All Member Open Forum

I have the responsibility of managing a small pipeline facility.…. What advice can I get from this house based on the following questions.… please feel free to pick any one to talk about 

1. "As a new maintenance manager at a small pipeline facility, what are the critical areas I should prioritize for preventive maintenance?"

  

2. "For small pipeline facilities, what are the most effective strategies for balancing maintenance costs with operational reliability?"

3. "What are the key indicators or metrics to track in order to assess the health and performance of a small pipeline facility's maintenance program?"

4. "How can small pipeline facilities leverage technology and automation to streamline maintenance processes and improve efficiency?"

5. "In your experience, what are some common challenges faced by new maintenance managers in small pipeline facilities, and how can they be overcome?"

6. "What are the best practices for scheduling and executing maintenance tasks in a small pipeline facility to minimize downtime and maximize asset lifespan?"

7. "For a new maintenance manager, what are the essential skills or knowledge areas to develop in order to excel in overseeing maintenance operations at a small pipeline facility?"

8. "How can small pipeline facilities implement a proactive approach to maintenance, rather than a reactive one, to prevent costly breakdowns and unplanned downtime?"

9. "What role does data analysis and predictive maintenance play in optimizing maintenance strategies for small pipeline facilities?"

10. "Are there any specific regulations or compliance standards that small pipeline facilities need to be particularly mindful of when developing their maintenance plans?"

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Henry Awhabro
henryphyl@yahoo.com
Port HarcourtNigeria
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Dear Henry,

What is the nature of the fluid that is serviced through the pipelines in the facility? The maintenance strategy will need to be made taking into consideration the risks that the process fluid poses. The risks in a hydrocarbon pipeline facility and a pipeline facility for a fertilizer plant have different levels of risk criticality,for example. Also, the maintenance strategy needs to take into consideration the redundancy that is built into the design. It would be prudent to consider the single line equipment as more critical in comparison with a segment that is having a redundant piping. Normally, in a pipeline facility, a thickness survey schedule is done for ascertaining the health status of the pipelines. Please have a look at the CMMS system that your facility is having. Is the BOM(Bill of material) list available and updated to the replaceable part level? Is a VED analysis done for the plant with sufficient stocking levels of Vital spares? Does the CMMS system have a LAM system(linear asset management system), which should suit the pipeline facility better? Please check the existing SMPs in the facility. Are the SMP's updated? Are the PM checklists in line with the SMP? Are the SMP derived from the OEM recommendations and best maintenance practices? Are the technicians trained in the SMP and is there a training calendar in place for refresher training on the SMP? These are some of the basic points that a new maintenance manager in a facility can focus.

Also, the strength of a maintenance team lies in its people. Preparation of a skill matrix, which will give a training need identification for each person in the maintenance team will be a good way for identifying skill gaps that need to be plugged in the team. A training calendar can then be made for the team so improving skill level,which shall lead to overall improved maintenance performance.

Normally, maintenance departments track KPIs such as PM schedule compliance %, task compliance %, overtime hours per craft, number of unscheduled work percentage and percentage of pending work,etc. More KPIs can be identified based on site requirements for greater focus.

Regards,

Srihari

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Srihari R,
Manager-Asset Management
Thyssenkrupp Industries India Ltd
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Original Message:
Sent: 3/19/2024 8:15:00 AM
From: Srihari R
Subject: RE: Possible quick wins for a new manager

Dear Henry,

What is the nature of the fluid that is serviced through the pipelines in the facility? The maintenance strategy will need to be made taking into consideration the risks that the process fluid poses. The risks in a hydrocarbon pipeline facility and a pipeline facility for a fertilizer plant have different levels of risk criticality,for example. Also, the maintenance strategy needs to take into consideration the redundancy that is built into the design. It would be prudent to consider the single line equipment as more critical in comparison with a segment that is having a redundant piping. Normally, in a pipeline facility, a thickness survey schedule is done for ascertaining the health status of the pipelines. Please have a look at the CMMS system that your facility is having. Is the BOM(Bill of material) list available and updated to the replaceable part level? Is a VED analysis done for the plant with sufficient stocking levels of Vital spares? Does the CMMS system have a LAM system(linear asset management system), which should suit the pipeline facility better? Please check the existing SMPs in the facility. Are the SMP's updated? Are the PM checklists in line with the SMP? Are the SMP derived from the OEM recommendations and best maintenance practices? Are the technicians trained in the SMP and is there a training calendar in place for refresher training on the SMP? These are some of the basic points that a new maintenance manager in a facility can focus.

Also, the strength of a maintenance team lies in its people. Preparation of a skill matrix, which will give a training need identification for each person in the maintenance team will be a good way for identifying skill gaps that need to be plugged in the team. A training calendar can then be made for the team so improving skill level,which shall lead to overall improved maintenance performance.

Normally, maintenance departments track KPIs such as PM schedule compliance %, task compliance %, overtime hours per craft, number of unscheduled work percentage and percentage of pending work,etc. More KPIs can be identified based on site requirements for greater focus.

Regards,

Srihari

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Srihari R,
Manager-Asset Management
Thyssenkrupp Industries India Ltd
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