Jacobs - KIVI 150414 final

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Welcome
Jacobs
The Netherlands
15 April 2014
Agenda
Safety Topic
PS-010-010-001
Opening
- Leo Knoester
Introduction to Jacobs
- Jan Doude van Troostwijk
Asset Management
- Edwin Plug
2
Safety Topic
Reverse Parking in
Parking lots
Always reverse park your car in parking lots. ‘Back
stall parking’
is a safer way to park:
- while driving out when you exit your parking stall, you
are not blindly backing into traffic or pedestrians
- children leaving the back seats, do not leave the car at
the traffic side
requires a smaller space in front of the parking lot for
both in and out
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Parking Tips for safety
• Parking lots have a lot of collisions because there are so many
drivers and people, in such a small space. Backing up carelessly is
the greatest cause of collisions.
• Backing into a parking stall is safer than backing out because
your biggest blind spot is behind your vehicle. There is less
chance small children will be in the stall you are backing into than
in the isle of the parking lot you would back out of.
• It is important to know reference points to be looking for through
your window to keep from hitting obstacles. Main tools to use: the
2 side mirrors and the middle back mirror.
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5
Opening /
Introduction
KIVI
By Leo Knoester
Koninklijk Instituut Van Ingenieurs
De beroepsvereniging van ingenieurs en techniekstudenten
De wereld draait om techniek
15 april 2014
Asset management in de petrochemie
Jacobs Leiden
Van Techniek tot Toekomst
Koninklijk Instituut Van Ingenieurs
Mission statement
Het Koninklijk Instituut Van Ingenieurs KIVI is dé Nederlandse
beroepsorganisatie van en voor ingenieurs, opgeleid aan
universiteiten en hogescholen, en vormt een hoogwaardig
technisch kennis- en kennissennetwerk.
Het doel van de vereniging is de vertegenwoordiging van de
belangen van de ingenieurs als beroepsgroep en de
bevordering van de techniek in het algemeen, alsmede de
ondersteuning van de individuele ingenieur tijdens de
loopbaan.
Van Techniek tot Toekomst
Koninklijk Instituut Van Ingenieurs
Kerntaken:
• Versterking van de algemene maatschappelijke positie van de
techniek en de rol van de ingenieur hierin:
Techniek op de kaart
• Bevordering van het collegiale contact en de uitwisseling van
kennis en ervaring tussen ingenieurs en de verhoging van de
kwaliteit van de beroepsuitoefening van ingenieurs door
beïnvloeding van de opleidingen van ingenieurs:
Kennisnetwerk
• Individuele belangenbehartiging en ondersteuning van de leden,
waarbij door samenwerking met derden, op grond van het grote
ledental, meer voordelen kunnen worden behaald.
Van Techniek tot Toekomst
Koninklijk Instituut Van Ingenieurs
Techniek op de kaart
Grootste lobby voor de techniek bij overheid, maatschappij en
bedrijfsleven
Overheid: technologiebeleid en onderwijs
Bedrijfsleven en maatschappij: verkiezing Ingenieur van het
Jaar, afstudeerprijs, [email protected], speurwerkprijs
Jaarcongressen
2014
2013
2012
Van Techniek tot Toekomst
Thema’s
Stad in de Delta
Sustainable Mobility
Zorg & techniek
Koninklijk Instituut Van Ingenieurs
Kennisnetwerk
• 21.500 leden, bronnen van kennis, kruiwagens
• ingedeeld in afdelingen (vakgericht en regionaal)
• digitaal beschikbaar via www.kivi.nl
• in levende lijve bij één van de vele bijeenkomsten
Van Techniek tot Toekomst
Koninklijk Instituut Van Ingenieurs
Individuele dienstverlening
• 12 maal per jaar De Ingenieur
• 22 maal per jaar Technisch Weekblad
• juridische dienstverlening
• Loopbaanbegeleiding
• Ondernemersplatform
• stage-/vacature-/cv-bank
• advies over werken in het buitenland
• korting op vakbladen, voordeel op bij- en nascholing
Van Techniek tot Toekomst
Koninklijk Instituut Van Ingenieurs
Koninklijk Instituut Van
Ingenieurs Regio Leiden
Bestuur Regio Leiden
1. Voorzitter
2. Penningmeester
3. Secretaris
4. Bestuurslid
5. Vacature
6. Leden organiseren
7. Ondersteuning
Van Techniek tot Toekomst
: Ronald Smith
: Hassan Houssi
: Paul van Moerkerken
: Leo Knoester
: Programmacoördinator
: Activiteiten (wie?)
