVP)
Management
• Continuous
Improvement
19 CMS Processes
9 Related Processes

Page 40 of 324
and Operating
Costs
Definition
Management
• Engaged and There are several techniques that apply to maintenance performance.
Competent Workforce Their common goal is to ‘continually improve’ that performance by:
q Dealing with each type of failure most appropriately, in the most

cost-effective way.
q Enhancing productivity with a more proactive and planned
approach.
q Ensuring active support and cooperation of people from
maintenance, materials, operations, technical and administrative
functions.
Uptime Strategies for Excellence in Maintenance
Management, John Dixon Campbell
• Leadership and Importance

Organization
• Work Management Without continuous improvement in the delivery of maintenance, there is
• Materials Management stagnation and complacency. There are opportunities in every
• Change Management maintenance operation. A 1995 study of maintenance organizations in
• Continuous
Improvement
Canada revealed:
Possible Savings of Maintenance Budget Dollars

39% Reengineering and maintenance improvements
26% PM improvement and correct application of PM
27% More extensive application of predictive maintenance
7% Store room improvements
Continuous improvement is the only antidote to the constant pressure of

competition. It is essential that management realizes that continuous
improvement in the maintenance department is everyone’s business and
can only be achieved with everyone’s input.
19 CMS Processes
9 Related Processes II. Expectations
There are five basic and generic steps to continuous improvement.

Page 41 of 324
Commitment
Team leaders will commit the time to do all necessary analysis. They will
• Increase Production allow and encourage worker participation, involve other departments.
and Operating Commitment is for the long term.
Efficiency
Costs Measurement
Management Effective measurement is fundamental to effective continuous
• Engaged and
Competent Workforce
improvement. The KPIs identified in this document are all measures to
determine if an operation is truly improving. The assessments also used
herein are a form of benchmarking to determine current position and
improvement.
Information
All value-added data contributes to effective use of information. Examine

all production data, all minor jam-ups, all failures, all short repairs, all PM
activity, and every other maintenance event. The CMS Virtuous Cycle is
the model for enabling continuous improvement in reference to the CMS.
• Leadership and
Organization
• Work Management
• Continuous
Improvement
Data Analysis
19 CMS Processes
9 Related Processes
The organization is expected to review and assess production losses from
six different points of view:

Page 42 of 324
1. Economic - What is the direct cost and indirect

(production/revenue loss) of the incident? What is the projected
ROI?
• Increase Production 2. Maintenance – How disruptive is the breakdown? What is the root
and Operating cause of the failure?
Efficiency 3. Statistical – How often does the incident occur? Is there a pattern
Costs
or trend?
• Improve Integrity 4. Engineering – What was the mode of the failure? Why did the
Management breakdown take place?
• Engaged and
5. Operations – How does this event impact operation? Is inadequate
Competent Workforce
operator/technician training a cause of a contributor?
6. Marketing/Business – What is the impact of this failure on the
customer? Can this event impact quality?
The organization must also review data regarding facility optimization.

q Identify opportunities to reduce the frequency of data collection for
items that are routinely not in an alarm condition.
q Identify optimized equipment intervention times based on
condition monitoring results.
Action
• Leadership and
Organization Based on the results gleaned from the investigation phase, improvements
• Work Management
can be started in any or all of the following areas:
• Materials Management q Modify PM or maintenance procedures re. Add or delete tasks,
• Change Management modify frequency
• Continuous q Modify the equipment re. Improve/add equipment or remove the
Improvement
source of the problem
q Modify a part or product re. Make the product easier to produce
q Modify the production process re. Improve the process by allowing
greater variation in materials or new technology
Results
Following the steps detailed in the CMS Virtuous Cycle should yield
continuous improvement in the different steps shown in the cycle:
q Optimized maintenance activities
q Improved maintenance efficiency
q Optimized manpower levels
q Improved equipment reliability and availability
19 CMS Processes q Optimized cost management
9 Related Processes q Engaged and effective workforce
q Satisfied customers
Other positive results that will occur include improved performance in:
q HSE and integrity management
Page 43 of 324
q Schedule compliance
q Plan attainment
q Resource utilization
• Increase Production q Workforce competencies
and Operating
Efficiency
Costs III. Related Key Performance Indicators
Management
In order to track the site performance on the CMS Element Continuous
• Engaged and
Competent Workforce Improvement, the following KPIs are suggested.

Availability Improvement Site specific
Reliability Improvement Site specific
Maintenance Utilization Improvement Site specific
Schedule Compliance Improvement Site specific
Mean Time To Repair (MTTR) Site specific
Mean Time Between Failures (MTBF) Site specific
for Critical Equipment
• Leadership and Program. This information includes the formula to calculate each KPI, the
Organization target value and desired trend, and what CMS Processes and Tools are
• Work Management specifically recommended to improve performance for each KPI.
• Continuous
Improvement IV. Processes and Tools
In order to improve performance within the Continuous Improvement
CMS Element, the following CMS and Related Processes and Tools
apply:

19 CMS Processes
9 Related Processes
6. Data Analysis
Page 44 of 324

• Increase Production 14. Campaign Maintenance
and Operating 15. Redeploy and Optimize Staffing
Efficiency 16. Roles, Accountabilities, and Deliverables
Costs
• Improve Integrity 18. Capital Value Process for Turnarounds (CVP-TAR)
Management
• Engaged and
Competent Workforce
2. TeamShare
5. Health, Safety, and Environment (gHSEr)
7. Choke Model
8. Operations Value Process (OVP)
• Leadership and See the appropriate topics in the CMS Processes and Tools section for
Organization detailed information on each process.
• Work Management
• Continuous
Improvement
19 CMS Processes
9 Related Processes

Page 45 of 324

Page 46 of 324
Computerized Maintenance
Management System (CMMS)
and Operating
Efficiency
Costs
I. Introduction
Management The goal of a Computerized Maintenance Management System is to cost-
• Engaged and effectively and efficiently aid in the management of all maintenance
Competent Workforce
activities, including:
q Work Order Accounting
q Planning and Scheduling
q Inventory Control
q Procurement
q Reporting
Overview
A computerized maintenance management system (CMMS) is commonly

• Leadership and
recognized as a maintenance and performance improvement tool. A
Organization CMMS is a tool, which alone provides little or no value until information
• Facility Availability is captured and reported. It is the strategy, processes, and procedures that
• Work Management add value to the CMMS.
• Continuous The term Enterprise Asset Management System (EAMS) is used
Improvement interchangeably with CMMS within the Common Maintenance Strategy.
Modern asset management requires accurate and effective information

flow to decision-makers unlike manual paper systems, which commonly
provide inaccurate and ineffective information flow.
Industry pace setters are cognizant of the untapped wealth of information

that lays hidden in a data repository such as a CMMS. Pace setters have
also realized that performance improvement can only occur when facility
personnel effectively use information to achieve business goals.
Today’s asset team leaders rely upon computerized maintenance

management systems to gather data and transform data into knowledge.
Computerized
Maintenance
Pace setters within industry require accessible and accurate information to
Management System assist business team leaders, engineers and facility personnel to make well
(CMMS) informed business decisions concerning capital improvements, equipment
reliability, material procurement and resource management.

Page 47 of 324
Definition
A Computerized Maintenance Management System (CMMS) is an

electronic data and information management and reporting system.
and Operating
Efficiency II. Objectives
Costs The owner specifications and CMMS design should be configured to
Management
allow for maximum functionality. Included in these functions are:
• Engaged and q Hierarchical listing of company maintained equipment in the asset
Competent Workforce register
q Asset accounting such as purchase price, depreciation rates, etc.
q Equipment vendor information such as part number, cost, site
delivery time
q Minimum and maximum on-shelf count
q Warranty documentation and tracking
q Documentation (job plans) of scheduled planned maintenance
activities
q Scheduling abilities for planned work
q Equipment failure codes for accurate documentation of corrective
maintenance history
• Leadership and q Preventive and predictive maintenance procedure and
Organization
documentation control
• Work Management q Documentation control of engineered equipment redesign
• Materials Management q Personnel calendars of company and contract employees
• Change Management q Personnel training qualifications
• Continuous
Improvement
q Maintenance cost statistics and accounting
q Inventory control, requisitioning, and stock procurement
q Analysis and reporting tools for maintenance performance.
q Equipment priority and criticality matrix such as Ranking Index
for Maintenance Expenditures (RIME)
III. Process Model
Computerized
Maintenance
Management System
(CMMS)

Page 48 of 324
Components of CMMS
and Operating
Efficiency
Costs
Management
• Engaged and
Competent Workforce
• Leadership and
Organization
• Work Management
Components of a comprehensive CMMS include:
• Change Management q Work Order Management (requests, work history, identification of
• Continuous failure type and causes)
Improvement q Planning and Scheduling (standard work plans, pick lists,
scheduling tracking)
q Materials and Inventory Management (spare parts, reordering,
optimized warehousing)
q Labor (rates, hours, overtime)
q Cost and Budgets (cost tracking, work approval)
q Equipment History (‘as found’/’as left’ conditions, work
performed, recommendations)
q Preventive Maintenance (plans and schedules, tracking)
q Equipment Identification (master equipment list, type, hierarchical
structure, equipment status)
q Knowledge Management (work history, lessons learned,
procedures, standards, guidelines)
Computerized
Maintenance q Personnel Information (training, qualifications, calendars)
Management System q Procurement (requisitions, purchase orders, restocking capabilities,
(CMMS) approved vendors)
q Reporting (reports for all sections, KPIs)
q Financials (interface to financial accounting system)
q Business Objectives (performance targets, HSE goals)
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IV. Implementation
• Increase Production Analyze
and Operating
Efficiency
Determine the needs of the facility. For any amount of maintenance work
Costs and reliability reporting, a computer-based system is justified.
Management
• Engaged and
Design
Competent Workforce
Develop work flow processes that incorporate the effective use of the
CMMS. The CMMS is the backbone to effective maintenance
management. The idiom ‘junk in, junk out’ applies nowhere better than
here. Maintenance work processes must fully use the capabilities of the
CMMS, especially in terms of planning, inventory management, and work
history documentation. Develop procedures to populate database and keep
it updated via periodic reviews or change requests.
Design training programs for users of the CMMS. Training topics should
include:
• Leadership and q Access to the system
Organization q Data entry and retrieval
• Facility Availability q Reporting capabilities
• Work Management
• Materials Management q Expectations for minimum acceptable level of detail entered
• Change Management q Who to contact to make changes (i.e. add equipment or failure
• Continuous types)
Improvement
q Who to contact to troubleshoot problems with the system
Consider developing a computer-based training (CBT) program for the

CMMS. Internal experts and external consultants are readily available to
develop these training materials.
Develop
Develop simplified reports within the CMMS to aid in the rapid retrieval
of information. These reports should be able to generate:
q Backlog Status
q Inventory counts and storehouse costs
Computerized q Reliability in MTBF and failure type/rate for each equipment type
Maintenance q Bad actors list
Management System q Planned and actual material and labor costs
(CMMS)
q Overtime rate

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Implement
Evaluate the performance of the existing CMMS at the facility. If

necessary, plan a switch. If the CMMS is not being fully utilized, review
• Increase Production existing work processes to determine if these features need to be included
and Operating in maintenance workflow. The CMMS is the documentation of all things
Efficiency
• Lower Unit Operating done by the maintenance department – preserve that history well.
Costs
• Improve Integrity Maximo is the preferred maintenance management system in bp
Management
• Engaged and
Exploration and Production. See current version 5.0 on MRO Software
Competent Workforce website www.mro.com.
Evaluate
Evaluate the effectiveness of the CMMS by verifying its performance

against several measures:
q Efficient data entry and retrieval
q Rapid and complete reporting ability
q Small amount of training required to fully utilize system
q Low computer systems administrator upkeep required
• Leadership and For CMMS best practices, see website

Organization http://aberdeen.bpweb.bp.com/myplace/maintnet/
• Work Management
For iMax (Maximo) implementation information, see website
• Materials Management http://aberdeen.bpweb.bp.com/myplace/imax/
• Continuous
Improvement
V. CMS Elements Improved by Computerized
Maintenance Management System
The CMS Elements that can be improved by the Computerized

Maintenance Management System include:
q Leadership and Organization – Effective use of the CMMS
provides the means of reviewing historical data to drive down
maintenance costs.
q Facility Availability – Details around common failure modes can
be used to proactively address potential equipment problems.
q Work Management – Optimized planning and improves the
Computerized productivity of the workforce.
Maintenance q Materials Management – Computerized storehouse inventory
Management System
(CMMS)
control and procurement dramatically improves spare parts
management.
q Continuous Improvement – Historical data, planning and
scheduling, inventory control, accounting, etc. are all improved by

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the use of computers. Improved control over these activities

improves maintenance performance in the field, which improves
the facility’s performance.
and Operating
Efficiency
Costs
Management
• Engaged and
Competent Workforce
• Leadership and
Organization
• Work Management
• Continuous
Improvement
Computerized
Maintenance
Management System
(CMMS)

Page 52 of 324
Knowledge Management
Efficiency
• Lower Unit Operating The goal is to have highly knowledgeable people who can operate and
Costs
maintain. The trend towards a more highly skilled workforce makes it
Management imperative to have a system for maintenance knowledge that has instant
• Engaged and access, high integrity and actually helps people make decisions.
Competent Workforce
Overview
In 1993 bp Exploration organized its regional operating centers into forty-

two separate business assets or a federation of assets. Each of these units
was to have the freedom to develop processes and solutions appropriate to
their particular problems. The best and most adaptable local innovations
could be used elsewhere in the larger company. In effect, bp would be
able to draw on the variety and creative power of forty-two moderate-
sized companies. bp wanted to combine the agility of a small company
with the resources of a large one.
• Leadership and
Organization
• Facility Availability Definition
• Work Management
Knowledge is a fluid mix of framed experience, values, contextual
• Continuous information, and expert insight that provides a framework for evaluating
Improvement and incorporating new experiences and information. It originates and is
applied in the minds of knowers. In organizations, it often becomes
embedded not only in documents or repositories but also in organizational
routines, processes, practices, and norms.
Working Knowledge, Davenport and Prusak
II. Objectives
Knowledge of maintenance benchmarking, best distinctive practices, and
expert listings will be open to everyone who needs the information to do
their job better. This knowledge should be linked to the computerized
maintenance management system (CMMS) as an aid to actual work
Knowledge
Management
instructions, managed for accuracy and applicability, and be directed at
achieving business goals.
The computerized maintenance management system will be linked to

Maintenance Plans, engineering documentation, and other maintenance
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documents. The vision is to have computerized maintenance information

completely accessible at the workplace.
q Assuring personnel have access and know how to use the system
q Assuring they are expected to utilize this resource
• Increase Production q Assuring they will participate in system upkeep and accuracy
and Operating
Efficiency
• Lower Unit Operating Knowledge originates and resides in people’s minds. Members of
Costs
knowledge communities should be identified and linked with technology.
Management
• Engaged and
Competent Workforce
Knowledge sharing requires trust. Build relationships through actual and
virtual face-to-face meetings.
Technology enables new knowledge behaviors. Use computerized

maintenance management systems and internal cyber and web based
assets for collaboration and communication.
Knowledge sharing must be encouraged and rewarded. Training and upper
management support must emphasize the importance of new behaviors.
Management support and resources are essential. Upper management must
initiate the projects and authorize funds for the core team.
• Leadership and The businesses will support people to bring best distinctive practices
Organization forward to the exploration, production and maintenance community,
• Facility Availability allowing the time, money, and resources to accomplish this sharing and
• Work Management
dissemination.
• Continuous
Improvement
III. Process Model (Work Flow Diagram)
Knowledge Management Project Flow
Structure Define Rate Implement Link

Knowledge Knowledge Performance knowledge Knowledge to
competencies required To knowledge competencies Training
Knowledge
Management Link knowledge, competencies,
information, data and expertise to on-line
(CMMS) system to provide feedback

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IV. Implementation
• Increase Production Analyze

and Operating
Efficiency
• Lower Unit Operating Determine where knowledge useful to business goals is located or stored.
Costs These knowledge repositories can be in almost any form but generally
• Improve Integrity follow three distinct areas:
Management
• Engaged and
q External knowledge (example: competitive intelligence, training
Competent Workforce workshops, publications, presentations, OEM recommendations,
vendor supplied data)
q Structured internal knowledge (example: work processes,
engineering and design standards and practices, internal inspection
reports, RCFA reports, PPM trend data, work histories, training
programs. Outside of the commonly found knowledge repositories,
bp has also developed a Competency on Line skill matrices.
Within the skill matrices bp has clearly defined five competence
levels within its operating organization as follows.
1. Awareness-the employee should possess a basic
understanding of the relevant concepts and apply the
• Leadership and concepts in their work environment.
Organization 2. Basic Application- the employee should possess a practical
• Facility Availability understanding of concepts and effectively participates in
• Work Management
• Materials Management their implementation according to the requirements defined
• Change Management in the related processes.
• Continuous 3. Skillful Application-the employee should possess a
Improvement
thorough understanding of relative concepts and be
competent to facilitate and mentor others in the concepts.
4. Mastery- the employee proactively uses their relevant
skills, to provide significant input to improve work
processes, applicable tools and applications.
5. Expert- the employee is the primary driver of continuous
improvement in relevant concepts. Employee provides
innovative thinking and influences relative concepts and
company strategies.
q Informal internal knowledge (example: lessons learned, after
action reports or post turnaround critiques, visual workplace for
field personnel)
Knowledge Design
Management
The most efficient method of attaching or inputting disparate forms of
information and data that then becomes knowledge is to attach or link a
Microsoft Word template form to a computerized maintenance
management system either as part of an equipment record, or job plan.
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Knowledge management assists in the sharing of information and data that

can then be converted by the user to knowledge. Linking is just data and
information stowage, using the information converts it to knowledge.
• Increase Production Develop

and Operating
Efficiency
• Lower Unit Operating q An “expert” network of employees within the normal work
Costs structure to seek out and submit new knowledge
• Improve Integrity q Develop internal document repositories based on the results of the
Management
• Engaged and
analyses
Competent Workforce q Develop a lessons learned knowledge base to capture major data
and information from unique events
q Develop single point training lesson plans that provide high-level
descriptions of the knowledge management processes and goals to
educate all personnel
Implement
Knowledge management should start with a recognized business problem

that relates to knowledge. Customer defections, poorly designed products,
losses of key personnel, or a lower “win” rate for service engagements,
• Leadership and poor job plans, lack of skills or technical expertise at various levels, or
Organization excessive turnover of personnel are all business problems that might be
• Work Management
traced to poor knowledge management.
• Change Management Success in implementing knowledge management processes can be
• Continuous described by nine factors:
Improvement
q Knowledge-oriented culture – The absence of knowledge inhibitors in

the culture. People are not afraid or resentful of the company and do
not fear that sharing knowledge will cost them their jobs
q Technical and organizational infrastructure – A uniform set of
technologies for desktop computing and communications (re.
Microsoft Office, Lotus Notes, Computerized Maintenance
Management System). An established set of roles, organizational
structures and skills from which an individual project can benefit
q Senior management support – Team leaders must communicate to
the organization that knowledge manage and organizational
learning are critical to success; clearing the way and providing
funding for infrastructure; clarifying the type of knowledge most
Knowledge important to the company (Like CMS)
Management q Link to business goals – Benefits can be direct, i.e. money saved or
earned; or indirect i.e. reduced cycle time, customer satisfaction,
reduced Mean Time for Repair (MTFR)

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q Process orientation – Knowledge management implementation

must support business processes, and reliability and maintenance
work practices
q Clarity of vision – Define the language and objectives in terms of
• Increase Production reliability and maintenance KPIs
and Operating q Motivational aids – Knowledge is intimately bound to people’s
Efficiency
egos. Create motivational aids to foster, create, and share
Costs knowledge
• Improve Integrity q Some level of knowledge structure – All employees must be
Management
capable of inputting data and information that can be translated
• Engaged and
Competent Workforce into knowledge.
q Multiple channels for knowledge transfer – Templates, after action
reports and lessons learned; post incident or shutdown critiques all
are channels for knowledge transfer.
Evaluate
Effective knowledge management programs are evaluated using KPIs

established for the particular element being improved and through
assessment procedures.
• Leadership and For the Global Maintenance Network, see website

Organization http://maintenance.bpweb.bp.com/
• Work Management
• Materials Management There are also numerous websites available outside of the bp intranet with
• Change Management valuable information about maintenance and reliability practices.
• Continuous
Improvement
V. CMS Elements Improved by Knowledge

Management
ALL CMS Elements can be improved by using the knowledge

management process.
q Leadership and Organization – Valuable internal knowledge, such

as lessons learned, helps reduce overall maintenance costs by
eliminating poor practices.
q Facility Availability – Visual workplace operating instructions and
Knowledge related success stories help identify root causes of equipment
Management
failures. Using existing information improves the efficiency of
eliminating defects, which improves equipment reliability.
q Work Management – By learning from past mistakes and
developing internal training programs, planning and scheduling
can be optimized within a facility.
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q Materials Management – Readily available knowledge can help

improve spare parts quality and strengthen relationships with
preferred providers.
q Change Management – Understanding the internal workings of a
• Increase Production facility helps management avoid creating initiatives that do not last
and Operating (‘flavor of the month’ syndrome).
Efficiency
q Continuous Improvement – By maintaining and dispersing
Costs valuable knowledge throughout the organization, knowledge
• Improve Integrity grows. Learning from the lessons of others helps avoid the same
Management
mistakes. Retaining lessons learned is required for continuous
• Engaged and
Competent Workforce improvement.
• Leadership and
Organization
• Work Management
• Continuous
Improvement
Knowledge
Management

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Equipment Specific
Maintenance Plan and
and Operating
Efficiency Reliability Centered
Costs
Management
• Engaged and
Competent Workforce
I. Introduction
The goal of the Equipment Specific Maintenance Plan (ESMP) and
Reliability Centered Maintenance (RCM) programs is to optimize
proactive maintenance activities, which will decrease maintenance
spending while improving equipment reliability and availability.
Extensive proactive maintenance programs ensure a maintenance
philosophy shift from reactive to condition-based repairs.
Overview
• Leadership and The ESMP and RCM processes are similar in that they each determine the
Organization criticality, analyze the failure modes and effects, and recommend
• Facility Availability proactive maintenance tasks for individual pieces of equipment. The
• Work Management
• Materials Management processes are focused on equipment reliability and preserving the
• Change Management availability of the equipment function, which means preventing the effects
• Continuous of the failure, not necessarily the failure itself. Specific items addressed
Improvement
during each process include:
q Equipment criticality based on risk to the function, in terms of:
• Impact on safety
• Impact on environment
• Production loss
• Maintenance cost
q Proactive maintenance (preventive and predictive maintenance and
condition monitoring) activities for maintenance and operations
personnel
q Engineering opportunities
q Spare parts requirements
Equipment Specific
Definition
Maintenance Plan /
Reliability Centered
Maintenance The RCM process was modified for use in the exploration, production,
(ESMP/RCM) and process industries in the early 1990s. Streamlined RCM is variation
of classical RCM, but focuses on common and expected failure modes for
equipment and takes credit for operator/technician response and

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equipment redundancy where appropriate. Cross-functional teams answer

specific questions in order to generate an optimized proactive maintenance
program for each individual piece of equipment.
• Increase Production The ESMP process was derived from the RCM process in that it reviews
and Operating equipment individually and determines the appropriate type of proactive
Efficiency
maintenance (preventive maintenance, predictive maintenance, and
Costs condition monitoring) needed. The database also captures engineering
• Improve Integrity improvement opportunities. The ESMP process uses a cross-functional
Management
team and is much quicker, but less detailed than the RCM process. The
• Engaged and
Competent Workforce ESMP process meets all requirements established by Process Safety
Integrity Management and the Great Operator Initiative and is the
preferred tool for conducting reliability analyses.
Both processes use computer software to manage the information

generated for each piece of equipment.
A decision tree has been created to help differentiate between the use of
ESMP and RCM. Cyber-Alpha and Cyber-RCM are other reliability
analysis techniques that are used to perform maintenance reviews and cost
benefit analyses. The programs help identify maintenance activities,
• Leadership and which, although within a production critical system, are of low value and
Organization can thus be removed from the proactive maintenance program. Cyber-
• Facility Availability Alpha and Cyber-RCM are rarely used. ESMP and RCM are the methods
• Work Management
• Materials Management of choice for equipment reliability analysis.
• Continuous
Improvement
Equipment Specific
Maintenance Plan /
Maintenance
(ESMP/RCM)

Page 60 of 324
II. Objectives
Proactive maintenance uses existing technologies and the knowledge and
experience of engaged operators/technicians and craftpersons to identify
• Increase Production equipment component deterioration at its earliest detectable stages and
and Operating
Efficiency take corrective actions to maximize the availability of the equipment.
• Lower Unit Operating These corrective actions include adjusting operating conditions,
Costs performing advanced condition monitoring tasks, and removing the
equipment from service to complete a smaller repair (as opposed to
Management
• Engaged and allowing the component to run to failure, which could require a more
Competent Workforce extensive repair).
Several objectives are realized upon the completion of an ESMP or RCM

study, which include:
q Establishing the criticality of every piece of equipment within a
study
q Determining the source of criticality – Safety, Environmental,
Production, or Economic
q Creating a ranked list of critical equipment based on risk – the
probability of failure and consequence of failure
q Creating an optimized proactive maintenance plan for each piece
• Leadership and of equipment, including spare parts requirements
Organization q Eliminating non-value added maintenance activities on equipment
• Work Management which can be cost-effectively run without proactive maintenance
• Materials Management q Emphasizing condition monitoring and predictive maintenance
• Change Management technologies over preventive time-based maintenance activities
• Continuous q Identifying one-time equipment improvement opportunities to
Improvement
address design or procedural issues
q Creating an environment for reliability analysis
q Creating effective training material for unit personnel
III. Process Models (Work Flow Diagrams)
A general work process diagram that illustrates the benefits of the

ESMP/RCM process is shown below. There are three steps involved:
q Stage One – Complete an ESMP/RCM analysis to develop a
comprehensive proactive maintenance program.
Equipment Specific q Stage Two – Review spare parts and staffing levels.
Maintenance Plan /
q Stage Three – Review systems to institute a continuous
Maintenance improvement cycle.
(ESMP/RCM)

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and Operating
Efficiency
Costs
Management
• Engaged and
Competent Workforce Following are process models for the ESMP and RCM processes.
• Leadership and
Organization
• Work Management
• Continuous
Improvement
Equipment Specific
Maintenance Plan /
Maintenance
(ESMP/RCM)

Page 62 of 324
and Operating
Efficiency
Costs
Management
• Engaged and
Competent Workforce
• Leadership and
Organization
• Work Management
• Continuous
Improvement
Equipment Specific
Maintenance Plan /
Maintenance
(ESMP/RCM)

Page 63 of 324
Reliability Centered Maintenance Process Model
and Operating
Efficiency
Costs
Management
• Engaged and
Competent Workforce
• Leadership and
Organization
• Work Management Alternative Reliability Centered Maintenance Process Model
• Continuous
Improvement
Equipment Specific
Maintenance Plan /
Maintenance Both ESMP and RCM processes follow the same logical process – define
(ESMP/RCM) the function, identify the failure modes and effects, determine the
criticality, and specify the proactive maintenance program.

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IV. Implementation
Analyze
and Operating Reliability analysis is performed on distinct process areas or operating
Efficiency
units, which includes vessels, rotating equipment, other mechanical
Costs equipment, and instrumentation. Review the facility for distinct areas of
• Improve Integrity equipment (i.e. operating units) and create a prioritized list for full-facility
Management
ESMP/RCM implementation. Units analyzed first are usually production
• Engaged and
Competent Workforce critical units, not utilities-type units. Other items to consider when
prioritizing the ESMP/RCM studies include unit reliability history, unit
maintenance costs, downtime schedule, and personnel availability.
Designate a process leader/champion who will have prime responsibility

for organizing the cross-functional teams, making meeting locations
available, serving as a focal point for questions during the ESMP/RCM
process, and ensuring the recommendations are forwarded to the
appropriate personnel for actual implementation.
Ensure the understanding that reliability analysis is the selected method

• Leadership and for ensuring the continued operation of the facility by increasing
Organization equipment availability and decreasing maintenance spending.
• Work Management
• Materials Management Design
• Continuous The ESMP and RCM processes use cross-functional teams with a
Improvement
facilitator familiar with the process. Facilitators can be contracted from
reliability consulting firms or they can be trained personnel within the
facility or from other locations. Using an outside consultant is the
preferred method for several reasons:
q Provide fresh perspective and avoid internal bias
q More efficient use of company personnel time
q Fewer interruptions from the field due to scheduled meetings
q Provide information from previous studies on similar units
Company personnel involved in ESMP/RCM studies need training on the

process to be used. bp Exploration and Production Technology Group
(E&PTG) can provide training and facilitation support for these studies.
Equipment Specific In addition to internal support, several courses and books exist on the
Maintenance Plan / subject to assist in the training effort. Externally led studies often include
Maintenance
training with the study facilitation. Software exists to manage the findings
(ESMP/RCM) of the study.

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Develop
Develop a plan to utilize all the information generated during the

ESMP/RCM process.
• Increase Production q Enter preventive maintenance tasks as recurring work orders in the
and Operating CMMS
Efficiency
• Lower Unit Operating q Create or modify spare parts records in the CMMS
Costs q Enter predictive maintenance and condition monitoring tasks into a
• Improve Integrity field data collection system
Management
• Engaged and
q Enter one-time opportunities into an action item tracking system
Competent Workforce Create a feedback loop to review the findings every year to ensure that the
recommended tasks are being effective according to the key performance
indicators (KPIs) on equipment reliability
Implement
The ESMP/RCM process includes the following steps:

q Identify the system boundaries
q Identify the performance objectives of the system to be studied
q Separate the system into distinct functions that account for all the
equipment
• Leadership and q Perform a failure modes and effects analysis (FMEA) on each
Organization piece of equipment
• Work Management
q Determine if each piece of equipment is critical or non-critical
• Materials Management q Select the appropriate proactive maintenance tasks to address the
• Change Management effects of failure
• Continuous q Implement the recommendations in the field
Improvement
q Create a Living Program so that the study can be revisited
Data generated by condition monitoring and predictive maintenance

activities must be reviewed and analyzed. Once this data has been
converted to valuable information, appropriate action must be taken based
on the findings. If the operations or maintenance departments do not take
suitable action in a timely manner, the value of the data will be lost. See
the CMS Process section on Condition Monitoring and Process Data
Collection for information regarding capturing and analyzing condition
monitoring data.
Evaluate
Equipment Specific
Maintenance Plan / Each ESMP/RCM study should be able to be completed within three
Maintenance months. Recommendations from the study can be implemented over the
(ESMP/RCM) following several months. Some may require a unit downtime to complete
(i.e. function testing protective instrument systems, new installations, etc.).

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The primary output from a study is the proactive maintenance program.

Results from the condition monitoring activities will not be immediate, but
improvements in equipment reliability should become apparent within 12
months. Key performance indicators (KPIs) on equipment reliability and
• Increase Production availability and maintenance time on PPM activities and condition-based
and Operating repairs should be increasing.
Efficiency
Costs Other benefits for a reliability analysis program are listed below.
Management
• Engaged and
QUALITY SERVICE COST TIME RISK
Competent Workforce • Increased Plant • Better • Optimized • Shorter repair • Safety and
Availability teamwork and maintenance times Environmental
(2 - 10%) communication program • Reduced integrity a
• Elimination of • Improved • Reduced duration of priority
chronic understanding levels of scheduled • Reduced
failures and of the scheduled overhauls likelihood of
inherent ‘customer’ maintenance • Extended multiple
reliability requirements (10 - 50%) periods failures as
problems • Less disruption • Better between maintenance
• Flexibility to of production maintenance overhauls inspection
accommodate processes due contract (60 - 300%) intervals are
production to unplanned administration based on
requirements breakdowns • Clear allowable
• Leadership and • Documented guidelines for levels of risk
Organization basis for application of • Reduced
• Facility Availability maintenance new numbers of
• Work Management program maintenance routine
• Materials Management • Improved technology invasive tasks
• Change Management ownership for • Longer life of • Reduced risk
• Continuous maintenance expensive to plant
Improvement program equipment maintenance
• Reduction in workers
secondary
damage
For more information on the ESMP process, see the website

http://houston.bpweb.bp.com/reliability/esmp.htm
The RCM process has details at website
http://houston.bpweb.bp.com/reliability/Rel_Maint_Proc_Tools.htm
V. CMS Elements Improved by ESMP/RCM

Equipment Specific
Maintenance Plan /
Reliability Centered The CMS Elements that are improved by the Equipment Specific
Maintenance Maintenance Plan and Reliability Centered Maintenance programs are:
(ESMP/RCM) q Leadership and Organization – Creating an optimized proactive
maintenance strategy directly impacts bottom-line results.

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q Facility Availability – Creating and performing proactive

maintenance increases equipment reliability and availability.
q Work Management – ESMP/RCM develops optimized proactive
maintenance plans, which take advantage of planning and
• Increase Production scheduling benefits for common tasks.
and Operating q Materials Management – ESMP/RCM provides recommendations
Efficiency
for spare parts, including critical spares listing.
Costs q Continuous Improvement – Application of the recommendations
• Improve Integrity from ESMP/RCM studies ensures continued improvement of
Management
equipment reliability and availability.
• Engaged and
Competent Workforce
• Leadership and
Organization
• Work Management
• Continuous
Improvement
Equipment Specific
Maintenance Plan /
Maintenance
(ESMP/RCM)

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Defect Elimination Program

Efficiency
The removal of defects in running equipment is now recognized as a major
Costs
• Improve Integrity contributor to operational performance improvement. Defect Elimination
Management (DE) is a shift in thinking from the “if it ain’t broke, don’t fix it” mindset.
• Engaged and
Competent Workforce
Developing a strong DE competency is strategically significant. Focusing
that competency to improve integrity/safety compliance and to increase
operational performance is a high-value activity. Initial DE efforts should
create return on investment of 700-1000%.
The ability to remove defects begins with problem analysis versus the
“jump to a conclusion” of conventional problem solving. Too often,
conventional problem solving addresses only the results and symptoms of
failure. The aim of DE is to address the root causes of equipment failure
and in so doing eliminate the opportunity of future failure. Addressing
root causes requires analysis.
• Leadership and
Organization
• Facility Availability DE efforts utilize two pathways for effective problem analysis:
• Work Management q Root Cause Failure Analysis (RCFA) provides a common and
structured process for effective problem analysis. It is a formal,
• Continuous rigorous, logic-driven method (facilitated by trained individuals)
Improvement utilized to address the big opportunities for improvement. RCFA
determines and verifies roots of the:
q physical causes
q human causes
q organizational and management system causes
RCFA recommends corrective actions that will eliminate the
causes of failure
q mini-RCFA (mRCFA or DE RCFA for operators/technicians)
incorporates the thinking processes of RCFA, but is streamlined
for widespread daily use by small group teams.
A third failure analysis process is used to conduct major incident (MI) and
high potential (HiPo) incident investigations. Formal incident
Defect Elimination
investigations are part of the Health, Safety, and Environment (gHSEr)
Program initiative, but are closely related to the defect elimination effort.
Because DE utilizes problem analysis in RCFA and mRCFA, action to

correct root causes automatically eliminates defects.
q Physical assets become “better than new”.
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q Processes operate with less variation.

q Reactive maintenance is eliminated as root causes for equipment
failures are removed.
q Analyzing failures creates a proactive mindset in the workforce.
• Increase Production q Organizational and management systems changes influence the
and Operating entire asset base. This powerful leveraging effect improves cost
Efficiency
control and increases equipment availability and uptime.
Costs
• Improve Integrity Business Units/Performance Units (BU/PUs) should deploy formal RCFA
Management
driven DE first because it involves a smaller number of people near the
• Engaged and
Competent Workforce top of the organization. It begins with data analysis of integrity/safety
compliance, Choke Model operational performance, and CMMS
equipment history. Leaders assign RCFA trained analysts to DE teams
that address the biggest opportunities for improvement.
Completed RCFA-driven DE projects yield improvement in performance

that frees up human time and energy for more DE. A positive “snow ball”
effect occurs as the expectation of continuous improvement takes hold. At
this point, the BU/PU is ready to utilize distributed DE by involving small
teams.
• Leadership and Beginning at Toyota in the 1950’s, small teams of hourly workers were
Organization charged to remove equipment defects as a means of increasing uptime
• Facility Availability while eliminating the need for repairs. The performance improvements
• Work Management
• Materials Management fueled performance gains that allowed the company to improve products.
• Continuous The wisdom here is that early human intervention stops the defect growth
Improvement process that eventually leads to equipment failure (the adage, “a stitch in
time, saves nine” works). The small team DE efforts are an example of
“good cost” that yields a handsome return on investment vs. the “bad cost”
of waiting until the equipment fails and taking the hit on operational
performance and repair cost.
Most organizations have taken a swing at small group activities. Nearly

all these efforts failed to produce the results that create competitive
advantage. History shows the real measure of success was due to two key
elements:
q The early leaders of DE intuitively knew where to apply the
process for the most gain. They selected the projects and created
the environment where workers were expected to actively
Defect Elimination participate in DE activities.
Program q The early leaders of DE made sure that the small teams used
problem analysis techniques rather than conventional problem
solving.

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Today, management systems like KPIs, eChoke, and CMMS (bad actors)
provide the information so leaders do not need to depend so heavily on
intuition. BU/PU leaders control the DE effort by prioritizing action plans
and utilizing both formal RCFA driven DE and mRCFA driven DE with
• Increase Production small teams.
and Operating
Efficiency
Failure Modes and Effects Analysis (FMEA) is a reliability engineering
Costs activity that summarizes the losses due to failure. FMEA losses for
• Improve Integrity exploration and production petroleum assets typically fall into the two
Management
major categories of lost production revenue and the costs for repair.
• Engaged and
Competent Workforce Further analysis shows the distribution of failure effects to follow Pareto’s
80/20 rule:
- 20% of the failures cause 80% of the losses (Major Failures) – the
Critical Few
- The remaining 80% of the failures will cause only 20% of the
losses (Minor Failures) – the Non-Critical Many
Formal RCFA driven DE should work on the top 20% of failures while
distributed mRCFA should address the remaining 80%.
It is not feasible to analyze every single equipment failure, so each BU/PU

• Leadership and must establish a minimum threshold that an equipment failure must pass in
Organization order to require some type of analysis. Potential threshold levels are:
• Facility Availability q 10M$ of production loss or repair cost
• Work Management
• Materials Management q One failure per two years
• Continuous In order to assist in the determination of the level of analysis required, a
Improvement decision tree has been created to differentiate when to use a formal
incident investigation, a formal RCFA, or a mRCFA.
Defect Elimination
Program

Page 71 of 324
and Operating
Efficiency
Costs
Management
• Engaged and
Competent Workforce
Once the DE program is functioning smoothly, all failures meeting the

threshold limits will be analyzed by either a formal or a mini RCFA.
• Leadership and
Organization
Recommendations from these analyses will help improve equipment
• Facility Availability reliability.
• Work Management
• Materials Management The threshold limits and differentiation levels must be periodically
• Continuous
reviewed and changed as necessary to ensure that no important equipment
Improvement failures are being missed and that the number of failures requiring an
analysis is not too high.
BU/PU leaders need to prioritize both the formal and mini RCFA DE
efforts. Failures that significantly exceed the threshold values (i.e. repair
cost over 500M$, production loss over 10mboe, or failure rates over 4
failures per year) should be at the top of the list for formal RCFAs.
Further prioritization within each list can be done. Examples include:

q Prioritize by criticality (analyze critical equipment first)
q Prioritize by failure cost (analyze highest costs first)
q Prioritize by failure rate (analyze highest failure rates first)
q Prioritize by date (analyze oldest failures first to capture
information from technicians before it is forgotten or analyze the
Defect Elimination
Program
most recent failures first to stay current)
q Prioritize by information (analyze failures with the most readily
available information first)

Page 72 of 324
II. Objectives
Business Units and Performance Units (BU/PUs) will recognize the value
of focused DE projects in improved equipment, processes, people, and
• Increase Production management systems that will in turn raise operational effectiveness and
and Operating
Efficiency integrity/safety compliance.
Costs Process Safety Integrity Management, Choke Model, KPIs, and CMMS
data analysis will surface opportunities for improvement that lend
Management
• Engaged and themselves to DE.
Competent Workforce
BU/PU leaders will guide selection of projects and foster growth of DE by
initiating the following:
q Raise the awareness level of the effects of defects in the current
operational environment:
q The Operations Excellence Simulator is an excellent place
to start because it shows the impact of defects on
operational and financial performance
q DE activities generate the biggest gains for the effort
consumed (700-1000% Rate of return)
q DE activities naturally foster proactive behaviors that make
• Leadership and operations and maintenance easier
Organization q Show how the DE projects add value by improving integrity/safety
• Work Management compliance along with operational performance
• Materials Management q Create the expectation that participation in DE is part of the
• Change Management worker’s job responsibility and in everyone’s best interest
• Continuous q Train analysts, operators/technicians, maintenance technicians, and
Improvement
professionals in DE techniques (bp’s Operations Excellence
Simulator has proven itself as a best practice for launching DE
efforts)
q Prioritize and select DE projects by utilizing data analysis
q Champion the DE projects by setting time-bound expectations
q Assure that DE solutions recommended by the teams are
implemented
q Monitor performance metrics and take required corrective action
q Publicize successes
q Share learning with other BUs/PUs
Outcomes
q Proactive behaviors increase as reactive behaviors decrease
Defect Elimination q Integrity/Safety compliance increase
Program
q Management systems improve
q Reliability metrics improve
q Overall operational effectiveness improves
q BU/PU financial performance improves

Page 73 of 324
III. Process Models and Implementation
and Operating
Efficiency
Costs
Management
• Engaged and
Competent Workforce
• Leadership and
Organization
• Work Management
• Continuous
Improvement
Defect Elimination
Program

Page 74 of 324
and Operating
Efficiency
Costs
Management
• Engaged and
Competent Workforce
The RCFA-Driven and mRCFA-Driven DE processes can be utilized

• Leadership and
Organization
independent of each other. The recommended approach is to begin with
• Facility Availability the RCFA-Driven DE targeting the biggest opportunities for improvement.
• Work Management Utilize mRCFA DE after gains from the RCFA-Driven DE have freed up
• Materials Management labor currently utilized in reactive repair and recovery.
• Continuous
Improvement Leaders set the stage by raising awareness of the value of DE projects
within the BU/PU. A recommended best practice is utilizing bp’s
Operational Excellence Simulator.
Training in problem analysis and defect elimination techniques is required

in both paths. Training needs decrease rapidly as personnel participate in
defect elimination and learn with on-the-job-training. The processes are
enhanced by the involvement of facilitators who remove roadblocks.
Team leaders should involve themselves in this role.
Both paths require data analysis and review by BU/PU leadership prior to
selecting the best opportunities for improvement.
Most important is the role of “Champion” in fostering DE efforts. This

Defect Elimination
Program
approach is recommended:
q Calculate the value in increased throughput and reduced expense
that will result from the DE project
q Set the expectations for project outcomes (what and when)

Page 75 of 324
q Let DE teams know leadership will assist in obtaining additional

resources as required—the project value will justify the costs
q Demonstrate interest in the DE project as it progresses
q Ensure the DE project actions as recommended by the teams are
• Increase Production completed on the affected equipment. Expect to intervene with
and Operating middle team leaders.
Efficiency
Costs BU/PU management follows up by:
• Improve Integrity q Measure Improvement
Management
q Reward Success
• Engaged and
Competent Workforce q Share Learning
q Start More DE Projects
IV. CMS Elements Improved by Defect

Elimination
ALL of the CMS Elements improve with DE utilization:
q Leadership and Organization—Human behaviors and management

systems are improved as organizations learn to remove defects
• Leadership and from operating equipment.
Organization
• Facility Availability q Facility Availability—Availability and on-stream time increase as
• Work Management DE efforts improve equipment uptime.
• Materials Management q Work Management—DE projects directly impact operational
performance and productivity. More effort goes into proactive
• Continuous
Improvement activities, which increases the probability of operational
improvement.
q Materials Management—DE projects improve care of spare parts
to ensure conformance to requirements prior to use. The need for
materials is also decreased as defects are eliminated.
q Change Management—DE projects focus value on implementing
changes that will generate financial rewards while insuring health,
safety and environmental stewardship. Changes that do not meet
these requirements will naturally be rejected.
q Continuous Improvement—DE efforts are a corner stone of
continuous improvement. Periodic re-prioritization of
opportunities for improvement focuses effort where it will be most
effective.
Defect Elimination
Program

Page 76 of 324
Condition Monitoring and

Process Data Collection
and Operating
Efficiency I. Introduction
Costs
Condition Monitoring is a fundamental component of the bp Common
Management Maintenance Strategy. The role of condition monitoring, simply stated, is
• Engaged and to minimize the level of unplanned production outages and secondary
Competent Workforce
equipment damage due to failure. Condition monitoring and predictive
maintenance are the backbone to a strong and effective condition based
maintenance program. A significant portion of the program is the Process
Data Collection system, which uses computer hardware and software to
assist in data gathering, storage, and analysis.
Overview
The concept behind condition monitoring is measuring and trending the

actual equipment condition and performance to enable the optimized
extent and timing of maintenance intervention (i.e. repairs). Possessing
• Leadership and
Organization this information prior to a failure allows for the proper planning and
• Facility Availability scheduling of maintenance work and the minimization of the impact on
• Work Management production capability. Condition monitoring data can also be used to
predict the remaining useful life of facility systems and specific
• Continuous equipment. Combined with equipment history and operational context,
Improvement condition monitoring provides operations and maintenance with
information from which informed decisions are made.
There is a wide range of condition monitoring techniques available to

address multiple types of equipment. For a condition monitoring
technique to be effective, the failure mode of the piece of equipment must
not be random – there must be a definite increase in probability of failure
upon the detection of some abnormal operating condition. Due to this
reason, most condition monitoring techniques focus on rotating
equipment. For the majority of fixed equipment, inspection techniques are
used to predict failures. These techniques are covered in the CMS Process
– Quality Assurance and Precision Maintenance Program and in Process
Safety Integrity Management (PSIM).
Condition Monitoring
and Process Data
Collection For equipment with random failure modes, such as thermocouples and
electrical switches, condition monitoring is not effective. Failure finding
tasks are used to verify the proper operation of these pieces of equipment,
but does not provide any indication of when the piece of equipment may
fail in the future.
Page 77 of 324
The Process Data Collection system uses a handheld computer that leads a
user (i.e. operator/technician, planner, maintenance craftsperson, etc.)
through a round of tasks. The data that is collected is uploaded into a
• Increase Production central database, which allows for data interpretation. Alarm levels are set
and Operating so that immediate action can be taken in the field. The user also has the
Efficiency
ability to take shift notes and create work order requests in the field when
Costs abnormal conditions are discovered.
Management
• Engaged and
Definition
Competent Workforce
Condition monitoring is the ongoing surveillance of the operating
equipment or production process to ensure precise performance and to
detect abnormal changes indicative of an impending failure or that the
equipment has already failed. Condition monitoring includes the human
senses and equipment diagnostics to monitor and evaluate rotating
machinery and fixed equipment conditions continuously or periodically
during operation. The most sensitive condition monitoring techniques use
specialized instruments to monitor the physical condition of the process
equipment (also known as predictive maintenance).
• Leadership and A condition monitoring technique is useful if it can predict equipment

Organization degradation early enough to correct it at reduced cost and downtime. The
• Facility Availability time between detection of the abnormal condition and the equipment
• Work Management
• Materials Management failure is called the P-F interval (potential to functional failure time span).
• Change Management In order to be sure equipment degradation is detected, the condition
• Continuous monitoring must be done at a frequency less than the P-F interval.
Improvement
Industry experience has shown that condition monitoring task interval can
be set at approximately 33% of the known P-F interval.
and Process Data
Collection
There is a different P-F interval for every condition monitoring technique

and type of equipment. Some P-F intervals are consistent; however, some
P-F intervals can be influenced by external conditions. For example,

Page 78 of 324
bearing wear as detected by vibration analysis has a certain P-F interval

when the rotating equipment is operated properly and has the correct lube
oil in the bearing housing. However, if the pump experiences cavitation,
the wrong lube oil is used, or water gets into the lube oil, the P-F interval
• Increase Production can change dramatically. Consider the typical operating conditions in
and Operating order to select the proper condition monitoring task interval. If the task
Efficiency
interval is too long, the failure may not be detected before the equipment
Costs fails. If the task interval is too short, manpower can be wasted.
Management
The terms condition monitoring and predictive maintenance are used
• Engaged and
Competent Workforce interchangeably in the Common Maintenance Strategy. Both methods of
proactive maintenance measure equipment condition without affecting the
operation of the piece of equipment.
The data collection program is a system that uses hardware (handheld and
desktop computers, predictive maintenance tools, network components,
etc.) and software (user round programs, database, reporting tools, etc.) to
assist in the handling of the condition monitoring data collected from the
field. Effecting data analysis converts the data into valuable information.
A typical data collection process is shown below.
• Leadership and
Organization
• Facility Availability HOST COMPUTER
• Work Management First Line Exception
Data Reporting
• Materials Management Log Analysis
Sheets
• Continuous
Improvement Hand Held
FORMAL Data-logger
OPERATOR Process Report Manager
TASKS Data
Trends
Work Requests
Historical Auto Generated
Process & Machinery
Data Archive
ENGINEERING
OVERVIEW
Process Engineer
RotatingEqpt Eng.
RTL/Maint. Analyst CM System Database
CMMS
IT NETWORK DATABASE
Detailed Machinery Diagnostics

Vibration
Performance Monitoring First line Analysis
Condition Monitoring Turbo Compressor Fouling of Data & Reports
and Process Data Thermal Degradation etc..
Collection CM TECH
Onshore OTL/LEAD TECH Offshore

Page 79 of 324
II. Objectives
The condition monitoring program is the actual proactive maintenance
activities that are taken to improve equipment reliability. By monitoring
• Increase Production equipment condition, faster, cheaper, and simpler repairs can be made to
and Operating
Efficiency correct the degrading piece of equipment. By catching failures early,
• Lower Unit Operating maintenance costs and repair time should be decreasing, while equipment
Costs reliability and availability are increasing. Over the long-term, overall life
cycle costs for the equipment should decrease.
Management
• Engaged and
Competent Workforce Including the operators/technicians and the maintenance personnel in
proactive maintenance improves:
q Equipment reliability
q Operator/technician ownership of equipment
q Personnel knowledge and proficiency
q Culture shift from reactive to proactive maintenance
q Maintenance cost reduction
Data from condition monitoring activities is best used to schedule

corrective maintenance tasks. This data should be used to optimize
maintenance intervention (i.e. condition based maintenance) and replace
• Leadership and time-based intrusive maintenance tasks. Eliminating time-based
Organization preventive maintenance tasks improves equipment reliability by reducing
• Work Management the effect of infancy failures (infant mortality), which occur when the
• Materials Management equipment is started up. Using condition monitoring to reduce intrusive
• Change Management maintenance activity also increases equipment availability because
• Continuous equipment condition can be assessed while the equipment is in service.
Improvement
Increasing equipment availability can lead to maximum production
utilization.
Condition Monitoring Process Model
The condition monitoring process shows the five steps:

q S Schedule – Schedule the condition monitoring data to collect
q C Collect – Collect the data using manual or automated means
Condition Monitoring q A Analysis – Analyze the data to predict imminent failures
and Process Data q D Decision – Decide the appropriate course of action
Collection q A Action – Take the appropriate steps to address the situation

Page 80 of 324
Maintenance
Specialist
Foreman
Mechanic
Operator
Planner
Generic PdM Process
PdM data collection due MAXIMO

and Operating S Schedule data collection
Efficiency
• Lower Unit Operating C Collect data
Costs
Load data to PdM software
Management Review alarm report
• Engaged and
y
Competent Workforce Possibility of poor sample/data?
n
Rush sample/retake data
Gather other PdM & Maximo data
A Analyse data
n
Confident diagnosis?
y
Review data
D Action decision Work

Execution
A Work Order in Maximo Process
n y
Work Done? End
• Leadership and
Organization
• Work Management
• Change Management IV. Implementation
• Continuous
Improvement Analyze
Condition monitoring techniques are usually recommendations from

Equipment Specific Maintenance Plan (ESMP) or Reliability Centered
Maintenance (RCM) studies. For most applications within the oil
industry, there is a list of standard techniques, which will be discussed
briefly below. Several other techniques can be used, but the ones
discussed here are the most common for the industry.
Typically, operators/technicians use the process data collection system to

perform the majority of the equipment monitoring since they are the most
closely involved with the equipment on a daily basis. The
operators/technicians take ownership of the equipment and serve as the
and Process Data ‘first line of defense’ against equipment breakdown and poor performance.
Collection
Some condition monitoring techniques require specialized training, so
maintenance personnel or contractors will perform the monitoring. Other
computerized data management systems are used to effectively convert the
data into valuable information.
Page 81 of 324
Design
The technology used in condition monitoring is typically developed by

• Increase Production outside companies and sold to users within the industry. All condition
and Operating monitoring results should be stored in a database to allow for data
Efficiency
• Lower Unit Operating analysis. Some condition monitoring techniques use a proprietary
Costs software program to store and analyze the data. Others can store data on
• Improve Integrity any computer system. For example, condition monitoring instruments,
Management
• Engaged and
such as, vibration probes and infrared temperature guns, which display
Competent Workforce readings on the instrument, are ideal applications for the Process Data
Collection system. Collecting valuable equipment condition data on paper
round sheets makes data analysis very difficult, which is a significant
advantage of the computerized data collection system.
The ideal source for the data to be collected in the field is the results from
an ESMP or RCM study. An ESMP/RCM study results in an optimized
proactive maintenance program, which includes predictive maintenance
and condition monitoring tasks, which are perfectly suited for the process
data collection system.
• Leadership and Develop

Organization
• Work Management
As with all computer systems, the condition monitoring readings are
• Materials Management simply numbers until someone analyzes them for evidence of equipment
• Change Management degradation. Develop a plan for the timely review of the data after it has
• Continuous been collected. If necessary, consider generating a routine preventive
Improvement
maintenance (PM) task in the CMMS to ensure that data analysis is
scheduled and completed per the proactive maintenance program.
Appropriate alarm levels are needed for each type of monitoring
technique. Abnormal condition response charts can be developed to aid in
the proper analysis of the data.
Once the data analysis is complete, ensure that the proper action is taken
to address any abnormal conditions. Recognizing that a piece of
equipment is degrading is the first step, but the most important step to take
to improve equipment reliability and reduce maintenance costs is to take
proactive action to resolve the equipment degradation. The purpose of
condition monitoring tasks is to identify abnormal conditions and take
Condition Monitoring appropriate action before a significant failure or breakdown occurs.
and Process Data
Collection
Implement
Obtain adequate training on the proper use and analysis of each type of
condition monitoring technique. Develop programs to review the data and

Page 82 of 324
what actions are needed to remedy the equipment found in a degraded

condition.
Following is a list of commonly used condition monitoring techniques

• Increase Production used in the oil industry. Each of these techniques can store data within the
and Operating process data collection system or a separate data handling system. Several
Efficiency
activities are needed to ensure a successful implementation of the process
Costs data collection system, including:
• Improve Integrity q Enthusiastic management support of the process
Management
q User training for all personnel using the system
• Engaged and
Competent Workforce q Advanced training for personnel developing the rounds and
supporting the system
q Dedicated support personnel who have time to ensure the success
of the system
q Procedures to ensure consistency in round development,
completion, and review
q Timely follow through on abnormal conditions discovered during
round completion
q Locations for predictive maintenance technologies marked in the
field to ensure useful information is collected (i.e. temperature and
vibration monitoring locations)
• Leadership and
Organization Vibration Monitoring
• Work Management
• Materials Management Vibration monitoring measures and analyzes the level of vibration in
• Change Management rotating equipment, and includes portable and continuous systems.
• Continuous Portable vibration probes can be simple velocity and acceleration
Improvement
vibration indicators to complex full-spectrum vibration analyzers.
Simple vibration probes can easily be used by operators/technicians
for quick overall vibration levels to determine if further vibration
analysis is needed. Full-spectrum vibration tools require advanced
training for proper data collection and analysis. Typically, a special
group within the maintenance department handles all full-spectrum
vibration data collection for the facility. Portable vibration data is
typically collected on a monthly basis since the P-F interval is usually
several months.
On-line vibration monitoring systems vary from local vibration

switches to complex machinery health monitoring systems. These
Condition Monitoring systems use accelerometers and displacement probes to continuously
and Process Data monitor the equipment condition and can be set to alarm or shut down
Collection the machine if the vibration level exceeds a pre-set limit. When using
an automatic shut down on high vibration levels, consider using a 2-of-
3 voting system to avoid spurious trips. On-line monitoring systems
are typically only specified for large rotating equipment that incur
large repair costs when they fail. Installation of these monitoring
Page 83 of 324
systems can be reduced if they are specified in the design stage of

equipment selection. Most machinery can be retrofitted with on-line
vibration monitoring at significant additional expense, which can be
justified based on the criticality of the machine.
and Operating Thermography
Efficiency
Costs All objects above absolute zero (-273 ºC) emit infra-red radiation,
• Improve Integrity which can be equated to temperature. Thermography is the analysis of
Management
• Engaged and
these temperatures. This technique does not require contact with or
Competent Workforce shut down of the equipment being monitored. Thermography uses
infra-red scanners to measure the temperature of a variety of
equipment, such as:
q Rotating equipment bearings
q Motor control center circuit breakers
q Furnace tube skin temperature
q Liquid levels in vessels
q Leakage through:
q closed valves
q relief valves
q steam traps
• Leadership and q reciprocating compressor valves
Organization
• Work Management
Infrared scanners can be simple temperature guns, which display the
• Materials Management temperature of the point, or electronic imagers, which display a color
• Change Management or grayscale picture of the object.
• Continuous
Improvement
Thermocouples and RTDs (Resistive Temperature Devices) can be
used to continuously monitor temperatures.
Oil Analysis
Oil analysis (tribology) includes the evaluation of the condition of

lubricating and hydraulic oils. Lube oils and hydraulic oils are critical
to the operation of machinery systems. Complete oil analysis looks for
several indicators of degraded oil:
q Wear particles (ferrous and non-ferrous)
q Contamination
q Water content
Condition Monitoring q Viscosity
and Process Data q Remaining additive life
Collection q Oxidation level
q Total acid and total base numbers
q Flash point

Page 84 of 324
Usually, oil analysis is performed on a monthly to quarterly frequency

by an outside laboratory. Results are usually returned two days after
the sample, which gives ample time to replace or resample the oil
before substantial additional damage is done. The P-F interval for oil
• Increase Production analysis is typically several months. Oil analysis results can be
and Operating entered into a database so that trending analysis can be done to see if
Efficiency
the oil degradation is accelerating. A long-term relationship with
Costs certain laboratories can allow the lab to maintain the oil analysis
• Improve Integrity history. Samples can be returned with the past trend as well as the
Management
current oil sample data.
• Engaged and
Competent Workforce
Full spectroscopic and ferrographic oil analysis is typically
recommended for lube oil and hydraulic oil systems. Portable ‘Go/No
Go’ testers are not economically practical for oil analysis, but can
effectively provide information on water content in the oil.
Ultrasonic Analysis
Ultrasonic instruments detect sounds beyond the limits of normal

human hearing and translate these sounds to the range of human
hearing. Electrical systems, fluid systems, and machinery all produce
• Leadership and constant ultrasound patterns. Trained technicians can recognize
Organization changes in the sonic signatures as loose connections, degrading
• Work Management
equipment, or component wear. An ultrasonic instrument can detect
• Materials Management subtle changes in this ultrasonic signature and pinpoint potential
• Change Management locations of failure before they can cause costly damage.
• Continuous
Improvement
The most effective industrial applications for ultrasonic analysis are:
q Detecting leaks in pressurized or vacuum systems
q Inspecting steam traps
q Monitoring rotating equipment bearings
q Detecting partial discharge in electrical equipment
q Leakage through reciprocating compressor valves
Motor Analysis
Motor analysis encompasses several checks of electric motors,

including:
q Power supply quality
Condition Monitoring q Insulation resistance (megger, partial discharge)
and Process Data q Motor current signature analysis
Collection q Phase-to-phase resistance and inductance
q Air gap causing magnetic imbalance
q Motor winding resistance to ground

Page 85 of 324
The majority of the motor analysis techniques must be done while the
motor is not on-line and require a skilled technician or contractor to
perform the data collection and analysis; however, there is technology
available for dynamic motor testing. The P-F interval for most of the
• Increase Production tests is several months. One of the most effective preferred provider
and Operating relationships to start is one for electric motors. Frequently, sites will
Efficiency
establish a minimum size (horsepower) motor that will be repaired (i.e.
Costs 50 HP). Motors under this limit that fail are replaced. Extensive
• Improve Integrity motor condition monitoring can therefore be avoided on small non-
Management
critical motors.
• Engaged and
Competent Workforce
Pressure/Volume Analysis (Beta Analysis)
Pressure/Volume analysis is performance testing and condition

monitoring for engines and reciprocating compressors. Highly
specialized technicians evaluate the performance of the equipment to
diagnose potential problems with equipment internals, such as, piston
rings, liners, and suction and discharge valves. Parameters such as
individual cylinder suction and discharge pressures and temperatures,
overall flow rates, crankshaft phase reference probe readings, and
horsepower are captured and compared with how the machine should
• Leadership and be performing. The findings reveal performance deficiencies, such as,
Organization valve leaks, cylinder clearance, and valve efficiency.
• Work Management
• Materials Management Gas Turbine Performance Monitoring
• Continuous Typically, gas turbine compressor efficiency is measured online to
Improvement
help optimize performance. Decreasing compressor performance is
usually the first indication that maintenance is needed. Maintenance
includes rotor washes to complete overhauls based on the performance
measured. Pressures, temperatures, and speeds are collected to
calculate compressor performance. In addition to performance
monitoring, gas turbines usually also receive borescope inspections,
vibration monitoring, and lube oil analysis. Specific monitored values
include:
q Torque coupling on compressor trains
q Gas generator compressor section inlet/outlet temperatures and
pressures
q Power turbine exhaust temperature profiles
Condition Monitoring q Fuel consumption and composition
and Process Data q Air filter differential pressure
Collection
Steam Trap Monitoring
Steam is one of the most valuable and least available utilities in most
facilities. Ensuring that steam is not being wasted has significant
Page 86 of 324
economic benefits. Steam traps should open and close quickly and
completely to reduce steam and condensate losses. Steam trap
monitoring checks the operation of steam traps using ultrasonic and
temperature instruments (both condition monitoring techniques
• Increase Production discussed above). Usually, steam traps are logged in a database to
and Operating account for all of them and review failure rates. Steam traps that leak
Efficiency
are scheduled for replacement.
Costs
• Improve Integrity Borescope Inspection
Management
• Engaged and
Competent Workforce Borescope inspection allows for internal inspection of equipment
without having to open the equipment. Borescope inspection includes
flexible (fiberscope) and rigid (non-flexible) instruments. Borescopes
can be used to inspect a variety of different equipment, including:
q Gas turbines
q Engines
q Vessels
q Exchanger tubes
As with all visual inspection, the equipment must be down and trained
personnel are needed to properly evaluate the equipment condition.
• Leadership and Degrading equipment conditions usually detected by borescope
Organization inspection include:
• Work Management
q Cracks
• Materials Management q Erosion
• Change Management q Wear
• Continuous
Improvement Performance Monitoring
Performance monitoring describes routine operator/technician duties.

