Feasibility Study Asset Performance Management Assessments Conclusions

During the review, the team identified the following positive indicators within the Safaniya Units’ Maintenance, Operations, Engineering, and Technical Supports area that will support the implementation of a proactive Asset Management Program including:

Feasibility Study Asset Performance Management Assessments Conclusions

• Interviews with senior and middle managers as well as with engineering personnel, unit supervisors, and support activities indicated there is a generally good appreciation of Saudi Aramco’s Maintenance Policy and Guidelines; there was no evidence of a documented Asset Management Policy in place at Safaniya. It is our understanding that no documented Asset Management Policy has been implemented at any Saudi Aramco facility.
• Equipment problems within the Utility Unit have been identified, are well understood, and remedial actions proposed appear to be practical for the given conditions and resource restrictions.
• The acquisition and implementation of a late generation version of the SAP-PM CMMS to support proactive tracking, assessment, and documentation of maintenance activities.
• Saudi Aramco has an excellent set of recommended “best practices”.
• While no formal processes for addressing risk assessment have been employed for the Utility Units, it was the impression of the assessment team that maintenance, operations, and engineering staff are aware of the relative importance and impact that the equipment and systems in the Utility Units have on HSE and production.
• The Safaniya GOSP Utility Units’ work planning and execution is managed and executed with professionalism, a good understanding of the process, and in accordance with established procedure.
• The many corrosion issues and challenges within the Utility Units are well known.
Notwithstanding those issues and challenges, the Inspection and Testing Department in conjunction with the Lead Engineer, NA Corrosion & Inspection are performing inspections and corrosion reviews that conform to “best practices”.

• The operations issues within Well Formation Water Injection, Washwater Unit, MED
Unit, and Sea Water Supply and Brine Water Pump-out Lines are understood in detail by the Utility Units’ staff and the solutions proposed to deal with issues are appropriate.
• The MOC process to require the updating of appropriate documents and forms has been developed to ensure that appropriate documents and procedures are updated.
• The Safaniya GOSP approach to addressing anomalies and repairs and performing failure analyses is in line with industry best practices.
While observing that these initiatives and management practices are positive steps and essential to the implementation of a good Asset Management Program, it was observed that a number of actions need to be undertaken to ensure a world class, proactive Asset Management Program is fully implemented at Safaniya. These actions are:
• Safaniya has no formal Reliability policy.
• Corrosion is the main maintenance problem facing the Utility Unit complex primarily due to high oxygen content in RO water coming from offsite.
• There are insufficient resources available to support all aspects of the Safaniya Utility Units’ Asset Management strategy.
• Equipment criticality is currently based on consensus and interaction among the different organizations.
• No risk management (e.g., RBI, RAM, etc.) approaches have been formally adopted for the Safaniya GOSP.
• While maintenance plans are provided in SAP-PM, there was no information available as to the organization that developed the plans, the process used for their development, or the criteria used in their development.
• While trending of vibration monitoring results and inspection readings is performed regularly, there was no information available that indicated that any specific organization was trending plant components contributing to processing delays and adjusting maintenance frequencies as needed.
• There was no evidence that a program was in place to define the maintenance and inspection PM types and frequencies in SAP.

• There is a significant amount of data available from SAP-PM maintenance histories and inspection results to identify areas of improvement. There was no information available that this is being accomplished; improvement opportunities are determined by system inadequacies (e.g., frequent failure of the new seal flush pumps, G26-G-255C/D, for the new formation water injection and booster pumps; internal corrosion in formation water line, etc.)
• A grounding resistance measuring instrument is not available with Safaniya E&I operations and maintenance department. E&I operations observes and resolves grounding fault issues based on experience.
• Test equipment is not calibrated by third-party agencies.
• While records for troubles/failures could be entered into SAP-PM, these records do not appear to be available to the technicians.
• A number of rotating equipment, static equipment and piping, instrumentation, and electrical problems exist, including:
 The current major machinery issue in Utility Plant G 26 is frequent failure of the new seal flush pumps, G26-G-255C/D, for the new formation water injection and booster pumps. They are failing due to corrosion from the RO water from the Tanajib Plant which has high oxygen content.
 There is a formation water line corrosion issue caused by welding in new spool pieces which results in damaged FBE lining.
 There is internal corrosion in the washwater lines caused by dissolved oxygen.
 A washwater line flange connection underwent crimping damage due to improper bolting torque.
 Operation of PCV-2066B/2067B and PCV-2068B, and the ratio control valve for E-310A/B/C is accomplished manually.
 Signs of oil leakage were observed at the 230/13.8kV Power Transformer G26-P-101T 60/80MVA may indicate onset of potential failure or impact the effectiveness of transformers.
• Safe operating parameters and limits have been defined per the unit OIM’s instrumentation set points.
• The acceptance and implementation of the newly installed the Safaniya Water System upgrade, which because of its design, does not allow for maximum through-put for oil separation has resulted in a requirement that require additional resources over and above that originally anticipated.
• There was no evidence that unit/sight level personnel have input into upgrade projects especially in the area of vendor selection and reliability and maintainability issues.
• A random review of MOCs open during 2012 indicated that two WO had been closed out without the checklist completed and signed off. Discussions with maintenance and engineering personnel indicated that not all drawings affected by a MOC had been updated to “as built” status.
• A MOC Register exists. However, there was no evidence of tracking of MOC status.
• Retention of maintenance and engineering personnel is an issue and causing problems.
Many senior personnel with years of practical plant experience are leaving. While Saudi Aramco is able to hire more junior personnel, hiring experienced personnel to replace experienced personnel that are retiring is an issue at Safaniya. Obtaining sufficiently trained staff to replace retiring personnel could impact future performance, especially in light of increased production requirements over the next 5 to 6 years.



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