: Projecten
Koninklijk Instituut Van Ingenieurs
Assetmanagement in de petrochemie
door Jacobs Engineering
Plesmanlaan 100 Leiden
15 april 2014
Van Techniek tot Toekomst
Koninklijk Instituut Van Ingenieurs
Introduction to
Jacobs
By Jan Doude van
Troostwijk
Who We Are
®
Committed to BeyondZero safety
Corporate priority for Sustainable development
Relationship based company
Global resource base of over 70.000 employees
in 25+ countries on 5 continents
Publicly traded on NYSE
Net earnings Q1 FY14 (12 mths ended) $450 million
Revenues Q1 FY14 (12 mths ended) $12.1 billion
Backlog Q1 FY14 of $18.1 billion
In business since 1947
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Market Diversity
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17
Geographic Diversity
We Go Where Our Clients Need Us to Be
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18
Diverse Business
Business
Lines
Q1 FY14
Backlog
by Major
Component
Q1 FY14
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19
Balanced Growth through Acquisition
Areas of Focus
Geographies
Asia Pacific, and South
America
Markets
Oil & Gas, Power,
Infrastructure and niche
additions
1/3rd Growth Historically comes from Acquisitions
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Multi-domestic Philosophy
Supports Core Client Strategy
Be Where Clients Want You To Be
Live the Local Requirements
Be French in France, Dutch in The Netherlands, Etc.
Multi-Office Execution Brings the Full Resources of Jacobs to Any
Location
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Jacobs in The Netherlands – History
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22
Jacobs in The Netherlands
Key Clients:
Industry Sectors Served:
Shell
Upstream
Refining
Petrochemicals
Sulfur
Fine Chemicals
Pharmaceuticals
Light Industry
Energy
Consultancy Services
NAM
DSM
BP
Sabic
ExxonMobil
DuPont
KPE
Vopak
LyondellBasel
Dow
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The Netherlands – Disciplines & Expertise
DISCIPLINES
Process
Civil / Structural
TOTAL
222
96
Instrumentation / Electrical
320
Mechanical / Piping
307
Project Management / Engineering
153
Project Services
152
Construction Management
73
Procurement / Contracting
87
General Management / H.O./Admin.
129
Others (QM/HSE/Consult./Authority)
122
TOTAL
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1661
European Hydrocarbon
Center of Excellence
OFFICES
Leiden 1134
Rotterdam Area
177
Meerssen 152
Sappemeer198
24
Our Relationship-Based Business Model
Delivers measurable value
Optimizes customers’ ROI
Sustains relationships for the long term
Minimizes volatility in contracts/pricing
Reduces risk
Our Model
Industry Model
Preferred
Relationships
Discrete
Projects
Discrete
Projects
Transactional
Projects
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Transactional
Projects
Preferred
Relationships
25
Asset
Management
By Edwin Plug
Asset Management
- Edwin Plug
Asset Management in Jacobs, one of the world's largest
and most diverse providers of technical, professional,
and construction services.
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Asset Management
Introducing...
Jacobs Consultancy
Asset Management
AM within Jacobs
− Cases
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Asset Management
PS-010-010-001
- Edwin Plug
1991 Delft, Wtb / Industriële organisatie
Zelfstandig adviseur
Militaire dienst (ROAG, Hoofd Bureau LCC)
1992-1999 PLG Consultancy (vennoot, 5 man)
1999-2006 ABB Service
2006-heden Jacobs Consultancy
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Project Lifecycle Services
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Petrochemicals & Energy (PC&E)
Worldwide network of 200 consultants
Experience in areas of:
− Refining
− Natural Gas & LNG
− Chemicals
− Petrochemicals
− GHG Management
− Energy, Power & Utilities
− Asset Management
− Renewables
London | Manchester |
Stockport
Leiden
Calgary
Madrid
China
Saudi
Chicago |
Houston
Mumbai
31
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Asset Management
Introducing...