When unit walk-throughs are made, operators/technicians visually
inspect equipment, listen for abnormal sounds, and monitor equipment
performance. Using performance monitoring as a condition
monitoring technique requires logging the readings in a database for
trending analysis. Usually, performance monitoring requires reading
of local gauges already existing in the field. Sometimes, instruments
may be needed to collect the readings. In either case, using a field data
collection system is an efficient way to collect and analyze the results.
Conditions that are monitored are:
Condition Monitoring q Pressure
and Process Data q Temperature
Collection q Flow rate
q Motor load
Equipment that can benefit from routine performance monitoring

includes:
Page 87 of 324
q Pumps
q Compressors
q Heat exchangers
q Filters and strainers
and Operating Consider using visual workplace signs and alarms in the data
Efficiency
collection system to assist in rapid data evaluation in the field.
Costs
• Improve Integrity Control Loop Optimization
Management
• Engaged and
Competent Workforce Approximately 50 percent of control loops within a facility have
equipment, design, or calibration problems and over 85 percent of
regulatory control loops are not effective in automatic control. Loop
analysis helps diagnose these problems. The preferred loop analyzer is
Protuner 32 from Techmation. The loop analyzer collects data on
valve hysteresis and performance, specifies proper tuning parameters,
and simulates performance for control loop optimization.
Evaluate
Evaluate the effectiveness of the condition monitoring program and each

• Leadership and individual data point collected. Key performance indicators (KPIs) on
Organization equipment reliability and the percent of condition-based work orders
• Facility Availability should be increasing, while maintenance costs should be decreasing. Two
• Work Management
• Materials Management important KPIs for the predictive maintenance program are:
• Change Management q Predictive Maintenance Effectiveness – the number of unexpected
• Continuous failures per 1000 operating hours
Improvement
q Predictive Maintenance Compliance – the percent of predictive
maintenance work orders completed of the total predictive
maintenance work orders scheduled
A flow chart used to evaluate the predictive maintenance program

effectiveness is shown below.
and Process Data
Collection

Page 88 of 324
PdM Effectiveness Decision Chart
Machine failure
and Operating Yes
Is the machine in the
Efficiency PdM program?

No
Costs
No Yes Add machine to
Should it be?
PdM program
Management
• Engaged and
Competent Workforce Did you know No
the failure was
coming?
Yes
Yes Did you allow the Review PM

failure for a good program to
business reason? cover failure
mode
No Yes
Could the PdM

Log failure technique pick up
to PdM KPI this failure mode?
No
• Leadership and End
Organization During the daily meeting
• Work Management
• Continuous
Improvement
V. CMS Elements Improved by Condition
Monitoring and Process Data Collection
The following CMS Elements can be improved by the Condition

Monitoring and Process Data Collection Program:
q Leadership and Organization – By monitoring equipment
condition, condition-based maintenance increases, which decreases
maintenance spending.
q Facility Availability – Monitoring equipment condition improves
equipment reliability and availability.
q Work Management – Data collection systems help improve the
schedule compliance of proactive maintenance tasks.
and Process Data
q Change Management – Improved equipment availability reduces
Collection lost production.
q Continuous Improvement – Using computers to help run the
business keeps equipment reliability on the rise.

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Data Analysis
Efficiency
Organizations that turn data into information that focuses people’s energy
Costs
• Improve Integrity on value-added activities will always enjoy competitive advantage.
Management
• Engaged and Data Analysis within the context of the CMS has two distinct purposes:
Competent Workforce
q Failure/Loss Data Analysis sets the improvement agenda
q PdM Data Analysis is embedded within most of CMS reliability
technologies
Failure/Loss Data Analysis identifies the biggest opportunities and

candidates for defect elimination. BU/PU leaders use this information to
set the agenda for improvement. Failure/Loss Data Analysis begins by
translating the business and operational plans into equipment performance
standards. It gathers Choke Model, CMMS, ESMP/RCM and KPIs input
to gauge current performance. Failure/Loss Data Analysis then identifies
the gaps that surface opportunities for improvement. Failure/Loss Data
• Leadership and
Organization Analysis tracks the effectiveness of improvement projects by trending
• Facility Availability actual performance against standards.
• Work Management
PdM Data Analysis is the crucial step for the successful deployment of
• Continuous modern reliability technologies. Without competent interpretation of
Improvement gathered data, these technologies cannot add value. The GO Strategy
requires operational performance that will not tolerate unplanned and
excessive downtime. Deployment of non-intrusive condition-based
technology that predicts and mitigates equipment failure is the key
ingredient to the GO Strategy and bp’s business success. Examples of
technologies dependent on good Data Analysis include:
q Vibration Analysis
q Thermography
q Oil Analysis
q Ultrasonic Analysis
q Motor and Circuit Analysis
q Beta Compressor Analysis
q ESMP/RCM Task Analysis and Feedback Reporting
Data Analysis
PdM Data Analysis is covered in generic fashion here; please refer to the
CMS Processes for Condition Monitoring and ESMP/RCM for details on
the Data Analysis processes embedded in these technologies.

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II. Objectives
BUs/PUs utilize the CMS Process of Data Analysis to generate the
• Increase Production necessary information and ensure that the focus of CMS is in line with the
and Operating
Efficiency bp business drivers and the GO directive Team Vision.
Costs Failure/Loss Data Analysis provides internal guidance for the CMS
process. Trends in operational performance Choke Model, CMMS,
Management
• Engaged and ESMP/RCM and KPIs feed into Data Analysis to provide information that
Competent Workforce BU/PU leaders use to set the agenda by going after the biggest
opportunities.
PdM Data Analysis activities are recognized as the key link in utilizing
modern reliability techniques to improve asset performance. PdM Data
Analysis predicts at least 85% of failures and trends up to routinely
predicting 95%+ of failures. PdM Data Analysis creates planned work
that supports precision maintenance repair practices and proactively
minimizes unplanned and unscheduled equipment downtime.
BUs/PUs will ensure that continuous improvement of effective Data

• Leadership and Analysis is carried out on a routine basis by following a rigorous Work
Organization Management process. This will ensure that the organization’s CMS
• Work Management process remains focused on the biggest opportunities for improvement
• Materials Management within the context of achieving the GO Team vision.
• Continuous
Improvement Expected Outcomes

q Integrity/Safety compliance increase
Data Analysis

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III. Process Models and Implementation
Failure/Loss Data Analysis

Inputs to Failure/Loss Data Analysis include:
and Operating
Efficiency q CMMS Equipment History
• Lower Unit Operating q ESMP/RCM Criticality Analyses
Costs q KPIs
Management
q Operational Efficiency and Loss Reporting (Choke Model)
• Engaged and q Business and Operational Plans/Budgets
Competent Workforce q Process Safety Integrity Management Reporting
Outputs of Failure/Loss Data Analysis:

q Establish equipment performance standards in support of the GO
Strategy and Business/Operational Plans
q Identification of the major failures responsible for the production
losses and high lifting costs (history shows 20% of failures account
for 80% of the losses)
q Identification of high cost and frequent repair “Bad Actor”
opportunities for improvement (history shows that 20% of the
equipment consumes 80% of the lifting cost for repairs)
• Leadership and q Identification of loss reduction opportunities and “Defect
Organization
Elimination” candidates
• Work Management q Recommendations for CMS process improvements that will
• Materials Management maximize support of the GO Strategy
• Change Management q Trending of actual versus plan and standards
• Continuous
q Recommendations for adjustment of improvement plans based on
Improvement
performance feedback
BU/PU leaders set the stage for the successful deployment of Failure/Loss
Data Analysis:
q Raise awareness of the important role Failure/Loss Data Analysis
plays in guiding the CMS Process and GO Strategy.
q Staff this area with competent, well respected professionals (please
refer to CMS Optimized Staffing for guidance)
q Demonstrate commitment to utilize the Failure/Loss Data Analysis
process to improve BU/PU focus
q Let all know the importance of accuracy in reporting equipment
related data
Data Analysis Initial data gathering compares the business plan expectations and the GO
Strategy versus current performance. Failure/Loss Data Analysis takes
these high-level standards and drives them down into performance
standards for the individual equipment assets. Properly developed
standards include equipment availability, operational efficiency and
maintenance expense parameters.
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Performance gaps are differences between current equipment performance

and the desired level of performance operational standard. Action plans
that close the gaps identify the opportunities for improvement.
and Operating Development of recommended action plans follows these steps:
Efficiency
q Identify the biggest opportunities for improvement
Costs q Identification of the major failures responsible for the
• Improve Integrity production and high lifting cost losses
Management
q High cost and frequent repair “Bad Actor” opportunities for
• Engaged and
Competent Workforce improvement
q Loss reduction opportunities through identification of
“Defect Elimination” candidates
q Identify what activities need to be done to cause the planned
improvement (please refer to the CMS Process of Defect
Elimination for more detail)
q Detail the plan for achieving the improvement
Deployment of action plans includes:

q Set the stage for launching the action plan by insuring
organizational commitment and support
• Leadership and q Champion the improvement plans
Organization
• Facility Availability Continuously analyze the results vs. the expectations in the standards and
• Work Management
• Materials Management the improvement project plans.
• Continuous Adjust action plans to meet the desired targets.
Improvement
Celebrate success and share learning with other BUs/PUs.
PdM Data Analysis
The flow diagram below shows how Data Analysis ties the condition
monitoring data gathering to proactive human intervention. This is the
key link in the PdM process, as data becomes information.
Data Analysis

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and Operating
Efficiency
Costs
Management
• Engaged and
Competent Workforce
• Leadership and
Organization
• Work Management
• Continuous
Improvement
The inputs to PdM Data Analysis include time-based inspections utilizing

non-intrusive technologies as defined by:
q The conditioned based technology guidelines
q OEM recommendations
q ESMP/RCM criticality and task selection
The outputs of PdM Data Analysis include:

q Trending of performance data into PdM and/or distributed control
system data bases
q Recommendations for changing the frequency of monitoring based
on nearing the alarm of intervention condition level
Data Analysis q Recommendations for intervention prior to failure noting the
pending failure mechanism and the expected failure date
PdM efforts require investment in technology and operator/technician time

to develop the skill set for data gathering and analysis. This investment
requires follow through in the form of competent analysis of the data in
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predicting failure mechanisms. History shows that successful industry

pace setters expect a failure prediction rate of at least 85% with 21 days
lead-time for PdM efforts to positively influence business performance.
PdM Data Analysis should steadily improve and predict 95%-100% of
• Increase Production failures. BU/PU leaders should use these guidelines to drive the PdM
and Operating processes. If performance is not meeting this criterion, take action to
Efficiency
enhance performance with peer assists and/or obtaining assistance from
Costs outside sources.
Management
Competent PdM Data Analysis creates opportunities for planned repair
• Engaged and
Competent Workforce activities. When these opportunities are coupled with CMS precision
repair practices, the equipment is returned to operation in “better than
new” condition. Runs between failures are lengthened dramatically.
Lifting costs and operational losses go down; efficiencies go up.
IV. CMS Elements Improved by Data Analysis

The CMS Elements are improved with Data Analysis:

• Leadership and systems are improved as organizations learn to focus on the biggest
Organization opportunities due to Data Analysis.
• Work Management q Facility Availability—Availability and on-stream time increase as
• Materials Management Data Analysis efforts cause equipment and processes to run better.
• Change Management q Work Management—Data Analysis directly impacts operational
• Continuous performance and productivity. More effort goes into proactive
Improvement
activities which increases the probability of additional operational
improvement.
q Change Management—Data Analysis activities focus value on
implementing changes that will generate financial rewards while
insuring health, safety and environmental stewardship. Changes
that do not meet these requirements will naturally be rejected.
q Continuous Improvement—Data Analysis is a corner stone of
continuous improvement as periodic re-prioritization of
opportunities for improvement focuses effort where it will be most
effective.
Data Analysis

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Operator Performed
Maintenance
and Operating
Efficiency
Costs
I. Introduction
Management Operator Performed Maintenance is considered by many people to be the
• Engaged and simple transfer of maintenance tasks to production operators/technicians.
Competent Workforce
This is a gross over simplification of the process. Operator performed
maintenance (OPM) is about production operators/technicians assuming
increased responsibility for the preservation and maintenance of their
equipment.
Operator Performed Maintenance is also known as:

q Autonomous Maintenance from Total Production Maintenance
(TPM) strategy
q Basic Care
• Leadership and
Overview
Organization
• Facility Availability OPM has a drastic impact on the traditional approach to equipment
• Work Management management. Tasks are designed, not only to maintain equipment, but also
to establish a more conducive atmosphere for improving equipment
• Continuous performance. The intent is to increase awareness of the production
Improvement operators/technicians of their equipment and physical environment.
Barriers that limit their ability to observe and affect equipment
performance are systematically removed.
OPM and Basic Care are based on the following five principles:
q Basic care and equipment performance monitoring are core
activities to the operators and maintenance craftpersons.
q Basic care activities, fundamental to equipment reliability,
availability and safety, are driven by Operator and Craft Teams.
Recognized as having impact on Refinery performance, these are
fully supported at all levels
q Operator and Maintenance basic care activities are coordinated as
part of the same equipment maintenance strategy.
Operator Performed
q Availability Teams are accountable and recognized for equipment
Maintenance performance related to basic care activities.
q Basic care is subject to a continuous improvement process
involving monitoring, assessment, rectification/improvement, and
review, aligned with Area objectives.

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Definition
The production department’s mission is to produce quality products as

inexpensively and quickly as possible. OPM includes any activity
• Increase Production performed by the production department that has a maintenance function
and Operating and is intended to keep the operation operating efficiently and stably in
Efficiency
• Lower Unit Operating order to meet production goals.
Costs
Management
• Engaged and II. Objectives
Competent Workforce
The objectives of Operator Performed Maintenance are:
q Prevent equipment deterioration through correct operation and

daily checks
q Bring equipment to its ideal state through restoration and proper
management
q Establish the basic conditions needed to keep equipment well
maintained
q Perform results of ESMP/RCM analysis, e.g.
o (CM-AP) Assessment Tasks - (Operations) operating
• Leadership and conditions, pH, contaminants, lab samples, specifications,
Organization
performance tests, etc.
• Work Management o (CM-PDM) Predictive Maintenance - (Maintenance or
• Materials Management Operations) shims inspection, palomar, infrared, oil
• Change Management analysis, engine analysis, etc.
• Continuous
o (CM-T) Functional Task - (Operations) instrument test,
Improvement
valve stroking, etc.
o (OPP) Opportunities - (Engineering, Operations,
Maintenance) RCFA, detailed RCM, projects, de-
bottlenecks, drawing or procedure updates, redesigns,
metallurgical upgrades, etc.
o PM-NI) Non-Intrusive PMs (Maintenance or Operations)
Equipment may or may not be in service, but it is not
opened; oil replacement, coupling torqueing, etc.
Operator Performed
Maintenance

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Periodic
Function Checks
Periodic
Inspection
• Increase Production Periodic Take
and Operating Replacement &
Operator Action
Efficiency Daily Lubrication
• Lower Unit Operating Performed
Cleaning
Costs Maintenance Prompt Defect Maintenance
Management
Detection Request
Daily
• Engaged and
Competent Workforce Checking
Condition
Monitoring
IV. Implementation
In implementing OPM, the production department must focus on three
types of activities:
Preventing deterioration
• Leadership and
Organization q Correct operation to prevent the inclusion of human error
• Work Management
q Correct adjustment to prevent process defects
• Materials Management q Basic housekeeping such as cleaning, lubricating, and tightening
• Change Management q Maintain quality of lubricating oil facilities and lube stations
• Continuous q Keeping maintenance records to provide feedback for recurring
Improvement
abnormalities and further maintenance prevention designs
q Performing simple function tests to release maintenance
technicians for more time consuming or critical maintenance
Measuring deterioration
q Daily inspection using all five senses to detect flaws during

operation (noise in a pump, the smell of burning insulation, etc.)
q Periodic inspection as part of plant shutdown or shutdown
maintenance
q Condition Monitoring, PRIDE, simple vibration checks using a
pen type tool, oil sample collections, etc.
Operator Performed Predicting deterioration

Maintenance
q Minor servicing such as simple parts replacement

q Prompt accurate reporting of failures and problems
q Assistance with repairing unexpected failures

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There are seven steps to implementing an operator performed maintenance

system:
• Increase Production Perform Initial Cleaning

and Operating
Efficiency
• Lower Unit Operating q Prevent accelerated deterioration by eliminating the
Costs environmental stress of dust and dirt
• Improve Integrity q Raise the quality of checking and repair work and reduce
Management
• Engaged and
checking and repair times by eliminating dust and dirt
Competent Workforce q Establish basic equipment conditions
q Expose and deal with hidden defects
Deal with contamination sources
q Increase intrinsic equipment reliability by preventing adhesion

of dust and dirt and controlling them at their sources
q Increase maintainability by improving cleaning, checking and
lubricating
Establish Cleaning and Checking Standards

• Leadership and
Organization q Sustain the three basic conditions for maintaining equipment
• Work Management and preventing deterioration (cleaning, lubricating, tightening)
• Materials Management q Perform accurate checking by means of visual controls
• Continuous
Improvement
Conduct General Inspections
q Improve reliability by performing general inspection and

reversing deterioration
q Enable anyone to inspect reliably by introducing visual
controls
Conduct General Process Inspections
q Improve the overall stability and safety of processes through

correct operation
q Sharpen process inspection precision by extending and
improving visual controls
q Modify equipment to make it easier to operate
Operator Performed
Maintenance
Systematic OPM
q Pinpoint relationships between equipment and quality and

establish a quality maintenance system

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q Standardize maintenance and control of transport equipment,

spare parts, tools, cleaning equipment etc and introduce visual
controls for everything
• Increase Production Practice Self-Management

and Operating
Efficiency
• Lower Unit Operating q Analyze data e.g. PRIDE, to improve equipment and raise
Costs process reliability, safety, maintainability, quality, and
• Improve Integrity operability
Management
• Engaged and
q Prioritize equipment improvement by criticalities and existing
Competent Workforce failure rate data
q Extend equipment inspection/checking intervals by using hard
data to justify reduced operator/technician attention
As with every CMS Process, team leaders must promote and support the
basic care practices and participate in area reviews of basic care standards.
Operator Performed Maintenance does not include activities for only the
operators. The entire area team is involved.
q Operators/technicians must agree with the basic care
philosophy and perform the related housekeeping and
lubrication-related tasks.
• Leadership and q Reliability Technicians must provide coaching as needed and
Organization maintain a history of OPM activities and findings.
• Facility Availability q The maintenance engineer must review available data and
• Work Management
• Materials Management identify areas for improvement.
• Change Management q Training must be provided to operators/technicians and other
• Continuous area personnel for a consistent, comprehensive program.
Improvement
q Ensure thorough checklists are created for each type of
equipment to be monitored in the basic care program.
Typically, unique checklists will be created for:
q Pumps (lubrication, sealing systems, vibration, etc.)
q Motors
q Electric Motor Starters (MCC, Switchgear)
q Instrumentation and local gauges
q Analyzers
q Control Valves
q Computer Systems (DCS, PCs, handheld computers)
q Piping and Tubing (leaks, insulation, corrosion)
q Heaters
q Vessels (tanks, drums, exchangers, etc.)
Operator Performed q The team leaders must support basic care and enforce the
Maintenance completion of the necessary tasks.

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V. CMS Elements Improved by Operator

Performed Maintenance
• Increase Production The CMS Elements are improved with Operator Performed Maintenance:
and Operating
Efficiency q Leadership and Organization – Fully utilizing production
Costs personnel in equipment maintenance activities reduces
• Improve Integrity maintenance cost on the equipment.
Management q Facility Availability – Proper operation and attention to equipment
• Engaged and
condition directly impacts equipment reliability and availability.
Competent Workforce
q Work Management – Performing condition monitoring and simple
repair procedures reduces workload on maintenance personnel,
which increases schedule compliance.
q Change Management – Involving the operating workforce in the
maintenance of the equipment promotes proactive behaviors.
q Continuous Improvement – Keeping a fully engaged workforce
ensures continued improvement to the equipment and operation.
• Leadership and
Organization
• Work Management
• Continuous
Improvement
Operator Performed
Maintenance

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Efficiency
• Lower Unit Operating The goal of this process is to achieve best-in-class performance in
Costs
maintenance planning, scheduling and execution of work. One of the
Management most important facets of maintenance management that offers significant
• Engaged and opportunity for savings and profit is maintenance control, which depends
Competent Workforce on good planning and scheduling. A primary requirement for effective
production operations is a disciplined process for identifying, screening,
planning, scheduling, executing, and completing required maintenance,
repair, and improvement. A properly operating planning and scheduling
process can yield improvements of up to 50%.
Overview
Planning and Scheduling increases the maintenance department’s ability to

complete work orders. Work plans avoid anticipated delays, improve on
past jobs, and allow scheduling. Advance scheduling allows supervisors
• Leadership and
Organization
to assign and control the proper amount of work. Advance planning and
• Facility Availability scheduling allows for detailed coordination with on-going production
• Work Management activities and improved spare parts management. A work crew is ready to
• Materials Management go immediately to work in a coordinated manner upon receiving a planned
• Continuous
and scheduled assignment because all instructions, parts, tools, permitting,
Improvement and other arrangements are ready. A properly operating planning and
scheduling process is characterized by trained personnel, a succinct
mapped process, and strong organizational support.
Definition
The Planning, Scheduling, and Execution Process covers all work,

including routine and shutdown activities. The level of detail in planning
is appropriate to the magnitude and complexity of the task. For this
reason, more detailed procedures are provided for shutdowns and
turnarounds.
All planning and scheduling is based on approved Work Orders from the
work selection and prioritization process “Ranking Index for Maintenance
Planning and
Scheduling Expenditure” (RIME), which assigns job priority based on two work
dimensions: Equipment Class and Work Class. All work is planned and
scheduled prior to execution. The use of standard job plans promotes
efficient planning and execution. Resources for maintenance are
scheduled and allocated to optimize utilization and minimize overtime.
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Equipment maintenance strategies form the basis for Long-Term

Maintenance Scheduling, which allows timely planning for major
shutdown/turnaround work. Long Term maintenance schedules are
• Increase Production prepared up to five (5) years ahead. These schedules are updated
and Operating annually, and allow the preparation of more detailed annual and rolling 3-
Efficiency
month schedules. The hierarchy of work scheduling and updating
Costs requirements appears below:
Management
• Engaged and Schedule Update Frequency
Competent Workforce
• Long-Term Maintenance Annually
• Annual Work Program Quarterly
• Rolling 3-month Monthly
• Weekly
• Daily
• Leadership and
Organization
• Work Management
The functions of planning and scheduling are separate and distinct, but are
• Materials Management frequently performed by the same person depending on size and
• Change Management complexity of the facility. See CMS Process on Roles, Accountabilities,
• Continuous and Deliverables for details about the individual expectations for each
Improvement
function.
II. Objectives
Execute maintenance activities efficiently and effectively by:
q Preparing an optimum work execution plan to meet safety, cost,

quality, and schedule targets
q Ensure materials, personnel, tools, permits, and process equipment

are available for execution when required by the plan
Planning and q Execute maintenance work to achieve or exceed the safety, cost,
Scheduling schedule, and quality objectives

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Planning and Scheduling Process Model

(Note that each sub-process has a reference number)
and Operating
Efficiency
Costs
• Improve Integrity 1.0
Management Objective
• Engaged and Setting
Competent Workforce
3.0
Strategy
& 5.3 5.4
Programs 5.2
Weekly Daily
Job Planning
Scheduling Scheduling
4.0
Work
Selection
5.1
• Leadership and Annual No
Organization Work 5.7
• Facility Availability Program 5.5 5.6 Job
Is Prework Perform Completion
• Work Management
it a Activities Work and
• Materials Management Shutdown Handover
• Change Management Job
• Continuous ?
Improvement
Yes
5.8 5.9
Shutdown Planning, Maintenance
Scheduling, and Execution Reporting
2.0
Stewardship
Planning and
Scheduling IV. Implementation
Organizational Capability

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The Common Maintenance Strategy is committed to doing maintenance

and reliability better, creating value, and being safe in all that we do.
Organizational capability enables the realization of strategic goals. To
ensure the maximum benefit of Planning and Scheduling it must be
• Increase Production supported as a core competency and adequately resourced. With
and Operating management and leadership in mind, maintenance success needs
Efficiency
management commitment and organizational discipline. Management
Costs must sincerely and actively desire planned and scheduled maintenance to
• Improve Integrity succeed.
Management
• Engaged and
Competent Workforce Unplanned maintenance work typically costs two to three times as much
as planned work. A Computerized Maintenance Management System
(CMMS) provides the systems and procedures to establish a more
effective planning and scheduling function, which is a key contributor to
improved craft labor utilization and overall craft effectiveness. The
following attributes further enable efficiencies within the planning and
scheduling discipline:
q Work Order Search
q Craft Scheduling
q Schedule Review
q Individual Assignment Review
• Leadership and q Shift Turnover Log
Organization q Job Plans
• Facility Availability q Job Plan Requisitions
• Work Management
• Materials Management q Job Plan Documents
• Change Management q Work Order Scheduling
• Continuous q Job Plan Steps
Improvement q Work Order Steps
q Craft Resource Availability
q Craft Resource Leveling
q Material Status
q Craft Skills and Qualifications
q Daily Maintenance Schedule
q Craft Capacity Leveling
q Schedule Compliance
Work Prioritization
The Ranking Index for Maintenance Expenditures (RIME) is used to

prioritize maintenance work. It is a two-dimensional matrix comparing
Planning and Equipment Class and Work Class. Values are assigned to higher
Scheduling criticality equipment and work. Definitions are available for each ranking
value – 1 through 10. The values are multiplied together and the product
is used to prioritize the work – higher numbers are done first.

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and Operating
Efficiency
Costs
Management
• Engaged and
Competent Workforce
Priorities A, B, and C correspond to a timeframe within which work must

start.
q Priority A – start immediately
q Priority B – start within 48 hours
• Leadership and
q Priority C – start within 1 week
Organization
• Facility Availability Training
• Work Management
• Change Management bp Exploration and Production Technology provides a well-designed and
• Continuous consistent training program for planning and scheduling. The benefit of
Improvement this training creates a seamless process from a federal perspective.
Sharing of best practices within a common process, material stockholding
networks, and maintenance resource coordination are a few economies of
scale derived from training on the same core process. It is imperative that
personnel executing planning and scheduling be trained in the process to
achieve the maximum benefit provided. Training content covers these
major categories in both lecture and practice sessions over three day
duration:
q Introduction/Overview of Maintenance Planning and
Scheduling
q bp Common Maintenance Strategy
q Planner and Scheduler Roles and Responsibilities
q Meeting Facilitation
Planning and q Planning, Scheduling, and Execution
Scheduling q Annual Work Program
q bp Planning and Scheduling Model
q Improvement Strategies

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Tools
Two primary tools are used for planning work throughout the company.
• Increase Production q Microsoft Project – for high-level planning
and Operating q Primavera – for detailed planning (e.g. TARs)
Efficiency
Costs Separate classes are available for training on each specific software
• Improve Integrity program. The planning and scheduling training discussed above primarily
Management
• Engaged and
covers processes used to effectively plan and schedule work.
Competent Workforce
V. CMS Elements Improved by Planning and

Scheduling
Planning and Scheduling can improve all CMS Elements :
q Leadership and Organization – Effective planning and scheduling

allows for increased uptime and reduced life cycle cost.
q Facility Availability – Planning and scheduling ensures proactive
• Leadership and maintenance tasks are completed and improves the efficiency of
Organization maintenance work, which increases equipment availability and
• Work Management reliability.
• Materials Management q Work Management – A rigorous planning and scheduling effort is
• Change Management necessary for increased manpower utilization and schedule
• Continuous compliance.
Improvement
q Materials Management – Effective planning and scheduling efforts
allow for reduced inventory.
q Change Management – Planning and scheduling is a significant
step in developing a proactive culture.
q Continuous Improvement – Planning and scheduling is a
cornerstone for improved maintenance efficiency and
effectiveness.
Planning and
Scheduling

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Spare Parts Management

Efficiency
• Lower Unit Operating The management of spare part inventory is often conflicted by corporate
Costs
goals to a) keep working capital at a minimum and b) have the right part at
Management the right time for any maintenance job. Poor equipment reliability
• Engaged and aggravates the problem by depleting inventories and consuming
Competent Workforce warehouse resources with expediting material orders and delivery. Poor
planning and scheduling practices also harm the effort by not giving the
warehouse personnel proper information in sufficient time to obtain the
parts at the most cost effective methods. Given that both reliability and
planning and scheduling can be improved, it will still be incumbent upon
the team leaders of the warehouse function to be able to deliver parts when
needed.
Many new strategies have been developed to partner with suppliers on

vendor stocking, regional warehousing, consignment stocking, zone
warehouses, and many others that have replaced the traditional site
• Leadership and
warehouse that stocked most all of the production facilities needs.
Organization
• Facility Availability Maintenance and Warehousing management need to integrate processes
• Work Management and strategies to ensure both needs are met for the least cost.
• Continuous Overview
Improvement
The goal of Spare Parts Management is to provide the right component at
the right time, in the right place, and at the lowest total cost. Spare parts
management should make its contribution around the common
maintenance strategy processes rather than inside it and yet be an integral
part of the overall deliverable.
Life cycle spares analysis is the evaluation of various costs over the life
cycle of the facility from the perspective of spare parts including:
q Initial cost of spare parts
q Risk of equipment downtime costs and impact on safe
operation
q Cost of holding the spares (i.e. warehouse costs)
q Cost of repair and/or spare part replacement
Spare Parts
Management q Location of the site and the logistic constraints

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II. Objectives
q Linkage with maintenance management to meet overall
Planning and Scheduling objectives
• Increase Production q Partnering with OEM suppliers to provide parts availability at
and Operating
Efficiency lowest cost
• Lower Unit Operating q Tie into design and selection process for equipment provided
Costs by capital projects
q Site wide standardization with move towards corporate
Management
• Engaged and standardization
Competent Workforce q Inventory should be available to planners – the first call on
material requirements is added to the ‘inventory list’
q All OEM spare parts should be clearly labeled, located, and
controlled in a stores system (including centralized inventory,
satellite storage, zone stores and phantom inventory so that
storehouse personnel know what is available and where it is)
q Utilize equipment criticality ratings and reliability resources to
analyze spare parts required
q Different strategies for handling OEM and Operating Spares
• Leadership and
Organization III. Process Model
• Work Management
• Continuous
Improvement
Spare Parts
Management

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ESMP/RCM and Spare Parts Management
There is a significant opportunity to associate these two core business

processes. ESMP/RCM specifies condition monitoring techniques to
• Increase Production justify maintenance, which requires parts and tools. Condition monitoring
and Operating of equipment and the method applied specifies a certain P-F interval,
Efficiency
• Lower Unit Operating which equates to a monitoring frequency. MTBF and criticality may
Costs change the type of condition monitoring selected, which will change the
• Improve Integrity frequency of monitoring. The frequency of monitoring and the indication
Management
• Engaged and
it provides of an impending part failure can provide the necessary lead-
Competent Workforce time for just-in-time spare parts management strategies.
Current spare parts management is usually characterized by the fact they

hold a wide range of parts, from cheap consumables used in thousands per
year to critical insurance spares costing up to hundreds of thousands of
dollars, but which may never be used over the entire lifetime of the plant.
Up to 50% of inventory value may consist of spare parts which are used at
the rate of one per year or less; parts to the value of 10% to 30% of the
inventory can sit on a store’s shelves for an entire 25-year plant lifetime.
Perhaps these parts should never have been purchased, but if they were not
available when they were needed, the business could suffer severe
• Leadership and downtime consequences.
Organization
• Facility Availability The way forward requires not a new purchasing system or new
• Work Management
• Materials Management procedures, but an auditable method to ensure that inventory fully
• Change Management supports operations and maintenance. The new method is a portion of
• Continuous ESMP/RCM, which addresses spare parts and inventory services. It is
Improvement
applicable to any engineering inventory, whether fast-moving
consumables or slow-moving insurance spares. In practice the greatest
return is usually achieved by a detailed analysis of slow-moving stock.
IV. Implementation
1) Ensure that the maintenance requirements of the equipment are

clearly understood.
2) Determine the spares requirements of the plant in the context of its
operations and maintenance.
3) Ensure that the resources, procedures and systems are in place to
Spare Parts deliver the requirements determined in step 2.
Management
The reliability-centered spare parts method consists of a series of
questions covering failure modes, failure effects, stock outage, and the
correct stocking policy for each part (location and quantity).
q In what ways can the equipment fail?
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q What happens when it fails?

q Can the spares requirements be anticipated?
q What happens if no spare part is available when the failure occurs?
q Does it matter if a spare is not available?
• Increase Production q What spares must be held if we cannot anticipate the requirement?
and Operating q Where can the spares be most cost-effectively stored?
Efficiency
Costs Criticality analysis – A review of a complete inventory – consisting of
• Improve Integrity several thousand items – would be long and costly. Not all items have
Management
equal value, nor are the effects of a stock outage the same for each line. A
• Engaged and
Competent Workforce review of an existing inventory should begin with the most significant
items. These are:
q Parts where a stock outage could compromise safety or
environmental integrity.
q High value items.
q Parts where a stock outage has serious operational consequences.
Where financial consequences would be the concern, the optimum

payback is ensured by analyzing the most significant items first. The
ranking of items with financial consequences is obtained by using the cost
of each item together with the cost of a stock outage. Example:
• Leadership and
Organization
• Facility Availability Materials/Parts Stocking
• Work Management Part No. Description Unit Price Downtime Lead Time Financial
• Materials Management ($) Cost ($/HR) (Weeks) Ranking ($)*
• Change Management CPC-15443 Pump Motor 15,000 2,000 12 4,047,000
• Continuous
Improvement
COA-00112 Cooler Assy 35,200 550 4 404,800
GEA-12100 Gearbox 3,125 300 4 204,725
CCA-00013 Catalyst Pkg. 20,000 100 2 53,600
* Financial Ranking includes potential loss of revenue (lead time
times downtime cost) plus unit cost.
The CMS process requires that Planning is used to provide parts for
scheduled overhaul or replacement. One of the most significant changes
brought about by Reliability Analysis is a move away from the planned
preventive replacements towards condition-based maintenance tasks.
Condition Monitoring involves checking the condition of a component and

overhauling or replacing it only if its condition is unacceptable. This
Spare Parts causes problems for procurement, since it is not known whether a part will
Management be needed until the results of monitoring are available. It is imperative
that this gap be closed in the implementation of a change in maintenance
strategy and spare parts management.
A computerized maintenance management system (CMMS) provides the

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means for more effective management and control of maintenance parts

and material inventories. Information for decisions on inventory reduction
is readily available to identify parts usage, excess inventory levels, parts
that exceeded their shelf life, and obsolete parts. An accurate bill of
• Increase Production materials (BOM) is critical for each piece of equipment in the CMMS
and Operating equipment hierarchy database.
Efficiency
Costs ESMP/RCM-based equipment maintenance strategies form the basis for
• Improve Integrity determining appropriate spare parts management decisions. Techniques
Management
and technologies to be applied begin with the following:
• Engaged and
Competent Workforce q Just-in-time manufacture and delivery
q Service level of equipment
q Economic order quantity
q ABC analysis (ranking of each part according to facility-
defined measure of importance, such as, number of picks per
year or part demand times unit cost)
q Operations research
Life cycle spares analysis evaluates data for spare parts including:
q Equipment configuration (redundant, passive, active)
q Mean Time Between Failures (MTBF) for spared equipment
• Leadership and q Useful life (i.e. shelf life) and estimated equipment life
Organization q Procurement and/or repair lead times and cost of spare part
• Facility Availability q Cost of downtime if spare part is not available
• Work Management
• Materials Management q Disposal value and Discount rate
• Change Management q Holding costs of spare, including inspection and maintenance
• Continuous
Improvement Under some circumstances, it is justifiable to hold the spare at a remote
site, even when the spare part is a long lead-time item or capital spare.
The justification can be assessed using the following three criticality
ratings, which correspond to three levels of operation:
q Criticality 1 – Equipment that must operation in order to
maintain operational capability in terms of safety, the
environment, and production.
q Criticality 2 – Equipment that have installed redundancy, of
which either the system or its installed spare must operate in
order to maintain operational capability in terms of safety, the
environment, and production.
q Criticality 3 – All other equipment and plant systems (i.e. non-
critical equipment).
Spare Parts
Management The chart below illustrates when spare parts should be held based on
customer service, operating efficiency, inventory investment, and
equipment criticality.

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and Operating
Efficiency
Costs
Management
• Engaged and
Competent Workforce
Spare parts management requires an efficient, easy to use, intuitive

information database to achieve the goals of the CMS. The below criteria
serve an important role and should be characteristic within a CMMS and
• Leadership and materials and spare parts management system:
Organization q Materials Master Catalog
• Facility Availability q Inventory Management
• Work Management
q Stock Item Inquiry
• Change Management q Stock Item Availability
• Continuous q Stock Item Availability for Schedule
Improvement q Material Request
q Reorders
q Automatic Reorders
q Reorder Information
q Qualified Vendor
q Update/Part Vendor Reference Data
q Cycle Count Schedule
q Inventory Count Verification
q Issue Material via Pick-lists
q Automatic Pick-lists
q Direct Issues
q Pick Scheduling
q Rebuilt Items (Inventory cost thereof)
Spare Parts q Adjust Deficient Quantity
Management q Spare History
q Receive Materials against PO
q Receive Materials from Regional Inventory
q Stock Usage Analysis
q Stock out Analysis
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q Materials Usage and Forecast

q Materials Quarantine, Inspection and Testing
q Materials Inspection/Testing Procedures
q Materials Management Procedures
and Operating
Efficiency Deliverables
Costs q Effective warehousing strategy in alignment with equipment
maintenance strategies
Management
• Engaged and q Optimized stocking levels
Competent Workforce q Pre-packed parts kits that are readily available for use to take
advantage of equipment downtime
q Creative arrangements with suppliers to maximize value
q Timely delivery systems
q IT integration with facilities CMMS
V. CMS Elements Improved by Spare Parts

Management
• Leadership and The CMS Elements that can be improved by Spare Parts Management are:
Organization
• Work Management q Leadership and Organization – Optimized spare parts inventory
• Materials Management decreases total operating costs.
• Change Management q Facility Availability – Having the right parts available at the right
• Continuous
Improvement
time increases equipment availability.
q Work Management – Having spare parts available when needed
improves work order schedule compliance.
q Materials Management – Effective spare parts management is the
key to reducing storehouse inventory while reducing part stock-
outs.
q Change Management – Instituting an effective spare parts
management process ensures continued facility operation with
reduced lost production as a result of part unavailability.
q Continuous Improvement – As parts are readily available,
equipment availability continues to improve.
Spare Parts
Management

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Supply Chain Management

Efficiency
• Lower Unit Operating Supply Chain Management (SCM) is a competence that is important to
Costs
any business. An estimated 75-80% of bp’s costs are with 3rd party
Management
• Engaged and
Competent Workforce
1.2 0.2
0.8 Seismic
Facilities Engr &

Construction
2.1 Drilling /
Completions
6.6
Production
Operations
Logistics
• Leadership and Other & Bus.

Organization Office Support
• Work Management
3.8
• Continuous suppliers and contractors…. SCM is very critical to bp’s success. It is
Improvement estimated that the 2003 Gross 3rd party spend controlled by Exploration
and Production will be approximately $ 14.7 Billion USD. Of this total, it
is estimated that Opex spend will be $ 3.3 Billion, with remaining Capex
spend to be $ 11.4 Billion. The chart on the left provides a breakdown of
major spend categories; Production Operations is to be an estimated $ 2.1
Billion.
bp’s overall SCM competence affects overall costs, capital efficiency,

working capital, lifting costs, and ‘Bottomline’ performance. All
personnel in bp that are involved in some way with the spending of bp’s
funds with 3rd Parties are involved in SCM, and must have SCM
competency. The SCM Functional Organization within bp works with all
of Exploration and Production to maximize the valued delivered to bp
Supply Chain from the marketplace.
Management
Four major components of SCM are shown below. Each is extremely
critical to maximizing the value delivered to bp from suppliers and
contractors.

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Demand Market Knowledge SCM Strategy Contractor

Management Performance
Management
• Quantity, • Supplier/ • Sector Analysis • KPIs &
• Increase Production Quality, Specs, Contractor Costs • Optimal Measuring
and Operating
Efficiency & Other and Margins Approach to Value
• Lower Unit Operating Requirements • Overall Supply Market (Commercial,
Costs • New vs. Demand in • Tender vs. HSE, Etc.)
Technology Market Negotiate • Alignment of
Management
• Engaged and Development • Supplier • Single Source bp’s business
Competent Workforce • Standardization Development vs. Multiple goals to those of
• Work Scope Opportunities Sources the contractor
• Synergies • Tier 2 Suppliers • Leverage Across • Cost
Across bp and Costs BU/Region/ Transparency
(Local/BU/ • Value Stream • Sector Teams
Stream) Appropriation • Complete & • Process and
• Substitutions • Power Balance Objective QPRs
and Trade Offs Selection • Dispute
• Control Criterion (HSE, Resolution
Required Quality, Value, • Performance
• Variations Etc.) Based
• Leadership and
(Highs vs. • Contracting, Relationship
Organization
• Facility Availability Lows) Commercial • RVP
• Work Management • Estimated Spend Terms,
• Materials Management Incentives
• Continuous • Exit Strategy
Improvement • bp’s
Procurement
Policies
II. Exploration and Production SCM Strategy

Delivering best value through a procurement process requires a complete
understanding and management of the supply chains in which we operate.
The Exploration and Production’s strategy, which reflects this proactive
approach to our markets, is captured by the acronym STARS. These
strategic principles have been endorsed by Exploration and Production’s
Executive Management and are to be practiced in all locations. A brief
Supply Chain explanation of STARS is shown in the adjacent graphic. To learn more
Management about STARS, contact the SCM professionals in your BU.

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S upply Chain Management

BP’s role in the supply chain understood and optimised
T ransparency
Clarity on all major cost and performance elements within the supply
and Operating
chain and their comparability with industry benchmarks
Efficiency
Costs
A ggregation
Aggregating spend to the highest level feasible and to the extent that
Management this increases value
• Engaged and
Competent Workforce R elationships
Distinctive relationships based on performance, market reality, and
technology development – access intellectual capital
S ector Strategies
Clear strategies for each sector maximising value whils t ensuring
security of supply, enabled by a deep understanding of both BP’s
demand and the characteristics of the market
III. Implementation and Processes

• Leadership and
Organization Implementation of new SCM strategies needs to be jointly done with
• Facility Availability participation from a number of organizations including BU’s, SCM, Legal,
• Work Management
etc. This ‘joint effort’ assures that all aspects of a new strategy are
• Change Management investigated in the appropriate depth and rigor to maximize value and
• Continuous reduce risk. The materiality and criticality of the work scope of the new
Improvement strategy will determine all the types of personnel that need to be included
in the multi-disciplined work team(s). bp’s Group Procurement Policy,
Financial Authority Definitions, and local Delegations of Authority
(DOA) dictate associated processes, ethics imperatives, governance, and
sanction levels that must be followed. The aim is to ensure that a
demonstrably fair and objective process is followed, and that within this
framework the outcome produced is best for the business. The process
should be clear and well understood by all concerned, and be sufficiently
robust to refute challenge. Contact your local SCM organization for
specifics regarding processes and DOAs for your BU or organization.
Further, the SCM organization can assist in determining the current
contracting status for your location for a specific material or service.
Contracts with suppliers/contractors exist for single locations, a whole
Supply Chain BU, and even across all of bp.
Management
As mentioned above, the materiality and criticality of a SCM strategy will
determine the needed make up of the work team. There are many strategic
elements as well as tools and processes that should be considered for
utilization in developing new SCM strategies, and your local SCM
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organization can assist you in working through these. Critical elements to

consider are included in the questions below.
q bp’s demand or requirements
• What are the specifics of the bp’s demand and how critical is it to
• Increase Production our business?
and Operating • Is there similar demand in other bp locations, can this be leveraged
Efficiency
• Lower Unit Operating in the market?
Costs • How can the demand be managed to reduce potential costs to bp
and supplier/contractor?
Management
• Engaged and
• Do we need any technology associated with this material or
Competent Workforce service?
q Market conditions
• What is the market conditions today for the suppliers/contractors
that provide the needed material or service? Is the market
expected to go up or down in the future?
• How many providers of this material or service are there? Can bp
help to develop other competition in the market place to improve
contestation? What is the financial health of this supply market?
• What does the value chain look like in this market, where is value
being appropriated today along this value chain?
• Can other materials or services be aggregated with the new
• Leadership and
demand to add value for bp?
Organization
• Facility Availability • What would a ‘power map’ indicate about the market today,
• Work Management future?
• Materials Management q Does bp already have a contract in place to provide this material or
• Continuous
service? If so, what locations does it cover, when does it expire, etc.?
Improvement Does bp have a Global contract to cover this material or service?
q What are the HSE requirements for using a supplier/contractor in my
location? What are the requirements for adding a supplier/contractor?
What is the HSE historical performance for a supplier/contractor?
q What is the best process for measuring and managing the performance
of a supplier or contractor? How does Contractor Performance
Management (CPM) work? How does one tie bp’s needs for improved
operations efficiency and lower costs to the supplier/contractors
performance metrics and compensation? Who should do this, what is
the ‘best practice’ today, what can be learned from other bp locations
or industry on managing contractor’s performance? What tools and
processes are already in place today?
q Can the right supplier/contractor help with the reliability of my
operations?
Supply Chain
Management
q Will the supplier own bp’s critical spares until they are needed? What
will the costs be to bp? What will the costs be to the supplier? Does
bp have access to or already own ‘like’ critical spares for my location
in other locations; are there opportunities to reduce bp’s inventory and
working capital?
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q What benchmarks exist in this area?

q What are bp’s policies regarding new sourcing strategies? How can I
learn more about bp policies?
q What should a contract include, what is the optimum term, etc?
• Increase Production q Who must sanction a new contract? What is the local process for
and Operating getting approval?
Efficiency
Costs
• Improve Integrity What is Contractor Performance Management?
Management
• Engaged and Contractor Performance Management (CPM) is a critical process for
Competent Workforce
assuring that bp achieves maximum value from suppliers and contractors.
The three key elements of CPM are process, KPIs, and resources. All
three are necessary to have a robust CPM program for contractors. CPM
design begins when bp is determining future demand for materials or
services and developing strategy, and not after a contractor is selected and
starts work. The local SCM organization will be of great assistance in
properly implementing CPM at each location.
Contractor Performance Management (CPM) is defined as:
• Leadership and
‘The process by which we gain assurance that our contractors’
Organization performance is meeting or exceeding our stated expectations and
• Facility Availability goals’.
• Work Management
CPM is one element of Supply Chain Management (SCM), which is the
• Continuous end-to-end process from strategy development/ demand and supply
Improvement analysis/ contractor evaluation and selection/ relationship management/
performance delivery. CPM focuses on the execution of strategy and the
delivery of value.
Pre-requisites that set the context for effective CPM are:

q Clear contract strategy aligned with ‘STARS’, the Exploration and
Production SCM strategy.
q Business needs and goals which are clearly understood and clearly
identified
q Robust contract that includes CPM provisions and supports
delivery
Supply Chain
Management

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Why is CPM Important to Our Business?

q CPM is a critical process that facilitates and enables the delivery of
• Increase Production value from our relationships with suppliers and contractors. This is
and Operating entirely consistent with STARS, which states that we will have
Efficiency distinctive relationships that are based upon performance, market
Costs
reality and technology development.
• Improve Integrity q Contractor performance is critical to bp performance. bp spends
Management some 70-80% of its total cost base with third parties & CPM will help
• Engaged and us realize value from this spend.
Competent Workforce
q CPM is a key enabler for achieving contractor engagement and
alignment with our business drivers and objectives. CPM helps to
ensure that contractors are involved in work and resource planning,
that we make best use of their skills and competencies, that we make
use of their energy and innovation and that they also benefit from the
relationship in an appropriate manner.
q A rigorous CPM process ensures the appropriate ownership of the
relationship occurs within bp and the contractors’ organizations.
q CPM is consistent with bp’s strong performance culture, and enables
us to extend this performance culture to our contractors.
q External benchmarking indicates that transparency of performance and
• Leadership and
Organization its rigorous management is an SCM best practice.
• Facility Availability q Contractor Performance is identified in many Exploration and
• Work Management Production centers as a potential risk area, particularly when markets
are busy and resources tight. Rigorous CPM enables bp to retain focus
• Continuous on this and mitigate the risk.
Improvement q CPM at local and regional level enables bp to effectively manage by
key global supply sectors such as well services and seismic.
q CPM can facilitate the identification of performance gaps and hence
can lead to the application of new technologies or innovation.
q Rigorous and effective CPM ensures that the performance
conversation is ongoing, objective and equitable.
An effective CPM process will include the following elements:
Element Characteristics Benefit
Value of CPM Key individuals across the • Everyone in the

Supply Chain Recognized and organization understand how organization understands
Management Understood CPM contributes to better value of CPM and where it
business performance and fits into the business process
what is needed to assure
• bp strategic mgmt of key
delivery.
business lever
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Competent Individuals having the right • Assurance of delivery.

Organization skills, knowledge and
• Increase Production • Effective management of
behavior to deliver the
and Operating third party spend
Efficiency Business Goals.
Costs
Clear Roles and Formal organizational • Clarity internally/externally
• Improve Integrity Responsibilities framework for CPM.
• Clear Accountability for
Management Individuals have a clear
• Engaged and performance
understanding of their roles
Competent Workforce
and responsibilities in the
CPM process.
Clear Strategic Clear and tangible sector • Alignment of contract goals
Goals/Targets strategy with clearly defined with business goals
success/fail criteria that align
• Clear, shared targets for bp
with the business needs.
and contractor staff
• Transparency for
management intervention
Right Contract Contract that clearly • Framework for intervention
• Leadership and
Organization articulates performance
• Definition of rights of the
• Facility Availability expectations and establishes
• Work Management the ‘rules of the game’. parties
• Change Management • Contract that supports rather
• Continuous than hinders effective
Improvement performance
Performance Clearly defined CPM process • Assurance of delivery
Management aligned with the ‘plan-do-
• Transparency for
Process learn’ approach to set targets,
periodic reporting of actual
performance and sharing of • Consistent and rigorous
best practices and superior management of
performance. performance
• Continuous improvement
through ‘plan-do-learn’
process
Measures and Clear and tangible contractor • Clear, shared targets for bp
Supply Chain Targets performance deliverables and contractor staff
Management
with clearly defined key
• Quantified delivery to
performance indicators that
align with the contract needs. business
• Key basis for performance

Page 121 of 324


conversation and
Compliance Compliance with regional • Alignment with local
and Operating
Efficiency legislative, operational and business environment
• Lower Unit Operating business policies.
Costs • Manage reputation risk
Management Effective Aligning supply and demand • Focus resources
• Engaged and Planning by better planning,
• Doing the right things first
Competent Workforce engagement of contractor
(prioritization)
and/or supply development.
Relationship Understand the appropriate • Use relationships to
Management style of relationship to drive improve performance
performance at market, sector
and contractor levels.
CPM Assessment Tool

This tool provides an organization with a framework to assess its
• Leadership and
CPM capabilities against the ‘key elements’ of CPM and identify
Organization
• Facility Availability opportunities to improve its CPM competence. The ‘traffic light’
• Work Management indicators serve as a means to score the organization being assessed
• Materials Management against the expectations. Green indicates complete or substantial
• Continuous
compliance with the expectation, red indicates gaps and areas
Improvement identified for improvement. Amber indicates that the expectation is
addressed but not formally and/or rigorously.
1. Value of CPM Recognised and Understood

The organisation has a formal SCM strategy, based on ‘STARS’ that
explicitly addresses CPM?
Key individuals across the organisation understand how CPM contributes to
better business performance and what is needed to assure delivery?
2. Competent Organization
Formal training is available and undertaken by all those identified with
responsibilities in the CPM process
Supply Chain An ongoing assessment of SCM training needs via formal appraisal process
Management exists.
Organisational SCM competence is measured against the competencies
framework and addressed in the training and development plans.
3. Clear Roles and Responsibilities
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The organisation has a formal CPM structure and statement of

responsibilities for each role
The responsibilities for these roles are clearly communicated (internally and
• Increase Production externally) to individuals involved in the CPM process and objectives are
and Operating written into personal performance contracts
Efficiency
There are written criteria for selecting CAM’s
Costs There is a process for identifying which contracts should be managed using
Management
the CPM process
• Engaged and
4. Clear Strategic Goals/Targets
Competent Workforce
There are strategic performance goals based on industry-leading
performance
These goals are subject to peer challenge
The goals have both short and medium term performance expectations
The goals address the longer-term transformation of bp position within the
respective market Sector
The contract objectives are defined and prioritized for both bp and
contractor, with potential conflicts identified and resolved
• Leadership and 5. Right Contract

Organization
Contracts specifically refer to CPM as a contract requirement
• Work Management Contracts clearly state bp’s performance expectations and establish ‘rules of
• Materials Management the game’
• Continuous Contracts support and drive achievement of performance objectives
Improvement
6. Performance Management Process
There is a clearly defined CPM process aligned with the ‘plan-do-learn’
approach
Performance reports, best practices and superior performance are shared
across the organisation locally, regionally and globally
The management process is defined for each key contract (e.g. freq. of
review, format, content, etc.)
Percentage of spend covered by formal CPM process
Green: > 60% Yellow: 20-60% Red: < 20%
There is reference to the goals, objectives and targets at performance
management reviews
Supply Chain
Management 7. Measures and Targets
There are stretch targets set based on bp or industry best-in-class
benchmarks
Targets are clearly set, in context of benchmarks, are agreed and reviewed
Page 123 of 324

on a regular basis. Performance Gaps are identified and addressed.

