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Polypropylene Plant Overview

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Maintenance: The process and activities necessary to ensure that equipment is operable by mitigating the effects of decline and preventing failure. – PowerPoint PPT presentation

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Title: Polypropylene Plant Overview


1
PLANNED TOTAL PRODUCTIVE MAINTENANCE
Sponsored by Center for Excellence in
Maintenance
2
A G E N D A
  • SAHARA petrochemicals company its affiliates
  • Introduction of SAHARA pm philosophy
  • TYPICAL ASSET MANAGEMENT CHALLENGES
  • MAINTENANCE STRATEGIES
  • Planned Maintenance PHILOSOPHY
  • PM SYSTEM ESTABLISHMENT
  • PM SYSTEM IMPLEMENTATION
  • KEY PERFORMANCE INDICATORS
  • CONCLUSION

3
INTRODUCTION OF SAHARA PETROCHEMICALS COMPANY
ITS AFFILIATES BY MR. NAHAR AL-KHALDI Maintenanc
e Section Head, SAHARA
4
SAHARA PETROCHEMICALS COMPANY
  • INTRODUCTION
  • The "SAHARA Petrochemicals is
  • a Saudi joint stock company established in
    2004, with a paid up capital of 1 Billion and 875
    Millions Saudi Riyal.
  • It participates and supervises establishment of
    several limited liability companies in Al Jubail
    Industrial City with the participation of Saudi
    and foreign companies that have the modern skills
    and technologies.
  • VISION
  • To be amongst the worlds leaders in promoting
    petrochemical and chemical business, utilizing
    state of the art technologies and building
    effective strategic alliances and synergies. 
  • MISSION
  • To provide quality petrochemical and chemical
    products and attract customers by investing and
    developing safe, environment friendly, reliable
    facilities to meet customer needs and
    shareholders expectations and to motivate our
    employees.

5
SAHARA AFFILIATES
  • AL-WAHA PETROCHEMICALS
  • AL WAHA Petrochemicals Company is a joint company
    of limited liability which was developed by
    "SAHARA Petrochemicals" and LYONDELL BASSELL
    companies with ownership of 75 and 25
    respectively. It was established in September
    2006 to construct, own, and operate a
    Petrochemical complex on an international scale
    to produce 460.000 tons of Propylene .This works
    as a feedstock for 450.000 tons Poly Propylene
    production which will be sold both in regional
    international markets. 
  • SAHARA TASNEE OLEFINS
  • SAHARA TASNEE OLEFINS is a closed joint stock
    company with a capital of 2 Billions and 400
    Millions SR. "SAHARA "  owns 32.55 of its
    capital.
  • The company objectives are represented in the
    construction, management, operation, owning and
    investing in industrial projects especially
    petrochemical and chemical industries and
    marketing its products.
  • SAHARA TASNEE OLEFINS Company's projects are
  • 1. Saudi Ethylene  Polyethylene Company
  • 2. Saudi Acrylic Company
  • SAHARA MAADEN PROJECT
  • SAHARA MAADEN Project will be a joint project
    between "SAHARA Petrochemicals" and the SAUDI
    ARABIAN MINING COMPANY (MAADEN). The project
    aims to produce 250.000 tons of caustic soda and
    300.000 tons of Ethylene dichloride annually.

6
PLANNED PRODUCTIVE MAINTENANCE BY MR.
ABDULLAH AL-DALAAN Maintenance Planning Section
Head, SAHARA
7
Introduction OF SAHARA PM PHILOSOPHY
  • We at Sahara company have started implementing
    ERP/SAP system for our plant maintenance
    activities using our experience and best world
    maintenance practices.
  • We believe now maintenance is not repair function
    any more .However, maintenance is a sophisticated
    intellectual function which is driven by
    information.
  • It is noticed in such system if Preventive
    Maintenance Program is not developed reviewed
    properly , maintenance will end up with a lot of
    PM that is not required and many resources being
    utilized unnecessarily i.e. manpower, spares and
    other services .
  • These resources can be reduced by establishing
    proper PM/PDM strategy and program i.e. tasks and
    frequency.

8
Introduction OF SAHARA PM PHILOSOPHY
  • We have formed a team from Maintenance
    Specialists Engineers to develop Preventive
    Maintenance strategy
  • Maintain Plant Reliability Safety
  • Extend equipment life cycle
  • Improve planning and scheduling system
    effectiveness
  • Minimizing execution time
  • Optimize maintenance cost
  • The overall program will be monitored through
    maintenance Key Performance Indicators.

9
TYPICAL ASSET MANAGEMENT CHALLENGES
  • Establishing plant criticality to prioritize
    allocation of resources.
  • Introduce multi-skill programs (easy maintenance,
    TPM, etc).
  • Maximize people energy efficiency.
  • Improve plant hygiene and housekeeping.
  • Establishing common strategies for purchase of
    consumables and spares.
  • Establishing Life Cycle Costing as the basis for
    equipment procurement.
  • Maximize production Overall Equipment
    Effectiveness .
  • Reduce Plant shutdown (turnaround).
  • Develop Implement Key Performance Indicators.
  • Optimize maintenance costs per ton of production.
  • Reduce spares inventory.