Jacobs Consultancy
Asset Management
AM within Jacobs
− Cases
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Trends in maintenance
structuring organizations in such a way, that not just short-term profitability is
maximized, but that other responsibilities, transparency and long-term effects on e.g.
asset condition (exploitation) are addressed
Maintenance and failures are not just a technical issue:
It is also about the people and culture
Just-In-Time aggravates effects of downtime
Rising quality requirements
Failures also HSE concern
Mtce cost becomes issue
Industrialization: growing Predicting failures
Importance of eqpt & downtime
prevention of failures (fixed time)
Simple, robust eqpt
Basic lubrication/servicing
Limited mechanisation =
Predictive
Less focus on downtime
Maintenance
Breakdown
maintenance
1930
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1940
Preventive
Maintenance
1950
Prevent failures
by designing-in
reliability
Asset Mgt
TPM
(PAS 55,
ISO 55000)
RCM
(CBM)
1960
1970
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1980
1990
2000
2010
33
Asset Management
is…
Business Risk
Management
to ensure that Assets deliver
maximum return on
investment throughout their
life
Reliability
Centered
Engineering
Maintenance
Optimisation
Asset
Management
without compromising
- HSE performance or
- reputation.
Operational
Excellence
Turnaround
Effectiveness
Reliability
Practices
ISO 55001:2014 “coordinated activity of an organization to realize value from assets”
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Jacobs Consultancy service portfolio
Commercial Strategy
•
•
•
•
•
•
•
Independent Market Consultant
Supply/Demand, Price Forecast
Identification of Market Shifts
Contracting Strategy Development
Commercial Analysis
Merger & Acquisition
Divestiture Analysis
Asset Management
•
•
•
•
•
•
•
Technical Studies
Due Diligence
Strategic / Capital Planning
Asset Management Services
Energy Performance Improvement
Maintenance and Turnaround strategy
Reliability, Availability, Maintainability
Safety and Integrity
•
•
•
•
•
•
Independent Technical Consultant
Owners’ Representative
Feasibility Study, Master Plan
Technology Selection Analysis
Due Diligence
Impact of New Technologies
Process Safety and Environment
•
•
•
•
•
•
•
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Due Diligence
Merger & Acquisition
Site Selection
Feasibility Studies
Emergency Response
Hazard & Operability (HAZOP)
Hazard Identification (HAZID)
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Asset Mgt typically involves:
1.
Business risk management
−
2.
Reliability centered engineering
−
3.
Includes Technical Due Diligence, LT asset strategy plans / Asset Life Time
Extension plans
Includes Reliability / Availability / Maintainability studies, RCM implementation etc.
Operations & Maintenance optimization
−
Includes maintenance management, reliability improvement, O&M organization etc.
Strategic and
Opportunity
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Conceptual
Definition
(FEED)
Detailed
Design
Construction
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Start-Up
Operation &
Maintenance
Asset Life
Extension
Asset
Retirement
36
Example 1 – Reliability Centered Engineering
We use Reliability, Availability & Maintainability (RAM) studies for
a number of applications:
1.
2.
3.
4.
5.
6.
Validate reliability/availability performance
Optimize redundancy levels
Optimize maintainability and maintenance organization
Equipment selection
Optimize spares inventory
(Reliability Centered) Maintenance Concepts
Strategic and
Opportunity
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Conceptual
Definition
(FEED)
Detailed
Design
Construction
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Start-Up
Operation &
Maintenance
Asset Life
Extension
Asset
Retirement
37
Generic Approach
Objectives
Etc.
1. Workshop with client (TOR)
2. Build Reliability Block Diagram (RBD)
3. Build Critical Equipment Matrix
Failure data
Etc.