The targets set are subject to peer challenge
There is open and regular communication of goals, objectives and targets to
• Increase Production those who need to know
and Operating
Efficiency 8. Compliance
There is a written understanding of the local legislative requirements which
Costs
is communicated to all those involved in the CPM process
Management The requirements of host country NOCs and NGOs is written and
• Engaged and
communicated to all those involved in the CPM process
Competent Workforce
9. Effective Planning
Cost maps are produced annually for all sectors and are updated regularly
Demand forecasting is shared with the contractors
Assessment of demand and supply is carried out with contractors and
programmes adjusted as necessary
bp and the contractors work together to ensure that work is planned and
activities co-ordinated across BU’s and regions
10. Relationship Management
• Leadership and
Organization There are senior level bp ‘Tags’ identified for all major contractors
Relationship management is supported by the CPM process and fed into the
• Work Management
• Materials Management global relationship management process
• Continuous In addition to assessing the facility’s use of the CPM process, the
Improvement performance of the contractor must also be monitored. A typical
scorecard for contractor performance is shown below:
Supply Chain
Management

Page 124 of 324

and Operating
Efficiency
Costs
Management
• Engaged and
Competent Workforce
• Leadership and IV. CMS Elements Improved by Supply Chain

Organization
• Facility Availability Management
• Work Management
• Materials Management SCM supports five of the six CMS elements as shown below.
• Continuous
Improvement q Leadership and Organization - SCM can assist in setting clear
goals and objectives for suppliers/contractors and building a
relationship based on performance that directly ties to and supports
bp’s business goals (i.e. operations efficiency, lower operations
and maintenance costs, improved reliability, etc.)
q Facility Availability – Utilizing the right contractors with the right
expertise and technology is critical to ESMP/RCM and RCFA,
which will lead to improved operations efficiency and lower
maintenance costs.
q Work Management – CMMS, which is critical to planning and
scheduling work, can also aid in improving process efficiency in
procurement processes when optimally utilized.
q Materials Management – SCM is critical to materials management
processes, building relationships with suppliers/contractors to
Supply Chain
Management ‘own’ bp’s inventory until consumed, and setting up ‘virtual’
inventory to minimize inventory redundancies across locations.
Further, SCM assists in ensuring that purchased equipment and
materials are delivered on time and meet the correct technical
specifications when ordered and received.
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q Continuous Improvement – SCM is critical to driving continuous

improvement in all aspects of CMS that is touched by suppliers or
contractors. This should be founded in the initial SCM strategy
and continuous improvement is managed through ongoing
• Increase Production Contractor Performance Management.
and Operating
Efficiency
Costs
Management
• Engaged and
Competent Workforce
• Leadership and
Organization
• Work Management
• Continuous
Improvement
Supply Chain
Management

Page 126 of 324

Quality Assurance and

Precision Maintenance
and Operating
Efficiency Program
Costs
Management I. Introduction
• Engaged and
Competent Workforce
The goal of the Quality Assurance and Precision Maintenance Program is
to ensure that maintenance activities are carried out to the required
standard and specification. Higher quality maintenance work equates to
improved equipment reliability, which in turn directly affects maintenance
spending.
Overview
The Quality Assurance Program includes:

q New materials, equipment, and spare parts
• Leadership and q Repair quality
Organization q Contractor performance
• Facility Availability q Inspection and testing
• Work Management
• Change Management Definition
• Continuous
Improvement The Quality Assurance Program includes all the steps, processes, and
procedures that are used to ensure that the products and services of the
maintenance department are of sufficient quality to satisfy the operations
department requirements.
II. Objectives
One of the overall goals of the Common Maintenance Strategy is to
improve maintenance efficiency by reducing work order rework. In order
to eliminate rework, maintenance work must be completed correctly the
first time. This is the essence of the Quality Assurance Program.
Precision Maintenance New projects are extensively evaluated and designed due to the front-end
Program
loading in the Capital Value Process; however, even superb designs can be
ruined by poor quality assurance. Quality assurance needs to be used
throughout the entire project process, including:
q Design
q Procurement
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q Fabrication
q Construction
q Project Documentation
q Project Transfer
and Operating Routine corrective and condition-based maintenance must be completed
Efficiency
with quality as the basis. Without a quality repair, it is very likely that the
Costs same piece of equipment will return with the same problem. Quality
• Improve Integrity repairs ensure that the equipment is returned to service and performs per
Management
its original design. Some examples of a quality repair include:
• Engaged and
Competent Workforce q Mandatory balancing of all rotors
q Maximum vibration limits on overhauled equipment
q Leak check on overhauled reciprocating compressor valves
High quality repairs require:

q Repair and modification specifications
q Transfer, care, custody, and control procedures
q Robust planning and scheduling to ensure the proper parts are
available
Storehouse control requires extensive quality control, from requisition, to

• Leadership and storage, to issue and return. Procedures are needed to ensure that all parts
Organization are of the proper specification to ensure quality repairs are made.
• Facility Availability q Acceptance criteria and rejection procedure
• Work Management
• Materials Management q Management of Change process when Original Equipment
• Change Management Manufacturer (OEM) parts are unavailable (i.e. substitute part)
• Continuous q Storing criteria (i.e. humidity, temperature, lubrication, original
Improvement packaging, orientation, etc.)
q Bill of materials accuracy
q Quantity assurance and re-stocking setpoint
q Part return policy
Storehouse quality is significantly enhanced by effective preferred

provider relationships. These include approved suppliers and approved
contractors. Enhancing these relationships to partnerships allows
significant quality improvements in materials, personnel, and repairs.
Periodic shop visits for quality assurance and mandatory failure reports on
repaired equipment and components also improve the quality of vendor
work and supplied materials.
Precision Maintenance The primary purpose of mechanical inspection is quality control. Ensure
Program the following programs are part of the inspection department:
q Welding assurance (procedure, qualification, certification,
acceptance)
q Non-Destructive Testing (NDT) techniques
q Positive Material Identification (PMI)
Page 128 of 324

All the different aspects of a quality control program share a common

objective: to ensure work is done correctly. Correct parts and correct
repairs help ensure equipment reliability.
and Operating
Efficiency
• Lower Unit Operating III. Process Model (Work Flow Diagram)
Costs
Management
• Engaged and
Competent Workforce
Quality Assurance
Quality Control
Projects Maintenance Contractors Topical
Design Maintenance Contractor Welding

Stage QA/QC QA/QC QA/QC
Procurement Transfer, Care, Approved Positive

• Leadership and
Organization
Stage Custody, and Manufacturers Materials
• Facility Availability Control Identification
• Work Management
• Continuous Fabrication Repairs, QA/QC Plan Non-Destructive
Improvement Stage Alterations, and and Hold List Testing
Modifications
Construction Requisition Fabrication Approved

Stage Procedures and Installation Contractors
Projects Stores/ Approved

Documentation Warehouse Vendors
Procedures
Project Transfer Materials Issue

and Return
Program

Page 129 of 324

IV. Implementation
Analyze
and Operating A Quality Assurance Program is a necessity in order to stay on the
Efficiency continuous improvement path. New construction and repairing old
Costs
construction must be done in a way to minimize future failures.
• Improve Integrity Optimally, the root cause of the failure will be addressed during the repair
Management process, and the failure will never occur again for that piece of equipment.
• Engaged and
Competent Workforce
Design
The Quality Assurance Program has multiple components, each of which

can be incorporated into existing processes and mindsets. The Capital
Value Process does an excellent job front-end loading a project or
turnaround to ensure that the correct item is requested. Continuing to
require high quality in the construction execute phase will ensure that the
correct item is built.
An extremely valuable source of information regarding specifications for

• Leadership and
new construction is located in the bp Engineering Technical Practices
Organization (ETPs). The ETP Library is a web-based document management system
• Facility Availability designed to store the newly developed ETP documents. Included with
• Work Management these new practices are legacy specifications and practices (heritage bp
RPSEs, Amoco ACES, and Arco ES documents). The web-based
• Continuous application allows the user to search for, view, and download these
Improvement documents.
Another web-based system that has valuable information about quality

assurance is the Shared Learning System. Shared learnings can be reached
via a link in the ETP Library. The user has the ability to search for
relevant topics and can enter new learnings and comments as necessary.
Integrating quality in the defect elimination process ensures that the

correct root cause of the problem is discovered and properly mitigated or
eliminated.
Integrating quality in the storehouse ensures the proper parts are ordered,
received, and delivered to the field for use. It also ensures the parts are
kept in good condition.
Program
Develop
Develop a plan to incorporate quality into everyday activities in the

maintenance department. High quality atmosphere leads to high quality
Page 130 of 324

repairs. People understand the value of quality training, materials, and

processes. People want to do a good job. Make every effort to make this
possible and their appreciation will show in quality work.
• Increase Production Implement

and Operating
Efficiency
• Lower Unit Operating Implement quality assurance into all processes in the facility. In addition
Costs to the other Common Maintenance Strategy processes, quality assurance
• Improve Integrity programs that can help improve maintenance performance are briefly
Management
• Engaged and
described below.
Competent Workforce
Laser Alignment
Shaft alignment programs help ensure the on-line vibration of the

driving and driven pieces of equipment will be minimized. Thermal
growth and soft-foot problems should be addressed as part of the
alignment program. Reverse-dial indicator alignment is usually the
minimum acceptable alignment method for industry today. Laser
alignment is the current state-of-the-art alignment technique.
Balancing
• Leadership and
Organization Rotor balancing has a significant impact on machinery vibration and
• Work Management
bearing loads. Computerized dynamic balancers can be used to
• Materials Management simplify and perfect the balancing of rotating assemblies. Precision
• Change Management balancing of rotors results in improved equipment reliability and
• Continuous extended useful life.
Improvement
Welding Program
A complete welding program should include:

q Welding Procedure Specifications (WPS) – the recipe for
the welding operation, which specifies process, materials,
geometry, and position.
q Welding Procedure Qualification Record (WPQR) –
certification for the welding procedure above.
q Welder Performance Qualification (WPQ) – certification
for individual welders on a specific welding procedure.
Quality Assurance and Non-Destructive Testing

Program
An all-encompassing term describing inspection techniques that do not
affect the integrity or future usefulness of the equipment. Techniques
that should be included in a NDT arsenal include:
q Visual inspection
q Ultrasonic thickness
Page 131 of 324

q Liquid penetrant
q Wet Fluorescent Magnetic Testing
q Magnetic particle testing
q X-ray inspection
• Increase Production q Radiographic inspection
and Operating q Shear wave inspection
Efficiency
q Hydrostatic pressure testing
Costs q Hardness tester
• Improve Integrity q Eddy current inspection
Management
• Engaged and
Competent Workforce Positive Material Identification
Different materials are specified to handle process conditions in order

to maintain mechanical integrity of the system. A Positive Material
Identification (PMI) program should be implemented to ensure the
proper materials are used. The PMI program includes checking raw
materials, field piping and vessels, and weld metals. This program is
an important part of Process Safety Integrity Management (PSIM).
Evaluate
• Leadership and The primary output from a quality assurance program is to ensure that
Organization maintenance tasks are done correctly. Several analysis tools and processes
• Work Management
exist to help ensure high quality performance. High quality maintenance
• Materials Management practices help ensure increasing equipment reliability, which ensures
• Change Management continued facility improvement. Key performance indicators (KPIs) on
• Continuous maintenance rework should be decreasing while equipment reliability is
Improvement
increasing.
V. CMS Elements Improved by Quality

Assurance and Precision Maintenance Program
The CMS Elements that can be improved by the Quality Assurance and
Precision Maintenance Program are:
q Leadership and Organization – A quality-oriented workforce

directly affects customer satisfaction and bottom-line results.
Quality Assurance and q Facility Availability – Quality repairs mean better equipment
Precision Maintenance reliability. Precision maintenance equates to long run times.
Program
q Work Management – High quality maintenance activities helps
eliminate rework.
q Materials Management – An effective quality assurance program
ensures the right parts are available for effective repairs.

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q Change Management – Developing a quality mindset is a giant

step towards optimized asset ownership.
q Continuous Improvement – Integrating quality into all
maintenance activities ensures continued improvements in
• Increase Production equipment reliability and availability.
and Operating
Efficiency
Costs
Management
• Engaged and
Competent Workforce
• Leadership and
Organization
• Work Management
• Continuous
Improvement

Program

Page 133 of 324

Risk Based Inspection (RBI)

and Operating
Efficiency I. Introduction
Costs
The objective of the Risk Based Inspection (RBI) program is to
Management incorporate equipment risk into the management of equipment inspection.
• Engaged and RBI is used to plan inspections so that the right equipment is inspected at
Competent Workforce the right time, using the right inspection tool, and for the right reasons.
“The ultimate goal of RBI is to develop a cost-effective inspection
program that provides assurance of acceptable mechanical integrity and
equipment reliability.” (www.corrosion-doctors.org)
Overview
Operating facilities have increased demands for improved performance,

better use of resources, and cost reduction. Inspection planning for
process equipment now requires more sophistication as facilities age,
while simultaneously boosting uptime requirements.
• Leadership and
Organization
• Facility Availability Process Safety Integrity Management and regulatory agencies enforce the
• Work Management periodic inspection of facility piping and equipment. The regulations
• Materials Management allow for sound engineering practices to be used to establish the inspection
• Continuous
and testing techniques used and the frequency of these inspections and
Improvement tests. The sound engineering practices include risk evaluation of the
equipment to help set the inspection types and intervals.
Risk is defined as the likelihood and consequence of a failure. High

probabilities of catastrophic consequences obviously have the highest risk
factor. High probabilities of negligible consequences and extremely low
probabilities of catastrophic consequences have a lower associated risk.
Finally, a low likelihood of negligible consequence has the least risk. A
graphical matrix (likelihood x consequence) is the most common method
of distinguishing between high and low risk items. Decision tree models
also exist to quantify an item as high, medium, or low risk.
Low risk items allow for less frequent and less extensive inspections;
whereas, high risk items demand more frequent and more inclusive
Risk Based
Inspection (RBI)
inspections. Typically, RBI analysis results in reduced total inspection
requirements because the inspection effort is directed at equipment with
the highest risk and the inspection techniques are focused on the factors
that contribute to equipment risk. Mechanical integrity and equipment

Page 134 of 324

reliability are still assured by these inspections, but at less cost to the
facility.
Risk is influenced by numerous factors, and inspection will not solve all
• Increase Production risk reduction needs; however, inspection can be used to reduce the
and Operating likelihood of equipment failure by providing early warning of the onset of
Efficiency
failure and the rate of deterioration. Function testing programs can
Costs influence the severity of the consequences of failure by ensuring that
• Improve Integrity safeguards and mitigation systems are functioning as intended.
Management
• Engaged and
Competent Workforce Reliability analysis (ESMP/RCM) studies can be used to determine
equipment criticality and evaluate the risk of failure. Risk ranking
techniques can be used to categorize the equipment into high, medium,
and low risk groups. These groups can then be used to help develop an
optimized inspection program. The high risk group gets more frequent
and more extensive inspections and the low risk group can extend its
inspection intervals to the maximum allowed by governing agencies.
RBI provides an inspection strategy with the following components:

q Quantitative ranking of equipment
q Recommended inspection intervals
• Leadership and q Recommended inspection methods
Organization q Estimated risk reduction
• Work Management
• Materials Management Inspection is used to reduce the risk of the equipment; therefore, the more
• Change Management inspection that is done, the greater the potential risk reduction. Excessive
• Continuous inspection has two drawbacks:
Improvement q Due to the law of diminishing returns, there is a point at which
more inspections will not reduce the risk any further.
q More inspection leads to higher inspection costs and possibly
extended equipment downtimes, which affects equipment
availability.
RBI is a process that helps establish the optimum balance between risk
reduction and inspection effort/cost. A comprehensive RBI program
ensures mechanical integrity, improves equipment availability, and
reduces inspection costs without increasing the risk assumed by the
facility.
Definition
Risk Based
Inspection (RBI) Risk Based Inspection is a quantitative process used to understand
equipment failure risk that results in a prioritized strategy for equipment
inspection with quantifiable risk reduction benefits. RBI uses risk analysis
to optimize inspection programs primarily for fixed equipment and piping.
Low risk equipment can be inspected less frequently with less extensive
Page 135 of 324

inspection techniques. Higher risk equipment must be inspected more

thoroughly and more frequently due to the increased risk associated with
equipment failure.
and Operating
Efficiency II. Objectives
Costs The primary objective of the RBI program is to develop an optimized
inspection program. An optimized program would have minimum cost
Management
• Engaged and associated with the inspections, while still providing acceptable assurance
Competent Workforce of the mechanical integrity of the equipment.
The RBI program should return excellent integrity management results.

Equipment deficiencies are identified and addressed during periodic
inspection activities.
RBI does not replace the need for periodic Process Hazards Analysis
(PHA), Management of Change, or other processes included in the gHSEr
and PSIM initiatives. RBI complements these activities by focusing on
mechanical integrity related failures and mitigation through equipment
inspection.
• Leadership and
Organization Results from an RBI analysis can be used to supplement a reliability
• Work Management analysis (ESMP/RCM) study. RBI results document likelihood and
• Materials Management consequence of equipment failure (i.e. risk) and inspection findings.
• Change Management These findings can be used to justify a change to the equipment criticality
• Continuous or to details within its proactive maintenance program.
Improvement
The advantages returned by RBI include:

q Focused inspection attention on the areas that need it the most,
ensuring that potential problems are highlighted quicker and
remedial and preventive measures become more apparent.
q Employees become more aware of the plant operation and are best
able to identify and assess the risks involved.
q Likely that fewer internal visual inspections will be necessary,
which has a major impact on the operation and safety of the plant.
q A reduction of overall inspection costs.
q A reduction of overall maintenance costs.
q A reduction of overall plant shutdown times.
q A reduction of the number of shutdowns required.
Risk Based q An auditable trail of the inspection decision making processes.
Inspection (RBI)
Potential additional investments required due to an RBI program:

q Significant personnel cost due to creation of a multi-discipline
team during the Integrity Review.
q May result in an increase in inspection frequency.
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q Involves a more complex decision making process to determine the

inspection methods and frequencies.
q Requires a constant update to the record keeping process (usually a
database) and the CMMS.
• Increase Production q Requires an audit and review process to be built into the ongoing
and Operating site management process.
Efficiency
q Requires the team to re-assess the RBI decisions following
Costs examination of the results.
Management
• Engaged and
Competent Workforce III. Process Model (Work Flow Diagram)
• Leadership and
Organization
• Work Management
• Continuous
Improvement
Risk Based The process flow for the Risk Based Inspection Program is a four-step
Inspection (RBI) continuous improvement cycle.
q Assessment of Risk for each piece of equipment by evaluating the
likelihood and consequence of equipment failures.

Page 137 of 324

q Inspection Program to select the most appropriate inspection tasks

and frequencies with respect to cost and risk (non-intrusive
inspection techniques will be maximized).
q Optimize the Inspection Program with respect to aligning
• Increase Production frequency, location, and inspection techniques.
and Operating q Inspection Assessment and Decision Process reviews the results of
Efficiency
inspections, which improves the knowledge of an item’s condition
Costs and provides information for planning the next inspection or
• Improve Integrity deciding on repair, replace, or modification actions.
Management
• Engaged and
Competent Workforce Determine what equipment to inspect, what techniques to use, and at what
frequencies. Evaluate the level of risk reduction compared to the cost of
the inspection activities to determine if the program has been optimized.
Make changes as necessary to further improve equipment reliability,
reduce facility risk, and lower inspection program costs.
IV. Implementation
Use reliability analysis techniques (ESMP/RCM) to determine equipment
criticalities. Use risk analysis to evaluate the likelihood and consequence
• Leadership and of equipment failures. Typically, RBI focuses on fixed equipment (tanks,
Organization vessels, and piping). PHA results may assist in the risk evaluation of the
• Work Management equipment. Personnel to include in the risk analysis (Integrity Review)
• Materials Management are:
• Change Management q safety and environmental representative
• Continuous q materials and corrosion engineer
Improvement
q process operations engineer
q maintenance or reliability engineer
q integrity/inspection specialist or team leader
q mechanical technical authority for the facility
Among the items to consider when evaluating equipment in the RBI

program are:
q Current and future regulations
q Design specifications (materials of construction, design pressure
and temperature)
q Operating parameters
q Process materials (i.e. the fluid being contained)
q Anticipated and historical deterioration rates
Risk Based q Effectiveness of previous inspection techniques to detect
Inspection (RBI)
deterioration mechanisms
q Vibration induced fatigue on piping systems
q Requirements in gHSEr and PSIM

Page 138 of 324

Decision trees can be used to help differentiate between high, medium,

and low likelihood and consequences of equipment failures. The
consequence decision tree takes into account process conditions (process
fluid, pressure, and temperature), the size of the vessel or piping, and
• Increase Production repair cost. The probability decision tree accounts for materials of
and Operating construction, wall thickness, and operating temperature.
Efficiency
Costs RBI has been used in industry for over ten years to safely justify
• Improve Integrity inspection techniques and intervals. Internal and external consultants can
Management
provide valuable guidance in the development of the program. Consult
• Engaged and
Competent Workforce with internal subject matter experts regarding the optimum approach for
each facility. Consider using existing personnel, bringing in experts
within the company, or using external consultants to assist in program
development.
Use planning and scheduling capabilities within the CMMS or another

database to track for each piece of equipment in the RBI program:
q Inspection techniques used
q Inspection frequency with next scheduled date
q Inspection findings
q Corrective actions taken to address deficiencies found
• Leadership and q Recommendations for modifications to the piece of equipment or
Organization the inspection program to further improve mechanical integrity
• Work Management
• Materials Management Implement recommendations made to improve the RBI program.
• Change Management Periodically review the inspection intervals selected and determine if
• Continuous changes are needed to assure mechanical integrity of the equipment.
Improvement Modify intervals and techniques as necessary to address changes in
equipment risk. Include these changes in the Management of Change
program. Modify intervals based on changes to deterioration rates
detected by inspection.
Track the performance of the RBI program with KPIs around incidents
(i.e. loss of containment, high potential situations, etc.) on equipment in
the program.
More information can be found on website

http://technical_practices.bpweb.bp.com/rpse/Subind32.htm
Risk Based V. CMS Elements Improved by Risk Based

Inspection (RBI)
Inspection (RBI)
The CMS Elements that can be improved by the Risk Based Inspection
Program are:
Page 139 of 324

q Leadership and Organization – A comprehensive RBI program

ensures mechanical integrity, improves equipment availability, and
reduces inspection costs without increasing the risk assumed by the
• Increase Production facility.
and Operating q Facility Availability – The RBI program allows for decreased
Efficiency
inspection frequencies on certain equipment, which reduces
Costs equipment downtime and increases equipment availability.
• Improve Integrity q Work Management – RBI analysis generates an inspection
Management
program that takes advantage of good engineering design and
• Engaged and
Competent Workforce improved inspection techniques.
q Change Management – RBI is a current best practice in industry
for the development of optimized inspection programs.
q Continuous Improvement – RBI justifies optimum inspection
intervals and techniques, which improves equipment availability
and integrity management performance.
• Leadership and
Organization
• Work Management
• Continuous
Improvement
Risk Based
Inspection (RBI)

Page 140 of 324

Generic Equipment
Maintenance Strategies
and Operating
Efficiency
Costs
I. Introduction
Management Equipment used in exploration and production facilities is very similar
• Engaged and throughout the world. Oftentimes, generic equipment maintenance
Competent Workforce
strategies are created to address the maintenance of this equipment. These
strategies reduce the amount of reliability analysis required on each piece
of equipment and establish a common maintenance practice to be used for
every similar piece of equipment. The strategies are usually based on
supplier recommendations, industry best practices, and reliability analysis.
Overview
Generic equipment maintenance strategies are most effective for

equipment with the following characteristics:
q Very similar in design regardless of manufacturer
• Leadership and
Organization q Have comparable failure modes
• Facility Availability q Not directly in contact with the process
• Work Management q Has regulatory agency requirements
q Quality historical maintenance, reliability, and failure data exist
• Continuous
Improvement By far, the majority of these generic equipment maintenance strategies are
for electrical equipment, including:
q Electric motors
q Motor switchgear
q Power distribution equipment
q Electrical enclosures
Electrical systems are subject to deterioration from overheating, corrosion,

dirt accumulation, water ingress, and physical mistreatment. Electrical
systems also perform well in seemingly adverse conditions, leading to a
false sense of security. If condition-based monitoring is not in place,
electrical system failures often occur with no warning. Lack of
maintenance intervention can easily downgrade the integrity of electrical
Generic Equipment
systems to be non-compliant with the hazardous area classification
Maintenance Strategies requirements.
Electrical systems do not share the same status as the rest of the process
equipment:
q Knowledge of the unique requirements is not widespread.
Page 141 of 324

q Practices utilized tend to vary widely from asset to asset; electrical

equipment is sometimes neglected and other times over
maintained.
q Governmental regulations for mandated surveillance and testing
• Increase Production are becoming increasing stringent but also vary widely dependent
and Operating on the location.
Efficiency
q Original equipment manufacturers recommend more than an
Costs optimized amount of electrical maintenance.
• Improve Integrity q Maintenance of electrical systems is complicated because taking
Management
these systems out of service can have a significant impact on
• Engaged and
Competent Workforce operations.
Other types of equipment that may benefit from generic equipment

maintenance strategies include:
q Fin fan air coolers
q Relief valves (pressure safety valves)
q HVAC (Heating, Ventilation, and Air Conditioning) systems
q Mechanical handling equipment (cranes, fixed and portable lifting
equipment)
Sometimes, maintenance on certain types of equipment can vary widely

• Leadership and between different facilities even though the equipment is very similar in
Organization nature. The various different maintenance strategies used throughout the
• Facility Availability company represent a prime opportunity for the use of the CMS Process of
• Work Management
• Materials Management Knowledge Management. Review all practices and develop a best
• Change Management practice to be used throughout the company.
• Continuous
Improvement
Definition
Generic equipment maintenance strategies are general proactive

maintenance practices that are applied to specific types of equipment
regardless of criticality or service. The equipment is highly suitable for
this programmatic approach due to:
q Equipment physical location
q Known industry best practices
q Mandatory regulations
q Similar failure modes
II. Objectives
Generic Equipment
In order to establish effective generic maintenance plans for each facility,
review the following considerations:
q List of equipment that would benefit from standard maintenance
plans
q Existing maintenance plans
Page 142 of 324

q Site-specific reliability history

q Mandatory regulations
q Indicators to track equipment performance
• Increase Production BU/PU leadership must support generic equipment maintenance plans.
and Operating
Efficiency
As with all proactive maintenance systems, the expected outcomes from
Costs an effective generic equipment maintenance strategy are:
• Improve Integrity q Shift to proactive maintenance mindset
Management
q Early detection or removal of equipment failures, which reduces
• Engaged and
Competent Workforce reactive maintenance
q Integrity management and safety compliance improve
q Equipment reliability improves
q Standardized maintenance plans improve technician efficiency and
spare parts management
III. Process Model
• Leadership and
Organization
• Work Management
• Continuous
Improvement
Generic Equipment IV. Implementation

Generic equipment maintenance strategies are directly related to the CMS
Process of Equipment Specific Maintenance Plan/Reliability Centered
Maintenance (ESMP/RCM). Reliability analysis forms the basis for the
generic plans such that they perform valuable proactive maintenance tasks.
Page 143 of 324

Once leadership has agreed to support these generic plans, development

and implementation of the plans can commence. Many generic
maintenance plans already exist at each facility. A review of all of these
• Increase Production plans would help generate a common ‘best practice’ maintenance strategy
and Operating for each equipment type that could be used at all sites. Periodic review of
Efficiency
each generic practice is advisable to maintain these as living documents.
Costs
• Improve Integrity Following is a list and brief discussion of several types of generic
Management
equipment maintenance strategies that already exist.
• Engaged and
Competent Workforce
Maintenance of Hazardous Area Electrical Equipment
History shows that electrical system failures are a significant

cause of production losses and high equipment repair costs.
The aim of the Maintenance of Hazardous Area Electrical
Equipment is to allow the vast majority of electrical system
failures to be predicted and managed to minimize impact on
operational performance. Safety and environmental
stewardship will also improve as defects are eliminated.
• Leadership and This generic maintenance strategy focuses on several common

Organization causes of electrical equipment and enclosure failure:
• Facility Availability q Corrosion
• Work Management
• Materials Management q Dirt accumulation
• Change Management q Water ingress
• Continuous q Physical damage
Improvement
Visual inspection and reporting of abnormalities is extensively

used to monitor the condition of the electrical equipment and
enclosures. Defect elimination teams are used as necessary to
determine and address the root causes for these failures. The
primary intent of this strategy is to raise the awareness of the
operators/technicians regarding maintenance of electrical
equipment and enclosures. These items are to be routinely
inspected during their normal duties.
High and Low Voltage Power Distribution Maintenance Strategy
A proactive maintenance plan is needed for oil-filled and dry

Generic Equipment transformers. This equipment is critical to the operation of the
Maintenance Strategies electrical equipment in the facility. Normally, transformers are
very reliable, but they can not be considered as “fail safe”.
Correct operation of these transformers can also help prevent
fires in the event of overload. Since maintenance on electrical
power distribution transformers must usually be completed
Page 144 of 324

when the transformer is out of service, effective planing and

scheduling of these activities is critical.
High and Low Voltage Switchgear Maintenance Strategy

and Operating Switchgear for electrical motors is normally very reliable, but
Efficiency
can not be considered “fail safe”. Switchgear includes the
Costs motor starter, circuit breaker, and electrical relays. Often, the
• Improve Integrity switchgear is the last line of protection for the process
Management
equipment because it helps prevent excessive damage due to
• Engaged and
Competent Workforce other faults. The proactive maintenance strategy for this
equipment falls into two categories:
q Condition monitoring
q Function testing
Switchgear faults discovered using the condition monitoring
and function testing activities help prevent other costly
unplanned equipment failures.
Some of the specific tasks recommended for switchgear

include:
q Insulation Survey – used to monitor the condition of the
• Leadership and insulation. Partial discharge analysis can be detected using
Organization ultrasonics and partial discharge detectors. Megger testing
• Facility Availability can also be effective in detecting insulation breakdown.
• Work Management
• Materials Management q Infrared Thermography – used to monitor switchgear
• Change Management temperatures. High temperatures can be an indication of
• Continuous loose connections or other operational problems.
Improvement q Circuit Breaker Trip Timing – used to ensure the correct
operation of the circuit breaker. If the circuit breaker fails
to trip or trips too slowly, the motor and switchgear could
be damaged in an overload situation.
q Protection Relay Testing – used to ensure the proper
operation of the relay. These electrical distribution safety
devices operate very infrequently and are very reliable, but
it is considered prudent to periodically test these relays.
q Vacuum Bottle Test – used to verify operation of the
switches and contacts.
High and Low Voltage Motors Maintenance Strategy
Generic Equipment Electric motors are the workhorses of most production

Maintenance Strategies facilities. Usually very reliable, motors still have the problems
associated with rotating equipment (i.e. vibration and
lubrication-related failures). Due to the wide selection of
options for electric motors, facilities usually develop a few

Page 145 of 324

motor specifications to be used throughout the plant. These

motor specifications assist in spare parts management.
Motor maintenance can be cost-prohibitive on smaller motors,

• Increase Production so a motor repair size limit is established (usually based on
and Operating horsepower). Motors under the limit will not be repaired, but
Efficiency
replaced when they fail. Motors above the limit will be
Costs repaired upon failure.
Management
Some condition monitoring techniques that are recommended
• Engaged and
Competent Workforce for motors that can be incorporated into a generic maintenance
strategy are:
q Vibration Analysis – used to monitor the condition of the
bearings and motor foundation. High vibrations indicate
balance, alignment, or bearing problems.
q Infrared Thermography – used to detect high temperatures
on motor bearings or the motor case.
q Lubrication Inspection – used to monitor the availability of
clean lube oil to the motor bearings. Lube oil can be
supplied by oil mist, grease, wet sump, or a circulating oil
system. Some motor bearings are sealed, which do not
• Leadership and require additional lubrication.
Organization q Motor Current Analysis – used to monitor the performance
• Facility Availability of the motor and detect rotor and bearing breakdown.
• Work Management
• Materials Management q Winding Temperature Monitoring – used to monitor the
• Change Management condition of the motor windings.
• Continuous q Insulation Test – used to monitor the condition of the
Improvement insulation. Megger, dielectric absorption ratio, and
polarization index tests are common.
Grounding (Earthing) Maintenance Strategy
Grounding systems are protective systems with two objectives:

q Send electric current to ground under normal and fault
conditions without affecting the equipment or continuous
power supply
q Protect personnel from electric shock
Generic equipment maintenance strategies for grounding

systems include visual observation and resistance testing.
Generic Equipment
Maintenance Strategies UPS and Battery Maintenance Strategy
Uninterruptible Power Supply (UPS) and battery backup

systems are used to ensure some electric equipment can be

Page 146 of 324

temporarily operated in the event of a power failure. Proactive

maintenance strategies for these systems involve:
q Battery Capacity Test – used to verify the capacity of the
battery cells. Undersized systems will not provide the
• Increase Production protection needed.
and Operating q Battery Charger System Test – used to verify proper
Efficiency
operation of the charging system. Improperly operating
Costs systems can lead to inadequately charged systems or cause
• Improve Integrity unnecessary overheating of batteries, which decreases their
Management
performance, can shorten their life, and can increase
• Engaged and
Competent Workforce corrosion.
Low Voltage Lighting Maintenance Strategy
Lighting circuits have frequent problems with water ingress

and ground faults. Lighting circuits will be tested periodically
against a set standard. If the circuit falls below the standard or
indicates a ground fault, the circuit will be isolated and the
components individually inspected and tested to locate the
deterioration of the circuit. Insulation resistance tests are also
recommended to monitor the condition of the wiring insulation.
• Leadership and
Organization Some components in lighting circuits require time-based
• Facility Availability replacement (preventive maintenance). Electrical bulbs have a
• Work Management
• Materials Management random failure mode, so there is no condition monitoring task
• Change Management that can effectively predict a failure. Bulbs can be checked and
• Continuous replaced when they fail. Critical bulbs can be proactively
Improvement replaced. Some lamps can be proactively replaced in order to
protect the ballast, which can fail if it tries to light a failed
lamp. Periodic replacement is not recommended for all bulbs
and is a simple way to reduce material costs.
Some lighting circuits have battery backups for emergency

lighting. These battery systems should be checked per the
battery maintenance plan above.
Low Voltage Electric Heat Tracing Maintenance Strategy
Electric heat tracing is an effective method for precise process

temperature control. Process temperature indicators should be
Generic Equipment used to monitor heat tracing and thermostat performance.
Maintenance Strategies Decreasing process temperatures indicate a problem with the
tracing system.
Electric tracing circuits will be tested periodically against a set

standard. If the electrical integrity of the circuit falls below the
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standard or indicates a ground fault, the circuit will be isolated

and the components individually inspected and tested to locate
the deterioration of the circuit. Insulation resistance tests are
also recommended to monitor the condition of the wiring
• Increase Production insulation.
and Operating
Efficiency
• Lower Unit Operating Relief Valves (Pressure Safety Valves) Maintenance Strategy
Costs
• Improve Integrity Relief valves are protective devices that are usually covered by
Management
agency regulations. Some important facets of a maintenance
• Engaged and
Competent Workforce plan for relief valves include:
q Periodic testing – to ensure it will function when needed.
q Proper handling – very important because improper storage
can affect the valve’s performance and set pressure.
q Proper identification – to ensure the correct valve is
installed in the proper location, proper set pressure, and last
test date is within regulations.
q Engineering documentation – to show sizing calculations
and the case (i.e. upset condition, such as external fire or
blocked in pump discharge) the valve was sized for. Be
sure relief valves and the relief system are reviewed for
• Leadership and facility modifications.
Organization
• Facility Availability Fin Fan Air Coolers Maintenance Strategy
• Work Management
• Change Management Air coolers are used in multiple different applications, but have
• Continuous many common failure modes, such as: external dirt
Improvement accumulation, header box leaks, and fan problems. Leaks and
fan problems are handled by routine visual observation.
Depending on the environment, periodic external cleaning of
the tubes may be an effective addition to a proactive
maintenance plan. Eddy current and hydrostatic pressure
testing can locate leaks during equipment downtimes.
HVAC (Heating, Ventilation, and Air Conditioning) Maintenance

Strategy
Properly operating HVAC systems is critical for personnel

comfort, analyzer operation, building cleanliness, and electrical
component protection. Periodic inspection of the system
Generic Equipment performance and testing of system components should be
Maintenance Strategies included in the maintenance plan.

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Mechanical Handling Equipment Maintenance Strategy
Crane and other mechanical handling equipment availability

directly impact facility availability. Delays due to unavailability of
• Increase Production mechanical handling equipment can extend downtimes and
and Operating increase costs. Maintenance and inspection of mechanical
Efficiency
handling equipment is defined in federal document Mechanical
Costs Handling Equipment Maintenance and Inspection Strategy. The
• Improve Integrity inspection and maintenance rationale was developed using risk and
Management
reliability based processes (FMEA and RCM) and complies with
• Engaged and
Competent Workforce all applicable corporate and legislative guidelines. Typically, the
Mechanical Handling Contractor (MHC) is responsible for
executing this inspection and maintenance program. The scope
and techniques used are regularly evaluated to ensure compliance
with legislation and to take advantage of and changes in
technology or industry best practices. See the Operations Integrity
intranet site (http://aberdeen.bpweb.bp.com/ask) for more details.
The Mechanical Handling Contractor‘s performance is periodically

assessed against key performance indicators, which measure HSE
output in the form of OSHA recordables, platform crane
• Leadership and availability, planned maintenance program compliance, actual vs.
Organization budget spend, and performance against an agreed-upon people
• Facility Availability plan. The MHC is the technical expert in this field and provides
• Work Management
• Materials Management technical guidance to the BU regarding mechanical handling
• Change Management equipment.
• Continuous
Improvement Generic equipment maintenance strategies should focus on condition
monitoring activities. In order to reduce the amount of reliability analysis
required, time-based maintenance tasks are often specified in these generic
maintenance plans. As with all proactive maintenance plans, effective
planning and scheduling is essential to ensure the plans are properly
implemented.
Once the plans have been implemented, equipment reliability and

performance needs to be tracked to ensure that the maintenance program
has been optimized. After a baseline of data has been collected, certain
tasks can be conducted less frequently. Addressing the performance gaps
leads to a more complete maintenance plan.
Generic Equipment
V. CMS Elements Improved by Generic
Equipment Maintenance Strategies

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These CMS Elements are improved with Generic Equipment Maintenance

Strategies:
q Leadership and Organization – Generic equipment maintenance

• Increase Production strategies are effective methods to develop a proactive mindset in
and Operating the workforce.
Efficiency
q Facility Availability – Proactive maintenance improves equipment
Costs reliability and availability by providing early detection of
• Improve Integrity equipment failures.
Management
q Work Management – Identical maintenance plans for multiple
• Engaged and
Competent Workforce pieces of equipment improves planning and scheduling and
efficiency of the associated tasks.
q Materials Management – Generic maintenance plans reduce the
number of spare parts required for a large number of equipment.
q Change Management – Generic maintenance plans originate from
reliability studies and a proactive approach to maintenance.
q Continuous Improvement – Optimizing generic maintenance plans
improves equipment reliability and task execution efficiency for
multiple pieces of equipment.
• Leadership and
Organization
• Work Management
• Continuous
Improvement
Generic Equipment

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Campaign Maintenance
Efficiency
• Lower Unit Operating The campaign maintenance process is used to maximize efficiency and
Costs
cost effectiveness for activities that lend themselves to planning and can
Management be executed by a centralized team across the asset or multiple assets.
• Engaged and
Competent Workforce While these tasks and programs vary in skill and expertise, the opportunity
is to maximize skill sets that are more effectively executed from a
centralized team across several assets. The Centralized Campaign
Maintenance Team objective is to focus on work that can be planned and
scheduled to maximize the manpower utilization. Where possible, the
Centralized Campaign Maintenance Team will have sufficient competency
to fully deliver the Centralized Campaign Maintenance activities with
minimal support from the core facility organization.
The following define many of activities of Campaign Maintenance:

q Planned maintenance work that can be packaged into manageable
• Leadership and
blocks
Organization
• Facility Availability q Planned activities that need to be managed for cost
• Work Management q Planned activities that do not justify a dedicated presence at facility
• Materials Management q Additional resource support for planned outages of major
• Continuous
equipment
Improvement q Analysis of maintenance data to improve reliability
q Manage Maximo database
Examples of campaign maintenance include:

q External Corrosion Protection
q Condition Based Maintenance
q Fire and Gas Preventive Maintenance
q Rotating Equipment Inspections
q Vessel and Piping Inspections
q Valve Lubrication Preventive Maintenance
q Preparations for Hot and Cold Weather Conditions
q Electrical Hot Spot Surveys
q Lighting Surveys and Bulb Replacement
q Leak Detection Surveys
Campaign
Maintenance
Tasks that fall into the campaign maintenance area can be planned in
advance. In many cases contractor personnel are utilized. The campaign
approach increases the probability that asset owners will prepare

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equipment so that the tasks can be performed with high efficiency and
effectiveness.
Centralized Campaign Maintenance philosophy is based on having a core

• Increase Production team of bp and contract technicians on each facility who operate the asset
and Operating and carry out all breakdown maintenance. This team’s objective is to
Efficiency
maximize production uptime through operational excellence and defect
Costs elimination.
Management
• Engaged and
Competent Workforce II. Objectives
BUs/PUs seek opportunities to utilize campaign maintenance tactics to
lower the cost of ownership by insuring tasks are performed with a
minimum of cost and operational disruption. Campaign maintenance
supports the CMS Process of Optimized Staffing by maximizing the
utilization of skilled technicians on value-added activities.
When used in conjunction with Contract Management (part of Supply

Chain Management), campaign maintenance can be an effective method to
temporarily “staff up” for fluctuating workloads throughout the year
• Leadership and without affecting baseline company workforce.
Organization
• Work Management BUs/PUs will utilize campaign maintenance to ensure that tasks and
• Materials Management programs that lend themselves to this approach are performed as
• Change Management efficiently and effectively as possible.
• Continuous
Improvement
III. Process Model and Implementation
Campaign
Maintenance

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Campaign Maintenance Process

Flow
and Operating
Efficiency Identify Sell Develop
• Lower Unit Operating Opportunities Campaign Action
Costs To Asset Plan
Owner
Management
• Engaged and
Competent Workforce
Set Stage/ Gather Facts/ Make

Deploy Trend Adjustments
Plan Performance
Celebrate
And Share
W/Others
• Leadership and
Organization
• Work Management
Opportunities for campaign maintenance are identified:
• Change Management q During the CMS Process of Data Analysis. They show up as the
• Continuous causes of production loss and high maintenance expenses. Telltale
Improvement signs are equipment that experiences slowdowns when in a
stressed environment, such as hot or cold conditions.
q During the CMS Process of ESMP/RCM criticality analysis and
task selection.
q As part of the Continuous Improvement cycle following routine
reviews of the KPIs. Examples include:
q Direct maintenance costs
q Equipment availability
q Overtime
Many times asset owners use the “get by” approach due to budget
constraints and lack of support of these needs in the past. When this is the
case, the owner will have to be engaged to support the resumption of
Campaign campaign tasks.
Maintenance
Good deployment plans are essential. Campaign maintenance activities
should be part of the ‘single’ schedule of work per asset. Effective
planning and scheduling, including materials, competent staff, and

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cooperation of asset owners, are critical elements of success. All the bases
must be covered to achieve the expected efficiency and effectiveness.
BU/PU leadership must set the stage:

• Increase Production q Raise awareness of the importance of campaign maintenance and
and Operating how it fits into the CMS and GO Team imperatives
Efficiency
q Demonstrate commitment to utilize the campaign maintenance
Costs process to improve operational performance
• Improve Integrity q Ensure that appropriate planning is in place for deployment
Management
q Communicate the importance of efficiency and effectiveness in
• Engaged and
Competent Workforce accomplishing the tasks
q Demonstrate total buy-in to the campaign maintenance activities
while they are in progress
As the campaigns are deployed, many hidden defects are found and
addressed. Post campaign equipment performance will be improved.
These results should be tracked and recorded in the CMMS equipment
history for use in optimizing future campaigns.
Operational performance also needs to be tracked with the expectation that

slowdown losses and unexpected failures are reduced.
• Leadership and
Organization Adjust campaign maintenance plans based on the feedback above.
• Work Management
• Materials Management Celebrate success and share learning with other BUs/PUs.
• Continuous
Improvement
IV. CMS Elements Improved by Campaign
Maintenance
These CMS Elements are improved by Campaign Maintenance:

systems improve as organizations achieve success with campaign
maintenance. Assets are in better shape and people take better care
of good running equipment.
q Facility Availability—Availability and on-stream time increase as
campaign maintenance efforts allow equipment and processes to
run better with fewer slowdowns.
q Work Management—Campaign maintenance directly impacts
Campaign
operational performance and productivity. The focus on efficiency
Maintenance
and effectiveness decreases expenses.
q Materials Management – Campaign maintenance efforts focused
on the Storehouse can reduce inventory and improve accuracy of
item counts.
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q Change Management—Campaign maintenance activities focus

value on doing it right and doing it quickly. They generate
financial rewards while ensuring health, safety, and environmental
stewardship. Changes that do not meet these requirements will
• Increase Production naturally be rejected.
and Operating q Continuous Improvement—Campaign maintenance supports
Efficiency
continuous improvement by freeing up manpower for proactive
Costs tasks and lowering the cost of ownership by increasing
• Improve Integrity effectiveness.
Management
• Engaged and
Competent Workforce
• Leadership and
Organization
• Work Management
• Continuous
Improvement
Campaign
Maintenance

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Redeploy and Optimize

Staffing
and Operating
Efficiency
Costs I. Introduction
Management
Having the right people doing the right things at the right time will always
• Engaged and
Competent Workforce create winning performance and a great organization. The aim of the
CMS Process and the GO Team requires this kind of execution at the asset
level.
Optimizing organizational staffing will insure that the appropriate mix of

proactive skills and resources are available to execute the CMS Process
and GO Strategy.
As bp journeys toward the objectives, people skills requirements will be in

a state of flux. The GO Strategy and CMS Process will change how assets
are managed. The changes involve proactive activities requiring
• Leadership and competencies that may not be currently available in the existing
Organization workforce. The CMS Process changes will reduce and eliminate many of
• Facility Availability the reactive asset management activities now being performed. Planning
• Work Management
for staff optimization during the transition is a must.
• Continuous Examples of proactive CMS Process activities include:
Improvement q Planning and Scheduling
q Data Analysis
q Failure Analysis
q Defect Elimination
q Predictive Maintenance
q Precision Assembly
q Upgraded Equipment History Tracking/Trending
q Campaign Maintenance
A work force with proactive skills promotes higher morale because it has
more control of its destiny. Embedding proactive skills is an example of
“good cost” versus the “bad cost” of allowing equipment operation to fail
due to insufficient use of proactive intervention.
Redeploy and
Optimize Staffing All of the proactive processes and activities above create the opportunity
to perform more planned and scheduled work on the equipment. Planning
and scheduling is the underlying core competency for leveraging the
proactive activities into effective and efficient action on the assets. It is
essential that this core competency be staffed appropriately early.
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Data Analysis is also a core competency that needs early attention. This
skill develops the improvement agenda including what proactive activities
need deployment.
and Operating Optimized Staffing needs materialize as each BU/PU performs the CMS
Efficiency
Process of Data Analysis and ESMP/RCM analysis.
Costs
• Improve Integrity Data Analysis determines the gaps in performance and sets the stage for
Management
planning for improvement. It also drives PdM processes by ensuring that
• Engaged and
Competent Workforce condition monitoring is successfully predicting failure and creating
planned work.
The CMS Process of ESMP/RCM performs criticality analysis and task

selection on each equipment item. This process is key to establishing the
staffing and competency needs for modern reliability technologies.
Each asset’s GO journey will be different, dependent on the current

performance versus the operational performance requirements. In many
cases, skill set competencies will be deficient for execution of the
improvement action plans. The CMS Optimized Staffing Process kicks in
• Leadership and to develop plans for skill set acquisition.
Organization
• Work Management
• Materials Management II. Objectives
• Continuous
Improvement BUs/PUs will Optimize Staffing as they implement the CMS Process to
support the GO Strategy. This will require acquisition, development,
assurance, and embedding of proactive asset management competencies.
BUs/PUs will begin Optimizing Staff by first ensuring that core

competencies of Failure/Loss Data Analysis and Planning and Scheduling
are in place. These skill sets are fundamental in setting the agenda and
effectively executing CMS Process improvements to support the GO
Strategy. Indications that an existing planning and scheduling process
may be weak are low schedule compliance percentages and a low planned
to unplanned man-hour ratio.
BUs/PUs will utilize the CMS Process of ESMP/RCM for criticality

analysis and task selection to optimize proactive activity on the assets.
Redeploy and
This will determine the requirements and Optimized Staffing of modern
Optimize Staffing
reliability technologies for their assets. Gaps in workforce skill sets will
be identified as opportunities for improvement.

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BUs/PUs will take the appropriate action to insure that performance will
not be adversely impacted due to a lack of proactive skills and
competencies.
• Increase Production BUs/PUs will use skilled contractors to handle swings in workload and to
and Operating fill needs not performed by company personnel.
Efficiency
Costs BUs/PUs will continuously improve Optimized Staffing activities to
• Improve Integrity ensure that the CMS Process remains focused on the biggest opportunities
Management
for improvement within the context of achieving the GO Team vision.
• Engaged and
Competent Workforce This includes making staffing changes as failures and operational losses
decline. More planned and scheduled activities will decrease the need for
repair manpower. Precision repairs and better equipment operation will
decrease the need for condition monitoring.
BUs/PUs will take advantage of opportunities to share workforce

resources when a need arises. Examples include:
q Subject matter experts during facility start-ups
q Maintenance technicians during turnarounds
q Technical personnel for defect elimination teams
• Leadership and As the proactive maintenance regime decreases equipment failures and
Organization effective planning and scheduling improves workforce utilization,
• Facility Availability windows of opportunity will open for optimizing workforce levels.
• Work Management
• Materials Management Utilizing contractors to handle fluctuations in workload and a thorough
• Change Management training program to increase the capabilities of the workforce, facility
• Continuous leadership can determine what the ideal staffing levels should be.
Improvement Optimized staffing levels can have a significant impact on facility fixed
costs.
Expected Outcomes

q Organizational morale improves as skill sets become more
proactive
q Integrity/Safety compliance increase
Redeploy and
Optimize Staffing

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III. Process Model and Implementation
and Operating
Optimize Staffing Process Flow
Efficiency
Costs
• Improve Integrity Set Analyze Data/ Identify Develop Action
Management Stage/ Set Skill Gaps in Plans to Fill
• Engaged and Gather Competency Skills/ Gaps
Competent Workforce Data Standards Competencies
Deploy Monitor Analyze Adjust Celebrate

Action Progress Actuals Action Success
Plans Vs. Plan Plans Share w/
Others
• Leadership and
Organization Set the stage for the successful deployment of the Optimized Staffing
• Facility Availability process:
• Work Management q Raise awareness of the importance of Optimized Staffing and how
it fits into the CMS Process and the GO Strategy
• Continuous q Demonstrate commitment to utilize the Optimized Staffing process
Improvement to improve BU/PU operational performance
q Select well respected professionals for proactive skills
development paying particular attention to Data Analysis and
q Communicate the importance of maintaining high levels of
competence and continuous learning of proactive skills
Initial data gathering comes from the CMS process of Data Analysis
followed by the output of the CMS Process of ESMP/RCM. These efforts
will identify skill set and staffing gaps that must be addressed as part of
performance improvement plans.
Development of recommended action plans involve:

q Identifying the biggest opportunities for improvement
Redeploy and
Optimize Staffing q Determining the value of the opportunities in regards to the BU/PU
business plans and standards
q Identifying the proactive tasks and competencies needed to realize
the value of the opportunities
q Assessing the current competency to perform the proactive tasks
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q Developing a project plan for acquiring, developing and deploying

the skill competency requirements including a time line. Examples
of actions include:
q Technology Equipment Acquisition
• Increase Production q Peer Assists
and Operating q Outside Training
Efficiency
q Utilize Specialty Contractors
Costs
• Improve Integrity Continue the Optimized Staffing process by:
Management
q Generating monthly KPIs
• Engaged and
Competent Workforce q Gathering data on the level of competency being demonstrated.
This is especially important for PdM activities where
competency is demonstrated by predicting failures and
generating plannable precision work (refer to the CMS Process
of Data Analysis).
Continuously analyze the results versus the expectations in the skills

improvement project plans. Look for opportunities to shorten skill set
acquisition cycle time.
Ensure performance measures (KPIs) are used to make business decisions.

• Leadership and Indications to determine if manpower levels are optimized include:
Organization q Schedule Compliance
• Facility Availability q Man-Hour Backlog
• Work Management
• Materials Management q Proactive Maintenance Man-Hours Overdue
• Change Management q Corrective Maintenance Man-Hours Overdue
• Continuous q Maintenance Overtime
Improvement q Maintenance Cost
Make adjustments to action plans as appropriate to achieve the

expectations.
Spread the skill set know-how throughout the organization. Expect

everyone to learn how proactive skills are utilized to improve operational
performance.
Celebrate success and share learning with other BUs/PUs. Reward people
for proactive behaviors, such as
q Predicting failures using condition monitoring techniques
q Analyzing failures in an RCFA study
Redeploy and q Completing preventive maintenance activities per the schedule
Optimize Staffing q Identifying opportunities to improve equipment availability

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IV. CMS Elements Improved by Redeployed and

Optimized Staffing
These CMS Elements are improved by CMS Process Redeploy and
and Operating Optimize Staffing:
Efficiency
• Lower Unit Operating q Leadership and Organization—Human behaviors and management
Costs
systems are improved as organizations learn to focus on the largest
Management opportunities. Individual morale is enhanced as skill sets are
• Engaged and expanded.
Competent Workforce q Facility Availability—Availability and on-stream time increase as
Optimized Staffing efforts cause the right things to be performed at the
right time.
q Work Management—Optimized staffing (especially effective Planning
and Scheduling) ensures high personnel utilization on proactive
activities like Data Analysis and Defect Elimination. Effectively
executed planned work lowers costs and lengthens the equipment
uptime before the next repair.
q Change Management—Optimized staffing activities focus value on
implementing changes that will generate production and financial
rewards while ensuring health, safety and environmental stewardship.
• Leadership and Changes that do not meet these requirements will naturally be rejected.
Organization
• Facility Availability q Continuous Improvement—Optimized staffing is a corner stone of
• Work Management continuous improvement as periodic re-prioritization of opportunities
• Materials Management for improvement focuses effort where it will be most effective.
Properly utilized Optimized Staffing fosters a natural continuous
• Continuous
Improvement learning cycle for the organization.
Redeploy and
Optimize Staffing

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Roles, Accountabilities, and

Deliverables
and Operating
Efficiency
Costs
I. Introduction
Management Overview
• Engaged and
Competent Workforce
It is unrealistic to expect an organization to run as smoothly as a well-
oiled machine. Henry Mintzberg, who has studied what team leaders do
on the job, said it best: "...every manager must spend a considerable
amount of time responding to high-pressure disturbances. No organization
can be so well run, so standardized, that it has considered every
contingency in the uncertain environment in advance. Disturbances arise
not only because poor managers ignore situations until they reach crisis
proportions but also because good managers cannot possibly anticipate all
the consequences of the actions they take." Assigning clear CMS roles,
accountabilities, and deliverables to bp personnel will minimize the
amount of “disturbances” and ensure a smoother operation.
• Leadership and
Organization
• Facility Availability Definition
• Work Management
Authority is the right or privilege to direct employees to perform work.
• Continuous Management experts have distinguished two bases of authority:
Improvement 1) authority based on position or title
2) authority based on expertise
Leaders are more likely to succeed if they possess both types of authority.
The amount of authority depends on the position in the bp organization

structure. The higher the position in the organization, the greater the
authority. For example, team leaders have the authority to purchase
equipment – non-management employees do not have such authority.
A general rule to remember is that, unless a particular authority was

specifically delegated to an employee, it is outside the limits of their
authority.
Roles, Accountabilities,
and Deliverables With authority comes accountability. The person accountable for the
results is held responsible for the successful execution or implementation
of the tool, process, or action. The accountable person may delegate
responsibility to another person, but, in the final analysis, the accountable
person is ultimately liable for the results.
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II. Objectives
• Increase Production Within the Common Maintenance Strategy are specific core functional
and Operating
Efficiency requirements that were detailed in the Leadership and Organization
• Lower Unit Operating Element. Typically, these functional requirements translate into specific
Costs job roles. Some functions may be performed by more than one person, and
some individuals may fill several functional positions. Following is a list
Management
• Engaged and of specific positions and their associated roles, accountabilities, and
Competent Workforce deliverables.
Senior Leadership (Performance Unit Leaders (PULs), Delivery

Managers)
q Fully endorse and ensure utilization of the bp Common

Maintenance Strategy (CMS)
q Accountable for embedding the process within their respective
assets
q Accountable for providing CMS coaching/support to ‘key players’
within the organization, including Operations Managers, Line
• Leadership and Supervisors, Planners, Schedulers, and Reliability Engineers
Organization
q Accountable for defining clear deliverables for ‘key players’ as
• Work Management part of individual performance objectives (myHR).
• Materials Management q Actively communicates support for CMS to the organization.
• Change Management q Continuously educates the workforce on the Common
• Continuous
Improvement
Maintenance Strategy, emphasizing the ‘real’ value of the process.
Field Team Leaders (Plant Managers, Onshore/Offshore Installation

Managers, Operations Center Manager, etc.)
Champions the bp Common Maintenance Strategy for their relevant asset

and implements the technical support/training for the CMS effort.
Provides timely advice to Senior Leadership based on KPI reports as
required.
q Leadership and Guidance

- Actively communicates support for CMS to the organization.
- Manages the maintenance activities of all staff and manages
the scheduling of both contract and company maintenance
activities. Additionally, manages the Planning, Scheduling and
and Deliverables
Materials Control personnel.
- Ensures all staff adheres to bp work processes.

