Strategic management of productive assets of petroindustrial. Ecuador

Gestión-Estrategica-Activos-Productivos-Petroindustrial-Ecuador

Strategic Asset Management maximizes the performance of business assets, as well as increases the longevity and productivity of teams that have a direct and significant impact on industry goals.

Business asset management is not a reactive process that "fixes what's wrong." In fact, effective management of business assets is a proactive solution that takes advantage of the information derived from different models and forecasts to map strategies that guarantee optimal synchronization and operation of assets.

Carrying out this, integrating and synchronizing management practices at tactical and strategic levels, across different types of assets and spanning the entire company, is the essence of Strategic Asset Management.

CHAPTER I

1. DETERMINATION OF THE INVESTIGATION

INTRODUCTION

The oil industry, like other companies, depends on vital assets for its business; however, they normally consider each of these individually and unrelated, even though in reality the companies are a set of interdependent strategic assets, which form a single system and must be managed as a whole at the highest levels of the company. business. Strategic Asset Management maximizes the performance of business assets, as well as increases the useful life and productivity of equipment that has a direct and significant impact on industry goals.

The management of business assets is no longer a reactive process, that is, it "fixes what is broken", to become a proactive solution that takes advantage of the information derived from different models to map strategies that guarantee optimal synchronization and operation of the assets.

Carrying out this, at the EP-Petroecuador Refining Management integrating and synchronizing management practices at tactical and strategic levels, through different types of assets and spanning the entire company, is the essence of Strategic Asset Management. Keeping refineries in the highest degree of readiness and operation is one of their biggest challenges and at the same time it is one of the biggest problems that they must constantly face and solve.

The present project has as its fundamental basis, the systemic integration between the processes of operational maintenance and supplies as strategic areas of the organization, in such a way that its efficiency is reflected in the fulfillment of the strategic objectives of the company.

The following figure shows the main integration areas that will be part of the Strategic Asset Management proposed in this project.

The comprehensive supply model, named in this way for integrating procurement processes, inventory management and storage of the three refineries and the Comprehensive Maintenance Management as it is a company whose business revolves around the intensive use of its assets productive, the relationship between their processes is of great importance.

DESCRIPTION OF THE PROBLEM TO BE SOLVED

The existing problem in the Refining Management involves several aspects: on the one hand, the operational maintenance management that has maintained a divorce with other strategic areas such as: operations, projects, reliability, among others; on the other hand, the lack of a supply model integrated with Inventories, Storage, Procurement, have generated: the lack of standards in the application of processes and procedures; the lack of integration of information between the strategic areas of the organization; the lack of maintenance plans integrated with the purchase or procurement plans. This situation is similar in all the refineries and in the headquarters, being the most complex situation in the Esmeraldas Refinery, due to its size,level of complexity and discretion in its management and due to the greater number of assets, inventory and maintenance items that are managed.

JUSTIFICATION FOR THE DEVELOPMENT OF THE PROJECT

The problems raised in the previous paragraph are justified reasons for the development of this project, and it is necessary to qualitatively detail the benefits that in the medium and long term will be visualized in the implementation of this project.

Reduction in maintenance costs Improvement in productivity Revised, improved and standardized processes Preparation of preventive maintenance plans Preparation for the development of predictive and corrective maintenance plans Adoption of best practices in the development of integrated, standardized inventory management system a National level Integrated and standardized maintenance management system at national level. Preparation of purchase plans and budget, in an integrated and coherent way to maintenance plans. Have an inventory system of items whose components are organized and identified with labels of barcode on warehouse-type items. Have a system of organized, structured warehouses,in accordance with international safety and control standards Have trained and qualified personnel with the necessary competencies to understand and properly manage the inventory, purchasing and maintenance systems Have a maintenance plan for all the assets of the refineries and matrix, designed according to the specifications of equipment manufacturers, world-class best practices and integrating the purchasing and import system, covering the expectations of preventive and predictive maintenance. Contribute directly to a change in organizational culture, strengthening the business restructuring process of the Management of Refinement.Purchases and Maintenance Have a maintenance plan for all the assets of the refineries and parent company, designed according to the specifications of the equipment manufacturers, world-class best practices and integrating the purchasing and import system, covering the expectations of preventive maintenance and Predictive. Contribute directly to a change in organizational culture, strengthening the business restructuring process of the Refining Management.Purchases and Maintenance Have a maintenance plan for all the assets of the refineries and parent company, designed according to the specifications of the equipment manufacturers, world-class best practices and integrating the purchasing and import system, covering the expectations of preventive maintenance and Predictive. Contribute directly to a change in organizational culture, strengthening the business restructuring process of the Refining Management.Contribute directly to a change in organizational culture, strengthening the business restructuring process of the Refining Management.Contribute directly to a change in organizational culture, strengthening the business restructuring process of the Refining Management.