- Focus on major items
- FMECA if needed
4. Build & populate Reliability Model
5. Base Case Analysis
- Reliability / Availability / Capacity etc.
Reliability Quality Index
[Cost of Unavailability/Capex]
Cost of unavailability/Capex
100
10
11
13
m
m
12
ite
ite
9
10
m
m
ite
m
ite
7
6
8
ite
ite
m
5
m
m
ite
ite
4
m
m
ite
2
m
3
ite
ite
ite
ite
m
1
1
m
6. Team evaluation / validation of model
7. Sensitivity cases & options analysis
0
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Example: Underground Gas Storage
Source: EIA / PB energy
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Example: Underground Gas Storage
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Example: Underground Gas Storage RBD
+
Cavern /
wellhead 1
+
Compr
Train 1
+
Cavern /
wellhead 2
+
+
Cavern /
wellhead 3
Interconn.
Piping 1
Compr
Train 2
+
Utilities
+
Grid Connection 1
Interconn.
Piping 2
+
Grid Connection 2
+
+
Cavern /
wellhead 4
+
+
Compr
Train 3
Simplified, excluding withdrawal. Top level only. + indicates deeper level RBD’s.
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Availability Validation (example)
1. Confirm Reliability targets
Operating mode:
Send-in
Requirement
Base Case
Reliability
98.0%
98.2%
Availability
(incl scheduled outages)
96.0%
96.4%
2. Verify capacity availability
Capacity availability for interval 0
1
Reliability ->
0,996
0,992
0,988
3. Hitlist with key Availability killers
to be analyzed in-depth
Availability
0,984
0,98
0,976
0,972
0,968
0,964
0,96
0
40
80
120
160
200
240
280
320
360
400
Capacity ->
Capacity (kNm3ph)
Conclusions in this stage:
1.Availability requirements are met
2.No 3rd Compression Train required (20M€ TIC saving)
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Capex Optimisation / Sensitivity analysis
Analysis #1:
− Use model to identify top 30 assets
limiting availability
− Compared ‘Cost of Unavailability’
against ‘TIC’
− Focused efforts on assets where
additional spend (e.g. on sparing) had
largest impact
− Assessed ‘Minimum Capex’ option
− Analysis shows opportunity to remove
(>)> Million €
=> Value potential =1%-8% of Capex
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Cost of unavailability
IGCC Reliability Quality Index 'Q'
[Cost of Downtime / TIC]
100.0
Reliability Quality Index 'Q'
Analysis #2:
TIC
10.0
1.0
4
25 24 20 12
5
22 18 19 21 17 13 15 16 10 11
2
23 28 26
1
6
14
9 27
7
29
0.1
0.0
Ranked Options
43
Integrity and reliability in design and operation
are governed by different domains…..
Regulatory driven
Economically driven
Pressure vessels,
piping
Instrumented Protective
Functions
Corrosion
(Probability of)
Failure on demand
Any (natural) degradation
mechanism
PED
Pressurized Eqpt
Directive
SIL
Safety integrity
level classification
RCE
Reliability Centered
Engineering
RBI
(Inspections)
FFI
(fault finding
intervals)
RCM
Reliability Centered
Maintenance
Any equipment
Scope
Design
Phase
Operational
Phase
Human factor
TPM
Total Productive
Maintenance
tasks
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Optimization of maintainability
Typical issues at hand:
− Plant operated as part of industrial park, stand-alone or
unmanned?
− Maintenance staffing during office hours resp. weekends?
Permanent on site staffing, what is out-sourced?
− Possibilities to “isolate” equipment for inspection or repair?
Service redundant equipment during plant operation?