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- Provide leadership to the Maintenance team to ensure KPI

targets are achieved for ‘Maintenance Compliance’,
‘Equipment Reliability’ and ‘Budget control’.
- Implements Equipment Improvement Teams (EITs)
• Increase Production - Manages operating personnel to monitor and analyze condition
and Operating monitoring data for all critical equipment
Efficiency
- Improves Manpower Efficiency and Utilization by
Costs implementing good Planning and Scheduling techniques.
• Improve Integrity - Provide assurance of skills, competencies and support to the
Management
successful implementation of CMS.
• Engaged and
Competent Workforce - Achieve the same level of maintenance and operations for less,
in support of the group goal (5% growth) in the move to
Operations Excellence.
- Develops organizational backing necessary for implementing
substantial change.
- Provides full support to the Planner/Scheduler, Maintenance
coordinator, Reliability Engineer, and 3rd Party Condition
Monitoring personnel.
q Problem Solving
- Ensures research, investigation and in-depth analysis is applied
before developing realistic and effective solutions to a
• Leadership and problem, and selecting the most appropriate tools, e.g.; RCFA
Organization q Decision Making and Initiatives
• Facility Availability - Ensures business decisions are based on KPI trends
• Work Management
• Materials Management - Bases all equipment major repair decisions on condition
• Change Management monitoring data
• Continuous - Utilizes Risk Based Inspection techniques to replace Time
Improvement Based Equipment Overhauls with Condition Based Overhauls.
- Discipline network for multiple asset BUs.
- Represents their ‘home’ asset when networking with other
assets.
- Measures and reports (CMS) implementation progress and
Networks with other Core Maintenance Network Members to
manage the overall maintenance program
- Shares Information
- Participates in managing vendor alliances
- Identifies and implements best practices
- Sets and maintains maintenance performance targets
- Participate in external benchmarking processes.
q Discipline Expertise
Roles, Accountabilities, - Accountable for implementation of the solutions to problematic
and Deliverables processes, i.e. RCFA, Defect Elimination and Criticality
Analysis.
- Sets incremental targets for critical equipment reliability
ensuring improvement is made on a monthly basis by the
utilization of the CMS process.
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- Sets incremental targets for plant uptime ensuring

improvements are made on a monthly basis by the utilization of
the CMS process.
- Improves Equipment Reliability by providing full support to
• Increase Production the Reliability Engineers and 3rd Party personnel and mentors
and Operating the same on CMS process.
Efficiency
q Planning and Organizational Ability
Costs - Implements all CMS activities as stated in the Implementation
• Improve Integrity Plan.
Management
- Improves Manpower Efficiency and Utilization by
• Engaged and
Competent Workforce implementing good Planning and Scheduling techniques.
- Identifies milestones and targets. Sets up systems for
information flow.
First-Line Leaders (Foremen, Plant Supervisors)
Direct responsibility for the monitoring and operation of the facility to the
highest safety, environmental, reliability and cost effective standards.
Demonstrates commitment to the Common Maintenance Strategy by
interfacing and assisting the maintenance department in executing this
vital Business process which enables the asset to become a world-class
• Leadership and operation.
Organization
• Facility Availability q Facilitate teamwork between the different facility teams, facilitate
• Work Management
• Materials Management and enable direct interface between Shift reports and others, e.g.
• Change Management Maintenance, Engineering and Projects.
• Continuous q Promote and demonstrate commitment to the Common
Improvement
Maintenance Strategy in order to achieve a safe, reliable and cost
effective business unit
q Provide input to planning and scheduling process to ensure
maintenance work is completed in a timely manner.
q Support team members to sustain high uptime for key customers.
q Support the investigation and implementation of tools to improve
plant operation.
q Maintain the same level of maintenance and operations for less, in
support of the group goal (5% growth) in the move to Operations
Excellence.
q Actively improve the management of Contractor performance.
q Encourage a culture that supports the Operations Value Process
(OVP) assessment.
and Deliverables Performance Coach
Reports to the Field Team Leader. The role of the Performance Coach is
very much an ‘influential’ role e.g. a CMS coach/mentor. He/she has no
direct reports or authority. (Authority rests with asset line supervision).
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q Has advanced knowledge of the federal Common Maintenance

Strategy (CMS) and utilizes CMS processes to develop solutions to
complex problems which impact the business unit.
• Increase Production q Provides coaching/mentoring to asset personnel on implementation
and Operating of CMS including the following elements:
Efficiency
- Leadership and Organization
Costs - Facility Availability
• Improve Integrity - Work Management
Management
- Materials Management
• Engaged and
Competent Workforce - Change Management
- Continuous Improvement
q Provides coaching/mentoring to asset personnel on implementation
of the following CMS Processes and Tools:
- Computerized Maintenance Management System (CMMS)
- Knowledge Management
- Equipment Specific Maintenance Plan/Reliability Centered
- Defect Elimination Program
- Condition Monitoring and Process Data Collection
- Data Analysis
• Leadership and - Operator Performed Maintenance
Organization - Planning and Scheduling
• Facility Availability - Spare Parts Management
• Work Management
• Materials Management - Supply Chain Management
• Change Management - Quality Assurance and Precision Maintenance Program
• Continuous - Risk Based Inspection (RBI)
Improvement - Generic Equipment Maintenance Strategies
- Campaign Maintenance
- Redeploy and Optimize Staffing
- Roles, Accountabilities, and Deliverables
- Common Maintenance Strategy for New Projects
- Capital Value Process for Turnarounds
q Provides coaching/mentoring to asset personnel for the tracking of
the performance of the organization:
- Key Performance Indicators (KPIs)
- Maintenance Assessments
q Ensures correct implementation/generation of CMS KPIs.
q Facilitates KPI review sessions at each asset and provides coaching
on business decisions/corrective actions, based on trends.
Roles, Accountabilities, q Attends routine ‘Planning and Scheduling’ meetings and provides
and Deliverables coaching to asset personnel on ‘the process rules’. In particular,
ensures staff understand the reasons for effective Work
Prioritization, Backlog Management and Schedule Compliance.
q Provide CM coaching and support to Operations personnel.

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q Ensures the maintenance requirements and condition monitoring

points for all equipment through RCM/ESMP reliability analysis
are communicated and understood by Operations personnel.
q Work with the site Planner/Schedulers to develop job plans for all
• Increase Production tasks that result from RCM/ESMP analysis.
and Operating q Develop data collection routes for all surveillance tasks with result
Efficiency
from RCM/ESMP analysis and work with local operations
Costs management to assign these tasks to operations and maintenance
• Improve Integrity personnel.
Management
q Define the spare parts procurement strategy for parts required to
• Engaged and
Competent Workforce support all CM job plans.
q Coordinate 3rd Party on site attendance to set up all Predictive
Maintenance (PdM) routes that result from ESMP/RCM.
q Coordinate the gathering, trending and monitoring of all CM data
(including Vibration, Process, PRIDE and Oil Sampling) and
initiate ‘timely’ MAXIMO corrective works for specific
asset/equipment as required.
q Monitor, generate and communicate the Equipment Health Report
(by asset) to highlight equipment displaying unacceptable
reliability related Key Performance Indicators and recommend
appropriate improvement measures.
• Leadership and q Monitor and incorporate best practices from within bp and within
Organization industry.
• Facility Availability q Continuously communicate status of Plant Reliability issues to
• Work Management
• Materials Management ‘key’ CM personnel within the facilities, e.g. Maintenance
• Change Management Supervisors, Operations Managers and Operations Supervisors.
• Continuous q Demonstrate commitment to the CMS process, in particular,
Improvement facilitating and implementing the solutions to problematic
processes, including RCFA, ESMP, RCM and Defect Elimination.
q Attend (or telephone conference) Production and Engineering
meetings and provide Reliability knowledge and feedback with the
aim being to minimize plant downtime and achieve Equipment
Reliability targets.
q Take ownership of assigned ‘projects’ from bi-weekly Production
and Engineering meetings and ensure completion to required time
scale.
Operator/Technician
The Operator/Technician, reporting to the First-Line Leader, is recognized

Roles, Accountabilities, as the first line of defense against equipment failures. They are
and Deliverables responsible for the monitoring, operation, and basic care of the equipment.
Secondly, perform condition-based, preventive, and corrective
maintenance tasks as appropriate to maintain the processing facilities to
the highest safety, environmental, reliability, and cost effective standards.
They will assist in the timely execution of preventive and breakdown
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maintenance per the CMS process. Demonstrates commitment to the

Strategy by interfacing and assisting the operations and maintenance
department in executing this vital Business process, which enables the
asset to become a world-class, safe, reliable, and cost-effective facility.
and Operating Demonstrate the ability to interface with internal and external customers,
Efficiency
shippers, vendors, and other third parties, as well as being an active and
Costs participating member of the Operations team.
Management
q Complete Operator Performed Maintenance (Basic Care) tasks,
• Engaged and
Competent Workforce including housekeeping, integrity management checks, function
testing, and addressing lubrication needs
q Condition Monitoring
- Is ‘competent’ on Condition Monitoring techniques:
o Vibration data collection
o Process Data Collection and analysis
o Acoustics Emissions
o Oil sample collection
- Has an ‘understanding’ of Condition Monitoring techniques:
o Full-spectrum vibration data analysis
o Oil Analysis
• Leadership and o Thermography
Organization o Ultrasonic Testing
• Facility Availability o Collectively with Maintenance Technicians, carries out
• Work Management
• Materials Management 1st line CM analysis including trending process and
• Change Management vibration data by equipment type.
• Continuous o Is able to demonstrate technical competency in CM
Improvement techniques and develop a track record of delivering
business results in a safe manner.
Maintenance Lead/Technician
Demonstrates commitment to the Common Maintenance Strategy by

assisting others and continuously mentors fellow Operations team-
members as to what the CMS process entails and what the desired results
are with a view to making the asset a safer and cost-effective facility.
Demonstrates an ability to interface with all facility internal and external
customers, vendors and other third parties as well as being an active and
participating member of the Operations team. Acts as the Mechanical
single point contact/interface to Vendor and internal/external customer
Roles, Accountabilities, personnel. Actively involved with all planned and unplanned maintenance
and Deliverables tasks, including fault rectifications.

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q Demonstrates knowledge and understanding of the

roles/tools/processes in the CMS:
- ESMP/RCM/FMEA techniques
- Condition Based Maintenance
• Increase Production - Risk Based Inspection (RBI)
and Operating - CMMS
Efficiency
- Defect Elimination (RCFA)
Costs - The Operations Excellence ‘Game’
• Improve Integrity - Planning and Scheduling
Management
- Key Performance Indicators
• Engaged and
Competent Workforce q Technical Support
- Collectively with Operators/Technicians, carries out 1st line
CM analysis including trending process and vibration data by
equipment type.
- Coordinates training for both new and existing staff to achieve
better utilization/operational capabilities on Mechanical and
Condition Based Maintenance techniques.
- Demonstrates commitment to the CMS process, in particular,
the Work Order Priority definition matrix.
- Attends daily work order (WO) and permit to work (PTW)
meetings, ensuring prompt start times.
• Leadership and - Attends scheduling look-ahead meetings and backlog review
Organization meetings with Scheduler. (see Planning and Scheduling
• Facility Availability training module for meeting design)
• Work Management
• Materials Management - Provides technical input to the prioritization process.
• Change Management - Attends Production meetings and provides relevant trade
• Continuous knowledge and feedback with the aim being to maintain the
Improvement Corrective WO backlog to within prescribed targets.
q Experienced on Condition Monitoring techniques:
- Vibration data collection and Analysis
- Lube and Hydraulic Oil Analysis
- Pressure/Volume analysis on reciprocating machinery
- Process Data Collection
- Thermography
- Ultrasonic Testing
- Cooling Water Analysis
- Control Valve and Loop Diagnostics
- Borescope Inspection
Planner
and Deliverables Demonstrates commitment to the bp Common Maintenance Strategy by
mentoring others regarding CMS process details and desired results.
Committed to making the asset a safe, reliable and cost-effective facility.

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Plans all maintenance work orders by analyzing the basic job steps,
determining their relative sequence in the overall job, and identifying
parts, materials, tools, competencies, and personnel requirements for each
step in the process. This, in turn, will ensure the timely execution of
• Increase Production preventive and breakdown maintenance per the CMS.
and Operating
Efficiency
Must exhibit good communication skills in order to work in conjunction
Costs with Operations, Maintenance, and Engineering team members.
Management
q Facilitates the Work Order Approval Meeting with facility
• Engaged and
Competent Workforce management and team leaders.
q Uses the Work Order prioritization matrix – Ranking Index for
Maintenance Expenditures (RIME) – to prioritize work orders.
q Estimates for each work order:
- work order duration
- number of personnel needed to complete the work
- specific competencies needed to perform the work
- total costs (labor, materials, services)
q Determines need for materials, parts, tools, specialized services or
procedures for work completion.
q Identifies and communicates any HSE concerns and coordinates
• Leadership and any special equipment required to perform the job safely.
Organization q Verifies availability of resources (labor, materials, tools, and
• Facility Availability services) and procure where necessary before scheduling.
• Work Management
• Materials Management q Pulls inventory items required to complete the work and returns
• Change Management unused items to inventory upon work completion.
• Continuous q Saves failed parts as needed for failure analysis.
Improvement q Assembles planned work packages including:
- Permits (PTW)
- Procedures, drawings, technical specifications
- Parts/materials
- Tools or specialized equipment
q Coordinates purchase of parts as needed with Materials
Coordinator
q Maintains backlog files of work orders that are waiting scheduling
in accordance with the priority limits.
q Responsible for preparing a weekly backlog report for all
disciplines and facilitates weekly discipline WO backlog review
meeting with Plant Supervisor, Maintenance Lead, Maintenance
Coordinator, and Engineering in attendance.
Roles, Accountabilities, q Maintains preventive maintenance schedules in selection of the
and Deliverables jobs for scheduling. If work orders cannot be scheduled within the
prescribed priority lead-time, management is promptly notified so
that proper interventions can be made.
q Reviews completed work orders for significant details about
compliance and actual conformity to work order estimates. Screens
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all work orders to see that all information (i.e. work history) has
been entered properly.
q Adjusts man-hour estimates, tasks, parts/materials, etc. based on
feedback from technicians and work history in CMMS.
• Increase Production q Tracks performance of planning effort (i.e. estimated vs. actual
and Operating man-hours).
Efficiency
q Consults with Safety, Compliance, or Engineering, as required, in
Costs the event that specialized advice is needed. Receives necessary
• Improve Integrity approvals for the work.
Management
q Acts as the facility CMMS ‘super-user’.
• Engaged and
Competent Workforce - Produces reports related to the planning effort
- Ensures consistent and adequate data entry in work order fields
- Assists others in use of CMMS
q Designates a location for all ‘shutdown’ and ‘corrective’ work
packages and ensures integrity of the location.
q Acts as point of contact for all Planning and Scheduling related
issues. This will involve technical assistance to other Plant
Maintenance/Process personnel and external bodies (including
legislative bodies). Also provides technical interface to Vendor
engineers to maintain systems and rectify site problems.
q Demonstrates knowledge and understanding of CMS processes:
• Leadership and - CMMS
Organization - Planning and Scheduling
• Facility Availability - ESMP/RCM
• Work Management
• Materials Management - Condition Monitoring and Process Data Collection
• Change Management - Risk Based Inspection
• Continuous - Spare Parts Management
Improvement - Defect Elimination (RCFA)
- Key Performance Indicators and Benchmarking.
Scheduler
Demonstrates commitment to the bp Common Maintenance Strategy by

Committed to making the asset a safe, reliable and cost-effective facility.
Schedules and assigns all planned maintenance making full use of

available resources. Is directly responsible for the efficient completion of
maintenance work.
Roles, Accountabilities, Must exhibit good communication skills in order to work in conjunction
and Deliverables with Operations, Maintenance, and Engineering team members.
q Facilitates daily and weekly WO and PTW scheduling meetings.

q Produces Daily and Weekly work schedules for all disciplines
(including shift operations staff).
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q Reviews manpower availability and selects an appropriate number

of work orders for scheduling.
q Adjusts schedule to accommodate progress of previously
scheduled continuing work.
• Increase Production q Communicates with the Operations to ensure that equipment can
and Operating be taken down for repairs.
Efficiency
q Works with Operations to ensure that equipment scheduled for
Costs repairs is prepared for maintenance in a timely manner (i.e.
• Improve Integrity equipment isolation is complete prior to maintenance to maximize
Management
maintenance personnel utilization).
• Engaged and
Competent Workforce q Identifies permits (Permit To Work – PTW) required for the work
and requests them from Operations.
q Schedules and assigns personnel to work orders a minimum of one
day in advance.
q Creates full schedule for each week and distributes schedule to
team leaders, operators/technicians, and maintenance personnel.
q Checks work order backlog for outstanding work orders on the
same piece of equipment. Schedules multiple work orders and
PMs for the same piece of equipment at the same time when
possible based on priority and manpower availability and
competencies.
• Leadership and q Communicates with operations and maintenance personnel to take
Organization advantage of unplanned equipment downtimes.
• Facility Availability q Works with Planner to assemble work packages.
• Work Management
• Materials Management q Organize and ship shore-based parts, tools, and equipment as
• Change Management needed for work completion.
• Continuous q Tracks performance of scheduling effort (i.e. schedule
Improvement compliance).
q Acts as point of contact for all Planning and Scheduling related
issues. This will involve technical assistance to other Plant
Maintenance/Process personnel and external bodies (including
legislative bodies).
- CMMS
- Planning and Scheduling
- ESMP/RCM
- Risk Based Inspection
- Spare Parts Management
Roles, Accountabilities, - Key Performance Indicators and Benchmarking
and Deliverables

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Materials Coordinator
Demonstrates commitment to the bp Common Maintenance Strategy by

• Increase Production Committed to making the asset a safe, reliable and cost-effective facility.
and Operating
Efficiency
• Lower Unit Operating Reports directly to the Maintenance Team Leader and is responsible for
Costs the purchasing of all materials requested by a work order or for inventory
• Improve Integrity management. Works with storage and management of materials ordered.
Management
• Engaged and
Competent Workforce Must exhibit good communication skills in order to work in conjunction
with Operations, Maintenance, and Engineering team members. Must also
deal directly with suppliers and vendors.
q Purchase stocked and non-stocked materials in accordance with

engineering specifications, quality assurance practices, and
acceptance testing.
q Issue materials to Planners per work order material requests.
q Optimize storehouse management including:
- Identifying special storage needs
- Reviewing stockouts and slow moving items
• Leadership and - Optimizing stocking levels of faster moving parts
Organization - Identifying improvements in existing work processes
• Facility Availability q Ensure proper identification of part and storage location in the field
• Work Management
• Materials Management and in the CMMS inventory management system.
• Change Management q Coordinate physical stock checks and update CMMS inventory
• Continuous management system as necessary.
Improvement
q Tracks performance of materials management (i.e. stockouts and
inventory turns).
q Acts as point of contact for all Materials Procurement and
Inventory Management related issues. This will involve technical
assistance to other Plant Maintenance/Process personnel and
external bodies.
- CMMS (or other inventory management system)
- Planning and Scheduling
- Spare Parts Management
- Supply Chain Management
- Quality Assurance Program
- ESMP/RCM
Roles, Accountabilities, - Defect Elimination (RCFA)
and Deliverables - Key Performance Indicators and Benchmarking
Engineering Department
The Engineering department is responsible for internal technical assistance

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and managing adherence to CMS for 3rd party vendors and providers.
Specifically they shall:
q Manage 3rd Party support towards CM strategy including strategy
implementation, Data Collection, Data Analysis and training.
• Increase Production Monitor levels of performance and ensure pre-prescribed targets
and Operating are achieved.
Efficiency
q Ensure 3rd Party Oil Analysis coordination and continuous
Costs improvement effort is continued.
• Improve Integrity q Ensure introduction of Pump Performance Testing to the Condition
Management
Based Maintenance program.
• Engaged and
Competent Workforce q Provide ‘up to date’ documentation including, equipment lists,
design engineering and operating data.
q Review/agree list of critical items (including potential failure
modes and corresponding fault sensitive parameters) to be included
in the condition-monitoring program.
q Review and implement 3rd Party proposal for CM system
requirements, including potential benefits from on-line monitoring.
q Review and make decision on 3rd Party proposal for use of the
Internet for communication of asset condition status.
q Ensure the ‘reviewed’ list of condition monitoring data collection
and analysis tasks are populated into the maintenance management
• Leadership and system. These should then be scheduled automatically at the
Organization specified intervals.
• Facility Availability q Ensure 3rd Party demonstrates knowledge and full buy-in of the bp
• Work Management
• Materials Management Defect Elimination (RCFA) problem solving processes.
• Change Management q Ensure 3rd Party conforms to the Training and Development Matrix
• Continuous within CM Strategy, including the training of Reliability
Improvement Engineers, Operators/Technicians in the use of the selected CM
system and interpretation of collected data to yield condition
information.
q Review and manage the Phased program for hand-over of areas of
responsibility from 3rd Party to Operations /Maintenance
/Engineering for a) Data Collection, Data Analysis, Remote
support.
q Ensure all CM data is collected and downloaded as per
maintenance schedule. Target is 100% schedule compliance.
q Ensure 1st line analysis is carried out jointly by
operators/technicians and maintenance craftpersons including
trending process and vibration data by equipment type.
q Coordinate 3rd party support for Thermography surveys. Review
Roles, Accountabilities, reports and by exception, raise ‘timely’ MAXIMO corrective work
and Deliverables orders.

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Technical Authority
The Technical Authority represents the primary contact in a specified area

of expertise. Areas of expertise include instrumentation and controls,
• Increase Production mechanical equipment, and process operations.
and Operating
Efficiency
• Lower Unit Operating q Maintains engineering specifications and design guides current and
Costs in compliance with best practices and applicable regulatory
• Improve Integrity requirements.
Management
• Engaged and
q Assures all deviations from the approved standards and processes
Competent Workforce are identified, justified, and authorized prior to implementation.
q Provides technical guidance on the interpretation and
implementation of gHSEr, PSIM, and CMS processes.
q Provides interpretation of regulatory requirements.
q Has approval authority for Management of Change proposals
within their specific area of expertise.
q Has specific knowledge of equipment within area of expertise
including:
- failure modes and mechanisms
- condition monitoring options
- preventive maintenance techniques
• Leadership and - function testing requirements
Organization - repair specifications
• Facility Availability - upgrade options
• Work Management
• Materials Management - proper operating parameters, including start-up and shutdown
• Continuous Reliability Analyst
Improvement
Reports directly to the Operations Managers and closely works with the
facility Maintenance Lead on a frequent basis. Works with Engineering,
Operations and Maintenance team members to collect and collate
condition monitoring data, identify and solve the root cause of recurring
equipment failures, and recommend solutions to the Operations
Engineering team leader. Benchmarks equipment performance as per the
Common Maintenance Strategy. Demonstrates an awareness of
Environmental Management Systems and ensures facilities are operated
and maintained to the highest safety, environmental and reliability
standards.
q Demonstrates commitment to the CMS process.

Roles, Accountabilities, q Assists others on CMS process details and desired results.
and Deliverables q Committed to making the asset safe, reliable, and cost-effective.
q Interfaces with internal and external customers, vendors and other
third parties as well as being an active and participating member of
the Engineering team.

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q Provides an engineering resource for project work affecting

reliability on all systems, including design, procurement, factory
acceptance testing (FAT), construction, commissioning, and
operations support.
• Increase Production q Accountable for meeting project time lines and providing required
and Operating technical input/data.
Efficiency
q Facilitates reliability analysis processes and is accountable for
Costs implementation of recommendations.
• Improve Integrity - Defines the maintenance requirements and condition
Management
monitoring points for all equipment through ESMP/RCM
• Engaged and
Competent Workforce criticality analysis.
- Organizes and facilitates Root Cause Failure Analysis for all
equipment as required.
- Works with the Planner and Scheduler to develop job plans for
all tasks that result from ESMP/RCM analysis.
- Develops process data collection routes for all surveillance
tasks resulting from ESMP/RCM analysis and works with local
operations management to assign these tasks to operations and
maintenance personnel.
- Defines the spare parts procurement strategy for parts required
to support all job plans.
• Leadership and - Sets up all Predictive Maintenance (PdM) routes that result
Organization from ESMP/RCM.
• Facility Availability q Once the Maintenance and Condition Monitoring (CM) program is
• Work Management
• Materials Management operational, the Reliability Analyst manages the gathering,
• Change Management trending, monitoring and corrective actions on all CM data.
• Continuous q Monitors and initiates improvement measures on equipment
Improvement displaying unacceptable condition monitoring trends.
q Monitors and incorporates best practices from within bp and within
industry.
q Continuously communicates status of Plant Reliability issues to
‘key’ CM personnel within the facilities, e.g. Maintenance Leads,
Operations Managers, and Plant Supervisors.
q Attends Production and Engineering meetings and provides
Reliability knowledge and feedback with the aim being to
minimize plant downtime and achieve Equipment Reliability
targets. (Ref: Planning and Scheduling Training Module)
q Demonstrates knowledge and understanding of the CMS
processes:
- Data Analysis
Roles, Accountabilities, - ESMP/RCM
and Deliverables - Defect Elimination (RCFA)
- Operator Performed Maintenance
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- CMMS
- Key Performance Indicators and Benchmarking
Mechanical Integrity Analyst

and Operating Reports directly to the Operations Managers and closely works with the
Efficiency
• Lower Unit Operating facility Maintenance Lead on a frequent basis. Works with Engineering,
Costs Operations and Maintenance team members to collect fixed equipment
• Improve Integrity data originating from the Risk Based Inspection (RBI) program, identify
Management
• Engaged and
and solve the root cause of recurring equipment failures, and recommend
Competent Workforce solutions to the Operations Engineering team leader. Benchmarks
equipment performance as per the Common Maintenance Strategy.
Demonstrates an awareness of Environmental Management Systems and
ensures facilities are operated and maintained to the highest safety,
environmental and reliability standards.
q Demonstrates commitment to the CMS process.

q Assists others on CMS process details and desired results.
q Committed to making the asset safe, reliable, and cost-effective.
q Interfaces with internal and external customers, vendors and other
third parties as well as being an active and participating member of
• Leadership and the Engineering team.
Organization q Provides an engineering resource for project work affecting
• Facility Availability reliability on all systems, including design, procurement, factory
• Work Management
• Materials Management acceptance testing (FAT), construction, commissioning, and
• Change Management operations support.
• Continuous q Accountable for meeting project time lines and providing required
Improvement
technical input/data.
q Facilitates reliability analysis processes and is accountable for
implementation of recommendations.
- Defines the maintenance requirements and condition
monitoring points for all equipment through ESMP/RCM
criticality analysis.
- Organizes and facilitates Root Cause Failure Analysis for all
equipment as required.
- Defines the spare parts procurement strategy for parts required
to support all job plans.
q Determines equipment criticality and risk to operation (likelihood
and consequence of failure).
q Develops risk based inspection program and provides justification
Roles, Accountabilities, for equipment monitoring and inspection frequencies.
and Deliverables q Monitors and initiates improvement measures on equipment
displaying unacceptable inspection results.
q Monitors and incorporates best practices from within bp and within
industry.

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q Continuously communicates status of Plant Reliability issues to

‘key’ personnel within the facilities, e.g. Maintenance Leads,
Operations Managers, and Plant Supervisors.
q Attends Production and Engineering meetings and provides
• Increase Production Reliability knowledge and feedback with the aim being to
and Operating minimize plant downtime and achieve Equipment Reliability
Efficiency
targets. (Ref: Planning and Scheduling Training Module)
Costs q Demonstrates knowledge and understanding of the CMS
• Improve Integrity processes:
Management
- Data Analysis
• Engaged and
Competent Workforce - ESMP/RCM
- Operator Performed Maintenance
- CMMS
- Key Performance Indicators and Benchmarking
CMMS Administrator
Support person involved in the assurance of the proper functioning of the

• Leadership and CMMS. Involves updates, troubleshooting, and training of CMMS users.
Organization
• Facility Availability q Understands the operation and use of the CMMS to facility
• Work Management
• Materials Management personnel.
• Change Management q Maintains up-to-date version of the software.
• Continuous q Installs software at locations where access is needed.
Improvement
q Troubleshoots problems with the software, network, and hardware.
Develops and implements recommendations as necessary to
remove problems.
q Trains CMMS users on:
- Accessing the system
- Entering accurate information
- Retrieving information
- Creating custom reports
q Works with Planner and Scheduler to ensure accurate information
is entered into the system.
q Backs up the database on periodic basis to retain data.
q Acts as point of contact for CMMS software and hardware issues.
and Deliverables
III. Process Model

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and Operating
Efficiency
Costs
Management
• Engaged and
Competent Workforce
• Leadership and
Organization
The graphic illustrated above describes functions, not individual people.
• Facility Availability Some roles may be combined depending on specific locations. Some
• Work Management functions may require multiple people to satisfy specific facility needs.
• Materials Management Several of the functions can be outsourced (broker managed) to
• Continuous
contractors. Continual communication between all members of the team
Improvement is essential in the pursuit of the Great Operator imperatives. Everyone
must be kept informed about current progress towards the goals.
Information should flow freely between all levels of the organization.
Directives and support should come from above and information and
recommendations should originate from within.
IV. Implementation
The responsibility associated with being a team leader or supervisor within

bp can be weighty at times. For example, it is not enough for supervisors
and team leaders to work safely. They also must protect the safety of their
employees. Once one becomes a supervisor or team leader, it is no longer
and Deliverables
possible to focus exclusively on work tasks. Coaching, counseling, and
other people skills become vitally important. Technical skills, while still
important, take a backseat to leadership skills.

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Responsibility, authority, and accountability are intertwined. Employees

cannot be properly held accountable for something if they were not
granted the authority required to do it. Stated another way, to be held
accountable for a task, employees must be given:
• Increase Production 1) responsibility for the task through delegation
and Operating 2) sufficient authority to perform the task
Efficiency
Costs q Ensure that all personnel (team leaders to workforce) clearly
• Improve Integrity understand their authority, responsibility, and accountability
Management
• Engaged and
Competent Workforce Procedures, management policies, and signature authority card define the
constraints under which team leaders must operate. Questions about the
limits of an individual’s authority should be directed to his/her immediate
supervisor. Individual responsibilities and goals are developed and
reviewed periodically through the performance evaluation process
MyPerformance. Employees and team leaders are responsible for the
successful use of the MyPerformance process.
q Hold employees accountable for their performance
Employees involved in significant or frequent violations of

• Leadership and policies/procedures should be counseled, retrained, and disciplined, as
Organization appropriate.
• Work Management
• Materials Management q Enforce policies when necessary
• Continuous Operating cost-effectively requires occasionally saying "no." Base
Improvement approvals for travel, overtime, etc. on business need; don't use these items
as perks. Small expenditures soon add up to a sizeable expense when
multiplied by the total number of bp employees.
q Learn when to say "no"
Most of the time, people resent when decisions or commitments are made
for them without their consent. Team leaders should confer with their
employees (when possible) before committing them to something. Team
leaders need their input to ensure that commitments can be met.
q Check before making decisions affecting other

employees/sections/departments
and Deliverables Team leaders are responsible for commitments affecting employees within
and outside their department. Team leaders must make it clear when
employees must consult with them prior to making such commitments of
other individuals.

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q Ensure that the employees understand their authority,

responsibility, and accountability
If a team leader has a problem with something someone is doing, use the
• Increase Production chain of command to pursue a resolution. Utilizing the chain of command
and Operating helps to protect employee morale and preserve authority, responsibility,
Efficiency
and accountability structures.
Costs
• Improve Integrity q Use the chain of command to resolve problems
Management
• Engaged and
Competent Workforce
V. CMS Elements Improved by Roles,

Accountabilities, and Deliverables
CMS Elements improved by effective definition of Roles,

Accountabilities, and Deliverables are:
q Leadership and Organization – Employees who are properly

informed and trained for their position perform better, which has a
direct impact on operating efficiency.
• Leadership and q Facility Availability – Holding personnel accountable for facility
Organization performance helps improve equipment availability.
• Work Management
q Work Management – Introduction of clear expectations and
• Materials Management deliverables between ‘key’ individuals and teams promotes
• Change Management efficiency. If everyone knows what they are supposed to be doing,
• Continuous what they need to do it, who they are doing it for, and what they
Improvement
have to deliver, then efficiency improves.
q Change Management – People must be kept informed to their
changing roles and responsibilities in an ever-changing workplace.
q Continuous Improvement – Properly defined roles ensures that all
the necessary work is getting completed, which leads to operating
and efficiency improvements.
and Deliverables

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for New Projects
and Operating
Efficiency
Costs
I. Introduction
Management The goal of the Common Maintenance Strategy (CMS) for New Projects
• Engaged and is to ensure that reliability and maintainability are addressed during the
Competent Workforce
early stages of project development and designed into all new
installations. Project Gatekeepers and Single Point Accountability Project
Team leaders require this input to make informed decisions to proceed
through the phases of the Capital Value Process for New Projects. This
maintenance input is a significant portion of the front-end loading for
project development, which minimizes project rework.
Overview
The Capital Value Process (CVP) for Projects adopts the principles and
practices of CMS before the detailed design phase of the project so that:
• Leadership and
Organization q maintenance activities can be optimized
• Facility Availability q all systems and equipment attain their intended levels of
• Work Management performance and reliability immediately after commissioning and
the Great Operator (GO) Start-Up Efficiency target is attained for
• Continuous first year operability
Improvement q all equipment can be operated and maintained with minimum
impact on safety, the environment, unit production, and cost.
As new projects go through each stage of the CVP, it is essential that the
project management team understands the concepts and corporate
expectations of the maintenance function in the operational phase of the
new facility, so that jointly an end product is delivered that supports the
ongoing business objectives.
Definition
The CMS for New Projects is a process that addresses maintenance issues
early phases of the project. Reliability and maintainability are both design
Common Maintenance
Strategy for New
issues. Maintenance is required as a result of design, so CMS ensures the
Projects following factors are addressed during project development:
q System availability
q Equipment reliability
q Accessibility
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q Spare parts needs and interchangeability

q Condition monitoring needs
q Diagnostic facilities
q Maintainability
• Increase Production q Documentation
and Operating
Efficiency
• Lower Unit Operating II. Objectives
Costs
The objective of CMS for new projects is to minimize life cycle costs for
Management
• Engaged and new installations. By addressing maintenance issues up front,
Competent Workforce maintenance impact can be reduced or even eliminated. The CVP for
projects has five discrete stages – all of which receive input from the
maintenance department.
Experience has indicated that 50 to 70 percent of the projected life cycle

cost for new developments can be attributed to the maintenance and
• Leadership and support associated with keeping the plant and equipment available and
Organization operating throughout its planned utilization period.
• Work Management
Integrating maintenance goals into project development helps achieve the
• Change Management following objectives for new projects:
• Continuous q Minimize project life cycle cost
Improvement q Improve equipment reliability
q Maximize equipment availability
q Optimize equipment maintainability
q Planned proactive maintenance strategy for each piece of
equipment
q Accountability for maintenance strategy is assigned early in project
q Maintenance goals and milestones are integrated into project
schedule
q Maintenance strategy is in alignment with business objectives and
developed as an integral part of project design
q Maintenance experience is integrated into the design effort
q Operating and maintenance costs, historical performance, spare
parts requirements, and vendor services influence equipment and
Common Maintenance
Strategy for New process selections
Projects q Structured reliability analysis tools (ESMP/RCM) are used to
determine applicability of condition monitoring instruments and
techniques and to create an optimized proactive maintenance
program for each piece of equipment

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Common Maintenance Strategy for New Projects Process Model
and Operating
Efficiency
Costs
Management
• Engaged and
Competent Workforce
• Leadership and
Organization
• Work Management
• Continuous
Improvement
Maintenance input provided at each phase of the project is provided

below:
q Maintenance Policy input to Conceptual Design – Identification of
reliability, maintainability, and life cycle costs associated with
project. Preliminary reliability modeling.
q Maintenance Strategy input to Preliminary Design – Criticality
analysis and condition-based maintenance requirements.
q Maintenance Systems Development input to Detailed Design –
Proactive maintenance and condition monitoring program, TAR
intervals, spare parts, and CMMS setup.
q Maintenance Validation input to Construct and Commission –
Common Maintenance Inspection, preservation maintenance, and acceptance testing.
Strategy for New
Projects q Maintenance Execution input to Operate – Implemented proactive
maintenance and condition monitoring program, condition-based
and corrective maintenance, defect elimination program, and
TARs.

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IV. Implementation
Analyze
and Operating The CVP for Projects recognizes the need to incorporate maintenance
Efficiency information during project development. Ensuring that operability and
maintainability requirements are built into the design may incur additional
Costs
expense during the front-end loading phase of the project. However,
Management history shows that this extra capital will undoubtedly deliver lower life
• Engaged and cycle expenditure through reduced operating and maintenance costs.
Competent Workforce
Include personnel with relevant operating and maintenance experience on

the design team. This experience will help identify potential problems and
educate the project team on the practical implementation of a maintenance
strategy. This personnel also provides valuable input into the Reliability,
Availability, and Maintainability model.
Design
During the project conceptual design phase, fundamental maintenance

policies and processes are applied to the new project. These include:
• Leadership and
Organization q System functional analysis
• Facility Availability q Failure modes and effects analysis
• Work Management q Equipment criticality analysis
q Life cycle cost analysis
• Continuous q Condition-based maintenance policy
Improvement
Completing these analyses on each project identifies unacceptable failure
effects and potential sources of reduced facility availability, which can
then be resolved by modifying the project design. To achieve the project
objectives, multi-discipline teams should be involved in all stages of
project development from the feasibility study through the detailed design.
Develop
During the detailed design phase of a project, major modifications to the

project should be complete in order to optimize the balance between life
cycle cost and equipment effectiveness. Cross-functional teams review
the project design in order to provide information on expected equipment
Common Maintenance
Strategy for New
life cycle costs and equipment reliability. These teams also provide input
Projects on:
q machinery configuration
q industry standards
q inspection requirements
q equipment layout and accessibility
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q material specifications
q spare part recommendations
q preventive maintenance tasks
q condition monitoring tasks
• Increase Production q equipment risk (consequence of failure and probability of failure)
and Operating
Efficiency
The development of the maintenance tasks within the proactive condition-
Costs based maintenance program follow the process illustrated below.
Management
• Engaged and
Competent Workforce
• Leadership and
Organization
• Work Management
• Continuous
Improvement
The equipment is separated into high, medium, and low criticality or risk
groups using a risk assessment process that reviews the likelihood of
equipment failures and the consequence of those failures. Depending on
the criticality, different maintenance regimes (on-failure, condition-based,
preventive, and predictive) are implemented on each piece of equipment.
Implement
Common Maintenance
Strategy for New Before the project is commissioned, all the information created during the
Projects maintenance review of the projects needs to be incorporated into the
existing maintenance and reliability program for the facility. These tasks
include:
q Putting equipment into CMMS
q Creating preventive maintenance tasks in CMMS
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q Creating condition monitoring task lists

q Completing any required training for new equipment maintenance
q Establishing spare parts within storehouse system in CMMS
q Preservation maintenance to equipment before start-up
• Increase Production q Testing of protective instrument systems
and Operating q Calibration of instrument loops
Efficiency
q Acceptance testing of certain equipment
Costs
• Improve Integrity Once a new project has been put into service, baseline data needs to be
Management
gathered and analyzed on all rotating equipment. This baseline data
• Engaged and
Competent Workforce provides an excellent reference point for future condition monitoring
readings.
Evaluate
Once a project reaches the CVP ‘Operate’ stage, evaluate the entire project
process. Specific modifications to the project made due to CMS
recommendations will become evident as the unit is operated. Expected
life cycle costs and equipment reliability will be compared against the
actual numbers. Key performance indicators (KPIs), such as maintenance
cost and equipment availability and reliability, will provide an on-going
• Leadership and evaluation of the success of the project.
Organization
• Facility Availability Using existing CMS processes throughout the new project process as
• Work Management
• Materials Management described in the process flow above lead to new projects that have a well-
• Change Management developed maintenance program, including a condition monitoring
• Continuous program, defined spare parts, and accurate information in the
Improvement
Computerized Maintenance Management System. The Capital Value
Process for Projects is fully described in other company documents. See
the CVP website at http://cvp.bpweb.bp.com
V. CMS Elements Improved by Common

Maintenance Strategy for New Projects
The CMS Elements that can be improved by integrating the Common

Maintenance Strategy into the Capital Value Process:
q Leadership and Organization – Integrating CMS processes with
Common Maintenance new projects ensures low life cycle costs, which increases the
Strategy for New internal rate of return for new projects.
Projects
q Facility Availability – Incorporating proactive maintenance
practices during the front-end loading phase of project
development maximizes equipment availability at lower
maintenance costs.

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q Work Management – Completing CMS for new projects ensures

that all proactive maintenance tasks are created before
commissioning.
q Materials Management – Maintenance involvement during project
• Increase Production review ensures the proper spare parts are selected and set up.
and Operating q Continuous Improvement – Developing all new projects with
Efficiency
equipment availability and maintainability in mind continuously
Costs improves the operation of the facility.
Management
• Engaged and
Competent Workforce
• Leadership and
Organization
• Work Management
• Continuous
Improvement
Common Maintenance
Strategy for New
Projects

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Capital Value Process for

Turnarounds (CVP-TAR)
and Operating
Efficiency
Costs
I. Introduction
Management The goal of the Capital Value Process for Turnarounds (CVP-TAR) is to
• Engaged and align facility turnaround results with site business objectives. The process
Competent Workforce
is based on the following principles:
q Turnarounds that support business objectives lead to reduced costs,

improved scheduling, increased operability, and better safety
records.
q Identifying the right people to fill TAR roles maximizes TAR
success by placing the right people on the right job at the right
time.
The Turnaround (TAR) Challenge is a rigorous internal and external

assessment program designed to improve all aspects of turnarounds. It
• Leadership and
Organization provides input on TAR deferral, work scope reduction, and planning and
• Facility Availability execution best practices. Improving TAR performance directly affects site
• Work Management profitability.
• Continuous Overview
Improvement
The Capital Value Process for Turnarounds (CVP-TAR) is a highly
structured business process designed to ensure turnarounds are completed
in the optimum timing, duration, and cost. The nature of TARs is cyclic,
so the completion of one TAR immediately leads to the start of the next
TAR cycle. As with CVP for new projects, extensive effort is expended
during the first three stages (front-end loading) to ensure company
resources are wisely utilized throughout the TAR cycle.
A portion of the detailed evaluation of turnarounds is the challenge

process. All turnarounds incur an amount of planned production losses
due to equipment downtime. In order to assure that the turnaround is
being organized according to the principles detailed in the CVP-TAR
Capital Value Process
for Turnarounds
process, all planned outages receive some form of TAR Challenge based
(CVP-TAR) on their planned production losses. Complex turnarounds may require up
to four different challenges throughout the TAR cycle to ensure an
optimized downtime.

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Definition
The Capital Value Process (CVP) is a structured business process that was
originally designed for new projects, but has been modified for turnaround
• Increase Production cycles. The CVP-TAR ensures that the facility is progressing through the
and Operating TAR cycle with adequate detail. This detail is necessary to assure that
Efficiency
• Lower Unit Operating company funds and resources are being managed properly.
Costs
• Improve Integrity The TAR Challenge is a structured review process that provides additional
Management
• Engaged and
detail to ensure a successful turnaround.
Competent Workforce
II. Objectives
As with all business processes, the ultimate objective is to minimize life
cycle costs. Ensuring that adequate detail and justification exists
throughout the entire TAR cycle helps optimize a turnaround in terms of:
q Timing (minimize lost production costs per market indicators)
q Duration (eliminate non-TAR activities)
q Costs (repair costs and lost production costs)
• Leadership and Detailed front-end loading of the TAR cycle ensures that the worklist
Organization
includes all mandatory activities (i.e. activities that can only be performed
• Work Management when the facility is down). Elimination of activities that can be performed
• Materials Management while the unit is operating (i.e. repairs to spared pumps) helps minimize
• Change Management the TAR worklist and duration. Thorough review of the results from
• Continuous
previous TARs helps minimize ‘surprises’ that are discovered when the
Improvement
equipment is opened up for inspection.
The TAR Challenge process measures the organization’s effectiveness in

the use of the CVP-TAR. The TAR Challenge is designed to add value
by:
q Providing assurance of the need for the outage and options for its
avoidance or deferral
q Ensuring available technology is used to minimize work scope,
duration, and cost
q Ensuring best practices are adopted for planning and execution

for Turnarounds
(CVP-TAR)

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and Operating
Efficiency
Costs
Management
• Engaged and
Competent Workforce
• Leadership and
Organization
• Work Management Appraise Stage
q Mission: Develop TAR basis, including preliminary worklist,
• Continuous
Improvement cost, timing, and duration
q Decision: Are key stakeholders in agreement on TAR basis and
preliminary worklist (i.e. why are we having a TAR, what kind
will it be, what will we do, when and at what cost)?
Select Stage
q Mission: Finalize worklist, develop preliminary TAR

execution plan, and update cost, schedule, and duration
estimates
q Decision: What is the final agreed to worklist, schedule,
duration, and cost?

for Turnarounds
Define Stage
(CVP-TAR)
q Mission: Complete detailed TAR execution plan
q Decision: Is the execution plan and resource availability
defined and understood by field personnel to allow efficient
execution?
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Execute Stage
q Mission: Achieve on-spec operations safely and consistent

• Increase Production with TAR execution plan
and Operating
Efficiency
q Decision: Did we achieve steady state operation and put a plan
• Lower Unit Operating in place to complete post-TAR work?
Costs
Management
Operate Stage
• Engaged and
Competent Workforce q Mission: Evaluate TAR performance and complete
documentation
q Decision: Has this TAR been sufficiently evaluated and
documented to allow movement into the next TAR cycle?
IV. Implementation
The CVP-TAR defines two key roles on which the accountability for a
successful TAR lies:
• Leadership and q Gatekeeper – the individual responsible for the decision made at
Organization
the end of each stage and for securing resources and funds to
• Work Management continue TAR development
• Materials Management q Turnaround Project General Manager (TPGM) – the team leader
• Change Management who directs the TAR team members to keep TAR aligned with
• Continuous
Improvement
business goals
The TAR team is a cross-functional team created to execute the

turnaround. Members include representatives from engineering,
procurement, construction, HSE, planning and scheduling, inspection, and
contractors.
Ensure the proper personnel are selected to fill these roles throughout an
entire TAR cycle.
Per the CVP-TAR, all planned outages will receive a TAR Challenge.
The extent of the challenge depends on the planned production loss:
q Production losses less than 10 mboe – the individual responsible
Capital Value Process for the outage reviews the TAR Challenge protocol.
for Turnarounds q Production losses between 10 and 50 mboe – the individual
(CVP-TAR)
responsible for the outage reviews the TAR Challenge protocol
with a peer.

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q Production losses between 50 and 100 mboe – the individual

responsible for the outage assembles a team within the Business
Unit to complete a thorough review the TAR Challenge protocol.
q Production losses over 100 mboe – a leader not involved with the
• Increase Production TAR assembles a team using members from the host site and other
and Operating sites to conduct a thorough review of the TAR Challenge protocol.
Efficiency
This is considered an external TAR Challenge process.
Costs
• Improve Integrity During the TAR cycle, a TAR Challenge may be needed to ensure the
Management
TAR is being optimized. There are four types of challenges:
• Engaged and
Competent Workforce q Strategy review – challenges TAR organizational, HSE, and
business strategies (12 months prior to TAR).
q Scope review – challenges worklist items (6 months prior to TAR).
q Readiness review – challenges risk management and resource
allocation (3 months prior to TAR).
q Post-TAR review – reviews TAR performance for lessons learned
(within 3 months after TAR).
Each individual TAR challenge takes 2-3 days to complete and ends with
a presentation of recommendations to the TAR team and Performance
Unit leadership.
• Leadership and
Organization The eight topics that are analyzed during each TAR Challenge are:
• Work Management
• Materials Management Strategy Review (Appraise stage of CVP-TAR)
• Continuous q Clarification of TAR basis – ensures valid business case for
Improvement
TAR, including TAR duration and timing.
q Risk assessment and management – reviews risk
management plan to reduce risks associated with TAR.
q Long-term TAR strategy – determines if current TAR
scope can be adjusted to minimize future TAR scope and
duration.
Scope Review (Select stage of CVP-TAR)
q Work scope control – scrutinizes worklist to minimize

work scope and ensures an approval process exists for
worklist additions.
Capital Value Process q Execution plan – confirms adequacy of TAR execution
for Turnarounds plan by reviewing historical results, critical path, and
(CVP-TAR) procurement activities.
Readiness Review (Define stage of CVP-TAR)

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q Preparedness – reviews plans for HSE, contingency, cost

control, inspections, critical lift planning, resource
availability, and TAR targets (KPIs).
q Communications plans – ensures shift change meetings are
• Increase Production well defined and TAR targets (KPIs) are available
and Operating throughout the TAR.
Efficiency
Costs Post-TAR Review (Operate stage of CVP-TAR)
Management
• Engaged and
q Asset performance – ensures lessons learned during the
Competent Workforce TAR are captured in a post-TAR review.
During this Post-TAR review, the TAR team also determines the effect of
the TAR Challenges and makes recommendations to further improve the
process.
CVP-TAR defines several metrics to ascertain whether the TAR met its
stated goals and objectives. These include:
q Capital and Expense Costs

q Stream-to-Stream Days (TAR duration)
• Leadership and q Man-Hours for company and contractor personnel
Organization q Percentage of add-on Work
• Work Management
q Safety and environmental performance
• Change Management Instructions on use of the CVP-TAR can be found on the company intranet
• Continuous at the following addresses:
Improvement
q http://cvp.bpweb.bp.com/tar/index.htm
q http://gbc.bpweb.bp.com/km/shutdowns/Default.htm
q http://coryton.bpweb.bp.com/tarknow/tarretro/tarretrointro.htm
q http://aberdeen.bpweb.bp.com/harding/TAR/Default.htm
q http://aberdeen.bpweb.bp.com/phantom/gosearch.asp
q http://kwinana.bpweb.bp.com/localweb/TAR/default_old.html
q http://aberdeen11.bpweb.bp.com/nbu/home.asp?id=1065
V. CMS Elements Improved by Capital Value

Process for Turnarounds
for Turnarounds The CMS Elements that can be improved by the Capital Value Process for
(CVP-TAR)
Turnarounds are:
q Leadership and Organization – Front-end loading and detailed

challenges through the turnaround cycle ensure turnarounds are
completed in the optimum timing, duration, and cost.
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q Facility Availability – Addressing equipment deficiencies and

optimizing TAR duration increases equipment reliability and
availability.
q Work Management – Structured and challenged downtimes improve
• Increase Production current and future TAR performance in terms of reduced manpower,
and Operating workload, and duration.
Efficiency
q Continuous Improvement – Thorough application of the challenge
Costs process and use of lessons learned from previous TARs improves the
• Improve Integrity efficiency and effectiveness of future TARs.
Management
• Engaged and
Competent Workforce
• Leadership and
Organization
• Work Management
• Continuous
Improvement

for Turnarounds
(CVP-TAR)

Page 195 of 324


Page 196 of 324

Succession Planning
Efficiency
• Lower Unit Operating Succession Planning seeks to identify which individuals, with the required
Costs
levels of competence, are coming through the organization to fill certain
Management types of jobs in the short, medium, and long term. Effective success
• Engaged and planning readily identifies the likelihood for vacancies within the
Competent Workforce organization and provides the organization the opportunity to proactively
develop individual competencies to fill the expected and unexpected
vacancies. The intent of succession planning is to get the right people in
the right positions. This ensures continuity in leadership and support of
valuable projects and processes.
II. Description
PROCESS
• Leadership and
A group of appropriate senior line managers meet to discuss key posts and
Organization who could fill them in the future. They identify key posts in the team,
• Facility Availability business, division or asset, and the competencies required for each post.
• Work Management Using career profiles, line managers match people with posts in either the
• Change Management short, medium or long term. The use of Career Profiles ensures the posts
• Continuous identified for an individual in the future are consistent with the
Improvement development the individual is seeking and requires.
Following the discussion, line managers give individuals feedback stating

the positions they are listed against, suggested time frames and the
development that needs to occur beforehand, to better increase the
likelihood they will fill the post.
LEARNING OUTCOMES
Succession plans occur at most levels in the organization and they ensure
that people with the appropriate experience and competency can fill key
posts. It offers a structured approach to progression and can be used to
facilitate cross-functional/business/asset movement. The process is also a
reality-check for the individual and provides them with some development
Succession Planning actions to progress in the organization. Continued review of employee
developmental needs also assists in the optimization of the training
program. Current people in each position can provide valuable on-the-job
realistic training for future candidates.

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bp CONTACT
Local HR Advisers and SDDN Leaders can advise on processes and
development committees.
and Operating
Efficiency INVESTMENT
• Lower Unit Operating Nil. The process works best when Line Managers own the plans and have
Costs regular discussions updating them. Some investment in computer software
can make production of the plans easier and quicker.
Management
• Engaged and
Competent Workforce
III. CMS Elements Improved by Succession
Planning
The CMS Elements that can be improved by Succession Planning are:
q Leadership and Organization – Company performance improves

by ensuring the right people are in the right positions.
q Work Management – Proper employee placement ensures the right
work is getting completed at the proper time.
q Materials Management – Training and preparation keep the correct
• Leadership and
Organization parts stocked and delivered to the site in a timely manner.
• Facility Availability q Change Management – Keeping critical positions filled by select
• Work Management employees ensures the company continues to progress.
q Continuous Improvement – Company performance is assured
• Continuous when there is a pool of qualified individuals ready to fill critical
Improvement positions when the need arises.
Succession Planning

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TeamShare
Efficiency
• Lower Unit Operating TeamShare is an example of a “trickle-down” incentive program.
Costs
Incentive programs such as this provide a bonus to individuals based on
Management unit performance. The better the unit does as a whole the more rewards (to
• Engaged and a capped amount) the individual receives.
Competent Workforce
TeamShare is used to encourage behaviors such as:
q Focus on Team Objectives
q Peer Cooperation
q Commitment to GO Initiatives
q Information Sharing
q Mutual Monitoring
q Performance feedback to team members
TeamShare recognizes that team skills that contribute to Business Unit

performance are placed above and beyond individual work skills.
• Leadership and
TeamShare emphasizes such skills as:
Organization
• Facility Availability q Communication
• Work Management q Managing conflict,
• Materials Management q Group decision-making skills
• Continuous
q Flexibility
Improvement q Openness
II. Description
An example of the TeamShare structure for a business unit is depicted
below. Each section of the element receives input from a measurable
source, normally an established KPI. Definitions of applicable acronyms
follow after the diagram. A threshold goal is established to start the
program. Once the threshold is reached minimum, target and stretch goals
are activated. In order to receive an incentive reward the team and the
individual must achieve each of the minimums.
TeamShare

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D A F W C F
Safety *
ASA
Max 3%
Team Work
BU Element POPA+
• Increase Production + Integration
and Operating
Max 10%
Production
Efficiency
+
Capital
Costs
Efficiency
Management =
• Engaged and Max 7%
Competent Workforce
Stream
Production
BP Stream
Performance
(Safety,
Element
Production, Max 10%
RCOP)
DAFWCF Days Away From Work Case Frequency.