GENERAL PURPOSE OF THE PROJECT

Design a Strategic Asset Management Model, which enables the refineries to be kept in optimal operation, through the interrelation of Comprehensive Maintenance Management and Comprehensive Supply Management.

SPECIFIC OBJECTIVES OF THE PROJECT

The present project has the following specific objectives:

Detail the Background and current situation of the company Develop a management model that integrates maintenance management with supply management Identify the requirements for the design of an EAM Enterprise Resource Management software that is adapted to the needs of the Management of Refinement.

METHODOLOGY AND THEORETICAL FRAMEWORK

In the development of this project, concepts related to

Project Management, Organizational Development, Strategic Management, Cause Effect Analysis, and application of best practices in issues related to Maintenance Management and Supply Management will be used.

1.1.1 Methodology for project administration

The administration of this project will be based on the PMI Project Manager Institute methodology. The structure and foundation of this methodology includes studies of generally recognized good practices applicable to most projects. Good practice means that there is general agreement on the correct application of skills, tools, and techniques that can increase the chances of success of a wide variety of different projects.

A basic structure for the execution of the project will be established through the Project Management. The general management will appoint a Project Director who will be in charge of managing it and some ongoing operations, which can be redefined as projects. The project manager can divide the project into phases; Each phase of the project is determined in the term of one or more tangible and verifiable work products such as:

Feasibility study or analysis of the situation to be resolved; The design of a proposal for change or improvement; oA functional prototype.

1.1.2 Reliability Based Maintenance (RCM)

Reliability Centered Maintenance - RCM is a process that will be used to define the maintenance strategies of the productive assets of the three refineries, to prevent the consequences of failures. Taking into account repair and prevention costs, costs generated by loss of production, quality and customer service, and the tolerable level of consequences for safety and the environment.

This model requires the definition of the critical equipment of the refineries, as well as the participation of analysis groups, made up of Maintenance, Production, Engineering personnel, led by a professional duly trained to conduct the process through a systematic and structured methodology..

1.1.3 Failure Mode and Effects Analysis AMEF

The AMEF is a method that will allow us to determine the failure modes of the components of a productive team, the impact and the frequency with which they occur; In this way, faults can be classified in order of importance, allowing us to directly establish maintenance tasks in those areas that are generating the greatest economic impact, in order to mitigate or eliminate them completely.

This process requires a certain period of time to apply it in the study of a system (equipment - components), a detailed analysis and accurate documentation in order to generate a clear and well-related hierarchy. Its procedure as such involves the following activities:

Define the system: Refers to the fact that the system to be evaluated must be clearly defined, the functional relationships between the components of the system and the level of analysis that must be carried out. The analysis of failure modes: Consists of defining all modes of potential failure to be evaluated at the lowest level. For example, loss of performance, intermittent operation, etc. Failure Effects Analysis: Defines the effect of each failure mode on the immediate function, the highest levels of irrigation in the system, and the mission function to be performed. This could include a definition of symptoms available to the operator. Rectification (Optional): Determines the immediate action to be taken by the operator to limit the effects of failures or to restore operational capacity immediately,in addition to the maintenance actions required to rectify the failure Failure Rate Quantification (Optional): If there is sufficient information, the failure rate, the ratio of the failure, or the probability of failure for each failure mode should be defined. In this way, the proportion of total failure or the probability of failure associated with an effect of a failure mode can be quantified. Critical analysis (Optional): It allows us to determine a measure that combines the severity or impact of the failure with the probability that it will occur.. This analysis can be quantitative or qualitative. Corrective Action (Optional): Defines changes in the design by operating procedures or test plans that mitigate or reduce the critical probabilities of failure.Failure Rate Quantification (Optional): If sufficient information exists, the failure rate, the ratio of the failure, or the probability of failure for each failure mode should be defined. In this way, the proportion of total failure or the probability of failure associated with an effect of a failure mode can be quantified. Critical analysis (Optional): It allows us to determine a measure that combines the severity or impact of the failure with the probability that it will occur.. This analysis can be quantitative or qualitative. Corrective Action (Optional): Defines changes in the design by operating procedures or test plans that mitigate or reduce the critical probabilities of failure.Failure Rate Quantification (Optional): If sufficient information exists, the failure rate, the ratio of the failure, or the probability of failure for each failure mode should be defined. In this way, the proportion of total failure or the probability of failure associated with an effect of a failure mode can be quantified. Critical analysis (Optional): It allows us to determine a measure that combines the severity or impact of the failure with the probability that it will occur.. This analysis can be quantitative or qualitative. Corrective Action (Optional): Defines changes in the design by operating procedures or test plans that mitigate or reduce the critical probabilities of failure.In this way, the proportion of total failure or the probability of failure associated with an effect of a failure mode can be quantified. Critical analysis (Optional): It allows us to determine a measure that combines the severity or impact of the failure with the probability that it will occur.. This analysis can be quantitative or qualitative. Corrective Action (Optional): Defines changes in the design by operating procedures or test plans that mitigate or reduce the critical probabilities of failure.In this way, the proportion of total failure or the probability of failure associated with an effect of a failure mode can be quantified. Critical analysis (Optional): It allows us to determine a measure that combines the severity or impact of the failure with the probability that it will occur.. This analysis can be quantitative or qualitative. Corrective Action (Optional): Defines changes in the design by operating procedures or test plans that mitigate or reduce the critical probabilities of failure.Define design changes by operating procedures or test plans that mitigate or reduce critical probabilities of failure.Define design changes by operating procedures or test plans that mitigate or reduce critical probabilities of failure.

AMEF is a tool used to prevent problems before they occur.

1.1.4 The cost-risk optimization model (OCR):

Risk Cost Optimization is a methodology of "Asset Management" that allows determining the costs associated with carrying out preventive maintenance activities and the benefits expected from their execution, while continuing to consider the risks involved, to identify the optimal frequency of Maintenance actions based on the minimum / optimal total cost that it generates that allows decision-making based on the “Minimum total impact on the business”

It is important to note that when we refer to variable costs, we want to indicate the percentage of occasions in which the planned task had "x" cost, while when we speak of incremental costs we mention the unit costs of the planned task after it has elapsed " x »time since the last maintenance action, that is, the costs for increased tasks.

In addition, we must add the meaning of global impact, which is a function of the frequency with which preventive maintenance activities are carried out and the risk that is latent at the time they are executed. It is obtained by adding point by point the costs of the execution of a maintenance task during a determined time interval and the risk associated by the frequency of this execution.

The information required for the analysis will always be referred to the frequency of failures and their consequences, seeking as already indicated the “Minimum total impact on the business”. To obtain this information, the initial step is to form a work team made up of a facilitator (OCR analysis expert, and who will be in charge of conducting and promoting the evaluation), and staff from the organizations involved in the study, such as operations, maintenance, and specialists, who will be the focal points to identify, select, and lead personnel knowledgeable of the operational reality of the systems under analysis.