Impacts reliability and availability! RCE helps to
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−
−
−
−
−
Develop O&M philosophy
Evaluate availability impact of alternatives
Assess e.g. workload, number of call-outs etc
Initiate improvement plans
Value potential >> % of Capex (% of TCO)
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Optimization of maintainability
Base Case
[/year]
Call outs
Output restrictions
48
Failure of production critical equipment
273
Sensitivity analysis
Support scenarios
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Delta vs
Base Case
base case
0.0%
alternative 1
-1.0%
alternative 2
-2.7%
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Equipment selection
Reliability modeling
Identifies which equipment is likely to be availability
critical
Supports defining suitable requirements
(e.g. availability, maintainability, repair times,
maintenance schedules etc)
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Case: refinery expansion project
Challenge the obvious,
quantify common sense
FEED
14+ units, brown - & greenfield
−
Process, utility, intermediate storage
Client objectives:
−
−
Verify availability of integrated complex
Support / validate sparing decisions
What we did
−
−
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Modelled proces & utility units
RAM requirements in package specs
48
Time-availability vs processing capacity
Average processing capacity
90%
100%
97%
98%
96%
94%
Reliability
92%
90%
88%
1% ≈ XX MUSD
86%
84%
82%
80%
90%
95%
100%
105%
110%
115%
120%
125%
130%
135%
140%
Max processing capacity
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Asset Management
Introducing...
Jacobs Consultancy
Asset Management
AM within Jacobs
− Cases
2. Life time extension projects
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Life Time Extension (LTE)
Intended Life Time Extension 2015 -> 2025 (+10 yrs)
What do we need to do, to ensure that, during the next 10 years,
(the remaining life of the plant), the facility will meet the requirements defined,
considering usage as currently known?
Cost
Additional cost of maintenance, unavailability,
loss of production- and/or loss of efficiency
And changes in permits and
(environmental-) legislation/regulation
FOCUS
Cost of normal operation
(incl. routine maintenance)
time
20yy
20xx
Strategic and
Opportunity
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Conceptual
Definition
(FEED)
Detailed
Design
Construction
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Start-Up
Operation &
Maintenance
Asset Life
Extension
Asset
Retirement
51
Plan for LTE Feasibility study
2. Elaborate solutions for LTE issues
1. Listing of LTE issues
In parallel: organizational masterplan (optional)
Using multi-skilled workshops
Desk research
Cold eyes reviews
Eliminate non-issues
Elaborate alternatives
Grouping in scenario’s
List of (potential)
n LTE issues
1. xxx
2. xyz
3. z
..
n.
LTE
FS report
Sub-report
per issue
Example output:
BH1 Revamp Capex
Add-ons (optional)
Availability >88% (x M€)
Permit* related (z M€)
non-issues
LTE 2013-2025 (y M€)
Xls spreadsheet
LTE -2013 (x M€)
Normal operation
Sep ‘1X
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Oct ‘1X
Dec ‘1X
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Lubricants plant - LTE / 10 year masterplan
Description:
Jacobs was hired to develop a 10 year
master plan for a 1930’s facility, entailing
all technical and organizational measures
to enable / assure safe and profitable
production and sustainable plant integrity.
Scope:
Life Time Extension Masterplan,
Organizational Masterplan
Location:
NW Europe
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Asset Management
Introducing...
Jacobs Consultancy
Asset Management
AM within Jacobs
− Cases
3. Operations & Maintenance phase
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Case Study – Plant performance analysis
Location: NW Europe
Stage:
Operational
Specifics:
− Operational large multi-utility plant, providing water, BFW and steam
to a petro-chemical industrial complex, as well as power
− Integrated with client systems (boilers and process etc.)
− High reliability and availability requirements
Shortages have large consequences for customers
Associated penalty scheme
− Used both generic data and client field data
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Case Study – Plant performance analysis
Value added
− System design flaws identified (“N-2 not always sufficient”)
− Defined strategies to improve system performance
Changed operational philosophy (e.g. start-up times, stand-by
strategies)
Re-evaluation of TA execution strategy
Defined requirements for modifications (where, what, sizing etc.)
Identified load-shedding requirements
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Asset Management
Introducing...
Jacobs Consultancy
Asset Management
AM within Jacobs
“ensure that Assets deliver maximum
return on investment throughout their
life, without compromising HSE
performance or reputation.”
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Thank you for your attention!
Any Questions?
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58
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