DAFWC: is a work related injury or illness that causes the injured person
to be away from work the next calendar day after the injury occurred,
• Leadership and
because he/she is unfit to perform any duties.
Organization
• Facility Availability ASA Advanced Safety Audits. Requirements are generally set at 100%
• Work Management q Field Supervisors % who performed 3 ASA/month
• Materials Management q Office Supervisors % who performed 3 ASA/quarter
• Continuous
Improvement POPAC Personal Objectives and Personal Appraisal Cycle
q Individual objectives set by end of April
q Half year performance review and PDP by end of July
q Full year performance appraisal by mid Dec
q Average 5 days of training per employee
More information on this subject can be found at TeamShare on line. An

example of a TeamShare annual project is depicted below:
TeamShare

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2002 2003 2005

Productivity Full Year Actual GO Target Great Operator
• Increase Production Improvements ( Jan GFO) (Jan Plan) Prize
and Operating
Efficiency Integrity MI / HIPO’s (#) 44 35 N/A
• Lower Unit Operating Or (20% reduction on prior
Costs Loss Of Containment year)
• Improve Integrity OR [LOC & %Overdue
Management % Overdue IM Actions are proposed Group
• Engaged and Metrics)
Competent Workforce Operating Efficiency Prod 54 47 / 70 200 (cumulative)
(mboed)
(2001 +28, 2002
Facilities Upgrade Prod 44 30 / 35 N/A
(mboed)
Unit Lifting Costs/boe $2.48 $2.30 $1.90
Performance Delivery
Production 97 Baseline 77 92% Op’s Eff
Beyond 105
Integrity Lifting Cost $315m $330m tbd
Integrity Capex $84 tbd
• Leadership and
Organization
• Work Management III. CMS Elements Improved by TeamShare
• Change Management Incentivizing people to maximum productivity can improve all CMS
• Continuous Elements:
Improvement
q Leadership and Organization – Increased focus on GO initiatives.

Increased communication within the work force. Improved
business unit performance.
q Facility Availability – Increased focus on facility availability
goals.
q Work Management – Improved work force efficiency. Lower
operating cost.
q Material Management – Improved inventory procurement and
control. Reduced operating cost.
q Change Management – Increased ownership of business unit goals.
Motivated work force. Improved team and individual
accountability. Move from reactive to proactive behaviors.
TeamShare q Continuous Improvement – Improved work management
processes. Increased emphasis on equipment defect elimination.
Improved equipment reliability and availability. Improved business
unit practices.

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Performance Evaluation
(myPerformance)
and Operating
Efficiency
Costs
I. Introduction
Management All performance evaluation systems need a framework to make it
• Engaged and effective. Managers, supervisors, team leaders, and employees should
Competent Workforce
view performance improvement as a cycle that has three elements:
Performance Planning, Performance Monitoring (or Checking In), and
Performance Appraisal (or Final Review).
Planning Performance
Planning Performance is the first

phase of the myPerformance cycle.
In this phase, the employee plans
what he/she will achieve in the
year ahead.
• Leadership and
Organization
• Facility Availability Checking In
• Work Management
Checking In discussions review
• Continuous progress towards the achievement
Improvement of agreed objectives and
development actions. They should take place regularly throughout the
year, with at least one discussion around midyear.
Final Review
The Final Review completes the performance management cycle. The

review is a way to formally record performance results for the past year
and to transition to future objectives and professional development needs.
II. Description
Performance Evaluation Planning Performance is the first step in the individual performance
(myPerformance) management process. In this phase, the employee plans what he/she will
achieve in the year ahead.
What Is Planning Performance?

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Planning Performance is similar to creating a Performance Contract, but at

an individual level. CMS Process Roles, Accountabilities, and
Deliverables will be used extensively in the development of these
performance objectives. The objectives are derived from key performance
• Increase Production indicators (KPIs) developed for the CMS.
and Operating
Efficiency
Performance objectives are:
Costs q Formal statements of desired end results.
• Improve Integrity q Specific to the job responsibilities.
Management
q Generated through a dialogue between employee and team leader.
• Engaged and
Competent Workforce
Why Is It Important?
Planning Performance documents what the employee hopes to achieve in

the year ahead.
Formal objectives are:

q Ensure that what the employee is doing is aligned with company
goals and business unit targets.
q Clarify expectations and measures of success.
q Promote personal and professional development.
• Leadership and
Organization Checking In is an informal discussion to review progress towards the
• Facility Availability achievement of agreed objectives and actions. Checking In discussions
• Work Management
• Materials Management should take place regularly throughout the year; at a minimum, employees
• Change Management and their team leaders should have one discussion around midyear.
• Continuous
Improvement
What Is Checking In?
Checking In is intended to encourage employees and team leaders to hold

regular discussions during the year in order to help employees achieve
their objectives and Learning and Development actions and improve their
performance.
These discussions are informal meetings that involve:

q Sharing progress to date on performance.
q Reviewing objectives against changes in business requirements
and new opportunities.
q Reviewing learning and development actions to check that they
still meet individual development needs.
(myPerformance) Why Is It Important?
The Checking In discussion ensures that objectives remain aligned with

business needs and that performance is on track.

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More specifically, it helps to answer the questions:

q Are the objectives and priorities set earlier still appropriate?
q What progress has been made toward each objective?
q What is (or is not) going as expected, and why?
• Increase Production q What progress has been made in implementing the learning and
and Operating development actions?
Efficiency
q What changes are needed to objectives or learning and
Costs development actions, if any?
Management
The Final Review completes the performance management cycle. The
• Engaged and
Competent Workforce review serves as a way to formally record each employee’s performance
results for the past year, transition from past accomplishments to future
objectives, and determine personal and professional development needs
going forward.
What Is Final Review?
The end of the year performance review completes the Performance

Management cycle for the year.
It serves as a:
• Leadership and q Transition point from past accomplishments to future objectives.
Organization q Springboard for ongoing personal and professional development.
• Work Management
q Performance record that contributes to decisions about
• Materials Management compensation, reward and other jobs.
• Continuous Why Is It Important?
Improvement
The performance review discussion has several benefits for both

employees and team leaders:
Employees receive:
q Guidance on how to improve performance and develop personally
and professionally.
q An understanding of the contribution each has made to the
performance of the organization.
Team leaders get the opportunity to:

q Formally recognize accomplishments.
q Relate subordinate employee results to their own performance.
Performance Evaluation q Discuss performance improvement and personal and professional
(myPerformance) development.
For more information on the myPerformance process see bp document

“myPerformance.”

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III. CMS Elements Improved by Performance

Evaluation
• Increase Production All elements that involve people can be improved by an investment in
and Operating
Efficiency
ensuring that the performance evaluation system is fully functional.
Costs q Leadership and Organization – Specifying individual performance
expectations and holding them accountable is a requisite of strong
Management
• Engaged and
leadership.
Competent Workforce q Work Management – Reviewing individual performance can help
improve planning, scheduling, and work order compliance.
q Materials Management – Monitoring and holding people
accountable for storehouse performance can drive down storehouse
operating costs.
q Change Management – Frequent performance reviews are required
to keep people on track with organizational changes.
q Continuous Improvement – Rewarding good performance ensures
continued good human performance, which translates into
improved equipment performance.
• Leadership and
Organization
• Work Management
• Continuous
Improvement
(myPerformance)

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Training Program
(Competency On Line)
and Operating
Efficiency
Costs
I. Introduction
Management Training Best Practices are those efforts that go beyond the traditional
• Engaged and accepted practices such as highly rated training programs or a vast
Competent Workforce
curriculum. Best Practices in Training and Development are those efforts
that:
q Show initiative in solving business challenges.

q Support the business needs of the organization.
q Use an innovative and original approach.
q Are visionary in the empowering of people.
q Strengthen relationships between the organization and its
associates.
q Apply the accepted quality management principles and process.
• Leadership and
Organization Competency On Line is bp’s best practice in training and development.
• Work Management
• Change Management II. Description
• Continuous
Improvement Training is an essential element of the Common Maintenance Strategy.
It begins the day that each employee starts working at bp, and should not
stop until the day that they leave. Sometimes employees are trainees,
while other times they will be the trainers.
And never forget, learning is a continual process - there is always

something useful to be learned, and there is always an expert who can
share lessons they have learned. To have been “trained” means only that
the employee has received instruction, discipline, or drills in a range of
skills. However, training must ensure employee competency. This means
that the employee is properly qualified and has adequate ability to fulfil all
of the duties required in a certain position, and will remain so as
Training Program circumstances change.
Training must deliver competent personnel, not just information
Competency can be broken down into four primary components.
q Knowledge – things that are known by the individual

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q Skill – activities that can be readily performed

q Aptitude – the natural abilities and interests of individuals
q Behavior – how knowledge, skill, and aptitude are used
• Increase Production In terms of driving an automobile, understanding how the engine works is
and Operating knowledge, knowing how to drive is a skill, coordination and eyesight are
Efficiency
aptitudes relevant to the task of driving, while careful and considerate
Costs driving is behavior. All four of these combine to make a competent and
• Improve Integrity safe driver.
Management
• Engaged and
Competent Workforce bp defines five competence levels. These are:
q Awareness
q Basic Application
q Skilful Application
q Mastery
q Expert
At the Awareness level, there should be a basic understanding of the

relevant concepts, and be able to apply these concepts in the work
environment.
• Leadership and At the Basic Application Level, there should be a good understanding of
Organization concepts and be able participate in their implementation according to the
• Facility Availability requirements defined in related procedures.
• Work Management
• Change Management At the Skilful Application Level, there should be a complete
• Continuous understanding of concepts and the ability to lead groups as well as assist
Improvement others to understand these concepts. The employee should also be able to
develop, apply and monitor Key Performance Indicators related to the area
of competence.
At the Mastery level, the employee should be providing significant input

towards designing and improving the relevant hardware, procedures and
systems. The employee will be actively seeking examples of best practice,
and importing these into the Business Unit.
At the Expert level, the employee should be driving innovation in the

relevant concepts by influencing company strategy and by defining new
policies
Training Program A competence management system is essential to delivering competent

(Competency On Line) personnel. This involves:
q Ensuring that each job role is defined, and the competence
requirements for each role have been identified
q Determining the level of competence of personnel against the
requirements for the role that they are expected to fill
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q Implementing training programmes to close any identified gaps in

competency
q Verifying and re-verifying competency, through periodic re-testing
and checking. This should be coupled with training to close any
• Increase Production identified gaps.
and Operating q Fully documenting competency, to assist with managing and
Efficiency
planning training, and with assignment of personnel to new roles.
Costs
• Improve Integrity bp manages Competency differently for different workgroups.
Management
Supervisory and Professional Staff are expected to use the web-based
• Engaged and
Competent Workforce Competency on Line Tool. An example of Competency On-Line is shown
below. Operating and Maintenance staff are managed by a separate
Business Unit system. The Competence Management Assurance System,
or C-MAS, is one tool that may be used for this.
Each Business Unit is encouraged to appoint Engineering and Technical

Authorities with specific roles and responsibilities.
• Leadership and
Organization
• Work Management
• Continuous
Improvement
Training Program

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Competency On Line Example
and Operating Operations/Production Efficiency
Efficiency Skill Name Skill Description
Planning and Scheduling Planning/Scheduling, Execution of Planned Work, Documentation
Costs
1 2 3 4 5
Management Awareness Basic Application Skillful Application Mastery Expert
• Engaged and Planning/Schedul Planning/Schedul Planning/Schedul Planning/Schedul Planning/Schedul

ing.Demonstr ates ing.Demonstr ates ing.Demonstr ates full ing.Has the skills ing.Provides high level
Competent Workforce awareness of the steps understanding of the role knowledge of the to fulfill role of coaching to teams
necessary to plan and of the Planner in Planning role in Planner and around planning /
schedule preparing for work preparing for work Scheduler.Delivers scheduling work
work.Participates in activities.Contributes to activities.Demonstrates value through activities.Applies
work prioritization process scheduling in full knowledge of the effective backlog advanced analytical
reviews and work determining job Scheduler function management for capabilities and uses
backlog reviews. availability.Demonstrates within the team.Leads work knowledge to improve
knowledge of the organization.Represents prioritization the process.Contributes
Planning / Scheduling own discipline in sessions referring to both internal / external
process from work establishing work in detail to forums on planning and
identification through priorities gaining full criticality, cost, scheduling.Demonstrates
execution.Implements input from all team and production understanding of the
the work prioritization members.Uses Detailed impact into need to benchmark with
process in own job role. knowledge of Facility’s decisions.Analyzes other industries on
Implements Backlog equipment criticality to all facets of the planning and scheduling.
management techniques prioritize work.Reviews planning /
in own job backlog activities and scheduling
role.Demonstrates performs analysis of processes.
understanding of the effectiveness.
difference between
emergency and non-
• Leadership and emergency work.
Execution/Docume Execution/Docume Execution/Docume Execution/Docume Execution/Docume
Organization ntation.Demo nstrates ntation.Prov ides ntation.Prov ides ntation.Moni tors ntation.Deve lops work
• Facility Availability general awareness of technicians with the
information necessary information needed to
detailed knowledge and
information to
KPI's to modify
process.Captures
processes that underpin
the planning / scheduling
• Work Management to execute and execute and document technicians enabling both equipment processes.Initiates,
• Materials Management document work work.Participates in
activities.Demonstrates review of planning /
them to execute and
document work.Leads
condition
(before/after) and
develops and leads
efforts to streamline data
• Change Management general awareness of scheduling key reviews of planning / equipment input and manag ement
the need to track performance indicators scheduling key management (e.g. outputs.Contributes to
• Continuous performance by using (KPI's).Provides accurate performance indicators cost, parts usage, both internal and Group
Improvement key performance work documentation and (KPI's).Understands the labor forums on planning and
indicators (KPI). follows-up with importance of accurate hours)informatio scheduling and
technicians to assure work documentation. n.Drives team to communicates outputs
necessary data input. deliver continuous throughout the
improvement in Operations community.
minimizing costs Demonstrates
and increasing understanding of the
plant need to benchmark with
availability.Uses other industries on the
the full suite of subject.
KPI's to determine
proper levels of
staffing;
equipment not
performing to
proper standards
and implements
action plans to
rectify problems.
Training Program III. CMS Elements Improved by Training Program

The CMS Elements that are improved by the Training Program are:

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q Leadership and Organization – Improving employee knowledge

assures company profitability.
q Facility Availability – Keeping employees up-to-date on condition
monitoring technologies ensures their proper application and
• Increase Production interpretation of the data collected.
and Operating q Work Management – Training planners and schedulers improves
Efficiency
their efficiency and compliance in the field.
Costs q Materials Management – Knowing what to stock and in what
• Improve Integrity quantities ensure an optimized spare parts program.
Management
q Change Management – Training is crucial to keeping everyone
• Engaged and
Competent Workforce informed of organizational and regulatory changes.
q Continuous Improvement – Training the employees in all aspects
of their positions ensures continued progress to the Great Operator
vision.
• Leadership and
Organization
• Work Management
• Continuous
Improvement
Training Program

Page 210 of 324

Health, Safety, and Environment

(gHSEr)
and Operating
Efficiency
Costs
I. Introduction
Management bp will be distinctive worldwide in our pursuit and attainment of health,
• Engaged and safety and environmental performance. bp’s Commitment to HSE
Competent Workforce
Performance is one of the five Group Business Policies (Ethical Conduct,
Employees, Relationships, HSE Performance, Control and Finance). It is
our pledge to demonstrate respect for the natural environment and to work
to achieve our goals of no accidents, no harm to people and no damage to
the environment across the complete spectrum of health, safety and
environmental risk management including personal security,
technical/operational integrity of facilities and equipment, and product
stewardship. They are the boundaries within which all bp team leaders
must operate.
All Business Unit leaders must communicate the HSE Expectations to
• Leadership and their teams and are accountable for delivery of HSE performance. Each
Organization business unit shall have documented systems in place to meet the
• Facility Availability Expectations, including justification, where necessary why certain
• Work Management
Expectations are not applicable to that Business Unit.
• Continuous Effective management processes fulfil the intent of the HSE expectations
Improvement will result in enhanced business unit performance, protection of our group
reputation, improvement of our liability profile, and a distinctive
leadership position in our industry and the world.
The HSE management system framework provides a broad-based set of
expectations integrated into thirteen elements of accountability. Each of
the thirteen elements can be effectively supported with the proactive
management processes residing within the Common Maintenance Strategy
(CMS). Key processes such as ESMP/RCM, RCFA, planning and
scheduling are viable processes, which can deliver superior HSE
performance. Finally, CMS key performance indicators will provide
facility team leaders with vital information to focus on critical HSE
requirements resulting in consistent and sustained HSE performance
Health, Safety, and improvement.
Environment
(gHSEr)

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It is the Group’s intent

that these Expectations
receive full Business Unit
support in order to build a
• Increase Production management system
and Operating designed around the
Efficiency
‘Plan-Perform-Measure-
Costs Improve’ cycle .
• Improve Integrity Management systems are
Management
the people and integrated
• Engaged and
Competent Workforce processes that meet these
Expectations and deliver
desired, consistent
business performance.
The Business Unit
controls all components
of the management
system, including setting the level of business performance. They have the
authority to satisfy the thirteen elements with existing processes, programs
and systems (e.g. ISRS, ISO, etc.) as long as conformance with the
Expectations can be demonstrated.
• Leadership and
Organization
• Work Management II. Description
• Continuous bp's HSE Expectations are detailed within the thirteen elements of the
Improvement HSE Management System Framework. These Expectations outline bp’s
requirements for the management of:
q Safety and accident prevention
q Plant and equipment integrity
q Pollution prevention
q Energy conservation
q Personal, occupational and environmental health
q Personal/physical security
q Product stewardship
q Sustainable development
In all our activities and operations, we will:

Health, Safety, and q Comply fully with all legal requirements and meet or exceed these
Environment
(gHSEr) Expectations wherever we operate in the world.
q Provide a secure working environment by protecting us, our assets,

and our operations against risk of injury, loss, or damage from
criminal or hostile acts.

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q Ensure that all our employees, contractors and others are well
informed, well trained, engaged and committed to the HSE
improvement process. We recognize that safe operations depend
not only on technically sound plant and equipment, but also on
• Increase Production competent people and an active HSE culture, and that no activity is
and Operating so important that it cannot be done safely.
Efficiency
q Regularly provide assurance that the processes in place are
Costs
• Improve Integrity working effectively. While all bp employees and contractors are
Management responsible for HSE performance, line management is accountable
• Engaged and for understanding and managing HSE risks.
Competent Workforce
q Fully participate in hazard identification and risk assessments,
Assurance Audits, and reporting of HSE results.
q Maintain public confidence in the integrity of our operations. We

will openly report our performance and consult with people outside
the company to improve our understanding of external and internal
HSE issues associated with our operations.
q Expect that all parties working on bp’s behalf recognize that they
can impact our operations and reputation, and must operate to our
• Leadership and standards. We will assure ourselves that our contractors’ and
Organization others’ management systems fully support our Commitment to
• Facility Availability HSE Performance.
• Work Management
• Change Management Incident investigations are an important part of proper HSE management.
• Continuous
All major incidents (MI) and high potential (HiPo) situations will be
Improvement
analyzed using a formal root cause analysis technique. Findings will be
documented and shared across the organization. Information about the
incident investigation process is shown in the graphic below. See CMS
Process Defect Elimination Program for the decision tree, which
differentiates equipment failures that require a formal incident
investigation as opposed to a formal RCFA or mRCFA.
Health, Safety, and

Environment
(gHSEr)

Page 213 of 324

and Operating
Efficiency
Costs
Management
• Engaged and
Competent Workforce
Addressing the full set of HSE Expectations is mandatory for every

• Leadership and
Organization
activity across the entire bp organization. The relevance, application and
• Facility Availability degree of implementation within a particular operation or Business Unit
• Work Management will be a function of:
• Continuous
q The operational risk profile
Improvement q Local and national regulatory requirements
q Any voluntary HSE management programs
Team leaders are accountable for putting in place appropriate documented

systems and processes for each Expectation, for ensuring continuing
progress towards bp’s HSE goals and targets, and for confirming that these
processes are effective via the HSE Assurance process.
The content, format and terminology of HSE management and audit
systems at the Business Unit or Functional Unit level are a matter of local
choice, provided these:
q Are compatible with the Assurance Audits
q Are appropriate to operational risks
q Are relevant to regulatory and voluntary codes subscribed to by bp
Health, Safety, and q Can be referenced back to all relevant Expectations set out in this
Environment
(gHSEr)
HSE Management System Framework
At the same time, we encourage standardization of programs, work

processes, and procedures across similar operations and Business Units,

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and the transfer, sharing and adoption of efficient and cost-effective good
practices.
This related process is a summary only. For complete information on all

• Increase Production bp related HSE processes and policies visit:
and Operating
Efficiency
bp Intranet http://gbc.bpweb.bp.com/hse/policy/Hseright99
Costs
Management
• Engaged and III. CMS Elements Improved by Health, Safety,
Competent Workforce
and Environment
The CMS Elements improved by the Health, Safety, and Environment

Program are:
q Leadership and Organization – Reducing safety and environmental

incidents directly affects company profitability.
q Facility Availability – Addressing root causes of safety and
environmental incidents also improves equipment reliability.
q Continuous Improvement – A comprehensive HSE program
• Leadership and ensures continued exceptional stewardship of health, safety, and
Organization the environment, which promotes company performance and
• Work Management
public acceptance.
• Continuous
Improvement
Health, Safety, and

Environment
(gHSEr)

Page 215 of 324

Process Safety Integrity

Management (PSIM)
and Operating
Efficiency
Costs
I. Introduction
Management Process Safety Integrity Management (PSIM) is an integral part of the
• Engaged and Great Operator (GO) Initiative. One of the three primary goals of the GO
Competent Workforce
Initiative is to improve integrity management, which is monitored
primarily by company safety performance and number of major incident
and high potential incidents. The standard is aligned with the expectations
of ‘getting Health, Safety, and Environment right’ (gHSEr). Included
within PSIM is the Management of Change (MOC) process, which
ensures continuous safe operations for temporary and permanent changes
to the facility.
II. Description
• Leadership and
Organization The PSIM is defined as a continuous assessment process applied
• Facility Availability throughout design, maintenance, and operations to assure every facility is
• Work Management
managed safely. The general purposes of PSIM include:
• Change Management q Safely contain hydrocarbons within the process equipment
• Continuous q Safely manage changes to facility operations
Improvement
One of the major requirements to fulfill this purpose is the identification,
maintenance, and reliability of safety critical equipment. By definition,
equipment or structures are Safety Critical if they have failure modes that
would reasonably result in a catastrophic release of a hazardous material.
Processes in the Common Maintenance Strategy (CMS) effectively

support the deliverables of PSIM.
q Reliability analysis (ESMP/RCM) identifies equipment criticality
and develops effective maintenance activities to maintain
equipment reliability.
q Planning and Scheduling provides for the effective and efficient
planning and scheduling of inspection and maintenance activities
Process Safety
Integrity Management for critical equipment (e.g. process equipment, protective
(PSIM) instrument systems, etc.) either during turnaround or online
maintenance activities.
q The CMS provides several processes to document results of the
maintenance activities and provide vital feedback in the form of
key performance indicators. Utilizing key performance indicators,
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the operating organizations can fully utilize continuous

improvement skills to analyze and develop strategies to maintain
and ensure process equipment reliability at the lowest life cycle
cost.
• Increase Production q The Defect Elimination Program (RCFA) readily identifies “bad
and Operating actors” (high failure rate and high maintenance cost equipment)
Efficiency
and their root causes for failure, and makes recommendations to
Costs eliminate the root causes.
Management
Documented in PSIM are expectations that every facility should have a
• Engaged and
Competent Workforce formal procedure for the management of change. The procedure ensures
that all changes are systematically reviewed for potential hazards and that
the hazards are managed to an acceptable level of risk before the change is
implemented.
Examples of changes to a facility that may require an MOC review include

changes to:
q Process
q Materials and process chemicals
q Equipment
q Operating and control strategies (including operating outside
• Leadership and established operating limits)
Organization q Testing and inspection procedures and frequencies
• Facility Availability q Operating and maintenance procedures
• Work Management
• Materials Management q Organization (including roles and accountabilities)
• Change Management q Systems
• Continuous
Improvement Once a change is identified, some of the main steps to consider during a
management of change review are:
q Reason for the change
q Impact of the change on health, safety, security, and the
environment
q Modifications to existing procedures (or need for new
procedures)
q Modifications to Process Safety Information (especially, Piping
and Instrument Diagrams – P&IDs)
q Process Hazards Analysis of the change
q Duration of the change
q Management authorization for the change
Process Safety
q Personnel training on the change
Integrity Management
(PSIM) The management of change procedure should also specify a pre-start up
safety review to ensure that the MOC procedure was correctly applied and
that the change is safe to commission.

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Due to the significant number of changes that are needed, consider how
the MOC process can be streamlined to still meet all requirements in the
minimum amount of time. Consider an electronic format for the MOC
procedure to reduce paper load and increase efficiency.
and Operating The four key steps to effectively institute Process Safety Integrity
Efficiency
Management in a facility are:
Costs q Risk/Hazard Evaluation – determine likelihood and consequence
• Improve Integrity of equipment failure
Management
q Risk Management Plan – emergency response plans, corrosion
• Engaged and
Competent Workforce mitigation strategies, maintenance procedures
q Tracking – monitoring, inspection, and function testing program
q Continuous Improvement – incident investigations, review risk
management process
III. CMS Elements Improved by Process Safety

The CMS Elements improved by the Process Safety Integrity Management
(PSIM) Program are:
• Leadership and
Organization
• Facility Availability q Leadership and Organization – Improved equipment integrity
• Work Management reduces safety and environmental incidents, which can affect
• Materials Management facility profitability. HSE performance also improves due to
keeping the organization informed and trained on all changes
• Continuous
Improvement within the facility.
q Facility Availability – Addressing root causes of equipment
unreliability and ensuring accurate operating and maintenance
procedures are used improve equipment availability.
q Work Management – Maintenance utilization can be improved by
the MOC process within PSIM by ensuring that all personnel are
aware of the change prior to maintenance work, which can reduce
time for lock out/tag out (isolation/de-isolation) and other permits.
q Change Management – The MOC process within PSIM keeps the
attention of all personnel focused on safety and accuracy.
q Continuous Improvement – An ongoing Process Safety Integrity
Management program ensures improving equipment and HSE
performance, which improve business performance.
Process Safety
(PSIM)

Page 218 of 324

Choke Model
Efficiency
• Lower Unit Operating An attribute of successful organizations is the ability to maintain focus on
Costs
the strategically significant issues amid endless distractions. Sustaining
Management this discipline over the long haul is not common; oftentimes it is
• Engaged and dependent on the resolve of an important leader. A more resilient
Competent Workforce approach is to utilize a management system to track and focus
organizational energy.
The Choke Model Theory depicts the flow of hydrocarbons from the
reservoir through to the point of sale as they flow through a “pipeline”
reduced by a series of conceptual restrictions, or chokes, in the process.
These chokes identify the gap between the maximum and the actual
production, which focuses energy on the most significant operational
improvement opportunities in the producing assets of bp.
The exploration and production producing asset is seen as a pipeline with

• Leadership and
Organization
the components of Reservoir, Wells, Plant and Export to point of sale. A
• Facility Availability conceptual choke point is placed between each of the four components.
• Work Management The installed capacity of the asset is set between the chokes yielding
• Materials Management capacity for the:
• Continuous
q Reservoir
Improvement q Wells
q Plant
q Export
Exploration and Production operations record actual production between

the chokes from the reservoir to the point of sale. When compared against
operational performance standards and business plans, gaps or losses are
identified.
Failure Modes and Effects Analysis (FMEA) is a reliability engineering

technique used to summarize and close the gaps between actual and
expected performance. The choke model process generates an operational
loss FMEA showing the most significant opportunities for improvement.
Choke Model
eChoke is a web-based choke model management system developed to
enable all assets to apply the Choke Model Theory consistently across bp.
Additionally, eChoke provides a common language and a transparency of
data Beyond Exploration and Production.

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The eChoke management system also trends the following KPIs:
q Overall Operating Efficiency

Actual Production / (Actual Production + Planned Losses +
• Increase Production Unplanned Losses) x 100%
and Operating q Unplanned Operating Efficiency
Efficiency
Actual Production / (Actual Production + Unplanned
Costs Losses) x 100%
• Improve Integrity q Planned Operating Efficiency
Management
Actual Production / (Actual Production + Planned Losses)
• Engaged and
Competent Workforce x 100%
q Utilization
Actual Production / Installed Production Capacity x 100%
Importance
The choke model process generates the information that shows BU/PU
leaders and stakeholders where to focus action for operational
improvement. The result is the biggest gain for the effort deployed.
eChoke also creates a common strategy for measuring improvement

• Leadership and opportunities in bp Exploration and Production. This fosters
Organization organizational learning as successes in one field are shared with all
• Facility Availability producing assets.
• Work Management
Continuous
•
Improvement
II. Description
The choke model management system (eChoke) is an integral part of the
production loss management system. The aim of the loss management
system is to trend operational performance and focus action on
improvements that reduce losses. The choke model’s scope is asset-wide
because it includes reservoir management and operation of the physical
equipment.
The Choke Model and Common Maintenance Strategy (CMS) Defect

Elimination Process create data that is used to make recommendations to
improve operational efficiency. Planning and scheduling is necessary to
ensure that these follow-up actions are executed properly and in a timely
manner. Addressing the performance gaps identified by the choke model
Choke Model is critical in ensuring high production efficiency and a competitive
advantage.

Page 220 of 324

Production Loss Management – Process Flow

Operational
Performance
• Increase Production Upsets
and Operating Daily Quarterly Annual
Production Review Review
Efficiency
eChoke
Costs
Data
• Improve Integrity Analysis
Management Process Root Cause Production Weekly Follow-up
• Engaged and
Upset Analysis Upset Meeting Actions
Reporting
Competent Workforce
Immediate
Actions
History shows that maintenance professionals’ knowledge is critical to

overcoming many operational problems. BU/PU leaders do well when
they leverage the synergy between operational needs and the supporting
CMS Processes.
The choke model process includes the key element of prioritization of

• Leadership and
Organization opportunities. A 4-quadrant matrix is utilized as shown below. The choke
• Facility Availability model losses populate the model after they are judged on the parameters of
• Work Management magnitude of opportunity (amount of loss reduction) and ease of
implementation.
• Continuous
Improvement The matrix quickly throws out the low opportunity failure modes in the
bottom half of the matrix in favor of the high opportunity losses in the
upper half.
The upper half is further broken down into the “Low hanging fruit” and
the “Tough but important” opportunities which require different
approaches as shown below.
The CMS Processes of Defect Elimination and Planning and Scheduling

are set up to directly support choke model loss elimination:
q Use RCFA studies on “Tough but important” opportunities
q Use mini-RCFA studies on “Low hanging fruit” opportunities
q Utilize Planning and Scheduling to execute the defect
Choke Model
elimination changes on the physical assets.
Please refer to the CMS Process descriptions for more details.

Page 221 of 324

III. CMS Elements Improved by the Choke Model

Process
and Operating
Efficiency All of the CMS Elements are improved with choke model utilization:
Costs
q Leadership and People—Human behaviors and management
Management systems are improved as the choke model focus brings the
• Engaged and organization together to work on the biggest opportunities for
Competent Workforce reduction in operational losses.
q Facility Availability—Availability and on-stream time increase as
choke model-focused defect elimination activities are completed.
q Work Management—Elimination of losses directly improves
operational performance and productivity. More effort goes into
proactive activities that increase the probability of additional
operational improvement.
q Change Management—The choke model focuses value on
implementing changes that will generate financial rewards while
insuring health, safety, and environmental stewardship. Changes
that do not meet these requirements will naturally be rejected.
• Leadership and q Continuous Improvement—The choke model prioritizes DE efforts
Organization
• Facility Availability tackle the biggest opportunities for improvement. It is the
• Work Management guidance system for continuous improvement.
• Continuous
Improvement
Choke Model

Page 223 of 324

Operations Value Process (OVP)

Efficiency
• Lower Unit Operating The Operations Value Process (OVP) is an integral part of the Great
Costs
Operator (GO) Initiative. The OVP is a high-level internal assessment
Management program, which helps different facilities benchmark their performance
• Engaged and against other sites. Identified performance gaps can lead to more specific
Competent Workforce assessments, such as, Integrity Management Review and gHSEr
assessment.
II. Description
The OVP measures the internal perception of the performance within the
six key expectations, which are:
q Use the right people and processes

q Cause no harm to people or the environment
• Leadership and
Organization q Eliminate unplanned outages
• Facility Availability q Effectively prioritize and execute planned work
• Work Management q Optimize production
q Optimize costs
• Continuous
Improvement There are 26 practices embedded in the six expectations, and 86 elements
within the practices. A facilitated business unit (BU) management team
meeting determines a score of 1 to 5 for each element. These scores are
then averaged to generate a score for each practice. These average scores
are then plotted to show graphical comparison of:
q The BU site’s actual performance
q The BU site’s target performance
q The BU Group average scores
q The BU Group maximum and minimum scores
These ‘river bank’ diagrams are shared between facilities to help identify
performance gaps between actual performance and best-in-group
performance. Once the performance gaps are identified, other portions of
Operations Value
the GO Initiative are used to close the gaps.
Process
(OVP) The OVP assessment can be conducted online, which immediately
generates the performance graphs and is easily available for review.
Making performance information accessible keeps everyone informed and
motivated for improvement.
Page 224 of 324

For more information regarding the OVP, see the website

http://oe.bpweb.bp.com/default.asp
and Operating
Efficiency III. CMS Elements Improved by Operations Value
• Lower Unit Operating Process
Costs
Management The CMS Elements improved by the Operations Value Process (OVP) are:
• Engaged and
Competent Workforce q Leadership and Organization – Sharing best practices improves the
performance and profitability of all facilities.
q Change Management – Periodic benchmarking to identify
performance gaps increases the likelihood of changing behaviors to
improve performance.
q Continuous Improvement – Consistently reviewing and optimizing
operations to close performance gaps ensures continued facility
improvement.
• Leadership and
Organization
• Work Management
• Continuous
Improvement
Operations Value
Process
(OVP)

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Capital Value Process (CVP)

Efficiency
• Lower Unit Operating The goal of the Capital Value Process (CVP) is to align major project
Costs
objectives with site business objectives. The process ensures that the right
Management project is chosen, developed, and delivered. The Common Maintenance
• Engaged and Strategy is used throughout project development and delivery to ensure
Competent Workforce that maintenance and reliability issues are addressed.
II. Description
The Capital Value Process (CVP) is a highly structured business process
designed to ensure company funds and resources are wisely used.
Extensive effort is expended during the first three stages (front-end
loading) to attain buy-in from all stakeholders and to minimize expensive
changes later in the project (especially during the construction phase).
Front-end loading the project takes advantage of the fact that it is easier
• Leadership and
Organization and cheaper to change a project on paper than in concrete and steel.
• Work Management The Process Model for the CVP is shown below with deliverables listed
for each stage. CMS issues are included with the deliverables.
• Continuous
Improvement
Appraise Stage
q Conceptual design and feasibility study
q Basis of project design
q Preliminary life cycle cost analysis
q Reliability model
Select Stage
q Preliminary system design
q System functional analysis and allocation requirements
(CVP)
q Life cycle cost analysis
q Failure modes and effects analysis
q Equipment criticality analysis

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Define Stage
q Detailed design and project development
q Equipment type selection
• Increase Production q Procurement bid evaluation
and Operating
Efficiency
q Computerized Maintenance Management System
• Lower Unit Operating configuration
Costs q Preventive and predictive maintenance program
• Improve Integrity q Service contracts and spare parts requirements
Management
• Engaged and
Competent Workforce Execute Stage
q Construction and commissioning
q System acceptance testing
q Inspection
q Preservation maintenance
Operate Stage
q Operate system
q Evaluate system performance
q Make modifications to improve existing systems
q Conduct preventive and predictive maintenance program
• Leadership and q Implement condition-based maintenance
Organization
• Work Management The CVP defines two key roles for successful project execution:
• Materials Management q Gatekeeper – the individual responsible for the decision made at
• Change Management the end of each stage and for securing resources and funds to
• Continuous continue the project
Improvement
q Single Point Accountability (SPA) – the project manager who
directs the project team members
The project team documents their recommendations and rationale in a

Decision Support Package (DSP), which is used by the Gatekeeper to
make an informed decision at the end of each stage. The decision to be
made is:
q Proceed to the next stage
q Put the project on hold
q Recycle through the current stage
q Kill the project
For more information on the Capital Value Process for new projects, see
Capital Value Process existing company documents. See the CVP website at
(CVP)
http://cvp.bpweb.bp.com

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III. CMS Elements Improved by Capital Value

Process
• Increase Production The CMS Elements that can be improved by the Capital Value Process:
and Operating
Efficiency q Leadership and Organization – Increasing facility throughput with
Costs capital expansions decreases the bottom line cost per barrel.
• Improve Integrity q Facility Availability – Front-end loading a project ensures the right
Management equipment is selected with an effective proactive maintenance
• Engaged and
plan.
Competent Workforce
q Continuous Improvement – Continuing to install CVP Projects
ensures business growth.
• Leadership and
Organization
• Work Management
• Continuous
Improvement

(CVP)

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Appendices

Page 229 of 324

Appendix A
Assessments
FORMAL ASSESSMENT
# Topic Practice Level 1 Level 2 Level 3 Level 4 Level 5
1 A - Leadership Leaders model Leaders do not Leaders view Leaders see Maintenance and Maintenance and
and positive stress Maintenance maintenance and maintenance and reliability are seen reliability are seen
Organization maintenance and Excellence or reliability as reliability as as important as value added
reliability Reliability expense. overhead and are activities and may activities and are
behaviors by Improvement. Emphasis is to cut concerned about be given equal given high priority
personal example Emphasis on cost costs. Production controlling costs. consideration. in facility
both on and off control or always takes Emphasis is more Leaders emphasize operations.
the job, and reduction. No priority. Rewards on production. reliability in Leaders are highly
reinforce and rewards program are rare. Rewards are communication visible on a daily
reward positive exists. Leaders sporadic and and decision- basis, and
behaviors. rarely, if ever, informal. making. Formal empower and hold
seen in the field. Occasionally see reward program is staff accountable.
leaders in the field. in place. Formal reward
program in place.
2 A - Leadership Leaders develop There is no An informal A maintenance A defined A well-defined
and a clear maintenance and maintenance and and reliability maintenance and and clearly
Organization maintenance and reliability strategy. reliability strategy strategy exists. reliability strategy understood
reliability exists. It is not The strategy and exists. The maintenance and
strategy with used to guide goals are not in strategy/goals are reliability strategy
highly visible and leaders in decision full-alignment mostly in exists. The
regularly updated making. There are with plant alignment with strategy is in direct
performance few, if any, goals/CMS. plant goals/CMS. alignment with
indicators, goals, performance Leaders are aware Leaders are aware plant goals/CMS.
and objectives. indicators of the strategy, but
of strategy, but it Performance
associated with the do not share with is not consistently metrics have been
strategy. employees and shared with identified and
Employees are contractors or employees/contrac communicated to
generally not consider it in daily
tors. The strategy all employees and
aware of it. planning. is considered in contractors.
work plans.
3 A - Leadership Leaders integrate The maintenance The maintenance The maintenance The maintenance The maintenance
and the maintenance and reliability and reliability and reliability and reliability and reliability
Organization and reliability strategy is not strategy is a strategy is a strategy is fully strategy is fully
strategy with integrated into reference guidance integrated into all integrated and
expectations into business planning document that may document for department vertically aligned
business planning and decision- or may not be used business planning business planning into all business
and decision- making processes. for business and decision- and decision- planning and
making processes Documented planning and making processes making processes decision-making
and ensure that systems are not in decision-making. associated and their processes and their
documented place to deliver the Specific documentation. associated associated
systems are in expected documentation has The strategy is one documentation. documentation.
place to deliver outcomes. not been of several inputs to The strategy The strategy drives
these developed to departmental supports business decision
expectations. deliver the business decisions. departmental goals and
expected Outcomes are not business decision objectives.
outcomes. clearly defined. goals and
objectives.

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FORMAL ASSESSMENT
4 A - Leadership The facility Traditional Traditional Traditional Organization Organization has
and organization is organization roles organization roles
organization roles partially fully integrated the
Organization structured to and and and restructured to CMS core
accomplish the accountabilities accountabilities
accountabilities accommodate functional
Common exist. The CMS is exist. Some exist. Organization CMS core requirements
Maintenance not a basis for thought given to
recognizes gaps functional (reliability analyst,
Strategy (CMS) restructuring the restructuring the
between existing requirements planner, scheduler,
(i.e. all CMS core organization to organization tostructure and CMS (reliability analyst, performance
functional align with the align with the core functional planner, scheduler, coach, technical
requirements are CMS core CMS core requirements, but performance authority, etc.).
met, significant functional functional no restructuring coach, technical Significant support
support exists requirements. requirements, but
planned. Limited authority, etc.). by Centralized
from Centralized no clear direction
outside support by Moderate support Campaign
Campaign exists. Centralized by Centralized Maintenance
Maintenance Campaign Campaign Team.
Team). Maintenance Maintenance
Team. Team.
5 A - Leadership Each leader’s There are no Leader’s Leader's Leader’s Leader’s
and performance is performance performance is performance is performance is performance,
Organization assessed against criteria for leaders. assessed against reviewed on an reviewed on a including personal
their personal high level infrequent basis. periodic basis. objectives and
annual objectives (facility-wide) Includes some Includes some delivery of CMS
and based on criteria and does personal goals and personal goals and objectives, is
feedback from not include delivery of CMS delivery of CMS reviewed on a
line management, personal objectives. objectives. frequent basis.
peers, and others objectives, Feedback from Feedback from Feedback from
in the Business delivery of CMS line management, line management, line management,
Unit. (i.e. objectives, or peers, and others peers, and others peers and others in
myPerformance) peer/subordinate in the business in the business the business unit
feedback. unit are unit are one of the are primary inputs
occasionally an inputs to the to the performance
input to the performance assessment.
performance assessment.
assessment.
6 A - Leadership Organizational Organizational Few Some Many Organizational
and capabilities have capabilities and organizational organizational organizational capabilities have
Organization been redesigned functions have not capabilities and capabilities have capabilities have been redesigned to
to efficiently been redesigned to functions have been redesigned to been redesigned to efficiently execute
execute CMS accommodate been redesigned to accommodate efficiently execute CMS processes.
processes. desired change. accommodate desired change. CMS processes. Functions have
Functions have desired change. Some affected Several functions been realigned to
been realigned to functions have have been break down
break down been realigned to realigned to departmental
departmental minimize minimize barriers. Work
barriers. Work departmental departmental processes have
processes have barriers. Some barriers. Common been reengineered.
been work processes approval and work Communications
reengineered. may have been processes have between groups
Communication revised. been modified. has been
between groups Communications streamlined.
has been have improved.
streamlined.
7 A - Leadership Workforce There is a general There is some There is a clear There is a clear All staff
and expectations are lack of clarity of confusion or lack expectation of job expectation of job understand what is
Organization communicated to job expectations. of clarity of some performance, but performance, and expected and are
personnel via the CMS objectives expectations. little sense of most staff feel empowered to
myPerformance are not included in CMS objectives empowerment to empowered to contribute to their
system. Limits the are not included in achieve it. CMS improve. CMS full potential. All

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FORMAL ASSESSMENT
of authority and myPerformance the objectives are objectives are staff strive to
accountability are system. myPerformance included for included for most improve. CMS
clearly defined system. leaders only in the personnel in the objectives are
and understood. myPerformance myPerformance included for all
system. system. personnel in the
myPerformance
system.
8 A - Leadership Facility Personnel Personnel Personnel may Personnel are Personnel are
and personnel performance is not performance is not develop general informally totally involved in
Organization performance is assessed. CMS assessed on a BU and personal involved in developing
assessed and objectives are not regular basis. goals with delivery developing measurable
documented, and part of the Documentation is of CMS specific business business unit and
feedback is performance minimal and objectives. Goals unit and personal personal goals
given. assessment. feedback is usually may not be goals with delivery with delivery of
punitive rather measurable. There of CMS CMS objectives.
than constructive. are occasional objectives. There There are
CMS objectives informal are periodic formalized and
are not part of the performance performance regularly
performance reviews. reviews. scheduled
assessment. Improvement Improvement performance
plans may be plans are reviews.
developed, but are developed and Improvement
not followed up on reviewed plans are
a regular basis. periodically. developed and
continually
managed.
9 A - Leadership Leaders Leaders exert no Leaders Leaders Leaders Leaders
and effectively drive effort to achieve communicate the communicate the communicate the communicate the
Organization change and the goals of the vision of the GO vision of the GO vision of the GO vision of the GO
personnel GO initiative and initiative and initiative and initiative and initiative and
behaviors in CMS. No change CMS. No change CMS. Change CMS. Change CMS. Change
alignment with plan exists. plan exists. plans are plans are plans are
the Great Personnel Change and developed, but not developed and developed and
Operator (GO) behaviors are not personnel implemented. partially fully implemented
initiative and changed and there behaviors are not Limited personnel implemented and and tracked.
Common is no progress aligned with the behavior change. tracked. Moderate Significant
Maintenance towards the GO GO and CMS Rewards program personnel behavior personnel behavior
Strategy (CMS). and CMS objectives. for positive change change. Rewards change. Rewards
Change plans are objectives. Positive behaviors and behaviors is program for program for
developed. Positive behaviors are not recognized developed, but positive change positive change
Positive changes are not recognized or rewarded. infrequently used. and behaviors is and behaviors is
in behavior are or rewarded. developed and developed and
recognized and moderately used. frequently used.
rewarded.
10 B - Change The Great The GO strategy is The GO strategy is The GO strategy is The GO strategy is The GO strategy is
Management Operator (GO) not a driving force one of the one of the a major element a driving force and
strategy is the or primary focus elements for elements for for initiating primary focus for
driving force and for initiating initiating change initiating change change within the initiating change
primary focus for change within the within the within the organization. within the
initiating change organization. organization. organization. The Most of the organization. The
within the There is little or no There is little leaders of the business unit is entire business
organization. awareness of the awareness of the business unit are aware of the vision unit is aware of the
The entire vision or its vision or its aware of the vision and its benefits. A vision and its
business unit is benefits. A benefits. A and its benefits. A high level business benefits. A
aware of the streamlined streamlined very high level model has been streamlined
vision and its business model business model business model created to facilitate business model
benefits. A has not been has not been has been created to change. has been created to
streamlined created to facilitate created to facilitate facilitate change. facilitate change.

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FORMAL ASSESSMENT
business model change. change.
has been created
to facilitate
change.
11 B - Change Team leaders are Team leaders are Team leaders are Team leaders are Team leaders have Team leaders are
Management focused on the not focused on the marginally generally focused high awareness of focused on the
company’s company’s vision, focused on the on the company’s the company’s company’s vision,
vision, goals, and goals, or the CMS company’s vision, vision, goals, and vision, goals, and goals, and delivery
the delivery of objectives. They goals, and delivery
delivery of CMS delivery of the of the CMS
the CMS are not held of the CMS objectives, but it is CMS objectives. objectives.
objectives. accountable for objectives, but it is
not a primary Leaders have Leaders have
Leaders are managing changes. not a major responsibility. received some received formal
empowered and activity. There isThey have some formal training in training in change
held accountable little input to ensure change management tools
for managing accountability forroles and management tools and processes and
change. managing change. responsibilities are and processes and are held
defined and are generally held accountable for
adhered to accountable for managing the
throughout the managing change. necessary change.
organization.
12 B - Change Rewards and Rewards and Rewards and Rewards and Rewards and Rewards and
Management sanctions have sanctions have not sanctions may sanctions contain sanctions are sanctions have
been restructured been restructured, contain elements elements of modified to been restructured
to make them or may not exist. of change. change priorities, include elements to make them
consistent with Positive behaviors Behaviors goals, and values. of change consistent with
change priorities, have not been supporting the Specific behaviors priorities, goals, change priorities,
goals, and values. rewarded. vision and delivery supporting the and values. goals, and values.
Positive of the CMS vision and delivery Positive behaviors Positive behaviors
behaviors have objectives are of the CMS supporting the have been
been incentivized infrequently objectives are vision and delivery incentivized to
to stimulate rewarded. rewarded. of the CMS stimulate progress
progress towards objectives are towards the vision
the vision and usually rewarded. and delivery of the
delivery of the CMS objectives.
CMS objectives.
13 B - Change Key Performance KPIs have not A few KPIs have Several KPIs have A comprehensive A comprehensive
Management Indicators (KPIs) been created to been created to been created to list of KPIs has list of KPIs drives
have been monitor the monitor the monitor the been created to the change
developed to change change change monitor the management
monitor the management management management change program. Targets
progress on the process. process. process. Broad management have been
change Generalized targets have been process. High established,
management targets may be established, level targets have measured, trended,
process. Targets established, measured, trended, been established, and reported to the
have been measured, trended, and reported to measured, trended, entire
established, and reported on a leaders in the and reported to the organization.
measured, limited basis. organization. organization. Feedback is used
trended, and Feedback is Some feedback is Most feedback is to keep change
reported to the minimal. used to track used to track progress on target.
entire change progress. change progress
organization. and make
Feedback is used corrections.
to keep change
progress on
target.
14 B - Change Existing policy Existing policy has Few policies have Selected policies Many policies All pertinent
Management has been not been reviewed been reviewed have been have been policies have been
reviewed against against the GO against the GO reviewed against reviewed against reviewed against

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FORMAL ASSESSMENT
the GO Vision. Vision. Vision. A very the GO Vision. A the GO Vision. the GO Vision.
Unnecessary Management limited number of few policies and Some policies and Unnecessary
policies and processes have not policies and procedures have procedures have policies and
procedures have been streamlined. procedures have been revised or been eliminated. procedures have
been eliminated. been revised, eliminated. Management been eliminated.
Management fewer eliminated. Selected processes have Management
processes have Selected management been modified and processes have
been streamlined management processes have some bureaucracy been streamlined
and unnecessary processes may been modified and has been stripped and unnecessary
bureaucracy has have been some bureaucracy away. bureaucracy has
been stripped modified and has been stripped been stripped
away. minor amount of away. away.
bureaucracy
removed.
15 B - Change Leaders enable Leaders do not Leaders practice Leaders facilitate Leaders enable Leaders enable
Management active two-way practice two-way limited two-way scheduled two- formal two-way active two-way
communication communication communication way communication communication
and keep and do not keep and sporadically communication and keep and keep
employees employees keep employees and periodically employees employees
informed informed. informed inform employees periodically frequently
regarding the regarding the regarding the informed informed
rationale and rationale and rationale and regarding the regarding the
details behind the details behind the general details of rationale and rationale and
change, the facts change. the change, some details behind the
details behind the
(market demands, facts about how change, the factschange, the facts
competition), each person is (market demands, (market demands,
how each person affected, and the competition), howcompetition), how
is affected, and general each person is each person is
expectations for expectations for affected, and theaffected, and the
each person. each person. general specific
expectations for expectations for
each person. each person.
16 B - Change Everyone in the Few people Some people Key individuals in Most people Everyone in the
Management organization affected by the affected by the the organization affected by the organization
affected by the change are change are are engaged in the change are affected by the
change is engaged. Little engaged. change. Some engaged. Specificchange is engaged.
engaged. responsibility is Generalized responsibilities are responsibilities are
Specific
Specific assigned or is responsibilities are assigned and assigned to key responsibilities are
responsibilities vague. No one is assigned for personnel are individuals, who assigned and
are assigned and held accountable making the sometimes held are usually held personnel are
personnel are for making the required changes accountable for accountable for always held
held accountable change. at selected levels making the making the accountable for
for making the of the required changes required changes making the
required changes organization. at each affected at most levels ofrequired changes
at each level of Personnel are not level of the the organization,at each level of the
the organization, held accountable organization, from from the top to the
organization, from
from the top to for making the the top to the bottom. the top to the
the bottom. change. bottom. bottom.
17 B - Change Measurable Observable results Measurable results Measurable results Measurable results Measurable results
Management results are are not achieved are seldom are usually are achieved in a are achieved
achieved quickly. quickly. KPIs do achieved. Few achieved. Typical reasonable time quickly. Chosen
Chosen KPIs not indicate KPIs are indicators KPIs are indicators frame. Chosen KPIs yield early
yield early proof positive change. of positive change. of positive change. KPIs yield proof proof of positive
of positive Targets for change High level targets General targets are of positive change. change.
change. are not set. are set. Results set. Results are Periodic targets Incremental
Incremental are sometimes measured in are set. Victories targets are set.
targets are set. measured in financial terms, are expressed in Victories are
Victories are financial terms. such as return on financial terms, expressed at every

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FORMAL ASSESSMENT
expressed at investment. such as return on opportunity in
every opportunity investment. financial terms,
in financial such as return on
terms, such as investment.
return on
investment.
18 B - Change Qualified There are no well- Personnel are Personnel are Qualified Qualified
Management competent defined personnel selected and selected and personnel are competent
personnel are selection criteria. placed to meet placed to meet selected and personnel are
selected and There is no formal generic job certain job placed to meet selected and
placed to meet training program requirements. requirements per specific job placed to meet
specific job or competency Minimal provision CMS. Provision requirements per specific job
requirements per assessments. for initial training for initial training CMS. Provision requirements per
CMS. Initial and to meet job to meet minimum for initial training CMS. Provision
on-going training requirements. job requirements is to meet job for initial and on-
meets job and General job included. Specific requirements is going training to
legal descriptions may job descriptions, included. Specific meet job and legal
requirements, exist. Does not elements of job descriptions, requirements
including job include competency detailed includes job
descriptions, competency training, and competency descriptions,
competency training and/or effectiveness training, and competency
training, and effectiveness assessments exist. effectiveness training, and
assessment. (i.e. assessments. assessments exist. assessment.
Competency On
Line)
19 C - Teamwork Leaders engage Leaders do not Dept. goals are Leaders Leaders have Communication is
(internal and in clear, two-way communicate communicated but periodically periodic meetings formalized and
external communication KPIs, goals or rarely followed up. communicate to discuss vertically
relationships) with employees, objectives. There is no goals and maintenance and integrated across
contractors, and Leaders to not mission statement objectives and reliability vision, organization.
others on actively involve or department publish KPI goals, and Information is
maintenance and employees/contrac vision. Meetings statistics for goal performance. routinely and
reliability issues. tors or elicit are not regularly achievement. Most employees systematically
feedback. scheduled. Many employees and contractors communicated.
Employee are not familiar know objectives All
feedback is seldom with the mission and work toward employees/contrac
solicited. or its goals. achieving them. tors are fully
Contractors are Achieving goals is engaged and well
usually not not a high priority. informed on
included. Contractors are maintenance/reliab
rarely included. ility mission
statement and
vision.
20 C - Teamwork Operators are Poor relations Operators perform Operators perform Operators perform Operators perform
(internal and directly involved between minimum amount basic care and basic care and basic care and
external in equipment operations and of basic care and condition condition condition
relationships) maintenance. maintenance condition monitoring monitoring monitoring
departments. monitoring activities. activities. activities.
Operators do very activities. Operators view Operators Operators
few basic care Maintenance of basic care tasks as understand value understand value
activities equipment seen as responsibility of of preventing and of preventing and
(housekeeping, responsibility of operations. predicting predicting
inspection, maintenance Operators may equipment failure. equipment failure.
lubrication needs, department. perform some low- Operations Operators perform
etc.) or condition skill maintenance perform some low- or assist in all or
monitoring tasks. activities, but view skill maintenance most routine
maintenance as activities as part of maintenance
primarily their activities.

