Production • Processing • Handling
“We have well experienced teams at TOTAL for the execution of both maintenance and inspection routines. Tey know the oil and gas industry and they know all of the machines and equipments that make these plants run. What we needed, in addition, was an experienced partner to develop a maintenance and inspection strategy based on best-in-class practices carried out on similar equipment in oil and gas, and other industrial applications. Much of the equipment such as pumps, motors, compressors, gearboxes, are used in other industrial plants, as is much of the power generation, electrical and instrumentation needs that our Indonesian project will utilise. “Our goal was to use best-in-class practices
and routines to optimise our plant reliability and efficiency; machinery uptime, gas production, transportation and processing, and to reduce our maintenance and inspection costs. In full compliance with Indonesian regulation PTK07 factors we evaluated a number of potential service suppliers and finally the MIE contract was awarded to SKF.” Te project is also a first for TOTAL E&P
Indonesia because the maintenance and inspection strategy will be developed and applied for one sea-based gas extraction plant and four land-based processing plants. Such a five plant application has not been simultaneously implemented before. Philippe Grosbois is expecting time and cost synergies and savings due to a large degree of overlapping and replication as each of the processing plants is constructed and comes on-line.
Major project steps Te major steps in the project will cover:
l Criticality Review; identify all items in each plant, including rotating equipment, electrical, instrumentation etc by unique name coding and carry out reliability centered maintenance and failure mode studies where necessary. Further, classify each item in one of the categories; vital, critical or secondary.
l Perform Risk Based Inspection assessment for pressure systems, including piping, using TOTAL’s in-house software.
l Enter all plant items and unique coding into templates for later upload into TOTAL’s computerised maintenance and inspection management system (CMIMS) by TOTAL’s dedicated team
l Determine and produce specific maintenance plan for each plant item; what to do, when to do it, how to do it, what tools and equipment are needed.
l Develop an overall lubrication and greasing schedule to the equipment level.
Mr N Venkatesan, Project Leader for SKF and Philippe Grosbois say key to success has been the co-location of their teams in the SKF offices in Jakarta. With such close proximity any concerns can be dealt with immediately. Progress is monitored closely and mutually against Key Performance Indicators agreed in the contract specification. Te challenge as this project enters its latter stage is to transition to the field operations function, a workable package that is suited to the capabilities of that organisation. Te success of the project comes ultimately when the new work is actually executed well in the field. Tis project ‘sets the scene’, for optimal life cycle costs. SKF is also intimately aware of TOTAL and their local operations and will continue to help them with their pursuit of those optimal life cycle costs, whilst managing their risks. l
For further information, visit
www.skf.com www.engineerlive.com 25
Fig. 2. Thousands of details are loaded into templates.
Te project provides the justified content for TOTAL’s SAP system for the maintenance and inspection functions across five new facilities ready for start-up.
Te full scope of the contract requires that SKF
also delivers a spare parts management program that identifies spare parts items for vital and critical plant items over a two year time span. SKF’s long history in supplying products and solutions for rotating machinery has allowed them to accumulate much knowledge for determining the parts most sensitive to requiring replacement throughout the life cycle of the machine. Tis will enable TOTAL to start operations and continue running with the right balance of the optimal number of spare parts, the optimal cost and the ability to maintain plant reliability.
Page 1 |
Page 2 |
Page 3 |
Page 4 |
Page 5 |
Page 6 |
Page 7 |
Page 8 |
Page 9 |
Page 10 |
Page 11 |
Page 12 |
Page 13 |
Page 14 |
Page 15 |
Page 16 |
Page 17 |
Page 18 |
Page 19 |
Page 20 |
Page 21 |
Page 22 |
Page 23 |
Page 24 |
Page 25 |
Page 26 |
Page 27 |
Page 28 |
Page 29 |
Page 30 |
Page 31 |
Page 32 |
Page 33 |
Page 34 |
Page 35 |
Page 36 |
Page 37 |
Page 38 |
Page 39 |
Page 40 |
Page 41 |
Page 42 |
Page 43 |
Page 44 |
Page 45 |
Page 46 |
Page 47 |
Page 48 |
Page 49 |
Page 50 |
Page 51 |
Page 52