10
MAINTENANCE PM STRATEGIES
Maintenance Plan
11
SELECTING MAINTENANCE STRATEGY FORMAT
  •                                      

12
Planned Maintenance PHILOSOPHY (1 Of 2)
  • The objective of PM philosophy is to deliver
    highest level of reliability adequate with
    business needs, in the optimum cost-effective
    manner, taking in to account both maintenance and
    production related costs.
  • PM philosophy shall be considered to be a planned
    preventive or productive maintenance program,
    which is based on equipment assessment and
    predictive procedures.
  • Company wide standardization of operating systems
    requires that we remain consistent in the
    development and administration of the PM program.
    This will ensure that we perform the same
    maintenance, using the same method, on similar
    equipment throughout the organization.
  • The PM program will be delivered to our plants
    and will be derived from "guideline plant"
    concept.

13
Planned Maintenance PHILOSOPHY (2 Of 2)
  • The type and frequency of tasks assigned to
    equipment PM is based on equipment criticality .
  • All tasks can be considered into two categories (
    Mandatory Optional )
  • PM system include the method of recording
    equipment condition. This will be used as a
    reference to determine the optimum PM frequency.
  • Each PM task is done by a competent person with
    right skills.
  • Spare parts management system is integrated with
    SAP system to ensure spares required to achieve
    maintenance tasks are readily available at the
    point of need.
  • PM frequency shall be reviewed and adjusted
    periodically based on the history and the
    criticality of the equipment.

14
PM SYSTEM ESTABLISHMENT
  • Recommended Maintenance Intervals Guideline used
    to build up the basic PM task frequency for each
    equipment.
  • Maintenance Specialist / Engineer generate task
    list details for each equipment.
  • Identify level of priority by using SAP work
    order management system.
  • Some tasks are governed by Legal, HAZOP, or
    procedural requirements and are considered
    mandatory, unless exemption has been obtained.

15
PM SYSTEM ESTABLISHMENT (Cont)
  • During the life of the plant, task frequencies
    may be further changed as a direct result of the
    condition in which the equipment is found while
    doing a PM task.
  • Plant specific PM program will be developed
    utilizing the tasks in the Guideline Plant. The
    first issue of the plant specific program will be
    a minimum of 85 complete and is to be issued by
    the time the plant is handed over after
    commissioning.
  • This process of customization, to produce a Plant
    Specific PM program, is the overall
    responsibility of the Maintenance Manager
    supported by Technical and Reliability Manager.

16
PM SYSTEM IMPLEMENTATION
  • Normal tasks with a frequency of weekly or more
    are included in the computerized PM program
    (SAP).
  • All downtime maintenance (Turnaround ) tasks are
    included in the PM program to serve as a basis
    for planning maintenance work.
  • Compliance of all PM tasks is required and should
    be documented after completion of the work.
  • A decision on whether or not to perform optional
    downtime task should include the following
  • Input from the Technical Reliability engineer
    on the condition of the equipment, and the
    potential reliability impact.
  • Input from the production manager as to the cost
    associated with the required downtime.
  • Input from maintenance on the cost of performing
    the PM.

17
Planned Maintenance Philosophy processes
CMMS/SAP Master Data
Formed Team from Maintenance Specialist /Eng.
Previous experience Best Practices
PM Philosophy Development
PM tasks Guideline
Equipments assessment
PM Strategy Selection
Implementation plan / SAP
Review implementation / KPIs
18
KEY PERFORMANCE INDICATORS
  • PM Schedule Attainment
  • Derived by comparing the Preventive orders
    completed on scheduled to the number of PM tasks
    scheduled/due.
  • Represented as
  • PM Work Orders Completed on Schedule
  • PM Work Order due

100
  • Target/ Suggested Value.
  • 100

19
KEY PERFORMANCE INDICATORS
  • Preventive Maintenance Rate
  • Derived by dividing the preventive maintenance
    man-hours by the total man-hours of maintenance
    work.
  • Recommended Use
  • For determining PM man-hours being utilized.
  • Represented as
  • Preventive Maintenance Man hours
  • Total Maintenance Hours

100
  • Target/ Suggested Value.
  • 40 60

20
C O N C L U S I O N
  • Preventive Maintenance activities can have a
    significant impact on maintenance and
    manufacturing waste as a result of both
    under-maintaining and over-maintaining.
  • The problem of over-maintaining receives little
    attention in comparison with under-maintaining.
  • The choice of Preventive Maintenance frequency
    impacts the total cost of the Preventive
    Maintenance program.
  • Every PM work order is an authorization to spend
    money. Thats why its important to do the least
    amount of work, at the least cost, which will
    still meet your expectations for reliability.

21
THANKS
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