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FORMAL ASSESSMENT
responsible. responsibilities.
21 C - Teamwork Customers Customer There is some Customers and Customers and Customer
(internal and (Operations, satisfaction is customer requirements are requirements are satisfaction is a
external Engineering, never considered. identification and clearly defined and clearly defined and priority.
relationships) Contractors, 3rd There is little requirement understood. A understood. A Customers and
Party Experts, understanding of specification, but basic tracking tracking system is requirements are
etc.) of the the customer no tracking of system is in place, in place and clearly defined and
maintenance requirements or performance. but seldom acted reviewed understood.
function have a specifications. upon. periodically. Feedback loops
high level of Actions to are in place to
satisfaction. improve are identify needs.
sometimes Regular customer
initiated, but meetings occur for
seldom tracked collaboration and
and closed out. innovation.
22 C - Teamwork Satisfaction Internal customer Internal customer Formal internal Formal internal Formal internal
(internal and surveys are surveys do not surveys do not customer surveys customer surveys customer surveys
external routinely exist. High levels exist. High levels exist, but are exist and are exist and are
relationships) provided to of customer of customer seldom used. frequently used. frequently used.
customers of the dissatisfaction dissatisfaction Medium levels of Medium levels of Low levels of
core functions exist and are exist and are customer customer customer
(performance recognized, but recognized. An dissatisfaction dissatisfaction are dissatisfaction
coach, planner, not addressed. informal process exist and are decreasing. A exist. A formal
scheduler, to address recognized. An formal process to process to address
reliability customer informal process address customer customer
analyst, technical dissatisfaction to address dissatisfaction dissatisfaction
authority, may exist, but is customer exists, but action exists, but action
operator/mainten seldom used. dissatisfaction plans are not fully plans are fully
ance technician, may exist, but is implemented and implemented and
etc.). Customer seldom used. results are not results are tracked.
dissatisfaction is tracked
formally
addressed.
23 C - Teamwork Cross-functional No cross- No cross- An informal cross- Cross-functional
Cross-functional
(internal and equipment functional EITs functional EITs functional EIT EITs routinely
EITs routinely
external improvement exist to address exist to address may exist to meet and identify
meet and identify
relationships) teams (EITs) are reliability reliability address reliability reliability reliability
used to identify, improvement improvement improvement improvement improvement
scope, and opportunities. opportunities. An opportunities. opportunities.
opportunities.
prioritize internal process Priorities are Priorities are
Priorities are
reliability may exist to informally informally formally assigned.
improvement address reliability assigned. Action assigned. Action
Action plans are
opportunities. improvements, but plans are plans are developed and
Action plans are is infrequently developed, but developed and
action taken.
developed, action used. Action plans action is seldom action taken.
Progress is
is taken, and are rarely taken. Progress is Progress is not
monitored. New
progress is developed. not regularly regularly improvement
regularly monitored. monitored. opportunities are
monitored. identified and
prioritized.
24 C - Teamwork Cross-functional Cross-functional Cross-functional Cross-functional Cross-functional Cross-functional
(internal and team meetings team meetings to meetings are meetings are meetings are meetings are
external are routinely held discuss business irregularly held to regularly held to regularly held to regularly held to
relationships) to discuss asset objectives are rare discuss business discuss business discuss business discuss business
and business or non-existent. objectives. Other objectives. objectives. objectives.
objective issues. topics take Structured agendas Structured agendas Structured agendas

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FORMAL ASSESSMENT
Meetings include precedence. are rarely are usually are always
agendas, Structured agendas distributed prior to distributed prior to distributed prior to
specified leaders, are not developed. the meeting. the meeting. the meeting.
action items, Meeting Meeting Meeting Meeting
meeting minutes, facilitation does facilitation seldom facilitation rotates facilitation rotates
etc. not rotate. Action rotates among between a few to all participants.
items are not participants. participants. Action items and
developed. Action items are Action items are meeting minutes
Minutes are not reviewed. reviewed. are reviewed.
taken. Minutes are rarely Minutes are rarely
taken. taken.
25 D - Planning Maintenance No formal Basic maintenance Formal Formal Formal
and work is properly maintenance planning process. maintenance maintenance maintenance
Scheduling / planned, planning process. CMMS is used to planning process planning process. planning process.
Work Control including No estimates are estimate skills, exists. CMMS is CMMS is used to CMMS is used to
estimates for created for labor tools, and used to estimate estimate skills, plan greater than
skills, materials, and materials for materials needed skills, tools, and tools, and 95% of
tools, and proactive or to complete job for materials needed materials needed maintenance work.
prioritization to corrective corrective for some for most Work order
reduce delays. maintenance work. maintenance only. maintenance work. maintenance work. prioritization
Work order list Inconsistent work Inconsistent work Work order matrix (RIME)
may not be order order prioritization used. Full-time,
maintained in prioritization. No prioritization. matrix developed dedicated,
CMMS. No dedicated Little dedicated based on formally trained
dedicated resources for resources for equipment risk resource for
resources for planning function. planning function. (RIME). planning function.
planning function. Dedicated
resource for
planning function.
26 D - Planning Maintenance Work is not Major work is Most work is Most work is All work
and work is properly scheduled in scheduled in scheduled, but scheduled at least scheduled at least
Scheduling / scheduled. advance. advance. Other typically one day one week ahead. two weeks in
Work Control Windows of Significant work may be to one week in Annual, quarterly, advance. Long-
opportunity are production loss. scheduled daily. advance. Frequent weekly, and daily term, annual,
identified by No formal system schedule schedules created quarterly, weekly,
operations to for assessing and interruptions. and updated and daily
reduce impact on loading of Typically large appropriately. schedules updated
production. manpower. No backlog. Basic Formal backlog appropriately.
dedicated system for and scheduling Efficient
resources for assessing and management computerized
scheduling loading of system. Dedicated scheduling
function. manpower. Some resource for management
dedicated scheduling system. Dedicated
resources for function. and well-trained
scheduling resource for
function as part of scheduling
other job. function.
27 D - Planning Operations is Little or no Operations is Operations is Maintenance Operations share
and involved in operations informed in informed in scheduling leadership of
Scheduling / planning and involvement in advance of the advance of the meetings may maintenance
Work Control scheduling of planning or maintenance maintenance include operations. scheduling
maintenance scheduling. schedule, but low schedule. Permits Few schedule meetings. Little or
work. Equipment schedule and equipment delays due to no schedule delays
preparation and compliance (i.e. preparation is preparation of the due to equipment
permits are delays) due to no frequently not equipment or or permit
completed when synchronization of synchronized with permits. preparation.
operations is personnel, maintenance Operations Schedule
informed of materials, permits, personnel and supplies key input compliance is

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FORMAL ASSESSMENT
maintenance work and equipment materials causing to schedule. greater than 80%
each day. preparation. frequent delays. Schedule and is continuing
Inefficient Schedule compliance is to improve.
maintenance compliance is low. greater than 60%.
personnel
utilization.
28 D - Planning Work requests There is no formal Operations Work requests Work requests Work requests
and are efficiently review and verbally directs verbally approved typically reviewed, reviewed,
Scheduling / reviewed and approval process maintenance work by operations or approved, and approved, and
Work Control approved. for work requests. without formal maintenance team prioritized during prioritized during
planning, leader. Minimal multi-discipline multi-discipline
prioritization, or standard for the planning meetings. planning meetings.
scheduling. creation of work No preliminary Preliminary
requests or level of estimates estimates used in
acceptable detail. available. approval and
Frequent work Standard for prioritization
requests with minimum level of process. CMMS
insufficient detail. acceptable detail. assistance for the
Occasional work development of
requests with work requests at
insufficient detail. the sufficient level
of detail.
29 D - Planning There is a high
Maintenance The maintenance A routine There is a formal There is a formal
and level of planning and work process is maintenance work routine routine
Scheduling / maintenance scheduling inefficient in that process exists, but maintenance work maintenance work
Work Control efficiency. The
effectiveness is not personnel often is often not process which is process which is
planning and tracked and is have to wait for formally followed followed. followed.
scheduling effort
unknown. parts, permits and or sufficiently Maintenance Maintenance
is highly tools. There is automated to be utilization is above utilization is
effective. little automation to efficient. Workers 50%. Planning greater than 75%.
the process. seldom complete and scheduling Planning and
Planning and more than one task effectiveness is scheduling
scheduling per day. Tracked tracked, but efforts effectiveness is
effectiveness is not maintenance to improve are tracked. Efforts to
tracked, nor is backlog is seldom initiated. improve are
improvement a typically initiated based on
driving force. addressed via observed
overtime or performance gaps
deferral. vs. targets.
30 D - Planning Manpower levels It is unknown if Efforts have been The maintenance Efforts have been Optimization of
and are optimized. the number of initiated to cut the workforce level made to align the maintenance
Scheduling / workers is correct maintenance has been set at the workforce level workforce level
Work Control for the work workforce level minimum with specifically has been achieved
required. There is without regard to necessary to defined proactive through alignment
little attention paid optimizing the perform work requirements and with task
to manpower workload. based on historical expected reactive optimization and
levels. estimates of tasks. However, the prevention of
backlog in a critical, proactive critical failures
primarily reactive activity is often through proactive
environment. deferred due to analysis
Periods of high unexpected (ESMP/RCM).
workload are failures. "Living program"
addressed through reviews include re-
overtime or evaluation of
contract labor. manpower
requirements.

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FORMAL ASSESSMENT
31 D - Planning Integrated high No integrated Long-term Long-term Long-term Long-term
and level and long- long-term planning is limited planning has a planning extends planning extends
Scheduling / term planning is planning is to the upcoming one-year forecast, to two years and to five years and
Work Control performed and completed. turnaround. but is rarely the next two the next two
regularly reviewed and turnarounds. turnarounds.
updated. These updated. Long-term plans Long-term plans
plans direct daily are updated are updated
maintenance annually. annually.
activities.
32 E - Equipment Maintenance and Maintenance and Some of these Some of these Most of these A comprehensive
Reliability reliability reliability systems exist, but systems exist and systems exist and integrated suite of
management management are not fully are fully utilized are fully utilized systems exists and
systems and tools systems are not utilized or and supported. and supported. is fully utilized
(e.g. CMMS, being used. supported. They Personnel are Key maintenance and supported. All
ESMP/RCM, are used to familiar with the and reliability maintenance and
RCFA, EDS, document and tools they use and personnel are reliability
Data Analysis manage use them to familiar with some personnel are
tools, Materials maintenance on a document and of the tools familiar with all of
Management sporadic basis. manage available and use the tools available
system, etc.) are maintenance on a them to document and use them to
developed, regular basis. and manage document and
documented, maintenance on a manage
implemented, and regular basis. maintenance on a
supported regular basis.
throughout the
organization.
33 E - Equipment Significant Few investigations Only significant Sporadic and Sporadic and Sporadic and
Reliability equipment are conducted on safety, chronic (recurring)
chronic equipment chronic equipment
failures are failures. The environmental, equipment failuresfailures are failures
investigated to investigation and production are investigated, if
investigated if investigated if
prevent process is not well incidents are costs exceed costs or failure cost, production
recurrence. defined. investigated. threshold. rate exceeds loss, or failure rate
Improvements Improvements are Investigation Analysis driven tominimum exceed updated
are made based never made. process is not well physical and threshold. threshold. Teams
on the defined. Analysis human root Investigation team led by well-trained
recommendations is driven to causes. Few is led by well- facilitator.
for these symptoms or personnel are welltrained facilitator. Analysis driven to
investigations physical root trained on Analysis driven to management
(RCFA, mRCFA, causes of failure. investigation management system root
Incident Improvements process. system root causes.
Investigations). only made after Improvements causes. Improvements if
significant made in favorable Improvements for life-cycle cost
events/losses. economic times. large short-term shows return.
return.
34 E - Equipment Equipment There is a history There has been There has been There is a formal There is a formal
Reliability reliability and of poor reliability some effort to some effort to process in place to process in place to
availability are and availability, improve in areas improve via evaluate failures evaluate failures
continuously with little effort to where there are formal techniques and recommend and recommend
improving. improve. well known (RCFA, improvements, but improvements.
deficiencies, but ESMP/RCM) it is only utilized All failures are
these efforts have which have been ad-hoc when evaluated on some
been mostly successful, but someone requests level to determine
informal, and have only in areas it. Improvements potential areas for
yielded little or no where there are are often cyclical. improvement.
sustained well known Recommendations
improvement. deficiencies, or are implemented
during favorable and performance is
economic times. continually

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FORMAL ASSESSMENT
Improvements improving.
tend to be cyclical.
35 E - Equipment The proactive Little or no Proactive Proactive Proactive Proactive

Reliability maintenance proactive maintenance maintenance maintenance maintenance
program is maintenance program is limited program has program includes program
developed and exists, only to preventive preventive and preventive and emphasizes
instituted per reactive (time-based repair predictive predictive condition
recommendations maintenance. Any and replacement maintenance maintenance tasks, monitoring and
from reliability preventive activities) (vibration which are assigned predictive
analysis maintenance or maintenance. monitoring, to equipment maintenance over
(ESMP/RCM, condition Condition thermography, oil based on time-based
RBI, MI). monitoring monitoring is analysis, etc.) equipment risk intrusive tasks.
(Proactive activities that are limited to operator tasks, which are (likelihood and Proactive tasks are
maintenance completed are rounds that are not assigned within a consequence of assigned based on
includes seldom formalized in a specific equipment failure), dominant equipment risk,
condition documented and database and did type without failure failure history,
monitoring, did not originate not originate from regard to risk, mechanisms, and dominant failure
predictive and from reliability reliability analysis. failure history, or reliability analysis mechanisms, and
preventive analysis. reliability analysis. recommendations. reliability analysis.
maintenance, and
function testing.)
36 E - Equipment Major equipment No equipment No company Company Company and Engineered
Reliability has performance performance equipment equipment vendor-developed company and
acceptance criteria exist. performance performance equipment vendor-developed
criteria Company criteria exist. criteria exist, but performance equipment
(vibration, expertise is not Vendor-developed are seldom used. criteria exist and performance
temperature, utilized to perform performance Vendor-developed are regularly used. criteria exist and
pressure, amp acceptance testing criteria are used. performance Company are routinely used.
load, etc.) for on repaired Company criteria are expertise is Company
repairs performed equipment. expertise is not preferably used. utilized to perform expertise is
in-house or off- utilized to perform Company documented frequently utilized
site. Company acceptance testing expertise is acceptance testing to perform
expertise is on repaired infrequently used on most repaired documented
utilized to equipment. to perform equipment. acceptance testing
perform documented on all repaired
acceptance acceptance testing equipment.
testing of on repaired
repaired equipment.
equipment.
37 E - Equipment A formal A formal A formal A formal A formal A formal
Reliability engineered engineered engineered engineered engineered engineered
lubrication lubrication lubrication lubrication lubrication lubrication
program is in program does not program does not program does not program is under program is the
place, including exist. Site exist. Site exist. Site development. Site basis for lubricant
lubricant experience and experience and experience and experience and selection,
identification, vendor vendor vendor vendor replacement,
correct lubricant recommendations recommendations recommendations recommendations proper storage,
application, form the basis for form the basis for form the basis for form the basis for labeling,
labeling, storage, lubricant selection lubricant selection lubricant selection, lubricant selection, contamination
sampling, and replacement. and replacement. replacement, and replacement, prevention, proper
quality, Company Company proper storage. proper storage, oil level, and
contamination lubrication lubrication Company contamination proper bearing
prevention, etc. recommendations recommendations lubrication prevention, proper grease quantities.
do not exist. exist, but are recommendations oil level, and
rarely used. exist, but are proper bearing
rarely used. grease quantities.

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FORMAL ASSESSMENT
38 F - Technology Condition Very little Some condition A formal condition A formal condition A formal condition
Utilization monitoring (and condition monitoring data is monitoring and monitoring and monitoring and
predictive monitoring is collected on round predictive predictive predictive
maintenance conducted. Few sheets and the maintenance maintenance maintenance
tasks) results are results are used to information is program exists program exists program exists
collected, make decisions on manually reviewed with a defined with a defined with a defined
analyzed, and equipment. by operating review process. review process. review process.
used to make personnel. Data is manually Data is collected Data is collected
decisions on the Decisions are collected and some on handheld on handheld
scope of made on this may be entered computers. computers.
equipment information only if into a database. Information is Information is
repairs and readings are out- Data is used to occasionally reviewed
overhauls? of-range. make decisions on reviewed and used frequently and
equipment based to make decisions used to make
on out-of-range on equipment. decisions based on
readings. out-of-range
readings and
trends.
39 F - Technology All drawings Drawings are Drawings are Drawings are Drawings are Drawings are
Utilization (P&IDs, PFDs, incomplete or incomplete or sometimes mostly complete complete and
equipment inaccurate. No inaccurate. No incomplete or and accurate. All accurate. All
drawings, one- drawings are drawings are inaccurate. drawing types are drawing types can
line diagrams, stored on stored on Specific drawing stored view-only be redlined on
etc.) reside on the computer network. computer network. types are stored on computer computer network.
facility's Hardcopy of Hardcopy of view-only on network. Hardcopy of
computer drawings may not drawings is computer network. Hardcopy of drawings is
network. The exist. Drawings available at the Hardcopy of drawings is available at the
drawings are are not reviewed site. Drawings are drawings is available at the site. Drawings are
routinely redlined and updated. rarely reviewed available at the site. Drawings are frequently
and updated. and updated. site. Drawings are routinely reviewed and
infrequently reviewed, but updated.
reviewed and infrequently
updated. updated.
40 F - Technology Vibration Vibration analysis Vibration levels Vibration data is Vibration data is Vibration data is
Utilization analysis is is not performed are assessed by routinely collected routinely collected routinely collected
routinely used to on any equipment. operator/technicia by by by
assess rotating n using human operator/technicia operator/technicia operator/technicia
equipment health. senses only (touch, ns on majority of ns on most ns on selected
Operators/technic sound, and sight) equipment equipment equipment based
ians collect during normal regardless of regardless of on criticality
vibration operator rounds. equipment criticality. analysis. Analysis
readings. No vibration tools criticality. Analysis and and trending is
Company are used to collect, Analysis and trending may not conducted
expertise is used analyze, and trend trending may not be conducted formally.
to perform full- data. be conducted formally. Company
spectrum formally. Infrequent use of expertise is
vibration Company company frequently used.
analysis. expertise rarely expertise. Frequencies
Vibration data used. Frequencies Frequencies not optimized per
collection not optimized. optimized per findings.
frequency is findings
optimized.
41 F - Technology Used oil A lubricating oil Visual oil Oil sample Oil sample Oil sample
Utilization (lubricating and and hydraulic oil inspection collection is collection is collection is
hydraulic) analysis program performed by site routinely routinely routinely
analysis does not exist. personnel. Oil scheduled, but scheduled. scheduled.
(spectrography Visual oil samples are rarely schedule Schedule Schedule
and ferrography) inspection collected and compliance is compliance is compliance is

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FORMAL ASSESSMENT
is routinely performed by site analyzed by lab. poor. Critical oil high. Critical oil high. Critical oil
utilized to assess personnel. Results are rarely samples have not samples have been samples have been
equipment health reviewed and been identified. identified by site identified by
and lubricant acted upon. Results are rarely experience. criticality analysis.
condition. Lab Results are in reviewed and Results are Results are
results are readily hardcopy format acted upon. frequently frequently
available and and are not timely Results are in reviewed, but reviewed and
linked to the for appropriate hardcopy format action is seldom action is taken.
CMMS. response. and are not timely taken. Results are Lab results are e-
for appropriate hardcopy. Lab mailed and may
response. calls for critical integrate with
results. CMMS.
42 F - Technology State-of-the-art Machinery Limited use of Machinery Machinery Machinery
Utilization machinery diagnostic analysis machinery diagnostic analysis diagnostic analysis diagnostic analysis
diagnostic tools are not used. diagnostic analysis tools are used. tools are used. tools are used.
analysis tools for Running with no tools. Intrusive Intrusive Findings are Engineering
gas turbines, proactive time or calendar- maintenance documented, reviews findings to
engines, and maintenance may based maintenance activities are reviewed, and determine
reciprocating be acceptable. activities are performed. used to determine optimum scope of
compressors are Some intrusive performed. Previous analysis scope of maintenance
routinely used to time or calendar- Previous analysis findings are maintenance activities. Most
assess equipment based maintenance findings are not reviewed, but activities. Many repairs and
condition. activities may be reviewed. High correct action may repairs and overhauls are
performed. High maintenance cost not occur. overhauls are condition-based.
maintenance cost and low reliability Reduced condition-based. Optimized
and low reliability experienced. maintenance cost Low maintenance maintenance cost
experienced. and improved cost and high and higher
reliability over reliability reliability
past performance experienced. experienced.
experienced.
43 F - Technology Thermography Thermography is Thermography has Infrequent use of Thermal imaging Thermal imaging
Utilization (infrared) is not utilized for limited thermal imaging activities derived
activities derived
routinely used to equipment application. Only camera is limited from criticalityfrom criticality
assess the health condition simple handheld to electrical analysis and are
analysis and are
of a variety of monitoring. infrared equipment. used for condition
used for condition
equipment types. Thermal imaging thermometers are Findings are monitoring of
monitoring of
Equipment camera and used by documented, but multiple types of
multiple types of
application and handheld infrared operator/maintena action is rarely equipment. equipment.
frequency of data thermometers are nce technicians taken. Handheld Findings areFindings are
collection is not available at the and frequency is infrared documented and
documented,
determined by facility. not formally thermometers are action is usually
reviewed, and
criticality scheduled. limited to rotating taken. Frequency
appropriate action
analysis. Findings are not equipment of data collection
is taken.
documented. bearings, but is not optimized
Frequency of data
findings are not per findings.
collection is
documented. optimized per
findings.
44 F - Technology Borescope Borescope Borescope Borescope Borescope Borescope
Utilization inspections are inspections do not inspections are inspections are inspections are inspections are
routinely used on exist. Intrusive infrequently infrequently frequently frequently
a wide variety of inspections performed. performed on a performed on a performed on a
equipment to required to assess Preference is given limited variety of limited variety of large variety of
replace intrusive internal condition. to intrusive equipment. equipment to equipment to
internal internal condition Preference is given replace intrusive replace intrusive
inspections. inspections. to intrusive internal condition internal condition
Borescope is Borescope is not internal condition inspections. inspections.
available and readily available at inspections. Borescope is Borescope is
personnel are the facility. Borescope is available at the available at the

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FORMAL ASSESSMENT
trained. Contractors are available at the facility. Site facility. Site
used when facility, but personnel are well personnel are well
borescope seldom used. Few trained. Action trained. Action
inspection is or no trained regularly occurs regularly occurs
performed. personnel on site. based on findings. based on findings.
45 F - Technology Ultrasonic Ultrasonic analysis Ultrasonic analysis Ultrasonic analysis Ultrasonic analysis Ultrasonic analysis
Utilization analysis is does not exist. is infrequently is infrequently is frequently is frequently
routinely used to Human senses are performed. performed on a performed on a performed on a
assess a wide used for condition Preference is given limited variety of limited variety of large variety of
variety of monitoring. to human senses equipment. equipment to equipment to
equipment health for condition Preference is given replace human replace human
and check for monitoring. to human senses senses for senses for
leaks. Ultrasonic Ultrasonic device for condition condition condition
devices are is not readily monitoring. monitoring. monitoring.
available and available at the Ultrasonic device Ultrasonic device Ultrasonic device
personnel are facility. is available at the is available at the is available at the
trained. Contractors are facility, but facility. Site facility. Site
used when seldom used. Few personnel are well personnel are well
ultrasonic analysis or no trained trained. Action trained. Action
is performed. personnel on site. regularly occurs regularly occurs
based on findings. based on findings.
46 F - Technology Motor current Motor current Motor current Motor current Static (off-line) Static and dynamic
Utilization analysis (static analysis does not analysis is not analysis is motor current (on-line) motor
and dynamic) is exist. performed. Motor infrequently analysis is current analysis is
routinely used to is only tested as performed only on frequently frequently
assess motor specified after large horsepower performed only on performed on
condition. Motor repairs at the shop. motors. Motor large horsepower selected motors.
current analysis Motor current current analysis motors. Motor Motor current
instrument is analysis instrument is not current analysis analysis
available and instrument is not readily available at instrument is instrument is
personnel are readily available at the facility. available. available. Contract
trained. the facility. Contractors are Contract or or company
used when motor company experts experts perform
current analysis is perform analysis. analysis.
performed. Actions may occur Appropriate
based on findings. actions occur per
findings.
47 F - Technology Training is Training for Limited classroom Classroom and Classroom and on- Extensive
Utilization provided on condition and no on-going limited on-going
going training for classroom and on-
condition monitoring and training for training for condition going training for
monitoring and predictive condition condition monitoring and condition
predictive maintenance monitoring and monitoring and predictive monitoring and
maintenance techniques exists, predictive predictive maintenance predictive
techniques to but is not provided maintenance maintenance techniques is maintenance
maintenance to operating and techniques is techniques is provided to techniques is
personnel. Their maintenance provided to provided to operating and provided to
competency is personnel. operating and operating and maintenance operating and
assessed for each Competency is not maintenance maintenance personnel. maintenance
technique. assessed. personnel. personnel. Training is personnel.
Training is not Training is determined by a Training is
determined by a determined by aneeds assessment. determined by a
needs assessment. needs assessment.
Competency is needs assessment.
Competency is not Competency is not
formally, but Competency is
assessed. formally assessed.
infrequently, frequently and
48 F - Technology The correct out- No alarms have Alarm settings Alarm settings Alarm settings High and low
Utilization of-range alarm been created. have been created have been created have been created alarm settings
settings are Corporate/industry for some condition for most condition for most condition have been created

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FORMAL ASSESSMENT
created for the standards are monitoring and monitoring and monitoring and for all condition
condition available, but not predictive predictive predictive monitoring and
monitoring and used to set alarm maintenance tasks. maintenance tasks. maintenance tasks. predictive
predictive limits. No Corporate/industry Site experience is Corporate/industry maintenance tasks.
maintenance response actions standards and site used to update standards and site Corporate/industry
tasks (e.g. have been created. experience are alarm settings. experience are standards and site
vibration, available, but not Action responses periodically used experience are
thermography, oil used to update created for some to update alarm regularly used to
analysis, alarm settings. alarm conditions. settings. Action update alarm
equipment Action responses responses created settings. Action
performance, created for few for most alarm responses created
etc.). Appropriate alarm conditions. conditions. for all alarm
response actions conditions.
are created for
each alarm
condition.
49 F - Technology The use of Technology Some maintenance Some maintenance Several Many maintenance
Utilization technology in utilization is low technologies are technologies are maintenance technologies are
predictive and there are no used in predictive used in predictive technologies are used in predictive
maintenance is efforts underway maintenance. maintenance. used in predictive maintenance.
regularly to incorporate new Results are rarely Results are usually maintenance. Results are always
reviewed, technology at the reviewed. There is reviewed, but Results are reviewed and
evaluated, and site. no program to rarely acted upon. regularly reviewed acted upon. A
optimized. A evaluate new An informal and acted upon. A formal program
formal program technologies or the program exists to formal program exists to frequently
is in place to benefit of existing review the benefit exists to review review the benefit
evaluate the technologies. of existing the benefit of of existing
benefit of the technologies. existing technologies and
existing New technologies technologies. look for new
technologies and are rarely New technologies technologies to
to review the reviewed or are sometimes incorporate.
usefulness of new incorporated. reviewed and
technologies. incorporated.
50 G - Materials Materials are Planned work Planner can check Work order checks Work order Work order
Management efficiently orders do not inventory before inventory for parts reserves available reserves available
obtained through verify inventory adding to work and reserves parts. Request for parts and
work orders. before requesting order. available parts. unavailable parts automatically
Materials are materials. Unavailable parts Work order alerts automatically sent orders unstocked
staged or 'kitted' Materials picked can be purchased planner to to storehouse parts per preferred
(picked and or ordered when for the work order unavailable parts. personnel for provider
placed) for storehouse is by direct request Planner requests purchase. relationships.
maintenance informed of work from planner to parts directly from Materials reserved Requisitions for
work. The order needs. storehouse storehouse by work orders are special parts
Planner is Planner must personnel. personnel. 'kitted' so all tools automatically sent
notified when all check with Materials gathered Materials are and parts are to storehouse for
materials are storehouse for as needed when gathered after all available in the purchase. All
ready for use. arrival of items. work order is materials have same location and materials are
scheduled. arrived on site. Planned notified. automatically
'kitted' and Planner
notified.
51 G - Materials Inventory quality No environmental Some materials Some materials Most materials Most parts stored
Management is effectively controls. No stored in stored in stored in in controlled
controlled. (e.g. specialized storage controlled controlled controlled environment.
Quality (temperature, environment. environment. environment. Specialized
acceptance humidity, Little specialized Limited Specialized storage available
criteria, Positive orientation, storage. Incoming specialized storage storage available. as appropriate.
Material rotation, bills of materials available. Bills of Parts from non- Parts from non-
Identification lubrication, etc.). verified against material verified preferred preferred

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FORMAL ASSESSMENT
(PMI), etc.) No quality order, but parts for accuracy. providers providers routinely
(Special handling assurance typically not Materials randomly inspected. Quality
and storage practices for new inspected for inconsistently inspected. Quality acceptance criteria
includes or returned parts. quality. No PMI. inspected for acceptance criteria well defined.
orientation, No PMI. quality. Quality well defined. Providers assure
lubrication, acceptance criteria
Preferred provider quality per
manipulation, not well defined.shops inspected contracts.
humidity, etc. for PMI program regularly. Extensive PMI
parts as rarely used. Moderate PMI use.
recommended.) program in use.
52 G - Materials Inventory levels Inventory levels Inventory levels Inventory levels Inventory levels Inventory levels
Management are optimized are not aligned are not aligned are not aligned are not in full- are in full
based on with reliability with reliability with reliability alignment with alignment with
reliability analysis. Some analysis. analysis. reliability analysis. reliability analysis.
analysis vendor and Vendor/OEM and Vendor/OEM and Inventory levels Inventory levels
(ESMP/RCM). Original maintenance maintenance are optimized by are optimal.
Equipment department department using historical Extensive use of
Manufacturer recommendations recommend usage and vendor alliances
(OEM) stocking are used to set min/max levels. inventory analysis. and just-in-time
recommendations inventory Inventory usage is Moderate use of delivery. Multi-
are typically used. minimum/maximu tracked and vendor alliances site shared
Stockouts are m levels. max/min levels are and just-in-time stocking where
frequent for some Stockouts are adjusted by delivery. Multi- appropriate.
material. frequent for some storehouse. site stocking
Inventory turns are material. Vendor alliances considered.
low for some. Inventory turns are created, but not
low for some. used extensively.
53 G - Materials Inventory is Inventory may be Inventory is Inventory is Inventory is Inventory is
Management accurately listed in managed in managed in managed on managed on
accounted for. spreadsheet format spreadsheet Computerized CMMS. CMMS.
on a single format. Physical Maintenance Computer Computer
computer. No verification of Management inventory counts inventory counts
physical inventory is System (CMMS). are automatic. are automatic
verification of manually entered Computer Physical using bar-code
inventory. in the computer. inventory counts verification of technology.
are automatic. inventory counts Physical
Physical are conducted verification of
verification of infrequently. inventory counts
inventory counts are no longer
are conducted required.
periodically.
54 G - Materials There is a formal There is no formal There is an There is an There is a formal There is a formal
Management process for process in place to informal process informal process process to handle process in place to
handling material handle and in place to handle to handle and and account for handle and
returns to the account for material returns. account for material returns. account for
warehouse. material returns. No accounting material returns. Accurate material returns.
Materials Poor quality and provided for Accurate accounting may Accurate
coordinators unused materials material returns. accounting does not occur. Poor accounting occurs.
apply credit to are discarded Poor quality and not occur. Poor quality and unused All poor quality
the appropriate rather than unused materials quality and unused materials are and unused
work order/cost returned to the are discarded materials are returned to the materials are
center and warehouse. rather than equally returned to warehouse rather returned to the
contact supplier Supplier is not returned to the the warehouse and than discarded. warehouse.
to resolve issues contacted to warehouse. discarded. Supplier is Supplier is
or return resolve issues. Supplier is not Supplier is frequently frequently
transactions. contacted to infrequently contacted to contacted to
resolve issues. contacted to resolve issues. resolve issues.
resolve issues.

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FORMAL ASSESSMENT
55 G - Materials Quality parts are A process for An informal An informal The MOC process The MOC process
Management used when qualifying the use process for process for for qualifying the for qualifying the
performing of non-OEM parts qualifying the use qualifying the use use of non-OEM use of non-OEM
repairs. An does not exist. of non-OEM parts of non-OEM parts parts exists and is parts exists and is
MOC Non-OEM parts exists, but is rarely exists, but is rarely regularly used. regularly used.
(Management of are used used. Non-OEM used. OEM parts OEM and non- OEM and non-
Change) process frequently. parts are used are preferentially OEM parts are of OEM parts are of
applied when Frequent material frequently. selected over non- high quality with high quality. Cost,
non-OEM defects often lead Frequent material OEM parts. High an incremental quality, and
(Original to high operating defects often lead material cost may cost difference. delivery time
Equipment cost and low to high operating exist and high Reduced material determine
Manufacturer) reliability. cost and low reliability exists. cost and high sourcing for part.
materials are reliability. reliability exist. Optimized
used. material cost and
higher reliability
exist.
56 H - Supply Contractor skills, Contractor’s skills, Contractors are The facility has The facility has The facility has
Chain and performance, performance, expected to alliances with alliances with developed
Contractor availability, and availability, and include elements contractors, and contractors, and meaningful
Management value to the value to the CMS of CMS in the have included have included alliances with
Common are not assessed. performance of some CMS CMS elements in contractors, and
Maintenance their work, but performance contracts. Contract have specific CMS
Strategy are there is no elements in performance goals elements in
assessed on a contractual contracts, which include CMS contracts.
periodic basis. obligation to do may include elements and Contracts are
so. Contractor incentives. incentives. performance-
performance is Meetings are Meetings are based, with
reviewed occasionally held occasionally held specific goals and
infrequently. with contractors to with contractors to reward structures.
review review overall Frequent meetings
performance. performance. are held with
contractors to
review
performance.
57 H - Supply Contract resource Material and labor Material and labor Material and labor Material and labor Material and labor
Chain and (materials and delays are delays are delays are less delays and high delays and high
Contractor labor) delivery is frequent. High frequent. High frequent. High transportation cost transportation cost
Management optimized. transportation costtransportation cost transportation cost are infrequent. are infrequent.
for material for material for material Formal process Formal optimized
delivery is delivery is delivery is less exists to manage process exists to
frequently frequently frequent. Formal material and labor manage material
experienced. No experienced. process to manage delivery, but and labor delivery
formal process to Basic process material and labor deviations are rare. and deviations are
manage material exists to manage delivery, but with Storehouse/vendor rare.
and labor delivery.material and labor frequent personnel 'kit' and Storehouse/vendor
delivery. deviations. deliver some personnel 'kit' and
Maintenance Maintenance materials to work deliver all
technicians deliver technicians deliver location. materials to work
materials to work materials to work location.
location. location.
58 H - Supply Inventory levels Frequent stockouts Stockouts are Stockouts are less Stockouts are Stockouts are rare.
Chain and are efficiently occur. Inventory frequent. frequent. infrequent. Inventory
Contractor maintained by min/max levels are Inventory Inventory Inventory min/max levels
Management providers within not established in min/max levels min/max levels min/max levels established for all
the approved CMMS. Work established for established for established for materials in
supply chain. order materials some materials in most materials in most materials in CMMS. Work
Inventory is planning not CMMS. Work CMMS. Work CMMS. Work order materials
shared between integrated with order materials order materials order materials planning fully

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FORMAL ASSESSMENT
assets and inventory levels. planning verbally planning verbally planning integrated with
business units in No automatic communicated to communicated to integrated with inventory
a virtual reordering, vendor storehouse storehouse storehouse management
warehouse, stocking personnel. No personnel. Limited inventory system. Extensive
where arrangements, or automatic automatic management automatic
appropriate. virtual warehouse. reordering or reordering, virtual system. Extensive reordering, virtual
virtual warehouse. warehouse, and automatic warehouse, and
Limited vendor vendor stocking reordering, virtual vendor stocking
stocking arrangements. warehouse, and arrangements.
arrangements. vendor stocking.
59 H - Supply Contractor Contractor staffing Contractor staffing Contractor staffing Contractor staffing Contractor staffing
Chain and staffing levels are levels are poorly levels are poorly levels are levels are levels are managed
Contractor well managed managed (too few managed (too few managed, but not managed, but not and fully
Management and optimized for or too many or too many optimized. Short- fully optimized. optimized per
routine personnel). personnel). Short- term contractor Short-term and forecasted
maintenance Contractor term contractor demand levels are medium-term workload
activities. The demand levels are demand levels are developed and contractor demand demands. Short-
contractor short- not developed. rarely developed shared, but levels are term and medium-
term and Low contractor and shared with medium-term developed and term contractor
medium-term effectiveness and the contractors. contractor demand shared. Medium demand levels are
demand levels efficiency exist. Low contractor levels are contractor developed and
are routinely effectiveness and infrequently effectiveness and shared. High
updated and efficiency exist. developed. Low efficiency exist. contractor
shared with the contractor effectiveness and
contractors. effectiveness and efficiency exist.
efficiency exist.
60 H - Supply There is a formal A formal SCM A formal SCM An informal SCM A formal SCM A formal SCM
Chain and Supply Chain strategy does not strategy does not strategy exists, but strategy exists and strategy exists and
Contractor Management exist. exist. The is not routinely is routinely is routinely
Management (SCM) strategy business value of reviewed. The reviewed, but not reviewed, updated,
based on STARS SCM is not clearly business value of updated. The and aligned for
(Supply Chain understood by key SCM is somewhat business value of changing business
Management, individuals. There understood by key SCM is goals and
Transparency, is no concern individuals. understood by key objectives.
Aggregation, about material or Competitive bids individuals. Competitive bids
Relationships, contractor costs and quality Competitive bids and quality
Sector and quality. High assurance and quality assurance is
Strategies). The material and practices are assurance mandatory for
business value of contractor costs. infrequently used practices are material and
SCM is for the usually used in the contractor
recognized and procurement of procurement of procurement.
understood by materials and materials and
key individuals in contractors. contractors.
the organization.
61 H - Supply The strategic There are no There are no Only short-term Short-term and Short-term and
Chain and short-term and strategic strategic strategic medium-term medium-term
Contractor medium-term performance goals performance goals performance goals strategic strategic
Management performance or contractor or contractor and contractor performance goals performance goals
goals and objectives based objectives based objectives are and contractor and contractor
contractor on CMS objectives on CMS objectives rarely updated objectives are objectives are
objectives are incorporated into incorporated into based on CMS updated based on frequently updated
based on industry business business objectives. facility CMS based on facility
best practices and relationships. relationships. Conflicts between objectives. CMS objectives.
business Conflicts between Conflicts between the facility and Conflicts between Conflicts between
priorities (CMS the facility and the facility and contractor/vendors the facility and the facility and
objectives) and contractor/vendors contractor/vendors are less frequent. contractor/vendors contractor/vendors
are frequently are frequent. are frequent and Conflicts are are infrequent. rarely occur and
updated. Conflicts are are informally formally resolved. Conflicts are are quickly and

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FORMAL ASSESSMENT
Conflicts rarely resolved. resolved. formally resolved. formally resolved.
between the
facility and
contractor/vendor
s are rare.
62 I - Measures of Maintenance and Maintenance and High level High level Maintenance and
Maintenance and
Effectiveness reliability reliability maintenance and maintenance and reliability reliability
(KPIs)/ Cost performance is performance is not reliability reliability leadership develop
leadership develop
Control linked to linked to indicators are indicators are team and personal
team and personal
individual and individual or team loosely associated associated with reliability goals.
goals in alignment
team rewards. rewards. with individual or individual or team Performance iswith facility
team rewards. rewards. Goals reviewed by objectives.
Goals and rewards and rewards are leaders on an Performance is
are not clearly defined, but are irregular basis.
reviewed by
defined. normally not Rewards may beleaders on a
linked to facility linked to facility
regular basis.
performance performance Individual and
indicators. indicators. team rewards are
based on this
performance.
63 I - Measures of Team leaders Team leaders do Team leaders Team leaders Team leaders Team leaders
Effectiveness constantly not evaluate the rarely evaluate the periodically frequently constantly
(KPIs)/ Cost evaluate the current current evaluate the evaluate the evaluate the
Control current performance level performance level current current current
performance or develop or develop performance level performance level performance level
level and develop implementation implementation and develop and develop and develop
an plans. plans. implementation implementation implementation
implementation plans. plans. plans to promote
plan to promote progress towards
progress towards the current vision.
the current
vision.
64 I - Measures of Maintenance Maintenance costs Overall, There is a defined Maintenance costs Maintenance costs
Effectiveness costs are well are not well maintenance costs cost are tracked and are tracked and
(KPIs)/ Cost tracked and tracked. There is are tracked, but optimization/contr compared against compared against
Control continually little effort to budgets are ol strategy, but it best-in-class best-in-class
optimized. Cost control costs. arbitrarily is not well performers. Cost performers. Cost
metrics for total decreased or communicated, optimization optimization
cost of equipment increased based on nor integrated with efforts are efforts are
ownership are economic other improvement primarily through integrated with
routinely pressures, with efforts. budget reduction work optimization
reviewed. little regard for targets without and reliability
work required to changing analysis efforts
maintain workload. (ESMP/RCM).
operational
performance.
65 I - Measures of Key Performance KPIs do not exist. Some KPIs exist, There is a formal A formal KPI A formal and
Effectiveness Indicators (KPIs) but are not KPI program, but program exists, comprehensive
(KPIs)/ Cost are well defined, formally or it is typically only but the results are KPI program
Control comprehensive, routinely against cost and is seldom used to exists, where
and routinely monitored, and are seldom used to diagnose causes measure are
monitored for typically only diagnose causes and make trended and
performance gaps against cost. and make improvements. benchmarked, and
and improvement improvements. action is initiated
opportunities. to close gaps and
Information on capitalize on
historical improvement
performance is opportunities.

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FORMAL ASSESSMENT
maintained and
easily accessible.
66 I - Measures of The maintenance No maintenance The maintenance The maintenance The maintenance The maintenance
Effectiveness budget is based budget is prepared. budget uses budget uses budget is budget is strictly
(KPIs)/ Cost on defined historical costs to historical costs to predominantly based on pre-
Control activities. create future create future based on pre- planned and
budgets. There is budgets. Major planned and approved
little preplanning activities are pre- approved activities.
of maintenance planned to justify activities.
activities to the budget.
include in the
budget.
67 I - Measures of
Common No CMS Partial-suite of Partial-suite of Full-suite of CMS Full-suite of CMS
EffectivenessMaintenance performance CMS KPIs CMS KPIs KPIs routinely KPIs routinely
(KPIs)/ Cost Strategy (CMS) indicators infrequently routinely reviewed, reviewed,
Control key performance developed or reviewed. Action reviewed, some performance gaps performance gaps
indicators (KPIs) reviewed. No plans are not performance gaps identified, but identified, and
are participation in developed to close identified, but action plans not action plans
communicated benchmarking performance gaps. action plans not fully developed for developed and
(e.g. intranet, activities. Site KPIs are not fully developed for implementation to implemented to
scorecard) and readily available. implementation to close gaps. All close the gaps. All
used to identify No participation in close gaps. Site KPIs are available KPIs are available
performance benchmarking KPIs are available. via scorecards. via company
gaps. Internal activities. Infrequent Regular intranet. Frequent
and external participation in participation in participation in
benchmarking is benchmarking internal internal and
used to compare activities. benchmarking external
performance activities only. benchmarking
against other activities.
operating assets.
68 J - Requests for There is no formal Maintenance work Maintenance work Most work
Front-line
Computerized maintenance work management is requested request process or requests generated
personnel generate
Maintenance work are process or system. verbally and often system exists via CMMS
work requests in
Management efficiently not documented or (paper or CMMS), utilizing efficient
CMMS utilizing
System generated. tracked. but is documentation
efficient
inconsistently practices.
documentation
utilized. Work Informal review
practices.
seen as emergent and prioritization
Automation tools
often bypasses of work requests.
integrated with
work request Work seen as
CMMS to
process. emergent
efficiently
sometimes
generate work
bypasses work
requests (e.g.
request process.
PRIDE, oil
analysis, etc.).
Work request
process never
bypassed.
69 J - The features No or very limited CMMS used to CMMS used to CMMS used for CMMS used for
Computerized (modules) of the use of CMMS (i.e. track work orders plan, schedule, and all work and all work and
Maintenance CMMS are fully master equipment and inventory. No track work orders. materials materials
Management utilized, list). use of planning Inventory management. management.
System including work templates, management and Reports used to Direct input to
order scheduling ability, purchasing track maintenance KPIs. Work orders
management, or work order functions managed performance identified as
procurement, identification. in CMMS. indicators. Work breakdowns,
inventory orders identified as failure causes,

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FORMAL ASSESSMENT
management, breakdowns, similar failures,
accounting, failure causes, etc. for valuable
reporting, job similar failures, information in
planning and etc. for valuable continuous
scheduling, labor, information in improvement
equipment, and continuous efforts. CMMS
integration with improvement integrated with
other databases efforts. other facility
(samples, databases.
training, etc).
70 J - There is an No critical Critical equipment Critical equipment Critical equipment Critical equipment
Computerized updated HSE and equipment list list exists, but was list exists, but only list exists and was list exists and is
Maintenance production available or developed by a includes safety and based on results of maintained by
Management critical maintained. single person environmental an initial reliability living program
System equipment list, outside of a critical equipment. analysis reviews of
which is based on reliability analysis.Production and (ESMP/RCM) reliability analysis
reliability economic critical study, but list has (ESMP/RCM)
analysis results. equipment are not never been studies of the
on the list. updated. facility. Critical
equipment is
ranked by
operating risk
(likelihood and
consequence of
failure) of each
piece of
equipment.
71 J - Pertinent CMMS is used to CMMS is used to CMMS reporting CMMS reporting CMMS reporting
Computerized information is generate electronic generate electronic function is not function is not function is fully
Maintenance captured in the work orders only. work orders only. automated. Some fully automated. automated. All
Management CMMS to No pertinent Some pertinent pertinent Most pertinent pertinent
System develop the information from information from information from information is information is
Common proactive or proactive and proactive and captured and used easily captured
Maintenance corrective corrective corrective to develop KPIs. and used to
Strategy (CMS) maintenance is maintenance is maintenance is Full-suite of KPIs develop KPIs.
key performance captured in the captured in the captured in the are frequently Full-suite of KPIs
indicators (KPIs). database to allow database, but is not database, but is not reported in a user- are frequently
The CMMS development of used to develop fully used to friendly reporting reported in a user-
generates the KPIs. KPIs. develop KPIs. format. Limited friendly reporting
KPIs in a usable KPIs are access to KPI format. Open
reporting format. infrequently reporting function. access to KPI
reported. Limited reporting function.
access to KPI
reporting function.
72 J - Facility No formal or Word-of-mouth Informal Formal classroom Formal classroom
Computerized personnel are informal training training provided classroom training training is and computer
Maintenance adequately has been provided for personnel on is available, but provided to facility based training
Management trained and to facility the use of the infrequently personnel. (CBT) is provided
System competent in the personnel on the CMMS. No provided to facility Documentation is and available to
use of and access use of the CMMS. documentation personnel. Limited available for post- facility personnel.
of information No information available for documentation training Comprehensive
from the entered into training. Limited available for post- reinforcement. use of the CMMS.
Computerized CMMS. information training Increased levels of Easy access to
Maintenance entered into reinforcement. information information.
Management CMMS. Limited entered into the Information is
System (CMMS). Information is not information CMMS. Easy frequently used to
Information is easily accessible entered into access to assist or drive
readily used to or frequently CMMS. information. business decisions.

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FORMAL ASSESSMENT
make business accessed. Information is not Information is not
decisions. easily accessible frequently used.
or frequently
accessed.
73 J - The CMMS CMMS CMMS CMMS CMMS CMMS
Computerized implementation implementation implementation implementation implementation implementation
Maintenance was effective. plan was poorly plan was poorly plan was poorly plan was well plan was well
Management There is an developed and developed and developed; developed and developed and
System adequate number executed. execution was execution was execution was execution was
of user licenses. Inadequate ineffective. somewhat effective. very effective.
The system is number of user Inadequate effective. Adequate number Adequate number
infrequently licenses are number of user Inadequate of user licenses are of user licenses are
unavailable or available. The licenses are number of user available. The available. The
off-line. Data is system is available. The licenses are system is rarely system is rarely
backed up frequently off-line. system is available. System off-line. Data is off-line. Data is
regularly. An Data is not backed frequently off-line. is frequently off- routinely backed frequently backed
administrator is up. Administrator Data is not backed line. Data is up. Administrator up. Dedicated
assigned to is not assigned to up. Administrator infrequently informally administrator
manage the manage the is not assigned to backed up. assigned to assigned to
CMMS. CMMS. manage the Administrator may manage the manage the
CMMS. be informally CMMS. CMMS.
assigned to
manage the
CMMS.
74 J - Facility work CMMS CMMS CMMS CMMS CMMS
Computerized processes and the functionality is functionality is functionality is functionality is functionality is
Maintenance features very limited. All limited. Many site somewhat partially integrated fully integrated
Management (modules) of the site work work processes integrated with site with site work site work
System CMMS are processes have to have to be work processes. processes. Some processes. All site
aligned. be developed or developed or Many site work features of CMMS work processes
Modules include significantly modified to processes have to are not used or still were clearly
Work Orders, modified to accommodate be slightly require a work defined and
Preventive accommodate CMMS features. modified to process. Most site developed prior to
Maintenance CMMS features. accommodate work processes implementation of
(PM), Job Plans, CMMS features. were clearly CMMS.
Equipment, defined and
Inventory, developed prior to
Purchasing, implementation of
Labor, Calendars, CMMS.
and Resources.
75 K - Campaign The facility seeks Site personnel and Site personnel or Site personnel or Site personnel, The Centralized
Maintenance opportunities to contractors contractors contractors contractors, and Campaign
utilize campaign typically perform typically used to typically used to campaign Maintenance
maintenance maintenance, perform perform maintenance team Team is used to
philosophy to which is not maintenance maintenance are used to perform all
maximize planned or activities. These activities. These perform appropriate
efficiency and scheduled in activities are activities are not maintenance maintenance
lower overall advance. High informally planned always formally activities, which activities, which
lifecycle costs. maintenance costs and scheduled in planned or may not be are formally
Company exist. Campaign advance, but result scheduled in formally planned planned and
expertise (e.g. the maintenance is not in high advance. and scheduled in scheduled in
Centralized used at the facility. maintenance costs. Centralized advance. The advance.
Campaign Campaign Campaign efficiency and Optimum
Maintenance maintenance is not Maintenance effectiveness of efficiency and
Team) is used. Team is campaign effectiveness of
effectively considered, but maintenance campaign
utilized. infrequently used efforts have not maintenance
at the facility. been optimized. efforts have been

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FORMAL ASSESSMENT
realized.
76 K - Campaign Campaign Campaign Campaign Campaign Campaign Campaign

Maintenance maintenance maintenance maintenance maintenance maintenance maintenance
efforts are efforts are not efforts are efforts are efforts are efforts are
monitored and monitored. informally and formally formally formally
performance gaps Performance gaps infrequently monitored by cost monitored by cost, monitored by cost,
are addressed are not identified. monitored. and resource resource resource
with Improvement Performance gaps utilization. utilization, and utilization, and
improvement plans are not are not identified. Performance gaps work backlog. work backlog.
plans. developed. Improvement are occasionally Performance gaps Performance gaps
plans are not identified. are frequently are infrequent.
developed. Improvement identified. Contractor level
plans are Improvement and use of
developed, but plans are centralized
rarely developed and campaign
implemented. occasionally maintenance team
implemented. optimized.
77 L - Capital Turnarounds Turnarounds taken Turnarounds taken Turnarounds are Turnaround Turnaround
Value Process (TARs) are based on historical based on historical taken based on frequency and frequency and
for sufficiently frequencies or frequencies or equipment scope is optimized scope optimized
Turnarounds planned and equipment equipment inspection needs based on business based on business
justified in degradation. degradation. The and regulatory environment and environment and
alignment with Excessive non- TAR worklist is policies. Major reliability analysis. reliability analysis.
business emergency reduced via jobs are planned The TAR worklist Worklist is locked
objectives. maintenance routine breakdown and critical path is challenged and out 12 months
deferred until the corrective determined three locked out six prior to shutdown.
TAR. Cost, maintenance months prior to months prior to Formal process for
timing, duration, completed during shutdown. Formal shutdown. Formal add-ons. TAR
and worklist are the run. No review/approval process for add- Challenge process
not scrutinized formal process for add- ons. Documented implemented.
prior to the TAR. review/approval ons. Informal future TAR Documented and
No future TAR process for add- future TAR planning. updated future
planning or post- ons. Planning for planning. TAR planning.
TAR audit. current TAR only.
78 L - Capital Formal reliability No Minimal Baseline/standard Partially optimized Optimized
Value Process analyses baseline/standard baseline/standard TAR worklist has baseline/standard baseline/standard
for (ESMP/RCM, TAR worklist has TAR worklist has been mostly TAR worklist has TAR worklist has
Turnarounds PHA, RBI, been developed. been developed developed based been mostly been fully
RCFA, etc.) are Reliability based on site and on site and vendor developed based developed.
routinely used to analyses are not vendor experience. experience. Some on reliability Results of
assist in used to assist in Reliability reliability analyses analysis with some reliability analysis,
identifying and identifying TAR analyses are not are used to site and vendor in conjunction
optimizing all worklist. used to assist in identify baseline experience and with post-TAR
baseline/standard identifying TAR activities. Results post-TAR reviews reviews, are used
turnaround worklist. of reliability used. Results of extensively to
(TAR) worklist analyses are reliability analyses further optimize
items. Worklist frequently are rarely baseline worklist.
reviews retain eliminated during eliminated during
reliability TAR worklist TAR worklist
analysis reviews. reviews.
recommended
activities.
79 L - Capital Turnarounds Turnaround Turnaround Turnaround Turnaround Turnaround
Value Process (TARs) are material material material material material
for sufficiently procurement is not procurement is procurement is procurement is procurement is
Turnarounds planned in formally planned. informally ineffectively effectively effectively

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FORMAL ASSESSMENT
advance to allow All materials planned. Most planned resulting planned resulting planned resulting
for cost-effective ordered shortly materials arrive onin high material in lower material in lowest material
material before and during site just prior or cost and frequent costs and minor costs and no TAR
procurement and TAR, frequently during TAR, significant impact TAR duration duration impact.
efficient delivery. impacting frequently on TAR duration. impact. Most All materials are
Material delivery duration. Cost and impacting duration Materials for materials are on on site prior to
does not impact logistics are not and overall TAR major jobs arrive site prior to TAR. TAR. Effective
TAR duration. scrutinized prior to cost. No CVP- on site prior to Moderate use of and efficient use
CVP-TAR is the TAR. No TAR use. TAR. Infrequent CVP-TAR. of CVP-TAR.
used to plan TAR CVP-TAR use. and ineffective
materials. CVP-TAR use.
80 L - Capital There is a formal A formal QA/QC An informal and A formal QA/QC A formal QA/QC A formal QA/QC
Value Process quality program for TARs poorly program for TARs program for TARs program for TARs
for assurance/control does not exist. documented is infrequently is frequently used. is frequently used.
Turnarounds (QA/QC) Defects in QA/QC program used. Defects in Defects in Defects in
program in place equipment and for TARs is used. equipment and equipment and equipment and
to monitor the materials and Defects in materials and materials and materials and
quality of work, deficiencies in equipment and deficiencies in deficiencies in deficiencies in
repairs, repair work are materials and repair work are repair work are repair work are
equipment, and common. Defects deficiencies in common. Defects rare. Defects and rare. Defects and
materials during and deficiencies repair work are and deficiencies deficiencies are deficiencies are
turnarounds are not identified common. Defects are not quickly not quickly quickly identified
(TARs). or addressed. and deficiencies identified or identified, but are and formally
are not quickly formally formally addressed.
identified and are addressed. addressed.
seldom addressed.
81 L - Capital Turnaround No special roles Very few Generic Roles are Specific roles and
Value Process teams develop an and dedicated turnaround roles responsibilities are responsibilities are
for outline of the responsibilities are positions are and developed for the clearly developed
Turnarounds required roles created for created to handle responsibilities are turnaround cycle. for each
and shutdowns. All turnaround work developed, but not Some roles are not turnaround. Roles
responsibilities preparation and needs. used effectively clearly defined or are fully staffed
for the turnaround work is for most not adequately with appropriate
turnaround and completed in turnarounds. staffed. personnel.
select appropriate addition to
people to fill the existing work
required roles. responsibilities.
82 L - Capital The Safety Safety Safety Generic Safety Safety Highly detailed
Value Process Management Management Plans Management Plans Management Plans Management Plans Safety
for Plan (SMP) is are not developed are not developed are developed, but are developed for Management Plans
Turnarounds thoroughly for the turnaround. for the turnaround. not in great detail each turnaround. are developed for
developed for Safety Safety and rarely revised Safety each turnaround.
each turnaround. performance is performance is fair from the previous performance is Safety
Safety poor with several with poor safety turnaround. good with high performance is
performance is first aid cases and awareness by Safety safety awareness excellent with high
excellent during near miss involved performance is by all involved safety awareness
the turnaround. incidents. Safety personnel. acceptable with personnel. by all personnel.
awareness is low. moderate safety
awareness by all
involved
personnel.
83 L - Capital Manpower (site, Company and Some company Only company Manpower Manpower
Value Process Centralized contractor personnel demand personnel demand demand is forecast demand is forecast
for Campaign personnel demand is forecast, but not is forecast and in advance of well in advance of
Turnarounds Maintenance is not forecast in scheduled in scheduled in TARs. Personnel TARs. Personnel
Team, and advance of TARs. advance of TARs. advance of TARs. are scheduled in are scheduled well
contractor Personnel are Little contractor Contractor advance of TAR, in advance of
personnel) scheduled during demand planning personnel are resulting in low TAR, resulting in

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FORMAL ASSESSMENT
demand is the TAR, resulting prior to TAR, scheduled just labor costs, high lowest labor costs,
forecast for in high labor costs, resulting in highprior to TAR, utilization, minor high utilization, no
turnarounds poor utilization, labor costs, low resulting in high staffing problems, staffing problems,
(TARs). significant utilization, labor costs, low and minor impact and no impact on
Resources are understaffing, and significant staffing
utilization, on TAR schedule TAR schedule or
effectively significant impacts problems, and significant staffing and duration. duration.
managed. on TAR duration. major impact on problems, and
TAR schedule and major impact on
duration. TAR schedule and
duration.
84 L - Capital The Turnaround A Turnaround A generic A generic A specific A thorough
Value Process Execution Plan Execution Plan is Turnaround Turnaround Turnaround Turnaround
for (TEP) is not developed. Execution Plan is Execution Plan is Execution Plan is Execution Plan is
Turnarounds thoroughly Turnaround developed, but developed. developed for each developed for each
developed for duration often with little detail Shutdown and turnaround. turnaround.
each turnaround. exceeds expected and little change start-up activities Shutdown and Shutdown and
Shutdown plan. Excessive from previous are specified, but start-up activities start-up activities
activities, work add-on work. TEPs. work execution are highly are highly
execution, Poor efficiency in Turnarounds efficiency is poor. detailed. Work detailed. Work
workscope work execution. frequently extend There is an execution execution
change beyond the plan informal process efficiency is good. efficiency is
procedures, and due to poor to approve add-on There is a formal excellent. There is
start-up plans are efficiency on work work, but is process to approve a formal process to
included within execution frequently add-on work, approve add-on
the TEP to ensure regarding bypassed. which is work, which is
high-efficiency materials, labor, infrequently never bypassed.
turnarounds. and permit bypassed.
coordination.
85 L - Capital Turnaround costs No turnaround A turnaround A turnaround A turnaround A turnaround
Value Process are estimated, budget is created. budget is created, budget is created budget is created budget is created
for tracked, and kept No turnaround but is not used to based on historical based on based on detailed
Turnarounds within the cost estimates are restrict the spending levels. A preliminary cost cost estimates
budget. developed. Costs spending during preliminary cost estimates developed early in
are reported, but the turnaround. estimate is developed prior to the turnaround
not used to Turnaround cost developed prior to the turnaround. cycle. Costs are
develop future estimates are not the turnaround. Costs are tracked tracked during the
turnaround developed prior to Costs are tracked during the turnaround. Work
budgets. the turnaround. during the turnaround. Work is restricted to
Costs are reported turnaround, but is restricted to maintain costs
and used to create work is rarely maintain costs within the budget.
budgets for future restricted due to within the Add-on work is
turnarounds. turnaround budget turnaround budget. formally approved.
constraints. Add-on work is
formally approved.
86 M - There is a No standard for No standard for Informal standard Standard for Standard for
Knowledge standard for the minimum level of minimum level of for minimum level minimum level of minimum level of
Management amount and information stored information stored of information information stored information stored
quality of in the CMMS. in the CMMS. stored in the in the CMMS. in the CMMS.
information Maintenance work Some work history CMMS. Work Work history Work history is
captured in the history is rarely is written in history captured captured for most captured for all
Computerized captured. Very equipment files, for corrective proactive and proactive and
Maintenance limited but not included in work orders, but corrective corrective
Management information on CMMS or other not for proactive maintenance work maintenance work
System (CMMS). inventory. No accessible maintenance work orders. Detailed orders. Detailed
Information details on specific computer orders. Work information exists information exists
includes work pieces of database. Limited history captured in on inventory and on inventory and
history, equipment or information on CMMS is poor. all equipment. all equipment.
equipment equipment inventory and Information exists ESMPs exist for ESMPs exist for

