This area of investigation was directed toward addressing the ability of the organization to meet the requirements to manage, perform, and document Integrity Management activities. Table lists the issues addressed and resultant findings.
ORGANIZATION AND RESOURCES | PLANT INTEGRITY MANAGEMENT
|Organization and Resources|
|Is overall responsibility for asset management assigned to a particular named individual or function?||Yes, the Safaniya Operation Superintendent|
|Are the roles and responsibilities defined and understood?||Yes. Interviews with Mangers, supervisors and support personnel indicate an acceptable understanding of their roles and responsibilities|
|Is there an organization chart specifically associated with asset management? Is this fully documented and updated as required?||While organization charts for the Operations, Maintenance, Engineering, and Technical Support Departments exist, it is not known if they are up to date. Further, a specific organization chart for the Utility Units’ was not available|
|Are roles and responsibilities for individuals involved in Asset Management clearly defined and documented?||No evidence of such was made available|
|Are authorities and reporting routes clearly defined?||Yes, with in the line organizations|
|How are interfaces between the various departments (Engineering, Maintenance, Operations, SH&E, Support, etc.) managed?||Officially at the superintendent level. The Operations, Engineering, Maintenance, and Technical Support organization personnel interface continuously though morning report meetings and as required at other times.|
|Are sufficient resources available to support all aspects of the Asset Management strategy?||No. Given workload requirements, there are not sufficient resources available to support all aspects of the strategy. For example, the Reliability Unit is authorized for a staffing level of
10 individuals; it currently has 3.
|What involvement do contractors/third parties have in the existing Asset Management strategy? How is their involvement managed?||From and asset integrity perspective, they are used on an “as- needed” basis, i.e., typically equipment vendor technicians when needed to solve a specific problem. Contractors are typically used for labor intensity jobs: i.e. excavation, etc.|
|Where does the maintenance support come from when needed?||From Saudi Aramco corporate internal resources; as stated above, equipment vendor technicians are tasked to support maintenance when needed to solve a specific problem|
|How often has support been requested in the last year, six months, month, and week?||Information not available.|
|Are any items of plant covered by “healthcare”
|None in the Utility Units|
|Does the plant use a Computerized
Maintenance Management System (CMMS)?
|Is the CMMS adequate and up to the task required of it?
Is more robust software needed to meet the demands of the operation?
|SAP is considered an excellent tool by Maintenance and its capabilities are being fully utilized.|
|How are overdue maintenance activities identified and managed?||Operations and maintenance will address criticality and reassess priorities.|
|How are the results of maintenance or testing activities analyzed and reported?||The Reliability Team is responsible for condition monitoring. Surveys results are stored locally and a monthly report is issued. An Executive Summary report is issued to the Ops Foreman monthly which highlights any vibration problems. Piping is continuously on-line inspected; fixed equipment during planned or unplanned shutdowns. Inspection reports are reviewed by the Lead Engineer, NA Corrosion & Inspection.|
|What procedures are applied to the inspection and storage of spare parts?||Information not available.|
|How are critical spare parts stockholding requirements determined?||Recently, Maintenance did a review of critical spare parts and stocked local the necessary parts.|
|What controls are applied to ensure that delivered equipment, materials or spare parts are fit-for-service?||Information not available.|
|What is the turnaround schedule?
Has past turnaround performance met budget and down time objectives?
|There are no planned turnarounds. However, when a plant shutdown is needed to accommodate an emergency repair other repair work is performed.|
|Is turnaround planning done internally or by a contractor?||N/A. The Utility Units does not undertake scheduled plant turnarounds|
The key findings from the Organization and Resources area are summarized as follows:
• There are insufficient resources available to support all aspects of the Safaniya Utility Units’ Asset Management program elements. Interviews at all levels of the organization indicated that with the given workload requirements, there are not sufficient resources available to complete necessary day-to day tasks in a timely manner. Additionally, there was an awareness of an increasing lack of experienced personnel to replace experienced, knowledgeable personnel who are retiring to support all aspects of the strategy. For example, the reliability organization is authorized for a staffing level of ten individuals; it currently has three. Recommendation: Undertake a concerted effort to staff the reliability organization up to the authorized level of ten slots.
• From an organization and resource perspective, except as noted, the organization can support an asset management strategy at a reasonable level.