Polypropylene Plant Overview

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PLANNED TOTAL PRODUCTIVE MAINTENANCE
Sponsored by Center for Excellence in
Maintenance
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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

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INTRODUCTION OF SAHARA PETROCHEMICALS COMPANY
ITS AFFILIATES BY MR. NAHAR AL-KHALDI Maintenanc
e Section Head, SAHARA
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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.

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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.

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PLANNED PRODUCTIVE MAINTENANCE BY MR.
ABDULLAH AL-DALAAN Maintenance Planning Section
Head, SAHARA
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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.

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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.

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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.

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MAINTENANCE PM STRATEGIES
Maintenance Plan
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SELECTING MAINTENANCE STRATEGY FORMAT
Maintenance PM Strategy Maintenance PM Strategy Maintenance PM Strategy Maintenance PM Strategy
Equipment / Why it fails On-Failure Fixed Time Condition Based Design Out
Air Handling Unit / Falls off due to poor fixture        
Pump / Seal Leaks        
Plain Bearing / general wear        
Pump Bearing / misaligned during installation        

•                                      

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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.

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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.

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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.

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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.

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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.

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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
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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

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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

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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.

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THANKS