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FORMAL ASSESSMENT
specifications, components. specific pieces of for inventory and most critical all equipment.
inventory details, equipment. equipment. equipment.
equipment
specific
maintenance
plans, etc.
87 M - Employees have Employees have Some employees Some employees Many employees Employees have
Knowledge received not received have received have received have received received
Management classroom and classroom and classroom and classroom and classroom and appropriate
practical training practical training practical training practical training practical training classroom and
in each of the in each of the in some of the in each of the in each of the practical training
CMS processes CMS processes. CMS processes. CMS processes. CMS processes. in each of the
and tools. They They apply the They apply the They apply the CMS processes.
apply the training training to the training to the training to the They apply the
to processes they processes they are processes they are processes they are training to all of
are directly directly involved directly involved directly involved the processes they
involved in and in, but are in and are vaguely in and are are directly
are conversant in typically not conversant in the somewhat involved in and
the other conversant in the other processes. conversant in the are conversant in
processes. other processes. other processes. the other
processes.
88 M - The organization Sharing of Sharing of Sharing of Sharing of Sharing of
Knowledge shares maintenance and maintenance and maintenance and maintenance and maintenance and
Management maintenance and reliability lessons reliability lessons reliability lessons reliability lessons reliability lessons
reliability lessons learned is not learned inside and learned inside and learned inside and learned inside and
learned via promoted. outside the outside the outside the outside the
networking and business unit is business unit is business unit is business unit is an
benchmarking sporadic. No voluntary. encouraged. expectation.
activities inside policy or uniform Informal policies Formal systems Formal systems
and outside their system is in place and systems are in are in place to are in place to
Business Unit. to disseminate place to disseminate disseminate
These lessons lessons learned. disseminate lessons learned lessons learned
learned are used lessons learned, (Intranet, reports, and are frequently
in new project but are rarely etc.), but are incorporated into
design incorporated into seldom new project
specifications per new project incorporated into designs.
the Capital Value designs. new project
Process (CVP). designs.
89 M - Personnel are There is no Personnel A personnel There is a There is an active
Knowledge exchanged personnel exchange is rare. exchange policy formalized plan to and formalized
Management between exchange program. There is no formal exists, but is exchange plan to exchange
operational areas policy and there performed on an personnel between personnel between
to promote self- are no defined "as needed" or operational areas. operational areas.
confidence and objectives outside voluntary basis. Personal goals and Personal goals and
breadth of the core job Generalized business business
experience. requirements. expectations are objectives may be objectives have
communicated, but identified to been identified to
not monitored. measure personnel measure and
contributions. A reward personnel
general personnel contributions. A
skills inventory is specific personnel
maintained. skills inventory is
maintained.
90 M - Relevant There is no formal There is no formal There is a There is a The Business Unit
Knowledge professional program for program, but professional professional supports
Management development is professional employees may development development professional
encouraged and development. request training on policy, but it is policy, but it is development by
available for an as-needed self-directed and is self-directed and allocating time and

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FORMAL ASSESSMENT
those working in basis, with limited not part of career- may be included in resources for
the maintenance support from path planning career path training and job
and reliability management. function. planning. enrichment
community. programs. Formal
policies define
scope and criteria
to qualify for
assistance.
Development is an
integral part of
career path
planning.
91 M - Equipment Proper operating Proper operating Specific operating Specific operating Specific operating
Knowledge operating parameters are not parameters are guidelines are guidelines are guidelines are
Management parameters are communicated or established, but established for established for established for
established, well-known by are not adhered to each piece of each piece of each piece of
communicated, operators. by the operators. equipment and are equipment and are equipment and are
and known by the Historical They are typically available in a available in a available in a
operators. operations tend to limited to general central location. central location. central location.
guide current throughput targets No formal process Guidelines are Critical operating
operating and product to assure posted on some limits and
parameters. quality adherence to equipment in the procedures are
specifications. operating field. An informal posted on field
guidelines. process exists to instruments and
ensure compliance equipment. A
with guidelines. formal process
exists to ensure
compliance.
92 N - Recommendation Recommendations Individual lists of Individual lists of Single list Single list
Continuous s to improve to improve recommendations recommendations maintained for all maintained for all
Improvement availability are availability are are maintained for are maintained for site site
tracked through seldom tracked each source of the each source of the recommendations recommendations
resolution. through resolution. recommendation recommendation. regardless of regardless of
(e.g. RCFA, idea, Status of source. Status of source. Status is
Hazop, recommendations recommendations regularly
ESMP/RCM, etc.). are available to all is available to all published and
Status is not well personnel. personnel. A updated by
published or Approval/rejection formal process responsible
available. for exists for approval personnel. A
Approval for recommendations or rejection for formal process
recommendations is informal and recommendations exists for approval
is informal and may be based on against a loosely or rejection of
inconsistent. defined criteria. defined set of recommendations
criteria. based on well
defined criteria.
93 N - Team Leaders are Team leaders are Team leaders are Team leaders are Team leaders are Team leaders are
Continuous highly visible and not actively seldom visible and somewhat visible usually visible and highly visible and
Improvement actively involved involved in the marginally support and generally actively support in actively involved
in the continuous continuous the continuous support the the continuous in the continuous
improvement improvement improvement continuous improvement improvement
process. They process. process. They are improvement process. They are process. They are
trend required vaguely aware of process. They are monitoring trending required
KPIs, join RCFA some KPIs, aware of required required KPIs, KPIs, joining
studies and minimally support KPIs, support sponsoring RCFA RCFA studies and
Equipment RCFA studies and RCFA studies and studies and Equipment
Improvement Equipment Equipment Equipment Improvement
Teams, promote Improvement Improvement Improvement Teams, promoting
planning and Teams, planning Teams, encourage Teams, planning and

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FORMAL ASSESSMENT
scheduling, and scheduling, planning and encouraging scheduling,
mentor others, etc. scheduling, planning and mentoring, etc.
etc. coaching, etc. scheduling,
mentoring, etc.
94 N - Management No time is allotted Some time is Management Time is allocated Time is allocated
Continuous commits to do performance given, but commits time for for routine for routine
Improvement adequate time to analysis. normally only routine monitoring of past monitoring of
do analysis of after a major performance asset performance performance, and
past asset failure or event. analysis only for and each resources are
performance. areas and assets maintenance/engin committed to do
which have eering discipline is so with cross-
regulatory or responsible for the functional teams,
corporate method and utilizing a
requirements for conduct of such common, formal
such monitoring. analysis. process (e.g.:
RCFA).
95 N - Management Continuous Continuous Formalized Formalized Formalized
Continuous commits Improvement Improvement Continuous Continuous Continuous
Improvement adequate time to processes and processes and Improvement Improvement Improvement
do analysis of tools do not exist. tools exist, but are processes and processes and processes and
programmatic not formalized or tools exist, but are tools exist, but tools exist, and are
performance. reviewed/updated only only some are routinely
regularly. reviewed/updated reviewed/updated reviewed/updated
on an ad-hoc basis. on a routine basis. through a well-
defined process.
96 N - Management Management does Management Management Management Management
Continuous supports not allocate supports supports supports supports
Improvement continuous resources to make improvements improvements improvements improvement
improvement improvements. only after only during only when the cost recommendations
recommendations significant favorable benefit provides where the life-
(upgrades, events/losses. economic times. large, short term cycle costs show
replacing bad return. adequate return
actors, RCFA, against a well
ESMP). defined standard.
97 N - Each manager Losses are not Managers assess Managers assess Managers assess Managers always
Continuous reviews and assessed regularly losses against only losses against only losses from 4 or 5 assess losses from
Improvement assesses by managers. 1 of these points of 2 or 3 of these these points of all 6 points of
production losses view. points of view. view. view.
from a large
variety of points
of view, such as
Economic,
Maintenance,
Statistical,
Engineering,
Operations, and
Business.
98 N - All production These events are These events are Some of these The majority of All of these events
Continuous data, chokes, never examined. only examined if events are these events are are examined
Improvement failures, short they cause a routinely examined, but not routinely, through
repairs, PM significant examined, but always routinely a formal process to
activity, and all production loss or typically for areas or formally. identify areas for
other incident. of cost reduction economic, safety,
maintenance only. environmental,
events are and production
examined for improvement.
improvement
opportunities.
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FORMAL ASSESSMENT
99 N - The proactive It is unknown of Proactive No formal living A proactive A formal proactive
Continuous maintenance the proactive maintenance program on the maintenance living maintenance living
Improvement program is maintenance program exists, proactive program exists, program exists and
optimized on a program uses the but there is no maintenance but is performed is performed at
routine basis. most applicable living program on approach that irregularly or less least once every
Some activities and cost-effective the methodology created the frequently than two years. The
are either approaches to used to create the original proactive once every two cost and
eliminated or the managing original program. maintenance years. The cost effectiveness of
frequency operational risk. program. Certain and effectiveness each task are
extended based elements of the of each task are reviewed and there
on "as found/as program have been reviewed and there is an aggressive
left" historical updated as new is an effort to effort to eliminate
data evaluated in technologies or eliminate non- non-value-added
a living program. cost-reduction value-added activities.
initiatives are activities.
implemented.
100 N - The maintenance Virtually all Some proactive Proactive activity Some reliability Reliability
Continuous program is maintenance activity exists exists on an analysis ((e.g. analysis
Improvement developed using activities are based on reaction equipment class ESMP/RCM) has (ESMP/RCM) has
reliability reactive. to past failures, but basis. Little been performed to been applied to the
analysis tools it has little consideration is focus and optimize majority of
(ESMP/RCM/RC documented basis, given for maintenance operating assets to
FA/RBI). and it is generally equipment activity, but it has clearly define,
Proactive unknown if it is operational not been applied to justify, and
maintenance being effective. context, criticality, a majority of optimize
activities are and preventing assets, or it is not maintenance
justified and specific dominant kept current via a activities. The
optimized for all failure "living program". analysis is also
operating mechanisms kept current via a
equipment. within that "living program".
operational
context.
The Peer-Assist Assessment focuses on the particular topic or topics found

to be deficient in a self assessment. The self assessment form is below.
The peer-assist assessment uses the applicable topics from the formal
assessment to complete the evaluation.

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1 A - Leadership Leaders develop a There is no An informal A maintenance A defined A well defined and
and clear maintenance maintenance and maintenance and and reliability maintenance and clearly understood
Organization and reliability reliability strategy. reliability strategy strategy exists.reliability strategy maintenance and
strategy with exists. It is not The strategy andexists. The reliability strategy
highly visible and used to guide goals are not instrategy/goals are exists. The
regularly updated leaders in decision full-alignment mostly in strategy is in direct
performance making. There are with plant alignment with alignment with
indicators, goals, few, if any, goals/CMS. plant goals/CMS. plant goals/CMS.
and objectives. performance Leaders are aware
Leaders are aware Performance
indicators of the strategy, but
of strategy, but it metrics have been
associated with the do not share with
is not consistently identified and
strategy. employees and shared with communicated to
Employees are contractors or employees/contrac all employees and
generally not consider it in daily
tors. The strategy contractors.
aware of it. planning. is considered in
work plans.
2 A - Leadership Each leader’s There is no Leader’s Leader's Leader’s Leader’s
and performance is performance performance is performance is performance is performance,
Organization assessed against criteria for leaders. assessed against reviewed on an reviewed on a including personal
their personal high level infrequent basis. periodic basis. objectives and
annual objectives (facility-wide) Includes some Includes some delivery of CMS
and based on criteria and does personal goals and personal goals and objectives, is
feedback from line not include delivery of CMS delivery of CMS reviewed on a
management, personal objectives. objectives. frequent basis.
peers, and others objectives, Feedback from Feedback from Feedback from
in the Business delivery of CMS line management, line management, line management,
Unit. (i.e. objectives, or peers, and others peers, and others peers and others in
myPerformance) peer/subordinate in the business in the business the business unit
feedback. unit are unit are one of the are primary inputs
occasionally an inputs to the to the performance
input to the performance assessment.
performance assessment.
assessment.
3 A - Leadership Organizational Organizational Few Some Many Organizational
and capabilities have capabilities and organizational organizational organizational capabilities have
Organization been redesigned to functions have not capabilities and capabilities have capabilities have been redesigned to
efficiently execute been redesigned to functions have been redesigned to been redesigned to efficiently execute
CMS processes. accommodate been redesigned to accommodate efficiently execute CMS processes.
Functions have desired change. accommodate desired change. CMS processes. Functions have
been realigned to desired change. Some affected Several functions been realigned to
break down functions have have been break down
departmental been realigned to realigned to departmental
barriers. Work minimize minimize barriers. Work
processes have departmental departmental processes have
been reengineered. barriers. Some barriers. Common been reengineered.
Communication work processes approval and work Communications
between groups may have been processes have between groups
has been revised. been modified. has been
streamlined. Communications streamlined.
have improved.
4 A - Leadership Workforce There is a general There is some There is a clear There is a clear All staff
and expectations are lack of clarity of confusion or lack expectation of job expectation of job understand what is
Organization communicated to job expectations. of clarity of some performance, but performance, and expected and are
personnel via the CMS objectives expectations. little sense of most staff feel empowered to
myPerformance are not included in CMS objectives empowerment to empowered to contribute to their

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system. Limits of the are not included in achieve it. CMS improve. CMS full potential. All
authority and myPerformance the objectives are objectives are staff strive to
accountability are system. myPerformance included for included for most improve. CMS
clearly defined and system. leaders only in the personnel in the objectives are
understood. myPerformance myPerformance included for all
system. system. personnel in the
myPerformance
system.
5 B - Change Team leaders are Team leaders are Team leaders are Team leaders are Team leaders have Team leaders are
Management focused on the not focused on the marginally generally focused high awareness of focused on the
company’s vision, company’s vision, focused on the on the company’s the company’s company’s vision,
goals, and the goals, or the CMS company’s vision, vision, goals, and vision, goals, and goals, and delivery
delivery of the objectives. They goals, and deliverydelivery of CMS delivery of the of the CMS
CMS objectives. are not held of the CMS objectives, but it is CMS objectives. objectives.
Leaders are accountable for objectives, but it is
not a primary Leaders have Leaders have
empowered and managing changes. not a major responsibility. received some received formal
held accountable activity. There is They have some formal training in training in change
for managing little input to ensure change management tools
change. accountability for roles and management tools and processes and
managing change. responsibilities are and processes and are held
defined and are generally held accountable for
adhered to accountable for managing the
throughout the managing change. necessary change.
organization.
6 B - Change Key Performance KPIs have not A few KPIs have Several KPIs have A comprehensive A comprehensive
Management Indicators (KPIs) been created to been created to been created to list of KPIs has list of KPIs drive
have been monitor the monitor the monitor the been created to the change
developed to change change change monitor the management
monitor the management management management change program. Targets
progress on the process. process. process. Broad management have been
change Generalized targets have been process. High established,
management targets may be established, level targets have measured, trended,
process. Targets established, measured, trended, been established, and reported to the
have been measured, trended, and reported to measured, trended, entire
established, and reported on a leaders in the and reported to the organization.
measured, trended, limited basis. organization. organization. Feedback is used
and reported to the Feedback is Some feedback is Most feedback is to keep change
entire minimal. used to track used to track progress on target.
organization. change progress. change progress
Feedback is used and make
to keep change corrections.
progress on target.
7 B - Change Leaders enable Leaders do not Leaders practice Leaders facilitate Leaders enable Leaders enable
Management active two-way practice two-way limited two-way scheduled two- formal two-way active two-way
communication communication communication way communication communication
and keep and do not keep and sporadically communication and keep and keep
employees employees keep employees and periodically employees employees
informed informed. informed inform employees periodically frequently
regarding the regarding the regarding the informed informed
rationale and rationale and rationale and regarding the regarding the
details behind the details behind the general details of rationale and rationale and
change, the facts change. the change, some details behind the details behind the
(market demands, facts about how change, the facts change, the facts
competition), how each person is (market demands, (market demands,
each person is affected, and the competition), how competition), how
affected, and general each person is each person is
expectations for expectations for affected, and the affected, and the
each person. each person. general specific

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expectations for expectations for
each person. each person.
8 C - Teamwork Operators are Poor relations Operators perform

Operators perform Operators perform Operators perform
(internal and directly involved between minimum amount
basic care and basic care and basic care and
external in equipment operations and of basic care and
condition condition condition
relationships) maintenance. maintenance condition monitoring monitoring monitoring
departments. monitoring activities. activities. activities.
Operators do very activities. Operators view Operators Operators
few basic care Maintenance of
basic care tasks as understand value understand value
activities equipment seen as
responsibility of of preventing and of preventing and
(housekeeping, responsibility of
operations. predicting predicting
inspection, maintenance Operators may equipment failure. equipment failure.
lubrication needs, department. perform some low- Operations Operators perform
etc.) or condition skill maintenance perform some low- or assist in all or
monitoring tasks. activities, but view skill maintenance most routine
maintenance as activities as part of maintenance
primarily their activities.
responsible. responsibilities.
9 C - Teamwork Cross-functional Cross-functional Cross-functional Cross-functional Cross-functional Cross-functional
(internal and team meetings are team meetings to meetings are meetings are meetings are meetings are
external routinely held to discuss business irregularly held to regularly held to regularly held to regularly held to
relationships) discuss asset and objectives are rare discuss business discuss business discuss business discuss business
business objective or non-existent. objectives. Other objectives. objectives. objectives.
issues. Meetings topics take Structured agendas Structured agendas Structured agendas
include agendas, precedence. are rarely are usually are always
specified leaders, Structured agendas distributed prior to distributed prior to distributed prior to
action items, are not developed. the meeting. the meeting. the meeting.
meeting minutes, Meeting Meeting Meeting Meeting
etc. facilitation does facilitation seldom facilitation rotates facilitation rotates
not rotate. Action rotates among between a few to all participants.
items are not participants. participants. Action items and
developed. Action items are Action items are meeting minutes
Minutes are not reviewed. reviewed. are reviewed.
taken. Minutes are rarely Minutes are rarely
taken. taken.
10 D - Planning Maintenance work No formal Basic maintenance Formal Formal Formal
and is properly maintenance planning process. maintenance maintenance maintenance
Scheduling / planned, including planning process. CMMS is used to planning process planning process. planning process.
Work Control estimates for No estimates are estimate skills, exists. CMMS is CMMS is used to CMMS is used to
skills, materials, created for labor tools, and used to estimate estimate skills, plan greater than
tools, and and materials for materials needed skills, tools, and tools, and 95% of
prioritization to proactive or to complete job for materials needed materials needed maintenance work.
reduce delays. corrective corrective for some for most Work order
maintenance work. maintenance only. maintenance work. maintenance work. prioritization
Work order list Inconsistent work Inconsistent work Work order matrix (RIME)
may not be order order prioritization used. Full-time,
maintained in prioritization. No prioritization. matrix developed dedicated,
CMMS. No dedicated Little dedicated based on formally trained
dedicated resources for resources for equipment risk resource for
resources for planning function. planning function. (RIME). planning function.
planning function. Dedicated
resource for
planning function.
11 D - Planning There is a high Maintenance The maintenance A routine There is a formal There is a formal
and level of planning and work process is maintenance work routine routine
Scheduling / maintenance scheduling inefficient in that process exists, but maintenance work maintenance work
Work Control efficiency. The effectiveness is not personnel often is often not process which is process which is

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SELF ASSESSMENT
planning and tracked and is have to wait for formally followedfollowed. followed.
scheduling effort unknown. parts, permits and or sufficiently Maintenance Maintenance
is highly effective. tools. There is automated to be utilization is above utilization is
little automation to efficient. Workers
50%. Planning greater than 75%.
the process. seldom complete and scheduling Planning and
Planning and more than one task
effectiveness is scheduling
scheduling per day. Tracked tracked, but efforts effectiveness is
effectiveness is not maintenance to improve are tracked. Efforts to
tracked, nor is backlog is seldom initiated. improve are
improvement a typically initiated based on
driving force. addressed via observed
overtime or performance gaps
deferral. vs. targets.
12 D - Planning Integrated high No integrated Long-term Long-term Long-term Long-term
and level and long- long-term planning is limited planning has a planning extends planning extends
Scheduling / term planning is planning is to the upcoming one-year forecast, to two years and to five years and
Work Control performed and completed. turnaround. but is rarely the next two the next two
regularly updated. reviewed and turnarounds. turnarounds.
These plans direct updated. Long-term plans Long-term plans
daily maintenance are updated are updated
activities. annually. annually.
13 E - Equipment Maintenance and Maintenance and Some of these Some of these Most of these A comprehensive
Reliability reliability reliability systems exist, but systems exist and systems exist and integrated suite of
management management are not fully are fully utilized are fully utilized systems exists and
systems and tools systems are not utilized or and supported. and supported. is fully utilized
(e.g. CMMS, being used. supported. They Personnel are Key maintenance and supported. All
ESMP/RCM, are used to familiar with the and reliability maintenance and
RCFA, EDS, Data document and tools they use and personnel are reliability
Analysis tools, manage use them to familiar with some personnel are
Materials maintenance on a document and of the tools familiar with all of
Management sporadic basis. manage available and use the tools available
system, etc.) are maintenance on a them to document and use them to
developed, regular basis. and manage document and
documented, maintenance on a manage
implemented, and regular basis. maintenance on a
supported regular basis.
throughout the
organization.
14 E - Equipment The proactive Little or no Proactive Proactive Proactive Proactive
Reliability maintenance proactive maintenance maintenance maintenance maintenance
program is maintenance program is limited program has program includes program
developed and exists, only to preventive preventive and preventive and emphasizes
instituted per reactive (time-based repair predictive predictive condition
recommendations maintenance. Any and replacement maintenance maintenance tasks, monitoring and
from reliability preventive activities) (vibration which are assigned predictive
analysis maintenance or maintenance. monitoring, to equipment maintenance over
(ESMP/RCM, condition Condition thermography, oil based on time-based
RBI, MI). monitoring monitoring is analysis, etc.) equipment risk intrusive tasks.
(Proactive activities that are limited to operator tasks, which are (likelihood and Proactive tasks are
maintenance completed are rounds that are not assigned within a consequence of assigned based on
includes condition seldom formalized in a specific equipment failure), dominant equipment risk,
monitoring, documented and database and did type without failure failure history,
predictive and did not originate not originate from regard to risk, mechanisms, and dominant failure
preventive from reliability reliability analysis. failure history, or reliability analysis mechanisms, and
maintenance, and analysis. reliability analysis. recommendations. reliability analysis.
function testing.)

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15 F - Technology Condition Very little Some condition A formal condition A formal condition A formal condition
Utilization monitoring (and condition monitoring data is monitoring and monitoring and monitoring and
predictive monitoring is collected on round predictive predictive predictive
maintenance tasks) conducted. Few sheets and the maintenance maintenance maintenance
results are results are used to information is program exists program exists program exists
collected, make decisions on manually reviewed with a defined with a defined with a defined
analyzed, and used equipment. by operating review process. review process. review process.
to make decisions personnel. Data is manually Data is collected Data is collected
on the scope of Decisions are collected and some on handheld on handheld
equipment repairs made on this may be entered computers. computers.
and overhauls? information only if into a database. Information is Information is
readings are out- Data is used to occasionally reviewed
of-range. make decisions on reviewed and used frequently and
equipment based to make decisions used to make
on out-of-range on equipment. decisions based on
readings. out-of-range
readings and
trends.
16 F - Technology Training is Training for Limited classroom Classroom and Classroom and on- Extensive
Utilization provided on condition and no on-going limited on-going going training for classroom and on-
condition monitoring and training for training for condition going training for
monitoring and predictive condition condition monitoring and condition
predictive maintenance monitoring and monitoring and predictive monitoring and
maintenance techniques exists, predictive predictive maintenance predictive
techniques to but is not provided maintenance maintenance techniques is maintenance
maintenance to operating and techniques is techniques is provided to techniques is
personnel. Their maintenance provided to provided to operating and provided to
competency is personnel. operating and operating and maintenance operating and
assessed for each Competency is not maintenance maintenance personnel. maintenance
technique. assessed. personnel. personnel. Training is personnel.
Training is not Training is determined by a Training is
determined by a determined by a needs assessment. determined by a
needs assessment. needs assessment. Competency is needs assessment.
Competency is not Competency is not formally, but Competency is
assessed. formally assessed. infrequently, frequently and
17 G - Materials Inventory levels Inventory levels Inventory levels Inventory levels Inventory levels Inventory levels
Management are optimized are not aligned are not aligned are not aligned are not in full- are in full
based on reliability with reliability with reliability with reliability alignment with alignment with
analysis analysis. Some analysis. analysis. reliability analysis. reliability analysis.
(ESMP/RCM). vendor and Vendor/OEM and Vendor/OEM and Inventory levels Inventory levels
Original maintenance maintenance are optimized by are optimal.
Equipment department department using historical Extensive use of
Manufacturer recommendations recommend usage and vendor alliances
(OEM) stocking are used to set min/max levels. inventory analysis. and just-in-time
recommendations inventory Inventory usage is Moderate use of delivery. Multi-
are typically used. minimum/maximu tracked and vendor alliances site shared
Stockouts are m levels. max/min levels are and just-in-time stocking where
frequent for some Stockouts are adjusted by delivery. Multi- appropriate.
material. frequent for some storehouse. site stocking
Inventory turns are material. Vendor alliances considered.
low for some. Inventory turns are created, but not
low for some. used extensively.
18 G - Materials Inventory is Inventory may be Inventory is Inventory is Inventory is Inventory is
Management accurately listed in managed in managed in managed on managed on
accounted for. spreadsheet format spreadsheet Computerized CMMS. CMMS.
on a single format. Physical Maintenance Computer Computer
computer. No verification of Management inventory counts inventory counts

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SELF ASSESSMENT
physical inventory is System (CMMS). are automatic. are automatic
verification of manually entered Computer Physical using bar-code
inventory. in the computer. inventory counts verification of technology.
are automatic. inventory counts Physical
Physical are conducted verification of
verification of infrequently. inventory counts
inventory counts are no longer
are conducted required.
periodically.
19 G - Materials Quality parts are A process for An informal An informal The MOC process
The MOC process
Management used when qualifying the use process for process for for qualifying the
for qualifying the
performing of non-OEM parts qualifying the use qualifying the use use of non-OEM
use of non-OEM
repairs. An MOC does not exist. of non-OEM parts of non-OEM parts parts exists and is
parts exists and is
(Management of Non-OEM parts exists, but is rarely exists, but is rarely regularly used.
regularly used.
Change) process are used used. Non-OEM used. OEM parts OEM and non-
OEM and non-
applied when non- frequently. parts are used are preferentially OEM parts are of
OEM parts are of
OEM (Original Frequent material frequently. selected over non- high quality with
high quality. Cost,
Equipment defects often lead Frequent material OEM parts. High an incremental
quality, and
Manufacturer) to high operating defects often lead material cost may cost difference.
delivery time
materials are used. cost and low to high operating exist and high Reduced material
determine
reliability. cost and low reliability exists. cost and high
sourcing for part.
reliability. reliability exist.
Optimized
material cost and
higher reliability
exist.
20 H - Supply Contractor staffing Contractor staffing Contractor staffing Contractor staffing Contractor staffing Contractor staffing
Chain and levels are well levels are poorly levels are poorly levels are levels are levels are managed
Contractor managed and managed (too few managed (too few managed, but not managed, but not and fully
Management optimized for or too many or too many optimized. Short- fully optimized. optimized per
routine personnel). personnel). Short- term contractor Short-term and forecasted
maintenance Contractor term contractor demand levels are medium-term workload
activities. The demand levels are demand levels are developed and contractor demand demands. Short-
contractor short- not developed. rarely developed shared, but levels are term and medium-
term and medium- Low contractor and shared with medium-term developed and term contractor
term demand effectiveness and the contractors. contractor demand shared. Medium demand levels are
levels are routinely efficiency exist. Low contractor levels are contractor developed and
updated and effectiveness and infrequently effectiveness and shared. High
shared with the efficiency exist. developed. Low efficiency exist. contractor
contractors. contractor effectiveness and
effectiveness and efficiency exist.
efficiency exist.
21 H - Supply The strategic There are no There are no Only short-term Short-term and Short-term and
Chain and short-term and strategic strategic strategic medium-term medium-term
Contractor medium-term performance goals performance goals performance goals strategic strategic
Management performance goals or contractor or contractor and contractor performance goals performance goals
and contractor objectives based objectives based objectives are and contractor and contractor
objectives are on CMS objectives on CMS objectives rarely updated objectives are objectives are
based on industry incorporated into incorporated into based on CMS updated based on frequently updated
best practices and business business objectives. facility CMS based on facility
business priorities relationships. relationships. Conflicts between objectives. CMS objectives.
(CMS objectives) Conflicts between Conflicts between the facility and Conflicts between Conflicts between
and are frequently the facility and the facility and contractor/vendors the facility and the facility and
updated. Conflicts contractor/vendors contractor/vendors are less frequent. contractor/vendors contractor/vendors
between the are frequent. are frequent and Conflicts are are infrequent. rarely occur and
facility and Conflicts are are informally formally resolved. Conflicts are are quickly and
contractor/vendors rarely resolved. resolved. formally resolved. formally resolved.
are rare.

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22 I - Measures of Maintenance and Maintenance and High level High level Maintenance and Maintenance and
Effectiveness reliability reliability maintenance and maintenance and reliability reliability
(KPIs)/ Cost performance is performance is not reliability reliability leadership develop leadership develop
Control linked to linked to indicators are indicators are team and personal team and personal
individual and individual or team loosely associated associated with reliability goals. goals in alignment
team rewards. rewards. with individual or individual or team Performance is with facility
team rewards. rewards. Goals reviewed by objectives.
Goals and rewards and rewards are leaders on an Performance is
are not clearly defined, but are irregular basis. reviewed by
defined. normally not Rewards may be leaders on a
linked to facility linked to facility regular basis.
performance performance Individual and
indicators. indicators. team rewards are
based on this
performance.
23 I - Measures of The maintenance No maintenance The maintenance The maintenance The maintenance The maintenance
Effectiveness budget is based on budget is budget uses budget uses budget is budget is strictly
(KPIs)/ Cost defined activities. prepared. historical costs to historical costs to predominantly based on pre-
Control create future create future based on pre- planned and
budgets. There is budgets. Major planned and approved
little preplanning activities are pre- approved activities.
of maintenance planned to justify activities.
activities to the budget.
include in the
budget.
24 I - Measures of Key Performance KPIs do not exist. Some KPIs exist, There is a formal A formal KPI A formal and
Effectiveness Indicators (KPIs) but are not KPI program, but program exists, comprehensive
(KPIs)/ Cost are well defined, formally or it is typically only but the results are KPI program
Control comprehensive, routinely against cost and is seldom used to exists, where
and routinely monitored, and are seldom used to diagnose causes measure are
monitored for typically only diagnose causes and make trended and
performance gaps against cost. and make improvements. benchmarked, and
and improvement improvements. action is initiated
opportunities. to close gaps and
Information on capitalize on
historical improvement
performance is opportunities.
maintained and
easily accessible.
25 J - The features No or very limited CMMS used to CMMS used to CMMS used for CMMS used for
Computerized (modules) of the use of CMMS (i.e. track work orders plan, schedule, and all work and all work and
Maintenance CMMS are fully master equipment and inventory. No track work orders. materials materials
Management utilized, including list). use of planning Inventory management. management.
System work order templates, management and Reports used to Direct input to
management, scheduling ability, purchasing track maintenance KPIs. Work orders
procurement, or work order functions managed performance identified as
inventory identification. in CMMS. indicators. Work breakdowns,
management, orders identified as failure causes,
accounting, breakdowns, similar failures,
reporting, job failure causes, etc. for valuable
planning and similar failures, information in
scheduling, labor, etc. for valuable continuous
equipment, and information in improvement
integration with continuous efforts. CMMS
other databases improvement integrated with
(samples, training, efforts. other facility
etc). databases.

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26 J - Facility personnel No formal or Word-of-mouth Informal Formal classroom Formal classroom
Computerized are adequately informal training training provided classroom training training is and computer
Maintenance trained and has been provided for personnel on is available, but provided to facility based training
Management competent in the to facility the use of the infrequently personnel. (CBT) is provided
System use of and access personnel on the CMMS. No provided to facility Documentation is and available to
of information use of the CMMS. documentation personnel. Limited available for post- facility personnel.
from the No information available for documentation training Comprehensive
Computerized entered into training. Limited available for post- reinforcement. use of the CMMS.
Maintenance CMMS. information training Increased levels of Easy access to
Management entered into reinforcement. information information.
System (CMMS). CMMS. Limited entered into the Information is
Information is Information is not information CMMS. Easy frequently used to
readily used to easily accessible entered into access to assist or drive
make business or frequently CMMS. information. business decisions.
decisions. accessed. Information is not Information is not
easily accessible frequently used.
or frequently
accessed.
27 J - Facility work CMMS CMMS CMMS CMMS CMMS
Computerized processes and the functionality is functionality is functionality is functionality is functionality is
Maintenance features (modules) very limited. All limited. Many site somewhat partially integrated fully integrated
Management of the CMMS are site work work processes integrated with site with site work site work
System aligned. Modules processes have to have to be work processes. processes. Some processes. All site
include Work be developed or developed or Many site work features of CMMS work processes
Orders, Preventive significantly modified to processes have to are not used or still were clearly
Maintenance modified to accommodate be slightly require a work defined and
(PM), Job Plans, accommodate CMMS features. modified to process. Most site developed prior to
Equipment, CMMS features. accommodate work processes implementation of
Inventory, CMMS features. were clearly CMMS.
Purchasing, Labor, defined and
Calendars, and developed prior to
Resources. implementation of
CMMS.
28 K - Campaign The facility seeks Site personnel and Site personnel or Site personnel or Site personnel, The Centralized
Maintenance opportunities to contractors contractors contractors contractors, and Campaign
utilize campaign typically perform typically used to typically used to campaign Maintenance
maintenance maintenance, perform perform maintenance team Team is used to
philosophy to which is not maintenance maintenance are used to perform all
maximize planned or activities. These activities. These perform appropriate
efficiency and scheduled in activities are activities are not maintenance maintenance
lower overall advance. High informally planned always formally activities, which activities, which
lifecycle costs. maintenance costs and scheduled in planned or may not be are formally
Company exist. Campaign advance, but result scheduled in formally planned planned and
expertise (e.g. the maintenance is not in high advance. and scheduled in scheduled in
Centralized used at the facility. maintenance costs. Centralized advance. The advance.
Campaign Campaign Campaign efficiency and Optimum
Maintenance maintenance is not Maintenance effectiveness of efficiency and
Team) is used. Team is campaign effectiveness of
effectively considered, but maintenance campaign
utilized. infrequently used efforts have not maintenance
at the facility. been optimized. efforts have been
realized.
29 L - Capital Turnarounds Turnarounds taken Turnarounds taken Turnarounds are Turnaround Turnaround
Value Process (TARs) are based on historical based on historical taken based on frequency and frequency and
for sufficiently frequencies or frequencies or equipment scope is optimized scope optimized
Turnarounds planned and equipment equipment inspection needs based on business based on business
justified in degradation. degradation. The and regulatory environment and environment and
alignment with Excessive non- TAR worklist is policies. Major reliability analysis. reliability analysis.

Page 266 of 324

SELF ASSESSMENT
business emergency reduced via jobs are planned The TAR worklist Worklist is locked
objectives. maintenance routine breakdown and critical path is challenged and out 12 months
deferred until the corrective determined three locked out six prior to shutdown.
TAR. Cost, maintenance months prior to months prior to Formal process for
timing, duration, completed during shutdown. Formal shutdown. Formal add-ons. TAR
and worklist are the run. No review/approval process for add- Challenge process
not scrutinized formal process for add- ons. Documented implemented.
prior to the TAR. review/approval ons. Informal future TAR Documented and
No future TAR process for add- future TAR planning. updated future
planning or post- ons. Planning for planning. TAR planning.
TAR audit. current TAR only.
30 L - Capital Turnarounds Turnaround Turnaround Turnaround Turnaround Turnaround
Value Process (TARs) are material material material material material
for sufficiently procurement is not procurement is procurement is procurement is procurement is
Turnarounds planned in formally planned. informally ineffectively effectively effectively
advance to allow All materials planned. Most planned resulting planned resulting planned resulting
for cost-effective ordered shortly materials arrive on in high material in lower material in lowest material
material before and during site just prior or cost and frequent costs and minor costs and no TAR
procurement and TAR, frequently during TAR, significant impact TAR duration duration impact.
efficient delivery. impacting frequently on TAR duration. impact. Most All materials are
Material delivery duration. Cost and impacting duration Materials for materials are on on site prior to
does not impact logistics are not and overall TAR major jobs arrive site prior to TAR. TAR. Effective
TAR duration. scrutinized prior to cost. No CVP- on site prior to Moderate use of and efficient use
CVP-TAR is used the TAR. No TAR use. TAR. Infrequent CVP-TAR. of CVP-TAR.
to plan TAR CVP-TAR use. and ineffective
materials. CVP-TAR use.
31 M - There is a standard No standard for No standard for Informal standard Standard for Standard for
Knowledge for the amount and minimum level of minimum level of for minimum level minimum level of minimum level of
Management quality of information stored information stored of information information stored information stored
information in the CMMS. in the CMMS. stored in the in the CMMS. in the CMMS.
captured in the Maintenance work Some work history CMMS. Work Work history Work history is
Computerized history is rarely is written in history captured captured for most captured for all
Maintenance captured. Very equipment files, for corrective proactive and proactive and
Management limited but not included in work orders, but corrective corrective
System (CMMS). information on CMMS or other not for proactive maintenance work maintenance work
Information inventory. No accessible maintenance work orders. Detailed orders. Detailed
includes work details on specific computer orders. Work information exists information exists
history, equipment pieces of database. Limited history captured in on inventory and on inventory and
specifications, equipment or information on CMMS is poor. all equipment. all equipment.
inventory details, equipment inventory and Information exists ESMPs exist for ESMPs exist for
equipment specific components. specific pieces of for inventory and most critical all equipment.
maintenance plans, equipment. equipment. equipment.
etc.
32 M - Employees have Employees have Some employees Some employees Many employees Employees have
Knowledge received not received have received have received have received received
Management classroom and classroom and classroom and classroom and classroom and appropriate
practical training practical training practical training practical training practical training classroom and
in each of the in each of the in some of the in each of the in each of the practical training
CMS processes CMS processes. CMS processes. CMS processes. CMS processes. in each of the
and tools. They They apply the They apply the They apply the CMS processes.
apply the training training to the training to the training to the They apply the
to processes they processes they are processes they are processes they are training to all of
are directly directly involved directly involved directly involved the processes they
involved in and in, but are in and are vaguely in and are are directly
are conversant in typically not conversant in the somewhat involved in and
the other conversant in the other processes. conversant in the are conversant in
processes. other processes. other processes. the other
processes.

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SELF ASSESSMENT
33 M - The organization Sharing of Sharing of Sharing of Sharing of Sharing of
Knowledge shares maintenance and maintenance and maintenance and maintenance and maintenance and
Management maintenance and reliability lessons reliability lessons reliability lessons
reliability lessons reliability lessons
reliability lessons learned is not learned inside and learned inside andlearned inside and learned inside and
learned via promoted. outside the outside the outside the outside the
networking and business unit is business unit is business unit is business unit is an
benchmarking sporadic. No voluntary. encouraged. expectation.
activities inside policy or uniform Informal policies Formal systems Formal systems
and outside their system is in place and systems are inare in place to are in place to
Business Unit. to disseminate place to disseminate disseminate
These lessons lessons learned. disseminate lessons learned lessons learned
learned are used in lessons learned, (Intranet, reports, and are frequently
new project design but are rarely etc.), but are incorporated into
specifications per incorporated into seldom new project
the Capital Value new project incorporated into designs.
Process (CVP). designs. new project
designs.
34 N - Team Leaders are Team leaders are Team leaders are Team leaders are Team leaders are Team leaders are
Continuous highly visible and not actively seldom visible and somewhat visible usually visible and highly visible and
Improvement actively involved involved in the marginally support and generally actively support in actively involved
in the continuous continuous the continuous support the the continuous in the continuous
improvement improvement improvement continuous improvement improvement
process. They process. process. They are improvement process. They are process. They are
trend required vaguely aware of process. They are monitoring trending required
KPIs, join RCFA some KPIs, aware of required required KPIs, KPIs, joining
studies and minimally support KPIs, support sponsoring RCFA RCFA studies and
Equipment RCFA studies and RCFA studies and studies and Equipment
Improvement Equipment Equipment Equipment Improvement
Teams, promote Improvement Improvement Improvement Teams, promoting
planning and Teams, planning Teams, encourage Teams, planning and
scheduling, mentor and scheduling, planning and encouraging scheduling,
others, etc. etc. scheduling, planning and mentoring, etc.
coaching, etc. scheduling,
mentoring, etc.
35 N - Management Management does Management Management Management Management
Continuous supports not allocate supports supports supports supports
Improvement continuous resources to make improvements improvements improvements improvement
improvement improvements. only after only during only when the cost recommendations
recommendations significant favorable benefit provides where the life-
(upgrades, events/losses. economic times. large, short term cycle costs show
replacing bad return. adequate return
actors, RCFA, against a well
ESMP). defined standard.

Page 268 of 324

Appendix B
Success Stories
Introduction
The success stories are examples of actual situations where portions of the
Common Maintenance Strategy (CMS) were implemented with real and
significant results. The Exploration and Production Technology Group
(E&PTG) and contacts for each success story are available to review
details in each story. These results are attainable for every site.
Eleven success stories are included in this appendix. They are:

1. Central Area Transmission System (CATS) – UK
2. Cusiana and Cupiagua – Colombia
3. Alyeska Pipeline – USA
4. Ulysses Operation Center – USA
5. Ha’py Development (GUPCO) – Egypt
6. Pan American Energy (PAE) – Argentina
7. Anschutz Ranch – USA
8. Whitney Canyon – USA
9. Pompano Field – USA
10. ETAP Central Production Facility (2 specific stories) – UK

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Benefits – Success Story

Central Area Transmission System (CATS) has played significant part in bp’s ongoing implementation
of CMS. All key areas of performance are defined and reported regularly. CATS Terminal
Maintenance Team measures, analyzes, and evaluates the efficiency and effectiveness of the
maintenance process activities in terms of progress towards defined goals.
• Improvement in 6 of 8 Maintenance
Assessment Areas from 1998 to 2000
• Performance in 2002
– Operations Efficiency = 99.95%
– Production Critical Equipment
Reliability = 99.48%
– Production Critical Equipment
Availability = 99.45%
– SCE work orders overdue = 0
– Planned vs. Unplanned Work = 98.2%
– Overdue PMs = 2.2%
• Facility Availability above 98.8% for

six continuous years
• CATS performance has been the shining example for the corporation for the
benefits of the Common Maintenance Strategy.
• Maintenance and operational performance has been exceptional since start-up.
• Performance on several key performance indicators for 2002 are:
KPI Plan Actual

• Operations Efficiency > 99.5% 99.95%
• Production Critical Equipment Reliability > 99.5% 99.48%
• Production Critical Equipment Availability 99.5% 99.45%
• Safety-Critical Work Orders Overdue 0 0 (of 600)
• Planned vs. Unplanned Work Orders > 95% 98.2%
• Overdue PMs < 5% 2.2%
• Contact person for Success Story:

• Mike Thompson at CATS +44 1642 331251 thompsm3@bp.com

Page 270 of 324


Colombia BU (Cusiana and Cupiagua facilities) developed two new world class facilities in the 1990s.
Even with this, a maintenance assessment in 1999 highlighted areas for improvement. Notable
portions of the CMS were implemented, including ESMP, condition-based maintenance, RCFA, and a
maintenance alliance with a local supplier focused on reliability management and cost efficiency. A
follow up maintenance assessment in 2001 confirmed significant improvement.
PLANT EFFICIENCY CUS & CUP

• Facility Efficiency over
100
99.5
98.5%
99
98.5
98
Cusiana
Cupiagua • Maintenance Cost Reduction
97.5
Total
of 50%
97
96.5
1998 1999 2000 2001 • Reliability Analysis
1.2.1 MAN HOURS REDUCTION IN PPM's PERIOD 2000-2002 CUS & CUP TEAM
(ESMP/RCM) to:
90,000
Maint. Cost Decreasing

80,000
70,000
– reduce maintenance work
60,000
50,000
40,000
– replace instrument
30,000
20,000
calibrations with function
10,000
-
tests
TOTAL CUSIANA TOTAL CUPIAGUA TOTAL SHUT DOWN
C P F
7-Apr-00 18-Dic-00 27-Nov-01 8-Jul-02 8-Aug-02 26-Sep-02

– minimize maintenance work
on non-critical equipment
• The Colombia BU success story highlights significant improvements in a

two-year period.
• A maintenance assessment in 1999 revealed several performance gaps,
which were addressed by CMS processes ESMP, a condition-based
maintenance program, RCFA, and a maintenance alliance.
• The dramatic results in 2001 show

• Total Facility Efficiency at 99%
• Maintenance Cost Reduction of 50%

• Carlos A. Lozano at Colombia 57 186 346394

Page 271 of 324


Alyeska Pipeline CMS Implementation – facility-wide ESMP/RCM analysis,
process data collection system, and new planning and scheduling process
to provide clear value added
• Value-added time from
30% to 65+%
• 1MM$ Savings 1st year
• 2MM$ total savings off
maintenance budget
• Schedule compliance
from 30% to 80%
• Backlog reduction by 30%
in 9 months
• The Alyeska Pipeline success story focuses on improvements due to an

improved planning and scheduling process.
• Maintenance personnel utilization on value-added (time on tools (‘wrench

time’), participating in reliability analysis, documenting work history,
planning work) improved from 30% to 65+%
• Maintenance savings of 1MM$ in the first year
• Schedule compliance improved from 30% to 80%
• Backlog was reduced by 30%

• Keith Pierce at E&PTG +1 281 366-7631 keith.pierce@bp.com

Page 272 of 324


The Ulysses Operation Center established a Reliability Based
Maintenance Program in 1998
• Maintained leadership Compressor Reliability
endorsement of continuous
100
improvement process 99
98
• Established PM job plans with 97
%
96
ESMP 95
94
• Eliminated recurring failures 93
with RCFA 1998 1999 2000 2001 2002
• Effective use of CMMS for

planning and scheduling UlyssesOCProductionImpact
CommonMaintenanceStrategy
• Results: 300
– Increased compressor 250
reliability from 95.5 to 98+% 200

from 1998 to 2002
150
– Increased production 2-4 1998 1999 2000 2001 2002
MMSCFD through better BaselineProd ProdImpact
compressor reliability Baseline@1998availability
• The Ulysses Operations Center success story shows the benefits of a

proactive maintenance program.
• Proactive maintenance plans were created using the ESMP process and
implemented using a planning and scheduling process.
• Root causes of recurring equipment failures were eliminated using the
RCFA process.
• Compressor reliability increased from 95.5% to 98+%, which led to

increased facility production.

• Dennis E. Scott at Ulysses +1 620 356 6977

Page 273 of 324


Reliability Analysis (ESMP) adds value at Ha’py Development
(GUPCO) Port Said, Egypt. This program defined the condition based
maintenance program for the variety of equipment installed in these assets.
Ha’py Results
• The negotiated annual
maintenance expenditure
(contract) was reduced to US
400M$ compared to an initial
contractor proposal of 2,400M$, as
a result of the level of work
definition.
• Resultant maintenance costs are
$0.004/mcf compared to $0.04 to
$0.05/mcf for the rest of GUPCO.
A full 90% less.
• This work definition also allowed a
major reduction in “typical”
maintenance staffing plans
• The Ha’py Development success story illustrates the benefits of a

condition-based maintenance program.
• Facility personnel completed an ESMP study for the plant equipment.
These maintenance plans resulted in an efficient condition-based
maintenance program.
• The resultant maintenance costs were 90% less than comparable facilities.
• A significant reduction in maintenance staffing was enabled due to this
optimized maintenance program.

• Steve Reber at Ha’py rebersf1@bp.com

Page 274 of 324


Root Cause Failure Analysis (RCFA) adds significant value at Pan
American Energy (PAE), Argentina Comodora Rividavia by
addressing root causes of beam pump failures.
• Experienced 45 beam pump

failures per month in late 2000
• Used Pareto Analysis to identify
and address root causes for the
dominant failure modes
• Reduced clutch failures from 15 to
5 failures per month.
• Reduced ignition failures from 13
to 6 failures per month.
• Reduced cooling system failures
from 10 to 4 failures per month.
• The net result was an 18m3/day
(113 bbl/day) average gain in oil
production, which equates to
41,000 bbl gross recovery per
year, or 32,400 bbl net recovery
per year (79% net bp interest).
• The PAE Success Story illustrates the benefits of Root Cause Failure Analysis (RCFA).
• The facility conducted a Pareto Analysis to identify the top failure mechanisms. The RCFA
study focused on these top failure modes.
• Facility personnel involved in the effort mention that the use of a logical process (e.g.
RCFA) allows personnel to:
• zero in on true root causes of equipment failure
• make changes to maintenance processes or design
• eliminate trial and error often associated with the identification of causes of
equipment failure
• The benefits realized are significant:
• Reduction in beam pump failures from 45 to less than 20 per month
• Reduction in clutch failures from 15 to 5 failures per month
• Reduction in ignition failures from 13 to 6 failures per month
• Reduction in cooling system failures from 10 to 4 failures per month
• Gain in oil production of 18 m3/day (113 bbl/day), which equates to:
• 41,000 bbl/year gross recovery
• 32,400 bbl/year net recovery (79% net bp interest)

• Dave Bowman at E&PTG +1 281 366-7192 bowmandd@bp.com
• Federico Caldora at PAE fcaldora@pan-energy.com

Page 275 of 324


TAR Challenge adds value at Anschutz Ranch - The TAR
Challenge is designed to provide “external” scrutiny at key stages in the CVP-TAR
cycle by utilizing the peer review process.
Key Value-added Recommendations

• Utilize Infrared or Gamma Ray technology to
determine need to enter separator (critical path)
• Develop contingency if current shutdown critical

path is shortened as a result of applying
recommended technology
Benefits from Challenge process

• Utilization of recommended technology resulted
in elimination of vessel entry and reduction in
shutdown duration of 12hrs with estimated
savings in lost revenue of 360M$
• Efficiency gains resulting from close scrutiny of

secondary critical path items appear to provide
additional reduction in downtime estimated as an
additional 12hrs
• The Anschutz Ranch success story shows the value that can be realized
from the TAR Challenge process.
• The TAR Challenge identified a new technology that could provide
justification for not entering the separator, which was the critical path for
the turnaround.
• Utilization of the suggested technology did allow elimination of this vessel

during the turnaround, which reduced shutdown duration by 12 hours with
an estimated savings of lost revenue of 360 M$.
• The TAR Challenge also identified efficiency gains, which resulted in the
reduction of the turnaround duration by another 12 hours.

• Jerry Earl Flitcraft at Anschutz +1 307 783 2418 flitcrje@bp.com

Page 276 of 324


TAR Challenge adds value at Whitney Canyon - The TAR
Challenge is designed to provide “external” scrutiny at key stages in the CVP-TAR
cycle by utilizing the peer review process.
Key Value-added Recommendations

• Establish Single Point Accountability (SPA)
• Document Roles and Accountabilities for key
personnel
• Develop and communicate HSE plan
• Detail Execution Plan with contingency
Benefits from Challenge process

• Clear organizational hierarchy
• Nitrogen purge process shortened (estimated 48
hours in savings)
• Logistics plan for areas of significant workload
established
• KPIs for TAR deliverables established
• TAR completed with 250,000 man-hours and only
one first aid case
• Minimized production loss by executing field and
inlet facility scope ahead of schedule
• The Whitney Canyon success story shows the value that can be realized
from the TAR Challenge process.
• The TAR Challenge identified an optimized nitrogen purge process, which

resulted in an estimated 48 hours in time savings.
• Logistics planning and a thorough Execution Plan enabled a successful
TAR of 250,000 man-hours with only one first aid case.
• Production losses due to the TAR were minimized by executing the field
and inlet facility scopes of work ahead of schedule. Having a well-
developed TAR Execution Plan allows the TAR team to maximize the
benefits of being ahead of schedule.

• Tim Blackburn at GOM DWP +1 281 366 4445 blackbat@bp.com
• Janice Vosika at Whitney Canyon +1 307 783 2501

Page 277 of 324


CVP-TAR and TAR Challenge add value at Pompano Field.
Pre-shutdown planning and thorough challenge process yield superb safety and
execution performance.
Key Value-Added Activities

• Excellent management support
– Gatekeeper ensured strong planning effort
– Present on platform during TAR for leadership
– Clear single point of accountability
– Documented, and communicated roles and expectations
• Strong focus on safety with stop cards and rewards
• Operations total cooperation
– Operations assigned individuals to tasks
– Evident ownership and enthusiasm
– Permits worked up and ready in advance of work
• Excellent planning for TAR
– Full-time planner assigned to TAR
– Firm scope freeze point
– Single comprehensive schedule
• Good materials management
– Pre-shutdown materials staging and work packs
– Good expediting, staging, and quality assurance practices
Key Results
• Perfect safety and environmental performance (zeros)
• Completed under schedule (40hrs vs planned 72hrs)
• Zero add-on work
• TAR Challenge had high impact on readiness, planning,
materials management, risk assessment, contractor
performance, and technical support
• The Pompano Field TAR success story illustrates the impact that planning can
have on a shutdown.
• As with all major projects, strong management support is essential for successful
execution.
• Major emphasis on safety with use of stop cards and linking of performance bonus
with safety performance.
• Operations showed total commitment to the TAR effort with timely permits,
equipment ownership, and an excellent attitude.
• Pre-shutdown planning with many planning meetings, leadership direction, and a
firm scope freeze date ensured the platform was ready for the work and that add-
on work would be minimized.
• Staged materials and work packs ensured effective materials coordination. TAR
team recommended using work packs on all tasks, even small ones to ensure
nothing falls through the cracks.
• Safety and Environmental performance - Lost Time Incidents, First Aid Cases,
Recordable Incidents, and Recordable Environmental Excursions were all zero.
• TAR cost was not tracked or considered a major issue for success.
• Due to excellent weather and superb planning and execution, TAR was completed
under schedule with no add-on work.

• Ken Henckel +1 281 366-7866 henckekw@bp.com

Page 278 of 324


ETAP Central Production Facility - Gas Turbine Upgrades
• Upgraded air intake filters
–Water washing intervals extended to 1 per year
–Reduced HGP component repair and replacement costs
–Extension of inspection intervals
–Improved environmental performance
• HGP Component Life Extender KIT

–350 boe future lost production through combustion
inspection elimination
• Online Remote Performance and PEMS

Monitoring
–Compliance with environmental regulations
–Remote trouble shooting and support
–Online performance monitoring
–Ability to make informed decisions on maintenance and
operational issues
• TOTAL INVESTMENT TO DATE:

– CAPEX $600k
- OPEX $100k
• Thorough inspection, condition monitoring, and data analysis allowed for

improved turbine performance at ETAP Central Production Facility.
• Air intake filters were upgraded per recommendations from E&PTG (a
knowledge management bank). These upgraded air filters allowed for
extended water washing and inspection intervals, reduced repair costs, and
improved environmental performance.
• Component Life Extender Kit allowed for reduction of lost production of
350 boe due to elimination of combustion inspection task.
• Online remote performance monitoring improved compliance with
environmental regulations and enhanced ability to make informed
decisions on maintenance and operational issues.

• Bob J. Stewart at ETAP +44 1224 834757

Page 279 of 324


ETAP Central Production Facility – Involved internal and
external independent specialists to justify extension of Hot
Gas Inspection from 24k to 32k hours.
• By:
– Exploitation of available technology (TIGER)
and machine history
– Independent inspection undertaken onsite
– Application of REI principles such as
component life cycle analysis
– Networking with other Frame 6 users
• Resulting in:
– Zero hours downtime.
– Saved 300mboe in potential lost production .
– Saved OPEX cost 200USD by not undertaking
repairs.
• Another implemented recommendation at ETAP Central Production

Facility allowed for extension of gas turbine hot gas inspection intervals
from 24k to 32k hours (2.5 years to 3.5 years)
• Networking with other turbine users and exploitation of available
monitoring technology (TIGER) allowed for this interval extension with
zero associated hours downtime.
• These increased inspection intervals allow for reduced turbine
unavailability, which equates to the elimination of 300 mboe in potential
lost production.