El personal indicado, debe conocer el sistema, y formar parte de las áreas de: operaciones, y mantenimiento (mecánico, electricidad, instrumentación), ingeniería, programadores, especialistas en proceso, diseñadores, personal de seguridad, etc.; adicionalmente deben formar parte de todos los estratos de la organización, es decir, personal gerencial, supervisores, inspectores y obreros, dado que cada uno de ellos tiene un nivel particular de conocimiento así como diferente visión del negocio. Logrando con esto, mejores resultados por la diversidad de enfoques evitando resultados parcializados, además el personal que participa nivela conocimientos y acepta con mayor facilidad los resultados, dado que su opinión fue tomada en cuenta.

A main element that has a lot of relevance is the one related to the evaluation of the causes that can generate failures and it is the Root Cause Analysis (RCA)

1.1.5 Root Cause Analysis (ACR)

Within the framework of reliability, it is the fundamental tool to determine the fundamental causes that generate a repetition of failure or, failing that, within a set of failures, the anomaly of greatest weight in terms of operational, economic and safety and environmental impact. It is a systematic tool that is applied with the aim of determining the causes that give rise to failures, their impacts and frequency of occurrence, and then mitigate or eliminate them completely.

It is generally applied in specific problems for critical equipment of a process or when there is the presence of repetitive failures. To apply a Root Cause Analysis, you must have a clear definition of the system to understand the interrelationship between the different levels of a process, which will allow us to consider factors, aspects and conditions that are present in a study. environment, since any of them can generate a failure.

The ACR as previously stated, is generally applied in specific problems that appear in critical equipment for a process or that present repetitive failures, therefore it should be applied when:

The analysis of failures that occur continuously or in critical processes is required. When an analysis of the design process, application of procedures and supervision is needed. Need to analyze organizational and programmatic differences.

1.1.6 Classification index for maintenance expenses (ICGM).

According to the author Dounce (2000), the ICGM is a tool that allows you to classify maintenance costs by relating them to the equipment and the work to be done.

Rank the team according to its importance and rate the work being done.

For Dounce (2000), this tool is important because in many occasions the problems of both machinery, equipment or facilities can be provided at the same time, making it difficult for the maintenance department to assign priorities. Sometimes the right decision is not made and the equipment that was not so important is repaired, while if it was, it remains idle for a longer time.

To help the maintenance department in this type of decision, there is the ICGM (Classification Index for maintenance expenses), which allows classifying maintenance expenses relating them to the equipment and the work to be carried out.

The ICGM is made up of two factors: Machine code.- It

hierarchises the team depending on its importance

. Work code. Qualifies the job to be run

Therefore:

ICGM = Machine code X job code

To put this tool into practice, a committee made up of people from the maintenance, production and reliability areas is formed, who carry out an inventory of all the assets of the company, hence each machine code for the assets is established. The qualification of said assets will depend on their degree of importance, these qualifications go from 10 if they are vital resources to 0 if they are trivial, likewise different criteria are established to assign a code to the works.

These codes are not constant, it is advisable to make a monthly publication, to help the maintenance department to keep updated.

1.1.7 ABC Inventory Control

The ABC system is an inventory classification method based on the book value of the stored materials. Traditionally, thousands of items are stored in companies, but only a small percentage represents a book value important enough to exercise strict control over it.

As a general rule, between 5 and 15% of the items in inventory represent between 70 and 80% of their total value. These articles are classified as "A articles". "Items B" represent approximately 30% of total stocked items, but only 15% of the total inventory value. "C items" generally make up 50-60% of all stored items but represent a modest 5 or 10% of the total inventory value.

1.1.8 Pareto Analysis

Pareto analysis is the most fundamental tool in inventory management and control. It consists of applying the law of diminishing returns, known as the 80/20 rule, to the prioritization of activities. The ABC inventory control method is a direct application of the Pareto principle, which can be applied to practically any activity, both in Maintenance Management processes and in Storage processes and Refinery warehouses.

1.1.9 Deming Cycle (PHVA)

The Deming cycle consists of a logical sequence of four repeated steps that must be carried out consecutively. These steps are: Plan, Do, Check and Act. Within each of the steps we can identify some activities that could be carried out in the strategic areas of the Refineries such as Maintenance and Supplies:

To plan