• Bob J. Stewart at ETAP +44 1224 834757

Page 280 of 324

Appendix C
Key Performance Indicators
Introduction
Key Performance Indicators (KPIs) can measure any aspect of a facility’s
performance, such as, revenue, expenses, reliability, availability, schedule
compliance, and personnel utilization. They are the road markers on the
road of continuous improvement. They indicate where the business is
performing and suggest processes that need to be optimized in order to
reach best-in-class performance.
KPIs for the Common Maintenance Strategy (CMS) measure either the
efficiency of a process or the effectiveness of a process. Efficiency
usually equates to the cost of implementation. Effectiveness is the benefit
realized. By comparing efficiency and effectiveness measures, we can
graphically show how much a process costs in order to realize the current
performance. The plot also shows that additional enhancement of a
process can lead to improved benefits. The graph below indicates that a
change in philosophy (i.e. the addition of new proactive maintenance
processes or the optimization of existing ones) may be needed in order to
attain world class performance.

Page 281 of 324

KPIs can be created and tracked around facility performance as related to

the CMS. KPIs can also be created for each individual process used in the
CMS; however, this would create a KPI suite too massive to be effectively
monitored. Periodic assessments will address the performance for each of
the individual processes.
Included in the appendix is the list of the most important KPIs to be

tracked in reference to the CMS. The different sections are:
q Critical KPI efficiency-effectiveness relationships
q Overall KPI List
q Calculation for each KPI
q Benefit for each KPI
q Type, Target, Trend, Monitoring Frequency, and Related KPIs
q CMS and Related Processes to help improve the KPI trend

Page 282 of 324

Critical KPI Relationships
Efficiency (implementation costs) Effectiveness (benefits realized)

Lifting Cost Production Efficiency
Lifting Cost Overall Equipment Effectiveness
Maintenance Cost Reliability of Critical Equipment
Proactive Maintenance Cost Reliability of Critical Equipment
Proactive Maintenance Cost Availability of Critical Equipment
Proactive Maintenance Cost Prompted Corrective Maintenance
Reliability Analysis Program Cost Availability Improvement
Reliability Analysis Program Cost Reliability Improvement
CMS Implementation Cost Work Order Schedule Compliance
CMS Implementation Cost Maintenance Personnel Utilization
KPI List by CMS Element
q Leadership and Organization

q Overall Operating Efficiency
q Production Efficiency
q MI/HiPos
q Lifting Cost
q Maintenance Cost per Total Operating Cost
q Maintenance Cost per Equipment Replacement Value
q CMS Implementation Cost
q CMS Implementation Status
q Proactive Maintenance Cost
q Maintenance Cost per Capacity
q Reliability Analysis Program Cost
q Overall Equipment Effectiveness
q Equipment Reliability
q Reliability of Critical Equipment
q Availability of Critical Equipment
q Work Management
q Percent Planned Work
q Man-Hour Schedule Compliance
q Overdue Safety Critical Equipment Work Orders
q Maintenance Personnel Utilization (Wrench Time)
q Maintenance Personnel Utilization (Value Added Work)
q Man-Hour Backlog
q Percent Emergency Maintenance
q Percent Proactive Maintenance
Page 283 of 324

q Percent Prompted Corrective Maintenance

q Percent Breakdown Corrective Maintenance
q Proactive Maintenance Man-Hours Overdue
q Corrective Maintenance Man-Hours Overdue (non-emergency)
q Estimated to Actual Proactive Maintenance Man-Hours
q Estimated to Actual Corrective Maintenance Man-Hours
q Maintenance Overtime Man-Hours
q Contractor Cost
q Effectiveness of Proactive Maintenance Program
q Materials Management
q Savings due to Preferred Provider Relationships
q Storehouse Cost per Inventory Value
q Storehouse Inventory per Equipment Replacement Value
q SKU Stockouts
q Inventory Turns per Year
q Parts Expedited
q Change Management
q Key Personnel Roles and Accountabilities Defined
q Maintenance Training
q CMS Assessment Score
q Continuous Improvement
q Availability Improvement
q Reliability Improvement
q Maintenance Utilization Improvement
q Schedule Compliance Improvement
q Mean Time To Repair (MTTR)
q Mean Time Between Failures (MTBF) for Critical Equipment

Page 284 of 324

How to Calculate CMS KPIs

This section shows a calculation for each KPI used in the CMS.
KPI Name Units Lev.? How to Calculate

% 1 [Actual Production / (Actual Production + Planned
Overall Operating Losses + Unplanned Losses)] x 100%
Efficiency
Production Efficiency % 1 (Actual Production / Theoretical Production
Capacity) x 100%
MI/HiPos # 1 Number of Major Incidents and High Potential
Incidents
Lifting Cost $/boe 1 Total Operating Costs / Total Production in
barrels of oil equivalent
Maintenance Cost per % 2 (Total Maintenance Costs / Total Operating
Costs) x 100%
Total Operating Cost
Maintenance Cost per % 2 (Total Maintenance Costs / Equipment
Replacement Value) x 100%
Equip. Replacement Value
CMS Implementation Cost % 3 (Total Costs to Implement CMS Processes /
Total Maintenance Cost) x 100%
CMS Implementation % 2 Progress Along Timeline of CMS
Implementation with all 4’s on acceptance of
Status implementation per process

Proactive Maintenance % 3 (Total Preventive, Predictive, Condition
Monitoring, and Function Testing Maint. Costs
Cost / Total Maintenance Cost) x 100%
Maintenance Cost per $/HP 3 Total Maintenance Expenses / Sum of
Equipment Horsepower
Capacity
Reliability Analysis % 3 (Total Reliability Analysis Program
(ESMP/RCM/RCFA/RBI) Costs / CMS
Program Cost Implementation Cost) x 100%
Overall Equipment % 3 Equipment Availability x Production Efficiency
x Production Quality
Effectiveness (for critical equipment in onshore facilities only)
Equipment Reliability % 3 (Total Hours in Period – Unscheduled
(36-month rolling average) Downtime Hours) / Total Hours x 100%
Reliability of Critical % 2 (Total Hours in Period – Unscheduled

Downtime Hours) / Total Hours x 100%
Equipment (for all types of critical equipment only)
Facility Availability % 3 (Total Hours in Period – Unscheduled
(36-month rolling average) Downtime Hours – Scheduled Downtime
Hours) / Total Hours x 100%
Availability of Critical % 2 (Total Hours in Period – Unscheduled
Downtime Hours – Scheduled Downtime
Equipment Hours) / Total Hours x 100%
(for all types of critical equipment only)

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Work Management

Percent Planned Work % 2 (Number of Planned Man-Hours* / Total
Number of Man-Hours) x 100%
(* including PdM and CM man-hours)
Man-Hour Schedule % 2 (Actual Man-Hours Completed per Schedule /
Total Man-Hours Scheduled) x 100%
Compliance
Overdue Safety Critical % 1 (Number of Overdue Work Orders on Safety
Critical Equipment / Total of SCE Work
Equipment Work Orders Orders) * 100%
Maintenance Personnel % 2 (Man-Hours on Tools (‘Wrench Time’) / Total
Maintenance Man-Hours) x 100%
Utilization (Wrench Time)
Maintenance Personnel % 2 (Man-Hours on ‘Value Added’ Work / Total
Utilization (Value Added)
Man-Hour Backlog Day/FTE 2 (Total Man-Hours on Backlog / 8 hours per
day) / Full-Time Equivalent Personnel
Percent Emergency % 2 (Total Emergency Man-Hours / Total
Maintenance
Percent Proactive % 2 (Proactive Maintenance Man-Hours / Total
Maintenance
Percent Prompted % 2 (Prompted Corrective Maintenance Man-Hours
/ Total Maintenance Man-Hours) x 100%
Corrective Maintenance
Percent Breakdown % 2 (Breakdown Corrective Maintenance Man-
Hours / Total Maintenance Man-Hours) x
Corrective Maintenance 100%
Proactive Maintenance % 2 (Total Proactive Maintenance Man-Hours
Overdue / Total Scheduled) x 100%
Man-Hours Overdue
Corrective Maint. Man- % 2 (Total Non-Emergency Corrective
Maintenance Man-Hours Overdue / Total
Hours Overdue (non- Maintenance Man-Hours) x 100%
emergency and not safety
critical)
Estimated to Actual % 2 (Estimated Proactive Maintenance Man-Hours
/ Actual Man-Hours) x 100%
Proactive Maint. Man-
Hours
Estimated to Actual % 2 (Estimated Corrective Maintenance Man-
Hours / Actual Man-Hours) x 100%
Corrective Maint. Man-
Hours
Maintenance Overtime % 2 (Maintenance Overtime Man-Hours / Total
Contractor Cost % 3 (Total Contractor Costs / Total Maintenance
Costs) x 100%
Effectiveness of PM % 2 (# prompted corrective WOs driven from PM /
total # PMs) x 100%
Program

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Savings due to Preferred $ 3 Estimated Savings due to Preferred Provider
Relationships
Providers
Storehouse Cost per % 2 (Actual Costs of Storehouse Operations /
Storehouse Inventory Value) x 100%
Inventory Value
Storehouse Inventory % 2 (Actual Value of Storehouse Inventory /
Equipment Replacement Value) x 100%
Value per Equipment
Replacement Value
SKU Stockouts % 2 (Actual SKU Stockouts / Total SKU Count) x
100%
Inventory Turns per Year % 2 Actual Orders Picked / Total SKU Count
Parts Expedited % 2 (Orders Expedited / Total Orders Placed) x

100%
Change Management

Key Personnel Roles and % 2 (# Yes / Number with direct influence) * 100%
(Is CMS implementation in their personal
Accountabilities objectives in myPerformance?)
Maintenance Training hrs/FTE 2 Maintenance Training Hours per Year / Full-
Time Equivalent Maintenance Personnel
CMS Assessment Score % 2 (CMS Assessment Score / Total Possible
Score) x 100%

Availability Improvement % 2 [(Current Availability - Past Availability) / Past
Availability] x 100%
Reliability Improvement % 2 [(Current Reliability - Past Reliability) / Past
Reliability] x 100%
Maintenance Utilization % 2 [(Current Utilization - Past Utilization) / Past
Utilization] x 100%
Improvement
Schedule Compliance % 2 [(Current Compliance - Past Compliance) /
Past Compliance] x 100%
Improvement
Mean Time To Repair Hours 2 Total Lock-Out to Unlock Time / Number of
Lockouts for Repairs
(MTTR)
Mean Time Between Months 2 Cumulative Operating Time / Total Number of
Failures
Failure for Critical
Equipment

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Benefit of CMS KPIs

This section explains the benefit for each KPI used in the CMS.
KPI Name Benefit of KPI

Overall Operating Part of eChoke that shows the overall picture of facility operating losses from
planned and unplanned downtimes. Helps identify course of losses and where
Efficiency to focus defect elimination efforts.
Production Efficiency Part of eChoke that shows the actual production against the theoretical
maximum production capacity. Helps isolate causes of losses.
MI/HiPos Indicates the effectiveness of the HSE and PSIM efforts.
Lifting Cost Indicates the cost of doing business with the facility. As lifting costs increase,
facility profitability decreases.
Maintenance Cost per Shows the percent of operating costs spent on maintaining the facility.
Excessive unnecessary maintenance and poor equipment reliability contribute
Total Operating Cost to this ratio.
Maintenance Cost per Shows ratio of maintaining the equipment compared to replacing the
equipment. Poor reliability and poor design could cause this number to
Equip. Replacement Value increase.
CMS Implementation Cost Shows the percent of the maintenance spending that was directed towards
activities that should improve facility profitability.
CMS Implementation Indication of the progress of the CMS implementation effort. Full
implementation is expected within 2 years with leadership support.
Status

Proactive Maintenance Shows the percent of the maintenance spending that is directed towards
proactive maintenance activities. The intent is to create a more proactive than
Cost reactive maintenance organization.
Maintenance Cost per An industry benchmark calculation that shows the maintenance spending on a
particular type of rotating equipment (pumps, gas turbines, etc.) prorated by
Capacity the horsepower of the driver.
Reliability Analysis Reliability analysis programs (ESMP/RCM/RCFA/RBI) are intended to derive
the largest benefit towards optimizing the maintenance organization.
Program Cost
Overall Equipment An industry benchmark that shows the benefit of operating each piece of
equipment.
Effectiveness
Equipment Reliability Calculation that shows the amount of unscheduled equipment downtime that
(36-month rolling average) prevents a piece of equipment from performing its required function.
Reliability of Critical Equipment reliability calculation for production, safety, and environmental
critical equipment.
Equipment
Facility Availability Calculation that shows the amount of scheduled and unscheduled equipment
(36-month rolling average) downtime that prevents a piece of equipment from performing its required
function.
Availability of Critical Equipment availability calculation for production, safety, and environmental
critical equipment.
Equipment
Work Management
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Percent Planned Work Shows the effectiveness of the planning effort. Planned work improves the
efficiency of maintenance activities.
Man-Hour Schedule Shows the effectiveness of the scheduling effort. Scheduled work improves
maintenance personnel utilization.
Compliance
Overdue Safety Critical Indication of the scheduling effort in terms of work order for safety critical
equipment.
Equipment Work Orders
Maintenance Personnel Indication of the effectiveness of the planning and scheduling effort in
eliminating wasted time preparing for maintenance work.
Utilization (Wrench Time)
Maintenance Personnel Indication of the amount of time maintenance personnel are providing value to
the facility, either by maintaining equipment or participating in training or
Utilization (Value Added) reliability analysis efforts. See list of value added activities in glossary.
Man-Hour Backlog Indication of the effectiveness of the planning and scheduling effort and the
manpower levels for the maintenance workforce. May also be an indication of
poor equipment reliability with excessive emergency and breakdown
corrective maintenance.
Percent Emergency An indication of the effectiveness of the gHSEr, PSIM, proactive maintenance,
and reliability analysis efforts in the elimination of critical equipment failures.
Maintenance
Percent Proactive Indicates progress towards creating a more proactive than reactive maintenance
regime.
Maintenance
Percent Prompted Shows the benefit of proactive maintenance activities (in particular, condition
monitoring) in detecting equipment abnormalities indicative of an impending
Corrective Maintenance failure.
Percent Breakdown An indication of the effectiveness of the proactive maintenance and reliability
analysis efforts in the elimination of equipment defects affecting reliability.
Proactive Maintenance Shows the effectiveness of the scheduling effort and of maintenance manpower
levels. May also indicate excessive breakdown corrective maintenance.
Man-Hours Overdue
Corrective Maint. Man- Shows the effectiveness of the scheduling effort and of maintenance manpower
levels. May also indicate excessive breakdown corrective maintenance or
Hours Overdue (non- improper prioritization of work orders.
emergency and not safety
critical)
Estimated to Actual Indicates the effectiveness of the planning and scheduling effort and of the
incorporation of feedback from maintenance personnel performing the work.
Proactive Maint. Man-
Hours
Estimated to Actual Indicates the effectiveness of the planning and scheduling effort and of the
incorporation of feedback from maintenance personnel performing the work.
Corrective Maint. Man-
Hours
Maintenance Overtime Indicates deficiencies in maintenance manpower levels, poor scheduling effort,
or improper use of performance evaluation system.
Contractor Cost Used to track the cost of contractors used for maintenance activities.
Effectiveness of PM Indicates the usefulness of the proactive maintenance activities (type and
frequency).
Program
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Savings due to Preferred Shows the value realized from using preferred provider relationships.
Providers
Storehouse Cost per An indication of the efficiency of the storehouse operations.
Inventory Value
Storehouse Inventory Indicates the effectiveness of the spare parts management effort in terms of
inventory count, stocking levels, and vendor-stored items.
Value per Equipment
Replacement Value
SKU Stockouts Indicates improper stocking levels and overuse (possibly due to poor
equipment reliability or inadequate maintenance training).
Inventory Turns per Year An indication of proper stocking levels and inventory count.
Parts Expedited An indication of proper stocking levels, inventory count, and production
critical equipment reliability.
Change Management

Key Personnel Roles and Indicates percent of workforce with CMS implementation added to their
personal objectives in myPerformance.
Accountabilities
Maintenance Training An industry benchmark for the amount of enhancing and refreshing training
provided to maintenance personnel.
CMS Assessment Score Indicates effectiveness of CMS effort.

Availability Improvement Shows the benefit of the CMS effort in terms of improved equipment
availability.
Reliability Improvement Shows the benefit of the CMS effort in terms of improved equipment
reliability.
Maintenance Utilization Shows the benefit of the CMS effort in terms of improved maintenance
personnel utilization on value-added work.
Improvement
Schedule Compliance Shows the benefit of the CMS effort in terms of improved schedule
compliance.
Improvement
Mean Time To Repair An indication of the effectiveness of maintenance training and the planning
and scheduling effort.
(MTTR)
Mean Time Between Indicates the reliability of production, safety, and environmental critical
equipment.
Failure for Critical
Equipment

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Details for CMS KPIs

This section lists the following details for each KPI in the CMS:
q Type of Measure – efficiency (cost) or effectiveness (benefit)
q Target Value – if known; site specific ones are indicated with a ‘?’
q Desired Trend – up (increasing) or down (decreasing) over time
q Number of Months between Updates – when to calculate each KPI
q Related KPIs – opposite-type KPIs for good comparisons
KPI Name Type Trgt Tnd M Related KPIs

Overall Operating Effectiveness ? Up 1 • Proactive Maint. Cost
Efficiency
Production Efficiency Effectiveness ? Up 1 • Lifting Cost
• Maint. Cost per ERV
MI/HiPos Effectiveness 0 Down 1 • Maint. Cost per ERV
• Rel. Anal. Prog. Cost
Lifting Cost Efficiency 2.30 Down 1 • Production Efficiency
$/boe • Overall Equip. Effect.
Maint. Cost per TOC Efficiency 15% Down 1 • Overall Equip. Effect.
• Equip. Reliability
Maint. Cost per ERV Efficiency 1.5% - Down 1 • Production Efficiency
3.0% • Equip. Reliability
CMS Implementation Efficiency ? Down 12 • CMS Impl. Status
Cost • Availability Imp.
• Reliability Imp.
• Utilization Imp.
• Sch. Complnc. Imp.
CMS Implementation Effectiveness 100% Up 12 • CMS Impl. Cost
Status in 2
years

Proactive Maint. Cost Efficiency ? Down 1 • Equip. Reliability
• Overall Oper. Effcy.
• Pct. Brkdn. Maint.
Maint. Cost per Efficiency ? Down 1 • Equip. Reliability
Capacity • Facility Availability
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Reliability Analysis Efficiency ? Down 1 • Equip. Reliability

Program Cost • Facility Availability
Overall Equip. Effectiveness 85% Up 1 • Lifting Cost
Effectiveness • Maint. Cost per TOC
• CMS Implmnt. Cost
Equipment Reliability Effectiveness ? Up 1 • Maint. Cost per ERV
• Proactive Maint. Cost
• Maint. Training Cost
Reliability of Critical Effectiveness 99% Up 1 • Maint. Cost per Cap.
Equip.
Facility Availability Effectiveness >98% Up 1 • Maint. Cost per ERV
Availability of Effectiveness >98% Up 1 • Proactive Maint. Cost
Critical Equip. • Maint. Cost per Cap.
Work Management

Percent Planned Effectiveness 90% Up 1 • CMS Impl. Cost
Work
MH Schedule Effectiveness >80% Up 1 • Maint. Overtime
Compliance
Overdue SCE Work Effectiveness 0 Down 1 • Rel. Anal. Prog. Cost
Orders • Maint. Overtime
Maint. Personnel Effectiveness 70% Up 1 • CMS Impl. Cost
Utilization (Wrench
Time)
Maint. Personnel Effectiveness 90% Up 1 • CMS Impl. Cost
Utilization (Value
Added Work)
Man-Hour Backlog Effectiveness 30 Down 1 • Maint. Overtime
dys/fte
Pct. Emergency Effectiveness <5% Down 1 • Proactive Maint. Cost
Maintenance • Rel. Anal. Prog. Cost
Percent Proactive Effectiveness 65% Up 1 • Proactive Maint. Cost
Maintenance
Pct. Prompted Effectiveness 20% Up 1 • Proactive Maint. Cost
Corrective Maint.
Pct. Breakdown Effectiveness 10% Down 1 • Proactive Maint. Cost
Corrective Maint. • Rel. Anal. Prog. Cost
• CMS Impl. Cost

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Proactive Maint. MH Effectiveness <5% Down 1 • Maint. Overtime

Overdue
Corrective Maint. Effectiveness <15% Down 1 • Maint. Overtime
MH Overdue
Est.-Act. Proactive Effectiveness +/- 5% Down 1 • CMS Impl. Cost
Maint. MH
Est.-Act. Correct. Effectiveness +/- Down 1 • CMS Impl. Cost
Maint. MH 20%
Maintenance Efficiency <5% Down 1 • MH Sch. Compliance
Overtime • MH Backlog
• Pro. Maint. Overdue
• Cor. Maint. Overdue
Contractor Cost Efficiency ? Down 1 • Equip. Reliability
Effectiveness of Effectiveness ? Up 1 • Proactive Maint. Cost
Proactive Maint.
Program

Savings due to Prefer. Effectiveness ? Up 1 • Store. Cost per Value
Providers
Storehouse Cost of Efficiency <35% Down 1 • SKU Stockouts
Inventory Value • Parts Expedited
Inventory Value per Efficiency 0.5% Down 3 • SKU Stockouts
ERV • Parts Expedited
SKU Stockouts Effectiveness <1% Down 1 • Store. Cost per Value
• Inventory per ERV
Inventory Turns per Effectiveness >2 Up 1 • Store. Cost per Value
Year • Inventory per ERV
Parts Expedited Effectiveness 2% Down 1 • Store. Cost per Value
• Inventory per ERV
Change Management

Key Pers. R&A Effectiveness 100% Up 12 • CMS Impl. Cost
Maintenance Training Efficiency 40 Up 12 • MTTR
hrs/fte • Equip. Reliability
CMS Assessment Effectiveness 70% Up 12 • CMS Impl. Cost
Score

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Availability Imp. Effectiveness ? Up 12 • Rel. Anal. Prog. Cost
Reliability Imp. Effectiveness ? Up 12 • Rel. Anal. Prog. Cost
Maint. Util. Imp. Effectiveness ? Up 12 •
Sch. Cmplnc. Imp. Effectiveness ? Up 12 •
Mean Time To Repair Effectiveness ? Down 1 • Maint. Training Cost
(MTTR)
MTBF Critical Equip. Effectiveness ? Up 1 • Proactive Maint. Cost

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Processes to Improve CMS KPIs

This section lists the CMS and related processes that can improve each
KPI.
KPI Name CMS Processes Related Processes

Overall Operating • ESMP/RCM • Training Program
Efficiency • Defect Elimination Program • Choke Model
• Condition Monitoring
• Data Analysis
• Operator Performed Maint.
• Planning and Scheduling
• CVP-TAR
Production Efficiency • Knowledge Management • Choke Model
• Defect Elimination Program
MI/HiPos • ESMP/RCM • Training Program
• Defect Elimination Program • Health, Safety, Env.
• Condition Monitoring • PSIM
• Data Analysis
• Risk Based Inspection
• Gener. Equip. Maint. Strategies
• Campaign Maintenance
Lifting Cost • Defect Elimination • TeamShare
• Operator Performed Maint. • Health, Safety, Env.
• Optimize Staffing • PSIM
• CMS for New Projects • Choke Model
• Capital Value Process
Maintenance Cost per • CMMS • Choke Model
Total Operating Cost • Knowledge Management
• ESMP/RCM
• Data Analysis
• Spare Parts Management
• Supply Chain Management
• Quality Assurance Program
• Optimize Staffing
Maintenance Cost per • CMMS • Choke Model
Equipment • Knowledge Management
• ESMP/RCM
Replacement Value
Page 295 of 324

• Data Analysis
• CMS for New Projects
CMS Implement. Cost • CMMS • PSIM
• Knowledge Management • Capital Value Process
• ESMP/RCM
• Data Analysis
• Roles, Accountabilities, Deliv.
• CVP-TAR
CMS Implement. Status • CMMS • TeamShare
• Knowledge Management • Performance Eval.
• ESMP/RCM • PSIM
• Defect Elimination Program • Choke Model
• Condition Monitoring • Capital Value Process
• Data Analysis
• CVP-TAR

Page 296 of 324

Proactive Maint. Cost • ESMP/RCM • Training Program

• Data Analysis
Maint. Cost per • ESMP/RCM • Training Program
Capacity • Defect Elimination Program
Reliability Analysis • Knowledge Management • Training Program
Program Cost • ESMP/RCM • Capital Value Process
• CVP-TAR
Overall Equipment • Knowledge Management • Training Program
Effectiveness • ESMP/RCM • PSIM
• Defect Elimination Program • Capital Value Process
• Data Analysis
• CVP-TAR
Equipment Reliability • ESMP/RCM • Training Program
• Defect Elimination Program • PSIM
• Data Analysis
• CVP-TAR
Reliability of Critical • ESMP/RCM • Training Program
Equipment • Defect Elimination Program • PSIM
• Data Analysis
• CVP-TAR
Facility Availability • ESMP/RCM • Training Program
• Defect Elimination Program • Health, Safety, Env.
• Operator Performed Maint. • PSIM
• Planning and Scheduling • Capital Value Process
• CVP-TAR
Availability of Critical • ESMP/RCM • Training Program
Equipment • Defect Elimination Program • Health, Safety, Env.
• Operator Performed Maint. • PSIM

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• Planning and Scheduling • Capital Value Process

• CVP-TAR
Work Management

Pct. Planned Work • Planning and Scheduling • Training Program
MH Schedule • CMMS • Succession Planning
Compliance • Planning and Scheduling • Training Program
Overdue SCE Work • CMMS • Succession Planning
Orders • ESMP/RCM • Training Program
Maint. Personnel • Condition Monitoring • Training Program
Utilization (Wrench • Operator Performed Maint.
Time)
Maint. Personnel • ESMP/RCM • Training Program
Utilization (Value • Defect Elimination Program
Added Work)
Man-Hour Backlog • CMMS • Succession Planning
• Operator Performed Maint. • Performance Eval.
Percent Emergency • CMMS • Training Program
Maintenance • Defect Elimination Program
• Data Analysis

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Percent Proactive • CMMS • Training Program

Maintenance • Condition Monitoring
Percent Prompted • CMMS • Training Program
Corrective • Condition Monitoring
• Data Analysis
Maintenance
Percent Breakdown • CMMS • Training Program
Corrective • Defect Elimination Program
Maintenance
• Data Analysis
Proactive Maintenance • CMMS • Succession Planning
Man-Hours Overdue • Condition Monitoring • Training Program
Corrective • CMMS • Succession Planning
Maintenance Man- • Condition Monitoring • Training Program
Hours Overdue (non-
emerg.)
Est. – Act. Proactive • Planning and Scheduling • Succession Planning
Maint. MH • Optimize Staffing • Training Program
Est. - Act. Corrective • Planning and Scheduling • Succession Planning
Maint. MH • Optimize Staffing • Training Program
Maintenance Overtime • Operator Performed Maint. • TeamShare
Contractor Cost • Supply Chain Management •
• CVP-TAR
Effectiveness of PM • CMMS • Succession Planning
Program • Knowledge Management • TeamShare
• ESMP/RCM • Performance Eval.
• Condition Monitoring • Training Program
• Data Analysis

Savings due to • Supply Chain Management • Oper. Value Process
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Preferred Providers
Storehouse Cost of • Spare Parts Management • Oper. Value Process
Invent. Value • Supply Chain Management
Inventory Value per • ESMP/RCM • Oper. Value Process
ERV • Spare Parts Management
Stockouts • Planning and Scheduling • Oper. Value Process
Inventory Turns per • Planning and Scheduling • Oper. Value Process
Year • Spare Parts Management
Parts Expedited • Planning and Scheduling • Oper. Value Process
Change Management

Key Personnel Roles • Knowledge Management • Succession Planning
and Account. • Optimize Staffing • TeamShare
• Roles, Accountabilities, Deliv. • Performance Eval.
• Training Program
Maintenance Training • Knowledge Management • Succession Planning
• Operator Performed Maint. • Training Program
CMS Assessment Score • CMMS • Succession Planning
• Knowledge Management • TeamShare
• ESMP/RCM • Performance Eval.
• Defect Elimination Program • Training Program
• Condition Monitoring • Oper. Value Process
• Data Analysis
• CVP-TAR

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Availability • ESMP/RCM • TeamShare
Improvement • Defect Elimination Program • Training Program
• Operator Performed Maint. • Health, Safety, Env.
• Planning and Scheduling • PSIM
• Spare Parts Management • Capital Value Process
Reliability • ESMP/RCM • TeamShare
Improvement • Defect Elimination Program • Training Program
• Condition Monitoring • PSIM
• Data Analysis • Capital Value Process
Maint. Utilization • Operator Performed Maint. • TeamShare
Improvement • Planning and Scheduling
Schedule Compliance • CMMS • Succession Planning
Improvement • Planning and Scheduling • TeamShare
• Optimize Staffing • Training Program
Mean Time To Repair • Knowledge Management • Training Program
(MTTR) • Planning and Scheduling
MTBF for Critical • CMMS • Performance Eval.
Equipment • Knowledge Management • Training Program
• ESMP/RCM • Health, Safety, Envir.
• Defect Elimination Program • PSIM
• Data Analysis

Page 301 of 324

Appendix D
Glossary of Terms
Adequate Planning Process
A systematic process that includes developing step by step instructions

required to complete a specific scope of work. These instructions are
usually contained in the form of a Work Order. The Planning Process also
includes estimating the length of time required to complete the work scope
based on the amount of manpower to be assigned to the job. The planning
process also includes prior acquisition and readying of spare parts,
materials, special tools, and equipment. To be considered Planned, work
must also be prioritized and then scheduled for a precise time at least 24
hours prior to commencement.
Asset Register
Normally referred to as the MEL, the Asset Register is a register of

equipment items generated during the design phase of a project and
contains specific information on manufacturer, vendor, specifications,
classification, etc. See Master Equipment List.
Availability
The likelihood that an item is ready to provide a given function in a

predetermined operational context and stated support conditions.
PURPOSE OF METRIC: Availability takes into account planned and
unplanned downtime. Reliability minus Availability equals the amount of
intentional downtime due to planned intrusive maintenance activities.
Availability is measured to drive elimination of intrusive maintenance
inspection activities.
Backlog
A list of Work Orders that are approved, planned, and prioritized and
awaiting scheduling and execution.
Bill of Materials (BOM) (TAR)
The list of components and parts for an asset, usually structured in

hierarchical layers from gross assemblies to minor items.

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Breakdown
Failure of a piece of equipment to perform to a functional standard. See

Failure.
Breakdown Corrective Maintenance
Maintenance activity (i.e. repairs) to address equipment failure that is

typically not urgent. This activity is not triggered by equipment
conditions or an interval of time. See also Emergency Maintenance.
Calibration
Test and adjustment of an instrument or controls device. Generally

considered an intrusive action. Necessary where a high degree of
accuracy is needed to fulfil the desired function. Usually performed on
instrumentation where the degree of drift would be near the tolerance
given the maintenance interval. Example of use: An instrument should be
within +/- 1% and drift is expected.
Choke Model
PURPOSE OF METRIC: Plant Choke Model is an indirect measure of

plant downtime that takes into account planned and unplanned facility
downtime by measuring production losses caused by facility or equipment
outages. Plant Choke Model is used to drive elimination of intentional
and unintentional facility related downtime.
Clean-In-Place Techniques (TAR)
An automated method of cleaning, involving little or no dismantling of

piping or equipment. In the cleaning cycle, CIP brings flushing,
washing, rinsing, and (often) sanitizing solutions in continuous and
close contact with all wetted equipment surfaces to remove product
‘soil’. CIP has been widely applied in the dairy, brewing, food, and
wine processing industries for more than 35 years.
Cold Eye Review (TAR)
An independent review and assessment of the turnaround execution

plan (schedule, activities, sequencing, etc.) made by an individual or
team of individuals not involved in the turnaround.
Compliance of Work Orders (TAR)

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The number of planned repair work orders completed from the

turnaround schedule divided by the total number of work orders on the
schedule.
Component (Child) Tag
The object immediately below a given Parent tag in the CMMS

database equipment hierarchy. Component/Child tags are typically the
lowest level of equipment items recorded in the CMMS database. See
Parent Tag.
Conceptual Development (TAR)
The phase of the turnaround where the scope of the turnaround is

defined. It usually begins with the assignment of the turnaround
coordinator and the formation of the core team, and ends with the
development of a preliminary worklist and a milestone schedule.
Concurrent Engineering (TAR)
A process whereby engineering, production, and other necessary

functions proceed with their work in parallel, rather than sequentially
and thus complete their activities sooner.
Condition Monitoring (CM)
The ongoing surveillance of a process and its associated equipment to

ensure precise performance and to detect abnormalities indicative of
an impending failure or that the equipment has already failed.
Condition monitoring includes the human senses and equipment
diagnostics to monitor and evaluate rotating machinery and fixed
equipment conditions continuously or periodically during operation.
Condition monitoring tasks can nearly always be performed while the
equipment is in service. Condition monitoring is also known as
Surveillance Monitoring. The most sensitive condition monitoring
techniques use specialized instruments to monitor the physical
condition of the process equipment. See Predictive Maintenance.
Condition-Based Maintenance (CBM)
Maintenance activity (i.e. repairs) to prevent equipment failure that is

triggered by actual equipment conditions rather than a predetermined
interval of time. See Prompted Corrective Maintenance.
Contingency (TAR)

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The amount budgeted to cover costs that may result from incomplete
design, unforeseen and unpredictable conditions, or uncertainties.
Contingency is normally expressed as a percentage of the base cost for
the entire turnaround.
Corrective Maintenance is performed to bring item back to its standard

function. See also Prompted Corrective Maintenance and Breakdown
Corrective Maintenance.
CMMS
Computerized Maintenance Management System: e.g. Maximo.
CMS
bp’s Common Maintenance Strategy: a set of measurable Elements

and sustaining Processes which cost-effectively support bp’s overall
excellence programs as an integral part of the Great Operator Strategy.
These tactics and tools are used to develop a common approach to
maintenance management.
Critical Path (TAR)
The longest sequence of activities in the critical path method, which

determines the minimum time in which the turnaround can be
completed.
Critical Path Method (CPM) (TAR)
A planning technique in which a plan is prepared and a sequence of

activities is defined such that, if the completion of any one of them is
delayed, the completion of the turnaround will also be delayed. This
sequence of critical activities is called the ‘critical path’.
Criticality Analysis
See Risk Analysis.
Defect
A condition that causes deviation from design or expected

performance. See also Failure.
Deferred Maintenance
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Maintenance that can be and has been postponed from a schedule.
Deterioration Rate
The rate at which an item approaches a departure from its functional

standard (i.e. failure).
Diagnostics
An area of analysis tat involves the use of measured equipment

performance factors to determine the need for maintenance of a
specific piece of equipment.
Downtime
The period of time during which an item is not in a condition to

perform its intended function. Downtime costs include maintenance
costs and value of production loss.
Downtime Costs
Downtime Costs = Maintenance Costs + Value of Production Loss in

dollars
Due Date
The date entered in the planned maintenance schedule by which a

maintenance task must be completed. Dependent on prioritization of
the planned work order.
Dye Injection
A technique involving the tracking of dye particles injected into a

piece of equipment to determine if cracks or other imperfections exist.
Emergency Maintenance
Maintenance activity (i.e. repairs) to address critical equipment failure,

which necessitates urgent maintenance action. This activity is not
triggered by equipment conditions or an interval of time. See also
Breakdown Corrective Maintenance.
Environmental Critical Equipment

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Equipment where failure results in a significant impact on the

environment.
Equipment Configuration
List of assets usually arranged to simulate the process, function, or

sequential flow.
Equipment History
A chronological list of equipment defects, repairs, and costs that is

stored within the CMMS for each piece of equipment and is used for
data analysis purposes to identify and correct chronic problems and
make economic decisions on the equipment.
Equipment Specific Maintenance Plan (ESMP)
A streamlined reliability analysis technique used to develop an

optimized proactive maintenance program to meet predetermined
facility reliability and availability goals. See also Reliability Centered
Maintenance and Reliability Analysis.
Expert System
Decision support software with some ability to make or evaluate

decisions based on rules or experience parameters incorporated in the
database.
Factory Acceptance Test (FAT)
A portion of the quality assurance program that dictates minimum

acceptable performance standards for parts that are tested prior to
shipping to the facility.
Failure
Termination of the ability of an item to perform its required function.

For consistency in tracking equipment reliability and other
performance indicators, specific definitions may need to be developed
that explains exactly what constitutes an equipment failure for each
equipment type. See also Breakdown and Defect.
Failure Analysis
See Root Cause Failure Analysis.

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Failure Coding
Indexing of root causes of equipment failure on which corrective

action can be based (e.g. lack of lubrication, mal-operation, material
fatigue, etc.).
Failure Mechanism
The physical or chemical process that caused an equipment failure.

See also Failure Modes and Effects Analysis.
Failure Modes and Effects Analysis
An assessment of the common types of equipment failure and the

corresponding effects of these failures on safety, environment,
production, and operator response. Usually performed as part of a
reliability analysis (ESMP/RCM) study.
Failure Rate
The frequency of failures or the rate at which failures occur over a unit
internal of time (e.g. x failures per day, week, month, or year). Is the
inverse of the Mean Time Between Failures (MTBF).
Fault Tree Analysis
A specific type of root cause failure analysis (RCFA) involving

deductive reasoning and graphical detail of the different ways in which
a particular system can fail with corresponding probabilities of failure.
Ferrography
A technique describing the separation of particulate contamination

using a magnetic field. Technique is primarily limited to magnetic
particles.
Floating Date Strategy (TAR)
An approach where there is a conscious decision to extend the run

length of the process unit, but the turnaround team is prepared for a
turnaround in the event that unit problems develop.
Front End Loading (FEL) (TAR)
The process of defining a turnaround. Turnaround definition includes

defining what will be done, how it will be done, who will do it, when it
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will be done, and what resources will be required to complete the

turnaround.
Function Test
Testing of a device or piece of equipment to determine if it is

performing or capable of performing its required function to the level
of service needed. Most function tests can be performed without
affecting the operation of the associated equipment. If the device fails
the function test, a prompted corrective work order should be raised to
return it to an available condition.
HSE
Health, Safety, and Environment.
Inherent Availability
The period of scheduled time for which an asset is capable of

performing its specified function, expressed as a percentage. See
Availability.
Job Slotting (TAR)
The process in which a job is classified within a cost or time bracket.

Classification is usually guided by judgement, but judgement may be
guided by comparison with benchmarks, typical common jobs for
which actual cost is known to fit within the bracket.
Just-In-Time (JIT)
JIT has as its goal the elimination of all waste - wasted space, labor,
materials, inventory, and movement. Anything that does not add value
in the eyes of the customer adds waste. The core concept of JIT is the
reduction of cycle time. Focusing on time to process and reducing this
time has the effect of reducing inventory, delays, labor, and space.
Laydown Area (TAR)
An area set aside during the turnaround period for the storage of
equipment and materials prior to their use.
Life Cycle Cost
The total cost of an item throughout its life including design,

manufacture, operation, maintenance, and disposal.
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Main Tag
A code description of a unit of maintenance, grouping together

equipment or plant for maintenance purposes in the CMMS. Normally
assigned to a major item of equipment. See also Parent Tag and
Component (Child) Tag.
Maintainability
The probability that a failed item will be restored to operational

effectiveness within a given time period when a specific repair
procedure is used. Refers to the accessibility, availability of parts, and
the planning and scheduling of maintenance activities for a particular
piece of equipment.
Maintenance
Includes all necessary actions for retaining and restoring facility

equipment and systems to a desired operational state.
Maintenance Cost (as %,ERV)
Annual Maintenance Cost =

MLC + MEC+ PLC + OEMPC + OPC + ECFC + FMC x 100%
ERV
Target = 1.5%
ERV= Equipment Replacement Value
MLC = Maintenance Labor Cost - From all external sources, i.e.,

original equipment manufacturer (OEM), other contract labor,
machine-shop labor
MEC = Maintenance Equipment Cost - Equipment such as cranes,

vacuum trucks, scissor lifts, large tools, etc. which are leased or
rented for the purpose of performing maintenance and charged back
to the maintenance budget
PLC = In-house plant maintenance labor cost, including cost of

supervision
OEMPC = Original equipment manufacturer (purchased)

maintenance related parts and supplies costs

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OPC = Outside (i.e., non-OEM) purchased maintenance related parts

and supplies costs to include tools and consumables purchased for
the purpose of performing maintenance
ECFC = Maintenance related fluid costs such as engine compressor

fluids - includes costs for lube oil, glycols used as coolant, any other
additives, etc. (Process chemicals used for gas treating such as TEG
used in dehydration, Amine used for acid gas removal, or Glycol
used as heat medium are not included in this category as they are not
consumed by maintenance related activities)
FMC = (Pro-rated) future maintenance cost - includes costs to

overhaul/zero-hour equipment pro-rated for time period covered
(e.g., if an overhaul is estimated to cost $100,000 every 5 years, the
annual pro-rated cost would be $20,000)
PURPOSE OF METRIC: Maintenance Cost is a direct measure of the

maintenance program's effectiveness in controlling manpower and
repair part costs.
(Note: The bp Exploration and Production Maintenance Network
utilizes this metric to measure success and drive behavior in support of
its goal of reducing maintenance cost by 10% relative to 1998
maintenance spending.)
Maintenance Job Plans
A detailed description of how to implement or undertake the

maintenance task.
Maintenance Policy
A set of principles for guiding the decisions for maintenance

management. The Common Maintenance Strategy (CMS) is the
current maintenance policy for Exploration and Production facilities.
Maintenance Schedule
List of planned maintenance based on priority in a designated period

of time.
Maintenance Shutdown
See Turnaround.
Maintenance Tasks

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The specific actions or activities performed to prevent or reduce the

consequences of equipment failure. For example: function testing,
component replacement, oil analysis, vibration monitoring, and
operator/technician surveillance.
Master Equipment List
A register of items in the CMMS usually with information on manufacturer,

vendor, specifications, classification, costs, warranty, and tax status. The list of
all Main, Parent, and Component Tags.
Mean Time Between Failures
Measure of the total cumulative operating time of an item or group of items

divided by the total number of failures within the time period. MTBF is used to
measure the reliability of items that can be repaired (e.g. pumps, control valves,
etc.).
Mean Time Between Maintenance
Measure of the frequency of scheduled and unscheduled maintenance for a

piece of equipment. See also Mean Time Between Failures.
Mean Time To Failure
The average time it takes for an item to fail after put into service. MTTF is used
to measure the reliability (i.e. life expectancy) of items that can not be repaired
(e.g. electronic components, light bulbs, etc.).
Mean Time To Repair
The average time to perform a defined maintenance action. See also

Maintainability.
Nameplate Rate
The instantaneous capacity of the process unit (in millions lbs/year).
Network Schedule (TAR)
A schedule incorporating the dependencies between the activities in a

turnaround. As a precedence diagram, each activity is defined in terms of the
activities that must precede them before they can start.
NDT

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Non–Destructive Testing: of equipment to detect abnormalities in

physical, chemical or electrical characteristics, using technologies such
as ultrasonic (thickness), liquid dye penetrants (cracks), x-ray (weld
failures), and voltage generators (resistance).
Non-Routine Maintenance
Maintenance performed at irregular intervals, with each task unique.

Usually based on inspection. See Prompted Corrective Maintenance.
On Failure Maintenance
Repairs to non-critical equipment that are assigned when the item fails
and repairs are not urgent. Campaign maintenance efforts can plan
work execution when resources are available. This is a subset of
Breakdown Corrective Maintenance.
Operational Availability
The probability that a system will operate satisfactorily when called

upon at any point in time, under specified operating conditions and in
an actual logistic support environment. See Availability.
Order Points
Numerical values established through analysis of the anticipated usage

rate plus the time required to obtain delivery of additional material.
When an order point is reached on the inventory record, a new order
should be initiated.
Order Quantities
Stock quantities that are reordered when a low point is reached. This
quantity is developed through an analysis of factors, such as average
usage quantity, costs of purchasing, costs of carrying inventory, and
points at which quantity discounts apply.
Overdue Work
Work completed past the scheduled date. Work scheduled for a date
range (10 or 30 days based on priority) is overdue if completed after
date range expires.
Overhaul

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A comprehensive examination and restoration of an item to an

acceptable condition.
Parent Tag
The item immediately below the Main Tag in the CMMS database
equipment hierarchy. It is related to a main tag by its effect in the
operation of the process system (e.g. if a main tag is shut down, then
all equipment related to the main tag will also shut down, and hence,
be available for maintenance, if required).
Permit To Work (PTW)
Written permission for specific work activities to be conducted within

a specific area and for a designated time period. Permits are controlled
by the Operations department, which verifies the site preparation and
safety aspects before the permit is issued.
Planned Corrective Maintenance
A portion of planned maintenance that involves the implementation of

equipment modification to improve equipment reliability or return the
asset to a condition such that it is able to fulfil its operational
requirements. The maintenance activity could also reduce the time or
effort required for other preventive or breakdown maintenance
activities. See Planned Maintenance.
Planned Maintenance
Planned Maintenance Work is defined as maintenance work that has been

through an “Adequate Planning Process” prior to work commencement.
See also Adequate Planning Process.
Planned Preventive Maintenance
Combines both time-based and condition-based regimes to prevent

anticipated failures and to keep equipment functioning. The planning
and scheduling of these tasks is to be implemented immediately prior
to the anticipated increase of the conditional probability of failure. See
Preventive Maintenance.
Post-Startup (TAR)
This phase includes activities after the process startup (e.g.

demobilization, clean-up, and material and waste disposal).

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Pre-Shutdown (TAR)
This phase encompasses the activities that occur prior to the process
shutdown (e.g. pre-fabrication, construction of temporary facilities,
and parts kitting).
Preventive Maintenance (PM)
Preventive or Predictive Maintenance performed at predetermined

intervals and intended to reduce the likelihood of a functional failure.
Also known as Preventative Maintenance.
Predictive Maintenance (PdM)
Predictive Maintenance: Use of measured physical parameters against

known engineering limits for detecting, analyzing, and correcting
equipment problems before a failure occurs. Usually considered a
subset of condition monitoring that typically includes more technical
monitoring equipment and instrumentation and may also require
interpretation of the results by a qualified technician or engineer.
Examples include vibration analysis, sonic testing, dye testing,
infrared testing, thermal testing, coolant analysis, tribology, and
equipment history analysis. See also Condition Monitoring.
Priority
The relative importance of a single job in relationship to other jobs

usually classed into categories with ranking based on safety,
environmental impact and operational needs.
Proactive Maintenance
All maintenance activities performed prior to equipment failure with

the intention of improved equipment reliability. Includes condition
monitoring, predictive maintenance, preventive maintenance, and
function testing.
Process Block Flow Diagram
A diagram of the major functional subsystems for the process.
Procurement Cycle Time
The total elapsed time from the initiation of a parts requisition

(manually or computer generated) until receipt of the part on-site.

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Production Critical Equipment
Equipment where failure results in immediate loss of production. The bp

Exploration and Production Maintenance Network measures Reliability
and Availability of Production Critical Rotating Equipment to ensure that
the efforts underway to reduce maintenance cost do not adversely effect
equipment availability and ultimately plant throughput. With proper
management, equipment availability can actually be increased as
maintenance cost is reduced.
Production Loss
Facility product yield not achieved.
Program Evaluation and Review Technique (PERT) (TAR)
This technique allows one to deal with uncertainty of the duration or

costs of the activities in the turnaround plan. Using PERT, one can
define a most probable duration, an optimistic duration, and a
pessimistic duration for each activity. Statistical approximations are
then used to calculate the expected duration for each activity and for
the entire turnaround.
Prompted Corrective Maintenance
Maintenance activity (i.e. repairs) to address equipment failure that is

triggered by actual equipment conditions rather than a predetermined
interval of time. See Condition Based Maintenance.
Quality
The conformance to requirements.
Quality Assurance
The plans, standards, and methods by which the work will be

controlled to assure satisfactory quality.
Quality Control
The actions that assure acceptable quality.
Quality Product
The production output that meets acceptable standards for product

quality.
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Reactivity (Planned vs Unplanned Maintenance)
PURPOSE OF METRIC: % Planned work is a measure of the amount of

time the work force spends working on non-emergency work. % Planned
work also takes into account the effectiveness and utilization of the
organization’s planning and scheduling process. The Planned Work metric
is designed to drive maximum effective utilization of the operations and
maintenance workforce. Effective utilization is accomplished through
systematic deployment of the workers to the highest priority work
available on any given day.
Reliability
The likelihood that an item will operate without failure for a stated period
of time under stated normal operating conditions. Sometimes expressed as
the mean time between failure (MTBF).
PURPOSE OF METRIC: Reliability is a direct measure of unplanned
downtime. Reliability is measured to drive elimination of recurring
unplanned downtime usually caused by unintentional equipment break
down. The Reliability KPI can be used to target specific equipment where
Root Cause Failure Analysis should be deployed to improve equipment
performance by eliminating the cause(s) of recurring equipment failure.
Reliability Analysis
The process of identifying maintenance of significant items and

classifying them with respect to the effects of failure on safety,
environment, production, and repair costs. Potential failure modes of
each item are identified and appropriate proactive maintenance actions
are assigned to counter them. Processes with the CMS that are
considered part of the reliability analysis program are ESMP/RCM,
RCFA, and RBI.
Reliability Centered Maintenance (RCM)
Reliability Centered Maintenance: the optimization of maintenance

intervention and tactics to meet predetermined reliability goals.
Included within an RCM study are FMEA and the development of a
proactive maintenance program to address functional failures. See
also Failure Modes and Effects Analysis, Equipment Specific
Maintenance Plan, and Reliability Analysis.
Remedy Code

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An abbreviated list of codes used in failure analysis, which describes

how the root cause of failure was rectified (e.g. replaced, adjusted,
etc.).
Repair
To restore an item to an acceptable condition by the renewal,

replacement, or mending of worn or damaged parts.
Resource Scheduling (TAR)
The development of the turnaround plan and schedule with regard to

the following essential resources: materials, people, equipment, and
time.
Risk Analysis
An assessment of the likelihood (probability) of equipment failure and

the associated consequence of that failure.
Risk Based Inspection
The methodology that uses risk analysis to optimize the management

of inspection programs for fixed equipment and piping. See also
Reliability Analysis.
Root Cause Failure Analysis
A study of failures to analyze root causes, develop improvements, and

eliminate or reduce the recurrence of these failures. Also called RCFA
and failure analysis.
Run To Failure
A policy where no proactive maintenance is scheduled for a piece of

equipment. The item is repaired when it no longer meets its functional
standard.
Safety Critical Equipment
Equipment where failure results in a significant impact on safety.
Schedule Compliance

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This is, the number of scheduled jobs actually accomplished during the
period covered by an approved schedule; also the number of labor
hours actually worked against a planned number of hours scheduled.
Schedule Density (TAR)
The percentage of weekly labor hours worked on non-critical path

activities.
Scheduled Downtime
Intentional equipment outage planned for a predetermined time.
Scheduled Maintenance
Any maintenance that is planned and prioritized to be performed in a

predetermined time.
Scope (TAR)
The intended capabilities of the turnaround. Scope is distinct from

design. The design is intended to implement the scope, but changes in
design may be necessary to complete the scope.
Scope Change (TAR)
A change in task objectives, plans, (turnaround or field work) schedule

that results in a material difference from the terms of an approval to
proceed previously granted by a higher authority. Under certain
conditions, change in resource allocation may constitute a change in
scope.
Scope Freeze Date (TAR)
The date at which the final turnaround execution worklist is

established. Activities added to the worklist after this date typically
have a more rigorous approval process and are categorized separately
(e.g. add-on jobs, X jobs, etc.).
Service Level
A measure of performance of the procurement function, normally

expressed as the ratio of stockouts to total stores issues.
Servicing

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The replenishment of consumables required to keep an item in

operating condition.
Shutdown Maintenance
Maintenance activities done while the asset is out of service.

Typically refers to maintenance during a turnaround.
Stock Keeping Units (SKUs)
Number of storeroom line items with a planned stock level of one or

more units.
Storeroom Accuracy
The total number of storeroom SKUs counted with 100% accuracy

divided by the total number of storeroom SKUs counted.
Storeroom Inventory
Average value of stores stock carried on a plant’s books to support

maintenance operations. Includes capital spares maintained as safety
stock.
Storeroom Issue Fill Rates
The total number of storeroom issue requests (manual or on-line) filled

with 100% divided by the total number of storeroom issue requests.
Storeroom Turnover
Annual value of storeroom materials used divided by the average of

storeroom inventory.
Surveillance Monitoring
See Condition Monitoring.
Tag Number
A positional reference for an equipment’s process location.
Time-Based Maintenance
The maintenance regime of periodically inspecting, servicing, and
replacing worn or damaged components to prevent failure and

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resulting equipment unplanned downtime. See Preventive

Maintenance.
Tribology
A term referring to the design and operating dynamics of the bearing-

lubrication-rotor support structure of machinery; includes lubricating
oil analysis, spectrographic analysis, ferrography, and wear particle
analysis.
Turnaround
A period of time during which a plant, department, process, or asset is

removed from service specifically for maintenance. Usually refers to
unspared assets or processes such that the production rate is affected.
Turnaround Execution (TAR)
The time when the primary turnaround work activities occur. It is the
work performed after the process has been shutdown and before the
process has been started up to meet the turnaround goals.
Turnover Sequence (TAR)
The process involved in the transition between activities, functions, or

personnel involved in the turnaround.
Unplanned Maintenance
Maintenance work that is accomplished without the use of an adequate

planning process (see definition of “adequate planning process”)
Unscheduled Downtime
Unintentional equipment outage on an unplanned basis, usually as a result

of equipment breakdown, running repair, unplanned work, or corrective
work.
Value Added Work
As part of the Work Management process, ‘value added’ work is a

comprehensive term referring to ‘proactive’ activities including:
q Wrench Time (time on tools)
q Permit to Work Control
q Isolation/De-isolation of Equipment
q Equipment Function Testing
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q Raising/Closing of Work Orders

q Data Analysis
q Job Safety Analysis (JSA)
q Root Cause Failure Analysis (RCFA)
q Criticality Analysis
q Training
q Planning and Scheduling Meetings
q KPI reviews
q Management of Change reviews
q Etc.
Work Order (WO)
Work Order: a unique control document that comprehensively

describes the job task to be performed. This usually includes formal
requisition for maintenance, authorization and charge codes. It also
holds that historical data of work performed on item.
Work Order Backlog
See Backlog.
Wrench Time
As part of the Work Management process, ‘wrench time’ is the physical

time spent ‘on the job’ where the operator/technician is using the
appropriate tools/hardware for the task in hand.

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NOTES

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NOTES

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Common

Common Maintenance Strategy

CMS Processes and Tools

bp Common Maintenance Strategy

Common Maintenance Strategy

Related Processes and Tools

bp Common Maintenance Strategy

Common Maintenance Strategy

bp Common Maintenance Strategy

Common Maintenance Strategy

Supporting the Great Operator Strategy means:

bp has identified best practice maintenance and reliability expectations for

Our goal is to use best in class maintenance and reliability processes

bp Common Maintenance Strategy

A reliability-centered culture for asset management seeks to better

CMS seeks to establish a continual or "evergreen" improvement process.

Significant cultural changes, cost savings, and increases in facility

bp Common Maintenance Strategy

III. Asset Management

bp Common Maintenance Strategy

An effective, comprehensive asset reliability strategy typically results in a

Developing and implementing an asset reliability program requires

CMS provides the roadmap to increasing asset utilization.

IV. Key Performance Indicators (KPIs)

bp Common Maintenance Strategy

KPIs come in multiple formats and cover the full-range of a site’s

Eventually, increased spending will no longer improve performance due to

levels, analyzing available data, creating incentives for performance,

q Leadership and Organization

Fundamental to the CMS philosophy is the belief that maintenance is a

degradation to predict what might otherwise be unexpected functional

bp Common Maintenance Strategy

bp Common Maintenance Strategy

Leadership and Organization

In order to sustain best-in-class exploration and production operations,

bp Common Maintenance Strategy

Leaders engage in clear, two-way communication with employees,

In the Strategy, leaders establish clear Maintenance and Reliability goals

Maintenance and Reliability Management systems are developed,

Leaders integrate Group Maintenance and Reliability targets into their

Leaders promote the sharing of Maintenance and Reliability lessons

Qualified competent personnel are selected and placed to meet specified

Personnel performance is assessed, documented and feedback given.

bp Common Maintenance Strategy

Exchange of personnel between operational areas to promote self-

Contractor’s skills, performance, availability and value to the bp Common

Within an organization implementing the CMS exists a set of core

bp Common Maintenance Strategy

q Leadership – Senior, Field, and First-Line

bp Common Maintenance Strategy

III. Related Key Performance Indicators

CMS Processes and Tools

1. Computerized Maintenance Management System (CMMS)

15. Redeploy and Optimize Staffing

bp Common Maintenance Strategy

Availability is defined as an item that is ready

Availability takes into account planned and unplanned downtime.

We will put in place systems and processes to ensure maximum

Use Reliability Analysis (ESMP/RCM) to:

bp Common Maintenance Strategy

q Create an optimized proactive maintenance plan, which replaces

Undertake timely investigation of plant and equipment failures to:

Findings and recommendations resulting from inspections and routine